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Peter Drucker

Peter Ferdinand Drucker (November 19, 1909 November 11, 2005) was an influential writer, management consultant, and self-described social ecologist. Drucker's books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term knowledge worker" and later in his life considered knowledge worker productivity to be the next frontier of management. Peter Drucker gave his name to two institutions: the Drucker Institute and the Peter F. Drucker and Masatoshi Ito Graduate School of Management, both at Claremont Graduate UniversityThe annual Global Peter Drucker Forum in his hometown of Vienna Austria, honors his legacy. Key ideas Several ideas run through most of Drucker's writings:

Decentralization and simplification. Drucker discounted the command and control model and asserted that companies work best when they are decentralized. According to Drucker, corporations tend to produce too many products, hire employees they don't need (when a better solution would be outsourcing), and expand into economic sectors that they should avoid. The concept of "Knowledge Worker" in his 1959 book "The Landmarks of Tomorrow". Since then, knowledge-based work has become increasingly important in businesses worldwide. The prediction of the death of the "Blue Collar" worker. A blue collar worker is a typical high school dropout who was paid middle class wages with all benefits for assembling cars in Detroit. The changing face of the US Auto Industry is a testimony to this prediction. The concept of what eventually came to be known as "outsourcing." He used the example of front room and a back room of each business: A company should be engaged in only the front room activities that are core to supporting its business. Back room activities should be handed over to other companies, for whom these are the front room activities. The importance of the non-profit sector, which he calls the third sector (private sector and the Government sector being the first two.) Non-Government Organizations (NGOs) play crucial roles in countries around the world.

A profound skepticism of macroeconomic theory. Drucker contended that economists of all schools fail to explain significant aspects of modern economies. Respect of the worker. Drucker believed that employees are assets and not liabilities. He taught that knowledgeable workers are the essential ingredients of the modern economy. Central to this philosophy is the view that people are an organization's most valuable resource, and that a manager's job is both to prepare people to perform and give them freedom to do so. A belief in what he called "the sickness of government." Drucker made nonpartisan claims that government is often unable or unwilling to provide new services that people need or want, though he believed that this condition is not inherent to the form of government. The chapter "The Sickness of Government" in his book The Age of Discontinuity formed the basis of New Public Management, a theory of public administration that dominated the discipline in the 1980s and 1990s. The need for "planned abandonment." Businesses and governments have a natural human tendency to cling to "yesterday's successes" rather than seeing when they are no longer useful. A belief that taking action without thinking is the cause of every failure. The need for community. Early in his career, Drucker predicted the "end of economic man" and advocated the creation of a "plant community"[ where an individual's social needs could be met. He later acknowledged that the plant community never materialized, and by the 1980s, suggested that volunteering in the nonprofit sector was the key to fostering a healthy society where people found a sense of belonging and civic pride.[44] The need to manage business by balancing a variety of needs and goals, rather than subordinating an institution to a single value. This concept of management by objectives forms the keynote of his 1954 landmark The Practice of Management. A company's primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company's continued existence. A belief in the notion that great companies could stand among humankind's noblest inventions.

James C. "Jim" Collins, III


James C. "Jim" Collins, III (born 1958, Boulder, Colorado) is an American business consultant, author, and lecturer on the subject of company sustainability and growth. Jim Collins frequently

contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc. He is also the author of several books: Built to Last: Successful Habits of Visionary Companies, Good to Great, How the Mighty Fall: And Why Some Companies Never Give In and "Great by Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All" Jim has authored or co-authored five books based on his research, including the classic Built to Last, a fixture on the Business Week best-seller list for more than six years, and has been translated into 25 languages. The most recent book is How the Mighty Fall: And Why Some Companies Never Give In. Good to Great, his previous book, is "about the factors common to those few companies ... to sustain remarkable success for a substantial period," attained longrunning positions on the New York Times, Wall Street Journaland Business Week best-seller lists, sold 2.5 million hardcover copies since publication, and has been translated into 32 languages. Collins often discusses a "Level 5 leader" in his writings. This refers to the peak of a five-tier hierarchy of leadership characteristics presented in the books. A Level 5 Leader is someone who embodies a paradoxical mix of personal humility and professional will. Jim Collins is a student and teacher of enduring great companieshow they grow, how they attain superior performance, and how good companies can become great companies. Having invested nearly a quarter of a century of research into the topic, Jim has authored or coauthored six books that have sold in total more than ten million copies worldwide. They include the classic Built to Last, a fixture on the Businessweek bestseller list for more than six years; the international bestseller Good to Great, translated into 35 languages; and How the Mighty Fall, a New York Timesbestseller that examines how great companies can self-destruct. His most recent book is Great by Choice: Uncertainty, Chaos, and LuckWhy Some Thrive Despite Them All, coauthored with Morten Hansen. Based on nine years of research, it answers the question, Why do some companies thrive in uncertainty, even chaos, and others do not? Great by Choice distinguishes itself from Jims prior books by its focus not just on performance, but also on the type of unstable environments faced by leaders today. Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at the Stanford University Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado, where he now conducts research and consults with executives from the corporate and social sectors. He holds degrees in business administration and mathematical sciences from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University.

Jim has worked with senior executives and CEOs at over a hundred corporations. He has also worked with social sector organizations across the spectrum, from education and the arts to religious organizations, local and federal government, healthcare, and cause-driven nonprofits. In 2005, he published a monograph, Good to Great and the Social Sectors. Jim is an avid rock climber, and he has made one-day ascents of the North Face of Half Dome and the three-thousand-foot Nose route of El Capitan in Yosemite Valley. Rather than presenting silver-bullet formulas that are easily forgotten, Mr. Collinss books offer tangible frameworks for understanding why organizations succeed. His winning streak is about to be tested with his just-released book, which takes a turn, as he says, to the dark side, focusing on why companies fail. At any other time, it would seem a long shot, in that it lacks the upbeat message of his previous books. But his timing, given the number of once-great companies now in ruin, couldnt have been better. It seems that Mr. Collins, for all his exacting approaches to time management and research, has been blessed with something he cannot control: repeated bouts of flat-out luck.

Manfred F.R. Kets de Vries


Manfred F.R. Kets de Vries (born 1942 in The Netherlands) is a clinical professor of leadership development at INSEAD, where he holds the Raoul de Vitry d'Avaucourt Chair of Leadership Development. He is the founder of INSEAD's Global Leadership Centre, program director of INSEAD's top management seminar, "The Challenge of Leadership: Creating Reflective Leaders" and the scientific director of the program "Consulting and Coaching for Change; Executive Master's Program", and has received five times, INSEAD's distinguished teacher award. With ESMT, Berlin he is a Distinguished Visiting Professor and Director of their Center for Leadership Development Research. He is best known for bringing a different view to the much-studied subjects of leadership and the dynamics of individual and organizational change. Prof. Kets de Vries is also the founder of the Kets de Vries Institute, a partnership that counsels individual CEOs and top executive teams, using a clinical orientation to leadership coaching and organizational transformation.

Manfred F. R. Kets de Vries brings a different view to the much-studied subjects of leadership and the dynamics of individual and organizational change. Bringing to bear his knowledge and experience of economics (Econ. Drs., University of Amsterdam), management (ITP, M.B.A., and D.B.A., Harvard Business School), and psychoanalysis (Canadian Psychoanalytic Society and the International Psychoanalytic Association), he scrutinizes the interface between international management, psychoanalysis, psychotherapy, and dynamic psychiatry. His specific areas of interest are leadership development, building, organizational and crosscultural management. According to his theory, the focus should not just be on individual leaders, but also on the dynamics of executive teams, providing advice on how to reshape the team dynamics to create a high performance organization. They help each organization understand what factors drive its success or failure and how to improve its ability to adapt to changing situations.Although oneon-one coaching can be highly effective, leadership coaching in a group setting can also have high pay-offs because changes in leadership behavior are likely to occur. Group leadership coaching establishes a foundation of trust, makes for constructive conflict resolution, leads to commitment and contributes to accountability: all factors that translate into better results for the organization. A change methodology centered on group coaching makes for highperformance teams, is an antidote to organizational silo formation, creates organizations without boundaries, and makes for true knowledge management. A charismatic and humorous speaker, Manfred's thought-provoking presentations use extensive examples from his work with major corporations to make his speeches enjoyable, tangible and easy to learn from. He also provides tailored workshops to develop participants effectiveness in their leadership roles. Formore info: http://www.ketsdevries.com/instruments/