Resource: Drucker Foundation Resource Library (for non-profit management)

I’ve just discovered this. The library contains a load of readings and videos on: Boards Customer-Centered Design Innovation Leadership Mission Planned Abandonment Results Strategy Definitely worth checking out.

Peter Drucker on nonprofit strategy

There’s an old saying that good intentions don’t move mountains, bulldozers too. In nonprofit management, the mission and the plan – if that is all there is – are good intentions. Strategies are the bulldozers. They convert what you want to do into accomplishment. They are particularly important in nonprofit organizations. Strategies lead you to work for results. They convert…

Peter Drucker on free markets

I am for the free market. Even though it doesn’t work too well, nothing else works at all. But I have serious reservations about capitalism as a system because it idolizes economics as the be-all and end-all of life. It is one dimensional. For example, I have often advised managers that a 20-1 salary ratio between senior executives and rank-and-file…

The Toolkit – Part 1: Foundations (8) – a shorter mission statement

This post is another go at mission statements – mixing Peter Drucker’s description of a mission statement as “a concise statement of purpose” (it should fit on a t-shirt!) with the idea that mission should have a bit more of the “what we do” towards making our vision a reality. The story so far: Vision: “We work for a future…

The Toolkit – Part 1: Foundations (7) – mission statements revisited

In this post I explained the difference between vision and mission statements like this: If a vision statement is a statement about ends (the world you’re working to make a reality), a mission statement is about means: what are the primary activities your organisation does to make the vision a reality. I think this works – more or less –…

Peter Drucker on balancing short and long term goals

If a manager does not take care of the next hundred days, there will be no next hundred years. Whatever the manager does should be sound in expediency as well as in basic long-range objective and principle. And where he cannot harmonize the two time dimensions, he must at least balance them. He must calculate the sacrifice he imposes on…

Peter Drucker on metrics as misdirection

Business, like any other institution, has important results that are incapable of being measured. Any experienced executive will know companies or industries that are bound for extinction because they cannot attract or hold able people. This, every experienced executive also knows, is a more important fact about a company or an industry than last year’s profit statement. Yet the statement…

Peter Drucker on improving decision making with feedback analysis

I’ve read and appreciated this suggestion from Peter Drucker enough times that I’m finally going to apply it. Here’s the idea: You can learn to identify your strengths by using feedback analysis. This is a simple process in which you write down every one of your key decisions and key actions along with the results that you expect them to…

Questions of the day (leverage)

What is the biggest contribution that I can make to this team or organisation? What does it mean for me to be good at my job? What would be happening around me if I was good at my job? How would I feel? How would the people around me feel? What’s getting in the way? What do I have to…

Peter Drucker on pay and rewards for knowledge workers

Knowledge workers demand economic rewards… Their absence is a deterrent. But their presence is not enough… [Knowledge workers] need opportunity; they need achievement; they need fulfillment; they need values. Only by making themselves into effective executives can knowledge workers obtain these satisfactions. Only executive effectiveness can enable society to harmonize its two needs: the needs of the organisation to obtain…