Peter Drucker is known worldwide as ' The Father of Modern Management' . But he was also the world's most famous and successful independent consultant. The methods developed by Drucker remain highly relevant and continue to be used in organizations today. This book, written by the first executive PhD graduate of the program Drucker developed, is the first book to reveal in detail Drucker's methods and ideas as a consultant. Jack Welch noted that his success at GE was based on Drucker's consulting advice. Bill Bartmann, who became the 25th wealthiest man in America at one point, also credits Drucker's advice in helping with his success. This book is an encyclopaedia of Drucker's consulting approaches and how and when to apply them. It will enable executives and managers to gain new insight into Drucker's thinking and methods, and why they continue to have such tremendous influence over today's organizations.

Peter Drucker is known worldwide as The Father of Modern Management. But he was also the world s most famous and successful independent consultant. The methods developed by Drucker remain highly relevant and continue to be used in today s organizations. This book, written by Drucker s first executive PhD graduate of the program he developed, is the first book to reveal in detail Drucker s methods and ideas as a consultant. Jack Welch noted that his success at GE was based on Drucker s consulting advice. Bill Bartmann became the 25th wealthiest man in America at one point. He, too, credits Drucker s advice in helping with his success. This book is an encyclopaedia of Drucker s consulting approaches and how and when to apply them. Any consultant will find this book invaluable. However, executives and managers will also gain new insight into Drucker s thinking and methods, and why they continue to have such tremendous influence over today s organizations.

Guide features new chapters on developing strategies for clients, leading consulting teams. This handbook will help you master the fundamentals of the business and become the kind of outstanding consultant your clients will turn to.

Getting started in consulting can be a tricky prospect. How much should you charge? What type of language should exist in the contract? How can you find clients? Written by a veteran consultant with hundreds of consulting engagements to his credit, How to Make it Big as a Consultant is filled with detailed advice on every aspect of starting up and maintaining a highly lucrative consulting career. The book helps readers: • get a handle on the legal, tax, and insurance issues involved in setting up and running the business • understand what clients really need • create the structure for an assignment (proposals, pricing, contracts, scheduling) • market the business • solve clients’ problems using the Harvard Case Study Method Completely updated and revised throughout, the fourth edition features new chapters on developing strategies for clients, leading consulting teams, and more. This trusted guidebook will help any aspiring reader become the kind of outstanding consultant that clients will turn to again and again.

A biography of Peter Drucker, one of the most pre-eminent businessmen and theorists.

From 1975 to 1979, author William Cohen studied under one of the greatest management educators and thought-leaders of all time: Peter Drucker. What Drucker taught him literally changed his life. Now, in this warm and inspiring read, Cohen shares the insights he gained as the first-ever graduate of Drucker’s doctoral program and teaches readers how Druker’s game-changing ideas stand the test of time in the face of real-world workplace challenges today. A Class with Drucker shares many of Drucker’s teachings that never made it into his countless books and articles--ideas that were offered to his students in classroom or informal settings. Cohen expands on Drucker’s lessons with personal anecdotes about his teacher’s personality, lack of pretension, and interactions with students and others. Having gone on from Drucker’s teachings to become an Air Force general and eventually professor, management consultant, multibook author, and university president, Cohen is a testament to the lifechanging impact of Drucker’s teachings and friendship. Enlightening and intriguing, this book allows you, too, to learn and grow from the timeless wisdom of a most inspiring man.

Managing for Results: Economic Tasks and Risk-taking Decisions is a guidebook for those in management position. The book is comprised of 14 chapters that are organized into three parts. The first part talks about understanding the business; this part covers business realities, revenues, resources, and prospects. Part II discusses the opportunities and needs in economic dimensions of a business. Part III covers the key decision, business strategies, and building up economic performance. The book will be useful to managers, entrepreneurs, and individuals who are exposed to a decision-making situation that has an economic implication.

The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.

This volume makes an important contribution to the growing literature on management consulting. It brings together international contributors from a wide variety of backgrounds and draws on recent empirical research from a diverse range of countries, consultancy firms, and client companies. The analysis focuses on three key areas. The first part of the book looks at the emergence and development of the consulting industry in different countries and time periods. The interplay between national systemic context and outside influences is stressed, and the efforts of consultants to become recognized as 'legitimate' knowledge carriers by their clients is highlighted, in competition — and sometimes cooperation — with other suppliers of management knowledge, notably academia. The volume goes on to consider the generation, management, and validation of consulting knowledge by consultancy organizations and management gurus, showing how these activities are influenced not only by the consultancies' own characteristics in terms of size, structure, and national origin, but also by the (national and cultural) context in which they are operating, and by the role of 'gatekeepers', such as book publishers or journalists. The third part of the book focuses on the nature and dynamics of the consultancy-client relationship, focusing especially on the ways in which consultants convince managers of the need to hire outside advisors; on the reaction of those concerned in the client organization towards the consultants' recommendations; and on the methods used by the consultants to overcome the possible reluctance and resistance from within the organization. From a more theoretical point of view, the chapters in this volume also show that research on management consulting has to take into account different levels of analysis: the consulting industry as a whole and its position relative to other knowledge providers such as academia; the specific consultancy organization and its relationships with internal and external sources of knowledge; and the particular consultancy project and notably the interplay between the consultants and the various stakeholders within and outside the client organization.