How much of innovation is inspiration, and how much is hard work? The answer lies somewhere in the middle, says management thinker Peter Drucker. In this HBR classic from 1985, he argues that innovation is real work that can and should be managed like any other corporate function. Success is more likely to result from the systematic pursuit of opportunities than from a flash of genius. Indeed, most innovative business ideas arise through the methodical analysis of seven areas of opportunity.

For decades, Peter F. Drucker was widely regarded as "the dean of this country's business and management philosophers" ( Wall Street Journal). In this concise and brilliant work, he looks to the most influential position in management - the executive. The measure of the executive, Drucker reminds us, is the ability to "get the right things done". This usually involves doing what other people have overlooked as well as avoiding what is unproductive.

Today's successful careers are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves the right questions and have rigorously assessed their unique characteristics. This article challenges listeners to take responsibility for managing their futures, both in and out of the office.

The essential book on management from the man who invented the discipline. Now completely revised and updated for the first time.

With Peter Drucker's five essential questions and the help of five of today's thought leaders, this little book will challenge readers to take a close look at the very heart of their organizations and what drives them. A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance.

Five of his best titles shortened by him for Harvard Business Review: "The Effective Executive", "Discipline of Innovation based on Innovation and Entrepreneurship", "Theory of the Business", "What Executives Should Remember", and "What Only the CEO Can Do".

This audiobook was created based on Peter Drucker's long business, consulting, and writing career. He focuses on what to do, what not to do, and how to keep a clear corporate identity and mission. He addresses how all organizations eventually go obsolete and their theory of their business no longer works.

That "management" exists as a concept, a practice, and a profession is largely due to the thinking of Peter F. Drucker. For nearly half a century, he inspired and educated managers - and powerfully shaped the nature of business - with his iconic articles in Harvard Business Review. A celebrated thinker at his best, in this volume Drucker paints a clear and comprehensive picture of management thinking and practice - both as it is and as it will be.

Built To Last, the defining management study of the 90s, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

If you listen to nothing else on leadership, you should at least hear these 10 articles (featuring "What Makes an Effective Executive", by Peter F. Drucker). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.

Being a CEO at any of the world’s largest companies is among the most challenging roles in business. Billions, and even trillions, are at stake—and the fates of tens of thousands of employees often hang in the balance. Yet, even when “can’t miss” high-achievers win the top job, very few excel. For those who shoulder the burden of being the one on whom everyone counts, a manual for excellence is sorely needed. To identify the 21st century’s best CEOs, the authors of CEO Excellence started with a pool of over 2,400 public company CEOs. 

As CEO, most everything that Rich O'Connor did had something to do with at least one of the four disciplines on his famed "yellow sheet." Rich never suspected that it would become the blueprint of an employee's plan to destroy the firm. Best selling author Lencioni brings us a fable that focuses on a leader's crucial role in building a healthy organization.

A year-long leadership development course, divided into short, weekly lessons, based on Peter Drucker's personal coaching program, previously unpublished material, and selected readings from the management guru's classic works, compiled by his longtime collaborator Joseph A. Maciariello.

Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to - and approach for - overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy”.

Are Your Critical Leadership Errors Undermining Your Team and Organization? After working with more than 300 teams as a Principal Consultant for The Table Group, Mike McHargue recognized an emerging pattern.