is an affiliate of the drucker school of management
It’s been a remarkable couple of
months here at the Drucker Institute.
In June, our Board of Advisors
appointed leading social
entrepreneur, author, and former
cable TV executive Bob Buford as our
chairman. This formalized in title
what Bob has already been doing:
serving as the sage advisor,
intellectual anchor, and head
cheerleader for the Institute.
We’ve also made great progress
in our most vital work. The Drucker
Society Global Network continues to
flourish and grow. ( See the “ Drucker
Society Spotlight,” at right.)
We are moving ahead on our
Drucker curriculum project, and hope
to have an announcement on it soon.
On September 12, we will
launch a revamped website, chock-full
of inspiration, insight, and new
material. ( You can see our new logo
at the bottom of page 2.)
The Responsibility Gap show is
rolling out around the world, with
recent appearances at academic,
corporate, and nonprofit events in
Korea, Colorado, and Texas. We are
beginning work with a world- class
entertainment industry partner to
produce a documentary version, too.
But among our most exciting
initiatives is one being spearheaded
by our academic director, Joe
Maciariello. It’s to explore Drucker’s
concept of management as a liberal
art.
Joe’s long interest in this idea
was given energy and urgency by Bill
Pollard, a member of the Drucker
Institute’s board. Pollard, chairman
emeritus of ServiceMaster Co., saw
in Drucker’s thinking an answer to
twin frustrations he’s encountered
again and again in American higher
education. “ How can business
schools teach ethics without
teaching about management as a
human- centric activity, as a liberal
art?” he asks. “ And how can colleges
Rick Wartzman, director of the Drucker
Institute, writes a bimonthly column for
BusinessWeek online that ties Peter
Drucker’s work to today’s headlines. For a
list of all of his columns, click here.
Rick’s recent “ Drucker Difference” columns:
• Organizations Need Structure and Flexibility August 28, 2008
• Why Manners Matter at Work August 14, 2008
• What Drucker Would Say About Mervyns July 31, 2008
• When 2008 Feels Like 1968 July 17, 2008
Letter from Claremont
“ The Drucker Difference” on BusinessWeek. com
Drucker Society Spotlight
How Drucker Societies worldwide are
advancing ethical leadership and effective
management.
In 1996, Peter Drucker told Inc.
magazine that Korea was “ undoubtedly”
the world’s most entrepreneurial country.
In honor of Drucker’s many
contributions to Korea’s remarkable
growth over the last half century, the
Drucker Society of Korea created in 2007
an annual award to recognize the best of
the innovative, Drucker- like companies
and NGOs in their country.
Just a few weeks ago, it announced
the winners of the second annual Drucker
Awards for Innovation. All four are
exemplars of Drucker’s definition of
innovation: “ change that creates a new
dimension of performance.”
The award winners were:
construction management giant Hanmi
Parsons, which fights corruption within the
building industry and donates its services
to erect homes for the disabled; Volunteer
21, which trained 10,000 volunteers in the
Continued on the next page Continued on the next page
claremont graduate university
Starting on September 12, check out our totally revamped website at www. DRUCKERinstitute. com. It will be loaded
with new content on closing the Responsibility Gap, creating global change, and tools for effectiveness.
1021 n dartmouth ave, claremont, ca 91711
THE WINDOW “ I don’t predict. I just look out the window and see what’s visible but not yet seen.”
— Peter F. Drucker
The newsletter of the Drucker Institute www. druckerinstitute. com Sept/ Oct 2008
is an affiliate of the drucker school of management
teach liberal arts without making the connection from those disciplines to the
world of work and doing?”
Thanks to Pollard’s generous support, Joe has embarked on a project to find
out whether teaching management as a liberal art— infused with the lessons of
history, sociology, philosophy, anthropology, theology, and more— can help solve
those puzzles.
“ What we’re really trying to do is light a fire about developing the human
being,” Maciariello says. He’ll start with a monograph and a series of journal
articles to catalyze conversation in the academic community.
Our goal is to spark a new generation of business and liberal arts graduates to
discover that management is not where their interests part; it’s where their
purposes meet. That could revolutionize not only the academy but, ultimately, the
realm of practice.
Rick Wartzman and Zach First
Director and Assistant Director
The Evidence
The need for ethical
leadership and effective
management— that is, the
need for Peter Drucker’s
principles and practices— has
never been greater.
In 1950, 2.5 billion individuals
inhabited the planet. That’s expected
to exceed 9 billion
around mid- century.
Will we be ready to
make everyone’s
strengths productive?
Source: United Nations
FROM THE ARCHIVES
It’s back- to- school season in the
U. S.— time for millions of kids to stock
up on supplies, talk about their summer
vacations, and ask for the 1,000th time
why they need to bother with algebra.
One Indiana math teacher, Stacey
Peters, heard that question a few times
too often, and decided to do something
about it. He wrote to Peter Drucker
to ask, “ Would you please send a
letter to my students stating that
you took math in high school?”
Maybe Peters figured that if he
couldn’t convince his students that
math was important, the father of
modern management could.
Drucker replied with great
enthusiasm. “ There are only three
universal tools you’ll need in
whatever you are going to do... They
are the ability to read and
listen... to express yourself both
through the written word and in
speech. And there is the ability to
organize your own thoughts and
to communicate them— and that
is mathematics.”
Peters ultimately wrote to dozens of
public figures. Most wrote back. And he
reads those replies to his students every
year.
“ Be grateful for a teacher like Mr.
Peters,” Drucker wrote in closing. “ You
aren’t going to find many more like him.”
past year and rebranded
volunteerism as an enjoyable
achievement rather than a chore; the
Korea Workers Compensation and
Welfare Service, a national
government agency that emphasizes
and invests in lifelong learning for its
employees; and the Yeongdeung- po
Ward Office, a City of Seoul agency
that is turning its neighborhood into
“ the Mecca of high- quality
government- owned construction
projects.”
Unlike the U. S. and Canadian
Drucker Innovation Awards— which
are given exclusively to nonprofits—
the Korean Drucker award
recognizes innovation in the public,
private, and social sectors to
emphasize that in healthy societies,
all three must grow in balance.
Like the other prizes, the Korean
award is given not for promise or
intent, but for— as Drucker so often
emphasized— programs that are
delivering a measurable impact to
society.
Society Spotlight, cont’d
Letter from Claremont, cont’d
The newsletter of the Drucker Institute www. druckerinstitute. com Sept/ Oct 2008
