Article Drucker Finance Operations 
Strategy Driven
OCTOBER 21, 2011
Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.
N2Growth Blog
AUGUST 12, 2010
It reminds me of Drucker’s first rule of decision making: one does not make a decision unless there is disagreement. A team helps to create the best foundation for a decision or action. Consensus isn’t the goal. Good input is. It’s nice when everyone agrees on a direction, but it should also give one pause.
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Harvard Business Review
JULY 31, 2015
Internal operational issues including execution, budgets, and deadlines are paramount in a company’s deliberation, but what other players will do is hardly ever in focus. What Did Peter Drucker Really Say? Peter Drucker is often quoted as coming up with the managerial bromide, “What gets measured gets managed.”
Harvard Business Review
MAY 31, 2018
. “To prosper over time,” he argued, “companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.” Through a well-structured operating process, partners expand and align their efforts and draw on comparative strengths.
Harvard Business Review
JANUARY 13, 2014
The article castigated companies for losing sight of the essence of their business, setting themselves up for challenges from competitors and, ultimately, for obsolescence. Peter Drucker famously said that the point of a business was to create a customer. And short-term numbers at that.
Harvard Business Review
APRIL 16, 2018
Peter Drucker wrote that Sloan was “the first to work out how to systematically organize a big company. Each of these GM divisions focused on its own day-to-day operations with each division general manager responsible for the division’s profit and loss. He had each of the divisions start systematic strategic planning.
Harvard Business Review
MAY 2, 2011
These statistics are mentioned in every interview and article. To modify the Peter Drucker quote, "Culture eats tools for breakfast" — if you don't understand the culture you're operating in, creating change will be an uphill battle. When you're trying to push for an intangible goal (e.g.
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