Our Approach

Two basic ideas run through the Drucker Management Path.

Idea 1: Make Drucker Simple, But Not Simplistic

One of the greatest things about Drucker's work is how comprehensive it is. He wrote some 10,000 book pages, by our estimate, as well as countless articles over the course of his long and productive career.

But this is also one of the most daunting things about Drucker. How do you begin to make sense of such a vast body of work?

We do this by purposefully dividing Drucker's core concepts into easily understandable, digestible chunks.

The DMP distills Peter Drucker's timeless wisdom into three easy-to-digest workshops.

Excerpts from Drucker classics—Management: Tasks, Responsibilities, Practices, The Effective Executive, Innovation and Entrepreneurship, Managing for Results, Management Challenges for the 21st Century and more—are distilled to their essence.

It's important to note that, while slimmed down, Drucker’s concepts are not dumbed down. All of this material has been reviewed by the Drucker Institute staff, including Professor Joe Maciariello, widely recognized as the world's leading Drucker scholar. We have ensured that the Drucker learnings remain of the highest quality.

In other words, this is Drucker made simple, but not simplistic. We have turned his ocean of teachings into single glasses of water that people can more easily swallow. The DMP accomplishes this through small-group discussions, dynamic role-playing activities, animated video case studies, artist renderings and more.

By presenting Drucker's insights in different ways—as readings, case studies, games and artist renderings, like this one—the DMP reaches people with different strengths and learning styles.

Idea 2: Make Monday Different

In addition to making Drucker highly accessible, the DMP is driven by a second goal: having participants quickly turn ideas into action.

Indeed, throughout every part of every workshop, the aim is for participants to move immediately beyond theory and begin to apply the Drucker knowledge the've just taken in. What does it really mean for their organizations and for their day-to-day work as managers?

Rounds of carefully tailored questions force participants to look at their own situations and to take ownership of the material they've digested. As Peter Drucker liked to challenge his own consulting clients: “Don’t tell me you had a wonderful meeting with me. Tell me what you’re going to do on Monday that’s different.”

With the DMP, managers get simple, effective tools that help them ask the right questions and then drive their own results.