Drucker's strategic thinking process: three key techniques

Abstract

Purpose

The astute observations of Peter Drucker – seminal management thinker, author and consultant who died in 2005–have influenced the strategic thinking of managers for decades. The author, a former colleague of Drucker's, believes that his meta‐thinking – that is, his pattern of thinking –offers executives especially valuable insights for improving the process of strategic analysis. The paper aims to look at several modern case studies using Drucker's favorite analysis techniques.

Design/methodology/approach

The paper looks at three case studies that use Drucker's favorite analysis techniques.

Findings

Built into his pattern of thinking are three techniques that Drucker used to consider almost every problem. Learning to apply these techniques can be extremely helpful to senior managers. Drucker was the alpha knowledge worker. His influence was global – altering the mindset of managers around the world. His lessons in strategic thinking are a model for all who practice strategic management or advise others on how to do so.

Research limitations/implications

The paper is based on personal recollection and a review of literature.

Practical implications

Three techniques that Drucker often employed are: ask penetrating questions of people who understand current and future realities so they can generate and evaluate a creative set of strategic options; reframe the prevailing view of the situation in simple, understandable terms that enable a review of priorities and adjustment of actions to better adapt to the competitive environment; and question the assumptions underlying current views – consider alternative assumptions and diligently probe their context and strategic implications.

Originality/value

The paper provides useful insight into Drucker's brilliant intuitive analysis process.

Citation

Zand, D.E. (2010), "Drucker's strategic thinking process: three key techniques", Strategy & Leadership, Vol. 38 No. 3, pp. 23-28. https://doi.org/10.1108/10878571011042078