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Do you want to change the reality of your company? It is your dream to open your own business? William A. Cohen tries to bring answers in his book "Peter Drucker on Consulting".

If possible, what would you do to have 1 hour of consulting with Peter Drucker, considered the father of modern management?

What if you could learn, quickly and practically, the main management methods of the greatest consultant of all time?

Are you interested? So, pay attention to this PocketBook!

About the book "Peter Drucker on Consulting"

The book "Peter Drucker on Consulting" was originally released in 2016 by the author William A. Cohen, PhD.

The book has 320 pages, divided into 17 chapters that address the main learnings of the master of management, Peter Drucker.

William tells, throughout the work, concepts and practices that he learned during some years with Peter.

In addition, who wrote the book's introduction was Philip Kotler, PhD and professor emeritus of international marketing at Northwestern University.

William A. Cohen is considered an expert in strategy and leadership. He was Peter Drucker's first student in an executive doctoral program (created by Peter himself).

In addition to being a consultant and professor, William worked at several companies, we highlight the work done at the FBI Academy, the Armed Forces, Boeing and the Cheesecake Factory. In the United States Air Force, William reached the level of major general.

Cohen was also responsible for publicizing and perpetuating Peter Drucker's success. He co-founded and is president of the California Institute of Advanced Management, a nonprofit organization that aims to offer graduate courses in an accessible manner. The course methodology is based on the principles taught by Peter Drucker.

In addition to this book, William is also the author of more than 50 books, including "The New Art of the Leader", "How to Make It Big as a Consultant" and "The Wisdom of the Generals".

William Cohen brings, throughout the book, a very didactic and specific content about the management methods learned from Peter Drucker.

The author also addresses the characteristics of Peter, the differentials of his consultancy, the model of the solutions proposed by him and other topics that are capable of improving the results of the entire organization.

For this reason, "Peter Drucker on Consulting" is indicated for those who want to transform the reality of a company or have the dream of creating their own business in a structured way from day one.

Main ideas of the book "Peter Drucker on Consulting"

We highlighted, with the whole content, the following themes:

The characteristics of a good consultant;

The importance of knowing how to identify the problem;

The need to understand the business in depth;

The possibility of taking risks and the results that can be generated;

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Overview: Characteristics of a good consultant

Do you have a problem in your company? Do you know how to identify it?

The author emphasizes that one of Drucker's main qualities is knowing how to identify exactly what problem the company is experiencing.

For that, William Cohen makes an analogy of consulting with medicine, where the consultant is the doctor and the patient is the client.

A doctor/consultant can solve your patient/client's problem or worsen the current state.

For this, it is extremely necessary to diagnose exactly what problem the person / company is going through.

Peter Drucker asked several successive questions to his clients in order to induce them to find their own answers.

In addition, the author cites some other characteristics of an exceptional consultant, such as:

Technical competence and general knowledge;

As you might imagine, according to William A. Cohen, Peter Drucker had all these characteristics.

If you want to pursue a career as a consultant, you need to work on these skills.

On the other hand, if you want to hire a consultancy, look for consultants with these skills to be able to generate more results for your company.

Overview: The construction of the key method

In this part William Cohen explains the main methods for Drucker to be able to deliver so many results.

You may have heard of some consultancies that make projects and deliver an Action Plan for the entrepreneur to implement in the company. In these types of consultancy, the contractor has no practical results, only a guide to follow.

Peter Drucker did not use to act like that. According to the author, the consultancies applied by him were based on implementation as he executed the project.

The book "Peter Drucker on Consulting" explains that Peter Drucker always asked 5 questions to his clients, they are:

What are the results that the company generates?

These questions form the guide for structuring results-oriented management.

It is necessary to identify the company's mission to motivate employees. It is necessary to be clear why the work is done and what difference the company makes in the world. This question aims to create a worthwhile purpose.

One of the reports brought in the book "Peter Drucker on Consulting" is that Peter Drucker did not agree with the policies of the car manufacturers that built the vehicle and then sought out who the customers would be.

For Peter it is extremely necessary to know how to define the client, so that you can understand his pains, needs and problems before producing anything.

By knowing your customer beforehand, you can create specific services or products to serve them in a personalized way.

As stated, it is in this question that you can define the pains, needs, wants and problems that your client faces. From the answer to that question, a company can develop a more effective marketing, a more assertive strategy for sales and develop products and services that really solve a consumer problem.

Because of this question, it is possible to generate a more specialized and personalized service for each client.

It is impossible to measure evolution if there are no parameters. This question aims to understand the current situation of the company. It is necessary to understand the current situation to see possible improvements.

To maximize results, it is necessary to understand the income statement, cash flow, debts and investments that the company is making.

After understanding the company's mission, understanding who the customer is and what he values and also analyzing the current scenario, it is possible to draw up action plans with responsible parties, goals, objectives, deadlines and costs.

For Peter Drucker, no manager can be effective without taking risks.

According to "Peter Drucker on Consulting", Peter says that you need to know what risk you are willing to take. He also found that risk management always involves three characteristics that make control difficult, they are:

The process is neither objective nor neutral;

Although one must focus on the real results, sometimes the "reality" is uncontrollable;

To try to reduce the risks, Drucker developed 7 risk control specifications, they are:

The less effort it takes, better the control;

Results must be significant or indicate significant progress;

Execution compatible with demand and with the term;

Know how to determine key metrics for evolution;

In addition, Drucker also states that self-confidence is a key tool for being willing to take risks during management. Because of this, the author William Cohen states that it is necessary to cultivate self-confidence little by little and with discipline. To do this, make mistakes, learn from them and win victories.

In the final part of the book, William brings 7 tips to prevent success to result in failure. Let's quote them now:

You need to understand that what got you where you are today is not going to take you to the next level. On the contrary, generally insisting on what led to success ends up leading you to failure;

All companies must be willing to abandon what has been successful before;

All companies must be aware and willing to change course completely (if necessary);

It is necessary to have contingency plans in case the company goes through adverse situations. Don't expect to happen, always be prepared;

Stay connected in the world. Observe global events and learn how this will impact the company's business;

Know that the main functions of a business are innovation and marketing. Therefore, innovate to avoid failure and structure marketing so that the customer can buy alone.

It is necessary to have a plan, but it is even more necessary to follow the plan. Planning without action does not generate results.

In "The Effective Executive", Peter F. Drucker clarifies that executives can be brilliant, imaginative and informed, yet still be inefficient. Effective executives are systematic. They work hard in the right areas and their results define them. They are knowledge professionals who help the company achieve its goals.

"Million Dollar Consulting" is a real practical guide for those who want to improve their consulting techniques. A tip that the author Alan Weiss passes to be a good consultant is to treat every interaction with a client as a personal "moment of truth", in which you should always think about selling ahead and not just immediately.

In the book "The Start-Up of You", Reid Hoffman and Ben Casnocha show you how to plan your career as a start-up, evaluating your resources, aspirations and values, as well as the realities of the market, understanding that to win it is necessary to adapt and taking smart risks.

Okay, but how can I apply this to my life?

To be able to transform the results of a company, it is necessary:

Understand the importance of identifying and tackling the right problem;

Understand the current situation of the company, so analyze DRE, debts, investments and Cash Flow;

Draw up Action Plans with objectives, deadlines, managers and targets;

Invest in marketing, the goal is that the customer can consume alone.

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Learn in this summary of the book Peter Drucker on Consulting, the main teachings of the father of modern management.

Peter Drucker on Consulting - William A. Cohen, PhD

Learn in this summary, the main teachings of the father of modern management.