One of Peter Drucker’s greatest strengths as a business thinker is his ability to cut to the proverbial “bone” when sharing an insight about an especially complicated subject. This unique talent illustrates what Oliver Wendell Holmes meant when observing that he didn’t “care a fig about simplicity on this side of complexity” but greatly admired simplicity “on the other side of complexity.” For example:
In 1963: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.” (Managing for Business Effectiveness, page 83)
In each of the 15 Harvard Business Review articles assembled in Classic Drucker, there is a context within which the value of each insight is more clearly indicated. In the Introduction, Thomas A. Stewart (editor of the Harvard Business Review) cites three of Drucker’s great gifts to his life work: “First was the talent for asking the right questions...His second gift was to see organizations whole...[Drucker’s] third gift was the ability to reason equally well both inductively and deductively.” All three gifts are clearly evident in each of the 15 articles. During the months and years to come, decision-makers in all organizations (regardless of nature or size) would be well-advised to keep such basic business precepts in mind, not as simplistic solutions to immensely complicated problems but, rather, as fundamentally sound principles which can guide and inform efforts to solve such problems.
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