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Innovation and Entrepreneurship: Practice and Principles [Audio CD]

Peter F. Drucker , Michael Wells
4.7 out of 5 stars  See all reviews (16 customer reviews)
Price: CDN$ 101.32 & FREE Shipping. Details
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Book Description

Nov. 20 2011
Innovation and Entrepreneurship deals with 'what, when and why'; with policies and decisions; opportunities and risks, structures and strategies; staffing, compensation and rewards.
--This text refers to an out of print or unavailable edition of this title.

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Review

"A remarkable book about the economic futre of the United States." -- --National Review

"Our most endurind commentator on the practice of managment and the economic institutions of society." -- --Business Week

"A remarkable book about the economic future of the United States." -- National Review

"By far the most trenchant analysis of a phenomenon that, if the author is correct, may be the key to our economic growth and continued prosperity." -- New Times

"Drucker believes entrepreneurship is not only possible in all institutions, it is essential to their survival. Just how to manage entrepreneurship is what thisnew book is all about." -- Venture

"Far from being dated, Peter Drucker's Innovation and Entrepreneurship has survived the past decade in considerably better shape than many Fortune 500 companies that ignored its lessons...Thoughtful, concise and useful." -- Technology Review

"If you read only one book on management this year make it Innovation and Entrepreneurship by Peter F. Drucker." -- D & B Reports

"Our most enduring commentator on the practice of management and the economic institutions of society." -- Business Week --This text refers to an out of print or unavailable edition of this title.

About the Author

White House Honors Drucker with Presidential Medal of FreedomOn June 21, Dr. Peter Drucker, author of The Effective Executive and Management Challenges for the 21st Century, received the Presidential Medal of Freedom from President George W. Bush."Dr. Peter Drucker is the world's foremost pioneer of management theory. Dr. Drucker has championed concepts such as privatization, management by objective and decentralization. He has served as a consultant to numerous governments, public service institutions and major corporations. Dr. Drucker is a Professor of Social Sciences and Management at the Claremont Graduate University in Claremont, California, which named its Graduate School of Management after him. He helped establish and continues to serve as the Honorary Chairman of the Peter F. Drucker Foundation for Nonprofit Management in New York City, which awards the Peter F. Drucker Award for Nonprofit Innovation. He is currently applying his expertise to the management of churches and other faith-based institutions and to the reorganization of universities worldwide.It was established by President Truman in 1945 to recognize civilians for their service during World War II, and it was reinstated by President Kennedy in 1963 to honor distinguished service.

Also among the honorees were Hank Aaron, Bill Cosby, Placido Domingo, Katharine Graham, Nancy Reagan, and A.M. Rosenthal.

Peter F. Drucker was born in Vienna, Austria, in 1909. Educated in Austria and in England, Mr. Drucker holds a doctorate in Public and International Law from Frankfurt University in Germany. He also has received honorary doctorates from American, Belgian, Czech, English, Japanese, Spanish and Swiss universities. Since 1971, Mr. Drucker has been Marie Rankin Clarke Professor of Social Science and Management at Claremont Graduate University in Claremont, California, which named its Graduate Management Center after him in 1987.

In addition to teaching, Mr. Drucker currently acts as a consultant, specializing in strategy and policy for both businesses and nonprofits, and in the work and organization of top management. He has worked with many of the world's largest corporations and with small and entrepreneurial companies; with nonprofits such as universities, hospitals and community services; and with agencies of the U.S. Government as well as with Free-World governments such as those of Canada and Japan. In the past, Mr. Drucker has variously been economist for an international bank in London; American economist for a group of British and European banks and investment trusts; and American correspondent for a group of British newspapers.

From 1950 to 1971, Mr. Drucker was Professor of Management at the Graduate Business School of New York University which awarded him the university s highest honor, the Presidential Citation in 1969. From 1979 to 1985, he also served as Professorial Lecturer in Oriental Art at Pomona College, one of the Claremont Colleges. He also acted as Professor of Politics and Philosophy at Bennington College in Bennington, Vermont.

A prolific writer on subjects relating to society, economics, politics and management, Mr. Drucker has published 30 books which have been translated into more than twenty languages. In addition to his writings on management and economics, he has written an autobiographical book entitled, Adventures of a Bystander, and co-authored Adventures of the Brush; Japanese Paintings. Mr. Drucker has made several series of educational movies based on his management books, and he was an editorial columnist for the Wall Street Journal from 1975 to 1995, and serves as a frequent contributor to magazines.

Mr. Drucker is married and has four children and six grandchildren. --This text refers to an out of print or unavailable edition of this title.


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Customer Reviews

4.7 out of 5 stars
4.7 out of 5 stars
Most helpful customer reviews
2 of 2 people found the following review helpful
Format:Paperback
Drucker's recurring theme is that good entrepreneurship is usually market-focused and market-driven.
Drucker gives us guidelines for identifying innovative opportunity. For example, unexpected successes or unexpected failures within an industry often point to opportunity. Drucker also suggests that innovative opportunity exists where there is "an internal incongruity within the rhythm or the logic of a process" or a process need.
As a great example, Drucker tells us the story of William Conner, a salesman to the medical industry who decided he wanted to start his own company. Conner went out and spoke with surgeons about the problems and difficulties the surgeons faced.
While talking with surgeons, Conner learned that the process for cataract surgery was generally routine and easy, except there was one incongruity making the surgery difficult and unpleasant for physicians. During the surgery, surgeons had to cut one ligament which involved some risk.
With research Conner learned that there was an enzyme that dissolved this ligament. Conner also learned that new methods of storage could preserve this enzyme allowing it to be used in surgery. After patenting his compound, Conner quickly captured a niche market providing his compound to surgeons performing cataract surgery. No longer did they need to cut the ligament. They could dissolve it. With process need, the market already exists for the innovation. Drucker notes this is a relatively low-risk type of entrepreneurship.
While process need is a great area of entrepreneurial innovation, Drucker also suggests demographics may provide opportunities. I'm more dubious of this. Even though we may know how the population will change in ten years, capitalizing on this change isn't easy.
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1 of 1 people found the following review helpful
Format:Paperback
With the publication of this book, which goes all the way back to the mid-eighties, Drucker has set the standard for serious entrepreneurship. Drucker tells the reader that innovation and entrepreneurship go hand in hand, and that both innovation and entrepreneurship can be practiced by large and small companies.
Using a plethora of available case studies, Drucker shows how many companies large and small, known and unknown, have successfully implemented entrepreneurial practices. Drucker tells the reader how to go about implementing an entrepreneurial culture, and more importantly, what not to do when trying to develop such an outlook and culture in the organization.
Drucker identifies seven sources of innovation, and explains very clearly how to go about sowing the seeds of and nurturing an innovation. He then lays down the principles of entrepreneurship, and gives the reader some entrepreneurial strategies. Throughout the text, he gives both the pluses and the minuses of his ideas.
This book, first published in 1985, was way ahead of the curve. It literally predicted the profound effects of the IT revolution, coined the concept of lifelong learning, and identified the pivotal role of sound managerial practices in entrepreneurship and the new venture. Those of us who are active participants in the 'New Economy' should sit up and take notice of this book.
These days, it is very fashionable to call oneself an 'entrepreneur', but only Drucker has a clear concept of what an entrepreneur really is. Any person who wants to practice serious entrepreneurship, whether they work for a big company or are involved in a new venture, must read this book.
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5.0 out of 5 stars How to discover and implement innovation. Nov. 17 2002
By Anthony
Format:Paperback
Drucker's thesis: "Systematic innovation consists in the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes might offer for economic or social innovation."
The book is divided into three sections: The practice of innovation (where to look to find indicators of opportunity for innovative change); The practice of entrepreneurship (managing so to foster innovation); and Entrepreneurial strategies (competitive strategies).
Drucker provides a detailed analysis of the sources of innovation and strategies for the implementation of innovation-based changes. He shows, with many real-world examples, how systematic innovation can be applied to business, government, politics, non-profit and service organizations.
The analysis is thorough, well structured and easy to understand. He finishes with an interesting discussion of why innovation is so necessary today, and gives some good examples of areas of society operating on dated assumptions and suggests some insightful innovations.
Even though the book was written some years ago, his methodology remains applicable. In terms of contribution to strategy development I rank Innovation and Entrepreneurship up there with Michael Porter's Competitive Strategy.
My only criticism of Drucker is his sometimes awkward writing style and his tendency to wordiness. However, I give the book full marks for being a well-researched and logically presented work.
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By A Customer
Format:Paperback
Peter Drucker gave us the thought that "the purpose of a business is to create a customer" a thought that can get lost by entrepreneurs pulled in many directions at once. Innovation is also a subject that few have written about knowledgeably. You will find this book to be a good reference for the principles that will always determine whether or not your focus is proper. And no one needs proper focus more than innovators and entrepreneurs. I also think that you would find it helpful to get an overview of all of Peter Drucker's work by reading Jack Beatty's The World According to Peter Drucker. Also, Peter Drucker's newest book, Management Challenges for the 21st Century, is a good companion piece for Innovation and Entrepreneurship by bringing your attention to the primary trends that will be dominant in the early part of the new century. One of the things that I like about all Peter Drucker books is that they are very well written. This is rare in business books, and a great accomplishment when you realize that Peter Drucker's native tongue is German (he was born in Austria).
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Most recent customer reviews
3.0 out of 5 stars Enjoyable, but with missing pieces
I enjoyed reading this book, especially because it focuses so much on anecdotes. I definitely understood Drucker's point that innovation and entrepreneurship come out of changes... Read more
Published on Feb. 13 2003 by Denis Benchimol Minev
5.0 out of 5 stars Deflates Knowledge-Based Innovation, Very Practical
Drucker has a remarkable ability to deflate any self-styled entrepreneur and "innovator." His book discusses the sources of innovation, concluding rather significantly... Read more
Published on April 8 2000 by Robert David STEELE Vivas
5.0 out of 5 stars This book was very informative and well written.
Peter Drucker wrote an excellent book on innovation and management. One of the reasons I really enjoyed the book is that it gave numerous examples of well known companies... Read more
Published on Dec 3 1999 by LC2J (JB)
4.0 out of 5 stars A must read for anyone in upper management
This book is filled with insights about management. Peter Drucker considers innovation and entrepreneurship to be part of the executive's job. Read more
Published on Dec 2 1999 by Christine Coleman
4.0 out of 5 stars Good Read
The writing style is fluid and many industry examples are given to illustrate the author's point. There is a lot of meat in this book which provides a framework for the thought... Read more
Published on Dec 2 1999 by Joshie Cox
5.0 out of 5 stars A Creativity Cookbook
The implication of Peter Drucker's thesis is that innovation, in the context of entrepreneurship, can be viewed as a practice or discipline that is accessible to virtually anyone... Read more
Published on Dec 2 1999 by Terry B. Dukatz
5.0 out of 5 stars A good thing.
Today we live in an Internet/computer connected world where speed is the game. This book helps make sense of this life we live. Read more
Published on March 3 1999
5.0 out of 5 stars A masterpiece on innovation and entrepreneurship!!!
Out of the many books I have read on Entrepreneurship, this book is the best. It is a single source of all the relevant information for the entrepreneur. Read more
Published on July 13 1998
5.0 out of 5 stars Forget about that MBA - buy this book and read it!
This is my pick for the best business book of the 20th century. I have read this book three times, have taken extensive notes on it, and still learn a great deal with each... Read more
Published on Feb. 19 1998
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