When I discovered Drucker in the late 80's, my "business" was physical and technical security as part a fairly complex organization in aerospace, the now vanished Hughes Aircraft. What Drucker set loose was how to think in a manner that was not hidebound by my own organization or the government entities who levied requirements and regulations on the enterprise I was a part of. As a result, I started learning to think about how to work with safe and lock manufacturers to overcome the conflicts between government security requirements, life safety requirements, and the IT requirements of the day. Those conflicts and attendant costs were legion. Over time, many of those conflicts got resolved by better products and methods and construction techniques. It was because I took the time and made the effort to engage with the government entities and the people who made things and find some middle ground that satisficed all parties. Most, if not all, of my counterparts elsewhere in the industry seemed content to grind along and cut corners or seek waivers.
Later, I was employed as a manager with Pinkerton Government Services. My superiors seemed content to go along to get along by providing security guards. I proposed to our several clients that we could provide other services like lock and key, administrative, as well as electronic security support. It incidentally provided PGS employees with additional career tracks with better pay and better skills development. And of course more revenue as a result of additional billed hours at a higher bill rate. This happened because I wasn't content to just provide guards. Rather a broader range of security services.
Drucker taught me how to think that way. He had a near impenetrable Austrian accent from a few views of him on TV, but I'd enjoy the time to talk some more with him and thank him for opening up my mind.
Now, I'm just an employee at the local park district a couple of nights a week.