“Classic Drucker: Essential Wisdom from the Pages of Harvard Business Review” is a book that contains a collection of articles by Peter Drucker. The book features a selection of articles, all of which come from the “Harvard Business Review”, and were authored by the prolific business author. Peter Drucker, the author of the articles, is arguably the most relevant management guru of the last century. The author has written approximately forty books in the course of his sixty-five-year consulting career. Some of the arguments and theories that are outlined in “Classic Drucker” have since found prominence in the management world. Most of Drucker’s publications have remained fresh and relevant over the years. Furthermore, Drucker’s contributions to management acted as trailblazers for other writers who used the author’s work as the backbone of their research (Beatty, 1998). “Classic Drucker” consists of fifteen of the most relevant articles out of the forty that the author contributed to the “Harvard Business Review” in the course of his career. The articles are tied together by an insightful introduction that is put together by the book’s editor. The main argument in “Classic Drucker” is that effective management is the backbone of all organizations. Nevertheless, even though Peter Drucker was one of the most important management thinkers of the last century, not all his claims are ‘absolute truths’. This paper explores “Classic Drucker” with the aim of pointing out what the author got right or wrong. One weakness in the book is that the author of “Classic Drucker” assumes the role of maverick in several articles within this book. This role can be seen in the chapter on “Managing for Business Effectiveness”. In this chapter, the author advises executives and business manager against spending time on activities that do not have significant outputs. The author cites “tasks such as purchasing, training, pricing, selling, quality control, scheduling, and customer service among others” (Drucker, 2006). According to the author, most of these tasks take up most managers’ time while their contribution to profitability remains very low. The book advises managers to select the tasks that contribute most to profitability and focus on these tasks. This advice by Drucker is representative of a maverick’s way of thinking. All tasks within an organization are important and neglecting one of them might start a chain reaction of failure. Furthermore, most management-related duties are instinctive. Consequently, managers handle tasks instinctively and without necessarily relegating the ‘least’ significant ones. It is possible for managers to create a backlog of unaccomplished tasks when they start putting away the activities that are of least importance to profitability. Drucker’s views can only find relevance in an ideal management environment. The author also claims that “in almost all human endeavors, approximately 20% of the inputs account for 90% of all results” (Drucker, 2006). However, the author neglects to show how the rest (80%) of inputs affect the results albeit indirectly. This omission is indicative of the author’s maverick tendencies. It is important to note that even though only 20% of the w