Peter Drucker Quotes
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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Sören Kierkegaard has another answer: human existence is possible as existence not in despair, as existence not in tragedy; it is possible as existence in faith... Faith is the belief that in God the impossible is possible, that in Him time and eternity are one, that both life and death are meaningful.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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No one learns as much about a subject as one who is forced to teach it.
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It does not matter whether the worker wants responsibility or not, ...The enterprise must demand it of him.
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They wrongly believe that good intentions move mountains. Bulldozers move mountains. But there are exceptions.
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Ideas are somewhat like babies - they are born small, immature, and shapeless. They are promise rather than fulfillment. In the innovative company executives do not say, "This is a damn-fool idea." Instead they ask, "What would be needed to make this embryonic, half-baked, foolish idea into something that makes sense, that is an opportunity for us?"
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There is nothing so useless as doing efficiently that which should not be done at all.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Efficiency is doing better what is already being done.
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Focus on opportunities, not problems.
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Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.
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Most organizations staff their problems & starve their opportunities.
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Do the right things instead of trying to do everything right.
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The best way to predict the future is to create it.
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Most of what we call management consists of making it difficult for people to get their work done.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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One cannot buy, rent or hire more time. The supply of time is totally inelastic. No matter how high the demand, the supply will not go up. There is no price for it. Time is totally perishable and cannot be stored. Yesterday's time is gone forever, and will never come back. Time is always in short supply. There is no substitute for time. Everything requires time. All work takes place in, and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource.
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Follow effective action with quiet reflection.
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We will have to learn to lead people rather then to contain them.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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Our job in life is to make a positive difference, not prove we're right.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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In a rural society communities are "given" for the individual. Community is a fact, whether family or religion, social class or caste.
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Every first-rate editor I have ever heard of reads, edits and rewrites every word that goes into his publication.... Good editors are not 'permissive'; they do not let their colleagues do 'their thing'; they make sure that everybody does the 'paper's thing.' A good, let alone a great editor is an obsessive autocrat with a whim of iron, who rewrites and rewrites, cuts and slashes, until every piece is exactly the way he thinks it should have been done.
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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become "everybody's entitlement" and an increasing burden on those who produce.
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