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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
Peter Drucker
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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Responsibility
Executives
Individual
Fellow
Jobs
Fellows
Important
Individuals
Management
Workers
Organization
Decision
Tolerate
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Every success creates new opportunities. So does every failure.
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To satisfy the customer is the mission and purpose of every business.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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There is nothing worse than doing the wrong thing well.
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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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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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Efficiency is doing better what is already being done.
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The best plan is only a plan... unless it degerates into work.
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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Marketing is the distinguishing, unique function of the business.
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What's measured improves
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Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
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