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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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
Work
Never
Cultures
Like
Instead
Company
Culture
Change
Country
Trying
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.
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The need to manage oneself is creating a revolution in human affairs.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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Every success creates new opportunities. So does every failure.
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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.
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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 better a man is the more mistakes will he make – for the more new things he will try.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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