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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

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
Wise
Executives
Results
Improve
Decision
Improvement
Knowledge
Management
Shows
Lack
Need
Expectations
Needs
Strength
Checking
Information
Strengths

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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Any organisation develops people it either forms them or deforms them.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.
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The key to greatness is to look for people's potential and spend time developing it.
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The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right effectiveness is doing the right things.
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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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The only thing we know about the future is that it will be different.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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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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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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