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

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One does not manage people. The task is to lead people.
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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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There is nothing so useless as doing efficiently that which should not be done at all.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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You can't manage what you don't measure.
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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Defending yesterday is far more risky than making tomorrow.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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Succession planning often results in the selection of a weaker representation of yourself.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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