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

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Our society has become an employee society.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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One does not start with facts. One starts with opinions.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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The concept of profit maximization is, in fact, meaningless.
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One either meets or one works.
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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If you want it, measure it. If you can't measure it, forget it.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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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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Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.
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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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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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