Quote

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

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Every success creates new opportunities. So does every failure.
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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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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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There are no creeds in mathematics.
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For new technology to replace old, it has to have at least ten times the benefit.
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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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Any organisation develops people it either forms them or deforms them.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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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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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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