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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
Results
Improve
Decision
Improvement
Knowledge
Management
Shows
Lack
Need
Expectations
Needs
Strength
Checking
Information
Strengths
Wise
Executives
More quotes by Peter Drucker
Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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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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Every organization must be prepared to abandon everything it does to survive in the future.
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People who need certainty are unlikely to make good entrepreneurs.
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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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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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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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One does not start with facts. One starts with opinions.
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When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
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The honest work of yesterday has lost its social status, its social esteem.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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Do the right things instead of trying to do everything right.
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Any organisation develops people it either forms them or deforms them.
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One does not manage people. The task is to lead people.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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It's amazing how many things busy people are doing that never will be missed.
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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What's measured improves
Peter Drucker
