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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 really important things are said over cocktails and are never done.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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One cannot manage change. One can only be ahead of it.
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Mission defines strategy, and strategy defines structure.
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The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.
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[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.
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Knowledge applied is productivity.
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Succession planning often results in the selection of a weaker representation of yourself.
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Managers are the basic and scarcest resource of any business enterprise.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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Culture eats Christianity for breakfast.
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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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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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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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Trust is congruence between what you say and what you do.
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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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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 enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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Plans are worthless, but planning is invaluable.
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The days of the 'intuitive' manager are numbered.
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