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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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
Mistakes
Wrong
Result
Business
Asking
True
Question
Thing
Serious
Made
Dangerous
Answers
Mistake
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Mission defines strategy, and strategy defines structure.
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Every organization has to prepare for the abandonment of everything it does.
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It's amazing how many things busy people are doing that never will be missed.
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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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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.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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The most effective way to manage change is to create it.
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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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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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Systematic change requires a willingness to look on change as an opportunity.
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Through systematic terror, through indoctrination, through systematic manipulation of stimulus, reward, and punishment, we can today break man and convert him into brute animal... The first step toward survival is therefore to make government legitimate again by attempting to deprive it of these powers... by international action to ban such powers.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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To make the future demands courage. It demands work. But it also demands faith.
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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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