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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.

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
Risk
Inspirational
Cannot
Take
Life
Afford

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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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The large organization has to learn to innovate, or it won't survive.
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Every success creates new opportunities. So does every failure.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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Organizationally what is required - and evolving - is systems management.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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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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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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Systematic change requires a willingness to look on change as an opportunity.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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