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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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We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.
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The fruit of your work grows on other people's trees
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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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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Everything must degenerate into work if anything is to happen.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Succession planning often results in the selection of a weaker representation of yourself.
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The first step toward making the worker achieving is to make work productive.
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Communism is evil. Its driving forces are the deadly sins of envy and hatred.
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No executive has ever suffered because his subordinates were strong and effective.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Entrepreneurship is neither a science nor an art. It is a practice.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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Efficiency is doing better what is already being done.
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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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