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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.

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
Forever
Law
Lasts
Last
Business
Problems
Problem
Says
Many
Maybe
Must
Company

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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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The purpose of information is not knowledge. It is being able to take the right action.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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All companies are service companies some also manufacture products.
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The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right effectiveness is doing the right things.
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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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You cannot build performance on weaknesses. You can build only on strengths.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Vision without execution is delusion. The joy is in the results
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Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.
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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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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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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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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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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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