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One cannot manage change. One can only be ahead of it.
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
Manage
Ahead
Cannot
Change
More quotes by Peter Drucker
During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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The first step toward making the worker achieving is to make work productive.
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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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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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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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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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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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Nobody in the world is as good at making decisions as the Japanese.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
Peter Drucker
The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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You can't manage what you don't measure.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
Peter Drucker
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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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
Peter Drucker
The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
Peter Drucker
For new technology to replace old, it has to have at least ten times the benefit.
Peter Drucker
Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
Peter Drucker
Most innovators are successful to the extent to which they define risks and confine them.
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