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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
Change
Manage
Ahead
Cannot
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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Plans are worthless, but planning is invaluable.
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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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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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All companies are service companies some also manufacture products.
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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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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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All good strategy eventually degenerates into work.
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One does not start with facts. One starts with opinions.
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Businesses are not paid to reform customers. They are paid to satisfy customers.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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Success always obsoletes the very behavior that achieved it.
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The fruit of your work grows on other people's trees
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Our most important education system is in the employees' own organization.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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