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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
Ahead
Cannot
Change
Manage
More quotes by Peter Drucker
We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Mission defines strategy, and strategy defines structure.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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Adequacy is the enemy of excellence.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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There are no creeds in mathematics.
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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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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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