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There are no creeds in mathematics.
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
Creeds
Mathematics
Science
More quotes by Peter Drucker
Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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Accept the fact that we have to treat almost anybody as a volunteer.
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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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Time is the scarcest resource and unless it is managed nothing else can be managed.
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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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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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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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Loafing is easy, but leisure is difficult.
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You can't manage what you don't measure.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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Plans are only good intentions unless they immediately degenerate into hard work.
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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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If you want it, measure it. If you can't measure it, forget it.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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The large organization has to learn to innovate, or it won't survive.
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