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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
Vision without execution is delusion. The joy is in the results
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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All companies are service companies some also manufacture products.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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Time is the scarcest resource.
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.
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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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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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The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
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What gets measured gets managed.
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The really important things are said over cocktails and are never done.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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