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The really important things are said over cocktails and are never done.

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
Never
Cocktails
Communication
Humor
Funny
Done
Important
Really
Things

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Most innovators are successful to the extent to which they define risks and confine them.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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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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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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We know nothing about motivation. All we can do is write books about it.
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No executive has ever suffered because his subordinates were strong and effective.
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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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Organizationally what is required - and evolving - is systems management.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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The worker's effectiveness is determined largely by the way he is being managed.
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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
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There are no creeds in mathematics.
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The better a man is the more mistakes will he make – for the more new things he will try.
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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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The fruit of your work grows on other people's trees
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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