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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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
Intention
Institutions
Health
Mistake
Care
Good
Intentions
Objective
Objectives
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What gets measured gets managed.
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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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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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Decision making is the specific executive task.
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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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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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One cannot manage change. One can only be ahead of it.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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Entrepreneurship is neither a science nor an art. It is a practice.
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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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There's no such thing as knowledge management there are only knowledgeable people. Information only becomes knowledge in the hands of someone who knows what to do with it.
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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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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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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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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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The concept of profit maximization is, in fact, meaningless.
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