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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
Good
Intentions
Objective
Objectives
Intention
Institutions
Health
Mistake
Care
More quotes by Peter Drucker
Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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Do not measure your life by your goals but what you are doing to achieve them.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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The worker's effectiveness is determined largely by the way he is being managed.
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When Henry Ford said, The customer can have a car in any color as long as it's black, he was not joking.
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Most of what we call management consists of making it difficult for people to get their work done.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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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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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Loafing is easy, but leisure is difficult.
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Entrepreneurship is neither a science nor an art. It is a practice.
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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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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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The concept of profit maximization is, in fact, meaningless.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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