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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
Institutions
Health
Mistake
Care
Good
Intentions
Objective
Objectives
Intention
More quotes by Peter Drucker
Follow effective action with quiet reflection.
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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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There is a point of complexity beyond which a business is no longer manageable.
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If you want it, measure it. If you can't measure it, forget it.
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If you want to predict the future create it.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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To make the future demands courage. It demands work. But it also demands faith.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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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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Trust is congruence between what you say and what you do.
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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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The key to greatness is to look for people's potential and spend time developing it.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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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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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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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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Today knowledge has power. It controls access to opportunity and advancement.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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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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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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