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Meetings are a symptom of bad organization. The fewer meetings the better.
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
Symptom
Committees
Symptoms
Fewer
Meetings
Organization
Better
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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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The purpose of information is not knowledge. It is being able to take the right action.
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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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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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Profit is not a cause but a result-
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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Don't solve problems. Pursue opportunities.
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Don't try to innovate for the future. Innovate for the present!
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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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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Do not measure your life by your goals but what you are doing to achieve them.
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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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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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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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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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What's measured improves
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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