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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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
Ideas
Cheap
Situations
Effective
Develop
Value
Situation
Values
Placement
Action
Abundant
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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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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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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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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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Do the right things instead of trying to do everything right.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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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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The purpose of an organization is to enable ordinary humans beings to do extraordinary 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's an enormous number of managers who have retired on the job.
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Marketing is the distinguishing, unique function of the business.
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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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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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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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