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We know nothing about motivation. All we can do is write books about it.
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
Books
Business
Write
Book
Nothing
Writing
Motivation
Motivational
More quotes by Peter Drucker
There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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To survive and succeed, every organization will have to turn itself into a change agent
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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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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As to the idea that advertising motivates people, remember the Edsel.
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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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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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Every organization has to prepare for the abandonment of everything it does.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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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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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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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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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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There is a point of complexity beyond which a business is no longer manageable.
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