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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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
First
Rate
Move
Takes
Less
Incompetence
Moving
Mediocrity
Energy
Excellence
Doe
Performance
Firsts
Performances
More quotes by Peter Drucker
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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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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Accept the fact that we have to treat almost anybody as a volunteer.
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Most innovators are successful to the extent to which they define risks and confine them.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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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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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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Every success creates new opportunities. So does every failure.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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Every organization has to prepare for the abandonment of everything it does.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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Trust is congruence between what you say and what you do.
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The need to manage oneself is creating a revolution in human affairs.
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Systematic change requires a willingness to look on change as an opportunity.
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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Adversarial power relationships only work if you never have to see or work with the bastards again.
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