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Of those things that would make a difference, which are right for me?

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
Difference
Differences
Right
Make
Things
Would

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Trust is congruence between what you say and what you do.
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Nobody in the world is as good at making decisions as the Japanese.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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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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The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.
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Don't try to innovate for the future. Innovate for the present!
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The really important things are said over cocktails and are never done.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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To satisfy the customer is the mission and purpose of every business.
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If you want it, measure it. If you can't measure it, forget it.
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All good strategy eventually degenerates into work.
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What gets measured gets managed.
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Plans are worthless, but planning is invaluable.
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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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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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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Efficiency is doing better what is already being done.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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