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What can I contribute that will significantly affect the performance and the results of the institution I serve?

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
Results
Significantly
Contribute
Institution
Affect
Performance
Performances
Serve
Institutions

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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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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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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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The fruit of your work grows on other people's trees
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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Trust is congruence between what you say and what you do.
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Managers are the basic and scarcest resource of any business enterprise.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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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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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Mission defines strategy, and strategy defines structure.
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One does not start with facts. One starts with opinions.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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