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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
Serve
Institutions
Results
Significantly
Contribute
Institution
Affect
Performance
Performances

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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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To make the future demands courage. It demands work. But it also demands faith.
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The really important things are said over cocktails and are never done.
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The society of organizations is new-only seventy years ago employees were a small minority in every society.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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You can't manage what you don't measure.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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Every organization has to prepare for the abandonment of everything it does.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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Culture eats Christianity for breakfast.
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You cannot build performance on weaknesses. You can build only on strengths.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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The large organization has to learn to innovate, or it won't survive.
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Adequacy is the enemy of excellence.
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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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Marketing is the distinguishing, unique function of the business.
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