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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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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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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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The purpose of a business is to create a customer.
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The honest work of yesterday has lost its social status, its social esteem.
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Management is not being brilliant. Management is being conscientious.
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You can't manage what you don't measure.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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Don't solve problems. Pursue opportunities.
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It's amazing how many things busy people are doing that never will be missed.
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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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Trust is congruence between what you say and what you do.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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Nothing is less productive than to make more efficient what should not be done at all.
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The purpose of information is not knowledge. It is being able to take the right action.
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Defending yesterday is far more risky than making tomorrow.
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