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Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.
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
Fast
Distance
Outside
Campus
Coming
Universities
Learning
Classroom
Future
Survive
Traditional
University
More quotes by Peter Drucker
The individual is the central, rarest, most precious capital resource of our society.
Peter Drucker
You can't manage knowledge.Knowledge is between two ears and only between two ears.
Peter Drucker
The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
Peter Drucker
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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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.
Peter Drucker
Do not measure your life by your goals but what you are doing to achieve them.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
Peter Drucker
The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
Peter Drucker
Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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Most of what we call management consists of making it difficult for people to get their work done.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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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.
Peter Drucker
Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
Peter Drucker
An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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