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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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
Ideas
Attach
Significance
Compromise
Shouldn
Leaders
Leader
Moral
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There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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What can I contribute that will significantly affect the performance and the results of the institution I serve?
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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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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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The large organization has to learn to innovate, or it won't survive.
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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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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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The need to manage oneself is creating a revolution in human affairs.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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We always remember best the irrelevant.
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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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