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Ideas are like frog eggs: you've got to lay a thousand to hatch one.

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
Hatch
Frog
Frogs
Eggs
Lays
Thousand
Ideas
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The key to greatness is to look for people's potential and spend time developing it.
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Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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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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What's measured improves
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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Efficiency is doing better what is already being done.
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What gets measured gets managed.
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Time is the scarcest resource.
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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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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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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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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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 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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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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