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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
Eggs
Lays
Thousand
Ideas
Like
Hatch
Frog
Frogs

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One cannot hire a hand the whole man always comes with it.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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The true business of every company is to make and keep customers.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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A manager is responsible for the application and performance of knowledge.
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One does not manage people. The task is to lead people.
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When Henry Ford said, The customer can have a car in any color as long as it's black, he was not joking.
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For new technology to replace old, it has to have at least ten times the benefit.
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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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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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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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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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Marketing is the distinguishing, unique function of the business.
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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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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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