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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 moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Loafing is easy, but leisure is difficult.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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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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Knowledge applied is productivity.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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The best plan is only a plan... unless it degerates into work.
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No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.
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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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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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People who need certainty are unlikely to make good entrepreneurs.
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Organizationally what is required - and evolving - is systems management.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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One does not manage people. The task is to lead people.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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