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Management is not being brilliant. Management is being conscientious.

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
Conscientious
Management
Brilliant

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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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Systematic change requires a willingness to look on change as an opportunity.
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Of those things that would make a difference, which are right for me?
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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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Organizationally what is required - and evolving - is systems management.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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One cannot manage change. One can only be ahead of it.
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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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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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There is nothing so useless as doing efficiently that which should not be done at all.
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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.
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