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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
More quotes by Peter Drucker
It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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It's amazing how many things busy people are doing that never will be missed.
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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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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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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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There is nothing so useless as doing efficiently that which should not be done at all.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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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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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Systematic change requires a willingness to look on change as an opportunity.
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The society of organizations is new-only seventy years ago employees were a small minority in every society.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.
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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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The days of the 'intuitive' manager are numbered.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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No one learns as much about a subject as one who is forced to teach it.
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