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Every organization has to prepare for the abandonment of everything it does.
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
Everything
Every
Abandonment
Prepare
Organization
Business
Doe
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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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Spontaneity is an infinite number of rehearsed possibilities.
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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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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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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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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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Efficiency is doing better what is already being done.
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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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Follow effective action with quiet reflection.
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What gets measured gets managed.
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Every success creates new opportunities. So does every failure.
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Our job in life is to make a positive difference, not prove we're right.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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Through systematic terror, through indoctrination, through systematic manipulation of stimulus, reward, and punishment, we can today break man and convert him into brute animal... The first step toward survival is therefore to make government legitimate again by attempting to deprive it of these powers... by international action to ban such powers.
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