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Don't try to innovate for the future. Innovate for the present!
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
Trying
Innovate
Present
Future
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The really important things are said over cocktails and are never done.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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Nobody in the world is as good at making decisions as the Japanese.
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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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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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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To satisfy the customer is the mission and purpose of every business.
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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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Time is the scarcest resource and unless it is managed nothing else can be managed.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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All companies are service companies some also manufacture products.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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The concept of profit maximization is, in fact, meaningless.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.
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Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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