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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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
Management
Challenge
Especially
Touchstone
Challenges
Touchstones
Become
Managing
Competence
Increasingly
Innovation
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Our job in life is to make a positive difference, not prove we're right.
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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[T]hroughout the ages to be educated meant to be unproductive.... our word school - and its equivalent in all European languages - derives from a Greek word meaning leisure.
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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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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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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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Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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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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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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