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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
Competence
Increasingly
Innovation
Management
Challenge
Especially
Touchstone
Challenges
Touchstones
Become
Managing

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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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Trust is congruence between what you say and what you do.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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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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