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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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
Asks
Generic
Maker
Makers
Exception
Effective
Question
Decision
Situation
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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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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Every single social and global issue of our day is a business opportunity in disguise.
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Look upon every obstacle as part payment towards your success.
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We know nothing about motivation. All we can do is write books about it.
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Spontaneity is an infinite number of rehearsed possibilities.
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Time is the scarcest resource.
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The days of the 'intuitive' manager are numbered.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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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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Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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All good strategy eventually degenerates into work.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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