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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.
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
Think
Thinking
Perform
People
Usually
Strength
Wrong
Persons
Person
Good
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It's amazing how many things busy people are doing that never will be missed.
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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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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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Adversarial power relationships only work if you never have to see or work with the bastards again.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
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Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as in moral truth and accountability they are.
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Most innovators are successful to the extent to which they define risks and confine them.
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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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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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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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