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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
Wrong
Persons
Person
Good
Think
Thinking
Perform
People
Usually
Strength

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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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The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.
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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.
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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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It's amazing how many things busy people are doing that never will be missed.
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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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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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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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Plans are only good intentions unless they immediately degenerate into hard work.
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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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A manager is responsible for the application and performance of knowledge.
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Do not measure your life by your goals but what you are doing to achieve them.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Businesses are not paid to reform customers. They are paid to satisfy customers.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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