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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
Good
Think
Thinking
Perform
People
Usually
Strength
Wrong
Persons
Person
More quotes by Peter Drucker
I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives.
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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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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Entrepreneurship is neither a science nor an art. It is a practice.
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The best plan is only a plan... unless it degerates into work.
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The individual is the central, rarest, most precious capital resource of our society.
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What's measured improves
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Most of what we call management consists of making it difficult for people to get their work done.
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The fruit of your work grows on other people's trees
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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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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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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Working with people is difficult, but not impossible.
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Leadership is not rank, privileges, title or money. It is responsibility.
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One does not manage people. The task is to lead people.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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