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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.
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
Giving
Distinguishes
Great
Adequate
People
Willingness
Demands
Merely
Demand
Jobs
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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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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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Strong people have strong weaknesses.
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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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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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