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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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
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Genes
Mysterious
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Magic
Learned
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Wrong
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More quotes by Peter Drucker
The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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The most effective way to manage change is to create it.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss
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The really important things are said over cocktails and are never done.
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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There is nothing worse than doing the wrong thing well.
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Every organization must be prepared to abandon everything it does to survive in the future.
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Everything must degenerate into work if anything is to happen.
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There's no such thing as knowledge management there are only knowledgeable people. Information only becomes knowledge in the hands of someone who knows what to do with it.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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