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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.

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
Place
Change
Carve
May
Span
Work
Productive
Years
Engaged
Life
Courses
Course
Keep

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The key to greatness is to look for people's potential and spend time developing it.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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Every single social and global issue of our day is a business opportunity in disguise.
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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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Managers are the basic and scarcest resource of any business enterprise.
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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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The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.
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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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We know nothing about motivation. All we can do is write books about it.
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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The first step toward making the worker achieving is to make work productive.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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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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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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