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Don't solve problems. Pursue opportunities.

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
Opportunity
Problem
Opportunities
Pursue
Solve
Problems

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To satisfy the customer is the mission and purpose of every business.
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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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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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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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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Strong people have strong weaknesses.
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One cannot manage change. One can only be ahead of it.
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Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
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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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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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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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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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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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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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