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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.

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
Strengths
Executive
Colleagues
Executives
Superiors
Effective
Strength
Subordinates
Situation
Builds

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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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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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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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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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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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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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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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There's an enormous number of managers who have retired on the job.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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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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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 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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All good strategy eventually degenerates into work.
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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 only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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