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There is a point of complexity beyond which a business is no longer manageable.
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
Complexity
Beyond
Longer
Point
Business
Manageable
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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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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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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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 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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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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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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The key to greatness is to look for people's potential and spend time developing it.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Do not measure your life by your goals but what you are doing to achieve them.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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To satisfy the customer is the mission and purpose of every business.
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Efficiency is doing better what is already being done.
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If you want it, measure it. If you can't measure it, forget it.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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