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A success that has outlived its usefulness may, in the end, be more damaging than failure.

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
Usefulness
Failure
Success
Ends
May
Outlived
Damaging

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Organizationally what is required - and evolving - is systems 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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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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Culture eats Christianity for breakfast.
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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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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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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 easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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The most effective way to manage change is to create it.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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