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Organizationally what is required - and evolving - is systems management.

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
Evolving
Required
Evolve
Systems
Management

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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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No executive has ever suffered because his subordinates were strong and effective.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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Every organization must be prepared to abandon everything it does to survive in the future.
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The most effective way to manage change is to create it.
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Objectives are not commands they are commitments.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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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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The best way to predict the future is to create it.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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You can't manage what you don't measure.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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