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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.

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
Running
Implementing
Moments
Finishing
People
Fever
Organization
Instead
Already
Talk
Moment

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The best plan is only a plan... unless it degerates into work.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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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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Culture eats Christianity for breakfast.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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The really important things are said over cocktails and are never done.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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Entrepreneurship is neither a science nor an art. It is a practice.
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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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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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Do not measure your life by your goals but what you are doing to achieve them.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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