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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.

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
Spent
Spend
Lasts
Last
Next
Years
Focusing

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No other area offers richer opportunities for successful innovation than the unexpected success.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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Every single social and global issue of our day is a business opportunity in disguise.
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The really important things are said over cocktails and are never done.
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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For new technology to replace old, it has to have at least ten times the benefit.
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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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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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Trust is congruence between what you say and what you do.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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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 most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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No executive has ever suffered because his subordinates were strong and effective.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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Objectives are not commands they are commitments.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss
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Leadership is not rank, privileges, title or money. It is responsibility.
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