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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
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More quotes by Peter Drucker

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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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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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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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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.
Peter Drucker
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
Peter Drucker
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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
Peter Drucker
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Success always obsoletes the very behavior that achieved it.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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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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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
Peter Drucker
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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.
Peter Drucker
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
Peter Drucker
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There is a point of complexity beyond which a business is no longer manageable.
Peter Drucker
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
Peter Drucker
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
Peter Drucker
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True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy?
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
Peter Drucker