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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
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Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
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More quotes by Peter Drucker
Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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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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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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For new technology to replace old, it has to have at least ten times the benefit.
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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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There are no creeds in mathematics.
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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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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No executive has ever suffered because his subordinates were strong and effective.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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Management is not being brilliant. Management is being conscientious.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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There's an enormous number of managers who have retired on the job.
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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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Every organization has to prepare for the abandonment of everything it does.
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