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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
Spend
Lasts
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Next
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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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.
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Our most important education system is in the employees' own organization.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Managers are the basic and scarcest resource of any business enterprise.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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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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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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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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Objectives are not commands they are commitments.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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It's amazing how many things busy people are doing that never will be missed.
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People who need certainty are unlikely to make good entrepreneurs.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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