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Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.

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
Single
Seen
Passion
Individual
Accomplishing
Someone
Minded
Something
Magnificent
Time
Mission
Missions

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When a resource is scarce, you increase its yield.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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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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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.
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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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The only thing we know about the future is that it will be different.
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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.
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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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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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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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In the managerial organization, the top people sit in judgment in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
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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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You cannot build performance on weaknesses. You can build only on strengths.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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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.
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Every success creates new opportunities. So does every failure.
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