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Nobody can predict the future the idea is to have a firm grasp of the present.

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
Predict
Grasp
Firm
Nobody
Present
Future
Idea
Ideas

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Time is the scarcest resource.
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The better a man is the more mistakes will he make – for the more new things he will try.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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The purpose of a business is to create a customer.
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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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The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.
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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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Do the right things instead of trying to do everything right.
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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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[T]hroughout the ages to be educated meant to be unproductive.... our word school - and its equivalent in all European languages - derives from a Greek word meaning leisure.
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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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Spontaneity is an infinite number of rehearsed possibilities.
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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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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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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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No executive has ever suffered because his subordinates were strong and effective.
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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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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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