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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
Present
Future
Idea
Ideas
Predict
Grasp
Firm
Nobody

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Succession planning often results in the selection of a weaker representation of yourself.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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We always remember best the irrelevant.
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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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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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The honest work of yesterday has lost its social status, its social esteem.
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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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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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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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What's measured improves
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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Nothing is less productive than to make more efficient what should not be done at all.
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There is nothing so useless as doing efficiently that which should not be done at all.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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One cannot hire a hand the whole man always comes with it.
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Loafing is easy, but leisure is difficult.
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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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Management is not being brilliant. Management is being conscientious.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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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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