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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
Ideas
Predict
Grasp
Firm
Nobody
Present
Future
Idea

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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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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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The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right effectiveness is doing the right things.
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One either meets or one works.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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To satisfy the customer is the mission and purpose of every business.
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Management is not being brilliant. Management is being conscientious.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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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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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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The single minded ones, the monomaniacs, are the only true achievers
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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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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Do not measure your life by your goals but what you are doing to achieve them.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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