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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.

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
Opportunity
Problem
Starve
Think
Minded
Thinking
Feed
People
Effective
Opportunities
Leadership
Problems

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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
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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.
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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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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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Systematic change requires a willingness to look on change as an opportunity.
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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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Defending yesterday is far more risky than making tomorrow.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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Knowledge applied is productivity.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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Without institution there is no management. But without management there is no institution.
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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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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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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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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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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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