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

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We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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No one has ever failed to find the facts they are looking for.
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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Success always obsoletes the very behavior that achieved it.
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Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Systematic change requires a willingness to look on change as an opportunity.
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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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Loafing is easy, but leisure is difficult.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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You can't manage what you don't measure.
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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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