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Nobody in the world is as good at making decisions as the Japanese.
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
Making
Good
World
Japanese
Decisions
Nobody
Decision
More quotes by Peter Drucker
Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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Don't solve problems. Pursue opportunities.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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The honest work of yesterday has lost its social status, its social esteem.
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Working with people is difficult, but not impossible.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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Succession planning often results in the selection of a weaker representation of yourself.
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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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To make the future demands courage. It demands work. But it also demands faith.
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Look upon every obstacle as part payment towards your success.
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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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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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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.
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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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