Quote

Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.

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
Asks
Start
Ideas
Disagreeing
Find
Dissenting
Right
Opinions
Never
Asking
Listening
Opinion

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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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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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The enterprise can fulfill its human and social functions only if it prospers as a business.
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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 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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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Mission defines strategy, and strategy defines structure.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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One does not manage people. The task is to lead people.
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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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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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Time is the scarcest resource.
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Success always obsoletes the very behavior that achieved it.
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The honest work of yesterday has lost its social status, its social esteem.
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Today knowledge has power. It controls access to opportunity and advancement.
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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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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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