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Follow effective action with quiet reflection.

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
Reflection
Follow
Quiet
Action
Reflecting
Effective

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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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Every success creates new opportunities. So does every failure.
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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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You cannot build performance on weaknesses. You can build only on strengths.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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The most effective way to manage change is to create it.
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Objectives are not commands they are commitments.
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The purpose of information is not knowledge. It is being able to take the right action.
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No one has ever failed to find the facts they are looking for.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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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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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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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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To survive and succeed, every organization will have to turn itself into a change agent
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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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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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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