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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
Action
Reflecting
Effective
Reflection
Follow
Quiet
More quotes by Peter Drucker
Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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Objectives are not commands they are commitments.
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What's measured improves
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
Peter Drucker
No executive has ever suffered because his subordinates were strong and effective.
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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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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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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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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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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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There's an enormous number of managers who have retired on the job.
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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The only thing we know about the future is that it will be different.
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Strong people have strong weaknesses.
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Nobody can predict the future the idea is to have a firm grasp of the present.
Peter Drucker