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The large organization has to learn to innovate, or it won't survive.

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
Innovate
Survive
Organization
Large
Learn

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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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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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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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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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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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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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What can I contribute that will significantly affect the performance and the results of the institution I serve?
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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There's an enormous number of managers who have retired on the job.
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The honest work of yesterday has lost its social status, its social esteem.
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What gets measured gets managed.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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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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Loafing is easy, but leisure is difficult.
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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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Follow effective action with quiet reflection.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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The productivity of work is not the responsibility of the worker but of the manager.
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