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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
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
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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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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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The best way to predict the future is to create it.
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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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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
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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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There is nothing so useless as doing efficiently that which should not be done at all.
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An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.
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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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