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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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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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People who need certainty are unlikely to make good entrepreneurs.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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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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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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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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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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Without institution there is no management. But without management there is no institution.
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In todays economy, the most important resource is no longer labor, capital or land it is knowledge
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Nothing is less productive than to make more efficient what should not be done at all.
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The honest work of yesterday has lost its social status, its social esteem.
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