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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
Organization
Large
Learn
Innovate
Survive

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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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Spontaneity is an infinite number of rehearsed possibilities.
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The key to greatness is to look for people's potential and spend time developing it.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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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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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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Working with people is difficult, but not impossible.
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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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Do the right things instead of trying to do everything right.
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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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All companies are service companies some also manufacture products.
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Systematic change requires a willingness to look on change as an opportunity.
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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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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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Marketing is the distinguishing, unique function of the business.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Mission defines strategy, and strategy defines structure.
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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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