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Defending yesterday is far more risky than making tomorrow.
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
Risky
Defending
Yesterday
Tomorrow
Making
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When Henry Ford said, The customer can have a car in any color as long as it's black, he was not joking.
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You cannot build performance on weaknesses. You can build only on strengths.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done 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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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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For new technology to replace old, it has to have at least ten times the benefit.
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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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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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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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