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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
Making
Risky
Defending
Yesterday
Tomorrow

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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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The best plan is only a plan... unless it degerates into work.
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Profit is not a cause but a result-
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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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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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Decision making is the specific executive task.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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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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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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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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Through systematic terror, through indoctrination, through systematic manipulation of stimulus, reward, and punishment, we can today break man and convert him into brute animal... The first step toward survival is therefore to make government legitimate again by attempting to deprive it of these powers... by international action to ban such powers.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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