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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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
Military
Recently
Decision
Base
Asks
Accomplish
Important
Decisions
People
Organization
Expect
Assign
General
Begun
Lead
Organizations
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Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as in moral truth and accountability they are.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
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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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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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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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The enterprise can fulfill its human and social functions only if it prospers as a business.
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Most innovators are successful to the extent to which they define risks and confine them.
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Adequacy is the enemy of excellence.
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Spontaneity is an infinite number of rehearsed possibilities.
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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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