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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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
Loving
Perhaps
Else
Care
Irreplaceable
Nothing
Distinguishes
Much
Tender
Time
Executives
Effective
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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The computer, being a mechanical moron, can handle only quantifiable data.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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Without institution there is no management. But without management there is no institution.
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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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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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One does not start with facts. One starts with opinions.
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Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
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Defending yesterday is far more risky than making tomorrow.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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When a resource is scarce, you increase its yield.
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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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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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