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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain 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
Today
Strategic
Uncertain
Makers
Tomorrow
Question
Ready
Decision
Organisation
Faces
Maker
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The only thing we know about the future is that it will be different.
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Nothing is less productive than to make more efficient what should not be done at all.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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We always remember best the irrelevant.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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The single minded ones, the monomaniacs, are the only true achievers
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Businesses are not paid to reform customers. They are paid to satisfy customers.
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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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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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For new technology to replace old, it has to have at least ten times the benefit.
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Every organization must be prepared to abandon everything it does to survive in the future.
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