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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
Question
Ready
Decision
Organisation
Faces
Maker
Today
Strategic
Uncertain
Makers
Tomorrow
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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The purpose of a business is to create a customer.
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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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Success always obsoletes the very behavior that achieved it.
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If you want to predict the future create it.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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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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There's an enormous number of managers who have retired on the job.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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The best plan is only a plan... unless it degerates into work.
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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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