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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.

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
Decision
Means
Done
Acclamation
Mean
Risky
Important
Homework
Controversial
Decisions
Nobody

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Our job in life is to make a positive difference, not prove we're right.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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Defending yesterday is far more risky than making tomorrow.
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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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Most innovators are successful to the extent to which they define risks and confine them.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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People who need certainty are unlikely to make good entrepreneurs.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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Vision without execution is delusion. The joy is in the results
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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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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What gets measured gets managed.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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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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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Efficiency is doing better what is already being done.
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We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.
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