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There is nothing worse than doing the wrong thing well.
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
Wrong
Wells
Well
Nothing
Thing
Worse
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Mission defines strategy, and strategy defines structure.
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Succession planning often results in the selection of a weaker representation of yourself.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.
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No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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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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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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One does not manage people. The task is to lead people.
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To survive and succeed, every organization will have to turn itself into a change agent
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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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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Every success creates new opportunities. So does every failure.
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One either meets or one works.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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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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