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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
Well
Nothing
Thing
Worse
Wrong
Wells

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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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To make the future demands courage. It demands work. But it also demands faith.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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A manager is responsible for the application and performance of knowledge.
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There are no creeds in mathematics.
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Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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The key to greatness is to look for people's potential and spend time developing it.
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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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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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Trust is congruence between what you say and what you do.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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Our most important education system is in the employees' own organization.
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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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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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Decision making is the specific executive task.
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