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Any organisation develops people it either forms them or deforms them.
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
Forms
Either
Form
People
Develops
Organisation
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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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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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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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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Our society has become an employee society.
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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Every success creates new opportunities. So does every failure.
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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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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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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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What's measured improves
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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Without institution there is no management. But without management there is no institution.
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Education can no longer be the sole property of the state.
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