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Succession planning often results in the selection of a weaker representation of yourself.
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
Selection
Planning
Results
Often
Weaker
Succession
Representation
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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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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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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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Plans are worthless, but planning is invaluable.
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The worker's effectiveness is determined largely by the way he is being managed.
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Efficiency is doing better what is already being done.
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Every single social and global issue of our day is a business opportunity in disguise.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Loafing is easy, but leisure is difficult.
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Defending yesterday is far more risky than making tomorrow.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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People who need certainty are unlikely to make good entrepreneurs.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Mission defines strategy, and strategy defines structure.
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