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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
Results
Often
Weaker
Succession
Representation
Selection
Planning

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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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Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
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The best way to predict the future is to create it.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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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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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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One does not start with facts. One starts with opinions.
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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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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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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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To make the future demands courage. It demands work. But it also demands faith.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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To survive and succeed, every organization will have to turn itself into a change agent
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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The only thing we know about the future is that it will be different.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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