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Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

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
Taking
Risk
Right
Important
Instability
Promotion
Avoiding
Accomplishment

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Do not measure your life by your goals but what you are doing to achieve them.
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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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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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Strong people have strong weaknesses.
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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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The large organization has to learn to innovate, or it won't survive.
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Spontaneity is an infinite number of rehearsed possibilities.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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Don't try to innovate for the future. Innovate for the present!
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The most effective way to manage change is to create it.
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If you want to predict the future create it.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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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 we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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