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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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
Rather
Order
Today
Relevant
Tomorrow
Question
Ready
Simply
Shall
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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Every success creates new opportunities. So does every failure.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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Defending yesterday is far more risky than making tomorrow.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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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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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing 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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The first step toward making the worker achieving is to make work productive.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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