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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
Order
Today
Relevant
Tomorrow
Question
Ready
Simply
Shall
Rather

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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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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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Do the right things instead of trying to do everything right.
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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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Defending yesterday is far more risky than making tomorrow.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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The honest work of yesterday has lost its social status, its social esteem.
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Every organization must be prepared to abandon everything it does to survive in the future.
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Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.
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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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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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Marketing is the distinguishing, unique function of the business.
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The only thing we know about the future is that it will be different.
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Without institution there is no management. But without management there is no institution.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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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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Trust is congruence between what you say and what you do.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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