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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
Question
Ready
Simply
Shall
Rather
Order
Today
Relevant
Tomorrow
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The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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Strong people have strong weaknesses.
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You can't manage what you don't measure.
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In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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The large organization has to learn to innovate, or it won't survive.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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No one learns as much about a subject as one who is forced to teach it.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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To satisfy the customer is the mission and purpose of every business.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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