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People who need certainty are unlikely to make good entrepreneurs.
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
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Entrepreneurs
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Certainty
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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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Communism is evil. Its driving forces are the deadly sins of envy and hatred.
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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.
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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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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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Objectives are not commands they are commitments.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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