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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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People
Entrepreneurs
Unlikely
Entrepreneur
Certainty
Need
Needs
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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Efficiency is doing better what is already being done.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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There is a point of complexity beyond which a business is no longer manageable.
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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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As to the idea that advertising motivates people, remember the Edsel.
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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.
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Strong people have strong weaknesses.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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All good strategy eventually degenerates into work.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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All companies are service companies some also manufacture products.
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
Peter Drucker
