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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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
Ever
Commonly
Believed
Innovation
Changes
Already
Create
Innovations
Successful
Exploit
Happened
Exploits
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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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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You cannot build performance on weaknesses. You can build only on strengths.
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All companies are service companies some also manufacture products.
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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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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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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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One does not start with facts. One starts with opinions.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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