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Mission defines strategy, and strategy defines structure.

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
Defines
Mission
Missions
Strategy
Structure

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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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Our most important education system is in the employees' own organization.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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The best way to predict the future is to create it.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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The only thing we know about the future is that it will be different.
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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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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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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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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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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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Our job in life is to make a positive difference, not prove we're right.
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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 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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The productivity of work is not the responsibility of the worker but of the manager.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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