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The enterprise can fulfill its human and social functions only if it prospers as a business.
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
Enterprise
Function
Business
Social
Human
Humans
Prospers
Functions
Fulfill
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Every success creates new opportunities. So does every failure.
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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.
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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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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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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Every single social and global issue of our day is a business opportunity in disguise.
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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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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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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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Doing the right thing is more important than doing the thing right.
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Culture eats Christianity for breakfast.
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The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right effectiveness is doing the right things.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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Managers are the basic and scarcest resource of any business enterprise.
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Knowledge applied is productivity.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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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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