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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.

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
Stop
Must
Institutions
Every
Training
Never
Built
Teaching
Development
Levels
Institution
Learning

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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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We know nothing about motivation. All we can do is write books about it.
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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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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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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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Defending yesterday is far more risky than making tomorrow.
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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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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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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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No executive has ever suffered because his subordinates were strong and effective.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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The purpose of a business is to create a customer.
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