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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.

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
Balance
Pay
Approximation
Risk
Conflicting
Decision
Strategic
Opinion
Objectives
Priorities
Perfect
Opinions
Best
Price
Always

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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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To survive and succeed, every organization will have to turn itself into a change agent
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As to the idea that advertising motivates people, remember the Edsel.
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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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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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The really important things are said over cocktails and are never done.
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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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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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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.
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No one learns as much about a subject as one who is forced to teach it.
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The society of organizations is new-only seventy years ago employees were a small minority in every society.
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The key to greatness is to look for people's potential and spend time developing it.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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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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The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as unearned income and capitalist, if not as sinful and wicked.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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One either meets or one works.
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