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Leadership is all about getting results.
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
Results
Getting
Leadership
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The fruit of your work grows on other people's trees
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Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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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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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Of those things that would make a difference, which are right for me?
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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The purpose of a business is to create a customer.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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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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Meetings are a symptom of bad organization. The fewer meetings the better.
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Time is the scarcest resource.
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Organizationally what is required - and evolving - is systems management.
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If you want it, measure it. If you can't measure it, forget it.
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