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All good strategy eventually degenerates into work.

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
Good
Degenerates
Eventually
Strategy
Work

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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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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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Defending yesterday is far more risky than making tomorrow.
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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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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Don't solve problems. Pursue opportunities.
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Doing the right thing is more important than doing the thing right.
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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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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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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 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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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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Success always obsoletes the very behavior that achieved it.
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If you want to predict the future create it.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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Succession planning often results in the selection of a weaker representation of yourself.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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