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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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
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Aside
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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.
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The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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Every organization has to prepare for the abandonment of everything it does.
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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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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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In todays economy, the most important resource is no longer labor, capital or land it is knowledge
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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