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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
Greatness
Successors
Step
Ceo
Steps
Chooses
Company
Aside
Whether
Final
Running
Finals
Wells
Test
Well
Tests
Successor

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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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Follow effective action with quiet reflection.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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Vision without execution is delusion. The joy is in the results
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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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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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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There's an enormous number of managers who have retired on the job.
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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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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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Today knowledge has power. It controls access to opportunity and advancement.
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Systematic change requires a willingness to look on change as an opportunity.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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