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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.

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
Thinks
Market
Wrong
Buys
Business
Customer
Right
Rarely
Think
Sells
Thinking
Customers
People
Likely

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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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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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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.
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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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Everything must degenerate into work if anything is to happen.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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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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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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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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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Loafing is easy, but leisure is difficult.
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To make the future demands courage. It demands work. But it also demands faith.
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Adversarial power relationships only work if you never have to see or work with the bastards again.
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