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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.
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
Capital
Ill
Organized
Profit
Activity
Devour
Conducted
Rather
Activities
Form
Afford
Make
More quotes by Peter Drucker
There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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Management is not being brilliant. Management is being conscientious.
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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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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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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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We know nothing about motivation. All we can do is write books about it.
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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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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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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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Defending yesterday is far more risky than making tomorrow.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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