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Systematic change requires a willingness to look on change as an opportunity.
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
Willingness
Requires
Opportunity
Change
Look
Looks
Systematic
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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Every organization must be prepared to abandon everything it does to survive in the future.
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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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Defending yesterday is far more risky than making tomorrow.
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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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Meetings are a symptom of bad organization. The fewer meetings the better.
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Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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We always remember best the irrelevant.
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The productivity of work is not the responsibility of the worker but of the manager.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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Objectives are not commands they are commitments.
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