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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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
Moments
Shaped
Time
Plastic
Periods
Open
Courses
Course
Steered
Gone
Overlap
History
Arrived
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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Organizationally what is required - and evolving - is systems management.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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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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Objectives are not commands they are commitments.
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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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Don't solve problems. Pursue opportunities.
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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Decision making is the specific executive task.
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Culture eats Christianity for breakfast.
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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's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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Do not measure your life by your goals but what you are doing to achieve them.
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