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Culture eats Christianity for breakfast.
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
Eats
Breakfast
Christianity
Culture
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Mission defines strategy, and strategy defines structure.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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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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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.
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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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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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Vision without execution is delusion. The joy is in the results
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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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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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The most effective way to manage change is to create it.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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You cannot build performance on weaknesses. You can build only on strengths.
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Systematic change requires a willingness to look on change as an opportunity.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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Doing the right thing is more important than doing the thing right.
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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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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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