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Peter Drucker Quotes - Page 10

All Quotes Accomplishment Achievement Age Art Assumption Authority Balance Business Challenges Change Character Choices Commitment Communication Community Country Creativity Culture Decision Making Discipline Doing The Right Thing Economics Economy Education Efficiency Effort Energy Entrepreneurship Excellence Expectations Failing Fighting Focus Future Genius Giving Greatness Growth Innovation Inspiration Inspirational Knowledge Leadership Learning Life Listening Logic Making Decisions Management Marketing Military Motivation Motivational Opportunity Past Personality Planning Power Productivity Purpose Quality Reality Responsibility Retirement Revolution Risk Running School Society Strategy Strength Success Survival Teaching Team Teamwork Technology Time Time Management Today Training Transformation Understanding Values Vision Volunteer War Weakness Wealth Work Writing

People in any organization, including bureaucrats and politicians, are always attached to the obsolete; the obsolescent; the things that should have worked but didn't; the things that once were productive and no longer

People in any organization, including bureaucrats and politicians, are always attached to the obsolete; the obsolescent; the things that should have worked but didn't; the things that once were productive and no longer are.

Leadership, Should Have, Organization

"Post-Capitalist Society".

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.

Growth, Management, Busy

Peter Drucker (2012). “Managing in the Next Society”, p.70, Routledge

The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

Inspirational, Business, Future

"Technology, Management and Society".

The only things that evolve by themselves in an organization are disorder, friction and malperformance.

Inspirational, Business, Organization

Peter Drucker (2013). “People and Performance”, p.172, Routledge

A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.

Responsibility, Fundamentals, Missions

Peter F. Drucker, Frances Hesselbein Leadership Institute (2010). “The Five Most Important Questions Self Assessment Tool: Participant Workbook”, p.7, John Wiley & Sons

Most executives have learned that what one postpones, one actually abandons ... timing is a most important element in the success of any effort. To do five years later what would have been smart to do five years earlier, is almost a sure recipe for frustration and failure.

Smart, Frustration, Years

If you want to know what the future is, be part of its development.

Development, Want, Knows

It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.

Moving, Excellence, Energy

Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.

Art, Years, Keys

Time is the scarcest resource.

Time, Resources

The customer rarely buys what the business thinks it sells him.

Thinking, Selling, Company

"Managing For Results".

It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.

Jobs, People, Giving

Peter Drucker (2012). “The Practice of Management”, p.132, Routledge

Knowledge applied is productivity.

Productivity

Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.

Smart, Decision, Action

"Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review".

Do not measure your life by your goals but what you are doing to achieve them.

Motivation, Goal, Achieve

Our most important education system is in the employees' own organization.

Organization, Important, Employee

Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

Senior, Business, Mistake

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.9, Harvard Business Review Press

Education gives you neither experience nor wisdom.

Giving

Peter Drucker (2012). “Managing in the Next Society”, p.72, Routledge

People who need certainty are unlikely to make good entrepreneurs.

People, Entrepreneur, Needs

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.41, Routledge

You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.

Military, Fighting, Organization

Peter F. Drucker (2010). “Managing the Non-Profit Organization: Principles and Practices”, p.20, Harper Collins

The knowledge we now consider knowledge proves itself in action. What we now mean by knowledge is information effective in action, information focused on results. Results are outside the person, in society and economy, or in the advancement of knowledge itself. To accomplish anything this knowledge has to be highly specialized.

Mean, Focus, Information

"Post-Capitalist Society".

The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

Responsibility, Risk, Firsts

"Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.

Economy, Knows, Values

A superior who works on his own development sets an almost irresistible example.

Example, Development, Irresistible

"Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

No one has ever failed to find the facts they are looking for.

Facts

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