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Peter Drucker Quotes - Page 12

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

Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.

Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.

Opportunity, Achievement, Genius

Society, community, family are all conserving institutions. They try to maintain stability and to prevent, or at least slow down, change. But the organization of the post-capitalist society of organizations is a destabilizer. Because its function is to put knowledge to work - on tools, processes, and products; on work; on knowledge itself - it must be organized for constant change.

Change, Organization, Community

"Post-Capitalist Society". Book by Peter Drucker, www.wired.com. 1993.

All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow.

Yesterday, Risk, Definitions

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.171, Routledge

Don't try to innovate for the future. Innovate for the present!

Future, Trying

Peter Drucker (2012). “Innovation and Entrepreneurship”, p.124, Routledge

The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.

Art, War, Growth

One cannot hire a hand; the whole man always comes with it.

Men, Hands, Whole

Peter Drucker (2012). “Management”, p.184, Routledge

The most critical case in a corporation, especially a big one, is when everything goes well, when you have accomplished your objectives. When the temptation is to work twice as hard instead of saying, "We have accomplished our objectives, we have to think again."

Business, Thinking, Temptation

There are just two questions to ask to attain success in business: First, "What business am I in?" Second, "How's business?"

Two, Business Success, Firsts

The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.

Knowledge, Mean, Learning

Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.

Mean, Opportunity, Entrepreneur

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.36, Routledge

The largest 100 corporations hold 25 percent of the worldwide productive assets, which in turn control 75 percent of international trade and 98 percent of all foreign direct investment.The multinational corporation...puts the economic decision beyond the effective reach of the political process and its decision-makers, national governments.

Government, Decision, Political

The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.

People, Raw Materials, Development

Peter F. Drucker (2011). “Landmarks of Tomorrow: A Report on the New”, p.180, Transaction Publishers

Communication is always "propaganda." The emitter always wants "to get something across."

Communication, Want, Propaganda

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

The manager who comes up with the right solution to the wrong problem is more dangerous than the manager who comes up with the wrong solution to the right problem.

Problem, Come Up, Dangerous

Business has only two basic functions - marketing and innovation.

Success, Business, Creativity

Peter Drucker (2012). “Management”, p.67, Routledge

Loafing" is easy, but "leisure" is difficult.

Leisure, Easy, Difficult

Peter Drucker (2013). “People and Performance”, p.238, Routledge

There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.

Should Have, Tasks, Useless

Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.

Distance, Classroom, Campus

"I got my degree through E-mail" by Lisa Gubernick, Ebeling, www.forbes.com. June 16, 1997.

You cannot predict the future, but you can create it.

The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.

Lying, Stupid, Science

What can I contribute that will significantly affect the performance and the results of the institution I serve?

Results, Institutions, Performances

The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.

Eight, Years, Law

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

The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?

Decision, Today, Faces

Peter Drucker (2012). “Management”, p.119, Routledge

You can't manage knowledge.Knowledge is between two ears and only between two ears.

Learning, Knowledge, Two

We know nothing about motivation. All we can do is write books about it.

Motivational, Business, Book

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