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Peter Drucker Quotes - Page 13

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

Businesses are not paid to reform customers. They are paid to satisfy customers.

Businesses are not paid to reform customers. They are paid to satisfy customers.

Reform, Customers, Paid

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.236, Routledge

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.

Corporations, Modern, Responsible

Peter F. Drucker (2017). “The Future of Industrial Man”, p.74, Routledge

Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, "Let's do a little bit of everything."

Keys, Effectiveness, Priorities

Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.

Business, Frustration, Important

Peter F. Drucker (2009). “The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management”, p.31, Harper Collins

Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.

Views, Decision, Doe

Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.

Country, Business, Future

The great challenge to management today is to make productive the tremendous new resource, the knowledge worker. This, rather than the productivity of the manual worker, is the key to economic growth and economic performance in today's society.

Business, Keys, Challenges

Innovation opportunities do not come with the tempest but with the rustling of the breeze.

Opportunity, Innovation, Tempest

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.271, Routledge

As soon as you move one step up from the bottom, your effectiveness depends on your ability to reach others through the spoken and written word.

Moving, Effectiveness, Steps

Peter Drucker (2013). “People and Performance”, p.262, Routledge

Knowledge has become the key resource of the world economy.

Keys, World, Economy

I'm a writer. I could not or would not ever run a business. I don't even have a secretary. And contrary to some of the stereotypes, entrepreneurs are not loners. I am.

Running, Entrepreneur, Loner

Source: www.inc.com

The real achiever do one thing at a time.

Real, Achiever, One Thing At A Time

Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.

Inspirational, Wise, Entrepreneur

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.46, Routledge

Large organizations cannot be versatile. A large organization is effective through its mass rather than through its agility. Fleas can jump many times their own height, but not an elephant.

Elephants, Organization, Agility

Peter Drucker (2017). “The Age of Discontinuity: Guidelines to Our Changing Society”, p.186, Routledge

People alone of all the resources can grow and develop.

People, Resources, Grows

Time is totally perishable and cannot be stored. Yesterday's time is gone forever, and will never come back. Time is always in short supply. There is no substitute for time. Everything requires time.

Time, Yesterday, Forever

Free enterprise cannot be justified as being good for business. It can be justified only as being good for society.

Justified, Be Good, Enterprise

Peter Drucker (2013). “People and Performance”, p.29, Routledge

What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.

Top Management, People, Benefits

"The Relentless Contrarian". Interview with Peter Schwartz, Kevin Kelly, www.wired.com. August 1, 1996.

Spontaneity is an infinite number of rehearsed possibilities.

Numbers, Spontaneity, Infinite

In business school classrooms they construct wonderful models of a non- world.

Education, School, World

You must accept that if the computer is a tool, it is the job of tool user to know what to use it for.

Jobs, Tools, Use

There is a point of complexity beyond which a business is no longer manageable.

Complexity, Manageable

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

Business is society's change agent.

Agents, Change Agent

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.

May, Able, Ships

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.

Inspirational, Wall, Educational

Peter Ferdinand Drucker (2006). “Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review”, p.196, Harvard Business Press

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