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Peter Drucker Quotes - Page 18

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

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

Jobs, Responsibility, Top Management

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.8, Harvard Business Review Press

The fundamental reality for every worker, from sweeper to executive vice-president, is the eight hours or so that he spends on the job. In our society of organizations, it is the job through which the great majority has access to achievement, to fulfillment, and to community.

Jobs, Reality, Eight

"The Practice of Management". Book by Peter F. Drucker, 1954.

Far too much reorganization goes on all the time. Organizitis is like a spastic colon.

Reorganization, Goes On, Too Much

I have no interest in celebrities. If all the superrich disappeared, the world economy would not even notice. The superrich are irrelevant to the economy.

World, Wealth, Economy

Luck never built a business. Prosperity and growth come only to the business that systematically finds and exploits its potential.

Growth, Luck, Prosperity

Peter Drucker (2012). “Managing For Results”, p.141, Routledge

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.

Change, Elements, Problem

"The Practice of Management".

Yet there is nothing more dangerous than to be premature in exploiting a change in perception.

Perception, Fragility, Dangerous

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.130, Routledge

Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

Time, Unique, People

There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.

Innovation, Three, Able

Source: www.inc.com

All earlier pluralist societies destroyed themselves because no one took care of the common good. They abounded in communities but could not sustain community, let alone create it.

Community, Care, Common

"The New Pluralism". Leader to Leader, No. 14, 1999.

The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.

Leadership, Jobs, Focus

The single minded ones, the monomaniacs, are the only true achievers

Achiever

Peter F. Drucker (1999). “Adventures of a Bystander”, p.255, Transaction Publishers

Quality of character doesn't make a leader, but the lack of it flaws the entire process.

Character, Leader, Quality

Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.

Giving, Quality, Use

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.280, Routledge

Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.

Innovation, Existence, Customer Experience

Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.

Passion, Individual, Missions

There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.

Choices, Needs, Done

If war production should remain the only way out of a long-term depression, industrial society would be reduced to the choice between suicide through total war or suicide through total depression.

Suicide, War, Long

Peter F. Drucker (2009). “Concept of the Corporation”, p.269, Transaction Publishers

Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.

Decision, Tests, Causes

Peter Drucker (2013). “People and Performance”, p.89, Routledge

When a resource is scarce, you increase its yield.

Motivational, Yield, Increase

The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.

Opportunity, Important, Use

Peter F. Drucker (2009). “The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done”, p.4, Harper Collins

No other area offers richer opportunities for successful innovation than the unexpected success.

Success, Opportunity, Innovation

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.53, Routledge

A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.

Years, Decision, Risk

Peter Drucker (2013). “People and Performance”, p.31, Routledge

An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.

Men, Personality, Tasks

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

..there is need for a person to be generally educated. Otherwise you shrivel up much too soon. Whether this means reading the bible (I read the New Testament every few years) or reading the great 19th century novelists (the greatest and shrewdest judge of people and of society who ever lived), or classical philosophy (which I cannot read-it puts me to sleep immediately), or history (which is secondary). What matters is that the knowledge worker, by the time he or she reaches middle age, has developed and nourished a human being rather than a tax accountant or a hydraulic engineer.

Education, Business, Philosophy

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