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Peter Drucker Quotes - Page 22

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

The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or

The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.

Children, Successful, New Ventures

Source: www.inc.com

The large organization has to learn to innovate, or it won't survive.

Organization

Peter Drucker (2012). “Managing in the Next Society”, p.74, Routledge

They wrongly believe that good intentions move mountains. Bulldozers move mountains. But there are exceptions.

Believe, Moving, Mountain

Peter Drucker (2012). “Managing in the Next Society”, p.76, Routledge

Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.

Mother, Compassion, World

Source: thegathering.com

"The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength."

Men, Decision, Challenges

The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.

Motivational, Pertinent Questions, Effort

Peter Drucker (2013). “People and Performance”, p.102, Routledge

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

Exercise, People, Appreciate

Peter Drucker (2012). “Managing in a Time of Great Change”, p.303, Routledge

Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.

Jobs, Organization, People

Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge workers.

Country, Knowledge Workers, Agents

Peter F. Drucker (2014). “The Peter Drucker Collection on Managing in Turbulent Times: Management: Revised Edition, Management Challenges for the 21st Century, Managing in Turbulent Times, and The Practice of Management”, p.43, Harper Collins

It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.

Successful, Innovation, Happened

Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

Accomplishment, Risk, Important

Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.

Opportunity, Innovation, Listening

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.120, Routledge

If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.

Live Life, Space, Too Much

An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.

Creativity, Innovation, Age

The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as "unearned income" and "capitalist," if not as sinful and wicked.

Wicked, Income, Needs

A success that has outlived its usefulness may, in the end, be more damaging than failure.

May, Ends, Usefulness

Peter Drucker (2013). “People and Performance”, p.142, Routledge

If a manager spends more than 10 percent of his time on "human relations" the group is probably too large.

Groups, Relation, Humans

...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.

Organization, Guarantees, Maintaining

Peter Drucker (2012). “Managing in the Next Society”, p.189, Routledge

Without institution there is no management. But without management there is no institution.

Management, Institutions

Peter Drucker (2013). “People and Performance”, p.11, Routledge

Leadership is more doing than dash.

Peter Drucker (2013). “Managing for the Future”, p.100, Routledge

Entrepreneurship is “risky” mainly because so few of the so-called entrepreneurs know what they are doing.

Entrepreneur, Entrepreneurship, Knows

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.34, Routledge

An executive should be a realist; and no one is less realistic than the cynic.

Realist, Should, Cynic

[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.

Mean, Judgment, Entrepreneurship

Peter Drucker (2012). “Innovation and Entrepreneurship”, p.228, Routledge

Financial "synergy" is a will-o'-the-wisp.It looks good on paper, but it fails to work out in practice.

Practice, Work Out, Looks

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

There is the general belief that the corporation income tax is a tax on the "rich" and on the "fat cats." But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.

Wisdom, Cat, Income

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