Authors:

A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z

Peter Drucker Quotes - Page 4

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

Marketing and innovation make money. Everything else is a cost.

Marketing and innovation make money. Everything else is a cost.

Innovation, Marketing, Cost

Look upon every obstacle as part payment towards your success.

Looks, Obstacles, Look Up

The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

Children, Men, Self

Peter Drucker (2012). “Managing the Non-Profit Organization”, p.10, Routledge

You cannot build performance on weaknesses. You can build only on strengths.

Weakness, Performances

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.69, Harvard Business Review Press

The leader sees leadership as responsibility rather than as rank and privilege.

Leadership, Responsibility, Ranking

Peter Drucker (2013). “Managing for the Future”, p.102, Routledge

We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half the leaders I have met don't need to learn what to do. They need to learn what to stop

Teaching, Leader, Enough Time

Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.

Vocabulary, Careers, Achievement

We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.

Change, Teacher, Educational

Management is not being brilliant. Management is being conscientious.

Management, Brilliant

An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.

Jobs, Mistake, Organization

"Landmarks of Tomorrow: A Report on the New 'Post-Modern' World". Book by Peter F. Drucker, 1959.

Whenever you see a successful business, someone once made a courageous decision.

Inspirational, Success, Confidence

No one learns as much about a subject as one who is forced to teach it.

Inspirational, Teach, Subjects

Peter Drucker (2012). “Management”, p.334, Routledge

The fruit of your work grows on other people's trees

People, Tree, Fruit

The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.

Inspirational, Stupid, Way

Knowledge has to be improved, challenged, and increased constantly, or it vanishes.

Inspirational, Encouraging, Wise

Every time you do something that is important, write down what you expect will happen.

Writing, Important, Happens

To survive and succeed, every organization will have to turn itself into a change agent

Organization, Agents, Succeed

Peter Drucker (2012). “Managing in the Next Society”, p.295, Routledge

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

Business, Views, Marketing

"The Practice of Management".

The only thing we know about the future is that it will be different.

Change, Wise, Future

Strong people have strong weaknesses.

Strong, People, Weakness

Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.

Analysis, Use, Development

Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. The 'adults', that is, the executives in charge of existing businesses or products will have neither the time nor understanding for the infant.

Team, Responsibility, Effort

Peter Ferdinand Drucker (1985). “Innovation and entrepreneurship: practice and principles”

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.

Mean, Organization, People

"The Effective Executive". Book by Peter F. Drucker, 1966.

Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.

Believe, Giving, Quality

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.244, Routledge

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

People, Weakness, Tasks

"The New Realities".

You May Also Like: