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Peter Drucker Quotes - Page 7

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

Systematic change requires a willingness to look on change as an opportunity.

Systematic change requires a willingness to look on change as an opportunity.

Opportunity, Looks, Systematic

No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.

Real, Men, Thinking

A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.

People, Boss, Risk

Peter Drucker (2013). “Managing for the Future”, p.139, Routledge

Organizations are no longer built on force, but on trust.

Organization, Force, Built

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.153, Harvard Business Review Press

The productivity of work is not the responsibility of the worker but of the manager.

Wise, Business, Work

Peter Drucker (2012). “Managing in Turbulent Times”, p.15, Routledge

It's more important to do the right thing than to do things right.

Inspirational, Integrity, Important

Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are a means to mobilize resources and energies of the business for the making of the future.

Communication, Mean, Commitment

Peter Drucker (2013). “People and Performance”, p.121, Routledge

Leadership is defined by results not attributes.

Leadership, Future Leaders, Great Leader

Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.

Teaching, Training, Development

Peter Ferdinand Drucker (2006). “Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review”, p.195, Harvard Business Press

Most organizations staff their problems & starve their opportunities.

Opportunity, Organization, Problem

Any organisation develops people; it either forms them or deforms them.

People, Form, Organisation

The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.

School, Responsibility, Preparation

Every success creates new opportunities. So does every failure.

Opportunity, Doe, New Opportunity

Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.31, Harvard Business Review Press

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

Inspirational, Leadership, Wise

The essence of management is to make knowledge productive.

Essence, Management, Productive

Peter Drucker (2012). “Managing in a Time of Great Change”, p.219, Routledge

To make a living is no longer enough. Work also has to make a life.

Work, Enough

Peter Drucker (2012). “Management”, p.170, Routledge

Results are obtained by exploiting opportunities, not by solving problems.

Appreciation, Business, Opportunity

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

Progress is obtained only by exploiting opportunities, not by solving problems. When you solve problems, all you do is guarantee a return to normalcy.

Opportunity, Progress, Guarantees

Trees die from the top”. No one should ever become a strategist unless he or she is willing to have his or her character serve as a model for subordinates

Character, Tree, Should

The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.

Race, Humans, Persons

Peter F. Drucker (2009). “The Effective Executive: The Definitive Guide to Getting the Right Things Done”, p.18, Harper Collins

To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.

Knowledge, Tree, Forests

Peter Drucker (2012). “Post-Capitalist Society”, p.176, Routledge

(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss

Business, Loss, Guiding Principles

Every organization must be prepared to abandon everything it does to survive in the future.

Leadership, Organization, Doe

There are only two things in a business that make money - innovation and marketing, everything else is cost.

Two, Innovation, Marketing

Efficiency is doing better what is already being done.

Teamwork, Effectiveness, Team Building

Peter Drucker (2012). “Management”, p.44, Routledge

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