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Peter Drucker Quotes - Page 8

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 really important things are said over cocktails and are never done.

The really important things are said over cocktails and are never done.

Funny, Communication, Humor

Time is the scarcest resource and unless it is managed nothing else can be managed.

Life, Wise, Time

Peter Ferdinand Drucker (2001). “The Essential Drucker: Selections from the Management Works of Peter F. Drucker”, Routledge

There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.

Inspirational, Life, Risk

We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

Jobs, Skills, Numbers

Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.12, Harvard Business Review Press

Business, that's easily defined - it's other people's money.

Money, Business, Insperational

We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.

Years, Next, Lasts

I have been saying for many years that we are using the word 'guru' only because 'charlatan' is too long to fit into a headline.

Learning, Knowledge, Years

"Peter Drucker, the man who changed the world" by D James, Business Review Weekly (p. 49), September 15, 1997.

Businesses once grew by one of two ways; grass roots up, or by acquisition... Today businesses grow through alliances - all kinds of dangerous alliances. Joint ventures and customer partnerings which, by the way, very few people understand.

Art, War, Two

Management and entrepreneurship are only two different dimensions of the same task. An entrepreneur who does not learn how to manage will not last long. A management that does not learn to innovate will not last long.

Two, Long, Entrepreneur

Peter Drucker (2012). “Management Challenges for the 21st Century”, p.33, Routledge

For new technology to replace old, it has to have at least ten times the benefit.

Technology, Benefits, New Technology

An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.

Situation, Colleagues, Executives

Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.

Technology, Data, Organization

Peter Drucker (2012). “Managing in a Time of Great Change”, p.12, Routledge

Nobody can predict the future; the idea is to have a firm grasp of the present.

Ideas, Firm

Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.

Jobs, Organization, People

If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.

Business, Law, Forever

Profit is not the purpose of a business, but rather the test of its validity

Purpose, Tests, Profit

Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.

Technology, Opportunity, Yesterday

Peter Drucker (2012). “Managing in the Next Society”, p.67, Routledge

Production is not the application of tools to materials, but logic to work.

Tools, Logic, Materials

Peter Drucker (2012). “Management”, p.205, Routledge

Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.

Communication, Information, Hiding

"Managing in a Time of Great Change".

I think the growth industry of the future in this country and the world will soon be the continuing education of adults. ...I think the educated person of the future is somebody who realizes the need to continue to learn. That is the new definition and it is going to change the world we live in and work in.

Country, Thinking, Growth

"Managing in a Time of Great Change". Book by Peter F. Drucker, 1995.

One does not "manage" people. The task is to lead people.

People, Doe, Tasks

Peter Drucker (2012). “Management Challenges for the 21st Century”, p.19, Routledge

The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.

Innovation, Growth, Age

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.183, Routledge

Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.

Running, Risk, Different

Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.

Commitment, Thinking, Issues

Every three or four years I pick a new subject. It may be Japanese art; it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.

Art, Mean, Years

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