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Peter Drucker Quotes - Page 9

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 company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and

The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.

Home, Fate, Employment

Peter Drucker (2012). “The Practice of Management”, p.336, Routledge

Every organization has to prepare for the abandonment of everything it does.

Business, Organization, Doe

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.123, Harvard Business Review Press

It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday.

Opportunity, Yesterday, Problem

Communism is evil. Its driving forces are the deadly sins of envy and hatred.

Evil, Envy, Hatred

Peter F. Drucker (2011). “Landmarks of Tomorrow: A Report on the New”, p.249, Transaction Publishers

The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.

Business, Data, Doe

Peter Drucker (2012). “Technology, Management and Society”, p.11, Routledge

It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.

Leader, Easier, Mass

Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.

Waiting, Management, Obsolete

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.172, Routledge

When Henry Ford said, "The customer can have a car in any color as long as it's black," he was not joking.

Color, Long, Car

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

There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character.

Character, Tasks, Genius

Peter Drucker (2012). “Management”, p.23, Routledge

The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.

Knowledge Workers, Century, Assets

Peter Drucker (2012). “Management Challenges for the 21st Century”, p.116, Routledge

The better a man is the more mistakes will he make – for the more new things he will try.

Mistake, Failure, Men

"The Practice of Management".

Knowledge people and service people learn the most when they teach .

Leadership, Teaching, People

"Managing for the Future".

If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.

Opportunity, Glasses, Perception

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.116, Routledge

The individual is the central, rarest, most precious capital resource of our society.

Individuality, Society, Resources

Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.

Mean, Decision, Important

Peter Drucker (2012). “Managing the Non-Profit Organization”, p.95, Routledge

Erroneous assumptions can be disastrous.

Thinking, Decision, Assumption

Unless commitment is made, there are only promises and hopes... but no plans.

Inspirational, Commitment, Keeping Promises

Peter Drucker (2012). “Management”, p.123, Routledge

Follow effective action with quiet reflection.

Reflection, Action, Quiet

That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.

Retirement, Jobs, Organization

"The Shape of Things to Come: An Interview with Peter F. Drucker". Leader to Leader, No. 1, 1996.

Leaders grow; they are not made.

Leadership, Leader, Made

Unless a decision has degenerated into work, it is not a decision; it is at best a good intention.

Decision, Good Intentions, Intention

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.49, Harvard Business Review Press

No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.

Work, Responsibility, Decision

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.59, Harvard Business Review Press

Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.

Organization, Cost, Checks

Peter Drucker (2012). “Management Challenges for the 21st Century”, p.106, Routledge

Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.

Men, Effectiveness, Systematic

Peter F. Drucker (2017). “The Effective Executive: The Definitive Guide to Getting the Right Things Done”, p.1, HarperCollins

We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.

Smart, Ambition, Opportunity

Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.139, Harvard Business Review Press

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