Peter Drucker Quotes about Risk

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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.

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.

Peter Drucker

People, Boss, Risk

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

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

Peter Drucker

Inspirational, Life, Risk

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.

Peter Drucker

Running, Risk, Different

The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

Peter Drucker

Responsibility, Risk, Firsts

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

All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow.

Peter Drucker

Yesterday, Risk, Definitions

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.171, Routledge

Most innovators are successful to the extent to which they define risks and confine them.

Peter Drucker

Successful, Risk, Innovators

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.171, Routledge

A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.

Peter Drucker

Years, Decision, Risk

Peter Drucker (2013). “People and Performance”, p.31, Routledge

Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he will bitterly resent it or impute to you the deficiency in brains and knowledge you imputed to him.

Peter Drucker

Stupid, Boss, Risk

"Managing for the Future: The 1990's and Beyond". Book by Peter F. Drucker, 1992.

To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.

Peter Drucker

Numbers, Risk, Knowledge Workers

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