Peter Drucker
Peter Drucker
Peter Ferdinand Druckerwas an Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. He was also a leader in the development of management education, he invented the concept known as management by objectives and self-control, and he has been described as "the founder of modern management"...
ProfessionNon-Fiction Author
Date of Birth19 November 1909
Peter Drucker quotes about
- yesterday
- tomorrow
- inspirational
- change
- leadership
- management
- evolve
- intuitive
- managers
- perception
- fragility
- dangerous
- institutions
- effectiveness
- focus
- secret
- deep-understanding
- excellence
- weakness
- risk
- definitions
- agents
- change-agent
- measurement
- measure-for-measure
- cant-change
- top-management
- innovation
- challenges
- people
years skills age
The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
company products
All companies are service companies; some also manufacture products.
doe oboes should
Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
gone moments periods
"Plastic moments" are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
plans
The best plan is only a plan... unless it degerates into work.
technology benefits new-technology
For new technology to replace old, it has to have at least ten times the benefit.
goal ifs five
If you have more than five goals, you have none.
new-ventures financial faster
The healthier a new venture and the faster it grows, the more financial feeding it requires.
views decision firsts
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
innovation trying grandiose
Effective innovations start small. They are not grandiose. They try to do one specific thing.
organization tasks norm
Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive.
effectiveness race quality
The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right; effectiveness is doing the right things.
military defense purpose
We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
integrity character faults
By themselves, character and integrity do not accomplish anything. But their absence faults everything else.