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
decision
Decisions exist only in the present.
communication empathy understanding
To improve communications, work not on the utter, but the recipient.
important groups way
An institution which is financed by a budget - or which enjoys a monopoly which the customer cannot escape - is rewarded for what it deserves rather than what it earns. It is paid for 'good intentions' and 'programs'. It is paid for not alienating important constituents rather than satisfying any one group. It is misdirected by the way it is being paid into defining performance and results as what will produce the budget rather than as what will produce contribution.
responsibility government lobbying
Few relationships are as critical to the business enterprise itself as the relationship to government. The manager has responsibility for this relationship as part of his responsibility to the enterprise itself. To a large extent the relationship to government results from what businesses do or fail to do.
successful risk innovators
Most innovators are successful to the extent to which they define risks and confine them.
leader needs
Most leaders don't need to learn what to do. They need to learn what to stop.
library tools use
Information is the manager's main tool, indeed the manager's capital, and it is he who must decide what information he needs and how to use it.
leader trying littles
Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
organization
The large organization has to learn to innovate, or it won't survive.
growth management busy
When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
moving believe mountain
They wrongly believe that good intentions move mountains. Bulldozers move mountains. But there are exceptions.
mother compassion world
Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
believe cash-flow what-matters
Entrepreneurs believe that profit is what matters most in a new enterprise. But profit is secondary. Cash flow matters most.
innovation three able
There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.