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
years assumption theory
The most probable assumption is that no currently working 'business theory' will be valid 10 years hence.
hype leader three
Leadership is all hype. We've had three great leaders in this century-Hitler, Stalin, and Mao.
important managers
What managers decide to stop doing is often more important than what they decide to do.
accomplishment risk important
Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.
innovation marketing cost
Marketing and innovation make money. Everything else is a cost.
writing years four
For the first four years, no new enterprise produces profits. Even Mozart didn't start writing music until he was four.
rain people heaven
When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
innovation existence customer-experience
Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
people entrepreneur needs
People who need certainty are unlikely to make good entrepreneurs.
successful people needs
Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
organization accomplishment excellence
An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
successful innovation exploits
It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
people survival finals
The success and ultimately the survival of every business, large or small, depends in the last analysis on its ability to develop people. This ability is not measured by any of our conventional yardsticks of economic success; yet, is the final measurement.
perfect priorities decision
There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.