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
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So much of what we call management consists in making it difficult for people to work
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How can we overcome the resistance to innovation that plagues most organizations?
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A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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Because its purpose is to create a customer, your business has two purposes and two purposes only: Marketing and innovation. Marketing and innovation make you money, generate sales, produce profit. Everything else is an expense...
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His great strength was not his charisma, as many commonly thought, but that he knew exactly what he could do and what he could not do.
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The better a man is the more mistakes he will make for the more things he will try.
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Concentration is the key to economic results. No other principles of effectiveness is violated as constantly today as the basic principle of concentration.
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People who don't take risks generally make about 2 big mistakes a year. People who do take risks generally make about 2 big mistakes a year.
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The most important thing in communication is to hear what isn't being said.
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Efficiency is doing things right; effectiveness is doing the right things.
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The growth for education and training will be in continuing adult education. Online delivery is the trigger for this growth, but the demand for lifetime education stems from profound changes in society. We live in an economy where knowledge, not buildings and machinery, is the chief resource and where knowledge-workers make up the biggest part of the work force.
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The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done.
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Entrepreneurs believe that profit is what matters most in a new enterprise. But profit is secondary. Cash flow matters most.
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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.