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
years next lasts
We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
passion individual missions
Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
ideas firm
Nobody can predict the future; the idea is to have a firm grasp of the present.
change mean responsibility
But innovation is more than a new method. It is a new view of the universe, as one of risk rather than of chance or of certainty. It is a new view of man's role in the universe; he creates order by taking risks. And this means that innovation, rather than being an assertion of human power, is an acceptance of human responsibility.
leadership opportunity thinking
Effective people are not problem minded; they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
horse government knees
If a government commission had worked on the horse, you would have the first horse that could operate its knee joint in both directions. The trouble is it couldn't have stood up.
decision world making-decisions
Nobody in the world is as good at making decisions as the Japanese.
men chance modern
Economists talk about profit motive, but nothing motivates modern man more than a chance to avoid taxes!
resources enterprise managers
Managers are the basic and scarcest resource of any business enterprise.
jobs people managers
The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
remember irrelevant
We always remember best the irrelevant.
focus cost may
The computer actually may have aggravated management's degenerative tendency to focus inward on costs.
ideas listening asking
Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
jobs organization people
Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.