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
waiting management obsolete
Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.
reality next looks
The new always looks so puny-so unpromising-next to the reality of the massive, ongoing business.
form profit ill
We can ill afford to have activities conducted as "non-profit," that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
new-ventures financial faster
The healthier a new venture and the faster it grows, the more financial feeding it requires.
mean entrepreneurship judgment
[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.
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.
wicked income needs
The dilemma of modern society: the conflict between the need for capital formation at a high rate and the popular condemnation of interest and dividends as "unearned income" and "capitalist," if not as sinful and wicked.
teaching thinking people
I no longer think that learning how to manage people, especially subordinates, is the most important for executives to learn. I am teaching above all else, how to manage oneself.
opportunity important use
The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.
goal ifs five
If you have more than five goals, you have none.
real organization differences
The only real difference between one organization and another is the performance of its people.
believe leader needs
Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
opportunity systematic looks
Systematic change requires a willingness to look on change as an opportunity.
believe easy very-good
What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.