Peter Drucker Quotes - Page 8

Quotes about:

• Profit is not the purpose of a business, but rather the test of its validity

  Peter Drucker

  Purpose, Tests, Profit

  14 Copy quote

• The productivity of work is not the responsibility of the worker but of the manager.

  Peter Drucker

  Wise, Business, Work

  Peter Drucker (2012). “Managing in Turbulent Times”, p.15, Routledge

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• Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.

  Peter Drucker

  Technology, Data, Organization

  Peter Drucker (2012). “Managing in a Time of Great Change”, p.12, Routledge

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• Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.

  Peter Drucker

  Running, Risk, Different

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• Systematic change requires a willingness to look on change as an opportunity.

  Peter Drucker

  Opportunity, Looks, Systematic

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• Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.

  Peter Drucker

  Technology, Opportunity, Yesterday

  Peter Drucker (2012). “Managing in the Next Society”, p.67, Routledge

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• One does not "manage" people. The task is to lead people.

  Peter Drucker

  People, Doe, Tasks

  Peter Drucker (2012). “Management Challenges for the 21st Century”, p.19, Routledge

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• An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.

  Peter Drucker

  Situation, Colleagues, Executives

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• Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.

  Peter Drucker

  Waiting, Management, Obsolete

  Peter Drucker (2014). “Innovation and Entrepreneurship”, p.172, Routledge

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• Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.

  Peter Drucker

  Communication, Information, Hiding

  "Managing in a Time of Great Change".

  31 Copy quote

• The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.

  Peter Drucker

  Home, Fate, Employment

  Peter Drucker (2012). “The Practice of Management”, p.336, Routledge

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• Today knowledge has power. It controls access to opportunity and advancement.

  Peter Drucker

  Education, Wise, Knowledge

  Peter Drucker (2017). “The Age of Discontinuity: Guidelines to Our Changing Society”, p.339, Routledge

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• To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.

  Peter Drucker

  Knowledge, Tree, Forests

  Peter Drucker (2012). “Post-Capitalist Society”, p.176, Routledge

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• Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.

  Peter Drucker

  Commitment, Thinking, Issues

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• The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.

  Peter Drucker

  School, Responsibility, Preparation

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• It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.

  Peter Drucker

  Leader, Easier, Mass

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• The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.

  Peter Drucker

  Business, Data, Doe

  Peter Drucker (2012). “Technology, Management and Society”, p.11, Routledge

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• There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character.

  Peter Drucker

  Character, Tasks, Genius

  Peter Drucker (2012). “Management”, p.23, Routledge

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• It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday.

  Peter Drucker

  Opportunity, Yesterday, Problem

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• Management and entrepreneurship are only two different dimensions of the same task. An entrepreneur who does not learn how to manage will not last long. A management that does not learn to innovate will not last long.

  Peter Drucker

  Two, Long, Entrepreneur

  Peter Drucker (2012). “Management Challenges for the 21st Century”, p.33, Routledge

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• Production is not the application of tools to materials, but logic to work.

  Peter Drucker

  Tools, Logic, Materials

  Peter Drucker (2012). “Management”, p.205, Routledge

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• We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

  Peter Drucker

  Jobs, Skills, Numbers

  Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.12, Harvard Business Review Press

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• The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.

  Peter Drucker

  Business, Mistake, Wrong Answers

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• The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.

  Peter Drucker

  Knowledge Workers, Century, Assets

  Peter Drucker (2012). “Management Challenges for the 21st Century”, p.116, Routledge

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• Every organization has to prepare for the abandonment of everything it does.

  Peter Drucker

  Business, Organization, Doe

  Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.123, Harvard Business Review Press

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