Peter Drucker Quotes About Decisions

Quotes about: Decisions

• The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.

  Peter Drucker

  Inspirational, Motivational, Business

  Peter Drucker (2014). “Innovation and Entrepreneurship”, p.33, Routledge

• Whenever you see a successful business, someone once made a courageous decision.

  Peter Drucker

  Inspirational, Success, Confidence

• More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.

  Peter Drucker

  Business, Lunch, Mba

• Making good decisions is a crucial skill at every level.

  Peter Drucker

  Motivational, Leadership, Business

  Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.33, Harvard Business Review Press

• The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'

  Peter Drucker

  Decision, Makers, Situation

• Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

  Peter Drucker

  Senior, Business, Mistake

  Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.9, Harvard Business Review Press

• Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

  Peter Drucker

  Strength, Wise, Information Knowledge

  Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.33, Harvard Business Review Press

• Once the facts are clear the decisions jump out at you.

  Peter Drucker

  Lynching, Choices, Decision

• The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.

  Peter Drucker

  Mistake, Decision, Answers

  Peter Drucker (2012). “The Practice of Management”, p.304, Routledge

• No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.

  Peter Drucker

  Work, Responsibility, Decision

  Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.59, Harvard Business Review Press

• Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback.

  Peter Drucker

  Expectations, Effort, Decision

  Peter Drucker (2012). “Management”, p.120, Routledge

• Erroneous assumptions can be disastrous.

  Peter Drucker

  Thinking, Decision, Assumption

• The largest 100 corporations hold 25 percent of the worldwide productive assets, which in turn control 75 percent of international trade and 98 percent of all foreign direct investment.The multinational corporation...puts the economic decision beyond the effective reach of the political process and its decision-makers, national governments.

  Peter Drucker

  Government, Decision, Political

• The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

  Peter Drucker

  Inspirational, Business, Future

  "Technology, Management and Society".

• Unless a decision has degenerated into work, it is not a decision; it is at best a good intention.

  Peter Drucker

  Decision, Good Intentions, Intention

  Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.49, Harvard Business Review Press

• Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.

  Peter Drucker

  Smart, Decision, Action

  "Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review".

• Teamwork is neither "good" nor "desirable." It is a fact. Wherever people work together or play together they do so as a team. Which team to use for what purpose is a crucial, difficult and risky decision that is even harder to unmake. Managements have yet to learn how to make it.

  Peter Drucker

  Teamwork, Play, People

  Peter Drucker (2012). “Managing in a Time of Great Change”, p.90, Routledge

• One has to make a decision when a condition is likely to degenerate if nothing is done.

  Peter Drucker

  Entrepreneur, Decision, Done

  Peter Drucker (2012). “Management”, p.383, Routledge

• Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

  Peter Drucker

  Jobs, Responsibility, Top Management

  Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.8, Harvard Business Review Press

• Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.

  Peter Drucker

  Decision, Tests, Causes

  Peter Drucker (2013). “People and Performance”, p.89, Routledge

• Decision making is the specific executive task.

  Peter Drucker

  Decision, Tasks, Decision Making

• Nobody in the world is as good at making decisions as the Japanese.

  Peter Drucker

  Decision, World, Making Decisions

  Peter Drucker (2013). “Managing for the Future”, p.66, Routledge

• Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.

  Peter Drucker

  Views, Decision, Doe

• "The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength."

  Peter Drucker

  Men, Decision, Challenges

• Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.

  Peter Drucker

  Strength, Attitude, Years

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