Quotes Peter Drucker - page 6

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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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.
The monomaniac is unlikely to succeed. Most leave only their bleached bones in the roadless desert. But the rest of us, with our multiple interests instead of a single mission, are certain to fail and have no impact at all.
You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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The knowledge we now consider knowledge proves itself in action. What we now mean by knowledge is information effective in action, information focused on results. Results are outside the person, in society and economy, or in the advancement of knowledge itself. To accomplish anything this knowledge has to be highly specialized.
No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
Great wisdom not applied to action and behavior is meaningless data.
Everything must degenerate into work if anything is to happen.
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.
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.
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.
Knowledge is information that changes something or somebody - either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action.
Plans are only good intentions unless they immediately degenerate into hard work.
The best way to predict the future is to create it.
The best way to predict the future is to create it.
The best way to predict the future is to create it.
The best way to predict the future is to create it.
The best way to predict your future is to create it.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.