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Top 700 Peter Drucker Quotes On Management (2023)

1. “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” – Peter Drucker


2. “This is the “secret” of those people who “do so many things” and apparently so many difficult things. They do only one at a time. As a result, they need much less time in the end than the rest of us.”


3. “The future requires decisions-now. It imposes risk-now. It requires action-now.” – Management: Tasks, Responsibilities, Practices, 1974


4. “The human being is a very poorly designed machine tool. The human being excels in coordination. He excels in relating perception to action. He works best if the entire human being, muscles, senses, and mind, is engaged in the work.”


5. “If you have more than five goals, you have none.” – The Five Most Important Questions You Will Ever Ask About Your Organization, 2008


6. “Innovation is thus not only opportunity. It is not only risk. It is first and foremost responsibility.” – Landmarks of Tomorrow, 1959


7. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.”


8. “Entrepreneurs see change as the norm and as healthy.” – Innovation and Entrepreneurship, 1985


9. “Any attempt to base today’s actions and commitments on predictions of future events is futile.” – Managing for Results, 1964


10. “What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it, that’s another matter.” – Peter Drucker


11. “Managers are action-focused; they are not philosophers and should not be.”


12. “The entrepreneur,’ said the French economist J. B. Say around 1800, ‘shifts economic resources out of an area of lower and into an area of higher productivity and greater yield.’ But Say’s definition does not tell us who this ‘entrepreneur’ is. And since Say coined the term almost two hundred years ago, there has been total confusion over the definitions of ‘entrepreneur’ and”


13. “The secret is that effective executives make the strengths of the boss productive.”


14. “We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.” – Peter Drucker Quotes on Opportunity


15. “The key to greatness is to look for people’s potential and spend time developing it.”


16. “right conduct can never be established by procedure.”


17. “Ideas are cheap and abundant; what is of value is the effective placement of those ideas into situations that develop into action.” – Peter Drucker


18. “What do we know about developing people? Quite a bit, We certainly know what not to do. First, one does not try to build upon people’s weaknesses.”


19. “Any organisation develops people; it either forms them or deforms them.”


20. “An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.”


21. “The most important thing about priorities and posteriorities is not intelligent analysis but courage.”


22. “1. Innovation is work. It requires knowledge. It often requires great ingenuity. There are clearly people who are more talented innovators than the rest of us. Also, innovators rarely work in more than one area. For all his tremendous innovative capacity, Edison worked only in the electrical field. And an innovator in financial areas, Citibank in New York, for instance, is unlikely to embark on innovations in retailing or health care.”


23. “But there seems to be little correlation between a man’s effectiveness and his intelligence, his imagination or his knowledge.”


24. “We can say with certainty – or 90% probability – that the new industries that are about to be born will have nothing to do with information.” — Peter Drucker


25. “Los grupos sociales dirigentes de la sociedad del saber serán "los trabajadores del saber" , ejecutivos que saben como aplicar el saber a un uso productivo, al igual que los capitalistas sabían como aplicar capital a un uso productivo: profesionales del saber, empleados del saber.”


26. “To supply data is not enough. The data have to be integrated with strategy, they have to test a company’s assumptions, and they must challenge a company’s current outlook. One”


27. “expected to get the right things done.”


28. “The aim of strategic planning is action now.”


29. “Profit is not the purpose of a business, but rather the test of its validity.” – Peter Drucker


30. “If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.” Peter Drucker


31. “There is nothing worse than doing the wrong thing well.”


32. “Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform.” - Peter Drucker, management consultant, educator, and author


33. “Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window. ”


34. “The problem in my life and other people’s lives is not the absence of knowing what to do, but the absence of doing it.” – Peter Drucker


35. “Culture eats strategy for breakfast.”


36. “Knowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by its results. And for these, the size of the group and the magnitude of the managerial job are not even symptoms.”


37. “The companies that refused to make hard choices, or refused to admit that anything much was happening, fared badly. If they survive, it is only because their respective governments will not let them go under.”


38. “A crisis that recurs a second time is a crisis that must not occur again.”


39. “a decision without an alternative is a desperate gambler’s throw,”


40. “De minimis non curat praetor (The magistrate does not consider trifles) said the Roman law almost two thousand years ago—but many decision-makers still need to learn it.”


41. “The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.” Peter Drucker


42. “The task of an executive is not to change human beings. Rather, as the Bible tells us in the parable of the Talents, the task is to multiply performance capacity of the whole by putting to use whatever strength, whatever health, whatever aspiration there is in individuals.”


43. “Planning tries to optimize tomorrow the trends of today. Strategy aims to exploit the new and different opportunities of tomorrow.” – Managing in Turbulent Times, 1980


44. “What gets measured gets managed.”


45. “Executives are not paid for doing things they like to do. They are paid for getting the right things done—most of all in their specific task, the making of effective decisions.”


46. “To exploit the opportunity for innovation offered by unexpected success requires analysis. Unexpected success is a symptom. But a symptom of what? The underlying phenomenon may be nothing more than a limitation on our own vision, knowledge, and understanding.”


47. “while almost every large organization has an appraisal procedure, few of them actually use it.”


48. “Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” Peter Drucker


49. “Effectiveness as an executive demands doing certain—and fairly simple—things.”


50. “No one learns as much about a subject as one who is forced to teach it.”


51. “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.” – Best Peter Drucker Quotes


52. “Managing yourself requires taking responsibility for relationships.”


53. “Work is a process, and any process needs to be controlled. To make work productive, therefore, requires building the appropriate controls into the process of work.”


54. “One cannot hire a hand—the whole man always comes with it,”


55. “Plans are only good intentions unless they immediately degenerate into hard work.” Peter Drucker


56. “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 Sayings


57. “The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done.” – Peter Drucker


58. “Spellman often said that during his waking hours he was alone only twice each day, for 25 minutes each time:”


59. “The danger is that executives will become contemptuous of information and stimulus that cannot be reduced to computer logic and computer language. Executives may become blind to everything that is perception (i.e., event) rather than fact (i.e., after the event). The tremendous amount of computer information may thus shut out access to reality.”


60. “Unexpected successes and unexpected failure have so far been discussed as occurring within a business or an industry. But outside events, that is, events that are not recorded in the information and the figures by which a management steers its institution, are just as important. Indeed, they often are more important.”


61. “Business has only two basic functions – marketing and innovation.”


62. “Long range planning does not deal with future decisions, but with the future of present decisions.”


63. “1. The first is simply not to try to be clever. Innovations have to be handled by ordinary human beings, if they are to attain any size and importance at all, by morons or near-morons. Incompetence, after all, is the only thing in abundant and never-failing supply. Anything too clever, whether in design or execution, is almost bound to fail.”


64. “You can’t manage what you don’t measure.”


65. “Resolving these problems by a common code of behavior is the only way to make the multinational what it should and could be: a powerful instrument for economic strength and political harmony. The problems are largely political and legal. But they are problems which it is the duty—and the opportunity—of top management in the multinationals to think through. Otherwise, it is safe to predict, political solutions will be imposed on the multinationals which can only damage them and the world economy.”


66. “Energy, resources, and time should go instead to making a competent person into a star performer.”


67. “Can we really do something right away to bring about the kind of future we desire?”


68. “Time is also a unique resource. Of the other major resources, money is actually quite plentiful. We long ago should have learned that it is the demand for capital, rather than the supply thereof, which sets the limit to economic growth and activity. People—the third limiting resource—one can hire, though one can rarely hire enough good people. But one cannot rent, hire, buy, or otherwise obtain more time. The”


69. “The lesson of the Ford story is that managers and management are the specific need of the business enterprise, its specific organ, and its basic structure. We can say dogmatically that enterprise cannot do without managers. One cannot argue that management does the owner’s job by delegation. Management is needed not only because the job is too big for any one man to do himself, but because managing an enterprise is something essentially different from managing one’s own property.”


70. “Effective executives know that their subordinates are paid to perform and not to please their superiors. They know that it does not matter how many tantrums a prima donna throws as long as she brings in the customers.”


71. “The first policy-and the foundation for all the others- is to abandon yesterday.” – Management Challenges for the 21st Century, 1999


72. “To make the future demands courage.” – Managing for Results, 1964


73. “As a rule, theory does not precede practice. Its role is to structure and codify already proven practice. Its role is to convert the isolated and “atypical” from exception to “rule” and “system,” and therefore into something that can be learned and taught and, above all, into something that can be generally applied.”


74. “Efficiency is doing better what is already being done.”


75. “The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.” – Peter Drucker on Management and Leadership


76. “You can’t manage what you don’t measure.” – Peter Drucker


77. “The purpose of a business is to create a customer.” — Peter Drucker


78. “3. Individual self-development in large measure depends on the focus on contributions. The man who asks of himself, “What is the most important contribution I can make to the performance of this organization?” asks in effect, “What self-development do I need? What knowledge and skill do I have to acquire to make the contribution I should be making? What strengths do I have to put to work? What standards do I have to set myself?” 4.”


79. “The bеѕt wау tо predict уоur future іѕ tо create it.” Peter Drucker


80. “Good follow-up is just as important as the meeting itself.”


81. “No member will make a decision with regard to a matter for which he does not have primary responsibility. Should such a matter be brought to him, he will refer it to the colleague whose primary responsibility it is. Indeed it is a wise precaution for members of the top-management team not even to have an opinion on matters that are not within their own areas of primary responsibility.”


82. “Anyone who knows Western businesses, government agencies, or educational institutions knows that their managers make far too many small decisions as a rule. And nothing causes as much trouble in an organization as a lot of small decisions.”


83. “This defines entrepreneur and entrepreneurship - the entrepreneur always searches for change, responds to it, and exploits it as an opportunity.”


84. “We need to encourage habits of flexibility, of continuous learning, and of acceptance of change as normal and as opportunity - for institutions as well as for individuals.”


85. “Marketing is the distinguishing, unique function of the business.”


86. “In what areas would it make little difference whether we perform excellently or poorly?”


87. “But what stands out in Japanese history, as well as in today’s Japanese management behavior, is the capacity for making 180-degree turns—that is, for reaching radical and highly controversial decisions.”


88. “3. Finally, don’t try to innovate for the future. Innovate for the present! An innovation may have long-range impact; it may not reach its full maturity until twenty years later.”


89. “First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human beings, they believe, are much too disorderly for the good engineering mind. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.”


90. “During the process that precedes the decision, no mention is made of what the answer might be. This is done so that people will not be forced to take sides; once they have taken sides, a decision would be a victory for one side and a defeat for the other. Thus the whole process is focused on finding out what the decision is really about, not what the decision should be. Its result is a meeting of the minds that there is (or is not) a need for a change in behavior.”


91. “Management by drive, like management by ‘bellows and meat ax,’ is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not know how to plan. But, above all, it is a sign that the company does not know what to expect of its managers – that, not knowing how to direct them, it misdirects them.”


92. “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action. ” – Peter Drucker


93. “The brilliant insight is not by itself achievement”


94. “Marketing is not a function, it is the whole business seen from the customer’s point of view.”


95. “Without an action plan, the executive becomes a prisoner of events.”


96. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” – Peter Drucker


97. “As the influential management thinker Peter Drucker taught, the best—perhaps even the only—way to predict the future is to create it.10” ― James C. Collins, Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All


98. “A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.”


99. “A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows what people cannot do, but never sees what they can do, will undermine the spirit of the organisation. Of course, a manager should have a clear grasp of the limitations of his people, but he should see these as limitations on what they can do, and as a challenge to them to do better.”


100. “Technology” does not necessarily mean “science and engineering.” Techne, the Greek word from which “technology” derives, means, after all, “useful knowledge,” or “organized skill,” rather than “engineering.”


101. “Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.”


102. “I’m always asked how I know what kind of organisation to accept as a client. When you walk through the door, you know in two minutes whether they enjoy it. And if they don’t enjoy it, then I’d rather not work for them. But if they like it and they feel tomorrow is going to be better – that creates a totally different climate.”


103. “There are hidden opportunities in developments that seem to threaten a business or an industry.” – Managing for Results, 1964


104. “If you want to predict the future create it.”


105. “…no human being can possibly predict the future, let alone control it.”


106. “this book itself is not a book on what people at the top do or should do. It is addressed to everyone who, as a knowledge worker, is responsible for actions and decisions which are meant to contribute to the performance capacity of his organization.”


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


108. “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” – Peter Drucker, Author and Educator in Modern Management Education


109. “The task of an executive is not to change human beings. Rather as the Bible tells us in the parable of the talents, the task is to multiply the performance capacity of the whole by putting to use whatever strength, whatever health, whatever aspiration there is in individuals.”


110. “Tiêu chuẩn của một nhóm người bất kỳ được xác định bởi thành tích của người đứng đầu. Do vậy mà nhà quản lý không bao giờ để cho thành tích của mình dựa trên điều gì khác ngoài điểm mạnh cả [...]


111. “Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.” — Peter Drucker


112. “The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.”


113. “But a company which wants economic results has to have leadership in something of real value to a customer or market. It may be in one narrow but important aspect of the product line, it may be in its service, it may be in its distribution, or it may be in its ability to convert ideas into salable products on the market speedily and at low cost.”


114. “The earlier changes are discerned, the earlier the opportunities they create can be converted into innovations.”


115. “People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”


116. “Effectiveness is, after all, not a «subject», but a selfdiscipline.”


117. “The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.” – Peter Drucker


118. “Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes – it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.” – Peter Drucker


119. “Do what you do best, and outsource the rest.”


120. “Until we can manage time, we can manage nothing else.” ~ Peter Drucker


121. “The question to ask is not “What is top management?” The question is “What are the specific things to be done in this business which are of crucial importance to the success and survival of the business and which can be done only by top management?”


122. “If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.”


123. “There is nothing so useless as doing efficiently that which should not be done at all.”


124. “Plans are worthless, but planning is invaluable.”


125. “Culture—no matter how defined—is singularly persistent.”


126. “The most important thing in communication is to hear what isn’t being said.”


127. “Entrepreneurship is “risky” mainly because so few of the so-called entrepreneurs know what they are doing.” – Peter Drucker


128. “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” – Peter Drucker


129. “Concept of the Corporation.”


130. “A family member in a family business has a position of authority and power, regardless of his title and rank, even regardless of his job. He has the inside track to the top—as a son, a brother, a brother-in-law. No matter what his rank, he is top management. If he cannot command the respect due a member of top management on his own merit and on the basis of his performance, he should not be allowed to stay on the payroll.”


131. “A recurrent crisis should always have been foreseen. It can therefore either be prevented or reduced to a routine which clerks can manage. The definition of a “routine” is that it makes unskilled people without judgment capable of doing what it took near-genius to do before; for a routine puts down in systematic, step-by-step form what a very able man learned in surmounting yesterday’s crisis. The recurrent crisis is not confined to the lower levels of an organization. It afflicts everyone.”


132. “Doing the right thing is more important than doing the thing right.” – Peter Drucker


133. “An excess of meetings indicates that jobs have not been defined clearly, have not been structured big enough, have not been made truly responsible. Also the need for meetings indicates that the decisions and relations analyses either have not been made at all or have not been applied. The rule should be to minimize the need for people to get together to accomplish anything.”


134. “What’s measured improves.”


135. “Plans are worthless, but planning is invaluable.” – Peter Drucker


136. “Management is doing things right; leadership is doing the right things.” — Peter Drucker


137. “Around here, I am only the guy who is responsible. If these men don’t know what to do when they run into an enemy in the jungle, I’m too far away to tell them. My job is to make sure they know. What they do depends on the situation which only they can judge. The responsibility is always mine, but the decision lies with whoever is on the spot.” In”


138. “The greatest wisdom not applied to action and behaviour is meaningless data”


139. “Effective leadership–and again this is very old wisdom­­–is not based on being clever; it is based primarily on being consistent.”


140. “The critical feature of a knowledge workforce is that its workers are not labor, they are capital.” – “They’re Not Employees; They’re People,” Harvard Business Review, February 2002


141. “Whenever you see a successful business, someone once made a courageous decision.” – Peter Drucker Quotes on Decision Making


142. “If you have more than five goals, you have none.”


143. “Efficiency is doing the thing right. Effectiveness is doing the right thing.” –Peter Drucker


144. “Note that the question is not “What do I want to do?” Asking what has to be done, and taking the question seriously, is crucial for managerial success.”


145. “The purpose of an organization is to enable ordinary humans beings to do extraordinary things.” Peter Drucker


146. “The incongruity between perceived and actual reality typically characterizes a whole industry or a whole service area. The solution, however, should again be small and simple, focused and highly specific.”


147. “The knowledge worker is not poverty-prone. He is in danger of alienation, to use the fashionable word for boredom, frustration, and silent despair.”


148. “If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.”


149. “Managements are paid for their judgment, but they are not being paid to be infallible. In fact, they are being paid to realize and admit that they have been wrong – especially when their admission opens up an opportunity. But this is by no means common.”


150. “1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?2”


151. “It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective. This, in fact, is the secret of “managing” the boss.”


152. “There is nothing so useless as doing efficiently that which should not be done at all.” Peter Drucker


153. “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.”


154. “Effective executives concentrate on the few major areas where superior performance will produce outstanding results.”


155. “The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong question.” – Peter Drucker


156. “The action plan is a statement of intentions rather than a commitment. It must not become a straitjacket. It should be revised often, because every success creates new opportunities. So does every failure.”


157. “The task of leadership is to create an alignment of strengths so strong that it makes the system’s weaknesses irrelevant.”


158. “Do we really believe in the idea? Do we really want to be that kind of people, do thatkind of work, run that kind of business?


159. “Exploiting opportunities produces results.”


160. “Learning and teaching are going to be more deeply affected by the new availability of information than any other area of human life.” – The Age of Discontinuity, 1969


161. “Cultivate a deep understanding of yourself – not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.” – Peter Drucker


162. “A success that has outlived its usefulness may, in the end, be more damaging than failure.” – Peter Drucker


163. “What major change in the economy, market, or knowledge would enable our company to conduct business the way we really would like to do it, the way we would really obtain economic results?”


164. “Efficiency is doing things right; effectiveness is doing the right things.” – Peter Drucker


165. “The new information technology… Internet and e-mail… have practically eliminated the physical costs of communications.” — Peter Drucker


166. “Làm một cái gì đó mới mẻ dù lớn hay nhỏ thì độ rủi ro cũng là như nhau. Chuyển một cơ hội thành một kết quả bao giờ cũng có lợi hơn là việc giải quyết một vấn đề - tức là việc duy trì trạng thái cân bằng của quá khứ.


167. “A business exists to create a customer”


168. “The productivity of work is not the responsibility of the worker, but of the manager.” — Peter Drucker


169. “The first rule in decision-making is that one does not make a decision unless there is disagreement.”


170. “Effective executives focus on outward contribution. They gear their efforts to results rather than to work.”


171. “Leadership is not magnetic personality–that can just as well be a glib tongue. It is not making friends and influencing people –that is flattery. Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” – Peter Drucker


172. “One cannot manage change. One can only be ahead of it.” – Management Challenges for the 21st Century, 1999


173. “Listening for the signal that it is time to change is an essential skill for self-development.” – Managing the Non-Profit Organization, 1990


174. “There is nothing quite so useless, as doing with great efficiency, something that should not be done at all.”


175. “Human existence is possible as existence not in despair, as existence not in tragedy—it is possible as existence in faith. The opposite of Sin—to use the traditional term for existence purely in society—is not virtue; it is faith. Faith is the belief that in God the impossible is possible, that in Him time and eternity are one, that both life and death are meaningful. In my favorite among Kierkegaard’s books, a little volume called Fear and Trembling[published in 1843],”


176. “The best way to predict your future is to create it.”


177. “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.”


178. “Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.”


179. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” – Peter Drucker Quotes on Learning


180. “The leaders who work most effectively, it seems to me, never say “I”. And that’s not because they have trained themselves not to say “I”. They don’t think “I”. They think “we”; they think “team”. They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done.”


181. “The most serious mistakes are not being made as a result of wrong answers.


182. “There is nothing as useless as doing efficiently that which should not be done at all.”


183. “Focus on opportunities, not problems.” Peter Drucker


184. “Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”


185. “The focus on contribution by itself supplies the four basic requirements of effective human relations: communications; teamwork; self-development; and development of others.”


186. “People inevitably start out with an opinion; to ask them to search for the facts first is even undesirable. They will simply do what everyone is far too prone to do anyhow: look for the facts that fit the conclusion they have already reached.”


187. “Increasingly, the true investment in the knowledge society is not in machines and tools. It is in the knowledge of the knowledge worker.” – “The Age of Social Transformation,” The Atlantic, November 1994


188. “Entrepreneurs see change as the norm and as healthy. Usually, they do not bring about the change themselves. But – and this defines entrepreneur and entrepreneurship – the entrepreneur always searches for change, responds to it, and exploits it as an opportunity.”


189. “Behind the incongruity between actual and perceived reality, there always lies an element of intellectual arrogance, of intellectual rigour and dogmatism. ‘It is I, not they, who know what poor people can afford’, the Japanese industrialist in effect asserted. ‘People behave according to economic rationality, as every good Marxist knows,’ as Khrushchev implied. This explains why the incongruity is so easily exploited by innovators: they are left alone and undisturbed.”


190. “Entrepreneurship is "risky" mainly because so few of the so-called entrepreneurs know what they are doing.”


191. “Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.”


192. “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” - Peter Drucker


193. “Values, in other words, are and should be the ultimate test.”


194. “But it is meaningless to speak of short-range and long-range plans. There are plans that lead to action today—and they are true plans, true strategic decisions. And there are plans that talk about action tomorrow—they are dreams, if not pretexts for nonthinking, nonplanning, nondoing. The”


195. “The most important thing in communication is to hear what isn’t being said.” – Peter Drucker


196. “There are just two questions to ask to attain success in business: First, “What business am I in?” Second, “How’s business?” – Peter Drucker Quotes on Business


197. “If you can’t measure it, you can’t change it.” Peter Drucker


198. “Time is the scarcest resource and unless it is managed nothing else can be managed.”


199. “The computer is a moron.” — Peter Drucker


200. “We need a new concept of information and a new understanding of learning and teaching.” – The Age of Discontinuity, 1969


201. “People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according to what they consider to be achievement and attainment. If they demand little of themselves, they will remain stunted. If they demand a good deal of themselves, they will grow to giant stature—without any more effort than is expended by the nonachievers.”


202. “Direct results always come first. In the care and feeding of an organization, they play the role calories play in the nutrition of the human body.”


203. “Peter Drucker once observed that the drive for mergers and acquisitions comes less from sound reasoning and more from the fact that doing deals is a much more exciting way to spend your day than doing actual work.35”


204. “Performance in management, therefore, means in large measure doing a good job of preparing today’s business for the future.” – Managing in Turbulent Times, 1980


205. “But everyone who can face up to decision making can learn to be an entrepreneur and to behave entrepreneurially. Entrepreneurship, then, is behaviour rather than personality trait. And its foundation lies in concept and theory rather than in intuition.”


206. “Problems have to be taken care of, of course; they must not be swept under the rug.”


207. “Knowledge is useless to executives until it has been translated into deeds.” – “What Makes an Effective Executive,” Harvard Business Review, June 2004


208. “Unless commitment is made, there are only promises and hopes; but no plans.”


209. “They are, therefore, not overly impressed by speed in decision-making. Rather they consider virtuosity in manipulating a great many variables a symptom of sloppy thinking. They want to know what the decision is all about and what the underlying realities are which it has to satisfy. They want impact rather than technique, they want to be sound rather than clever.”


210. “Do not believe that it is very much of an advance to do the unnecessary three times as fast.” – Peter Drucker


211. “Business has only two functions — marketing and innovation.” – Peter Drucker Quotes on Business


212. “Effective people are not problem-minded; they’re opportunity minded. They feed opportunities and starve problems. They think preventively.” – Peter Drucker


213. “the best definition of “what our business is, will be, and should be,” will remain a pious platitude. Energy will be used up in defending yesterday. No one will have the time, resources, or will to work on exploiting today, let alone to work on making tomorrow.”


214. “Marketing and innovation produce results; all the rest are costs.” – Peter Drucker Quotes on Marketing and Innovation


215. “Good executives focus on opportunities rather than problems.” – The Effective Executive, 2004


216. “Efficiency is concerned with doing things right. Effectiveness is doing the right things.”


217. “A decision has not been made until people know: • the name of the person accountable for carrying it out; • the deadline; • the names of the people who will be affected by the decision and therefore have to know about, understand, and approve it—or at least not be strongly opposed to it; and • the names of the people who have to be informed of the decision, even if they are not directly affected by it.”


218. “What makes demographics such a rewarding opportunity for the entrepreneur is precisely its neglect by decision makers, whether businessmen, public-service staffs, or governmental policymakers. They still cling to the assumption that demographics do not change – or do not change fast. Indeed, they reject even the plainest evidence of demographic changes.”


219. “Listen first, speak last.”


220. “In actual practice this distinction makes no sense whatever. An enterprise, whether a business or any other institution, that does not innovate and does not engage in entrepreneurship will not survive long.”


221. “in its people decisions, management must demonstrate that it realizes that integrity is one absolute requirement of a manager, the one quality that he has to bring with him and cannot be expected to acquire later on. And management must demonstrate that it requires the same integrity of itself.”


222. “If there is any one “secret” of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.”


223. “The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.”


224. “The aim of marketing is to make selling superfluous.”


225. “I’ve seen more institutions damaged by too much caution than by rashness, though I’ve seen both.”


226. “The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.” – Peter Drucker Sayings


227. Most of what we call management consists of making it difficult for people to get their work done. — Peter Drucker


228. “One thing is almost certain: in the future, there will be not one kind of corporation but several different ones.” — Peter Drucker


229. “Plans are only good intentions unless they immediately degenerate into hard work. ” – Peter Drucker


230. “Autonomous managers in a federal structure cannot be content with “reports.” They must think through what top management needs to understand. And they must accept the responsibility for educating their top management.”


231. “Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values.”


232. “You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instil soldiers with trust in their officers – because, without trust, they won’t fight.” – Peter Drucker


233. “To succeed in this new world, we will have to learn, first, who we are. Few people, even highly successful people, can answer the questions, Do you know what you’re good at? Do you know what you need to learn so that you get the full benefit of your strengths? Few have even asked themselves these questions.” – Peter Drucker


234. “If there is one point on which all authorities on Japan are in agreement, it is that Japanese institutions, whether business or government agencies, make decisions by consensus. The Japanese, we are told, debate a proposed decision throughout the organization until there is agreement on it. And only then do they make the decision.”


235. “Profit is not the purpose of a business, but rather the test of its validity.”


236. “problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results.”


237. “The leaders who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’; they think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit…. This is what creates trust, what enables you to get the task done.” – Peter Drucker


238. “The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission.”


239. “Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.”


240. “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.”


241. “Mission defines strategy, and strategy defines structure.”


242. “No other area offers richer opportunities for successful innovation than the unexpected success. In no other area are innovative opportunities less risky and their pursuit less arduous. Yet the unexpected success is almost totally neglected; worse, managements tend actively to reject it.”


243. “It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.”


244. “A time of turbulence is a dangerous time, but its greatest danger is a temptation to deny reality.”


245. “If you can’t measure it, you can’t change it.”


246. “Protectionism could indeed make the world economy poor and impede its functioning to the point of near-collapse. But it cannot destroy the common demands. It cannot undo the worldwide horizon and vision. The fundamental change has happened irrevocably. The question is not whether it will remain. The question is whether it can be turned to advantage—for society, for the individual, and for the business enterprise.”


247. “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” Peter Drucker


248. “The people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens—the unexpected is indeed the only thing one can confidently expect.”


249. “Our job in life is to make a positive difference, not prove we’re right.” Peter Drucker


250. “The only thing we know about the future is that it will be different.” – Peter Drucker


251. “People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”


252. “Keep your eye on the task, not on yourself. The task matters, and you are a servant.”


253. “Entrepreneurship, then, is behavior rather than personality trait. And its foundation lies in concept and theory rather than in intuition.”


254. “Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.”


255. “Effective executives know where their time goes.”


256. “Entrepreneurs innovate. Innovation is the specific instrument of entrepreneurship.”


257. “Nothing is less productive than to make more efficient what should not be done at all.”


258. “The worst kind of replacement planning is the search for a “crown prince.” A crown prince either has a legal right to succeed; or else nomination is likely to destroy him. No matter how carefully concealed, picking a crown prince is an overt act which the whole organization very rapidly perceives. And then all the other possible contenders unite against the crown prince and work to bring him down—and they usually succeed.”


259. “Every time you do something that is important, write down what you expect will happen.” – Peter Drucker Quotes on Goal Setting


260. “There are two types of people in the business community: those who produce results and those who give you reasons why they didn’t.” – Peter Drucker


261. “Strategy is a commodity, execution is an art.” Peter Drucker


262. “Effective executives, finally, make effective decisions”


263. “Education gives you neither experience nor wisdom.” – Peter Drucker


264. “The question is: how to be useful!” A great teacher can change your life in thirty seconds.”


265. “Plans are only good intentions unless they immediately degenerate into hard work.”


266. “As the influential management thinker Peter Drucker taught, the best—perhaps even the only—way to predict the future is to create it.10”


267. “The knowledge that we consider knowledge proves itself in action. What we now mean by knowledge is information in action, information focused on results.”


268. “But,’ the chairman continued, ‘in this kind of store, it is normal and healthy for fashion to produce seventy per cent of sales. Appliance sales have grown so fast that they now account for three-fifths. And that’s abnormal. We’ve tried everything we know to make fashion grow to restore the normal ratio, but nothing works. The only thing left now is to push appliance sales down to where they should be.”


269. “The only skill that will be important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.” Peter Drucker


270. “Education can no longer be confined to the schools. Every employing institution has to become a teacher.” – The New Realities, 1989


271. “A company that is not able to attract, motivate, and hold men of talent and competence will not survive. Increasingly, this will mean attracting, motivating, and holding the knowledge worker. Unlike the manual worker of yesterday, the knowledge worker does not, however, look just for a job. He looks for a career. He looks for an opportunity.”


272. “History has been written not by the most talented but by the most motivated.” – Peter Drucker


273. “tonsils or half the appendix risks as much infection or shock as if he did the whole job. And he has not cured the condition, has indeed made it worse. He either operates or he doesn’t. Similarly, the effective decision-maker either acts or he doesn’t act. He does not take half-action. This is the one thing that is always wrong, and the one sure way not to satisfy the minimum specifications, the minimum boundary conditions.”


274. “The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.”


275. “It’s amazing how many things busy people are doing that never will be missed.” – Peter Drucker


276. “Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.” — Peter Drucker


277. “Make meetings productive”


278. “Few companies that installed computers to reduce the employment of clerks have realized their expectations… They now need more and more expensive clerks, even though they call them ‘operators’ or ‘programmers.” — Peter Drucker


279. “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.” Peter Drucker


280. “A well-managed plant, I soon learned, is a quiet place. A factory that is “dramatic,” a factory in which the “epic of industry” is unfolded before the visitor’s eyes, is poorly managed. A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.”


281. “If leaders are unable to slough off yesterday, to abandon yesterday, they simply will not be able to create tomorrow.”


282. “The leaders who work most effectively, it seems to me, never say “I”. They don’t think “I.” They think “we”; they think “team.” – Peter Drucker


283. “Making good decisions is a crucial skill at every level.” – Peter Drucker Quotes on Decision Making


284. “Time is the scarcest resource and unless it is managed nothing else can be managed.” — Peter Drucker


285. “When a subject becomes totally obsolete we make it a required course. ”


286. “The best way to predict the future is to create it.” – Peter Drucker


287. “The “non-profit” institution neither supplies goods or services nor controls. Its “product” is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their “product” is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.”


288. “The danger is in acting on what you believe satisfies the customer. You will inevitably make wrong assumptions. Leadership should not even try to guess at the answers; it should always go to customers in a systematic quest for those answers.”


289. “Innovation is the specific instrument of entrepreneurship...the act that endows resources with a new capacity to create wealth.”


290. “Entrepreneurship is neither a science nor an art. It is a practice.” – Peter Drucker Quotes


291. “If you have more than five goals, you have none.” – Peter Drucker Quotes on Goal Setting


292. “One reason why it is difficult for management to accept unexpected success is that all of us tend to believe that anything that has lasted a fair amount of time must be ‘normal’ and go on ‘forever’. Anything that contradicts what we have come to consider a law of nature is then rejected as unsound, unhealthy, and obviously abnormal.”


293. “The leaders who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’; they think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit… This is what creates trust, which enables you to get the task done.” – Peter Drucker


294. “The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.”


295. "Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” Peter Drucker


296. “The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.”


297. “Management is doing things right; leadership is doing the right things.” – Peter Drucker


298. “Time is the scarcest resource and unless it is managed, nothing else can be managed.” — Peter Drucker


299. “The best way to predict the future is to create it.” — Peter Drucker


300. “We cannot yet develop a theory of innovation. But we already know enough to say when, where, and how one looks systematically for innovative opportunities, and how one judges the chances for their success or the risks of their failure. We know enough to develop, though still only in outline form, the practice of innovation.”


301. “Any existing organization, whether a business, a church, a labor union, or a hospital, goes down fast if it does not innovate. Conversely, any new organization, whether a business, a church, a labor union, or a hospital, collapses if it does not manage. Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.”


302. “Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.” Peter Drucker


303. “Today knowledge has power. It controls access to opportunity and advancement.”


304. “Abandon what is about to be obsolete, develop a system to exploit your successes, and develop a systematic approach to innovation.”


305. “Write an Action Plan”


306. “The first two practices gave them the knowledge they needed. The next four helped them convert this knowledge into effective action. The last two ensured that the whole organization felt responsible and accountable.”


307. “So much of what we call management consists in making it difficult for people to work.” — Peter Drucker


308. “A central economic problem of developed societies during the next twenty or thirty years is surely going to be capital formation; only in Japan is it still adequate for the economy’s needs. We therefore 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.”


309. “There is only one valid definition of business purpose: to create a customer.”


310. “Results are gained by exploiting opportunities, not by solving problems.” – Peter Drucker


311. “Never ask who’s right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.” – Peter Drucker


312. “These apparently low-level decisions are extremely important in a knowledge-based organization.”


313. “Knowledge workers who do not ask themselves, “What can I contribute?” are not only likely to aim too low, they are likely to aim at the wrong things. Above all, they may define their contribution too narrowly.”


314. “Peter Drucker once observed that the drive for mergers and acquisitions comes less from sound reasoning and more from the fact that doing deals is a much more exciting way to spend your day than doing actual work.”


315. “What gets measured gets improved.” – Peter Drucker Best Quotes


316. “The community college was actually designed…to educate technologists who have both the needed theoretical knowledge and the manual skill. On this, I am convinced, rests both the still huge productivity advantage of the American economy and the…American ability to create, almost overnight, new and different industries.” – Management Challenges for the 21st Century, 1999


317. “The most important thing in communication is hearing what isn’t said.” – Peter Drucker


318. “I saw no point in being the richest man in the cemetery.”


319. “Effective executives do not race. They set an easy pace but keep going steadily.”


320. "Plans are only good intentions unless they immediately degenerate into hard work."— Peter Drucker


321. “Whether the responsibility for innovation rests with the chief executive officer, with another member of top management, or with a separate component, whether it is a full-time assignment or part of an executive’s responsibilities, it should always be set up and recognized both as a separate responsibility and as a responsibility of top management. And it should always include the systematic and purposeful search for innovative opportunities.”


322. “Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.”


323. “The customer rarely buys what the company thinks it’s selling.” – Peter Drucker


324. “Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.”


325. “People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.”


326. “The less an organization has to do to produce results, the better it does its job.”


327. “A decision is a judgment. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”—but much more often a choice between two courses of action neither of which is provably more nearly right than the other.”


328. “Entrepreneurs, by definition, shift resources from areas of low productivity and yield to areas of higher productivity and yield. Of”


329. “Even today few businessmen understand that research, to be productive, has to be the “disorganizer,” the creator of a different future and the enemy of today. In most industrial laboratories, “defensive research” aimed at perpetuating today, predominates.”


330. “Effective executives know that their subordinates are paid to perform and not to please their superiors.”


331. “Efficiency, which is doing things right, is irrelevant until you work on the right things.”


332. “Unless we determine what shall be measured and what the yardstick of measurement in an area will be, the area itself will not be seen.”


333. “Rank does not confer privilege or give power. It imposes responsibility.” – Peter Drucker


334. “plan, organize, integrate, motivate, and measure.”


335. “For every organization needs performance in three major areas: It needs direct results; building of values and their reaffirmation; and building and developing people for tomorrow.”


336. “He knows that the test of organization is not genius. It is its capacity to make common people achieve uncommon performance.”


337. “Leadership is an achievement of trust.” Peter Drucker


338. “Leadership is an achievement of trust.”


339. Until we can manage time, we can manage nothing else.” – Peter Drucker


340. “Replace your pursuit of success with the pursuit of contribution.” – Peter Drucker


341. “Management by objectives works if you know the objectives. Ninety percent of the time you don’t.”


342. “If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.”


343. “bulldozers move mountains; ideas show where the bulldozers should go to work.”


344. “Thus the unexpected success is not just an opportunity for innovation; it demands innovation. It forces us to ask, What basic changes are now appropriate for this organization in the way it defines its business? Its technology? Its markets? If these questions are faced up to, then the unexpected success is likely to open up the most rewarding and least risky of all innovative opportunities.”


345. “Follow these five decision steps when hiring someone: Understand the job, consider three to five people, study candidates performance records to find their strengths, talk to the candidates’ colleagues about them, and once hired, explain the assignment to the new employee.”


346. “There are several kinds of incongruity: – An incongruity between the economic realities of an industry (or of a public-service area); – An incongruity between the reality of an industry (or of a public-service area) and the assumptions about it; – An incongruity between the efforts of an industry (or a public-service area) and the values and expectations of its customers; – An internal incongruity within the rhythm or the logic of a process.”


347. “Knowledge may be neutral, but what we do with it is by no means neutral.” – The Age of Discontinuity, 1969


348. “Above all, we know that an entrepreneurial strategy has more chance of success the more it starts out with the users – their utilities, their values, their realities. An innovation is a change in market or society. It produces a greater yield for the user, greater wealth-producing capacity for society, higher value or greater satisfaction. The test of an innovation is always what it does for the user. Hence, entrepreneurship always needs to be market-focused, indeed, market-driven.”


349. “In what areas would poor performance threaten to damage economic performance, greatly or at least significantly.”


350. “el efectivo hombre de decisiones actúa o no actúa. Nunca obra a medias. Actuar a medias equivale, siempre, a equivocarse y es la manera más segura de no satisfacer las especificaciones mínimas,”


351. “It might be asked, are all these policies and practices necessary? Don’t they interfere with the entrepreneurial spirit and stifle creativity? And cannot a business be entrepreneurial without such policies and practices? The answer is, perhaps, but neither very successfully nor for very long.”


352. “The only skill that will be important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.” – Peter Drucker


353. “Gentlemen, I take it we are all in complete agreement on the decision here.” Everyone around the table nodded assent. “Then,” continued Mr. Sloan, “I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.”


354. “It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.”


355. “We know very little about self-development. But we do know one thing: People in general, and knowledge workers in particular, grow according to the demands they make on themselves. They grow according to what they consider to be achievement and attainment. If they demand little of themselves, they will remain stunted. If they demand a good deal of themselves, they will grow to giant stature--without any more effort than is expended by the non-achievers.”


356. “The leaders who work most effectively, it seems to me, never say ‘I. ’ And that’s not because they have trained themselves not to say ‘I. ’ They don’t think ‘I. ’ They think ‘we’; they think ‘team. ’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit…. This is what creates trust, what enables you to get the task done. ” —Peter Drucker, author of Managing for the Future


357. “Culture eats strategy for breakfast.” Peter Drucker


358. “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.”


359. “Staffing the opportunities instead of the problems not only creates the most effective organization, it also creates enthusiasm and dedication.”


360. “The purpose of a business is to create a customer.” – Peter Drucker


361. “Listening (the first competence of leadership) is not a skill, it is a discipline. All you have to do is keep your mouth shut.” Peter Drucker


362. “Brilliant men are often strikingly ineffectual; they fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.”


363. “And it is change that always provides the opportunity for the new and different. Systematic innovation therefore consists in the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes might offer for economic or social innovation.”


364. “This failure to ask reflects human stupidity less than it reflects human history.”


365. “Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.”


366. “It is always futile to restore normality; “normality” is only the reality of yesterday. The job is not to impose


367. “The most effective road to self-renewal is to look for the unexpected success and run with it.” – Managing the Non-Profit Organization, 1990


368. “If you want something new, you have to stop doing something old”


369. “The acquisition of knowledge has a cost, as has the acquisition of anything. But the acquisition of knowledge has no price.” – “The Age of Social Transformation,” The Atlantic, November 1994


370. “It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.” – Peter Drucker


371. “The purpose of a business is to create a customer.”


372. “Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.” – Peter Drucker


373. “Entrepreneurial management in the new venture has four requirements: It requires, first, a focus on the market. It requires, second, financial foresight, and especially planning for cash flow and capital needs ahead. It requires, third, building a top management team long before the new venture actually needs one and long before it can actually afford one. And finally, it requires of the founding entrepreneur a decision in respect to his or her own role, area of work, and relationships.”


374. “What gets measured, gets managed.”


375. “Effectiveness, in other words, is a habit; that is, a complex of practices. And practices can always be learned.”


376. “The first thing to do to attain tomorrow is to slough off yesterday.” – Management: Revised Edition, 2008


377. “Meetings are a symptom of bad organization. The fewer meetings the better.” Peter Drucker


378. “Time is the scarcest resource and unless it is managed nothing else can be managed.” – Peter Drucker


379. “I have always been attracted to the unexpected success; in my experience, it holds the key to understanding.” – The Frontiers of Management, 1986


380. “The top man who concludes that his company needs to grow but who also then realizes that he does not want to change himself and his behavior has, in conscience, only one line of action open to him. He has to step aside. Even if he legally owns the company, he does not own the lives of other people. A company is not a child—and even with a human child, the time comes when the parent has to accept that the child has grown up and needs to be independent and on his own.”


381. “What is our mission? Who is our customer? What does the customer value? What are our results? and What is our plan?”


382. “The better a man is the more mistakes he will make for the more things he will try.” – Peter Drucker Quotes on Success


383. “Setting a posteriority is also unpleasant. Every posteriority is somebody else’s top priority. It is much easier to draw up a nice list of top priorities and then to hedge by trying to do “just a little bit” of everything else as well. This makes everybody happy. The only drawback is, of course, that nothing whatever gets done.”


384. “Knowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by its results.”


385. “others is required, it probably indicates a lack of courtesy—that is, a lack of manners.”


386. “Working on the right things is what makes knowledge work effective.”


387. “Nothing succeeds like concentration on the right business. And if the company is not in the right business, diversification will no more make it a “growth company,” than a man with a broken hip will be restored to health, by being taken on a twenty-mile forced march with an eighty-pound pack on his shoulders.”


388. “But above all, meetings have to be the exception rather than the rule. An organization in which everybody meets all the time is an organization in which no one gets anything done.”


389. “The danger of total propaganda is not that propaganda will be believed. The danger is that nothing will be believed and that every communication becomes suspect. In the end, no communication is being recieved anymore. Everything anyone says is considered a demand and is resisted, resented, and in effect not heard at all. The end results of total propaganda are not fanatics, but cynics - but this, of course, may be even greater and more dangerous corruption. (p. 20)”


390. “A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all.” – Peter Drucker


391. “The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.” Peter Drucker


392. “The change in the meaning of knowledge that began two hundred fifty years ago has transformed society and economy.” – Post-Capitalist Society, 1993


393. “Because its purpose is to create a customer, the business has two and only two functions: Marketing and Innovation. Marketing and Innovation produce results. All the rest are costs.”


394. “Bước tốn thời gian nhất trong cả một quy trình không phải là việc đưa ra quyết định mà là việc làm cho nó trở nên có hiệu quả, có tác dụng. Quyết định không được dựa vào công việc sẽ không phải là một quyết định mà chỉ là một ý định tốt đẹp mà thôi.


395. “If you want something new, you have to stop doing something old.” – Peter Drucker


396. “It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.”


397. “There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker


398. “Everyone can make the wrong decision—in fact, everyone will sometimes make a wrong decision. But no one needs to make a decision which, on its face, falls short of satisfying the boundary conditions.”


399. “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”


400. “Management is doing things right, leadership is doing the right things.” Peter Drucker


401. Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations. — Peter Drucker


402. “You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.” – Peter Drucker


403. “More important than any one new application is the new 'materials' concept itself. It marks a shift from concern with substances to concern with structures, a shift from artisan to scientist as man's artificer, a shift from chemistry to physics as the basic discipline, and a shift, above all, from the concrete experience of the workshop to abstract mathematics, a shift from starting with what nature provides to what man wants to accomplish.


404. “Good executives focus on opportunities rather than problems. Problems have to be taken care of, of course; they must not be swept under the rug. But problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results.”


405. “entrepreneurship is by no means limited to the economic sphere although the term originated there. It pertains to all activities of human beings other than those one might term “existential” rather than “social.” And we now know that there is little difference between entrepreneurship whatever the sphere.”


406. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” – Peter Drucker, American management consultant, educator, author


407. “The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.” — Peter Drucker


408. “Learn to manage your time. The secret is not to do the five million things that do not need to be done and will never be missed.” – “The Icon Speaks: An Interview with Peter Drucker,” Information Outlook, February 2002


409. “The purpose of business is to create and keep a customer.”


410. “And productivity for the knowledge worker means the ability to get the right things done. It means effectiveness.”


411. “The basic problem with the computer in business is not that computer technicians do not understand the managers’ needs. It is that the managers do not take the time and trouble to think through their needs and to communicate them to the computer people.6 How the computer people satisfy the needs of the manager is their business. What the needs are is the manager’s business. To expect the computer people to define the information needs of the managers is abdication.”


412. “The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader’s charisma. What matters is the leader’s mission.” – Peter Drucker


413. “It is hard to realize today that “government” during the American Civil War a hundred years ago meant the merest handful of people. Lincoln’s Secretary of War had fewer than fifty civilian subordinates, most of them not “executives” and policy-makers but telegraph clerks. The entire Washington establishment of the U.S. government in Theodore Roosevelt’s time, around 1900, could be comfortably housed in any one of the government buildings along the Mall today.”


414. “2. Don’t diversify, don’t splinter, don’t try to do too many things at once. This is, of course, the corollary to the ‘do’: be focused!”


415. “Managements must look at every unexpected success with the questions: (1) What would it mean to us if we exploited it? (2) Where could it lead us? (3) What would we have to do to convert it into an opportunity? And (4) How do we go about it? This means, first, that managements need to set aside specific time in which to discuss unexpected successes; and second, that someone should always be designated to analyse an unexpected success and to think through how it could be exploited.”


416. “Performing organisations enjoy what they’re doing.”


417. “The time dimension is inherent in management because management is concerned with decisions for action. And action is always aimed at results in the future.” – The Practice of Management, 1954


418. “How can I achieve?” but “What can I contribute?”


419. “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.”


420. “The most important thing in communication is hearing what isn’t said.” Peter Drucker


421. “An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.”


422. “He was, in the end, the highest level of what a teacher can be: a role model of the very ideas he taught, a walking testament to his teachings in the tremendous lasting effect of his own life.”


423. “The real achiever do one thing at a time.”


424. “A manager is responsible for the application and performance of knowledge.”


425. “Managers are action-focused; they are not philosophers and should not be.” – Peter Drucker


426. “What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.” – Peter Drucker


427. “Many brilliant people believe that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.”


428. “An organization, a social artifact, is very different from a biological organism. Yet it stands under the law that governs the structure and size of animals and plants: The surface goes up with the square of the radius, but the mass grows with the cube. The larger the animal becomes, the more resources have to be devoted to the mass and to the internal tasks, to circulation and information, to the nervous system, and so on.”


429. “Success? Odd as it seems, you will achieve the greatest results in business and career if you drop the word ‘achievement’ from your vocabulary and replace it with ‘contribution’.” – Peter Drucker


430. “Decisions are made by men. Men are fallible; at their best their works do not last long. Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete.”


431. “Doing the right thing is more important than doing the thing right.”


432. “There are a number of tasks which are top-management tasks, not because top management is the “top”—that is, because it has the legal authority or the power—but because they are tasks that can be discharged only by people who are capable of seeing the whole business and of making decisions with respect to the whole business.”


433. “The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass.”


434. “Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.” — Peter Drucker


435. “Entrepreneurship is neither a science nor an art. It is a practice.”


436. “But the order in which these sources will be discussed is not arbitrary. They are listed in descending order of reliability and predictability. For, contrary to almost universal belief, new knowledge – and especially new scientific knowledge – is not the most reliable or most predictable source of successful innovations. For all the visibility, glamour, and importance of science-based innovation, it is actually the least reliable and least predictable one.”


437. “Will it ‘produce economic results?'”


438. “To survive and succeed, every organization will have to turn itself into a change agent.” – Peter Drucker


439. “If you want something new, you have to stop doing something old.”


440. “To make a living is no longer enough. Work also has to make a life.” – Peter Drucker


441. “Most of what you hear about entrepreneurship is all wrong. It’s not magic; it’s not mysterious, and it has nothing to do with genes. It’s a discipline and, like any discipline, it can be learned.” – Peter Drucker


442. “The one man to distrust, however, is the man who never makes a mistake, never commits a blunder, never fails in what he tries to do. He is either a phony, or he stays with the safe, the tried, and the trivial.”


443. “Introverts do better alone with competition, extraverts do better in large group without competition”


444. “Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management’s first job is to think through, set, and exemplify those objectives, values, and goals. Management”


445. “What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?”


446. “Business has only two functions – marketing and innovation.” – Peter Drucker


447. “Business, that’s easily defined – it’s other people’s money.” — Peter Drucker


448. “Leadership is not magnetic personality, that can just as well be a glib tongue. It is not "making friends and influencing people", that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.”


449. “The aim of marketing is to know and understand the customer so well the


450. “Time is the scarcest resource of the manager; If it is not managed, nothing else can be managed.” – Peter Drucker


451. “Management is doing things right; leadership is doing the right things.” ~ Peter Drucker


452. “Knowledge workers own the means of production. It is the knowledge between their ears. And it is a totally portable and enormous capital asset.” – Management Challenges for the 21st Century, 1999


453. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. —Peter Drucker


454. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.—Peter Drucker


455. “The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.” – Peter Drucker


456. “People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” — Peter Drucker


457. “The truly important events on the outside are not the trends. They are changes in the trends. These determine ultimately success or failure of an organization and its efforts. Such changes, however, have to be perceived; they cannot be counted, defined, or classified. The classifications still produce the expected figures—as they did for the Edsel. But the figures no longer correspond to actual behavior.”


458. “Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes.” — Peter Drucker


459. “Business has only two functions — marketing and innovation.”


460. “Leadership is the lifting of a man’s vision to higher sights, the raising of a man’s performance to a higher standard, the building of a man’s personality beyond its normal limitations.”


461. “Innovations had better be capable of being started small, requiring at first little money, few people, and only a small and limited market. Otherwise, there is not enough time to make the adjustments and changes that are almost always needed for an innovation to succeed. Initially innovations rarely are more than ‘almost right’. The necessary changes can be made only if the scale is small and the requirements for people and money fairly modest.”


462. “The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.”


463. “Knowledge has to be improved, challenged and increased constantly, or it vanishes.”


464. “Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.” – Peter Drucker


465. “Plans are only good intentions unless they immediately degenerate into hard work.” – Peter Drucker


466. “The critical question is not “How can I achieve?” but “What can I contribute?””


467. “Unless commitment is made, there are only promises and hopes but no plans.” – Peter Drucker


468. “People learn the most when teaching others.”


469. “Two hundred people, of course, can do a great deal more work than one man. But it does not follow that they produce and contribute more.”


470. “Cultivate a deep understanding of yourself – not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.” Peter Drucker


471. “Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.” – Peter Drucker


472. “In human affairs, the distance between the leaders and the average is a constant.”


473. “Only a clear, focused, and common mission can hold the organization together and enable it to produce results.”


474. “The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic.” Peter Drucker


475. “You should not change yourself, but create yourself, that mean build around your strengths and removing bad habits”


476. “Management is doing things right; leadership is doing the right things. “


477. “Effective executives build on strengths”


478. “Its five business principles are “respect for humans,” “customer satisfaction,” “social responsibility,” “value creation,” and “innovation orientation.”


479. “What is demanded of the top man is indeed a great deal. He has to accept that he no longer can be the virtuoso performer. Instead he has to become the “conductor.”


480. “History has been written not by the most talented but by the most motivated.”


481. “If we decide that we have to abolish or curtail economic freedom as potentially demon-provoking, the danger is very great that we shall soon feel all freedom threatens to release the demonic forces.”


482. “The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.”


483. “Toshiba and Hitachi made better sets at the time, only they showed them on the Ginza in Tokyo and in the big-city department stores, making it pretty clear that farmers were not particularly welcome in such elegant surroundings. Matsushita went to the farmers and sold its televisions door-to-door, something no one in Japan had ever done before for anything more expensive than cotton pants or aprons.”


484. “Develop your people. Focus on their strengths. Then make high demands based on a person’s strengths. Finally, periodically view their performance.”


485. “If it were a decision today to start something you are already in (to enter a business, to hire a person, to institute a policy, to launch a project, etc.), would you? If not, then why do you persist?”


486. “In what area would excellence really have an extraordinary impact on the economic results of our business, to the point where it might transform the economic performance of the entire business?


487. “Entrepreneurs innovate. Innovation is the specific instrument of entrepreneurship. It is the act that endows resources with a new capacity to create wealth. Innovation, indeed, creates a resource. There is no such thing as a ‘resource’ until man finds a use for something in nature and thus endows it with economic value. Until then, every plant is a weed and every mineral just another rock.”


488. “Knowledge has to be improved, challenged, and increased constantly, or it vanishes.”


489. “The most important thing in communication is to hear what isn't being said.”


490. “If you want something new, you have to stop doing something old.” Peter Drucker


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


492. “The most important thing in communication is to hear what isn’t being said.” – Peter Drucker, Consultant


493. “The critical question is not “How can I achieve?” but “What can I contribute?” – Peter Drucker


494. “a knowledge worker, is responsible for actions and decisions which are meant to contribute to the performance capacity of his organization. It is meant for every one of the men I call “executives.”


495. “The most effective way to manage change is to create it.” – Peter Drucker Quotes on Change


496. “As a manager you’re paid to be uncomfortable. If you’re comfortable, it’s a sure sign you’re doing things wrong.” Peter Drucker


497. “All military services have long ago learned that the officer who has given an order goes out and sees for himself whether it has been carried out. At the least he sends one of his own aides—he never relies on what he is told by the subordinate to whom the order was given. Not that he distrusts the subordinate; he has learned from experience to distrust communications.”


498. “Management is doing things right; leadership is doing the right things.” –


499. “An incongruity is a discrepancy, a dissonance, between what is and what ‘ought’ to be, or between what is and what everybody assumes it to be.”


500. “Ideas are like frog eggs: you’ve got to lay a thousand to hatch one.” – Peter Drucker


501. 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


502. “An employer has no business with a man's personality. Employment is a specific contract calling for a specific performance, and nothing else. Any attempt by an employer to go beyond this is usurpation. It is an immoral as well as illegal intrusion of privacy.”


503. “Do not measure your life by your goals but what you are doing to achieve them.” – Peter Drucker


504. “Only productivity of the knowledge worker can make it possible for developed countries to maintain their high standard of living against the competition of low-wage, developing economies. So”


505. “Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.” — Peter Drucker


506. Strategy is a commodity, execution is an art. – Peter Drucker


507. “Those who perform love what they’re doing. I’m not saying they like everything they do…..Pianists have a wonderful expression I heard many years ago: “I practice until I have my life in my fingers.”


508. “Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes.” – Peter Drucker Quotes on Leadership


509. “Change is opportunity.” – The Frontiers of Management, 1986


510. “It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence”


511. “And you seem to spend a lot of energy on the question of how to be successful. But that is the wrong question.” He paused, then like the Zen master thwacking the table with a bamboo stick: “The question is: how to be useful!” A great teacher can change your life in thirty seconds.”


512. “Success always obsoletes the very behaviour that achieved it.” – Peter Drucker


513. “Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.”


514. “If you can’t measure it you can’t improve it.”


515. “3. And finally, innovation is an effect in economy and society, a change in the behaviour of customers, of teachers, of farmers, of eye surgeons – of people in general. Or it is a change in a process – that is, in how people work and produce something. Innovation therefore always has to be close to the market, focused on the market, indeed market-driven.”


516. “Know your strengths. Apply them to areas in your organisation where you can make a contribution. Make sure your values and the values of the organisation are compatible.”


517. “Until we can manage time, we can manage nothing else.” – Peter Drucker


518. “We may not understand the reason for it; indeed, we often cannot figure it out. Still, an incongruity is a symptom of an opportunity to innovate.”


519. “If you want to diagram my work, in the center is writing, then comes consulting, then comes teaching. I’ve never been primarily an academic. I like to teach because that’s the way I learn.” – “Scandals Nothing New to Business Guru,” Bruce Rosenstein, USA TODAY, July 5, 2002


520. “The first – and usually the best – opportunity for successful change is to exploit one’s own successes and build on them. Problems cannot be ignored. And serious problems have to be taken care of. But to be change leaders, enterprises have to focus on opportunities. They have to starve problems and feed opportunities.”


521. “Gerenciar é fazer as coisas do jeito certo; liderar é fazer as coisas certas.”


522. “Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves, they only set limits to what can be attained.”


523. “There is nothing so useless as doing efficiently that which should not be done at all.


524. “Management is doing things right; leadership is doing the right things.”


525. “Rank does not confer privilege or give power. It imposes responsibility.” — Peter Drucker


526. “Whenever you see a successful business, someone once made a courageous decision.”


527. “Any organisation develops people: it has no choice. It either helps them grow or stunts them.”


528. “If you haven’t learned how to learn, you’ll have a hard time. Knowing how to learn is partly curiosity. But it’s also a discipline.” – “Peter’s Principles,” Harriet Rubin, Inc., March 1998


529. “To get at the new and better, you have to throw out the old, outworn, obsolete, no longer productive, as well as the mistakes, failure and misdirections of effort of the past.” – Managing For the Future, 1993


530. “Efficiency is doing the thing right. Effectiveness is doing the right thing.”


531. “Management is doing things right; leadership is doing the right things.” ― Peter Drucker


532. “The job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of setting “posteriorities”—that is, deciding what tasks not to tackle—and of sticking to the decision.”


533. “When a change in perception takes place, the facts do not change. Their meaning does.”


534. “The leaders who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’; they think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit…. This is what creates trust, what enables you to get the task done.” —Peter Drucker, author of Managing for the Future


535. “A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.”


536. “People, I realized, were what I valued, and I saw no point in being the richest man in the cemetery.”


537. “There are only two things in a business that make money – innovation and marketing, everything else is cost.”


538. “A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.”


539. “The truly important events on the outside are not the trends. They are changes in the trends.”


540. “Do what you do best, and outsource the rest.” Peter Drucker


541. “Effectiveness must be learned.”


542. “Knowledge has to be improved, challenged, and increased constantly, or it vanishes.


543. “Strategy is a commodity, execution is an art.”


544. “thus, as the organization grows, an increasing proportion of energy diverts to managing the internal mass rather than contributing to the outside world. Combine this with another Druckerian truth: The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players.”


545. “The unexpected success is an opportunity, but it makes demands. It demands to be taken seriously. It demands to be staffed with the ablest people available, rather than with whoever we can spare. It demands seriousness and support on the part of management equal to the size of the opportunity. And the opportunity is considerable.”


546. “What's measured improves”


547. Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. — Peter Drucker


548. “But if one can lock the door, disconnect the telephone, and sit down to wrestle with the report for five or six hours without interruption, one has a good chance to come up with what I call a “zero draft”—the one before the first draft. From then on, one can indeed work in fairly small installments, can rewrite, correct, and edit section by section, paragraph by paragraph, sentence by sentence.”


549. “By themselves, character and integrity do not accomplish anything. But their absence faults everything else. Here, therefore, is the one area where weakness is a disqualification by itself rather than a limitation on performance capacity and strength.”


550. “Is this still worth doing?” And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.”


551. “Long-range planning does not deal with the future decisions, but with the future of present decisions.” – Peter Drucker


552. “A manager is responsible for the application and performance of knowledge. ”


553. “If you want it, measure it. If you can’t measure it, forget it.”


554. “I have called “executives” those knowledge workers, managers, or individual professionals who are expected by virtue of their position or their knowledge to make decisions in the normal course of their work that have significant impact on the performance and results of the whole.”


555. “Most of what we call management consists of making it difficult for people to get their work done.” – Peter Drucker


556. “Teams fail—and the failure rate has been high—primarily because they do not impose on themselves the self-discipline and responsibility that are required precisely because of the high degree of freedom team organization gives. No task force can be “permissive” and function. This is the reason why the same young educated people who clamor for team work tend so often in reality to resist it. It makes tremendous demands on self-discipline.”


557. “1 A word that I coined in 1969 in The Age of Discontinuity (New York: Harper & Row; London: William Heinemann).”


558. “Meetings are a symptom of bad organization. The fewer meetings the better.” – Peter Drucker


559. “Most of what we call management consists of making it difficult for people to get their jobs done.”


560. “So much of what we call management consists in making it difficult for people to work.”


561. “By themselves, character and integrity do not accomplish anything. But their absence faults everything else.”


562. “The best way to predict your future is to create it.” – Peter Drucker


563. “Psychological despotism, whether enlightened or not, is gross misuse of psychology. The main purpose of psychology is to acquire insight into, and mastery of, oneself. Not for nothing were what we now call the behavioral sciences originally called the moral sciences and “Know thyself” their main precept. To use psychology to control, dominate, and manipulate others is self-destructive abuse of knowledge. It is also a particularly repugnant form of tyranny.”


564. “Resist the temptation to redesign seats on the bus to specific personalities (except for the exceptionally rare genius),”


565. “In the Next Society’s corporation, top management will be the company. Everything else can be outsourced.”


566. “Management by objective works – if you know the objectives. Ninety percent of the time you don’t.”


567. “What matters is that the knowledge worker, by the time he or she reaches middle age, has developed and nourished a human being rather than a tax accountant or a hydraulic engineer. Otherwise, a few years later, tax accounting or hydraulic engineering will become awfully stale and boring.” – “The Icon Speaks: An Interview with Peter Drucker,” Information Outlook, February 2002


568. “…control has to be by feedback from the work done. The work itself has to provide the information. If it has to be checked all the time, there is no control”


569. “Rank does not confer privilege or give power. It imposes responsibility.”


570. “We need far too many leaders to depend only on the naturals.”


571. “What is the first duty – and the continuing responsibility – of the business manager? To strive for the best possible economic results from the resources currently employed or available.”


572. “It is the very nature of knowledge that it changes fast and that today’s certainties will be tomorrow’s absurdities.” – Post-Capitalist Society, 1993


573. Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. —Peter Drucker


574. “It’s more important to do the right thing than to do things right.”


575. “Successful leaders don’t start out asking, “What do I want to do?” They ask, “What needs to be done?” Then they ask, “Of those things that would make a difference, which is right for me?” – Peter Drucker


576. “The most important way to develop people is to use them as teachers. Nobody learns as much as a good teacher.” – Managing the Non-Profit Organization, 1990


577. “The focus on contribution counteracts one of the basic problems of the executive: the confusion and chaos of events and their failure to indicate by themselves which is meaningful and which is merely “noise.” The focus on contribution imposes an organizing principle. It imposes relevance on events.”


578. “Until we can manage time, we can manage nothing else.” Peter Drucker


579. “Engineers speak half-jokingly of Murphy’s Law: “If anything can go wrong, it will.” But complexity stands under a second law as well. Let me call it Drucker’s Law: “If one thing goes wrong, everything else will, and at the same time.” And if anything goes wrong, then there is a premium on knowing one’s business, on understanding it, on being close to it. Diversity and complexity, however, mean that one cannot know one’s businesses, cannot understand them, cannot be close to them.”


580. “Executives may become blind to everything that is perception (i.e., event) rather than fact (i.e., after the event).”


581. “Entrepreneurs, by definition, shift resources from areas of low productivity and yield to areas of higher productivity and yield. Of course, there is a risk they may not succeed. But if they are even moderately successful, the returns should be more than adequate to offset whatever risk there might be.”


582. “Measuring requires, first and foremost, analytical ability. But it also demands that measurement be used to make self-control possible, rather than abused to control people from the outside and above—that is, to dominate them.”


583. “The critical question is not “How can I achieve?” but “What can I contribute?” Peter Drucker


584. “But the organization, too, has to become information-literate. It, too, needs to learn to ask, What information do we need in this company? When do we need it? In what form? And where do we get it?” – “Be Data Literate: Know What to Know,” The Wall Street Journal, December 3, 1992


585. “No one learns as much about a subject as one who is forced to teach it.” – Peter Drucker


586. “The greatest wisdom not applied to action and behavior is meaningless data.”


587. “Strong decision makers often put somebody they trust into the number two spot as their adviser—and in that position the person is outstanding. But in the number one spot, the same person fails. He or she knows what the decision should be but cannot accept the responsibility of actually making it.”


588. “Even a conversation with only one other person is a meeting. Hence, if they are to be effective, executives must make meetings productive.”


589. “Because its purpose is to create a customer, the business enterprise has two—and only these two—basic functions: marketing and innovation.”


590. “The race for Quality has no finish line – so technically, it’s more like a death march. Efficiency is doing things right; effectiveness is doing the right things.”


591. “Accept the fact that we have to treat almost anybody as a volunteer.” – Peter Drucker


592. “Results are obtained by exploiting opportunities, not by solving problems. ”


593. “The best way to predict your future is to create it”


594. “I soon learned that there is no “effective personality”


595. “There is no such thing as a “good man.” Good for what? is the question.”


596. “Efficiency is doing things right; effectiveness is doing the right things.”


597. “Don’t try to innovate for the future. Innovate for the present!” – Peter Drucker


598. “Until we can manage time, we can manage nothing else.”


599. “I read a lot of history, biographies, science, and novels,' he says, ushering a reporter out the door with a hint of relief. 'I do not read management or economics.'


600. “The only thing we know about the future is that it will be different.”


601. “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.” – Peter Drucker


602. “The best way to predict the future is to create it.” ~ Peter Drucker


603. “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.” — Peter Drucker


604. “Most leaders don’t need to learn what to do. They need to learn what to stop.” Peter Drucker


605. “If you have a goal that you still postpone, that means, it's not one of your strengths”


606. “Executives of necessity live and work within an organization. Unless they make conscious efforts to perceive the outside, the inside may blind them to the true reality.”


607. “All organizations must be capable of change. We need concepts and measurements that give to other kinds of organizations what the market test and profitability yardstick give to business. Those tests and yardsticks will be quite different.”


608. “Of all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire.”


609. So much of what we call management consists in making it difficult for people to work. —Peter Drucker


610. “Meetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time.”


611. “Society, community, family are all conserving institutions. They try to maintain stability and to prevent, or at least slow down, change. But the organization of the post-capitalist society of organizations is a destabilizer. Because its function is to put knowledge to work - on tools, processes, and products; on work; on knowledge itself - it must be organized for constant change. It must be organized for innovation.”


612. “To make the future demands courage. It demands work. But it also demands faith.” – Peter Drucker


613. “As the corporation moves towards a confederation or a syndicate, it will increasingly need a top management that is separate, powerful, and accountable. This top management’s responsibilities will cover the entire organization’s direction, planning, strategy, values, and principles; its structure and its relationship between its various members; its alliances, partnerships, and joint ventures; and its research, design, and innovation.” — Peter Drucker


614. “The productivity of work is not the responsibility of the worker but of the manager.” – Peter Drucker


615. “Every enterprise is a learning and teaching institution. Training and development must be built into it on all levels—training and development that never stop.”


616. “You cannot build performance on weaknesses. You can build only on strengths.”


617. “The true, the universal meaning is that human existence is possible, only possible, in faith. In faith, the individual becomes the universal, ceases to be isolated, becomes meaningful and absolute; hence in faith there is a true ethic. And in faith existence in society becomes meaningful too as existence in true charity.”


618. “They asked, “What needs to be done?” • They asked, “What is right for the enterprise?” • They developed action plans. • They took responsibility for decisions. • They took responsibility for communicating. • They were focused on opportunities rather than problems. • They ran productive meetings. • They thought and said “we” rather than “I.”


619. “The leaders who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’; they think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit…. This is what creates trust, which enables you to get the task done.” – Peter Drucker


620. “An equally important task for top management in the next society’s corporation will be to balance the three dimensions of the corporation: as an economic organization, as a human organization, and as an increasingly important social organization.” — Peter Drucker


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


622. “There is an enormous number of managers who have retired on the job.”


623. “That one can truly manage other people is by no means adequately proven. But one can always manage oneself.”


624. “Knowledge is different from all other resources. It makes itself constantly obsolete, so that today’s advanced knowledge is tomorrow’s ignorance. And the knowledge that matters is subject to rapid and abrupt shifts.”


625. “Time is the scarcest resource: and unless it is managed, nothing else can be managed.”


626. “The idea that growth is by itself a goal is altogether a delusion. There is no virtue in a company’s getting bigger. The right goal is to become better. Growth, to be sound, should be the result of doing the right things. By itself, growth is vanity and little else.”


627. “Restructuring a job usually means restructuring a score of jobs, moving people around, and upsetting everybody. There is one exception: the exceedingly rare, truly exceptional man for whose sake the rule should be broken.”


628. “Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.” – Peter Drucker


629. “Nothing is less productive than to make more efficient what should not be done at all.” – Peter Drucker


630. “Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked—with dire results.”


631. “The customer rarely buys what the company thinks it’s selling.”


632. “Modern management and modern enterprise could not exist without the knowledge base that developed societies have built. But equally, it is management, and management alone, that makes effective all this knowledge and these knowledgeable people. The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy. Not”


633. “A man should never be appointed into a managerial position if his vision focuses on people’s weaknesses rather than on their strengths.”


634. “The oft-repeated quip, “I’m sorry to write you a long letter, as I did not have time to write a short one,” could be applied to meetings: “I’m sorry to imprison you in this long meeting, as I did not have time to prepare a short one.”


635. “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.”


636. “If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy – that is, a lack of manners.” — Peter Drucker


637. “There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.” – Peter Drucker


638. “Great wisdom not applied to action and behaviour is meaningless data.” – Peter Drucker


639. “Still, entrepreneurial strategy remains the decision-making area of entrepreneurship and therefore the risk-taking one. It is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgement.”


640. “All one has to do is to learn to say “no” if an activity contributes nothing.”


641. “Finally, goals and objectives for each area need to be set. Everyone who takes on the primary responsibility for a key activity, whether product development or people, or money, must be asked: ‘What can this enterprise expect of you? What should we hold you accountable for? What are you trying to accomplish and by what time?’ But this is elementary management, of course.”


642. “Knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker.” – Management Challenges for the 21st Century, 1999


643. “Management by objective works – if you know the objectives. Ninety percent of the time you don’t.” — Peter Drucker


644. “Drucker highlights two common ingredients: preparation with a clear purpose in mind (“why are we having this meeting?”) and disciplined follow-up.”


645. “The greatest danger in times of turbulence is not the turbulence. It is to act with yesterday’s logic.”


646. “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”


647. “True, the number of functional managers should always be kept at a minimum, and there should be the largest possible number of ‘general’ managers who manage an integrated business and are directly responsible for its performance and results. Even with the utmost application of this principle the great bulk of managers will remain in functional jobs, however. This is particularly true of the younger people. A”


648. “What would happen if this were not done at all?”


649. “Actually, IBM went through a severe identity crisis. It almost missed the computer opportunity. It became capable of growth only through a palace coup which overthrew Thomas J. Watson, Sr., the company’s founder, its chief executive, and for long years the prophet of “data processing.”


650. “Adequacy is the enemy of excellence.” – Peter Drucker


651. “Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.”


652. “As a manager, you’re paid to be uncomfortable. If you’re comfortable, it’s a sure sign you’re doing things wrong.” – Peter Drucker on Managing others


653. “Nothing is further from the truth than the hoary myth of the Populists that the small man is being squeezed out of the marketplace by the giants. The innovative growth companies of the last twenty-five years all started as small businesses. And by and large the small businesses have done far better than the giants.”


654. “One cannot manage change. One can only be ahead of it.”


655. “Strategy is a commodity, execution is an art.” – Peter Drucker


656. “To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change.”


657. “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” Peter Drucker


658. “The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.”


659. “Schools everywhere are organized on the assumption that there is only one right way to learn and that it is the same way for everybody.”


660. “The assertion that “somebody else will not let me do anything” should always be suspected as a cover-up for inertia.”


661. “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.”


662. “He looks up from his work and outward toward goals. He asks: “What can I contribute that will significantly affect the performance and the results of the institution I serve?” His stress is on responsibility.”


663. “The best way to predict the future is to create it.”


664. “Above all, disagreement is needed to stimulate the imagination. One may not need imagination to find the one right solution to a problem. But then this is of value only in mathematics. In all matters of true uncertainty such as the executive deals with—whether his sphere be political, economic, social, or military—one needs creative solutions which create a new situation. And this means that one needs imagination—a new and different way of perceiving and understanding.”


665. “But the most important work of the executive is to identify the changes that have already happened. The important challenge in society, economics, politics, is to exploit the changes that have already occurred and to use them as opportunities. The important thing is to identify the “future that has already happened”—and to develop a methodology for perceiving and analyzing these changes. A”


666. “Brilliant men are often strikingly ineffectual. They fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work.” – Peter Drucker


667. “Success always makes obsolete the very behavior that achieved it. It always creates new realities. It always creates, above all, its own and different problems. Only the fairy tale ends, “They lived happily ever after.”


668. “Structuring jobs to fit personality is almost certain to lead to favoritism and conformity. And no organization can afford either. It needs equity and impersonal fairness in its personnel decisions. Or else it will either lose its good people or destroy their incentive. And it needs diversity. Or else it will lack the ability to change and the ability for dissent which (as Chapter 7 will discuss) the right decision demands.”


669. “To do the most good requires saying no to pressures to stray, and the discipline to stop doing what does not fit.”


670. “Mutual understanding can never be attained by “communications down,” can never be created by talking. It can result only from “communications up.” It requires both the superior’s willingness to listen and a tool especially designed to make lower managers heard.”


671. “The knowledge society must have at its core the concept of the educated person.” – Post-Capitalist Society, 1993


672. “They asked, “What needs to be done?” • They asked, “What is right for the enterprise?” • They developed action plans. • They took responsibility for decisions. • They took responsibility for communicating. • They were focused on opportunities rather than problems. • They ran productive meetings. • They thought and said “we” rather than “I.”


673. “The computer is a moron. ”


674. “Can we take action on this idea?”


675. “The aim of marketing is to know and understand the customer so well that the product or service fits her and sells itself.”


676. “Growth that adds volume without improving productivity is fat. The growth that diminishes productivity is cancer.” – Peter Drucker Best Quotes


677. “Today is always the result of actions and decisions taken yesterday. Man, however, whatever his title or rank, cannot foresee the future. Yesterday’s actions and decisions, no matter how courageous or wise they may have been, inevitably become today’s problems,”


678. “Each member of the enterprise contributes something different, but they must all contribute toward a common goal.”


679. “taking pride in such ignorance is self-defeating.”


680. “Quy tắc đầu tiên của việc tập trung các nỗ lực là phải mạnh dạn từ bỏ quá khứ và những gì không có lợi nữa. Dù là thành công hay thất bại...[...]


681. “Yet surely this is a time to make the future- precisely because everything is in flux. This is a time for action.” – Post-Capitalist Society, 1993


682. “The only things that evolve by themselves in an organization are disorder, friction, and malperformance.”


683. “Good intentions are no excuse for incompetence. And the manager who believes that social consciousness is a substitute for managing his business—or his hospital or his university—so that it produces the results for the sake of which it exists, is either a fool or a knave or both.”


684. “Planning and doing are separate parts of the same job; they are not separate jobs. There is no work that can be performed effectively unless it contains elements of both. One”


685. “Indeed, everyone familiar with business today has seen situations in which a manager’s attempt to avoid misdirection through changing his manners has converted a fairly satisfactory relationship into a nightmare of embarrassment and misunderstanding. The manager himself becomes so self-conscious as to lose all easy relationship with his men. And the men in turn react with: “So help us, the old man has read a book; we used to know what he wanted of us, now ,we have to guess.”


686. “Now the effectiveness of the individual depends increasingly on his or her ability to be effective in an organization, to be effective as an executive.”


687. “But innovation and change make inordinate time demands on the executive. All one can think and do in a short time is to think what one already knows and to do as one has always done.”


688. “Far more often, the unexpected success is simply not seen at all. Nobody pays any attention to it. Hence, nobody exploits it, with the inevitable result that the competitor runs with it and reaps the rewards.”


689. “The subject of this book is managing oneself for effectiveness.”


690. “Look upon every obstacle as part payment towards your success.” – Peter Drucker


691. The most important thing in communication is hearing what isn't said. – Peter Drucker, Best-Selling Author


692. “Results are obtained by exploiting opportunities, not by solving problems.”


693. “The effective executive, therefore, asks: “What can my boss do really well?” “What has he done really well?” “What does he need to know to use his strength?” “What does he need to get from me to perform?” He does not worry too much over what the boss cannot do.”


694. “Elephants have a hard time adapting. Cockroaches outlive everything.” – Peter Drucker


695. “The Functions of the Executive, that organizations are held together by information rather than by ownership or command.”


696. “An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment. And yet the bigger and apparently more successful an organization gets to be, the more will inside events tend to engage the interests, the energies, and the abilities of the executive to the exclusion of his real tasks and his real effectiveness in the outside.”


697. “Management by objective works – if you know the objectives. Ninety per cent of the time you don’t.” – Peter Drucker Quotes on Management


698. “What do we have to do today to be ready for an uncertain tomorrow?” – Management: Tasks, Responsibilities, Practices, 1974


699. “The responsibility is always mine, but the decision lies with whoever is on the spot.”


700. “What can I contribute that will significantly affect the performance and the results of the institution I serve?”

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