Quotes About Peter Drucker

More than twenty years ago, Peter Drucker described managers as "relays—human boosters for the faint, unfocused signals that pass for information in the traditional, pre-information organization.

There is the risk you cannot afford to take, [and] there is the risk you cannot afford not to take. PETER DRUCKER

There's something exhilarating about being in the mountains and talking about management and the future with Peter Drucker.

When I was getting my education, I fell in love with the writings of Peter Drucker. He was my hero. I had a naive belief that when I became a manager, it was going to be like Peter Drucker's books. That is, I was going to be the effective executive. I was going to talk to people about their goals. I was going to help them actualize.

Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.

I have been saying for many years that we are using the word 'guru' only because 'charlatan' is too long to fit into a headline.

We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.

That knowledge has become the resource, rather than a resource, is what makes our society "post-capitalist.

Management guru Peter Drucker calls it "risk which is coincident with the commitment of present resources to future expectations.

Como dijo Peter Drucker: «Las suposiciones errantes se encuentran en la raíz de cada fracaso».

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

Peter Drucker and his book The Effective Executive, as well as Alain de Botton's (page 486) How Proust Can Change Your Life.

Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization's culture. Culture, as he uses the term, is that which cannot, will not, and must not change.

As Peter Drucker wrote: "In knowledge work . . . the task is not given; it has to be determined.

As Peter Drucker has written, "In knowledge work . . . the task is not given; it has to be determined.

As Peter Drucker wrote: "In knowledge work . . . the task is not given; it has to be determined. 'What are the expected results from this work?' is . . . the key question in making knowledge workers productive. And it is a question that demands risky decisions. There is usually no right answer; there are choices instead. And results have to be clearly specified, if productivity is to be achieved."*

There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.

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.' (from an interview in the Christian Science Monitor , July 26, 1993)

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

Institutions mistake good intentions for objectives. They say health care; that's an intention, not an objective.

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