Peter Drucker Quotes About Business
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There is nothing so useless as doing efficiently that which should not be done at all.
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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.
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Most of what we call management consists of making it difficult for people to get their work done.
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Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.
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The purpose of a business is to create a customer.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss
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Capital formation is shifting from the entrepreneur who invests in the future to the pension trustee who invests in the past.
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A business exists because the consumer is willing to pay you his money. You run a business to satisfy the consumer. That isn't marketing. That goes way beyond marketing.
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The most critical case in a corporation, especially a big one, is when everything goes well, when you have accomplished your objectives. When the temptation is to work twice as hard instead of saying, "We have accomplished our objectives, we have to think again."
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..there is need for a person to be generally educated. Otherwise you shrivel up much too soon. Whether this means reading the bible (I read the New Testament every few years) or reading the great 19th century novelists (the greatest and shrewdest judge of people and of society who ever lived), or classical philosophy (which I cannot read-it puts me to sleep immediately), or history (which is secondary). 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.
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Profitability is the sovereign criterion of the enterprise.
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The real development I've seen of people in organizations, especially in big ones, comes from their being volunteers in a nonprofit organization - where you have responsibility, you see results, and you quickly learn what your values are. There is no better way to understand your strengths and discover where you belong than to volunteer in a nonprofit. That is probably the great opportunity for the social sector - and especially in its relationship to business.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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There's an enormous number of managers who have retired on the job.
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Whenever you see a successful business, someone once made a courageous decision.
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The success and ultimately the survival of every business, large or small, depends in the last analysis on its ability to develop people. This ability is not measured by any of our conventional yardsticks of economic success; yet, is the final measurement.
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Management is doing things right; leadership is doing the right things.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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The great challenge to management today is to make productive the tremendous new resource, the knowledge worker. This, rather than the productivity of the manual worker, is the key to economic growth and economic performance in today's society.
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Results are obtained by exploiting opportunities, not by solving problems.
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Every organization has to prepare for the abandonment of everything it does.
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What gets measured gets managed.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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If you want something new, you have to stop doing something old
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The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
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Doing the right thing is more important than doing the thing right.
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Business, that's easily defined - it's other people's money.
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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.
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