Peter Drucker Quotes About Opportunity
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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Ideas are somewhat like babies - they are born small, immature, and shapeless. They are promise rather than fulfillment. In the innovative company executives do not say, "This is a damn-fool idea." Instead they ask, "What would be needed to make this embryonic, half-baked, foolish idea into something that makes sense, that is an opportunity for us?"
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Focus on opportunities, not problems.
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Most organizations staff their problems & starve their opportunities.
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The best way to predict the future is to create it.
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Effective people are not problem minded; they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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Systematic change requires a willingness to look on change as an opportunity.
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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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What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.
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Don't solve problems. Pursue opportunities.
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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.
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Results are obtained by exploiting opportunities, not by solving problems.
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Progress is obtained only by exploiting opportunities, not by solving problems. When you solve problems, all you do is guarantee a return to normalcy.
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The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.
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Innovation opportunities do not come with the tempest but with the rustling of the breeze.
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If something fails despite being carefully planned, carefully designed, and conscientiously executed, that failure often bespeaks underlying change and, with it, opportunity.
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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. It is capable of being presented as a discipline, capable of being learned, capable of being practiced. Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation.
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Every success creates new opportunities. So does every failure.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
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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.
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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.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday.
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Tomorrow everybody - or practically everybody - will have had the education of the upper class of yesterday, and will expect equivalent opportunities. That is why we face the problem of making every kind of job meaningful and capable of satisfying every educated man.
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Today knowledge has power. It controls access to opportunity and advancement.
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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Every single social and global issue of our day is a business opportunity in disguise.
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