Peter Drucker Quotes

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

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.

Of these denials of European tradition one is especially important: that is the refutation of the demand that the political and social order and the authority set up under it have to justify themselves as benefiting their subjects. Hardly any other concept or idea of our past is held up to so much ridicule by fascism as that of the justification of power. ‘Power is its own justification’ is regarded as self-evident. Nothing shows better how far the totalitarian revolution has already gone than the general acceptance of this new maxim throughout Europe as a matter of course... [I]t is the most startling innovation. For the last two thousand years... justification of power and authority has been the central problem of European political thought and... political history. And since Europe became Christian there has never been any other approach... than... seeking justification in the benefit which the exercise of power confers upon its subjects... Not even the most fanatical advocates of absolute monarchy would have dared to justify the sovereign otherwise.

A success that has outlived its usefulness may, in the end, be more damaging than failure.

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.

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.

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

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.

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

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.

Consider the experience of a newly appointed hospital administrator. The hospital was big and prestigious, but it had been coasting on its reputation for 30 years.

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

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.

Entrepreneurship is neither a science nor an art. It is a practice.

We hear a great deal of talk about the midlife crisis of the executive. It is mostly boredom. At 45, most executives have reached the peak of their business careers, and they know it. After 20 years of doing very much the same kind of work, they are very good at their jobs. But they are not learning or contributing or deriving challenge and satisfaction from the job. And yet they are still likely to face another 20 if not 25 years of work. That is why managing oneself increasingly leads one to begin a second career.
There are three ways to develop a second career. The first is actually to start one. [...] The second way to prepare for the second half of your life is to develop a parallel career. [...] Finally, there are the social entrepreneurs.
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There is one prerequisite for managing the second half of your life: You must begin doing so long before you enter it.