Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework. — Peter Drucker Copy Share Image
In areas where they are simply incompetent, smart executives don’t make decisions or take actions. They delegate. — Peter Drucker Copy Share Image
A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future. — Peter Drucker Copy Share Image
One has to make a decision when a condition is likely to degenerate if nothing is done. — Peter Drucker Copy Share Image
The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?' — Peter Drucker Copy Share Image
Unless a decision has degenerated into work, it is not a decision; it is at best a good intention. — Peter Drucker Copy Share Image
The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question. — Peter Drucker Copy Share Image
Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity. — Peter Drucker Copy Share Image
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a… — Peter Drucker Copy Share Image
The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If… — Peter Drucker Copy Share Image
Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of… — Peter Drucker Copy Share Image
Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart… — Peter Drucker Copy Share Image
Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making… — Peter Drucker Copy Share Image
The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It… — Peter Drucker Copy Share Image
Teamwork is neither "good" nor "desirable." It is a fact. Wherever people work together or play together they do so as a… — Peter Drucker Copy Share Image
Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity… — Peter Drucker Copy Share Image
Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing… — Peter Drucker Copy Share Image
The largest 100 corporations hold 25 percent of the worldwide productive assets, which in turn control 75 percent of international trade and… — Peter Drucker Copy Share Image
More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject. — Peter Drucker Copy Share Image
No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility. — Peter Drucker Copy Share Image
There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions,… — Peter Drucker Copy Share Image
The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have… — Peter Drucker Copy Share Image
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where… — Peter Drucker Copy Share Image
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based… — Peter Drucker Copy Share Image
Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were… — Peter Drucker Copy Share Image
One reason for the tremendous increase in health-care costs in the U.S. is managerial neglect of the "hotel services" by the people who dominate… — Peter Drucker Copy Share
No executive has ever suffered because his subordinates were strong and effective. — Peter Drucker Copy Share
“There is nothing so useless as doing efficiently that which should not be done at all. Peter Drucker” — Peter Drucker Copy Share
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for… — Peter Drucker Copy Share
The critical question is not "How can I achieve?" but "What can I contribute?" — Peter Drucker Copy Share
We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to… — Peter Drucker Copy Share
When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon. — Peter Drucker Copy Share
The enterprise can fulfill its human and social functions only if it prospers as a business. — Peter Drucker Copy Share
The computer actually may have aggravated management's degenerative tendency to focus inward on costs. — Peter Drucker Copy Share
Nobody can predict the future; the idea is to have a firm grasp of the present. — Peter Drucker Copy Share
An executive should be a realist; and no one is less realistic than the cynic. — Peter Drucker Copy Share
