Businesses are not paid to reform customers. They are paid to satisfy customers. — Peter Drucker Copy Share Image
A superior who works on his own development sets an almost irresistible example. — Peter Drucker Copy Share Image
What can I contribute that will significantly affect the performance and the results of the institution I serve? — Peter Drucker Copy Share Image
There is the risk you cannot afford to take, and there is the risk you cannot afford not to take. — Peter Drucker Copy Share Image
Do not measure your life by your goals but what you are doing to achieve them. — Peter Drucker Copy Share Image
The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of… — Peter Drucker Copy Share Image
It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive… — Peter Drucker Copy Share Image
The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is… — Peter Drucker Copy Share Image
Meetings are by definition a concession to a deficient organization. For one either meets or one works. One cannot do both at… — Peter Drucker Copy Share Image
An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the… — 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
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
