Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time. — Peter Drucker Copy Share Image
The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic. — Peter Drucker Copy Share Image
The only thing we know about the future is that it will be different. — Peter Drucker Copy Share Image
Every time you do something that is important, write down what you expect will happen. — 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
Nobody can predict the future; the idea is to have a firm grasp of the present. — Peter Drucker Copy Share Image
Do not believe that it is very much of an advance to do the unnecessary three times as fast. — Peter Drucker Copy Share Image
Every organization must be prepared to abandon everything it does to survive in the future. — Peter Drucker Copy Share Image
Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a… — Peter Drucker Copy Share Image
Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can… — Peter Drucker Copy Share Image
The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become… — Peter Drucker Copy Share Image
The moment people talk of "implementing" instead of "doing," and of "finalizing" instead of "finishing," the organization is already running a fever. — Peter Drucker Copy Share Image
The leader of the past was a person who knew how to tell. The leader of the future will be a person… — Peter Drucker Copy Share Image
If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing… — Peter Drucker Copy Share Image
"Plastic moments" are those periods that overlap when the old has gone but the new has not yet arrived and when the… — Peter Drucker Copy Share Image
We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half… — Peter Drucker Copy Share Image
Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the… — Peter Drucker Copy Share Image
I think the growth industry of the future in this country and the world will soon be the continuing education of adults.… — Peter Drucker Copy Share Image
Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most… — Peter Drucker Copy Share Image
Every three or four years I pick a new subject. It may be Japanese art; it may be economics. Three years of… — Peter Drucker Copy Share Image
Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will… — Peter Drucker Copy Share Image
To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have… — Peter Drucker Copy Share Image
The greatest challenge to organizations is the balance between continuity and change. You need both. At different times, the balance is slightly… — Peter Drucker Copy Share Image
In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that… — Peter Drucker Copy Share Image
One cannot buy, rent or hire more time. The supply of time is totally inelastic. No matter how high the demand, the… — Peter Drucker Copy Share Image
The key to greatness is to look for people's potential and spend time developing it. — Peter Drucker Copy Share Image
Time is the scarcest resource and unless it is managed nothing else can be managed. — Peter Drucker Copy Share Image
Management by objective works - if you know the objectives. Ninety percent of the time you don't. — Peter Drucker Copy Share Image
Far too much reorganization goes on all the time. Organizitis is like a spastic colon. — Peter Drucker Copy Share Image
Elephants have a hard time adapting. Cockroaches outlive everything. — Peter Drucker Copy Share Image
If you want to improve how you manage time - stop doing what doesn't need to be done! — Peter Drucker Copy Share Image
If a manager spends more than 10 percent of his time on "human relations" the group is probably too large. — 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
