The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed,… — 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 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
Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework. — 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
One has to make a decision when a condition is likely to degenerate if nothing is done. — 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
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
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 Image
No executive has ever suffered because his subordinates were strong and effective. — Peter Drucker Copy Share Image
“There is nothing so useless as doing efficiently that which should not be done at all. Peter Drucker” — Peter Drucker Copy Share Image
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 Image
The critical question is not "How can I achieve?" but "What can I contribute?" — Peter Drucker Copy Share Image
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 Image
When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon. — Peter Drucker Copy Share Image
The enterprise can fulfill its human and social functions only if it prospers as a business. — Peter Drucker Copy Share Image
