The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get… — Peter Drucker Copy Share Image
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on… — 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
You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military… — 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
