But innovation is more than a new method. It is a new view of the universe, as one of risk rather than… — Peter Drucker Copy Share Image
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two… — Peter Drucker Copy Share Image
Most innovators are successful to the extent to which they define risks and confine them. — 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
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
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much… — Peter Drucker Copy Share Image
I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is… — 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
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
All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow. — 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
Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk. — Peter Drucker Copy Share Image
An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are… — 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
What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do… — Peter Drucker Copy Share Image
The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it. — Peter Drucker Copy Share Image
Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating… — 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
