Trying to predict the future is like trying to drive down a country road at night with no lights while looking out… — 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
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 paradox of the prophet: his very success is his failure. The prophet whose time has come no longer shocks; he entertains. — 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
The only thing we know about the future is that it will be different. — 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
Every time you do something that is important, write down what you expect will happen. — 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
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
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
Elephants have a hard time adapting. Cockroaches outlive everything. — 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
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 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
Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time. — 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
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
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
The key to greatness is to look for people's potential and spend time developing it. — 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
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
