34 ordspråk av Peter Drucker

Peter Drucker

Peter Drucker föddes 1909 - amerikansk företagskonsult.
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Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.

His great strength was not his charisma, as many commonly thought, but that he knew exactly what he could do and what he could not do.

A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.

Because its purpose is to create a customer, your business has two purposes and two purposes only: Marketing and innovation. Marketing and innovation make you money, generate sales, produce profit. Everything else is an expense...

Management by objectives works if you know the objectives. Ninety percent of the time you don't.

You can either take action, or you can hang back and hope for a miracle.Miracles are great, but they are so unpredictable.

Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the naturals, the ones who somehow know how to teach.

When a subject becomes totally obsolete we make it a required course.

First and last, Drucker is a moralist of our business civilization.

The best way to predict the future is to create it.

Management is doing a thing right; leadership is doing the right things.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit…. This is what creates trust, what enables you to get the task done.

There is only one ethics, one set of rules of morality, one code: That of
individual behavior in which the same rules apply to everyone alike.

How can we overcome the resistance to innovation that plagues most organizations?

Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

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