Occupation: Author Birth: November 19, 1909 Death: November 11, 2005
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views.….
It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday..
Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so..
Most organizations staff their problems & starve their opportunities..
Focus on opportunities, not problems..
To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that ha….
No matter how deeply wedded one may be to the free enterprise system (and I, for one, am wedded for life), one has to accept the need for positive go….
Our job in life is to make a positive difference, not prove we're right..
Ideas are somewhat like babies - they are born small, immature, and shapeless. They are promise rather than fulfillment. In the innovative company ex….
Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by ….
The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready ….
The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it..
A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future..
All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow..
There is the risk you cannot afford to take, and there is the risk you cannot afford not to take..
Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he….
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along unde….
We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I..
Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk..
To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dri….
Loafing" is easy, but "leisure" is difficult..