The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.
Interpretation
What this quote means
Strategic management requires deep analytical thinking and resource commitment, going beyond mere quantification.
Peter Drucker emphasizes that strategic management is more than just a collection of techniques and tricks; it involves careful analytical thinking and the dedicated allocation of resources to engage in actionable plans. He highlights the importance of recognizing that some critical aspects of strategic management cannot be measured quantitatively, underscoring the nuanced and complex nature of effective planning in business.
Themes
In practice
Example use cases
In a leadership workshop, we can discuss how Peter Drucker's insights on strategic management apply to effective team planning.
More from Peter Drucker
All quotes →In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
Similar quotes
Zoom does not focus on revenue goals, but rather we have confidence that focusing on the happiness of existing customers and our employees will organically increase growth.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.
Customer service shouldn't just be A department, it should be the entire company.
I may be a businessman in that I set up and run companies for profit, but when I try to plan ahead and dream up new products and new companies, I'm an idealist.
We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.
The true purpose of a business is to create and keep a customer, not to make you money.