Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.”[1] His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.[2] He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice.
Peter Drucker
Unraveling Social Interaction (part 7)
Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife.
Peter Drucker
The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.
Peter Drucker
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.
Peter Drucker
Do not believe that it is very much of an advance to do the unnecessary three times as fast.
Peter Drucker
Culture eats strategy for breakfast.
Peter Drucker
So much of what we call management consists in making it difficult for people to work.
Exactly HOW can I be Responsible for the Communication?
Some things in life are too simple to be true. Take for example the most effective tools that allows people to be responsible for relationships. Hint: they are available to all human beings.
Parenting as a Management Skill … Huh? (part 4)
Perhaps the hardest lesson of all for managers is that women outperform men – by default – when it comes to managing a day-in-the-life-of.
My Inconvenient Truth – part 1
The naivity of a beginner and the feedback of people around you are the best conditions for innovation to occur. As it turns out, innovation is more about allowing the innate creativity to come out than it is about being a genius. A few months ago I was a co-guest-speaker for a foundation of voluntary [...]
Peter Drucker
We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half of the leaders I have met don’t need to learn what to do. They need to learn what to stop.
