101+ Best Peter Drucker Quotes: Exclusive Selection

Peter Ferdinand Drucker is known as the father of modern management. He introduced many concepts that have been embraced by modern business corporations around the world. Greatest Peter Drucker quotes will give you timeless wisdom on business management, leadership, team work, innovation, and competition.

If you’re searching for most inspirational business quotes that perfectly capture what you’d like to say or just want to feel inspired yourself, browse through an amazing collection of entrepreneur mindset quotes, wise quotes for CEOs, and proactive customer service quotes.

Most Famous Peter Drucker Quotes

The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow. – Peter Drucker

The only thing we know about the future is that it will be different. – Peter Drucker

Management is not being brilliant. Management is being conscientious. – Peter Drucker

The first step toward making the worker achieving is to make work productive. – Peter Drucker

Most of what we call management consists of making it difficult for people to get their jobs done. – Peter Drucker

A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows what people cannot do, but never sees what they can do, will undermine the spirit of the organization. Of course, a manager should have a clear grasp of the limitations of his people, but he should see these as limitations on what they can do, and as a challenge to them to do better. – Peter Drucker

Any organization develops people: it has no choice. It either helps them grow or stunts them. – Peter Drucker

What can I contribute that will significantly affect the performance and the results of the institution I serve? – Peter Drucker

What is the first duty – and the continuing responsibility – of the business manager? To strive for the best possible economic results from the resources currently employed or available. – Peter Drucker

I’m always asked how I know what kind of organization to accept as a client. When you walk through the door, you know in two minutes whether they enjoy it. And if they don’t enjoy it, then I’d rather not work for them. But if they like it and they feel tomorrow is going to be better – that creates a totally different climate. – Peter Drucker

Performing organizations enjoy what they’re doing. – Peter Drucker

The first – and usually the best – opportunity for successful change is to exploit one’s own successes and build on them. Problems cannot be ignored. And serious problems have to be taken care of. But to be change leaders, enterprises have to focus on opportunities. They have to starve problems and feed opportunities. – Peter Drucker

In what area would excellence really have an extraordinary impact on the economic results of our business, to the point where it might transform the economic performance of the entire business? – Peter Drucker

What would happen if this were not done at all? – Peter Drucker

What major change in the economy, market, or knowledge would enable our company to conduct business the way we really would like to do it, the way we would really obtain economic results? – Peter Drucker

Can we take action on this idea or can we only talk about it? – Peter Drucker

Can we really do something right away to bring about the kind of future we desire? – Peter Drucker

Will it ‘produce economic results?’ – Peter Drucker

Do we really believe in the idea? Do we really want to be that kind of people, do that kind of work, run that kind of business? – Peter Drucker

What do we know about developing people? Quite a bit, we certainly know what not to do. First, one does not try to build upon people’s weaknesses. – Peter Drucker

Develop your people. Focus on their strengths. Then make high demands based on a person’s strengths. Finally, periodically view their performance. – Peter Drucker

The task of an executive is not to change human beings. Rather as the Bible tells us in the parable of the talents, the task is to multiply the performance capacity of the whole by putting to use whatever strength, whatever health, whatever aspiration there is in individuals. – Peter Drucker

It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity. – Peter Drucker

Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do. – Peter Drucker

Know your strengths. Apply them to areas in your organization where you can make a contribution. Make sure your values and the values of the organization are compatible. – Peter Drucker

Time is the scarcest resource: and unless it is managed, nothing else can be managed. – Peter Drucker

There is nothing so useless as doing efficiently that which should not be done at all. – Peter Drucker

All one has to do is to learn to say no if an activity contributes nothing. – Peter Drucker

People who need certainty are unlikely to make good entrepreneurs. – Peter Drucker

The computer, being a mechanical moron, can handle only quantifiable data. – Peter Drucker

There is a point of complexity beyond which a business is no longer manageable. – Peter Drucker

Free enterprise cannot be justified as being good for business. It can be justified only as being good for society. – Peter Drucker

The enterprise can fulfill its human and social functions only if it prospers as a business. – Peter Drucker

The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast. – Peter Drucker

Business enterprise is an organ of society. There is only one valid definition of business purpose: to create a customer. – Peter Drucker

A business enterprise must continue beyond the lifetime of the individual or of the generation to be capable of producing its contributions to economy and to society. – Peter Drucker

The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it. – Peter Drucker

Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time. – Peter Drucker

Unless commitment is made, there are only promises and hope… But no plans. – Peter Drucker

Management is doing things right; leadership is doing the right things. – Peter Drucker

Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window. – Peter Drucker

Every organization has to prepare for the abandonment of everything it does. – Peter Drucker

Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed, a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits. – Peter Drucker

Balance Sheets are meaningless. Our accounting systems are still based on the assumption that 80% of costs are manual labor. – Peter Drucker

Plans are only good intentions unless they immediately degenerate into hard work. – Peter Drucker

The computer actually may have aggravated management’s degenerative tendency to focus inward on costs. – Peter Drucker

Communism is evil. its driving force are the deadly sins of envy and hatred. – Peter Drucker

Efficiency is doing things right; effectiveness is doing the right things. – Peter Drucker

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product. – Peter Drucker

Do not believe that it is very much of an advance to do the unnecessary three times as fast. – Peter Drucker

Entrepreneurship is neither a science nor an art. It is a practice. – Peter Drucker

What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous. – Peter Drucker

Meetings are a symptom of bad organization. The fewer meetings the better. – Peter Drucker

Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. – Peter Drucker

The only things that evolve by themselves in an organization are disorder, friction and malperformance. – Peter Drucker

Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth. – Peter Drucker

People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year. – Peter Drucker

Accept the fact that we have to treat almost anybody as a volunteer. – Peter Drucker

A manager is responsible for the application and performance of knowledge. – Peter Drucker

Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change. – Peter Drucker

Morale in an organization does not mean that a people get along together; the test is performance not conformance. – Peter Drucker

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. – Peter Drucker

Business has only two functions marketing and innovation. – Peter Drucker

The most important thing in communication is hearing what isn’t said. – Peter Drucker

Making good decisions is a crucial skill at every level. – Peter Drucker

Long-range planning does not deal with future decisions, but with the future of present decisions. – Peter Drucker

The most important thing in communication is to hear what isn’t being said. – Peter Drucker

What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it is another matter. – Peter Drucker

Whenever you see a successful business, someone once made a courageous decision. – Peter Drucker

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. – Peter Drucker

The aim of marketing is to make selling superfluous. – Peter Drucker

Erroneous assumptions can be disastrous. – Peter Drucker

The entrepreneur always searches for change, responds to it, and exploits it as an opportunity. – Peter Drucker

Follow effective action with quiet reflection. From the quiet reflection will come even more effective action. – Peter Drucker

Marketing is not a function, it is the whole business seen from the customer’s point of view. – Peter Drucker

Marketing is the distinguishing, unique function of the business. – Peter Drucker

Nothing is less productive than to make more efficient what should not be done at all. – Peter Drucker

Management by objectives works if you first think through your objectives. Ninety percent of the time you haven’t. – Peter Drucker

So much of what we call management consists in making it difficult for people to work. – Peter Drucker

The essence of management is to make knowledge productive. – Peter Drucker

Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership. – Peter Drucker

Cultivate a deep understanding of yourself – not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence. – Peter Drucker

The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic. – Peter Drucker

If you want something new, you have to stop doing something old – Peter Drucker

Culture eats strategy for breakfast. – Peter Drucker

What gets measured gets managed. – Peter Drucker

The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time. – Peter Drucker

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 thinkwe; they think team. They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, butwegets the credit. This is what creates trust, what enables you to get the task done. – Peter Drucker

The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question. – Peter Drucker

The purpose of an organization is to enable ordinary humans beings to do extraordinary things. – Peter Drucker

If you can’t measure it, you can’t change it. – Peter Drucker

The bеѕt wау tо predict уоur future іѕ tо create it. – Peter Drucker

Because its purpose is to create a customer, the business enterprise has two – and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are ‘costs’. – Peter Drucker

The key to greatness is to look for people’s potential and spend time developing it. – Peter Drucker

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. – Peter Drucker

Don’t solve problems. Pursue opportunities. – Peter Drucker

Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback. – Peter Drucker

Leadership is an achievement of trust. – Peter Drucker

The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask. – Peter Drucker

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer. – Peter Drucker

Strategy is a commodity; execution is an art. – Peter Drucker

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