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The customer … is the ultimate reason for whatever the organization produces. Peter Drucker1
John Mullins • The New Business Road Test
The “professional employee,” Peter Drucker wrote, “needs rigorous performance standards and high goals. . . . But how he does his work should always be his responsibility and his decision.”
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
- Greatness starts with superb people.
Patricia Ward Biederman • Organizing Genius: The Secrets of Creative Collaboration
They asked, “What needs to be done?” • They asked, “What is right for the enterprise?” • They developed action plans. • They took responsibility for decisions. • They took responsibility for communicating. • They were focused on opportunities rather than problems. • They ran productive meetings. • They thought and said “we” rather than “I.”
Peter F. Drucker • The Effective Executive
The less an organization has to do to produce results, the better it does its job.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
Management’s first job is to think through, set, and exemplify those objectives, values, and goals. Management must also enable the enterprise and each of its members to grow and develop as needs and opportunities change. Every enterprise is a learning and teaching institution.
Peter F. Drucker • The Essential Drucker
Effective executives differ widely in their personalities, strengths, weaknesses, values, and beliefs. All they have in common is that they get the right things done. Some are born effective. But the demand is much too great to be satisfied by extraordinary talent. Effectiveness is a discipline. And, like every discipline, effectiveness can be lear
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