A Quote by Peter Drucker

The large organization has to learn to innovate, or it won't survive. — © Peter Drucker
The large organization has to learn to innovate, or it won't survive.
Anybody who's ever been in a large organization realizes that 'optimizing' is not a word that would often be used to describe any large organization. The reason is that it's full of people, who are complicated.
Large organization is loose organization. Nay, it would be almost as true to say that organization is always disorganization.
I have talked about the 'fractal organization'. Those smaller pieces should innovate and lead the rest of the organization. There will be parts that will be thinking about technologies of the future, and you need to nourish them.
No organization ever created an innovation. People innovate, not companies.
Where you innovate, how you innovate, and what you innovate are design problems.
Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive.
When you're managing a large number of people, you learn that incentives matter tremendously. You really want people to be rewarded for doing the right thing for the customers and the organization.
Innovation is key. Only those who have the agility to change with the market and innovate quickly will survive.
By and large, the answer to the question "How do large institutions survive?" is "They don't!" The vast majority of large modern-day institutions - some of them extremely vital to the functioning of our complex civilization - simply fail to exist in the first place.
Innovate, don't imitate. Set out to create a culture that is right for your organization, then work at making it happen.
Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.
It's important in any organization that if visions have any reality at all, it's because the organization believes that the vision is right and that they share in it. Otherwise, it becomes the good idea of one person, and that even more importantly contributes to the sense that it will not survive the departure of that individual.
Both humanity's capacity to innovate and the incentives to innovate are greater today than at any other time in history.
Large organizations cannot be versatile. A large organization is effective through its mass rather than through its agility. Fleas can jump many times their own height, but not an elephant.
Don't try to innovate for the future. Innovate for the present!
In my experience, poor people are the world's greatest entrepreneurs. Every day, they must innovate in order to survive. They remain poor because they do not have the opportunities to turn their creativity into sustainable income.
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