A Quote by Richard M. Nixon
[Peter] Drucker says that modern government can do only two things well: wage war and inflate the currency. Its the aim of my administration to prove Mr Drucker wrong.
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Few people on earth know Peter Drucker and his work better than Bruce Rosenstein. This is a welcome, unique and very personal addition to Drucker's incomparable legacy.
When I was getting my education, I fell in love with the writings of Peter Drucker. He was my hero. I had a naive belief that when I became a manager, it was going to be like Peter Drucker's books. That is, I was going to be the effective executive. I was going to talk to people about their goals. I was going to help them actualize.
I had read everything Peter Drucker ever wrote.
There's something exhilarating about being in the mountains and talking about management and the future with Peter Drucker.
As a fan and collector of 'MAD' magazines as a kid, I am well aware that my art is unworthy. I remain in absolute awe of 'MAD' artist Mort Drucker and loved Wally Wood and Harvey Kurtzman and Al Jaffee and Don Martin and Angelo Torres and Peter Kuper and Sergio Aragones.
Peter Drucker has pointed out that it is a manager's job to "do things right." It is an executive's job to make sure "the right things" get done. Even the most rigorous eco-efficient business paradigm does not challenge basic practices and methods: a shoe, building, factory, car, or shampoo can remain fundamentally ill-designed even as the materials and processes involved in its manufacture become more "efficient."
Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I.
When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.
Peter Drucker being one of the most important influences because he has helped to think differently about organizational leadership and management. Frankly, I learn something of value from everyone I meet. My Harvard colleagues. My students. The executives I work with. For an eager student, which is what I am, there is so much to be learned from everyday experiences. I'm a sponge. Always will be.
To paraphrase the late management thinker and writer, Peter Drucker, thinking is hard work, which is why so few people (including actually senior managers) do it. Once there is some "conventional," seemingly-reasonable story, people just accept it and don't ask, "is this actually true? Is it consistent with the data?" And this extends to the highest reaches of organizational life.
Many countries are looking at the virtual currency and the digital currency. Now, the issue is a virtual currency by the government, digital currency by the government that is one area to look but on the other hand, there are private cryptocurrencies as well.
The natural tendency of government, once in charge of money, is to inflate and to destroy the value of the currency.
Drucker said: 'If you weren't already in this business, would you enter it today? And if not, what are you going to do about it?' ... Simple, right? But incredibly powerful.
According to the management expert Peter F. Drucker, the term "entrepreneur" (from the French, meaning "one who takes into hand") was introduced two centuries ago by the French economist Jean-Baptiste Say to characterize a special economic actor-not someone who simply opens a business, but someone who "shifts economic resources out of an area of lower and into an area of higher productivity and greater yield." The twentieth-century growth economist Joseph A. Schumpeter characterized the entrepreneur as the source of the "creative destruction" necessary for major economic advances.
I agree with Peter Drucker that the culture and legal systems of the United Statesare especially favorable to shareholder interests, compared to other interests and compared to most other countries. Indeed, there are many other countries where any good going to public shareholders has a very low priority and almost every other constituency stands higher in line.
Although he reputedly hated the label of 'guru', Peter Drucker was, by any standards, the greatest management guru the world has yet seen. In 1996, the McKinsey Quarterly journal described him as the 'the one guru to whom other gurus kowtow' and Robert Heller described him as 'the greatest man in the history of management', praise indeed for a man who described himself as 'just an old journalist'.
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