Peter Drucker Quotes About Risk

Quotes about: Risk

• 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

  Inspirational, Leadership, Mistake

• There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.

  Peter Drucker

  Inspirational, Life, Risk

• 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

  Expectations, Effort, Decision

  Peter Drucker (2012). “Management”, p.120, Routledge

• An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.

  Peter Drucker

  Jobs, Mistake, Organization

  "Landmarks of Tomorrow: A Report on the New 'Post-Modern' World". Book by Peter F. Drucker, 1959.

• 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

  Motivational, Simple, Will And Determination

• Most innovators are successful to the extent to which they define risks and confine them.

  Peter Drucker

  Successful, Risk, Innovators

  Peter Drucker (2014). “Innovation and Entrepreneurship”, p.171, Routledge

• The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

  Peter Drucker

  Responsibility, Risk, Firsts

  "Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

• A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.

  Peter Drucker

  People, Boss, Risk

  Peter Drucker (2013). “Managing for the Future”, p.139, Routledge

• I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

  Peter Drucker

  Exercise, People, Appreciate

  Peter Drucker (2012). “Managing in a Time of Great Change”, p.303, Routledge

• To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.

  Peter Drucker

  Numbers, Risk, Knowledge Workers

  Peter Ferdinand Drucker (2001). “The Essential Drucker: Selections from the Management Works of Peter F. Drucker”, Routledge

• Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.

  Peter Drucker

  Running, Risk, Different

• There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.

  Peter Drucker

  Perfect, Priorities, Decision

• A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.

  Peter Drucker

  Years, Decision, Risk

  Peter Drucker (2013). “People and Performance”, p.31, Routledge

• All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow.

  Peter Drucker

  Yesterday, Risk, Definitions

  Peter Drucker (2014). “Innovation and Entrepreneurship”, p.171, Routledge

• Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he will bitterly resent it or impute to you the deficiency in brains and knowledge you imputed to him.

  Peter Drucker

  Stupid, Boss, Risk

  "Managing for the Future: The 1990's and Beyond". Book by Peter F. Drucker, 1992.

• But innovation is more than a new method. It is a new view of the universe, as one of risk rather than of chance or of certainty. It is a new view of man's role in the universe; he creates order by taking risks. And this means that innovation, rather than being an assertion of human power, is an acceptance of human responsibility.

  Peter Drucker

  Change, Mean, Responsibility

• Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

  Peter Drucker

  Accomplishment, Risk, Important

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