Successful leaders don’t start out asking, “What do I want to do?” They ask, “What needs to be done?” Then they ask, “Of those things that would make a difference, which are right for me?” They don’t tackle things they aren’t good at.
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Peter Drucker, Author at Branding Strategy Insider
Avoid innovation traps. Change leaders will be tempted by three innovation traps. They’re so attractive that leaders can expect to fall into one of them–or into all three–again and again.
Whatever an enterprise does, both internally and externally, needs to be improved systematically and continually: the product or service, the production processes, marketing, technology, the training and development of people, and the use of information.
We do not hear much anymore about overcoming resistance to change, which 10 or 15 years ago was one of the most popular topics of management books and management seminars.
The following excerpt is a sampling of “The Daily Drucker,” a collection of key statements from my writings, followed by explanation and comments, also from my work, on topics ranging across a great many fields: management, business and the world economy; a changing society; innovation and entrepreneurship; decision making; the changing work force; the nonprofits and their management; and so on.