Peter Drucker Quotes

We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership.

The large organization has to learn to innovate, or it won't survive.

Managing bottom-up change is its own art.

The only way you survive is you continuously transform into something else. It's this idea of continuous transformation that makes you an innovation company.

You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.

Every organization has to prepare for the abandonment of everything it does.

To survive and succeed, every organization will have to turn itself into a change agent

There is an inexorable correlation between leadership and change.

If nothing is declared unchangeable, then the organization will resist all change.

Different times need different types of leadership.

Success in management requires learning as fast as the world is changing.

An organization's reason for being, like that of any organism, is to help the parts that are in relationship to each other, to be able to deal with change in the environment.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

Kotter International is about leading large-scale change, not just managing it.

I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.

Once an organization has a strong sense of mission, leaders can focus on trying new things.

Most people don't like change. They revolt against it unless they can clearly see the advantage it brings. For that reason, when good leaders prepare to take action or make changes, they take people through a process to get them ready for it.

I am often asked about the difference between 'change management' and 'change leadership,' and whether it's just a matter of semantics. These terms are not interchangeable.

Since I became CEO, 87 percent of the companies in the Fortune 500 are off the list. What that says is that companies that don't reinvent themselves will be left behind. I also think that's true of people. And I think it's true of countries.

Culture change means we will do things differently.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

I think there's always an adjustment when somebody new is runnings things, from the top down.

I'm not going to be the one who turns out the last lights of the last conglomerate. So we need to reinvent ourselves all the time.

Change has to be fundamental to a company's culture, or there is no way it can survive.