Peter Drucker Quotes

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. Companies in fact are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.

Success in business requires training and discipline and hard work

I was always fascinated by the decision-making process and the managerial process and just business in general.

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

The general manager is kind of like the step into darkness when you reach the top of the league. As GM, you're responsible for everything, including the maitre d's and the sommeliers - all these people who have their own agendas. But you probably make less than the maitre d' and have a lot more work and a lot more headaches.

A diplomatic mission, like a company, is comprised of multiple departments, all of which must be relied upon to move business forward.

We like the size of the company today given the environment and have no plans to split it up and make it smaller.

I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.

Business requires understanding financial matters, but management is different from running the financial aspects of the business - it requires understanding complex systems, how they operate, the nature of organisations, what happens when people interact in groups and how to motivate and guide people.

[Our movement] needs to look like a grass roots effort.

It is our job as always to focus on what we can control in the business.

Great companies have to manage the cadence of what they do.

You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

In large companies, the CEO is very distant from operations.

It doesn't matter what play is called, you have to run that play and you have to be successful on it. It just comes down to execution, all 11 players doing the right thing.

At the end of the day, all I can focus on is doing what I need to do, as a player, to help the team win.

The chairman is the man who manages everything and, in the end, takes all the decisions. Always, for the fans, it's important to hear him.

As businesses grow, all sorts of things that once were done on the fly - including creating new products - have a way of becoming bureaucratized.

There are no more holes in my management lineup.

When I was working in the Pentagon, I had to own the recommendations I made up the chain of command.

I try to help the team to win, and my role is to run a lot and bring energy to the side. It's my job, so I have to do it.

[Being a coach] is totally different, but I have a new level of respect for coaching that I didn't as a player. So much is expected of you and from your team. Everything falls on your shoulders.

It's the business that you guys are in too. We try to get as much information as we can and make the best decisions that we can for the football team.

Organize as much as possible around teams, to achieve enhanced focus, task orientation, innovativeness, and individual commitment.

As an entrepreneur you have responsibilities in trying to operate well in what you have to do. There is a positive effect if you end up doing that. That's where I try to spend most of my efforts.