The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Peter DruckerRead
The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
Interpretation
This quote emphasizes the importance of partnerships in modern corporate culture.
Peter Drucker highlights the significant shift in corporate culture towards fostering relationships based on partnerships rather than traditional hierarchical structures. This change underlines the value of collaboration and cooperation in achieving success in business, suggesting that building strong relationships is essential for navigating the complexities of the modern business landscape.
In practice
In a business meeting discussing strategies for the upcoming project.
The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
No idea for a new growth business ever comes fully shaped. When it emerges, it's half-baked, and it then goes through a process of becoming fully shaped.
The antidote to inequality is equality. The question is how do you achieve equality? I believe that, for business, which is where I can speak, we have to shift from shareholder maximization to stakeholder maximization.
A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. A visionary company doesn't simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.
When we started the e-commerce, nobody believed that China would have e-commerce because people believed in 'guang-shi,' face-to-face, and all kinds of network in traditional ways. There's no trust system in China.
If you deprive yourself of outsourcing and your competitors do not, you're putting yourself out of business.
Business is what concerns us. If you care about something enough to do something about it, you're in business
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