Peter Drucker Opportunity Quotations

Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.

If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.

No other area offers richer opportunities for successful innovation than the unexpected success.

Tomorrow everybody - or practically everybody - will have had the education of the upper class of yesterday, and will expect equivalent opportunities. That is why we face the problem of making every kind of job meaningful and capable of satisfying every educated man.

Progress is obtained only by exploiting opportunities, not by solving problems. When you solve problems, all you do is guarantee a return to normalcy.

Most organizations staff their problems & starve their opportunities.

Don't solve problems. Pursue opportunities.

It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday.

If something fails despite being carefully planned, carefully designed, and conscientiously executed, that failure often bespeaks underlying change and, with it, opportunity.

Ideas are somewhat like babies--they are born small, immature, and shapeless. They are promise rather than fulfillment. In the innovative company executives do not say, "This is a damn-fool idea." Instead they ask, "What would be needed to make this embryonic, half-baked, foolish idea into something that makes sense, that is an opportunity for us?

Every success creates new opportunities. So does every failure.

Focus on opportunities, not problems.

What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.

Effective people are not problem minded; they're opportunity-minded. They feed opportunities and starve problems. They think preventively.

The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.

Systematic change requires a willingness to look on change as an opportunity.

Every single social and global issue of our day is a business opportunity in disguise

Innovation opportunities do not come with the tempest but with the rustling of the breeze.

Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.

We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.

Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.

Results are obtained by exploiting opportunities, not by solving problems.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.