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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.

Peter Drucker

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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Still
Going
Fifty
Eight
Perspective
Careers
Grow
Grows
Stills

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[T]hroughout the ages to be educated meant to be unproductive.... our word school - and its equivalent in all European languages - derives from a Greek word meaning leisure.
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When a resource is scarce, you increase its yield.
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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.
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Leadership is not rank, privileges, title or money. It is responsibility.
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Objectives are not commands they are commitments.
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Our most important education system is in the employees' own organization.
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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One cannot hire a hand the whole man always comes with it.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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A manager is responsible for the application and performance of knowledge.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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