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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
Going
Fifty
Eight
Perspective
Careers
Grow
Grows
Stills
Still

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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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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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The days of the 'intuitive' manager are numbered.
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You cannot build performance on weaknesses. You can build only on strengths.
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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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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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Today knowledge has power. It controls access to opportunity and advancement.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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Organizationally what is required - and evolving - is systems management.
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The honest work of yesterday has lost its social status, its social esteem.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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Plans are only good intentions unless they immediately degenerate into hard work.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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