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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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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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All good strategy eventually degenerates into work.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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Loafing is easy, but leisure is difficult.
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Leadership is not rank, privileges, title or money. It is responsibility.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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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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Communism is evil. Its driving forces are the deadly sins of envy and hatred.
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Organizationally what is required - and evolving - is systems management.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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The most effective way to manage change is to create it.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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A fundamental responsibility of leadership is make sure that everybody knows the mission, understands it, lives it.
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To make the future demands courage. It demands work. But it also demands faith.
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In the managerial organization, the top people sit in judgment in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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