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Plans are worthless, but planning is invaluable.

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
Invaluable
Worthless
Planning
Plans

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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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Defending yesterday is far more risky than making tomorrow.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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Working with people is difficult, but not impossible.
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The need to manage oneself is creating a revolution in human affairs.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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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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[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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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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What gets measured gets managed.
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Strong people have strong weaknesses.
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Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.
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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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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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Managers are the basic and scarcest resource of any business enterprise.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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