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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 more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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Everything must degenerate into work if anything is to happen.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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There are no creeds in mathematics.
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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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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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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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Every organization must be prepared to abandon everything it does to survive in the future.
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No executive has ever suffered because his subordinates were strong and effective.
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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.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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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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There's no such thing as knowledge management there are only knowledgeable people. Information only becomes knowledge in the hands of someone who knows what to do with it.
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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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