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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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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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The enterprise can fulfill its human and social functions only if it prospers as a business.
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Accept the fact that we have to treat almost anybody as a volunteer.
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For new technology to replace old, it has to have at least ten times the benefit.
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The honest work of yesterday has lost its social status, its social esteem.
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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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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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There is nothing worse than doing the wrong thing well.
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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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No executive has ever suffered because his subordinates were strong and effective.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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People who need certainty are unlikely to make good entrepreneurs.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Don't solve problems. Pursue opportunities.
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