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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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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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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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The computer, being a mechanical moron, can handle only quantifiable data.
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Managers are the basic and scarcest resource of any business enterprise.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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One does not manage people. The task is to lead people.
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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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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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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Nothing is less productive than to make more efficient what should not be done at all.
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If socialism is defined as ownership of the means of production--and this is both the orthodox and the only rigorous definition--then the United States is the first truly Socialist country.
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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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Every organization has to prepare for the abandonment of everything it does.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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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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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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Most of what we call management consists of making it difficult for people to get their work done.
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