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If you want it, measure it. If you can't measure it, forget it.
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
Forget
Measure
Leadership
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When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
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The need to manage oneself is creating a revolution in human affairs.
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Every single social and global issue of our day is a business opportunity in disguise.
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To make a living is no longer enough. Work also has to make a life.
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Loafing is easy, but leisure is difficult.
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Succession planning often results in the selection of a weaker representation of yourself.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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Marketing is the distinguishing, unique function of the business.
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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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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Knowledge applied is productivity.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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Plans are worthless, but planning is invaluable.
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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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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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There is a point of complexity beyond which a business is no longer manageable.
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