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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'

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
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Successful
Asks
Start
Done
Leaders
Right
Asking
Needs
Difference
Make
Leader
Things
Differences

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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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The productivity of work is not the responsibility of the worker but of the manager.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.
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There is a point of complexity beyond which a business is no longer manageable.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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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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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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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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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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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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The concept of profit maximization is, in fact, meaningless.
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In todays economy, the most important resource is no longer labor, capital or land it is knowledge
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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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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Every single social and global issue of our day is a business opportunity in disguise.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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