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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.

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
Three
Organizations
Else
Naturally
Happens
Confusion
Everything
Excellence
Things
Requires
Organization
Leadership
Happen
Friction

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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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Strong people have strong weaknesses.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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The days of the 'intuitive' manager are numbered.
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Time is the scarcest resource.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
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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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The key to greatness is to look for people's potential and spend time developing it.
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The honest work of yesterday has lost its social status, its social esteem.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
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