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

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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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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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Adequacy is the enemy of excellence.
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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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When Henry Ford said, The customer can have a car in any color as long as it's black, he was not joking.
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The worker's effectiveness is determined largely by the way he is being managed.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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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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Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.
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Success always obsoletes the very behavior that achieved it.
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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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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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