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The purpose of an organization is to enable ordinary humans beings to do extraordinary things.

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
Extraordinary
Organization
Beings
Ordinary
Purpose
Humans
Things
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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The fruit of your work grows on other people's trees
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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Entrepreneurship is neither a science nor an art. It is a practice.
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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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Any organisation develops people it either forms them or deforms them.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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Leadership is not rank, privileges, title or money. It is responsibility.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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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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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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You can't manage what you don't measure.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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Do the right things instead of trying to do everything right.
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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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Objectives are not commands they are commitments.
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