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Time is the scarcest resource.

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
Resource
Resources
Time

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It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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The better a man is the more mistakes will he make – for the more new things he will try.
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When a resource is scarce, you increase its yield.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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Plans are worthless, but planning is invaluable.
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Everything must degenerate into work if anything is to happen.
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The single minded ones, the monomaniacs, are the only true achievers
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.
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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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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Any organisation develops people it either forms them or deforms them.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
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The computer, being a mechanical moron, can handle only quantifiable data.
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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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Decision making is the specific executive task.
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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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