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Everything must degenerate into work if anything is to happen.

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
Work
Degenerate
Degenerates
Happen
Action
Happens
Anything
Everything
Must

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Look upon every obstacle as part payment towards your success.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Managers are the basic and scarcest resource of any business enterprise.
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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Nobody in the world is as good at making decisions as the Japanese.
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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 concept of profit maximization is, in fact, meaningless.
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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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When a resource is scarce, you increase its yield.
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You cannot build performance on weaknesses. You can build only on strengths.
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The productivity of work is not the responsibility of the worker but of the manager.
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One either meets or one works.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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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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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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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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