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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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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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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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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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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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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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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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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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What's measured improves
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The purpose of a business is to create a customer.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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We always remember best the irrelevant.
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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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Our society has become an employee society.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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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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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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