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You can't manage what you don't measure.

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
Manage
Measure

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Our society has become an employee society.
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The best way to predict the future is to create it.
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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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Profit is not a cause but a result-
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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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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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No one learns as much about a subject as one who is forced to teach it.
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Nobody in the world is as good at making decisions as the Japanese.
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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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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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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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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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Vision without execution is delusion. The joy is in the results
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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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The purpose of information is not knowledge. It is being able to take the right action.
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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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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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Through systematic terror, through indoctrination, through systematic manipulation of stimulus, reward, and punishment, we can today break man and convert him into brute animal... The first step toward survival is therefore to make government legitimate again by attempting to deprive it of these powers... by international action to ban such powers.
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