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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.

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
Life
Courses
Course
Keep
Place
Change
Carve
May
Span
Work
Productive
Years
Engaged

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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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Knowledge applied is productivity.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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Plans are only good intentions unless they immediately degenerate into hard work.
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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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What can I contribute that will significantly affect the performance and the results of the institution I serve?
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No one learns as much about a subject as one who is forced to teach it.
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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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One cannot manage change. One can only be ahead of it.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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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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We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.
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No executive has ever suffered because his subordinates were strong and effective.
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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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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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