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There are only two things in a business that make money - innovation and marketing, everything else is cost.

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
Things
Innovation
Cost
Business
Money
Else
Two
Everything
Make
Marketing

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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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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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The true business of every company is to make and keep customers.
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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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The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.
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Any organisation develops people it either forms them or deforms them.
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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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Culture eats Christianity for breakfast.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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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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The enterprise can fulfill its human and social functions only if it prospers as a business.
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No one learns as much about a subject as one who is forced to teach it.
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The large organization has to learn to innovate, or it won't survive.
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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.
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If you want to predict the future create it.
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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