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Profit is not a cause but a result-

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
Result
Cause
Results
Causes
Profit

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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Leadership is all about getting results.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
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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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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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Spontaneity is an infinite number of rehearsed possibilities.
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The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron for logic is essentially stupid.
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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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The purpose of a business is to create a customer.
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The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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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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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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