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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
Profit
Result
Cause
Results
Causes

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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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Decision making is the specific executive task.
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No executive has ever suffered because his subordinates were strong and effective.
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Do not measure your life by your goals but what you are doing to achieve them.
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It's amazing how many things busy people are doing that never will be missed.
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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 fruit of your work grows on other people's trees
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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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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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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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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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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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Ideas are like frog eggs: you've got to lay a thousand to hatch one.
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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Management is not being brilliant. Management is being conscientious.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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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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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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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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