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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
Results
Causes
Profit
Result
Cause

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Loafing is easy, but leisure is difficult.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
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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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There is a point of complexity beyond which a business is no longer manageable.
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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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Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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If you want to predict the future create it.
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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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Leadership is not rank, privileges, title or money. It is responsibility.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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There is nothing worse than doing the wrong thing well.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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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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The best plan is only a plan... unless it degerates into work.
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