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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.

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
Nothing
Customers
Giving
Value
Pay
Gives
Quality
Values
Use
Incompetence
Else
Constitutes

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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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Objectives are not commands they are commitments.
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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All good strategy eventually degenerates into work.
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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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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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Leadership is not rank, privileges, title or money. It is responsibility.
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The only thing we know about the future is that it will be different.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Doing the right thing is more important than doing the thing right.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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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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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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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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