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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.

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
Perceive
Rule
Expect
Usually
Received
Unexpected

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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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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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The really important things are said over cocktails and are never done.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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Knowledge applied is productivity.
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Marketing is the distinguishing, unique function of the business.
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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 first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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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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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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To satisfy the customer is the mission and purpose of every business.
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Don't solve problems. Pursue opportunities.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Profit is not a cause but a result-
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
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