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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.

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
Anything
Wells
Well
User
Need
Users
Needs
Provided
Made
Tool
Indeed
Tools

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Systematic change requires a willingness to look on change as an opportunity.
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Look upon every obstacle as part payment towards your success.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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The better a man is the more mistakes will he make – for the more new things he will try.
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.
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Our most important education system is in the employees' own organization.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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The individual is the central, rarest, most precious capital resource of our society.
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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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Time is the scarcest resource.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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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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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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The first step toward making the worker achieving is to make work productive.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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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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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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