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Loafing is easy, but leisure is difficult.

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
Loafing
Leisure
Difficult
Easy

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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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The single minded ones, the monomaniacs, are the only true achievers
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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Decision making is the specific executive task.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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Today knowledge has power. It controls access to opportunity and advancement.
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Every organization has to prepare for the abandonment of everything it does.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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