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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.

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
Wells
Paid
Universities
Well
Choose
Organizations
Even
Interesting
Earlier
People
Jobs
Severe
Business
Retirement
Government
University
Find
Service
Ever
Organization
Indictment

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Nobody can predict the future the idea is to have a firm grasp of the present.
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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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Working with people is difficult, but not impossible.
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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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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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You can't manage what you don't measure.
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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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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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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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The concept of profit maximization is, in fact, meaningless.
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Don't try to innovate for the future. Innovate for the present!
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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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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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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