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The computer, being a mechanical moron, can handle only quantifiable data.

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
Handle
Computer
Quantifiable
Moron
Mechanical
Data

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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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Don't solve problems. Pursue opportunities.
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Managers are the basic and scarcest resource of any business enterprise.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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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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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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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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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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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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Without institution there is no management. But without management there is no institution.
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We always remember best the irrelevant.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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Every few hundred years in Western history there occurs a sharp transformation. Within a few short decades, society - its worldview, its basic values, its social and political structures, its art, its key institutions - rearranges itself. We are currently living through such a time.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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