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Managers are the basic and scarcest resource of any business enterprise.

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
Resource
Managers
Enterprise
Basic
Resources
Business

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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as in moral truth and accountability they are.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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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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To satisfy the customer is the mission and purpose of every business.
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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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Without institution there is no management. But without management there is no institution.
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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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Elephants have a hard time adapting. Cockroaches outlive everything.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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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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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Businesses are not paid to reform customers. They are paid to satisfy customers.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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