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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.

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
Ready
Simply
Shall
Rather
Order
Today
Relevant
Tomorrow
Question

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Managers are the basic and scarcest resource of any business enterprise.
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The large organization has to learn to innovate, or it won't survive.
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If you want it, measure it. If you can't measure it, forget it.
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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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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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Strong people have strong weaknesses.
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The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.
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People who need certainty are unlikely to make good entrepreneurs.
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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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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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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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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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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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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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