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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.

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
Business
Employer
Change
Employers
Persons
Enable
Person
Perform
Men
Task
Tasks
Personality
Achieve

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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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Trust is congruence between what you say and what you do.
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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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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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[Entrepreneurship] is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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Every success creates new opportunities. So does every failure.
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The individual is the central, rarest, most precious capital resource of our society.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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Mission defines strategy, and strategy defines structure.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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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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One has to make a decision when a condition is likely to degenerate if nothing is done.
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Knowledge applied is productivity.
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In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.
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I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss
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