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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.

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
Test
Tests
Profit
Decisions
Behavior
Cause
Rationale
Decision
Validity
Causes
Explanation

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Most of what we call management consists of making it difficult for people to get their work done.
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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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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money we also feel we need to work.
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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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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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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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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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The true business of every company is to make and keep customers.
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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Loafing is easy, but leisure is difficult.
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