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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
Tests
Profit
Decisions
Behavior
Cause
Rationale
Decision
Validity
Causes
Explanation
Business
Test

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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.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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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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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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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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Elephants have a hard time adapting. Cockroaches outlive everything.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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The society of organizations is new-only seventy years ago employees were a small minority in every society.
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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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 large organization has to learn to innovate, or it won't survive.
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Of those things that would make a difference, which are right for me?
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True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy?
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Mission defines strategy, and strategy defines structure.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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To survive and succeed, every organization will have to turn itself into a change agent
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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Strong people have strong weaknesses.
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Nobody in the world is as good at making decisions as the Japanese.
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