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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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
Nothing
Never
Executing
Efficiently
Executed
Task
Useless
Tasks
Actually
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If socialism is defined as ownership of the means of production--and this is both the orthodox and the only rigorous definition--then the United States is the first truly Socialist country.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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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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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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The enterprise can fulfill its human and social functions only if it prospers as a business.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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The need to manage oneself is creating a revolution in human affairs.
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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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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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Everything must degenerate into work if anything is to happen.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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Plans are only good intentions unless they immediately degenerate into hard work.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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Adequacy is the enemy of excellence.
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No executive has ever suffered because his subordinates were strong and effective.
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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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