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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.

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
Encouraging
Improvement
Constantly
Challenges
Vanishes
Wise
Vanishing
Knowledge
Challenged
Inspirational
Improved
Increased

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If you want it, measure it. If you can't measure it, forget it.
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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 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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Every success creates new opportunities. So does every failure.
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Most innovators are successful to the extent to which they define risks and confine them.
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Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
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You cannot build performance on weaknesses. You can build only on strengths.
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Our society has become an employee society.
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Time is the scarcest resource and unless it is managed nothing else can be managed.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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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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No one has ever failed to find the facts they are looking for.
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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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(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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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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