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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.

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
Resources
Longer
Learning
Resource
Economic
Capital
Knowledge
Production
Natural
Productions
Means
Basic
Mean
Labor

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The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
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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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There's an enormous number of managers who have retired on the job.
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A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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The concept of profit maximization is, in fact, meaningless.
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Adversarial power relationships only work if you never have to see or work with the bastards again.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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The really important things are said over cocktails and are never done.
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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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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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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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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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There's nothing so useless than executing a task efficiently when it actually never should have been executed at all.
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Of those things that would make a difference, which are right for me?
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Our most important education system is in the employees' own organization.
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What can I contribute that will significantly affect the performance and the results of the institution I serve?
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