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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.

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
Edges
Tree
Knowledge
Learn
Make
Forest
Connect
Productive
Forests

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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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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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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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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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The honest work of yesterday has lost its social status, its social esteem.
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Most innovators are successful to the extent to which they define risks and confine them.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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Accept the fact that we have to treat almost anybody as a volunteer.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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There are two types of people in the business community: those who produce results and those who give you reasons why they didn't.
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We always remember best the irrelevant.
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