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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
Productive
Forests
Edges
Tree
Knowledge
Learn
Make
Forest
Connect

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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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The purpose of a business is to create a customer.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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Time is the scarcest resource and unless it is managed nothing else can be managed.
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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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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Most innovators are successful to the extent to which they define risks and confine them.
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The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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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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One does not manage people. The task is to lead people.
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There is nothing worse than doing the wrong thing well.
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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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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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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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All companies are service companies some also manufacture products.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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