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We know nothing about motivation. All we can do is write books about it.

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
Writing
Motivation
Motivational
Books
Business
Write
Book
Nothing

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You cannot build performance on weaknesses. You can build only on strengths.
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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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There are no creeds in mathematics.
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The large organization has to learn to innovate, or it won't survive.
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The worker's effectiveness is determined largely by the way he is being 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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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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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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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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We always remember best the irrelevant.
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Nothing is less productive than to make more efficient what should not be done at all.
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An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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The best plan is only a plan... unless it degerates into work.
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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We have tried to substitute mass for purpose. We have tried to regain military potency of defense by making it gigantic, unwieldy, complex. It never works.
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