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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.

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
Efforts
Resources
Motivational
Question
Effort
Find
Pertinent
Right
Concentrate
Things

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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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Plans are worthless, but planning is invaluable.
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Don't try to innovate for the future. Innovate for the present!
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Plans are only good intentions unless they immediately degenerate into hard work.
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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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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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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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Education can no longer be the sole property of the state.
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Efficiency is doing better what is already being done.
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Follow effective action with quiet reflection.
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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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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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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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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