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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
Effort
Find
Right
Pertinent
Things
Concentrate
Efforts
Resources
Motivational
Question

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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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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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True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy?
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Doing the right thing is more important than doing the thing right.
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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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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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The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
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Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions-as in moral truth and accountability they are.
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No one learns as much about a subject as one who is forced to teach it.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.
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When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
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One cannot hire a hand the whole man always comes with it.
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The productivity of work is not the responsibility of the worker but of the manager.
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Every success creates new opportunities. So does every failure.
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