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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.

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
Comes
Best
Strengths
Perform
Economy
Knowledge
Values
Success

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Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
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Every single social and global issue of our day is a business opportunity in disguise.
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Spontaneity is an infinite number of rehearsed possibilities.
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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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Everything must degenerate into work if anything is to happen.
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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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A manager is responsible for the application and performance of knowledge.
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(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss
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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.
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The worker's effectiveness is determined largely by the way he is being managed.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Plastic moments are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.
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Nothing is less productive than to make more efficient what should not be done at all.
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In the managerial organization, the top people sit in judgment in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
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Adversarial power relationships only work if you never have to see or work with the bastards again.
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Most innovators are successful to the extent to which they define risks and confine them.
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