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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
Economy
Knowledge
Values
Success
Comes
Best
Strengths
Perform

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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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Defending yesterday is far more risky than making tomorrow.
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All companies are service companies some also manufacture products.
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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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Profit is not a cause but a result-
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If socialism is defined as ownership of the means of production--and this is both the orthodox and the only rigorous definition--then the United States is the first truly Socialist country.
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Succession planning often results in the selection of a weaker representation of yourself.
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The better a man is the more mistakes will he make – for the more new things he will try.
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Don't try to innovate for the future. Innovate for the present!
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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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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Managers are the basic and scarcest resource of any business enterprise.
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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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Conductors do not know how the oboe does its work, but they know what the oboe should contribute.
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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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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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