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In todays economy, the most important resource is no longer labor, capital or land it is knowledge

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
Longer
Land
Economy
Knowledge
Todays
Today
Resource
Important
Capital
Labor
Resources

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To survive and succeed, every organization will have to turn itself into a change agent
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There is the risk you cannot afford to take, and there is the risk you cannot afford not to take.
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It's amazing how many things busy people are doing that never will be missed.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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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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There is a point of complexity beyond which a business is no longer manageable.
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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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All good strategy eventually degenerates into work.
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There are only two things in a business that make money - innovation and marketing, everything else is cost.
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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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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Succession planning often results in the selection of a weaker representation of yourself.
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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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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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You cannot build performance on weaknesses. You can build only on strengths.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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Of those things that would make a difference, which are right for me?
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