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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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
Two
Manage
Management
Ears
Learning
Knowledge
More quotes by Peter Drucker
The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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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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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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Don't solve problems. Pursue opportunities.
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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Everything must degenerate into work if anything is to happen.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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The honest work of yesterday has lost its social status, its social esteem.
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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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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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Any time I have seen someone accomplishing something magnificent, they have been a monomaniac with a mission. A single-minded individual with a passion.
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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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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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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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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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We know nothing about motivation. All we can do is write books about it.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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