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Management is not being brilliant. Management is being conscientious.

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
Conscientious
Management
Brilliant

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The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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The worker's effectiveness is determined largely by the way he is being managed.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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The honest work of yesterday has lost its social status, its social esteem.
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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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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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Adequacy is the enemy of excellence.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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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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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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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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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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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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