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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.

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
Whether
Production
Business
Productions
Workers
Valuable
Institutions
Productivity
Century
Institution
Company
Equipment
Knowledge
Assets

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When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Culture eats Christianity for breakfast.
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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One cannot manage change. One can only be ahead of it.
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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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The true business of every company is to make and keep customers.
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Most of what we call management consists of making it difficult for people to get their work done.
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We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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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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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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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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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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Organizationally what is required - and evolving - is systems management.
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If you want to predict the future create it.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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