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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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
Organization
Organizations
Challenges
Productivity
Knowing
Improving
Understanding
Belong
Knowledge
Lows
Abysmally
Values
Essential
Articulating
Also
Essentials
Addressing
Great
Workers
Strengths
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The individual is the central, rarest, most precious capital resource of our society.
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There is nothing so useless as doing efficiently that which should not be done at all.
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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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Plans are worthless, but planning is invaluable.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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We always remember best the irrelevant.
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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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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, What do we want to sell? It asks, What does the customer want to buy?
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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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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Follow effective action with quiet reflection.
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All good strategy eventually degenerates into work.
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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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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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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