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Knowledge applied is 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
Productivity
Knowledge
Applied
More quotes by Peter Drucker
People who need certainty are unlikely to make good entrepreneurs.
Peter Drucker
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.
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Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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Today knowledge has power. It controls access to opportunity and advancement.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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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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Spontaneity is an infinite number of rehearsed possibilities.
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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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Your first and foremost job as a leader is to take charge of your own energy and then help to orchestrate the energy of those around you.
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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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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
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Systematic change requires a willingness to look on change as an opportunity.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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If you're not living life on the edge, you're taking up too much space. The best way to predict the future is to create it.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
Peter Drucker
