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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
Knowledge
Applied
Productivity

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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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There are no creeds in mathematics.
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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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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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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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The need to manage oneself is creating a revolution in human affairs.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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Most innovators are successful to the extent to which they define risks and confine them.
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A manager is responsible for the application and performance of knowledge.
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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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Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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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 individual is the central, rarest, most precious capital resource of our society.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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