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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.

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
Building
Help
Helping
Better
Strengths
Trying
Eliminate
Make
Weaknesses
People
Perform
Weakness

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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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Time is the scarcest resource.
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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The best plan is only a plan... unless it degerates into work.
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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 purpose of an organization is to enable ordinary humans beings to do extraordinary things.
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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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Nobody in the world is as good at making decisions as the Japanese.
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Knowledge applied is productivity.
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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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Every enterprise is learning and teaching institution. Training and development must be built into it on all levels, training and development that never stop.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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Every single social and global issue of our day is a business opportunity in disguise.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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One either meets or one works.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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The only thing we know about the future is that it will be different.
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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.
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Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results all the rest are 'costs'.
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