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

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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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Do not measure your life by your goals but what you are doing to achieve them.
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There are no creeds in mathematics.
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The large organization has to learn to innovate, or it won't survive.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.
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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.
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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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Vision without execution is delusion. The joy is in the results
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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Without institution there is no management. But without management there is no institution.
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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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The fruit of your work grows on other people's trees
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The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
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