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When a resource is scarce, you increase its yield.
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
Scarce
Yield
Increase
Resources
Motivational
Resource
More quotes by Peter Drucker
Today knowledge has power. It controls access to opportunity and advancement.
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Leadership is all about getting results.
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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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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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Keep your eye on the task, not on yourself. The task matters, and you are a servant
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Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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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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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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If you want to predict the future create it.
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We know nothing about motivation. All we can do is write books about it.
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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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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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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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Success always obsoletes the very behavior that achieved it.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Peter Drucker
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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