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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker

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
Work
Contribution
Make
Management
Workers
Increase
Century
Knowledge
Important
Worker
Needs
Productivity

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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Look at government programs for the past fifty years. Every single one - except warfare - achieved the exact opposite of its announced goal.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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One does not start with facts. One starts with opinions.
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The society of organizations is new-only seventy years ago employees were a small minority in every society.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Organizationally what is required - and evolving - is systems management.
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What's measured improves
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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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Succession planning often results in the selection of a weaker representation of yourself.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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Any organisation develops people it either forms them or deforms them.
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Spontaneity is an infinite number of rehearsed possibilities.
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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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There is a point of complexity beyond which a business is no longer manageable.
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