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We always remember best the irrelevant.

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
Irrelevant
Remember
Best
Always

More quotes by Peter Drucker

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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
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Working with people is difficult, but not impossible.
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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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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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Most of what we call management consists of making it difficult for people to get their work done.
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One has to make a decision when a condition is likely to degenerate if nothing is done.
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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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Nobody in the world is as good at making decisions as the Japanese.
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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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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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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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People who need certainty are unlikely to make good entrepreneurs.
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You cannot build performance on weaknesses. You can build only on strengths.
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The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.
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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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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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