Efficiency is doing the thing right. Effectiveness is doing the right thing.
PETER DRUCKERHistory has been written not by the most talented but by the most motivated.
More Peter Drucker Quotes
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Until we can manage time, we can manage nothing else.
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No one learns as much about a subject as one who is forced to teach it.
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If you want something new, you have to stop doing something old.
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The most important thing in communication is to hear what isn’t being said.
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By themselves, character and integrity do not accomplish anything. But their absence faults everything else. Here, therefore, is the one area where weakness is a disqualification by itself rather than a limitation on performance capacity and strength.
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Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
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The best way to predict your future is to create it.
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There is no such thing as a good man. Good for what? is the question.
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A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.
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Unless commitment is made, there are only promises and hopes; but no plans.
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Is this still worth doing? And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his own job and in the performance of his organization.
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People in any organization are always attached to the obsolete – the things that should have worked but did not, the things that once were productive and no longer are.
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Innovation is the specific instrument of entrepreneurship the act that endows resources with a new capacity to create wealth.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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A manager is responsible for the application and performance of knowledge.
PETER DRUCKER






