Peter Drucker

Time is the scarcest resource and unless it is managed nothing else can be managed.

Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.

Accept the fact that we have to treat almost anybody as a volunteer.

The productivity of work is not the responsibility of the worker but of the manager.

The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

Most of what we call management consists of making it difficult for people to get their work done.

Replace your pursuit of success with the pursuit of contribution.

The fruit of your work grows on other people's trees

The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'

Leadership is not rank, privileges, title or money. It is responsibility.

No business can do everything. Even if it has the money, it will never have enough good people. It has to set priorities. The worst thing to do is a little bit of everything. This makes sure that nothing is being accomplished. It is better to pick the wrong priority than none at all.

It's amazing how many things busy people are doing that never will be missed.

Don't try to innovate for the future. Innovate for the present!

If you want to improve how you manage time - stop doing what doesn't need to be done!

You can't manage knowledge.Knowledge is between two ears and only between two ears.

Do the right things instead of trying to do everything right.

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.

The real development I've seen of people in organizations, especially in big ones, comes from their being volunteers in a nonprofit organization - where you have responsibility, you see results, and you quickly learn what your values are. There is no better way to understand your strengths and discover where you belong than to volunteer in a nonprofit. That is probably the great opportunity for the social sector - and especially in its relationship to business.

No organization can depend on genius; the supply is always scarce and unreliable. It is the test of an organization to make ordinary people perform better than they seem capable of, to bring out whatever strength there is in its members, and to use each person's strength to help all the other members perform.

Communication always makes demands. It always demands that the recipient become somebody, do something, believe something. It always appeals to motivation.