Explore Quotes by Peter Drucker

In todays economy, the most important resource is no longer labor, capital or land; it is knowledge

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

Capital formation is shifting from the entrepreneur who invests in the future to the pension trustee who invests in the past.

Production is not the application of tools to materials, but logic to work.

It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.

Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change

Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.

The one to distrust is the person who never makes a mistake, never commits a blunder, never fails in what he tries to do. Either he is a phony, or he stays with the safe, the tried and the trivial.

Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.

The purpose of an organization is to enable ordinary humans beings to do extraordinary things.

An executive should be a realist; and no one is less realistic than the cynic.

Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.

Free enterprise cannot be justified as being good for business. It can be justified only as being good for society.

The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.

Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.

The need to manage oneself is creating a revolution in human affairs.

Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer.

Culture eats strategy for breakfast.

One either meets or one works.

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?'

Trees die from the top”. No one should ever become a strategist unless he or she is willing to have his or her character serve as a model for subordinates