Quotes from Peter Drucker

Above all, innovation is not invention. It is a term of economics rather than of technology.

The key to greatness is to look for people's potential and spend time developing it.

The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.

Every time you do something that is important, write down what you expect will happen.

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

Elephants have a hard time adapting. Cockroaches outlive everything.

Far too much reorganization goes on all the time. Organizitis is like a spastic colon.

The person who will make the greatest contribution to a company is the mature person-and you cannot have maturity if you have no life or interest outside the job.

So much of what we call management consists in making it difficult for people to work.

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

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

Time is the scarcest resource.

Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

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.

Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.

When a subject becomes totally obsolete we make it a required course.

"Plastic moments" are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.

The real achiever do one thing at a time.

If a manager spends more than 10 percent of his time on "human relations" the group is probably too large.

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.

To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.

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