The Best Lessons I Learned from Peter Drucker



“There is nothing so useless as doing efficiently that which should not be done at all.” — Peter Drucker

Peter Drucker was a leader in management philosophy and effectiveness.

As a writer, management consultant, and social ecologist, he played an influential role in shaping key concepts around business, innovation, decision making, leadership, productivity, time management, and personal effectiveness.

He first coined the term “knowledge worker” back in 1959, and helped pioneer knowledge work productivity.

Peter Drucker Challenged the Status Quo

I originally stumbled across Drucker while I was studying effective decision making techniques and I found that he was a wealth of insight in many other areas.

Drucker had a crisp way of making his points and he challenged the status quo.

I think what I liked most about Drucker was his ability to articulate things that you know to be true.  While I never got to meet Drucker, I get to study his legacy in the form of several books and great quotes.

This post is a walkthrough of the lessons I’ve learned as well as my favorite Drucker quotes.

10 Best Lessons from Peter Drucker

These are my top 10 best lessons from Peter Drucker:

1. There are 3 Answers for the Second Half of Life.

According to Drucker, there are 3 answers for the second half of life:

  1. start a second career
  2. develop a parallel career
  3. become a “social entrepreneur”

See 3 Answers for the Second Half of Life.

2.  There are 3 Kinds of Innovation.

According to Drucker, there are 3 kinds of innovation:

  1. process
  2. product
  3. market.

See Innovation Objectives.

3. Set Boundary Conditions for Effective Decisions.

Think of success in terms of a range or continuum of possibilities.

Know the boundary conditions for your important decisions.

Know what good looks like.  Know the minimum the decision needs to satisfy.

Don’t depend on everything going as planned.  Know when you need to abandon a decision.

If the decision is a failure from the start, don’t go down that path.

See Boundary Conditions for Effective Decisions.

4. Consolidate Your Discretionary Time.

Figure out how much discretionary time you have.

Consolidate your operating work for Mondays and Fridays.

Use your power hours on Tuesdays, Wednesdays, and Thursdays for your high priority work.

Work from home one day a week.

See Consolidate Your Discretionary Time.

5. First Know What’s Right.

First know what’s right for effective decision making.

To make the right compromise, first know what right is.

Don’t worry whether it’s liked, worry whether it’s right.

After you know what’s right, then you can compromise.

See First Know What’s Right for Effective Decision Making.

6. Know the Answer To, “How Much profit Do You Really Need to Make?”

Know the minimum profitability you need to survive.

Know the minimum might be higher than you expected.

Plan for minimum profitability over profit maximization.

See How Much Profitability Do You Need?.

7. Know Thy Time.

Time is the scarcest resource.  You can’t make more time.

You have what you got.  Make the most of it.  Log and analyze your time.

Consider keeping lits of deadlines for urgent and unpleasant tasks.  Effective people make it a habit to work at improving their time management.

See Know Thy Time.

8. Seek Opinions Not Just Facts for Better Decision Making.

Know that decisions are judgments.  Start with opinions over facts.

Know the criteria of what’s relevant.

Test your opinions against reality.

See  Opinions Over Facts for Effective Decision Making.

9. Identity the Relevant Decision Making Criteria.

Know what to measure.  Whatever you measure isn’t the answer.

It’s about judgment.

Finding the right measurements is risk-taking judgment.

Insist on having alternatives to choose from.

See What is the Relevant Decision Making Criteria.

10. What Our Business is, Will Be, and Should Be.

Don’t spend your energy defending yesterday.

Instead, spend your energy exploiting today and the future.

See What Our Business Is, Will Be, and Should Be.

18 More Great Lessons from Peter Drucker

In addition to my top 10 lessons, I’ve learned several other key lessons from Drucker.

I regularly draw from Drucker for advice when it comes to thinking about time management or how to make better decisions or how to think about business impact.

I think Drucker also helped pave the way for thinking about employee engagement and employee empowerment.


Photo by laffy4k.

Here are some more of my lessons from Peter Drucker.

1. The 4 Major Time-Wasters Caused by Management Deficiency.

There are 4 main signs of management deficiency:

  1. lack of system foresight
  2. overstaffing
  3. malorganization
  4. malfunction in information

See 4 Major Time-Wasters Caused by Management Deficiency.

2. The 4 Types of Problems.

Know the four types of problems:

  1. truly generic,
  2. truly unique,
  3. generic, but unique for the situation
  4. new generic problem.

See 4 Types of Problems.

3. The 5 Bad Entrepreneurial Habits.

The 5 bad entrepreneurial habits are:

  1. Not invented here
  2. Creaming
  3. Quality
  4. Premium price
  5. Maximize rather than optimize.

See 5 Bad Entrepreneurial Habits.

4. Decentralization and Simplification.

Companies work best when they are decentralized.

5. Develop Disagreement Rather than Consensus.

Don’t make a decision unless there’s disagreement.

Disagreement provides alternatives, stimulates the imagination, and helps you break out of preconceived notions.

Understand the alternatives.  Know why people disagree.  Know both sides of the issues.

See Develop Disagreement Rather Than Consensus.

6. Focus on Personal Effectiveness Over Universal Expert.

You can’t be an expert in all things.

You can round out your knowledge and get the basics, while still specializing in a few areas.

See Effectiveness Over Universal Expert.

7. Employees are Assets.

Employees are assets not liabilities.

8. Focus on the Customer.

The primary function of a business is to serve the customer and the primary goal of your business is to create customers.

9. Choose Half a Loaf Over Half a Baby.

Half a loaf is better than no bread.

Half a baby is worse than none.

See Half a Loaf Over Half a Baby.

10. Establish Innovation Objectives for Impact and Influence.

Innovation is how you grow your business.

The key challenge with innovation objectives is measuring relative impact and importance.

See Innovation Objectives.

11. Know Where Your Time Goes.

To manage your time, you need to know where it goes.

The only way to know where you spend your time is to log it.

Your memory tells you that you spend time where you think you should spend your time, but it’s wrong.

See Know Where Your Time Goes.

12. Manage by Objectives.

Set the goals and get out of the way.

Help unblock people, enable and empower people to reach the goals.

Avoid the HOW trap.

13. Non-profits Provide Fulfillment.

When you can’t find fulfillment at work, you might find it by volunteering for a non-profit.

14. Plan Your Abandonment.

Plan an ending.  Determine how long the commitment will be for, and create some boundaries around it.

If you won’t have enough time to finish it, don’t take it on.

Build in a review mechanism so you can determine whether to continue or change course or stop.

When you stop something, you make room for something else.

15. Set Productivity Objectives.

Results are the best way to compare effectiveness.

Quality of management is a key differentiator.

Focus on continuous productivity improvement.

See Productivity Objectives.

16. Set Resource Objectives.

Your business needs to attract land, labor and capital.

Your jobs have to satisfy the business and the people in the market.

The first sign of decline is loss of attraction to qualified, ambitious people.

Design jobs to attract and retain the kind of people you want.

See Resource Objectives.

17. Think in Terms of Service to Others.

Business should contribute to society and to the greater good.

18. Set Social Responsibility Objectives.

Bake social objectives into your strategy.

Society and the economy need to believe that your business serves a necessary, useful and productive job.

Think through your social and economic impact and responsibilities.

See Social Responsibilities Objectives.

Peter Drucker Quotes

It’s not just what he said, but how he said it.  Drucker had a way of nailing key concepts with precision.

His one-liners pack a lot of wisdom and insight into a bite-sized nugget, that’s easy to share.

Here are some of my favorite quotes:

“Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

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

“Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

“Efficiency is doing things right; effectiveness is doing the right things.

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

“Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.

“Knowledge has to be improved, challenged, and increased constantly, or it vanishes.

“Making good decisions is a crucial skill at every level.

“Management by objective works – if you know the objectives. Ninety percent of the time you don’t.

“Management is doing things right; leadership is doing the right things.

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

“My greatest strength as a consultant is to be ignorant and ask a few questions. “

“No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.

“People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year. “

“Plans are only good intentions unless they immediately degenerate into hard work.

“Rank does not confer privilege or give power. It imposes responsibility.

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

“The best way to predict the future is to create it. “

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

“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. “

“The most important thing in communication is hearing what isn’t said.

“The only thing we know about the future is that it will be different.

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

“The purpose of a business is to create a customer.

“There is nothing so useless as doing efficiently that which should not be done at all.

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

“Today knowledge has power. It controls access to opportunity and advancement. “

“Unless commitment is made, there are only promises and hopes… but no plans.

“We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.

As you can see, Drucker paved a path for effectiveness and you can apply his insights and perspectives to work and life.

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  1. J.D.
    This one left me with my jaw dropped down to the floor.
    What bothers me the most is that it has too much good stuff i can handle.
    Some religion folks read prayers in the morning – may be it is the way i need to take to make this treasure adopted iteratively into the life and work practice.

  2. You are lucky to have come upon a person of deep intellect. And you are blesses with the opportunity of learning. 🙂

  3. Well, this very well fill a week of reading time as I pursue your links. I hadn’t realized you had so comprehensively investigated Drucker throughout your blog. I’m a fan of his thinking for a number of reasons, but my favorite is the whole planned abandonment/kill it quick thought line. From your list here the point that hits right now is the ‘develop disagreement vs consensus’ and is the path I’ll head down now. Fabulous J.D.!

  4. Don’t depend on everything going as planned. Good one!

    The best way to predict the future is to create it! Great one!

    And log your time, great advice for those of us who spend so much time on these “moronic” machines 🙂

  5. Hi JD,

    I like people who challenge the status quo so it was cool to read this post. Three statements stuck our for me.

    Two of them Jannie mentioned so that leaves the one about how employees are assets not liabilities. So often people treat their employees like crap or machines which only leads to a very unpleasant work environment.

    Work does not have to feel like work and that often is created by those who are in charge.

  6. I love the idea of a knowledge worker. Doesn’t that sound like a wonderful job title? Peter Drucker had a lot of common sense advice. My personal favorite: “The best way to predict the future is to create it.”

  7. Whenever I read ‘Peter Drucker’, it reminds me of the 4P’s of marketing – product, place, price & promotion. Must have read this over & over through out my college life. 🙂

    Information in this article is huge and amazing. I think I might need entire week (or more) to go through each an every link and digest everything.

    Consider compiling all these articles and create an e-book to share.

  8. @ Alik

    Thank you. Drucker is a powerful source of knowledge. It was an interesting exercise to boil down my key learnings.

    @ Positively Present

    Thank you.

    @ Walter

    The beauty of Drucker’s legacy is he built a knowledge base of books and quotes.

    @ Fred

    Thank you. Drucker really is in a league of his own. He’s definitely among the vital few that I’ve learned the most from.

    @ Jannie

    Before I studied Drucker, I thought he was just a management philosopher. I was surprised by how deeply he nailed things from decision making to time management. Logging your time is simple, but incredibly effective.

    @ Nadia

    Well put. The right leadership can make all the difference whether it’s surviving or thriving.

    @ Melissa

    I think that’s what I like most about Drucker’s insight, it’s so practical and it resonates right off the bat.

    @ Avani

    It was tough trying to boil down my lessons from Drucker to a page, but it gave me a bird’s-eye view of how his insights shaped my thinking.

  9. Hi JD,

    This is awesome distilled compilation of real insightful lessons. To be honest its a little overwhelming to read so much great stuff at one place in one post :).

    Thanks for sharing this awesome information.


  10. Dear Meier,
    This is a splendid blog post article devoted to Peter Drucker.I haven’t seen a better coverage of this remarkable man, although everything you post is of highest quality and extremely useful. Speaking about P.Drucker there remains however a certain doubt about his greatness as a management Guru. He arrived from Austria and had a fairly good philosophical background. That is where he coined up his future approach
    that gave such remarkable results in the U.S., like perceiving philosophy as a conscious misuse of terminology, specially designed for this purpose.From his rather meaty books that one starts to read on continuously ,a strange feeling of vagueness is being felt ans reflected,that can be associated with some sort of constant chewing
    without,being able to swallow all that vagueness.
    During his entire lifetime Drucker in the U.S.,
    never worked in some prestigious university or institution,where the
    real work and research was performed on the issues, that he loved to talk about in generalities and aphorisms such as “The most important thing in communications is hearing what isn’t. said; or- I wake up and open the window to foresee the future that is yet to arrive.”(Understand that he is always the first?).
    He spend his time in small insignificant universities, carried around an aura of “Sage” and charged 5,000$ dollars per dinner(1981,facts that I quote)to spend with him and get a piece of the greatest possible advice-usually something trivial and simple). The rationale
    behind the curtains was that if “The Duck” paid 5,000$,bucks he will
    do anything to apply it if was not just a courtesy dinner. I was not
    lucky enough to see any methodology, method,methodical creation of some kind to be born by his pen, just general guidelines, something
    in which J.D.Meier in his blog proves that he is capable of further development of the”Old Boys” ideas.

  11. Wow! Now that I read all the jewels that J.D.Meier was able to put together in honor of P.Drucker, I really think that J.D. Meier has become bigger than his educational project! Maybe, he subconsciously
    has followed a famous African proverb,that says:”The only way to eat an ‘Elephant’ standing in your path is to cut him into little pieces.”
    Congratulations! I have never seen such diligent work performed before.
    Expecting feverishly new posts + one suggestion: Try if possible to
    include my Mentor- Russell L. Ackoff in your list of celebrities.

  12. Talking about depth,we may well permute the list or include Lao Tzu, as someone to enlighten our human path,where managing to stay in the
    golden middle is a feat above everything.


    ALAS! the barrenness of the age has not yet reached its limit. All men are radiant with happiness, as if enjoying a great feast, as if mounted on a tower in spring. I alone am still, and give as yet no sign of joy. I am like an infant which has not yet smiled, forlorn as one who has nowhere to lay his head. Other men have plenty, while I alone seem to have lost all. I am a man foolish in heart, dull and confused. Other men are full of light; I alone seem to be in darkness. Other men are alert; I alone am listless. I am unsettled as the ocean, drifting as though I had no stopping-place. All men have their usefulness; I alone am stupid and clownish. Lonely though I am and unlike other men, yet I revere the Foster-Mother, Tao.
    My words are very easy to understand, very easy to put into practice; yet the world can neither understand nor practice them.
    My words have a clue, my actions have an underlying principle. It is because men do not know the clue that they understand me not.
    Those who know me are but few, and on that account my honor is the greater.
    Thus the Sage wears coarse garments, but carries a jewel in his bosom.

    THE END.”

  13. @ Prashant

    Thank you. Mission accomplished 🙂

    @ Dr. Michael

    Thank you. I’ll check out Russell Ackoff. He sounds interesting. At first blush, I think I’ll like to learn more on his approach to synthesizing knowledge across disciplines.

    @ Jannie

    Ha, I’m actually pretty shallow, I just like to wade in the deep end of the pool now and zen.

  14. J.D.
    Russell Ackoff, is maybe the most important systems and design thinking
    giant of his time. He is comparable only with West Churchman and
    Herbert Simon,both late.Synthesizing knowledge across disciplines is
    something he loves to play around with.Prof.John Pourdehnad is the person to contact with as a guide to Ackoff, on the link bellow:

    I and John are developing the so called Trans-Disciplinary Design,
    Approach as well as dealing with Interactive Complexity and Non-Linear,Asymmetrical Thinking, involving Creativity.
    If you get on terms with that stuff,you are ready to go over the rainbow and ask-“Who says the sky is the limit? We just start from here.”
    You blog is something remarkably enjoyable. Yesterday I noticed that
    some heroes from the Harvard Business Review, had P. Drucker already erased from their social memory!

    Kind regards,


  15. J.D.,
    Love this quote by Drucker: “The most important thing in communication is hearing what isn’t said.” — so true!

    And I really have so much respect for this man and what he stood for – he really just seemed so focused on what was “right and good”…

  16. It has taken me two days to read this post and that is without linking – I like the man’s quotes very much and totally agree that disagreement can open the door to the greatest innovation and creativity – at least in my world.

    Mr. Drucker, to the best of my knowledge, has not come to me before meeting him on your blog. I not very entrepreneurial in my personality – I think how could I rephrase this to encompass just getting along in the day to day world.

    Sage is a great spice, but I am not so sure that there is not too much wind blowing for me to grasp enough to spice things up. I would not be challenged to read a book he wrote, but I will come back here to read you wisdom and perspective on what he wrote.

    This has a great deal of “giant” value to you.

  17. @ Dr. Michael

    I’m a fan of systems thinking, so it sounds right up my alley.

    @ Lance

    The ability to read between the lines, or see the writing on the wall, or figure out the subtext is crucial.

    @ Patricia

    One way to innovate in your day to day is to optimize your routines. Each week I focus on one of my bottlenecks and test a new approach.

  18. J.D.
    Thanks for your deep understanding of the objective necessity to delve
    into systems thinking, right up your alley. I dare to think that these
    extremely nice and highly intelligent and cooperative people that are your fans, including me in the pile, will highly benefit from a systematic overview of systems and design thinking.
    If you manage to handle the tough issues with the elegance and simplicity you demonstrated in explaining P.Drucker, as to be understood
    by the ordinary layman this itself will be a tremendous achievement.
    As for P.Drucker, in days of a ongoing financial crises,it is wise to
    reflect on:”What Drucker Would Have Said? -I simply told you so.”P.D.,
    believed strongly that every business must contribute to the general health of society.This means doing “good works” where appropriate. But
    above all, it means ensuring that the business itself is well managed and build to last.
    “The institution’s performance of its specific mission is …society’s
    need and interest,” Drucker wrote in his 1973 book Management:Tasks, responsibilities, Practices.”A bankrupt business is not a desirable employer and is unlikely to be a good neighbor in a community.Nor will
    it create the capital for tomorrow’s jobs and the opportunities for tomorrow’s workers.” So it turns out that Peter has to be read and reread to truly understand what he has to say.Luck doesn’t last! “No
    matter how clever the gambler,” Drucker asserted, “the laws of probability guarantee that he will loose all that he has gained, and then a good deal more.” He wrote these words in the 1990s, as a different group of once illustrious institutions -Barings,Bankers,
    Trust, Yamaichi Securities – were felled by their recklessness….

  19. @ Dr. Michael

    Great insights, and thank you for the compliments.

    > What Drucker Would Have Said?
    I like that.

    I think Drucker’s most relevant advice for the financial times ahead are his cutting questions:
    – what our business is, will be, and should be?
    – how much profit do we need to make?
    – what’s the value to society? (now, more global)

    The value question is interesting:
    1. We shift to value-delivered over time-spent (industrial age -> knowledge age)
    2. We reduce the gap between intrinsic value and market value.

    Cycles of change are shorter, small is the new big (narrow niches), and the markets divide and specialize over time. In a freemium age we shift from the “productize to commoditize” to “commoditize to productize” with trusted networks around the world. Value, differentiation, and excecution excellence will be the hallmarks of success.

    I think the secret of “built to last” is shifting to “built to change” 🙂

  20. J.D.
    Thanks for your timely response.
    On Drucker and the still ongoing on financial crises, I still think
    that in this context,we haven’t clarified what is really going on out there in terms of true remedy.The simple truth is that no one seems to know what is really going on. A Black Swam appeared in Wall Street and
    suddenly we ran out of reasonable and mostly reliable answers.It is obvious that in the haste we disregarded the kinds of fundamental lessons that Drucker taught about risk,reach and responsibility. Some
    prefer to complicate things.Indeed, there was a temptation,in certain quarters, to fuzzy up what indeed happened -to mask the basic management failures that are at the root of this still roaming disaster by pointing to the intricacies of credit – default swaps,”naked shorts,”
    and other arcana. Putting the crab away,all leads in the end,to the biggest still missing thing even at this very moment on Wall Street and in much of corporate America: an ethic of responsibility.
    To revise the basics, by analyzing the cutting fundamental questions and speculate about their relative value,
    when we don’t understand the phenomena that causes all that is in fact happening seems a bit naive.
    “You will never learn by doing something right ’cause’ you know how
    to do it. You only learn from making mistakes and correcting them.” –
    Russell Ackoff.
    I principally agree with J.P. that we have to go through transformational change (industrial age -> knowledge age)and end up
    trying to exploit the secret of “build to last” by shifting to
    “build to change”, but this forgive me is only a theory without any
    serious verification.
    The most probable answer to me is that by scanning the external and internal environments of our available systems is to ascertain the characteristics of a possible and feasible design attitude. Without going into unnecessary details, we can conclude that by carefully exploring the different available themes and putting them intelligently together, we may be lucky enough to describe an unified attitude oriented towards acting to create a future that is somehow better.This should be done through exploration, often setting aside authority and past experience.”The spirit of challenge and exploration is what designers should bring to their workplace, concludes Russell Ackoff.” Who wouldn’t be part of that?

  21. @ Jannie

    I tried out, but I didn’t make the cut 🙂

    @ Dr. Michael

    I’ll have a lot to say on the economy at some point, but meanwhile, I recommend these few choice books:
    – The Competitive Advantage of Nations – by Michael Porter
    – The Great Depression Ahead – by Harry S. Dent

    They’re helping me build a model for how to analyze.

    @ BunnygotBlog

    Thank you. I love how some quotes say exactly the right thing, just the right way.

  22. J.D.,
    I would like to thank all the brilliant people participating in this terrific blog and extend my excuses if I have contributed to make it even more overwhelming. But we are pursuing truth and concrete results,
    “as to make philosophy bake bread” after all. I am very well acquainted with M.Porter and incorporated him in my recent analysis,where he sounded relevant.In practical strategy he has surpassed even P.Drucker,
    so Meier is completely right to keep on squeezing him for new ideas which fortunately Mike is capable of generating. As for Harry S. Dent’s
    “The Great Depression Ahead”,let us give him the benefit of the doubt
    and see what will show up.One thing is clear. J.D., is completely right to try to design a model in order to analyze and increase our situation awareness.-“Imagination is more important than knowledge.”,”No problem can be solved from the level of consciousness that created it.” ,”If the
    facts don’t fit the theory,change the facts.”-Einstein.

  23. Peter Drucker was a genius. I don’t throw that around lightly. My favorite quote of his was:

    “People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”

    We may as well put ourselves out there and create work that changes people’s lives because if we don’t we are making an even bigger mistake. We are all such amazing creatures. We just need to let our inner passion out for everyone to enjoy.

  24. @ Karl

    I especially like his ability to distill the essence with precision.

    That quote really puts things in perspective. What I’ve seen in practice is people that don’t take risks, miss opportunities. Life’s not static.

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    […] program manager for Microsoft’s Patterns & Practices team, and author of the “Sources of Insight” blog, asked me what the most important lessons I’d learned from the high-profile […]

  26. I always appreciate his quote because these are really applicable in the business environment.Again i want to say thanks to you.

  27. @ paban

    Thanks for stopping by. Drucker is legendary and I find each time I read his work, I gain new appreciation for his ability to share insight.

  28. Wow, you have read so many books!

    I like Drucker too, but I started reading his for only several days. When I am searching for “decision making stratigy”, I came to your blog and discover you are very excellent and admirable.

    Can you share more blogs that you appreciated, as well as books. Thank you! 😀

  29. @ Jim

    Thank you.

    I haven’t put any great list of blogs together, but I will at some point. For now, one blog I like is Dr. K at It’s focused on interpersonal skills.

    As far as books, I have book recommendations on my sidebar under Resources. One book that might surprise you is, Overachievement. It’s counter-intuitive and is full of great techniques and stories for improving effectiveness.

  30. Thank you!

    I have read your book recommendation list carefully. Those are exactly what I want.
    So far as I know we both have lots of commons.

  31. I felt a sense of urgency about Peter Druckers works, and that this very much belonged with bits of my studies (undertaken in 1983). The only problem I have with this is getting it to stick with others as I’m trying to open up my own business

  32. […] best way to predict the future is to create it”- long time ago the father of Management Peter F. Drucker had envisioned this truth about “future”- which I realized while crisscrossing the oikos […]

  33. […] best way to predict the future is to create it”- long time ago the father of Management Peter F. Drucker had envisioned this truth about “future”- which I realized while crisscrossing the oikos […]

  34. […] provide a good view on Mr Drucker’s management theory, likewise BusinessWeek.  A few classic comments from Mr […]

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