1. Wikipedia
  2. Drucker Institute
  3. The Economist


  1. Drucker Institute Archives
  2. My Life as a Knowledge Worker


  1. Drucker Institute
  2. Drucker Institute on Twitter
  3. LinkedIn
  4. SlideShare
  5. Harvard Business Review
  6. Forbes

Articles about Peter Drucker

  1. Don’t just manage, lead.
  2. The way to keep good people is to give them a chance at the moon.
  3. Before figuring out how it should be done, ask why it’s being done.
  4. If you are bored it’s your fault.
  5. Treat your employees as though they were volunteers.
  6. Abandon the past. (No, really, I mean bury it!)
  7. Be humble
  • Look for patterns. Analytics help reveal patterns, which in turn reveal what is happening below the surface of the organization.
  • Don’t settle for just a single insight. Businesses are complicated animals so it is rare for a single insight to explain everything about an organization. Look for several insights that shed light on the business as a system.
  • What gets measured gets done. Things don’t get implemented unless people and processes are measured and monitored.
  1. Sin #1: Seeking High Profit Margins and Premium Pricing
  2. Sin #2: Charging What the Market Will Bear
  3. Sin #3: Using Cost-Driven Pricing
  4. Sin #4: Focusing on Past Winners
  5. Sin #5: Giving Problems Priority over Opportunities
  1. The corporation is no longer the master of the employee because “the means of production is knowledge, which is owned by knowledge workers and is highly portable.”
  2. “A growing number of people who work for an organisation will not be full-time employees but part-timers, temporaries, consultants or contractors… or employees of, an outsourcing contractor.”
  3. It no longer makes sense to bring everything under one management, because (a) “the knowledge needed for any activity has become highly specialised. It is therefore increasingly expensive, and also increasingly difficult, to maintain.” (b) Transaction costs are drastically reduced, particularly the cost communications.
  4. “The customer now has the information…. the manufacturer will cease to be a seller and instead become a buyer for the customer.”
  5. “There are few unique technologies. Increasingly, the knowledge needed in a given industry comes out of some totally different technology.”


  1. There’s no such thing as knowledge management; there are only knowledgeable people. Information only becomes knowledge in the hands of someone who knows what to do with it.
  2. The purpose of information is not knowledge. It is being able to take the right action.
  3. Culture eats strategy for breakfast,
  4. If you want something new, you have to stop doing something old.
  5. Knowledge is information that changes something or somebody — either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action.
  6. The knowledge that we consider knowledge proves itself in action. What we now mean by knowledge is information in action, information focused on results.
  7. 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.
  8. Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.
  9. The most important thing in communication is hearing what isn’t said.
  10. Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
  11. Today knowledge has power. It controls access to opportunity and advancement.
  12. A manager is responsible for the application and performance of knowledge.
  13. 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.
  14. Management is doing things right; leadership is doing the right things.
  15. Making good decisions is a crucial skill at every level.
  16. The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This is what creates trust, what enables you to get the task done.







Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager

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Stan Garfield

Stan Garfield

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager

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