Sublime
An inspiration engine for ideas
“Delegation” as the term is customarily used, is a misunderstanding—is indeed misdirection. But getting rid of anything that can be done by somebody else so that one does not have to delegate but can really get to one’s own work—that is a major improvement in effectiveness.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
10 Learnings from Peter Drucker’s “The Effective Executive” (as laid out by Jim Collins in the foreword):
1) Know thyself (ratio of "avg performer on your team : Your performance" stays constant)
2) Do what you're made for (what can you do uncommonly well, plan your career on that, eradicate weakness but only within the domain of your strength, don’t
... See moreKnowledge work is not defined by quantity. Neither is knowledge work defined by its costs. Knowledge work is defined by its results.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
- The next question is: “Which of the activities on my time log could be done by somebody else just as well, if not better?”
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
And the executive time scarcity is bound to become worse rather than better.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
The solution lies in following a principle that management consultant Peter Drucker spoke about decades ago: ‘the purpose of business is to create and keep a customer’. Drucker goes as far as to say that the customer is the ‘starting point’ of a business’s purpose.
Bernadette Jiwa • Meaningful: The Story of Ideas That Fly
This essential marriage of marketing and innovation was superbly articulated by management’s prolific guru a tutti guru, Peter Drucker. “Marketing and innovation produce results,” he observed. “All the rest are costs.”
Michael Schrage • Who Do You Want Your Customers to Become?
As he told Financial World magazine in 1978, “I don’t reserve any day-to-day responsibilities for myself, so I don’t get into any particular rut. I do not define my job in any rigid terms but in terms of having the freedom to do whatever seems to be in the best interests of the company at any time.”