Peter Drucker Quotes

Human resources are like natural resources; they're often buried deep You have to go looking for them; they're not just lying around on the surface You have to create the circumstances where they show themselves.

Human resources are the most valuable assets the world has. They are all needed desperately.

Managers today have to do more with less, and get better results from limited resources, more than ever before.

Human resources are the most valuable assets the world has.

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

I have started or run several companies and spent time with dozens of entrepreneurs over the years. Virtually none of them, in my experience, made meaningful personnel or resource-allocation decisions based on incentives or policies.

I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.

I finished reading High Output Management by Andrew Grove, which had such valuable insights for leaders that I've been forcing managers at Duolingo to read the book.

The best buy by way of management is brains-at any price.

Management is a far more homely business than its would be scientists suggest, more closely allied to cookery than any other human activity. Like cooking, it rests on a degree of organisation and on adequate resources. But just as no two chefs run their kitchens the same way, so no two managements are the same.

We often wait for the resources before we make a move.

Any approach to strategy quickly encounters a conflict between corporate objectives and corporate capabilities. Attempting the impossible is not good strategy. It is just a waste of resources.

The only waste of human resources is letting them go unused.

Markets are the best way to allocate resources.

There's a new power of pull. Pulling resources from the network JUST when you need them.

The faculty of using my resources well diminishes when their number grows.

Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted.

What you do with your resources in this life is your autobiography.

The idea that you can take smart but inexperienced 25-year-olds who never managed anything and turn them into effective managers via two years of classroom training is ludicrous.

At the beginning, you should only hire when you have a desperate need to.

If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.

Talent is our No.1 operating priority and our most important asset.

A strategy that doesn't take into account resources is doomed to failure.

Management's job is to optimize the whole system.