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Managing knowledge work and the knowledge worker will require exceptional imagination, exceptional courage, and leadership of a high order.

Knowledge workers, except at the very lowest levels, are not productive under the spur of fear; only self-motivation and self-direction make them productive. They have to be achieving in order to produce at all.

…we cannot truly define, let alone measure, productivity for most knowledge work.

The most valuable asset of a twenty-first-century institution, whether business or nonbusiness, is its knowledge workers and their productivity.

The realization that skill and knowledge are in the working rather than in the work is the key to making work productive.

The first requirement in tackling knowledge work is to find out what the task is so as to make it possible to concentrate knowledge workers on the task and to eliminate everything else…

To be productive, knowledge workers must be considered a capital asset. Costs need to be controlled and reduced. Assets need to be made to grow….

…knowledge workers own the means of production. It is the knowledge between their ears. And it is totally portable and an enormous capital asset.

Knowledge-worker productivity is the biggest of the management challenges of the twenty-first century.

…increasingly the ability of organizations – and not only of businesses – to survive will come to depend on their comparative advantage in making the knowledge worker productive.