Success in the knowledge economy comes to those who know themselves — their strengths, their values, and how they best perform.
Context
In this widely read HBR essay Drucker argued that knowledge workers, unlike manual workers, cannot be managed by a supervisor who decides how and when they work. Instead, they must manage themselves: understanding their unique strengths through feedback analysis, identifying how they best learn and work, and aligning their roles to those realities. The article was originally published in 1999 and later reprinted as a Best of HBR classic.