Quote

The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.

Peter Drucker

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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Anything
Data
Better
Leads
Impoverishes
Much
Truly
Blackout
Beyond
Blackouts
Needed
Overload
Information
Enrich
Business
Fewer
Doe
Investing

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The purpose of information is not knowledge. It is being able to take the right action.
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Knowledge applied is productivity.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the bourgeois under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
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The world economy is not yet a community--not even an economic community...Yet the existence of the global shopping center is a fact that cannot be undone. The vision of an economy for all will not be forgotten again.
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Salvation by society failed the most where it promised the most, in the communist countries. But it also failed in the West. Practically no government program enacted since the 1950s in the Western world - or in the communist countries - has been successful.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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You cannot build performance on weaknesses. You can build only on strengths.
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No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
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We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
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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.
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An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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The need to manage oneself is creating a revolution in human affairs.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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The society of organizations is new-only seventy years ago employees were a small minority in every society.
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