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The purpose of information is not knowledge. It is being able to take the right action.
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
Knowledge
Purpose
Action
Able
Take
Right
Information
More quotes by Peter Drucker
The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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The only industries that function well are the industries that take responsibility for training. The Japanese, you know, assume that when you first come to work you know absolutely nothing. School isn't preparation for work and never was.
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The greatest change in corporate culture - and the way business is being conducted - may be the accelerated growth of relationships based... on partnership.
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The purpose of a business is to create a customer.
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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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Vision without execution is delusion. The joy is in the results
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The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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Decision making is the specific executive task.
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What can I contribute that will significantly affect the performance and the results of the institution I serve?
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We always remember best the irrelevant.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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Nothing is less productive than to make more efficient what should not be done at all.
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Any organisation develops people it either forms them or deforms them.
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Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.
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The productivity of work is not the responsibility of the worker but of the manager.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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