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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.

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
Information
Organizations
Knowledge
Capital
Force
Data
Easy
Driving
Place
Management
Organization
Taking
Worldwide
Technology
Confuse

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Any organisation develops people it either forms them or deforms them.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
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The need to manage oneself is creating a revolution in human affairs.
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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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The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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Decision making is the specific executive task.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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Success always obsoletes the very behavior that achieved it.
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Doing the right thing is more important than doing the thing right.
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