Peter Drucker Quotes

Intelligence is only as good as it has an effect on policy

Knowing and knowing what to do about it were two different things.

The more information that's out there, the greater the returns to just being willing to sit down and apply yourself. Information isn't what's scarce; it's the willingness to do something with it.

Knowledge is not for knowing: knowledge is for cutting.

The Pentagon suffers from too much Intelligence. They can't use what they get because there is too much collected. It would almost be better if they didn't have it because it's difficult to find out what's important.

Today, because knowledge is available on every Internet-connected device, what you know matters far less than what you can do with what you know. The capacity to innovate — the ability to solve problems creatively or bring new possibilities to life — and skills like critical thinking, communication and collaboration are far more important than academic knowledge.

Today knowledge is free. It's like air, it's like water... There's no competitive advantage to knowing more than the person next to you. The world doesn't care what you know. What the world cares about is what you can do with what you know.

Ideas are everywhere, but knowledge is rare.

Information cannot serve as an effective substitute for thinking.

Information without execution is poverty.

Don't be the ammunition wagon, be the rifle... knowledge exists primarily for use.

The essence of management is to make knowledge productive.

Knowledge is power, especially when it is hitched to a workhorse.

Knowledge is being applied to knowledge itself. It is now fast becoming the one factor in production, sidelining both capital and labour.

Only if the third necessary thing could be given us. Number one, as I said: quality of information. Number two: leisure to digest it. And number three: the right to carry out actions based on what we learn from the interaction of the first two.

It's always easier to learn something than to use what you've learned. . . . You're alone when you're learning. But you always use it on other people. It's different when there are other people involved.

Books are cool, but knowledge without mileage doesn't mean anything to me.

Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative and creation, there is one elementary truth the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in ones favor all manner of unforeseen incidents, meetings and material assistance which no man could have dreamed would have come his way.

Be careful what you swallow. Chew!

The issue of managing through a crisis is you have to be decisive even if you don't have perfect information.

About the only question that we would say and this is a big one in our lives that we would say you don't just use pure reason to decide the answer to is anything that affects your happiness, because then gut and reason answer very different questions. So gut tells you "How do I feel about this right now?"

Power is the faculty or capacity to act, the strength and potency to accomplish something. It is the vital energy to make choices and decisions. It also includes the capacity to overcome deeply embedded habits and to cultivate higher, more effective ones.

Human beings know a lot of things, some of which are true, and apply them. When we like the results, we call it wisdom.

The approach and strategies are very similar in that you gather all the information you can and then keep adding to that base of information as things develop. You do whatever the probabilities indicated based on the knowledge that you have at that time, but you are always willing to modify your behaviour or your approach as you get new information. In bridge, you behave in a way that gets the best from your partner. And in business, you behave in the way that gets the best from your managers and your employees.

You're going to get a lot of advice coming from many different quarters to do things that don't feel right to you, that don't reflect who you are and what your values are. So you have to be grounded in who you are and what you believe.