The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Peter DruckerRead
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.
Interpretation
Knowledge is becoming more important than capital in organizations, but it’s crucial to distinguish between data and true knowledge.
In this quote, Peter Drucker emphasizes the shifting paradigm in modern organizations where knowledge is considered a more critical driver of success than capital. He warns against the common mistake of equating mere data with genuine knowledge, as well as conflating information technology with true information, suggesting that understanding these distinctions is essential for effective decision-making and organizational excellence.
In practice
During a business presentation to emphasize the importance of understanding knowledge versus data.
The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
No idea for a new growth business ever comes fully shaped. When it emerges, it's half-baked, and it then goes through a process of becoming fully shaped.
Eventually, all companies are replaced.
Market leaders inevitably slip into decline when they tell the people what they want instead of giving the people what they want.
Access to talented and creative people is to modern business what access to coal and iron ore was to steel-making.
Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.
Marketing is the way your people answer the phone, the typesetting on your bills and your return policy.
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