Nothing is less productive than to make more efficient what should not be done at all.

You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.

More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.

In the knowledge economy everyone is a volunteer, but we have trained our managers to manage conscripts.

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.

What can I contribute that will significantly affect the performance and the results of the institution I serve?

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.