A Quote by Pete Buttigieg

As a consultant at McKinsey, I learned the value of data and the ability to shape that information into an answer. — © Pete Buttigieg
As a consultant at McKinsey, I learned the value of data and the ability to shape that information into an answer.
There is so much information that our ability to focus on any piece of it is interrupted by other information, so that we bathe in information but hardly absorb or analyse it. Data are interrupted by other data before we've thought about the first round, and contemplating three streams of data at once may be a way to think about none of them.
Data isn't information. ... Information, unlike data, is useful. While there's a gulf between data and information, there's a wide ocean between information and knowledge. What turns the gears in our brains isn't information, but ideas, inventions, and inspiration. Knowledge-not information-implies understanding. And beyond knowledge lies what we should be seeking: wisdom.
I'm kind of fascinated by this idea that we can surround ourselves with information: we can just pile up data after data after data and arm ourselves with facts and yet still not be able to answer the questions that we have.
We are now at a point in time when the ability to receive, utilize, store, transform and transmit data - the lowest cognitive form - has expanded literally beyond comprehension. Understanding and wisdom are largely forgotten as we struggle under an avalanche of data and information.
My first college internship was at Sony Pictures Entertainment in Los Angeles. My second internship was at McKinsey & Company as a consultant - that turned into my first job after graduation.
The information highway is being sold to us as delivering information, but what it's really delivering is data... Unlike data, information has utility, timeliness, accuracy, a pedigree... Editors serve as barometers of quality, and most of an editor's time is spent saying no.
[Even the mechanism can be endowed with an image. Thus] the thermostat has an image of the outside world in the shape of information regarding its temperature. It has also a value system in the sense of the ideal temperature at which it is set. Its behavior is directed towards the receipt of information which will bring its image and its value systems together.
The combination of some data and an aching desire for an answer does not ensure that a reasonable answer can be extracted from a given body of data.
When I was still a bright-eyed McKinsey consultant, I remember hitting a point where I didn't know what to do next, and someone gave me the book, 'How Remarkable Women Lead,' and I read it and scribbled in it, and it felt like a guide in helping me figure out my career.
Go out and collect data and, instead of having the answer, just look at the data and see if the data tells you anything. When we're allowed to do this with companies, it's almost magical.
This is where the world is going: direct access from anywhere to any type of data, whether it's a small piece of data or a small answer but a long algorithm to create that answer. The user doesn't care about this.
The emergence of open Internet protocols for value exchange, today led by the global adoption of Bitcoin's blockchain, paves the way for value to move as freely as information and data move on the Internet today.
Earlier generations of machines decreased the complexity of tasks. In contrast, information technologies can increase the intellectual content of work at all levels. Work comes to depend on an ability to understand, respond to, manage, and create value from information.
The cloud is driven by statistics, and even in the worst individual cases of personal ignorance, dullness, idleness, or irrelevance, every person is constantly feeding data into the cloud these days. The value of such information could be treated as genuine, but it is not. Instead, the blindness of our standards of accounting to all that value is gradually breaking capitalism.
I think there's data, and then there's information that comes from data, and then there's knowledge that comes from information. And then, after knowledge, there is wisdom. I am interested in how to get from data to wisdom.
If a manager asks an academic consultant what to do and that consultant answers, then the consultant should be fired. No academic has the experience to know the context of a managerial problem well enough to give specific advice about a specific situation.
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