Great ideas:

The Five Most 	 	 	 	 	 	 	 	 	
Important Questions
You Will Ever Ask About Your Organization



by Peter Dr...
Peter Drucker is
generally regarded as
     the godfather of
modern management
Peter Drucker is
generally regarded as
     the godfather of
modern management


     “Drucker’s primary
contribution is n...
As with the very best
 of Peter Drucker’s
writing, this book is at
  once very simple
As with the very best
 of Peter Drucker’s
writing, this book is at
  once very simple


     ... and very
        profound
What is our mission?
    Who is our customer?
What does the customer value?
    What are our results?
      What is our pl...
Peter Drucker in 60 seconds flat
Peter Drucker in 60 seconds flat

                   Yikes!
Peter Drucker in 60 seconds flat

                   Yikes!




                         He was born in Vienna in
         ...
In 1942 he wrote The Concept
 of the Corporation about GM
In 1971 he moved to
 California and helped
   establish the first
Executive MBA program
Strategy
was his specialty
Strategy
                    was his specialty
with a focus on the role -- and responsibility -- of senior management
Drucker published 31 books, which have been translated into
                 more than 20 languages
Peter Drucker died
in 2005 at the age of
 95, having observed
     and advised
  organizations for
   nearly 75 years
Peter Drucker was and is a

       giant
People are the organization’s most valuable
                 resource
 Management’s job is to prepare and free
         pe...
“self assessment”
Why
self-assessment?
Organizations do not fail to achieve their objectives for
         lack of effort; they work really hard



              ...
They lack focus
and tool
competence
to “succeed in a turbulent and exacting
environment, organizations must focus
    on mission, demonstrate
accountability a...
“You cannot arrive at the right definition of results
   without significant input from your
                 customers.”

...
“You cannot arrive at the right definition of results
   without significant input from your
                 customers.”

...
Question 1




What is our Mission?
“A fundamental responsibility of leadership is to make sure
  everybody knows the mission, understands it, lives it.”
rt &
 ho rp
S a
 Sh
rt &
                  ho rp
                 S a
                  Sh
It’s why you
do what you do
rt &
                  ho rp
                 S a
                  Sh
It’s why you
do what you do


                     ...
Opportunities   Competence




          Commitment




“An exacting match”
“The dynamic interplay between

continuity &
  change”
So what changes?
So what changes?




   Strategies, tactics,
 processes, structures,
       methods
Very
importantly
Very
importantly




  Mission also guides you in what   not to do
Question 2




Who is our Customer?
Whoever must be satisfied
   for the organization to achieve results
Customers are never   static
Customers are never   static


    They will become more   diverse
Customers are never     static


     They will become more      diverse


Their needs, wants and aspirations will   evolve
Being clear about who the customer is provides the
       jumping off point for the remaining questions
Customers are often one step ahead of you
“The purpose of a company is to create a customer.”
The best companies don’t create customers.
The best companies don’t create customers.




                     They create fans.
Old thinking about customers:
They hear about us and, hopefully,
choose our products




                            New t...
Our business is not to
   casually please
  everyone, but to
deeply please
  our target
 customers
the quality of the customer
        experience
the quality of the customer
        experience




                               Success depends on your
                ...
Question 3




What does the customer Value?
“This question is so complicated
                      and important
that it can only be answered by customers themselves.”
Rule #1 though
Rule #1 though

There are no irrational
      customers
Rule #1 though

There are no irrational
      customers
At least in terms of their own reality and situation
Leaders tend to answer
  this for themselves
Leaders tend to answer
      this for themselves




Which is often more about the value they
             want to deliver
So what is it that customers value?
For one thing:
An organization that seeks their feedback, is capable of
   solving their problems and meeting their needs
...
This may be the most important question




                ?
This may be the most important question




                ?
   And the one least often asked
Question 4




What are our Results?
rivate se ctor it’s
In the p
      y straight forward
prett
rivate se ctor it’s
In the p
      y straight forward
prett




                               O r is it?
Think in terms of both
Quantitative
         and
 Qualitative
      measures
Make them wide-
ranging, relevant and
   hard to game
A key question:
Do we -- or can we
-- produce sufficiently
outstanding results to
justify putting
resources in this
area?
A key question:
Do we -- or can we
-- produce sufficiently
outstanding results to
justify putting
resources in this
area?

...
If results are
   the goal
If results are
   the goal




                 They must also be the test
Question 5




  What is our Plan?
“Planning is not masterminding the future.”
“Planning is not masterminding the future.”



         “In the face of uncertainties, planning
    defines the particular ...
Never set more than
     five goals
5 elements of effective plans


                Abandonment
                Concentration
                 Innovation
    ...
Action steps and a budget
should be outcomes of planning
Back to the beginning:
Why do a self-assessment?
Simple questions can be profound

Answers are important, but the most important
      thing is to ask the right questions
...
There are, however, significant benefits
to you and your organization
There are, however, significant benefits
to you and your organization


                                           You will...
Great ideas:

The Five Most 	 	 	 	 	 	 	 	 	
Important Questions
You Will Ever Ask About Your Organization



by Peter Dr...
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
Great Ideas!  Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview
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Great Ideas! Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview

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From the late great Peter Drucker, a legend in management circles and an inspiration to generations of great minds in business (Jim Collins not least among them). This book is the essence of classic Drucker: appealingly simple and yet deeply profound. Points the way to an elegant framework for thinking strategically about your business or organization.

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  • helo my name is celine i am interested to be your friend please email me (celinlove8@hotmail .com)so that i can tell you everything about myself together with my photos thank you
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  • Introduce the book, Collins, L&L concept

    VALIDATION - clients and OSB
  • Collins as guru:

    Come to Boulder, RH framework, Growth Summit keynote
  • Collins as guru:

    Come to Boulder, RH framework, Growth Summit keynote
  • Explain “prequel” idea

    Corporate genome project -- mapping “great” organizational DNA
  • Explain “prequel” idea

    Corporate genome project -- mapping “great” organizational DNA
  • Not about these companies? Not about business?!?

    1 thing: the timeless principals of G2G



























































  • Introduce the book, Collins, L&L concept

    VALIDATION - clients and OSB
  • Great Ideas! Peter Drucker's "The Five Most Important Questions You Will Ever Ask Your Organization" - Executive Overview

    1. 1. Great ideas: The Five Most Important Questions You Will Ever Ask About Your Organization by Peter Drucker The Executive Forum October 26, 2010
    2. 2. Peter Drucker is generally regarded as the godfather of modern management
    3. 3. Peter Drucker is generally regarded as the godfather of modern management “Drucker’s primary contribution is not a single idea, but rather an entire body of work that has one gigantic advantage: nearly all of it is essentially right.” Jim Collins
    4. 4. As with the very best of Peter Drucker’s writing, this book is at once very simple
    5. 5. As with the very best of Peter Drucker’s writing, this book is at once very simple ... and very profound
    6. 6. What is our mission? Who is our customer? What does the customer value? What are our results? What is our plan?
    7. 7. Peter Drucker in 60 seconds flat
    8. 8. Peter Drucker in 60 seconds flat Yikes!
    9. 9. Peter Drucker in 60 seconds flat Yikes! He was born in Vienna in 1909, left in 1933 and arrived in the U.S in ’37
    10. 10. In 1942 he wrote The Concept of the Corporation about GM
    11. 11. In 1971 he moved to California and helped establish the first Executive MBA program
    12. 12. Strategy was his specialty
    13. 13. Strategy was his specialty with a focus on the role -- and responsibility -- of senior management
    14. 14. Drucker published 31 books, which have been translated into more than 20 languages
    15. 15. Peter Drucker died in 2005 at the age of 95, having observed and advised organizations for nearly 75 years
    16. 16. Peter Drucker was and is a giant
    17. 17. People are the organization’s most valuable resource Management’s job is to prepare and free people to perform He put the customer at the center of business strategy The Knowledge Worker “Planned abandonment”
    18. 18. “self assessment”
    19. 19. Why self-assessment?
    20. 20. Organizations do not fail to achieve their objectives for lack of effort; they work really hard Why self-assessment?
    21. 21. They lack focus
    22. 22. and tool competence
    23. 23. to “succeed in a turbulent and exacting environment, organizations must focus on mission, demonstrate accountability and achieve results.”
    24. 24. “You cannot arrive at the right definition of results without significant input from your customers.” “The danger is in acting on what you believe satisfies the customer. You will inevitably make wrong assumptions.”
    25. 25. “You cannot arrive at the right definition of results without significant input from your customers.” “The danger is in acting on what you believe satisfies the customer. You will inevitably make wrong assumptions.”
    26. 26. Question 1 What is our Mission?
    27. 27. “A fundamental responsibility of leadership is to make sure everybody knows the mission, understands it, lives it.”
    28. 28. rt & ho rp S a Sh
    29. 29. rt & ho rp S a Sh It’s why you do what you do
    30. 30. rt & ho rp S a Sh It’s why you do what you do Not how
    31. 31. Opportunities Competence Commitment “An exacting match”
    32. 32. “The dynamic interplay between continuity & change”
    33. 33. So what changes?
    34. 34. So what changes? Strategies, tactics, processes, structures, methods
    35. 35. Very importantly
    36. 36. Very importantly Mission also guides you in what not to do
    37. 37. Question 2 Who is our Customer?
    38. 38. Whoever must be satisfied for the organization to achieve results
    39. 39. Customers are never static
    40. 40. Customers are never static They will become more diverse
    41. 41. Customers are never static They will become more diverse Their needs, wants and aspirations will evolve
    42. 42. Being clear about who the customer is provides the jumping off point for the remaining questions
    43. 43. Customers are often one step ahead of you
    44. 44. “The purpose of a company is to create a customer.”
    45. 45. The best companies don’t create customers.
    46. 46. The best companies don’t create customers. They create fans.
    47. 47. Old thinking about customers: They hear about us and, hopefully, choose our products New thinking: We choose, and refuse, our customers
    48. 48. Our business is not to casually please everyone, but to deeply please our target customers
    49. 49. the quality of the customer experience
    50. 50. the quality of the customer experience Success depends on your contribution to the success of your customers
    51. 51. Question 3 What does the customer Value?
    52. 52. “This question is so complicated and important that it can only be answered by customers themselves.”
    53. 53. Rule #1 though
    54. 54. Rule #1 though There are no irrational customers
    55. 55. Rule #1 though There are no irrational customers At least in terms of their own reality and situation
    56. 56. Leaders tend to answer this for themselves
    57. 57. Leaders tend to answer this for themselves Which is often more about the value they want to deliver
    58. 58. So what is it that customers value?
    59. 59. For one thing: An organization that seeks their feedback, is capable of solving their problems and meeting their needs So what is it that customers value?
    60. 60. This may be the most important question ?
    61. 61. This may be the most important question ? And the one least often asked
    62. 62. Question 4 What are our Results?
    63. 63. rivate se ctor it’s In the p y straight forward prett
    64. 64. rivate se ctor it’s In the p y straight forward prett O r is it?
    65. 65. Think in terms of both Quantitative and Qualitative measures
    66. 66. Make them wide- ranging, relevant and hard to game
    67. 67. A key question: Do we -- or can we -- produce sufficiently outstanding results to justify putting resources in this area?
    68. 68. A key question: Do we -- or can we -- produce sufficiently outstanding results to justify putting resources in this area? Can lead to “organized abandonment”
    69. 69. If results are the goal
    70. 70. If results are the goal They must also be the test
    71. 71. Question 5 What is our Plan?
    72. 72. “Planning is not masterminding the future.”
    73. 73. “Planning is not masterminding the future.” “In the face of uncertainties, planning defines the particular place you want to be and how you intend to get there.”
    74. 74. Never set more than five goals
    75. 75. 5 elements of effective plans Abandonment Concentration Innovation Risk Taking Analysis
    76. 76. Action steps and a budget should be outcomes of planning
    77. 77. Back to the beginning: Why do a self-assessment?
    78. 78. Simple questions can be profound Answers are important, but the most important thing is to ask the right questions The ultimate beneficiary should be the customer
    79. 79. There are, however, significant benefits to you and your organization
    80. 80. There are, however, significant benefits to you and your organization You will: Look within yourself and your organization Accept and respond to customer feedback Embrace change Foster innovation Encourage planned abandonment and Demand measurable results
    81. 81. Great ideas: The Five Most Important Questions You Will Ever Ask About Your Organization by Peter Drucker The Executive Forum October 26, 2010

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