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 ...

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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  • Introduce the book, Collins, L&L concept <br /> <br /> VALIDATION - clients and OSB <br />
  • Collins as guru: <br /> <br /> Come to Boulder, RH framework, Growth Summit keynote <br />
  • Collins as guru: <br /> <br /> Come to Boulder, RH framework, Growth Summit keynote <br />
  • Explain &#x201C;prequel&#x201D; idea <br /> <br /> Corporate genome project -- mapping &#x201C;great&#x201D; organizational DNA <br />
  • Explain &#x201C;prequel&#x201D; idea <br /> <br /> Corporate genome project -- mapping &#x201C;great&#x201D; organizational DNA <br />
  • Not about these companies? Not about business?!? <br /> <br /> 1 thing: the timeless principals of G2G <br />
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  • Introduce the book, Collins, L&L concept <br /> <br /> VALIDATION - clients and OSB <br />

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

  • 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. Peter Drucker is generally regarded as the godfather of modern management
  • 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. As with the very best of Peter Drucker’s writing, this book is at once very simple
  • 5. As with the very best of Peter Drucker’s writing, this book is at once very simple ... and very profound
  • 6. What is our mission? Who is our customer? What does the customer value? What are our results? What is our plan?
  • 7. Peter Drucker in 60 seconds flat
  • 8. Peter Drucker in 60 seconds flat Yikes!
  • 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. In 1942 he wrote The Concept of the Corporation about GM
  • 11. In 1971 he moved to California and helped establish the first Executive MBA program
  • 12. Strategy was his specialty
  • 13. Strategy was his specialty with a focus on the role -- and responsibility -- of senior management
  • 14. Drucker published 31 books, which have been translated into more than 20 languages
  • 15. Peter Drucker died in 2005 at the age of 95, having observed and advised organizations for nearly 75 years
  • 16. Peter Drucker was and is a giant
  • 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. “self assessment”
  • 19. Why self-assessment?
  • 20. Organizations do not fail to achieve their objectives for lack of effort; they work really hard Why self-assessment?
  • 21. They lack focus
  • 22. and tool competence
  • 23. to “succeed in a turbulent and exacting environment, organizations must focus on mission, demonstrate accountability and achieve results.”
  • 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. “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. Question 1 What is our Mission?
  • 27. “A fundamental responsibility of leadership is to make sure everybody knows the mission, understands it, lives it.”
  • 28. rt & ho rp S a Sh
  • 29. rt & ho rp S a Sh It’s why you do what you do
  • 30. rt & ho rp S a Sh It’s why you do what you do Not how
  • 31. Opportunities Competence Commitment “An exacting match”
  • 32. “The dynamic interplay between continuity & change”
  • 33. So what changes?
  • 34. So what changes? Strategies, tactics, processes, structures, methods
  • 35. Very importantly
  • 36. Very importantly Mission also guides you in what not to do
  • 37. Question 2 Who is our Customer?
  • 38. Whoever must be satisfied for the organization to achieve results
  • 39. Customers are never static
  • 40. Customers are never static They will become more diverse
  • 41. Customers are never static They will become more diverse Their needs, wants and aspirations will evolve
  • 42. Being clear about who the customer is provides the jumping off point for the remaining questions
  • 43. Customers are often one step ahead of you
  • 44. “The purpose of a company is to create a customer.”
  • 45. The best companies don’t create customers.
  • 46. The best companies don’t create customers. They create fans.
  • 47. Old thinking about customers: They hear about us and, hopefully, choose our products New thinking: We choose, and refuse, our customers
  • 48. Our business is not to casually please everyone, but to deeply please our target customers
  • 49. the quality of the customer experience
  • 50. the quality of the customer experience Success depends on your contribution to the success of your customers
  • 51. Question 3 What does the customer Value?
  • 52. “This question is so complicated and important that it can only be answered by customers themselves.”
  • 53. Rule #1 though
  • 54. Rule #1 though There are no irrational customers
  • 55. Rule #1 though There are no irrational customers At least in terms of their own reality and situation
  • 56. Leaders tend to answer this for themselves
  • 57. Leaders tend to answer this for themselves Which is often more about the value they want to deliver
  • 58. So what is it that customers value?
  • 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. This may be the most important question ?
  • 61. This may be the most important question ? And the one least often asked
  • 62. Question 4 What are our Results?
  • 63. rivate se ctor it’s In the p y straight forward prett
  • 64. rivate se ctor it’s In the p y straight forward prett O r is it?
  • 65. Think in terms of both Quantitative and Qualitative measures
  • 66. Make them wide- ranging, relevant and hard to game
  • 67. A key question: Do we -- or can we -- produce sufficiently outstanding results to justify putting resources in this area?
  • 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. If results are the goal
  • 70. If results are the goal They must also be the test
  • 71. Question 5 What is our Plan?
  • 72. “Planning is not masterminding the future.”
  • 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. Never set more than five goals
  • 75. 5 elements of effective plans Abandonment Concentration Innovation Risk Taking Analysis
  • 76. Action steps and a budget should be outcomes of planning
  • 77. Back to the beginning: Why do a self-assessment?
  • 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. There are, however, significant benefits to you and your organization
  • 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. Great ideas: The Five Most Important Questions You Will Ever Ask About Your Organization by Peter Drucker The Executive Forum October 26, 2010