The Five Most Important Questions You Will Ever Ask About Your Organization Drucker et al.

Organizational Assessment Right definition of results comes from significant input from customers Customer is someone you must satisfy If you don’t, you have no results Danger is acting on what you believe satisfies the customer Planning is not an event but a process Decisions about the future, but decisions in the present Not what to do tomorrow but what to do today to achieve results tomorrow

Incorporate constructive dissent Continuous process of strengthening what works and abandoning what does not Setting objectives Appraising performance and results through systematic feedback Making ongoing adjustments as conditions change Incorporate constructive dissent If you have quick consensus on an important matter, don’t make the decision “Self-assessment is the first action requirement of leadership”

Q1: What is Our Mission? Should have deep meaning Succinct Leadership’s responsibility that everyone knows, understands, and lives the mission Succinct Should fit on a T-shirt Functions to preserve core of organization and to stimulate progress Fixed anchor of guiding principles What to do, what not to do

Q2: Who Is Our Customer? Who is primary, supporting? How will customer change? Purpose of organization is to create customers (fans) Primary objective is not profit but share of customers’ heart/mind Define target customer/roles

Q3: What Does Customer Value? Successful organization satisfies needs, wants, aspirations of customer Don’t guess—go to customer and ask This question is the most important but usually the least asked

Q4: What are Results? Measured outside Must be tangible and measurable All that matters is what happens in environment Purpose is to assess what is to be Strengthened Abandoned

Q5: What is Our Plan? Should mission be changed? What do we want to be remembered for? Converts intentions into action Components Abandonment Concentration Innovation Risk Taking Analysis Never really be satisfied