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Peter Drucker's Five Most Important Questions

E-BookEPUB2 - DRM Adobe / EPUBE-Book
144 Seiten
Englisch
John Wiley & Sonserschienen am10.03.20151. Auflage
Enduring Management Wisdom for Today's Leaders From Peter F. Drucker.
Peter Drucker's Five Most Important Questions provides insightful guidance and stirring inspiration for today's leaders and entrepreneurs. By applying Drucker's leadership framework in the present context of today's leaders and those who lead with them, this book is an essential resource for people leading, managing and working in all three sectors-public, private and social. Readers will gain new perspectives and develop a solid foundation upon which to build a successful and bright future. They will learn how to focus on why they are doing what they're doing, how to do it better, and how to develop a realistic, motivational plan for achieving their goals. This brief, clear, and accessible guide - peppered with commentary from distinguished management gurus, contemporary entrepreneurs and dynamic millennial leaders -will challenge readers and stimulate spirited discussion and action within any organization, inspiring positive change and new levels of excellence. In addition to contributions from Jim Collins, Marshall Goldsmith, and Judith Rodin, the book features new insights from some of today's most influential leaders in business (GE and Salesforce.com), academia (Harvard Business School and Northwestern University), social enterprise (Levo League, Pencils of Promise and Why Millennials Matter) and the military (United States Military Academy), who have been directly influenced by Drucker's theory of management.



The late PETER F. DRUCKER (1909-2005), known worldwide as the 'Father of Modern Management,' was a professor, management consultant, and writer. Drucker directly influenced a huge number of leaders from a wide range of organizations across all sectors of society. Among them: General Electric, IBM, Intel, Procter & Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm Workers, and several presidential administrations.
FRANCES HESSELBEIN, a Presidential Medal of Freedom recipient, is the president and CEO of the Frances Hesselbein Leadership Institute (formerly the Leader to Leader Institute) and editor-in-chief of the award-winning quarterly journal, Leader to Leader, as well as co-editor of 27 books translated into 29 languages.
JOAN SNYDER KUHL, founder of Why Millennials Matter, is an international speaker, leadership trainer, and consultant specializing in global talent development and generational engagement strategies.mehr
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Produkt

KlappentextEnduring Management Wisdom for Today's Leaders From Peter F. Drucker.
Peter Drucker's Five Most Important Questions provides insightful guidance and stirring inspiration for today's leaders and entrepreneurs. By applying Drucker's leadership framework in the present context of today's leaders and those who lead with them, this book is an essential resource for people leading, managing and working in all three sectors-public, private and social. Readers will gain new perspectives and develop a solid foundation upon which to build a successful and bright future. They will learn how to focus on why they are doing what they're doing, how to do it better, and how to develop a realistic, motivational plan for achieving their goals. This brief, clear, and accessible guide - peppered with commentary from distinguished management gurus, contemporary entrepreneurs and dynamic millennial leaders -will challenge readers and stimulate spirited discussion and action within any organization, inspiring positive change and new levels of excellence. In addition to contributions from Jim Collins, Marshall Goldsmith, and Judith Rodin, the book features new insights from some of today's most influential leaders in business (GE and Salesforce.com), academia (Harvard Business School and Northwestern University), social enterprise (Levo League, Pencils of Promise and Why Millennials Matter) and the military (United States Military Academy), who have been directly influenced by Drucker's theory of management.



The late PETER F. DRUCKER (1909-2005), known worldwide as the 'Father of Modern Management,' was a professor, management consultant, and writer. Drucker directly influenced a huge number of leaders from a wide range of organizations across all sectors of society. Among them: General Electric, IBM, Intel, Procter & Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm Workers, and several presidential administrations.
FRANCES HESSELBEIN, a Presidential Medal of Freedom recipient, is the president and CEO of the Frances Hesselbein Leadership Institute (formerly the Leader to Leader Institute) and editor-in-chief of the award-winning quarterly journal, Leader to Leader, as well as co-editor of 27 books translated into 29 languages.
JOAN SNYDER KUHL, founder of Why Millennials Matter, is an international speaker, leadership trainer, and consultant specializing in global talent development and generational engagement strategies.
Details
Weitere ISBN/GTIN9781118979600
ProduktartE-Book
EinbandartE-Book
FormatEPUB
Format Hinweis2 - DRM Adobe / EPUB
FormatFormat mit automatischem Seitenumbruch (reflowable)
Erscheinungsjahr2015
Erscheinungsdatum10.03.2015
Auflage1. Auflage
ReiheDrucker Foundation Future Series
Seiten144 Seiten
SpracheEnglisch
Dateigrösse655 Kbytes
Artikel-Nr.3194178
Rubriken
Genre9201

Inhalt/Kritik

Inhaltsverzeichnis
Foreword vii
Frances Hesselbein

Introduction xiii
Joan Snyder Kuhl

About xix
Peter F. Drucker

Why Self-Assessment? 1
Peter F. Drucker

Question 1 What is Our Mission? 7
Peter F. Drucker with Jim Collins, Kelly Goldsmith, Marshall Goldsmith, and Michael Radparvar

Question 2 Who is Our Customer? 19
Peter F. Drucker with Philip Kotler, Raghu Krishnamoorthy, and Luke Owings

Question 3 What Does the Customer Value? 35
Peter F. Drucker with Jim Kouzes, Kass Lazerow, Mike Lazerow, and Nadira Hira

Question 4 What Are Our Results? 47
Peter F. Drucker with Judith Rodin, Bernard Banks, and Adam Braun

Question 5 What is Our Plan? 61
Peter F. Drucker with V. Kasturi Rangan, Juana Bordas, and Caroline Ghosn

Transformational Leadership 81
Frances Hesselbein with Lauren Maillian Bias

The Self-Assessment Process 89
Peter F. Drucker

Suggested Questions to Explore 91

Notes 101

Definition of Terms 105

Additional Resources 107

About the Contributors 109

About the Frances Hesselbein Leadership Institute 117

Acknowledgments 120mehr
Leseprobe
Question 2
Who Is Our Customer?

Peter F. Drucker

 
Who is our primary customer?
Who are our supporting customers?
How will our customers change?

Not long ago, the word customer was rarely heard in the social sector. Nonprofit leaders would say, We don't have customers. That's a marketing term. We have clients . . . recipients . . . patients. We have audience members. We have students. Rather than debate language, I ask, Who must be satisfied for the organization to achieve results? When you answer this question, you define your customer as one who values your service, who wants what you offer, who feels it's important to them.

Social sector organizations have two types of customers. The primary customer is the person whose life is changed through your work. Effectiveness requires focus, and that means one response to the question, Who is our primary customer? Those who chase off in too many directions suffer by diffusing their energies and diminishing their performance. Supporting customers are volunteers, members, partners, funders, referral sources, employees, and others who must be satisfied. They are all people who can say no, people who have the choice to accept or reject what you offer. You might satisfy them by providing the opportunity for meaningful service, by directing contributions toward results you both believe in, by joining forces to meet community needs.

The primary customer is never the only customer, and to satisfy one customer without satisfying the others means there is no performance. This makes it very tempting to say there is more than one primary customer, but effective organizations resist this temptation and keep to a focus-the primary customer.
Identify the Primary Customer

Let me give you a positive example of identifying and concentrating on the primary customer in a complex setting. A mid-sized nonprofit organization's mission is to increase people's economic and social independence. They have twenty-five programs considered to be in four different fields, but for thirty-five years they have focused on only one primary customer: the person with multiple barriers to employment. In the beginning, this meant the physically handicapped. Today, it still means people with disabilities but also single mothers who want to be finished with welfare, older workers who have been laid off, people with chronic and persistent mental illness living in the community, and those struggling against long-term chemical dependency. Each belongs to a single primary customer group: the person with multiple barriers to employment. Results are measured in every program by whether the customer can now gain and keep productive work.

The primary customer is not necessarily someone you can reach, someone you can sit down with and talk to directly. Primary customers may be infants, or endangered species, or members of a future generation. Whether or not you can have an active dialogue, identifying the primary customer puts your priorities in order and gives you a reference point for critical decisions on the organization's values.
Identifying Supporting Customers

The Girl Scouts of United States of America is the largest girls' and women's organization in the world and a nonprofit that exemplifies service to one primary customer-the girl-balanced with satisfaction of many supporting customers, all of whom change over time. A long-held Girl Scouts priority is offering equal access to every girl in the United States. This has not changed since 1912 when the Girl Scouts founder said, I have something for all the girls. Frances Hesselbein, at the time she was national executive director (1976-1990), told me, We look at the projections and understand that by the year 2000, one-third of this country will be members of minority groups. Many people are very apprehensive about the future and what this new racial and ethnic composition will mean. We see it as an unprecedented opportunity to reach all girls with a program that will help them in their growing-up years, which are more difficult than ever before.

Reaching a changing primary customer means a new view of supporting customers. Frances explained, In a housing project with no Girl Scout troop there are hundreds of young girls really needing this kind of program, and families wanting something better for their children. It is important as we reach out to girls in every racial and economic group to understand the very special needs, the culture, the readiness of each group. We work with many supporting customers; with the clergy perhaps, with the director of that housing project, with parents-a group of people from that particular community. We recruit leaders, train them right there. We have to demonstrate our respect for that community, our interest in it. Parents have to know it will be a positive experience for their daughters.
Know Your Customers

Customers are never static. There will be greater or lesser numbers in the groups you already serve. They will become more diverse. Their needs, wants, and aspirations will evolve. There may be entirely new customers you must satisfy to achieve results-individuals who really need the service, want the service, but not in the way in which it is available today. And there are customers you should stop serving because the organization has filled a need, because people can be better served elsewhere, or because you are not producing results.

Answering the question Who is our customer? provides the basis for determining what customers value, defining your results, and developing the plan. Yet, even after careful thought, customers may surprise you; then you must be prepared to adjust. I remember one of my pastoral friends saying of a new program, Great, a wonderful program for the newly married. The program was indeed a success. But to the consternation of the young assistant pastor who designed it and ran it, not a single newly married couple enrolled. All the participants were young people living together and wondering whether they should get married. And the senior pastor had a terrible time with his brilliant young assistant, who became righteous and said, We haven't designed it for them! He wanted to throw them out.

Often, the customer is one step ahead of you. So you must know your customer-or quickly get to know them. Time and again you will have to ask, Who is our customer? because customers constantly change. The organization that is devoted to results-always with regard to its basic integrity-will adapt and change as they do.1
Who Is Our Customer?
Philip Kotler

Peter F. Drucker told us more than 40 years ago, The purpose of a company is to create a customer . . . The only profit center is the customer. Jack Welch, former chief executive officer of General Electric, drove the same point home to his employees: Nobody can guarantee your job. Only customers can guarantee your job. In the Internet age, when customers have so much more information and are daily exchanging opinions with each other, companies are finally waking up to the idea that they have a new boss: the customer. A perceptive Ford executive at one time said, If we're not customer driven, our cars won't be either.

If Peter Drucker were here today, he would amend his observation. He would say, The best companies don't create customers. They create fans. He would say that it is less important to report better profits this year than to check on whether you improved your share of the customer's mind and heart this year.

We must do a better job of understanding who the customer is. The old thinking was that customers would hear about us and, we hope, choose our products. The new thinking is that we, the company, choose our customers. We even may refuse to do business with certain customers. Our business is not to please everyone casually but to please our target customers deeply.

So the first job is to define our target customers. This definition will affect everything: the designing of our product and its features, the choice of our distribution outlets, the crafting of our messages, the choice of our media, and the setting of our prices.

To define our customer, we must take a broader view of the buying process. The purchase of anything is the result of several roles being played. Consider the purchase of a new family automobile. The initiator might have been a family friend who mentioned an impressive new car. The teenage son might have been an influencer of the type of car to consider. The decider might be the wife. The buyer might be the husband.

The marketer's job is to identify these roles and use the limited marketing resources to reach the most influential people involved in the final decision. Marketers and salespeople need skills in mapping the perceptions, preferences, and values of the different players in the decision-making process.

Many companies have adopted customer relationship management, meaning that they collect loads of information about transactions and encounters with their customers. Most pharmaceutical firms, for example, have deep...
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