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Name: The Five Most Important Questions You Will Ever Ask About Your Organization
Rating: 4.5 (109 reviews)
Author: Peter F. Drucker

Peter F. Drucker

Revitalize your business with these five questions

4.5 (109 Bewertungen)

15 Min.

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'The Five Most Important Questions You Will Ever Ask About Your Organization' by Peter F. Drucker is a must-read for any leader looking to improve their organization. It offers five critical questions to ask yourself and your team about strategy, results, customers, leadership, and organization.

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What’s in it for me? Learn the five questions that can revitalize your business.

They say that one sign of insanity is doing the same thing over and over again while expecting different results, and this is exactly why a lot of organizations struggle – they go about their business as usual while wondering why they don’t see any growth or positive changes. What struggling organizations need to do is ask the tough questions.

Author Peter F. Drucker has narrowed things down to the five most important questions. By asking yourself these five questions, and answering honestly, you’ll soon have a much better understanding of what’s working, what’s not and what needs to be done to get on the right track.

While Drucker’s expertise focuses on non-profit organizations, these questions will help any executive, manager or small business owner get a better sense of what’s really important.

In these blinks, you’ll discover

how an ER mission statement revitalized its effectiveness;
how a school has far more customers than you may think; and
what a museum can teach you about having flexible action plans.

A clearly defined mission helps you keep focused on your objectives.

If you’re the leader or manager of any sort of organization, there are five questions that you should ask yourself if you want your organization to be the best that it can.

The first question is “What is our mission?” It’s the number one question because it identifies the objectives and goals that you and your organization are aiming to fulfill. The answer to the question is no less than the primary reason for your organization’s existence, and therefore it will be the guiding force and the common bond that holds your organization together.

Given how important your mission statement is, you should take care to make sure it accurately reflects the commitment, ability and hope of the organization. However, the statement should still be both accurate and concise enough to fit on a t-shirt.

While consulting at a hospital, Drucker was tasked with helping administrators come up with a new mission statement for the emergency room (ER). Their first attempt was “Our mission is health care.” However, it became apparent that the ER wasn’t caring for health as much as it was caring for illness.

They also wanted to recognize the fact that in eight out of ten cases the job of the ER staff was to tell patients their problems could be solved by a good night’s sleep. With these considerations in mind, the mission statement became “To give assurance to the afflicted.”

Immediately, the hospital found that this mission helped ER staff re-evaluate their priorities, and the patients began to be seen much quicker.

A strong mission statement can also help your organization adapt to a changing world, while not losing sight of its core objectives.

In every organization, there can come a time when your principles need to be fixed. To do this, you need to separate the flexible elements from those that are non-negotiable.

Take a modern church, for instance. If a church is to endure, it needs to recognize that people, and how they worship, change over time. Yet for the most part, the mission or ideology of a religion is non-negotiable.

Likewise, the mission of the international scientific community isn’t going to change much, even when old theories are replaced by new ones. No matter what, the core mission remains the same – the advancement of human knowledge.

Last but not least, a strong mission can help you decide whether an opportunity is right for you.

The Girl Scouts of the USA’s mission is “To help a girl reach her highest potential.” When it was offered a lucrative deal to canvas for a charity organization, the management declined as the opportunity would not help the girls to reach their potential.

Identifying your primary and secondary customers will help you navigate the changing business landscape.

Knowing your typical customer is key to any business’s success. As an executive at Ford Motors once said, “If we’re not customer driven, our cars won’t be either.”

Therefore, the second question for a successful organization is “Who is our customer?”

A successful organization acknowledges what their customers value.

The next question is one that gets ignored more than all others, yet it’s essential for every organization: “What does our customer value?”

By asking this question, you can avoid the pitfall of assuming what your customer wants, and instead get valuable feedback directly. When you have a deep understanding of your primary customer’s values, you’ll be in a position to maximize your ability to satisfy your customers’ needs.

Recognizing the kind of results that your organization should be judged on is the key to success.

The role of good leadership is to know what needs to be fixed to achieve the organization’s mission. This means keeping a keen eye on performance and how it measures up against criteria. For this to happen, you need to ask the fourth question: “What are our results?”

In focusing your attention on results, it’s important to recognize that long-term success often comes from short-term accomplishments. When thinking of the results you hope to achieve, make sure to think both long and short-term.

A good plan of action keeps you focused on your objectives and sets out a way to achieve them.

The final question every organization needs to ask is “What is our plan?”

Any good plan should take into account all the important things, including your mission, vision, goals, objectives, action steps, budget and results. Planning should also include the uncertainty of the current business climate, define the specific place you want to take your organization and how you intend to get there.

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Worum geht es in The Five Most Important Questions You Will Ever Ask About Your Organization?

The Five Most Important Questions You Will Ever Ask About Your Organization (2008) presents readers with five simple yet highly effective questions that any manager, owner or stakeholder should ask in order to increase their organization’s chances of success. While these questions are focused on non-profit organizations, the lessons are applicable to any organization seeking to make a difference.

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

Business owners, managers and other stakeholders
Students of business and management
Readers interested in improving leadership skills

Über den Autor

Peter F. Drucker (1909-2005) was a pioneer of management theory. He worked as a writer, teacher and consultant specializing in strategy for business and social sector organizations. He has authored over 30 books, including Concept of the Corporation (1946) and Post-Capitalist Society (1993).

© Peter F. Drucker: The Five Most Important Questions You Will Ever Ask About Your Organization copyright 2008, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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