Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your email address or mobile phone number.
The Five Most Important Questions You Will Ever Ask About Your Organization Paperback – April 18, 2008
|New from||Used from|
There is a newer edition of this item:
See the Best Books of the Month
Want to know our Editors' picks for the best books of the month? Browse Best Books of the Month, featuring our favorite new books in more than a dozen categories.
Frequently Bought Together
Customers Who Bought This Item Also Bought
“I rarely read long tomes of hundreds of pages but this book is great; it’s short and sharp and is good practical brain food.” (B2B Marketing, October 2015)
From the Back Cover
PRAISE FOR The Five Most Important Questions You Will Ever Ask About Your Organization
"The Leader to Leader Institute has done a great service in bringing us this monograph. Good leaders come up with answers, but great leaders ask the right questions—and this wonderful work helps all leaders do exactly that."
—Jim Collins, author, Good to Great and the Social Sectors
"An amazing resource that can help even the most successful organizations become more successful!"
—Marshall Goldsmith, author, What Got You Here Won't Get You There, winner of the Harold Longman Best Business Book of 2007
"Peter Drucker's Five Most Important Questions continue to be the indispensable questions an organization must ask itself, regardless of size or sector, if it is determined to be an organization of the future."
—Kathy Cloninger, CEO, Girl Scouts of the USA
"At a time when the need for more effective management and more ethical leadership is the moral equivalent of global warming, Drucker's common sense and courage should be modeled by everyone."
—Ira A. Jackson, dean, Peter F. Drucker and Masatoshi Ito Graduate School of Management, and board member, The Drucker Institute
"Nobody, not even Socrates, has ever asked better questions than Peter Drucker. All the personality, all the wisdom is here to make your work dramatically more effective."
—Bob Buford, author, Halftime and Finishing Well, and founding chairman, Peter F. Drucker Foundation for Nonprofit Management
Top Customer Reviews
What is our mission? The mission must reflect opportunities, competence, and commitment. Drucker cautions: “Never subordinate the mission in order to get money. If there are opportunities that threaten the integrity of the organization, you must say no.”
Who is our customer? “The primary customer is the person whose life is changed through your work... Primary customers may be infants, or endangered species, or members of a future generation.” Drucker notes that customer needs evolve. “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.” Philip Kotler adds, “Our business is not to casually please everyone, but to deeply please our target customers.”
What does the customer value? “Leadership should not even try to guess the answers but should always go to the customers in a systematic quest for those answers… People are so convinced they are doing the right things and so committed to their cause that they come to see the institution as an end in itself. But that’s a bureaucracy.”
What are our results? “Look at short-term accomplishments and long-term change… One of the most important questions for leadership is, Do we produce results that are sufficiently outstanding for us to justify putting our resources in this area?”
What is our plan? “The plan begins with a mission.Read more ›
This supplementary tool (just 101 easy-reading pages) includes expanded observations from Drucker along with color commentary from six distinguished management gurus, including Jim Collins, Philip Kotler, James Kouzes, Judith Rodin (Rockefeller Foundation president), V. Kasturi Rangan (Harvard Business School), and Frances Hesselbein (chairman of Leader to Leader Institute and former CEO, Girl Scouts of the USA).
Referring to Question #5 on planning, Drucker comments, "Planning is not an event. It is the continuous process of strengthening what works and abandoning what does not, of making risk-taking decisions with the greatest knowledge of their potential effect, of setting objectives, appraising performance and results through systematic feedback, and making ongoing adjustments as conditions change."
Peter Drucker says that one benefit of a self-assessment process is that you can evaluate how you match opportunities with your competence and commitment. And he adds that the time to do a self-assessment is when you are successful, not when your leading indicators are lagging.
This is a helpful new resource for all of us. If you've ordered my new book, Mastering The Management Buckets: 20 Critical Competencies for Leading Your Business or Non-profit, be sure to read the first four chapters (buckets) that expand on the five Drucker questions: the Results Bucket, the Customer Bucket, the Strategy Bucket and the Drucker Bucket.
Drucker's Five questions are: What is our mission? Who is our customer? What does the customer value? What are our results? And, what is our plan? Though they may seem simple, an adequate answer to each should take much time and thoughtful consideration among your organizations leadership, staff, board, and customer response. All answers should also lead to action and then again assessment, asking more questions, and more answers with action and so on. The distinction between primary and secondary customers and discussion on measuring changed lives quantitatively and qualitatively is far worth the price of the book for anybody who works in the nonprofit world.
I have used these questions to direct the birth of my first organization this year as a catalytic leader, and also as a consultant and coach to several first time business owners. I have family in politics, peers in ministry, and entrepreneurial friends, all of which have benefited from working through the self-assessment process this book offers. As Drucker states; "Properly carried through, self-assessment develops skill, competence, and commitment. Active and attentive participation is an opportunity to enhance your vision and to shape the future" (p. 85).
Most Recent Customer Reviews
A short read so I read this on a short plane trip. Although it is aimed at non-profits the concepts still apply to for profits. Read morePublished 1 month ago by Rick Yvanovich
I use this book as a starting point for working with nonprofit boards. It's a quick read which gets right to the point and helps focus the discussions. Read morePublished 2 months ago by madhatter
Frances Hesselbein wrote in the Foreword: “If Peter Drucker were with you and your organization today, we believe he would ask the same questions of you that he asked more than... Read morePublished 5 months ago by Peter de Toma sen.
Prof. Drucker offers advice that will always be timely and relevant.Published 7 months ago by Tim L. Cornelius