unimagined futures

Developing a work approach that is adequate to the challenges ahead
a world moving toward new and different futureS

Managing for Results (by Peter Drucker)

Managing for results (by Peter Drucker)
- Understanding the business
  - The business realities
    - There are three different dimensions to the economic task
    - One unified strategy
    - Requires an understanding of the true realities
    - The generalizations regarding results and resources
    - The generalizations regarding efforts within the business and their cost.
  - Result area identification
    - Nothing succeeds like concentration on the right business.
    - The basic business analysis
    - Identify & understand those areas in a business for which results can measured
    - Defining the product/service
    - 3 dimensions of business results
    - The burden of pushing through the step-by-step process of analysis
  - Revenues, resources, prospects
    - Relate result areas to the revenue contribution and share of cost burden
    - Allocation of key resources to each result area.
    - Leadership position and prospects of each result area.
  - Tentative diagnosis of result areas
    - Classify the result area
    - Factors involved in diagnosing the product
    - What to do with a result area diagnosed as…
    - Analysis format
    - Anticipate a change in the character of a product
  - Cost analysis
    - What matters about costs
    - Prerequisites for effective cost control p.69
    - To be able to control cost need an analysis that:
    - Tied to market analysis before action
    - Format
    - Conclusions:
  - Market analysis
    - Introduction
    - The marketing realities
    - These marketing realities lead to one conclusion
    - The market analysis
    - Market analysis is a good deal more than ordinary market research or customer research
    - Other books
    - Analytical questions
    - Analysis worksheets
    - Picture
  - Knowledge analysis
    - Knowledge
    - Need a leadership position and differentiation
    - Uncovering one's specific business knowledge strengths
    - Need to learn to set goals and measure in terms of one's specific knowledge
    - Knowledge realities
    - Evaluations (diagnosis)—how good is our knowledge?
    - The conclusions
  - Superimpose
    - Combining the various analysis
    - Market analysis --> knowledge analysis: Needs for new or changed knowledge.
    - Knowledge analysis --> market analysis: Missed or underrated market opportunities.
    - Reexamine tentative diagnois in light of the market and knowledge analysis
    - What is lacking (3 gaps)
  - The end result of the self-analysis
    - The business's contribution
    - Knowledge area excellences
    - Target result areas
    - Vehicles required to reach these targets
    - The leadership position required in each result area
- Focus on opportunity
  - Building on strength
    - Ideal business concept
    - Maximizing opportunities
    - Maximizing resources
    - What these approaches have in common
    - The three together (what they do)
    - Procedure
  - Finding business potential
    - Restraints & limitations
    - Imbalances—turning weaknesses into strengths
    - Threats
    - Conclusion
  - Making the future today
    - The future
    - The future that has already happened
    - Making the future happen (the power of an idea)
- Performance program
  - Key decisions
    - Idea of the business
    - The specific excellence the business needs
    - The priorities
    - The key decisions must be made systematically.
  - What ever a company's program, it must
    - Decide on the right opportunities and right risks
    - Decide on scope & structure
    - Decide between "building one's own" & "buying" to attain one's goals.
    - Decide on organization structure
  - Implementing the program
    - Building economic performance into a business
    - Conclusion

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