The key questions, by Xavier Marcet

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There is a little book by Drucker that is read very quickly and never forgotten. The Five Most Important Questions You'll Ever Ask About Your Organization . It is an essay on the most important questions an organization can ask. And although Drucker orients it toward nonprofit organizations, the text is appropriate for businesses. Drucker's key questions were: What is our mission? Who is our client? What does our client value? What results do we deliver? What is our plan? This book, written in the nineties, does not prescribe. Wise men like Drucker created syntheses that last. He management He is not rushing cut and paste responses. Management is to ask the key questions and immediately specify the initiatives. Without emulating Drucker and having already resolved the basic perimeter of questions, I have tried to make my own list of key questions in the business and professional fields. But I remind you that my recommendation is that you stick with Drucker's and read this book of just a few pages.

Common sense has never been so inspiring. Workers in a logistics warehouse Chris Ratcliffe/Bloomberg I propose the five questions that seem relevant to a company. The first is why do they buy from us? We are not Job Function Email Database alone in our offerings. Customers can choose. Why we? Many companies stutteringly respond to this question. The answer is not always obvious. It's easier to know why they bought from us than why they buy from us. The world changes, technologies advance, customers welcome new trends. To know why they buy from us, the reasonable thing to do is to ask, to have data and, best of all, to observe your customers. The second question is how do we defend the margin? A company lives by creating value for customers and survives if it is able to capture a part of that value for itself. Instead of obsessing over sales volume, a company should take care of its margins.



The degradation of the margins brings us closer to the precipice. Margins are better maintained if our products are not a product if we demonstrate obvious differentiation. The third question is who does things? Let's not forget that the strategy is the people. Whoever does things is different. Plans need someone to articulate them. Changes need people to embody them. Making strategic plans without knowing who will do things sounds too aspirational. Most plans fail due to the mediocrity of the actors who should promote them. That's why we insist on talent. What we call talent is nothing more than people who know how to offer careers with more results than excuses. The fourth question is what will our clients need that they don't know how to express to us? We risk the future on this question. Without answering this question, it doesn't take much to be consistent, evolve with our customers and serve them the future half a step ahead.