Tanveer Naseer

JANUARY 22, 2013

Granted, most of us are rather effective at developing strategies and goal-setting. What would it take for us to feel successful in the long run beyond simply achieving our goals or targets? And yet, how many of us have a clear definition or vision of what a successful version of our team/organization would look like?

Succession 269

Succession Ethics Goal Drucker 269

Coaching Tip

SEPTEMBER 10, 2011

The corporate mission statement is further clarification and definition for your dreams and vision and assures you that your goals are aimed at the right target. Goals convert vision/mission into energy. A goal must have these characteristics: 1. The way to create unity is through shared personal goals. Be realistic.

Mission Statement 135

Mission Statement Goal Energy Wilde 135

N2Growth Blog

AUGUST 12, 2010

You deserve input – but that done not mean that 100% agreement is the goal. Consensus isn’t the goal. It reminds me of Drucker’s first rule of decision making: one does not make a decision unless there is disagreement. I particularly liked: "Consensus isn't the goal. Good input is.

Consensus 333

Consensus Team Building Blog Team 333

Harvard Business Review

NOVEMBER 14, 2017

Peter Drucker said : “Plans are only good intentions unless they immediately degenerate into hard work.” In the worst case, busyness can become an implicit goal or cultural norm, and the original strategic intent can be lost in a frenzy of detail and activity. ” Metric obsession. Tyranny of intermediate goals.

Execution 10

Execution Strategy Gantt Chart Film 10

Harvard Business Review

MAY 2, 2011

His goal is to foster change, opening up often-denied paths to young girls by providing them education. Make sure the metrics reinforce the goals. When you're trying to push for an intangible goal (e.g. education), it makes sense to help show progress by focusing on concrete metrics (e.g.

Metrics 12

Metrics Education Software Tools 12

Harvard Business Review

MAY 5, 2015

It includes Mary Parker Follett (1920s), Elton Mayo and Chester Barnard (1930s), Abraham Maslow (1940s), Douglas McGregor (1960s), Peter Drucker (1970s), Peters and Waterman (1980s), Katzenbach and Smith (1990s), and Gary Hamel (2000s). Profits and share price increases are the result, not the goal of a firm’s activities.

Bureaucracy 8

Bureaucracy Management Drucker Waterman 8

Harvard Business Review

JUNE 16, 2015

That reality drives the distinction between effectiveness (optimization by doing the right things) and efficiency (doing things right) that Peter Drucker and others made years ago. Companies tend to do plans by business unit, regardless of the firm’s go-to-market approach (which often spans business units).

Productivity 8

Productivity Products CRM Efficiency 8