The Five Most Important Questions You Will Ever Ask About Your Organisation by Peter F. Drucker, Jim Collins, Phillip Kotler

My Notes on “The five most important questions you will ever ask about your organisation” by Peter F. Drucker, Jim Collins, Phillip Kotler:227565 cover.indd

Every truly great organisation demonstrates the characteristic of preserving the core but stimulating progress.

Peter Drucker told us over 40 years ago “The purpose of a company is to create a customer… The only profit centre is the customer.”

If he was here today he would amend this observation. He would say “The best companies don’t create customers. They create fans.
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Blue Ocean Strategy by W. Chan Kim & Renee Mauborgne

My Notes on “Blue Ocean Strategy” by W.Chan Kim & Renee Mauborgne:51xtlczer7L._SX339_BO1,204,203,200_

Creating Blue Oceans

Rather than compete with Ringling Bros, Cirque du Solei created uncontested new market space that made the competition irrelevant.

Imagine a market universe composed of two sorts of oceans: red oceans and blue oceans. Red oceans represent all the industries in existence today.  This is the know market space. Blue oceans denote all the industries not in existence today.  This is the unknown market space.
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Brain Rules by John Medina

My Notes on “Brain Rules” by John Medinaby:cover-BR2

Rule #1: Exercise boosts brain power

  • Our brains were built for walking 20km a day
  • To improve your thinking skills, move
  • Exercise gets blood to your brain, brining it glucose for energy and oxygen to soak up the toxic electrons that are left over. It also stimulates the protein that keeps neurons connecting.
  • Aerobic exercise just twice a week halves your risk of general dementia. It cuts your risk of Alzheimer’s by 60 percent


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Tribes – We Need You To Lead Us by Seth Godin

My Notes on “Tribes – We Need You To Lead Us” by Seth Godin:3828382

The best synonym for leadership is management. That used to fit, but perhaps no longer. Movements have leaders and movements make things happen. Leaders have followers. Managers have employees.  Managers make widgets. Leaders make change.

It takes only two things to turn a group of people into a tribe:

  • A shared interest
  • A way to communicate


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