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3 2 4 5 6 7 1 8 9 FIRST THINGS FIRST - Peter Drucker 1
[object Object],CONCENTRATION ,[object Object],2
[object Object],3
Concentration is necessary precisely because the executive faces so many tasks clamoring to be done. For doing one thing at a time means doing it fast. The more one can concentrate time, effort, and resources, the greater the number and diversity of tasks one can actually perform. 4
1 st   RULE FOR THE CONCENTRATION OF EXECUTIVE EFFORTS: ,[object Object],5
A fruit tree grows stronger and fuller when it is pruned periodically.  6
[object Object],[object Object],“  All programs last forever unless proven to have outlived their usefulness.” ,[object Object],7
[object Object],[object Object],IS THIS STILL WORTH DOING? 8
[object Object],[object Object],9
Priorities Posteriorities and 2 ND   RULE FOR THE CONCENTRATION OF EXECUTIVE EFFORTS: 10
[object Object],11
[object Object],[object Object],12
DIFFICULTY of setting “Posteriorities” –  that is deciding what tasks not to  tackle and of sticking to the decision. Giving one task a posteriority can be very risky because what one has relegated may turn out to be the competitor’s  triumph. 13
[object Object],[object Object],14
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],15
[object Object],16
T H A N K   Y O U ! 17

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FIRST THINGS FIRST - Peter Drucker on concentration and priorities

  • 1. 3 2 4 5 6 7 1 8 9 FIRST THINGS FIRST - Peter Drucker 1
  • 2.
  • 3.
  • 4. Concentration is necessary precisely because the executive faces so many tasks clamoring to be done. For doing one thing at a time means doing it fast. The more one can concentrate time, effort, and resources, the greater the number and diversity of tasks one can actually perform. 4
  • 5.
  • 6. A fruit tree grows stronger and fuller when it is pruned periodically. 6
  • 7.
  • 8.
  • 9.
  • 10. Priorities Posteriorities and 2 ND RULE FOR THE CONCENTRATION OF EXECUTIVE EFFORTS: 10
  • 11.
  • 12.
  • 13. DIFFICULTY of setting “Posteriorities” – that is deciding what tasks not to tackle and of sticking to the decision. Giving one task a posteriority can be very risky because what one has relegated may turn out to be the competitor’s triumph. 13
  • 14.
  • 15.
  • 16.
  • 17. T H A N K Y O U ! 17

Notes de l'éditeur

  1. Upward contribution, ceo reporting to…. Downward, coaching and mentoring to staff, motivating staff
  2. Slough = discard, theres should be a process…effective executives periodically review programs and ask “ if we did not already do this, would we go into it now”?unless the answer is unconditional “yes” they drop the activity right there and then. Effective executives would ensure that no more resources are being invested in the no longer productive past. And those first class resources of human strength which are engaged in these tasks of yesterday are immediately pulled out and put to work on the opportunities of tomorrow. SAP for example, the set up….. 2. PERVASIVE IN THE GOVERNMENT…ATTENDED AN ECONOMIST AT MARRIOT, HE MENTIONED OF GOVERNMENT INITIATIVES, MANDATED IN THE CONSTITUTION THAT ARE PREVENTING OUR COUNTRY TO BE PRODUCTIVE…NO FOREIGNER CAN OWN EVEN A SINGLE STOCK IN OUR EDUCATIONAL STABLISHMENTS, NO FOREIGNER CAN OWN LAND, CAN BUY STOCKS ON OUR TELECOMS, NO INVESTMENTS CAME IN, SUPPOSED WE GAVE FOREIGNERS RIGHT TO OWN FEW (OF COURSE IT IS NOT WITHOUT RESTRICTION BECAUSE IF WITHOUT LIMIT, CHINA CAN EASILY BUY THE PHILIPPINES, EHHEHEHE)…THERES A NEED TO AMMEND SOME REVISIONS IN THE CONSTITUTION, AND P NOY AS OUR NEW LEADER SHOULD LOOK INTO IT