Financial performance

See: about business and financial analysis for strategic info

Financial performance driven by the "right" work investments at the "right" time. Each of the topics below is available on my strategic development web site.

• Foundations for future directed decisions

1. Track a list of prominent organizations or companies over a period years—probability distribution. Their futures are not contained in their financial statements. Observe organization component activities, spending levels, educational credentials, etc. Recent examples in the news: Kodak, HP, Kimberly-Clark, Ford, GM

2. Can only work with what's on our radar

3. Warren Buffett—the premier business/financial analyst

4. Financial statistics

5. Healthy financial architecture

6. Organization evolution definition

7. Organization histories

8. Who is Peter Drucker?

9. Management revolution and principles

10. A knowledge system view

11. Work approach blueprint

12. PIMS

• Examples of specific work investment modules

1. Work maps

2. Concepts to daily action

3. People decisions (ultimate control of an organization)

4. Abandonment

5. Futures (opportunity) budget

6. Permanent cost cutting

7. Productivity principles

8. Information challenges

9. Marketing (creating a customer and entire business as seen from the point of view of the customerS)

10. Innovation & entrepreneurship

11. Creating strategic leverage

12. Organization objectives. Management by objectives and self control

13. Profitability concepts

14. Managing growth

15. Much more ....

TLN keywords: tlnkwfinancialperformance

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

What needs doing?

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