Peter Drucker's five questions are:

What is our Mission?

- Do what, not how? Why do? What do people remember us
for? Do a SWOT.
- Make it short, simple and sweet, easy to remember and fit
on a t-shirt.
Who is our Customer? (Customer)
- Whose life is changed by our work?
- There is only 1 primary customer. Who is he?
- Why is it important to him?
- Who do we disqualify as customer?
What does the Customer Value? (Needs)
- Whats their real need? Wants?
- Remember there is NO irrational customer.
- How to serve them better?
- What do we not know about them? How to find out?
- Get feedback and satisfy the customer.
What are our Results? (Competence)
- It must be measured from outside
- What is the positive change in life, conditions, usage?
- Does result match the Mission?
- What is the qualitative result? Quantitative result?
- Improve lives above all else even your staffs.
- What programs to strengthen? Which to drop?
What is our Plan? (Leadership)
- What is the vision of the future?
- Mission & goals belong to the board, not the workers
- DMAIC of Six Sigma may be useful to define the plan.
- Have no more than 3 to 5 goals
- Plan on improvement of good, abandon the bad (processes)
- Listen, Innovate, and take risk.
- Use judgment, discipline, caring, fortitude and integrity.
Remember: Good intentions dont move mountains, Bulldozers do!!

The Goal: Three fundamental questions:
1. What to change?
2. To what to change?
3. How to cause the change?

The goal is to make (more) money, which is done by the following:
1. Increase Throughput
2. Reduce Inventory
3. Reduce Operating Expense

Theory of Constraints
TOC Analysis in the form of five steps used as a foundation upon which
solutions are built:
1. Identify the constraint
2. Decide how to exploit the constraint
3. Subordinate and synchronize everything else to the above decisions
4. Elevate the performance of the constraint
5. If, in any of the above steps the constraint has shifted, go back to Step
1.
Assessing business
1. Is it easy to estimate if it is profitable?
2. Are there similar business that can be used for evaluation to
benchmark?
3. Consider risks!!
4. If both are No, find another business to consider.