100 vragen die je als ondernemer kunt stellen

Als ondernemer moet je jezelf continu in vraag durven stellen. Door kritisch naar jezelf en je omgeving te kijken ontwikkel je jezelf en je business. Dit zijn de 100 vragen die de huidige (management) denkers opgooien. Heb jij deze vragen jezelf al gesteld?

 100 vragen die je als ondernemer kunt stellen

1. How can we become the company that would put us out of business?
2. Are we  relevant? Will we be relevant five years from now? Ten?
3. If energy were free, what would we do differently?
4. What is it like to work for me?
5. If we weren’t already in this business, would we enter it today? And if not, what are we going to do about it?
6. What trophy do we want on our mantle?
7. Do we have bad profits?
8. What counts that we are not counting?
9. In the past few months, what is the smallest change we have made that has had the biggest positive result? What was it about that small change that produced the large return?
10. Are we paying enough attention to the partners our company depends on to succeed?
11. What prevents me from making the changes I know will make me a more effective leader?
12. What are the implications of this decision 10 minutes, 10 months, and 10 years from now?
13. Do I make eye contact 100 percent of the time?
14. What is the smallest subset of the problem we can usefully solve?
15. Are we changing as fast as the world around us? –
16. If no one would ever find out about my accomplishments, how would I lead differently?
17. Which customers can’t participate  in our market  because they lack skills, wealth, or convenient access to existing solutions?
18. Who uses our product in ways we never expected?
19. How likely is it that a customer would recommend our company to a friend or colleague?
20. Is this an issue for analysis or intuition?
21. Who, on the executive team or the board, has spoken to a customer recently?
22. Did my employees make progress today?
23. What one word do we want to own in the minds of our customers, employees, and partners
24. What should we stop doing?
25. What are the gaps in my knowledge and experience?
26. What am I trying to prove to myself, and how might it be hijacking my life and business success?
27. If we got kicked out and the board brought in a new CEO, what would he do?
28. If I had to leave my organization for a year and the only communication I could have with employees was a single paragraph, what would I write?
29. Who have we, as a company, historically been when we’ve been at our best?
30. What do we stand for–and what are we against?
31. Is there any reason to believe the opposite of my current belief?
32. Do we underestimate the customer’s journey?
33. Among our stronger employees, how many see themselves at the company in three years? How many would leave for a 10 percent raise from another company?
34. What did we miss in the interview for the worst hire we ever made?
35. Do we have the right people on the bus?
36. What would have to be true for the option on the table to be the best possible choice?
37. Am I failing differently each time?
38. When information truly is ubiquitous, when reach and connectivity are completely global, when computing resources are infinite, and when a whole new set of impossibilities are not only possible, but happening, what will that do to our business?
39. Do we aggressively reward and promote the people who have the biggest impact on creating excellent products?
40. What is our Big Hairy Audacious Goal?
41. Is our strategy driving our strategy? Or is the way in which we allocate resources driving our strategy?
42. How is the way you as the leader think and process information affecting your organizational culture?
43. Why don’t our customers like us?
44. How can we become more high-tech but still be high touch?
45. What do we need to start doing?
46. Whom among your colleagues do you trust, and for what?
47. Are you satisfied with your current role?  If not, what is missing from it?
48. Do you keep 50% of your time unscheduled?
49. What would I recommend my friend do if he were facing this dilemma?
50. What kind of crime could a potential new hire have committed that would not only not disqualify him/her from being hired by our organization, but would actually indicate that he/she might be a particularly good fit?
51. If our customer were my grandmother, would I tell her to buy what we’re selling?
52. If our company went out of business tomorrow, would anyone who doesn’t get a paycheck here care?
53. What is something you believe that nearly no one agrees with you on?
54. Do you have an implicit bias for capital investments over people investments?
55. Do we have enough freaky customers in our portfolio pushing us to the limit day in and day out?
56. Who are you going to put out of business, and why?
57. What happens at this company when people fail?
58. How will you motivate the dishwashers?
59. Do your employees have the opportunity to do what they do best everyday?
60. Where is our petri dish?
61. What Microsoft is this the Altair Basic of?
62. Do we say “no” to customers for no reason?
63. Instead of going to current contacts for new ideas, what if you reconnected with dormant contacts–the people you used to know?  If you were going reactivate a dormant tie, who would it be?
64. Do you see more potential in people than they do in themselves?
65. Are you taking your company in the direction of better and revenue or cheaper and cost?
66. Would you rather sell to knowledgeable and informed customers or to uninformed customers?
67. What are we challenging, in the sense that Mac challenged the PC or Dove tackled the Beauty Myth?
68. In what way can we redefine the criteria of choice in our category in our favor, as Method introduced style and design to cleaning and Virgin America returned glamor to flying?
69. In the past year, what have you done (or could you have done) to increase the accurate perception of this company/brand as ethical and honest?
70. To whom do you add value?
71. Why should people listen to you?
72. How would our PR, marketing, and social media change if we did not use outside agencies?
73. What was the last experiment we ran?
74. Are your clients Pepsi or Coke drinkers?
75. What is your BATNA (best alternative to a negotiated agreement)?
76. What’s the best design framework for an organization in a post Industrial-Age if the top-down, command and control model is no longer relevant?
77. Who are four people whose careers I’ve enhanced?
78. Where can we break convention?
79. Whose voice (department, ethnic group, women, older workers, etc) might you have missed hearing from in your company, and how might you amplify this voice to create positive momentum for your business? –Jane Hyun and Audrey Lee, partners, Hyun & Associates
80. In retrospect, of the projects that we pulled the plug on, what percent do we wish had been allowed to keep going, and what percent do we wish had ended earlier?
81. Do you, as a leader, bounce back quickly from setbacks?
82. Who do we think the world wants us to be?
83. How will we build a 100-year startup?
84. What successful thing are we doing today that may be blinding us to new growth opportunities?
85. If you could go back in time five years, what decision would you make differently?  What is your best guess as to what decision you’re making today you might regret five years from now?
86. What stupid rule would we most like to kill?
87. What potential megatrends could make our business model obsolete?
88. What information is critical to our organization that our executives are ignoring?
89. What have we done to protect our business from competitive encroachment?
90. If you had to rebuild your organization without any traditional competitive advantages (i.e., no killer a technology, promising research, innovative product/service delivery model, etc.), how would your people have to approach their work and collaborate together in order to create the necessary conditions for success?”
91. What are the rules and assumptions my industry operates under? What if the opposite were true?
92. Do the decisions we make today help people and the planet tomorrow?
93. What is your theory of human motivation, and how does your compensation plan fit with that view?
94. How do you encourage people to take control and responsibility?
95. Who do we want out customers to become?
96. How do I stay inspired?
97. Do I know what I’m doing? And who do I call if I don’t?
98. Do they use it?
99. What is our question?
100. How is business? Why?

De originele lijst met vragen vind je hier: 100 questions business leaders should ask. Welke vragen stel jij je regelmatig? En waarom? Laat je reactie achter in de comments.