Chapter 11. Find the Flaw
If you want it, measure it. If you can't measure it, forget it.
—Peter Drucker
Pete is president of a geographical division of a large telecommunication company. A few years before his call, I had worked with him, his peers, and the company's CEO to help them get aligned around their business strategy and a focused message. The project had gone well.
Pete was now on the phone with a problem and a proposed solution. What did I think of his idea?
He said he wanted to generate high levels of commitment among his 11,000 employees to the company's entire product line. People either don't know what products the company sells or they only know the products sold by their group or division, he told me. "What I'd like to do is ...
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