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Tom Peters’ Re-ima g ine ! Toward Consumer-driven Health (care) Excellence !

Tom Peters’ Re-Ima g ine2006! Business Excellence in a Disru p tive A g e Aetna National Accounts 2006 Consultants Forum/Laguna Niguel/01March2006. Tom Peters’ Re-ima g ine ! Toward Consumer-driven Health (care) Excellence !.

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Tom Peters’ Re-ima g ine ! Toward Consumer-driven Health (care) Excellence !

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  1. Tom Peters’ Re-Imagine2006!Business Excellence in a Disruptive AgeAetna National Accounts 2006 Consultants Forum/Laguna Niguel/01March2006

  2. Tom Peters’ Re-imagine!Toward Consumer-driven Health(care) Excellence!

  3. Tom Peters’ Re-imagine!Toward Client-driven Health(care) Excellence!

  4. JanuaryFebruaryDukeApril...

  5. Tom Peters’ Re-imagine!Toward Client-driven Health(care) Excellence!Aetna National Accounts 2006 Consultants Forum/Laguna Niguel/01Duke2006/Part #1

  6. Slides* at …tompeters.com*short (this one), long

  7. Tom Peters’Re-Imagine!Toward Client-driven, CustomerExperience-animated, QUALITY-OBSESSED, OutcomeAccountability-focused, InformationMeasurement-intensive, EMR-determined, Science-aware, PreventionWellness-centric, Healing-aimed, ChronicCare-oriented, HomeCare-based, Boomer-sensitive, Women’sHealth-directed, Revolution-insistent HEALTH(CARE) EXCELLENCEAetna/Laguna Niguel/Part #2

  8. Evidence*-based/Outcomes-based ……………..…... DPay-for-performance …………………………………… DIS/IT (general) ……………………………………………. CUse of information ……………………………………… C-EMR ………………………………………………………. C-/DQuality/100K ……………………………………………. D- (kind)Acute-to-chronic shift ……………………………...…. DAcute to Prevention/Wellness………………………… D/D-Patient-centric/Client-centric…………………………. DDoc’s acceptance of “evidence-based” …………… D/D-Corporate focus on Prevention/Wellness……….…... C-/DIndividual focus on Prevention/Wellness…………..… DIndividuals’ education/self management progress … C-Workforce acceptance of self-responsibility ……….. CWorkforce transition to “Brand You” ……………...… C-/D*There is damn little evidence to support these assessments

  9. Re-imagine!Not Your Father’s World.

  10. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  11. “There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004

  12. “In a global economy, the government cannotgive anybody a guaranteed success story, but you cangive people the tools to make the most of their own lives.”—WJC, from Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

  13. The General’s Admonition.(And Darwin’s)

  14. “If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army

  15. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  16. 1. Re-imagine Permanence: Naked Emperors.

  17. “Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

  18. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

  19. 4/40

  20. De-cent-ral-iz-a-tion!

  21. Ex-e-cu-tion!

  22. Ac-count-a-bil-ity!

  23. 6:15A.M.

  24. 2. Re-imagine: Innovate or Die!

  25. Brilliant!

  26. “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/2005

  27. Different!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

  28. This is not a “mature category.”

  29. This is an “undistinguishedcategory.”

  30. “Get better”vs“Get different”

  31. Summary:WallopWal*Mart16**Or: Why it’s so unbelievably easy to beat a GIANT Company

  32. The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.) *Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *“Dramatically Different” (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

  33. Bold!

  34. No Wiggle Room!“Incrementalism is innovation’sworst enemy.”Nicholas Negroponte

  35. Just Say “No” …“I don’t intend to be known as the ‘King of the Tinkerers.’ ”CEO, large financial services company

  36. CI/6S/Etc ConcernsOlivesDeck ChairsCow Paths

  37. On a Scale of 1 to 10*My main activities are Olive- Reducing Projects (ORPs) ____* 1 = No way! 10 = ‘Fraid so.

  38. “Beware of the tyranny of making SmallChanges to SmallThings. Rather, make Big Changes to BigThings.”—Roger Enrico, former Chairman, PepsiCo

  39. “Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec

  40. Measurable!

  41. Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a “Weirdness”/ “Profundity”/ “Wow”/ “Gasp-worthy”/ “Game-changer” Scale?

  42. Action!

  43. “Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  44. “Execution isasystematic processof rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  45. Personal!

  46. Step #1: Buy a Mirror!

  47. “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”—RG

  48. 3. Re-imagine Organizing I: IS/IT as Disruptive Tool!

  49. We all live inDell-Wal*Mart-eBay-Google World!

  50. “UPS used to be a trucking company with technology.Now it’s a technology company with trucks.”—Forbes

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