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Corporate Survival Strategies: Navigating Change in the New Zealand Business Landscape

Explore the dynamics of corporate adaptation in New Zealand through compelling insights and data on survival, innovation, and revenue strategies. Learn from industry giants Pfizer, Ford, Gap, Chrysler, Yahoo, Microsoft, Wal*Mart.

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Corporate Survival Strategies: Navigating Change in the New Zealand Business Landscape

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  1. NEW ZEALAND 2007

  2. Ho hum: 2+ weeks in New Zealand …PfizerFordGapChryslerYahoomicrosoftwal*mart??????

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

  4. On NELSON:“[other] admirals more frightened of losing than anxious to win”

  5. Axiom: We have met the enemy and he is us.Axiom: The long-term adaptive capabilities of Big Corporations taken as a whole is “problematic” [read: pathetic].Antidote: The answer is 75% internal. To sustain/win, we must first and foremost and in perpetuity beat back the forces of darkness—size and inertia and fear and timidity and over-complexity.

  6. The last word: There is no last word.

  7. Flat as a Pancake (Or Worse)Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE

  8. Tom Peters’ X25*EXCELLENCE. ALWAYS.International Paper/Sanibel Harbour/0228.07*In Search of Excellence 1982-2007

  9. Slides* at …tompeters.com*also “long”

  10. EXCELLENCE????

  11. “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

  12. “Forbes100” from 1917 to 1987:39members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 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

  13. S&P Stability Ratings*19852006Low Risk 41% 13%Average Risk 24% 14%High Risk35% 73%*Likelihood of stable long-term earnings growthSource: Fortune (2 October 2006)

  14. Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed halfof Korea’s 30 largest conglomerates.”Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)

  15. EXCELLENCE. GAMECHANGER.

  16. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties”

  17. ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields$85,000EI: $10,000 yields$140,050*Forbes/Excellence Index/Basket of 32 publicly traded stocks

  18. EXCELLENCE. ASPIRATION.

  19. “Why in the world did you go to Siberia?”

  20. The Peters Principles:Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

  21. “In-sane-ly-great”

  22. EXCELLENCE. REVENUE.MATTERS.MOST.

  23. “Analysts … preferred cost cutting,as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and earnings went to hell.They said, ‘Oh my gosh, you need revenues to grow earnings over time.’ Well, Duh!”—Dick Kovacevich, Wells Fargo

  24. . “Everyone lives by selling something.” – Robert Louis Stevenson

  25. CRO**Chief Revenue Officer

  26. EXCELLENCE. INNOVATE. OR. DIE.

  27. More than $$$$#1R&D spending, last 25 years?

  28. GM

  29. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo

  30. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”—Mark Sirower, The Synergy Trap

  31. There’s“A”and then there’s“A.”

  32. Spinoffs systematically perform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble”—Jerry Knight/ Washington Post/ 08.05

  33. InnoTacs

  34. We become who we hang out with!

  35. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

  36. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

  37. “Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. Diversity trumped ability.”—Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

  38. Wikinomics.WikiWorld.CrowdSourcing.

  39. “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’ ”—Headline, FT, 0110.07 (cf Wickinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams)

  40. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.

  41. do things.

  42. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

  43. drill.

  44. “This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

  45. try things.

  46. “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version#5.By the time our rivals are ready with wires and screws, we are on version #10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.”—Bloomberg by Bloomberg

  47. “Experiment fearlessly”Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

  48. Screw. things.Up.

  49. “Fail . Forward. Fast.”High Tech CEO, Pennsylvania

  50. Sam’s Secret #1!

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