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EXCELLENCE. ALWAYS. Tom Peters/Excellence Overview/20June2006

EXCELLENCE. ALWAYS. Tom Peters/Excellence Overview/20June2006. 25. Good Night and Good Luck. Chicagoland’s Mystery Disappearances …. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz. 43,000.

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EXCELLENCE. ALWAYS. Tom Peters/Excellence Overview/20June2006

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  1. EXCELLENCE. ALWAYS.Tom Peters/Excellence Overview/20June2006

  2. 25

  3. Good Night and Good Luck.

  4. Chicagoland’s Mystery Disappearances …

  5. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  6. 43,000

  7. “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327; 500 of 900 Research; JPMorgan Chase—30% back-office by 12.31.07

  8. Wal*Mart + Home Depot + Walt Disney + Intel + Microsoft + Pfizer =FlatSource: “Blue Chip Blues”, Cover, BW, 0417.06

  9. New Economy?!Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

  10. Good Morning and Good News.

  11. New Economy?!Sergey + Larry > Harvard/370

  12. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14

  13. EXCELLENCE. THE MANDATE.

  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. “We are in a brawl with no rules.”—Paul Allaire

  17. Sam’s Secret #1!

  18. “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 No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.”—Bloomberg by Bloomberg

  19. "I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”—Andy Grove

  20. “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

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

  22. Nelson’s secret:“[Other] admirals more frightened of losing than anxious to win”

  23. EXCELLENCE. STARTERS.

  24. Radio City Music HallSeptember 2005

  25. Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

  26. P.P.E.E.R.R.E.

  27. People.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.People.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.

  28. Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

  29. My (Les’s) Dinner with HenriJUSTWHATIZZITUMAKE?

  30. My (Les’s) Dinner with HenriJUST WHAT IS IT YOU MAKE?

  31. Did one of ’em ever turn to the other and say:“Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought forth for my daughter Alice, age 17, because of this deal?”

  32. EXCELLENCE. THE WORD.

  33. SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity

  34. EXCELLENCE. GAMECHANGER1982.

  35. 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”

  36. What is In Search of Excellence all about:People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. “Brand You.” “Dramatic Differences.” Experiences that Make You “Gasp.” Excellence. Always.

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

  38. A Comment on Tom Peters in the Context of the Reagan Revolution … “Tom Peters and Steve Jobs did more to make business cool ‘for the rest of us’ than any others.”—Rich Karlgaard, publisher, Forbes

  39. EXCELLENCE. CAUSES.ADVERSARIES.

  40. Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”Approximately 640 Index entries: Customer/s (service, retention, loyalty),4. People (employees, motivation, morale, worker/s),0. Innovation (product development, research & development, new products),0.

  41. M.I.A.*:Talk.(Present.)Listen.(Interview.)Sell.(Life = Sales.)Do.(Execution-Implementation.)Talent.(Recruit-Develop-Retain.)Project Management.(Create. Solicit support. Execution. Adoption-Client “Culture Change.”)Product. (“It.”) Innovation.(Design. Creativity. “Buzz-building.” Politics.)Leadership.(USMA, etc.) E.Q. (Connect.)“Culture” Change. (Lasting impact.) Diversity.(Cross-cultural Effectiveness.)Career Creation.(Brand You life-lifestyle.)Wellness.(Life.) *B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

  42. Causes/1966-2006 Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft “Ss”/7-S (Waterman-Peters complete “business model”; waaaaay beyond Strategy & Structure) Structure > Strategy (“We shape our structures, then they shape us …”—Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Around—courtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers

  43. Causes/1966-2006 Women/Market opportunity Women/Leaders (right for the times) Design/Design-as-soul Wow! (Hot language) Weird! Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Brand You (or else) PSF = Bedrock (add value or bust—every group must demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DREAMKETING (Dream Marketing)-LOVEMARK Different > > Better Boomers & Geezers/marketing to new “mega-segment”

  44. Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitations—even at Microsoft) White guys! (not really, but enough already) 18-44 emphasis in marketing (geezers > youth for foreseeable future) -Cost > +Revenue (cost cutting more important than organic revenue growth) CI (continuous improvement in an age of discontinuous world) LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE

  45. EXCELLENCE. RE-DEFINED.

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

  47. Great Companies … SETTHEAGENDA.*(Period.)* “disturb the sleep of …

  48. AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ AdventurersUS Steel … Ford … Toyota … Sears … GM … ITT …The Gap …Limited …Wal*Mart…Tesco…P&G … 3M …Intel… IBM …Apple…Nokia…Cisco… Dell… MCI … Sun …Microsoft…Google… Enron …Schwab…GE… Laker … Southwest … People Express …Ogilvy…Virgin…eBay…Amazon… Sony…Amgen…BMW… CNN … Nike

  49. Built to Last vs Built for Impact“But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting.The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever.”—Kjell Nordström and Jonas Ridderstråle, Funky Business

  50. EXCELLENCE. RENOVATION2006.

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