Tom Peters’ Re-Ima g ine2006! Business Excellence in a Disru p tive A g e Madrid /21-22February2006. China!. China!. China!. China. Ch. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz. Re-imagine! Not Your Father’s World I. 26 m.
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“Beijing Rushes to Build World-class Universities”—Headline, International Herald Tribune, 1028.05**Headline, same day: “China Bank Becomes a Giant Worth $470 Billion”
December 9, 2005: “Ogre to Slay? Outsource It to Chinese” (New York Times, page 1—news section). The “factory”: Fuzhou, China. The workers: youngsters logging 12-hour shifts. Their clientele: youngsters from “Seoul to San Francisco.” The “work”: The Chinese youngsters are playing the early levels of video games for their affluent “clients,” who want to avoid the pain and time associated with those annoying first few levels.
“In a global economy, the government cannot give anybody a guaranteed success story, but you can give 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
“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)
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”
Excellence2006: The Bedrock Baker’s Dozen • 1. A Bias For Action Is Job One!(Construct a Discipline/Culture of EXECUTION!) • 2. DECENTRALIZATION! ACCOUNTABILITY!(Tom’s “Top Two”, 1965-2005.) • 3. Fail. Forward. Fast.(“Reward Excellent Failures, Punish Mediocre Successes.”) • 4. “Metabolic Management” Matters!(Hustle! Adapt! EAT CHANGE! Win the • “O.O.D.A. Loop” War—Confuse Your Competitors!) • 5. INNOVATE or Die.(“Game-changers” or Bust! Lead the Customer! Just Shout “NO” to Imitation!) • 6. A Damn Good Product.(Pursue “Dramatic Difference.”) • 7. A Damn Cool Product.(Design Rules!) • 8. Ride the Value Added Curve to the Sky!(Sell “GamechangerSolutions”; Provide “Scintillating Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark.”) • 9. Relentlessly Pursue the “Big Two” Markets.(WOMEN Buy Everything • BOOMERS & GEEZERS Have All the Money!) • 10. Best “Talent”/Roster Wins!(HR Rules! Everyone a Leader! Women Lead Best! • “Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!) • 11. Demanded: Radical Technology Strategies!(“Incrementalism” Is for Wimps!) • 12. Hard Is Soft! Soft Is Hard!(People! Passion! Enthusiasm! Wow! INTEGRITY! TRUST! Good Citizenship.) • 13. Accept No Less Than EXCELLENCE!(Excellence, Pursuit thereof, Is the #1 Thing That Vaults Us Out of Bed in the Morning)
“Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok Fashion City”:“managed asset reflation”(add to brand value of Thai textiles by demonstrating flair and design excellence)Source: The Straits Times/2004
“We face the biggest change in tens of thousands of years in what it means to be human.” … “In just 20 years the boundary between fantasy and reality will be rent asunder.”(Rodney Brooks, AIL/MIT) … “We are at an inflection point in history.” … “It is about the defining cultural, social, and political issue of our age. It is about human transformation.”Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
“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
“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
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