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Re-Imagine Business Excellence in a Disruptive Age: Lessons Learned, Bold Strategies, and More

This presentation discusses the need for businesses to embrace change and innovate in order to stay relevant in a disruptive age. It explores lessons learned from successful companies, the importance of bold strategies, and the value of dream-making for clients.

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Re-Imagine Business Excellence in a Disruptive Age: Lessons Learned, Bold Strategies, and More

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  1. Tom Peters’ Re-Imagine!Business Excellence in a Disruptive AgeConstellation Energy/Baltimore/0207.2006

  2. Slides at …tompeters.com**Also … LONG

  3. 1. Change. Period. Then. Now.

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

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

  6. 2. Low Odds. The Emperor Has No Clothes.

  7. “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

  8. “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

  9. 3. Lessons Learned: GE & Me.

  10. 4/40

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

  12. Ex-e-cu-tion!!

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

  14. 6:15A.M.

  15. 4. Only One Strategy.

  16. InnovateorDie!!!

  17. “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

  18. “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/032805

  19. 5. Different.

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

  21. $798

  22. $415/SqFt/Wal*Mart$798/SqFt/Whole Foods

  23. “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror.The thing that all these companies have in common is that they have nothing in common.They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003

  24. 6. Bold.

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

  26. 7. More.

  27. Up,Up,Up, Up,Upthe Value-added Ladder.

  28. And the “M” Stands for … ?Gerstner’s IBM:“Systems Integrator of choice.”/BW(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )IBM Global Services*(*Integrated Systems Services Corporation): $55B

  29. “Big Brown’s New Bag: UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/07.19.2004

  30. The Value-added Ladder/Stuff ‘n’ ThingsGoods Raw Materials

  31. The Value-added Ladder/Stuff & TransactionsServicesGoods Raw Materials

  32. The Value-added Ladder/TransformationGamechanging SolutionsServicesGoods Raw Materials

  33. 8. And More.

  34. Dream it!

  35. DREAM: “A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.” —Gian Luigi Longinotti-Buitoni

  36. “The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.”— from the Ritz-Carlton Credo

  37. The Value-added Ladder/Dream-makersDreams Come TrueGamechanging SolutionsServicesGoodsRaw Materials

  38. Six Market Profiles1. Adventures for Sale2. The Market for Togetherness, Friendship and Love3. The Market for Care4. The Who-Am-I Market5. The Market for Peace of Mind6. The Market for ConvictionsRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

  39. Six Market Profiles1. Adventures for Sale/IBM-UPS2. The Market for Togetherness, Friendship and Love/IBM-UPS3. The Market for Care/IBM-UPS4. The Who-Am-I Market/IBM-UPS5. The Market for Peace of Mind/IBM-UPS6. The Market for Convictions/IBM-UPSRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

  40. IBM, UPS …Dream Merchants!

  41. 9. Leadership Rules.

  42. Make a Difference!

  43. “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is:‘Whodowe intendtobe?’Not ‘What are we going to do?’ but ‘Who do we intend to be?’”—Max De Pree, Herman Miller

  44. Go for the Gold!

  45. “You do not merely want to be the best of the best.You want to be considered the only ones who do what you do.”Jerry Garcia

  46. Find the Best!

  47. Brand = Talent.

  48. “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 20 of his 40 box plant managers to put more talented, higher paid managers in charge.He increased profitability from $25 million to $80 million in 2 years.”Ed Michaels, War for Talent

  49. Did We Say “Talent Matters”?“The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but10,000X.”—Nathan Myhrvold, former Chief Scientist, Microsoft

  50. “Leaders‘do’ people.”—Anon.

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