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Brand Inside Action Brand You Talent Leadership I Leadership II

Tom Peters on … Transformational Change RLG International’s Best of the Best and Client Forum San Antonio/18 November 2005/Version.LONG. Brand Inside Action Brand You Talent Leadership I Leadership II. Brand Inside Action Brand You Talent Leadership I Leadership II. Brand Inside.

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Brand Inside Action Brand You Talent Leadership I Leadership II

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  1. Tom Peters on …Transformational ChangeRLG International’s Best of the Best and Client ForumSan Antonio/18 November 2005/Version.LONG

  2. Brand InsideActionBrand YouTalentLeadership ILeadership II

  3. Brand InsideActionBrand YouTalentLeadership ILeadership II

  4. Brand Inside

  5. Brand Inside: A “Culture” Issue!

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

  7. “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”—Lou Gerstner, Who Says Elephants Can’t Dance

  8. “I lecture on [organizational learning] a dozen times a year now. I sometimes think it’s a waste of time. Most everyone ‘gets’ the easy part [technology] , which really isn’t that sophisticated—and they altogether slide by all the real, ‘culture’ issues.”—Robert Buckman, Buckman Labs, organization learning guru

  9. “The business of selling is not just about matching viable solutions to the customers that require them. It’ equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.”—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

  10. The “PSF35”: Thirty-Five Professional Service Firm Marks of Excellence

  11. “ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05

  12. Answer: PSF![Professional Service Firm]Department Headto …ManagingPartner, HR [IS, R&D, etc.]Inc.

  13. The PSF35: The Work & The Legacy1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”

  14. “Gasp-worthy!”

  15. The PSF35: The Client Experience11. Always team with client: “full partners in achieving memorable results”(Wanted: “Chimeras of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career”14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go)15. IMPLEMENTATION IS NOTCOMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE”16. IMPLEMENTATION IS NOTCOMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?

  16. The PSF35: The People & The Leadership18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old, same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as “Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?)23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #“R” [R = Retirement]24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills 25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE) 26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views

  17. The PSF35: The Firm & The Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is my message”—Gandhi) 29. Excellence+ in EXECUTION … 100.00% of the Time (No such thing as a “small sins”/World Series Ring to the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On The Verge Team31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEIL 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)33. Web (Technology) Obsession 34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point of View Worth BROADCASTING: “You must be the change you wish to see in the world”—Gandhi) 35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as much a place at the Head Table in a “PSF” as in a widgets factory: “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe”—Jack Welch)

  18. Winning (Guaranteed?)!

  19. Up,Up,Up, Up,Up the Value-added Ladder.

  20. The Traditional “Value-added Ladder”ServicesGoods Raw Materials

  21. And the “M” Stands for … ?Gerstner’s IBM:“Systems Integrator of choice.” (BW)IBM Global Services:$55B

  22. Planetary Rainmaker-in-Chief!“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models.The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have never been able to touch.”—Fortune

  23. “[Closing/selling Boeings 8,000-person facility in Wichita] was an important decision in moving forward with Boeing’s long-term strategy of becoming a large-scale integrator.”—The Wichita Eagle/06.16.2005

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

  25. “SCS”/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bankSource: Fast Company/02.04

  26. “Customer Satisfaction” to “Customer Success”“We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability.Are customers’ bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power Systems

  27. Bear In Mind: Customer Satisfactionversus Customer Success

  28. New York-Presbyterian:7-year, $500M enterprise-systems consulting and equipment contract with GE Medical SystemsSource: NYT/07.18.2004

  29. “Instant Infrastructure: GE Becomes a General Store for Developing Countries” —headline/ NYT/07.16.05

  30. The Revised Value-added Ladder.2005Gamechanging SolutionsServicesGoods Raw Materials

  31. Brand InsideActionBrand YouTalentLeadership ILeadership II

  32. Action

  33. Action!

  34. TP on BigCo sin #1:“too much talk, too little do”

  35. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker

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

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

  38. “I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

  39. “Execution is asystematic process of rigorously discussinghows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  40. The Leader’s Seven Essential Behaviors*Know your people and your business*Insist on realism*Set clear goals and priorities*Follow through*Reward the doers*Expand people’s capabilities*Know yourselfSource: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  41. Action8/VPMR+/Peters on Bossidy*Knowledge/External Focus (Competitors/Customers)*Realism/Truth-telling*Vision*Projects(Must add up to Vision)*Milestones*Commitment/Energy*RapidReview*Consequences (+/-)

  42. “Realism is the heart of execution.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  43. “The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.”—Larry Bossidy (Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done)

  44. A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.And paid him the agreed-upon $25,000 …

  45. 1. Every morning, write a list of the things that need to be done that day.2. Do them.Source: Hugh MacLeod/tompeters.com/NPR

  46. Boyd

  47. He who has the quickest O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. /Col. John Boyd

  48. “Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd “Re-arrange the mind of the enemy” —T.E. Lawrence “Float like a butterfly, sting like a bee” —AliBOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

  49. OODA Loop/Boyd Cycle“Unraveling the competition”/ Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ “So quick it is disconcerting” (adversary over-reacts or under-reacts)/ “Winners used tactics that caused the enemy to unravel before the fight” (NEVER HEAD TO HEAD)BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

  50. The “Big Two”!

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