Tom Peters’ X25*EXCELLENCE. ALWAYS.JIWA Training/Khobar/16January2007*In Search of Excellence 1982-2007
“The role of the Director is to create a space where the actors and actresses canbecome more than they’ve ever been before, more than they’ve dreamed of being.”—Robert Altman, Oscar acceptance speech
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin
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”
Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.*****Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“Every time we come to a comfort zone, we will find a way out. … A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today?’”—Daniel Lamarre, president, Cirque du Soleil
“The Creative Age is awide-open game.”—Richard Florida,The Rise of the Creative Class
Whoops: Jack didn’t have a vision!**GE = “Talent Machine” (Ed Michaels)
Message: Leading “Talent” is all about Emotion:Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.
3. FUNDAMENTAL PREMISE: We Are in an Age of Talent/Creativity/ Intellectual-capital Added.
Agriculture Age (farmers)Industrial Age (factory workers)Information Age (knowledge workers)Conceptual Age (creators and empathizers)Source: Dan Pink, A Whole New Mind
4. Talent “Excellence” in Every Part of Every Organization.
“The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.”—Warren Bennis & Patricia Ward Biederman, Organizing Genius
Visibly energetic /Passionate/Enthusiastic … about everything.Engaging/Inspires others. (Inspires the interviewer!)Loves messes & pressure. Impatient/ Action fanatic.A finisher.Exhibits: Fat “WOW Project” Portfolio. (Loves to talk about her work.)Smart.Curious/ Eclectic interests/ A little (or more) weird.Well-developed sense of humor/ Fun to be around. ******No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: “Did you visibly grow while working with X?” /“How has the department/team grown on a ‘world-class’ scale during X’s tenure?”)
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First:Separating financial forecasting and performance measurement.Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second:Putting HR on a par with finance and marketing.
Our MissionTo develop and manage talent;to apply that talent,throughout the world, for the benefit of clients;to do so in partnership; to do so with profit.WPP
What’s your company’s …EVP/IBP?**Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promiseper TP
EVP/IBP = Remarkable challenges, rapid professional growth, wholesale respect, deep satisfaction, fun, stunning opportunities, exceptional rewards, amazing peer group, fullmembership in Club Adventure, maximized future employability
Omnicom's acquisitions:“not for size per se”; “buying talent;” “deepen a relationship with a client.”Source: Advertising Age
“Busy Executives Fail To Give Recruiting Attention It Deserves”—Headline, WSJ, 1121.05