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Slides* at … tompeters *Also, “Long”

Tom Peters’ Re-Ima g ine ! Leading Chan g e , Developing Talent , Driving Innovation , Adding Value , Achieving Excellence AERCE/Madrid/21March2006. Slides* at … tompeters.com *Also, “Long”. Re-imagine! Not Your Father’s World I. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz.

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Slides* at … tompeters *Also, “Long”

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  1. Tom Peters’Re-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving ExcellenceAERCE/Madrid/21March2006

  2. Slides* at …tompeters.com*Also, “Long”

  3. Re-imagine!Not Your Father’s World I.

  4. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  5. Re-imagine!Not Your Father’s World II.

  6. “Income Confers No Immunity as Jobs Migrate”—Headline/USA Today/02.2004

  7. “There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004

  8. Sydney Morning Herald/ 25October2005Qantas.Lay off thousands of mechanics.Maintenance to China.

  9. “There is no job that is Australia’sGod-given right anymore.”—Tom Peters/10.26.2005

  10. Re-imagine! Not Your Father’s World III.

  11. “A focus on cost-cutting and efficiency has helped many organizations survive, 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

  12. The General’s Story.

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

  14. Everybody’s Story.

  15. “One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  16. “One Singaporean workercosts as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  17. “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

  18. Better By Design: A National StrategyNZ = Design Excellence

  19. New ZealandThailandSpainPortugalIrelandSingaporeTaiwan PhilippinesUAEChile

  20. “ ‘MADE IN TAIWAN’: From Cheap Manufacturing to Chic Branding”—Headline/Advertising Age/06.05

  21. Taiwan, Your Partner in InnoValuePoster/Bucharest/03.06

  22. 1. Re-imagine Permanence: The Emperor Has No Clothes!

  23. “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

  24. 2. Re-imagine:InnovateorDie!!

  25. No Option!

  26. “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/2005

  27. Resist!

  28. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”—Mark Sirower, The Synergy Trap

  29. Different!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

  30. “Companies have defined so much ‘best practice’ that they are now more or less identical.”—Jesper Kunde, Unique Now ... or Never

  31. “[Immelt] is now identifying technologies with which GE will …systematically set out to build entirely new industries”—Strategy+Business, Fall 2005

  32. Focus!

  33. Big Winners“Mature” industry … Specialty (No competition) … Smaller than competitors4 Traits: Sweet spot … Agility … Discipline… FOCUSSource: Alfred Marcus, Big Winners and Big Losers:The 4 Secrets of Long-term Business and Failure

  34. “We will not, I repeat not, pretend to be ‘all things to all people.’ ”—CEO, Investec (03.06)

  35. BOLD!

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

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

  38. Action !

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

  40. “Execution isasystematic processof rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  41. Measurable!

  42. Innovation Index:How many of your Top 5 Strategic Initiatives/Key Projectsscore 8(out of 10)or higheron a“Rule-breaking”/“Wow”/ “Game-changing”Scale?

  43. Personal!

  44. Step #1:Buy a Mirror!

  45. “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”—RG

  46. 3. Re-imagine Business’sFundamental ValueProposition: Fighting “Inevitable Commoditization” via “The ‘Gamechanging Solutions’ Imperative.”

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

  48. $55B

  49. 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 Corp.):$55B

  50. Huge:Customer Satisfactionversus Customer Success

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