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Slides* at … tompeters *CA World “Long” and “Final”

Tom Peters’ Re-Ima g ine! Business Excellence in a Disru p tive A g e CA World Las Vegas/14November2005. Slides* at … tompeters.com *CA World “Long” and “Final”. Re-imagine! Not Your Father’s World. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz.

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Slides* at … tompeters *CA World “Long” and “Final”

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  1. Tom Peters’ Re-Imagine!Business Excellencein a Disruptive AgeCA WorldLas Vegas/14November2005

  2. Slides* at …tompeters.com*CA World “Long” and “Final”

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

  4. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  5. The General’s Story.(And Darwin’s) (And the Admiral’s.)

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

  8. Nelson’s secret:“[Other] admirals more frightened of losing than anxious to win”

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

  10. “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

  11. “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

  12. 2. Re-imagine:InnovateorDie!!!

  13. “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)

  14. Resist!

  15. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger.Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.”—Jim Collins/Time/11.29.04

  16. Scale?

  17. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

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

  19. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similareducational backgrounds, coming up with similarideas, producing similarthings, with similarprices and similarquality.”Kjell Nordström and Jonas Ridderstråle, Funky Business

  20. “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

  21. Easy!

  22. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

  23. Hard!

  24. “The Bottleneck is at the Top of the Bottle”“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma?Atthetop!”— Gary Hamel/“Strategy or Revolution”/Harvard Business Review

  25. Bold!

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

  27. “Rewardexcellent failures.Punish mediocre successes.”Phil Daniels, Sydney exec

  28. Fast!

  29. “The most successful people are those who are good at plan B.”—James Yorke, mathematician, on chaos theory in The New Scientist

  30. Furious! [ “Bias for action” ]

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

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

  33. Measurable!

  34. Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a “Weirdness”/ “Profundity”/ “Wow”/ “Gasp-worthy”/ “Game-changer” Scale?

  35. Personal!

  36. Step #1: Buy a Mirror!

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

  38. 3. Re-imagine Organizing I: IS/IT as Disruptive Tool!

  39. “theFedEx Economy”—headline/New York Times/10.08.05

  40. “UPS used to be a trucking company with technology.Now it’s a technology company with trucks.”—Forbes

  41. Power Tools for Power Solutions/ Strategies!—TP

  42. 3A. Re-imagine the Architecture of Systems/IT Applications: Deliver No Less Than “Beautiful” Systems.

  43. 450/8

  44. “Beautiful”Graceful”“Aesthetic Triumph”“Breathtaking”“Game-changing”

  45. Rodale’s on “Grace” …elegance … charm … loveliness … poetry in motion … kindliness .. benevolence … benefaction … compassion … beauty

  46. 4. Re-imagine Organizing II: The White-Collar Tsunami and the Professional Service Firm (“PSF”) Imperative.

  47. “ ‘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

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

  49. 5. Re-imagine the FVP/ Fundamental Value Proposition:Up,Up,Up, Upthe Value-added Ladder.

  50. Re-imagine the FVP I:Services to Solutions!

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