“ amateurs talk about strategy. professionals talk about logistics.”*
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““Amateurs talk Amateurs talk about strategy. about strategy.
Professionals talk Professionals talk about logistics.”*about logistics.”*
——General Omar Bradley, Commander, U.S. forces, D-DayGeneral Omar Bradley, Commander, U.S. forces, D-Day
*Also see: Roger Knight, *Also see: Roger Knight, Britain Against Napoleon: Britain Against Napoleon: The Organization of Victory 1793-1815The Organization of Victory 1793-1815
CONRADCONRAD HILTONHILTON, at a gala celebrating, at a gala celebrating his career, was called to the podium and his career, was called to the podium and
asked,asked, “What were the most important
lessons you learned in your long and
distinguished career?” His answer …His answer …
““Remember Remember to tuck the to tuck the
shower curtain shower curtain inside the inside the bathtubbathtub.”.”
““EXECUTION EXECUTION ISIS STRATEGY.”STRATEGY.”
—Fred Malek—Fred Malek
Tom Peters’Tom Peters’
EXCELLENCEEXCELLENCE!!
Gartner Supply Chain Executive ConferenceGartner Supply Chain Executive ConferencePhoenix/21 May 2014Phoenix/21 May 2014
(Slides at tompeters.com; (Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)also see our 23-part Master Compendium at excellencenow.com)
Tom Peters’Tom Peters’
EXCELLENCEEXCELLENCE!!
Gartner Chief Marketing Officer ConferenceGartner Chief Marketing Officer ConferencePhoenix/21 May 2014Phoenix/21 May 2014
(Slides at tompeters.com; (Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)also see our 23-part Master Compendium at excellencenow.com)
Tom Peters’Tom Peters’
EXCELLENCEEXCELLENCE!!
Gartner Chief Operating Officers ConferenceGartner Chief Operating Officers ConferencePhoenix/21 May 2014Phoenix/21 May 2014
(Slides at tompeters.com; (Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)also see our 23-part Master Compendium at excellencenow.com)
$82,000,$82,000,000,000,000,000,
000 000 [IoT/IoE/50B][IoT/IoE/50B]
““Steve, you’re Steve, you’re costing me a costing me a
hundred hundred nanoseconds. nanoseconds. [$100B/M][$100B/M] CCan you at least an you at least
cross it diagonally?”cross it diagonally?”
““Just like other members of Just like other members of the board, the algorithm the board, the algorithm
gets to vote on whether the gets to vote on whether the firm makes an investment firm makes an investment in a specific company or in a specific company or
not. The program will be the not. The program will be the sixth member of DKV's sixth member of DKV's
board.”board.”
Walmart SV =Walmart SV =
1,5001,500
““The greatest The greatest shortcoming of the shortcoming of the human race is our human race is our
inability to inability to understand the understand the
exponential exponential function.” function.” —Albert A. Bartlett—Albert A. Bartlett
Social BusinessSocial Business
Biz 2014: Get Aboard the “S-Train”Biz 2014: Get Aboard the “S-Train”
SMSM/Social Media./Social Media.
SXSX/Social eXecutives./Social eXecutives.
SESE/Social Employees./Social Employees.
SOSO/Social /Social Organization.Organization.
SBSB/Social Business./Social Business.
““Customer engagement is Customer engagement is moving from relatively isolated moving from relatively isolated market transactions to deeply market transactions to deeply connected and sustained social connected and sustained social relationships. relationships. This basic chanThis basic changge e in how we do business will make in how we do business will make
an iman imppact on act on jjust about ust about evereveryythinthingg we do we do.”.”
Social Business By Design: Transformative Social Media StrategiesSocial Business By Design: Transformative Social Media Strategies For the Connected CompanyFor the Connected Company —Dion Hinchcliffe & Peter Kim —Dion Hinchcliffe & Peter Kim
IBM Social Business Markers/2005-IBM Social Business Markers/2005-20122012
*433,000 employees on IBM *433,000 employees on IBM ConnectionConnection*26,000 individual blogs*26,000 individual blogs*91,000 communities*91,000 communities*62,000 wikis*62,000 wikis*50,000,000 IMs/day*50,000,000 IMs/day*200,000 employees on Facebook*200,000 employees on Facebook*295,000 employees/800,000 followers*295,000 employees/800,000 followers of the brandof the brand*35,000 on Twitter*35,000 on Twitter
Source: IBM case, in Cheryl Burgess & Mark Burgess, Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social EmployeeThe Social Employee
Teva CanadaTeva Canada
SharePoint:SharePoint: Joint problem Joint problem solving/collaboration within solving/collaboration within supply chain orgsupply chain org
Strategy-Nets:Strategy-Nets: Supply Supply chain plus sales, marketing, chain plus sales, marketing, customer servicecustomer service
Moxie:Moxie: blogs, wikis, joint doc blogs, wikis, joint doc editing, etc.editing, etc.Source: Dion Hinchcliffe & Peter Kim, Social Business By DesignSource: Dion Hinchcliffe & Peter Kim, Social Business By Design
““If I could have chosen not to tackle the IBM culture head-If I could have chosen not to tackle the IBM culture head-on,on,
I probably wouldn’t have. My bias coming in was toward I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of changing the attitude and behaviors of hundreds of
thousands of people is very, very hard.thousands of people is very, very hard. Yet I Yet I came to see in my time at came to see in my time at IBM that IBM that cultureculture isn’t just isn’t just
one aspect of the game one aspect of the game ——IT IS THE IT IS THE GGAMEAME.”.”
——Lou Gerstner, Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance
Seven Characteristics of the Social EmployeeSeven Characteristics of the Social Employee
1. 1. Engaged Engaged 2. 2. Expects Integration of the Expects Integration of the
Personal and ProfessionalPersonal and Professional3. 3. Buys Into the Brand’s StoryBuys Into the Brand’s Story4. 4. Born CollaboratorBorn Collaborator5. 5. ListensListens6. 6. Customer-CentricCustomer-Centric7. 7. Empowered Change AgentEmpowered Change Agent
Source: Cheryl Burgess & Mark Burgess, Source: Cheryl Burgess & Mark Burgess, The Social EmployeeThe Social Employee
Hard is Soft.Hard is Soft.Soft is Hard.Soft is Hard.
XFX =XFX =
#1#1
NEVER NEVER WASTE A WASTE A LUNCH!LUNCH!
XFX/Typical XFX/Typical SocialSocial Accelerators Accelerators
1. EVERYONE’s [more or less] JOB #1: Make friends in other 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.)functions! (Purposefully. Consistently. Measurably.)2. “Do lunch” with people in other functions!! Frequently!! 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.)(Minimum 10% to 25% for everyone? Measured.)3. Ask peers in other functions for references so you can become 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) ism.) 4. Religiously invite counterparts in other functions to your team 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.)your group. (Useful. Mark of respect.)
5. 5. PROACTIVELY SEEK EXAMPLES OF “TINY” PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX email of “Thanks” for some sort of XFX gesture by your folks and some other gesture by your folks and some other function’s folks.)function’s folks.) 6. Present counterparts in other functions awards for service to 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annualyour group. Tiny awards at least weekly; and an “Annual All-Star All-Star Supporters [from other groups] Banquet” modeled after superstar Supporters [from other groups] Banquet” modeled after superstar salesperson banquets. salesperson banquets.
MBWAMBWA
2525
5050
““If I had to pick one failing of If I had to pick one failing of
CEOs, it’s that …CEOs, it’s that … they don’t read
enough.” —Co-founder of —Co-founder of
one of the largest investment services firms in the USA/worldone of the largest investment services firms in the USA/world
11 Mouth, Mouth,
22 Ears Ears
““The doctor The doctor interruptsinterrupts after …*after …*
*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think
18 …18 …
18 … 18 … secondsseconds!!
[An [An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark
of of RespectRespect..
Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)
Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication* * (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)
[cont.][cont.]
Suggested Suggested Core Value Core Value #1:#1: “We are Effective “We are Effective
Listeners—we treat Listening Listeners—we treat Listening EXCELLENCEEXCELLENCE as the as the Centerpiece of our Centerpiece of our
Commitment to Respect and Commitment to Respect and Engagement and Community Engagement and Community
and Growth.”and Growth.”
Responsiveness/Responsiveness/Apology Apology
THE PROBLEM IS THE PROBLEM IS RARELY/RARELY/NEVERNEVER THE THE
PROBLEM. THEPROBLEM. THE
RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE
REAL PROBLEMREAL PROBLEM.***PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!
With a new and forthcoming policy on With a new and forthcoming policy on apologies … Toro, the lawn mower folks, apologies … Toro, the lawn mower folks,
reduced the average cost of settling a claim reduced the average cost of settling a claim
fromfrom $$115,000115,000 in 1991 toin 1991 to
$$35,00035,000 in 2008 in 2008 …… and and the companthe companyy hasn’t hasn’t been to trial in the been to trial in the
last15last15 y yearsears!!
ComebackComeback[big, quick response][big, quick response]
>>>>PerfectionPerfection
Acquire vs. maintain:Acquire vs. maintain:
5X5X***Hence: Service*Hence: Service >>>> SalesSales (!!)(!!)
1/4,096:1/4,096: Business Business Has to Give Has to Give
People Enriching, People Enriching, Rewarding LivesRewarding Lives
1/4,096: excellencenow.com1/4,096: excellencenow.com
““Business has to give people enriching, Business has to give people enriching,
rewarding lives … rewarding lives … or it's or it's simsimppllyy not not
worth worth doindoing.”g.”
——Richard BransonRichard Branson
““You have to You have to treat your treat your
employees like employees like customers.”customers.” —Herb —Herb
Kelleher, upon being asked his “secret to success”Kelleher, upon being asked his “secret to success”
Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at on the occasion of Herb Kelleher’s retirement after 37 years at
Southwest Airlines Southwest Airlines (SWA’s pilots union took out a full-page ad in (SWA’s pilots union took out a full-page ad in USA USA TodayToday
thanking HK for all he had done) thanking HK for all he had done) ; across the way in Dallas, American ; across the way in Dallas, American Airlines’ pilots were Airlines’ pilots were picketingpicketing AA’s Annual Meeting)AA’s Annual Meeting)
"If you want staff to "If you want staff to give great service, give great service, give great service to give great service to staff."staff." —Ari Weinzweig, Zingerman's
Oath of Office:Oath of Office: Managers/Servant Leaders Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably overOur goal is to serve our customers brilliantly and profitably over the long haul.the long haul.Serving our customers brilliantly and profitably over the longServing our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, thehaul is a product of brilliantly serving, over the long haul, the people who serve the customer.people who serve the customer.
Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained everything in between—is abetting the sustained growthgrowth and success and engagement and enthusiasm andand success and engagement and enthusiasm and commitment to Excellence of those, one at a time, commitment to Excellence of those, one at a time, whowho directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth andWe—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to ExcellenceDevelopment and Success and Aspiration to Excellence business.”business.”““We” We” [leaders][leaders] only grow when “they” only grow when “they” [each and every one of our colleagues][each and every one of our colleagues] are are growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our colleagues][each and every one of our colleagues]
are succeeding.are succeeding.““We” We” [leaders][leaders] only energetically march toward Excellence when only energetically march toward Excellence when “ “they” they” [each and every one of our colleagues][each and every one of our colleagues] are energetically marching are energetically marching toward Excellence.toward Excellence.Period.Period.
““The role of the Director is to The role of the Director is to create a space where the create a space where the
actors and actresses canactors and actresses can become more than become more than thetheyy’ve ever been ’ve ever been
before,before, more than themore than they’y’ve ve dreamed of beindreamed of being.”g.”
——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech
““the joy* the joy* of work”of work”
——John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of BusinessJohn Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business
*See also,*See also, Joy Inc.: How We Built a Workplace People LoveJoy Inc.: How We Built a Workplace People Love ——Richard Sheridan (Menlo Innovations) Richard Sheridan (Menlo Innovations)
The Army KnowsThe Army Knows!!
If the regimental commander lost most of his If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and 2nd lieutenants and 1st lieutenants and
captains and majors, it would be a tragedy. captains and majors, it would be a tragedy.
If he lost his If he lost his serserggeants it would eants it would be a catastrobe a catastropphehe. . The The
Army and the Navy are fully aware that Army and the Navy are fully aware that success on the battlefield is dependent to an success on the battlefield is dependent to an extraordinary degree on its Sergeants and extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the Chief Petty Officers. Does industry have the
same awareness?same awareness?
““People People leave leave
manamanaggersers not not companies.”companies.”
——Dave WheelerDave Wheeler
Hiring.Hiring.
““development can help great development can help great
people be even people be even better— better— but if but if I had a dollar to spend, I’d I had a dollar to spend, I’d
spendspend 70 cents70 cents getting the right person getting the right person
in the door.”in the door.” ——Paul Russell, Director, Leadership and Paul Russell, Director, Leadership and
Development, GoogleDevelopment, Google
2/year = 2/year = Legacy.Legacy.
Promotion DecisionsPromotion Decisions
“life and “life and death death
decisions”decisions”Source: Peter Drucker, Source: Peter Drucker, The Practice of ManagementThe Practice of Management
Evaluation.Evaluation.
EVALUATING EVALUATING
PEOPLE = PEOPLE = #1#1
DIFFERENTIATORDIFFERENTIATORSource: Jack Welch, now Jeff Immelt onSource: Jack Welch, now Jeff Immelt on
GE’s top strategic skill ( GE’s top strategic skill (!!!!!!!!))
Training As Training As InvestmentInvestment
#1#1
In the Army, In the Army, 33--star star ggeneralsenerals worry about worry about
training. In most training. In most businesses, it's a “ho businesses, it's a “ho hum” mid-level staff hum” mid-level staff
function.function.
Gamblin’ ManGamblin’ Man
Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as expense rather than as expense rather than investment.investment.Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as defense rather than offense.as defense rather than offense.Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as “necessary evil” rather than as “necessary evil” rather than “strategic opportunity.”“strategic opportunity.”Bet:Bet: >> 8 of 10 CEOs, in 45-min >> 8 of 10 CEOs, in 45-min “tour d’horizon” of their “tour d’horizon” of their business, would not mention business, would not mention training.training.
Is your CTO/Chief Training Officer your top paid “C-level” Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?job (other than CEO/COO)?If not, why not?If not, why not?
Are your top trainers paid as much as your top Are your top trainers paid as much as your top marketers and engineers?marketers and engineers?If not, why not?If not, why not?
Are your training courses so good they make you giggle Are your training courses so good they make you giggle and tingle?and tingle?If not, why not?If not, why not?
Randomly stop an employee in the hall: Can she/he Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the meticulously describe her/his development plan for the next 12 months?next 12 months?If not, why not?If not, why not?
Why is your world of business any different than the Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, (competitive) world of rugby, football, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? laughably obviously for them, why not you?
SelSelf-f-Evaluation.Evaluation.
““How can a high-level leader like _____ How can a high-level leader like _____ be so out of touch with the truth about be so out of touch with the truth about
himself? It’s more common than you himself? It’s more common than you
would imagine. would imagine. In fact, the higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be.
The problem is an acute lack of The problem is an acute lack of feedback [especially on people issues].”feedback [especially on people issues].”
—Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders
11/48/48(No kidding)(No kidding)
READY.READY.FIRE!FIRE!AIM.AIM.
H. Ross Perot (vs H. Ross Perot (vs ““Aim! Aim! Aim!”Aim! Aim! Aim!” /EDS vs GM/1985)/EDS vs GM/1985)
““We made mistakes, of course. Most of them were omissions We made mistakes, of course. Most of them were omissions
we didn’t think of when we initially wrote the software. we didn’t think of when we initially wrote the software. We We fixed them bfixed them byy doin doingg it over and over, it over and over, aaggain and aain and aggain.ain. We do the same today. While our We do the same today. While our
competitors are still suckingcompetitors are still sucking their thumbs trying to make the their thumbs trying to make the design perfect, we’re already on prototype versiondesign perfect, we’re already on prototype version
##55.. By the time our rivals are ready with wires By the time our rivals are ready with wires
and screws, we are on version and screws, we are on version ##1010.. It It
ggets back to ets back to pplanninlanningg versus actin versus acting: g: We We act from day oneact from day one; ; others others pplan how tolan how to pplanlan——for monthsfor months.”.” —Bloomberg by Bloomberg—Bloomberg by Bloomberg
Culture of PrototypingCulture of Prototyping
“Effective prototyping may “Effective prototyping may
be be THETHE MOST MOST VALUABLEVALUABLE CORE CORE COMPETENCECOMPETENCE an an
innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage—Michael Schrage
““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”
Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1
“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”
Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)
Lesson47:Lesson47: WTTMSWTTMS
WW
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS
““FAIL.FAIL. FORWARD. FORWARD.
FAST.”FAST.”High Tech CEO, Pennsylvania
““REWARDREWARD excellent failures. PUNISHPUNISH mediocre
successes.”—Phil Daniels, Sydney exec
WTTMSWTTMSASTMSUTFASTMSUTFWW
WTTMSWTTMSASTMSUTFASTMSUTFWW
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFANDANDSCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUP THETHEFASTESTFASTESTWINSWINS
Excellence1982: The Bedrock “EiExcellence1982: The Bedrock “Eigght Basics”ht Basics”
1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight PropertiesProperties
We Are We Are WhatWhat
We Eat We Eat
““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can
be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox
The “We are what we eat”/ The “We are what we eat”/ “We are who we hang out with”“We are who we hang out with”
Axiom: Axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision
(employee, vendor, customer, etc., (employee, vendor, customer, etc., etc.) is a etc.) is a stratestrateggicic decision about: decision about:
“Innovate,“Innovate, ‘ ‘YesYes’ ’ oror ‘No’ ” ”
““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch
with them?”with them?” —Fred Smith—Fred Smith
“The Bottleneck is at the …The Bottleneck is at the … “Where are you likely to find people “Where are you likely to find people
with the with the least diversitleast diversityy of ex of expperienceerience, , the the larlarggest investment in the est investment in the ppastast,,
and the g and the greatest reverence for reatest reverence for industrindustryy do doggmama … …
Top of the Top of the Bottle”Bottle”
— Gary Hamel/— Gary Hamel/Harvard Business ReviewHarvard Business Review
Circa 3013: And Circa 3013: And YOUTH YOUTH Shall Lead Us …Shall Lead Us …
60 IS THE NEW 40!60 IS THE NEW 40!70 IS THE NEW 50!70 IS THE NEW 50!
And/Or …And/Or …
35 IS THE NEW 6535 IS THE NEW 65?*?*
**PacePace of obsolescence of obsolescence STAGGERINGSTAGGERING//ACCELERATINGACCELERATING
Transformation: Transformation: Functional Functional
Excellence to Excellence to Strategic Asset #1Strategic Asset #1
ibM to iBm
UUPPS S toto UP UPSS
““Rolls-Royce now earns Rolls-Royce now earns more from tasks such as more from tasks such as
managing clients’ managing clients’ procurement strategies procurement strategies
and maintaining and maintaining aerospace engines it aerospace engines it
sells than it does from sells than it does from making them.”making them.”
----EconomistEconomist
The Professional Service Firm50: Fifty Ways to Transform The Professional Service Firm50: Fifty Ways to Transform Your “Department” into a Professional Service Firm Your “Department” into a Professional Service Firm
Whose Trademarks are Passion and Innovation! Whose Trademarks are Passion and Innovation!
ExcellenceExcellence!!
EnterpriseEnterprise* (*at its best):* (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor that elicits endeavor that elicits maximum maximum
concerted humanconcerted human potential in thepotential in the wholehearted pursuit of wholehearted pursuit of EXCELLENCE inEXCELLENCE in serviceservice of others of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
““The Economy Is Scary, But Smart The Economy Is Scary, But Smart Companies Can Dominate”Companies Can Dominate”
““They manage for value—They manage for value—not for EPS.not for EPS.
““They keep developing They keep developing human capital.human capital.
““They get radically They get radically customer-centric.”customer-centric.”
Source: Geoff Colvin, Source: Geoff Colvin, FortuneFortune
Kevin Roberts’ CredoKevin Roberts’ Credo
11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.
10. AVOID MODERATIONAVOID MODERATION!!
Antifragile*: Antifragile*: Things That Gain Things That Gain From Disorder From Disorder
—Nassim Nicholas Taleb—Nassim Nicholas Taleb
*Not to be confused with … RESILIENCE*Not to be confused with … RESILIENCE
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