new slides 09.08.2005
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New Slides
09.08.2005
09.08.2005
“Chinese Apparel Makers Increasingly
Seek the Creative Work” —headline/NYT/08.05
“The West Has Lost The Will To
Fund Basic Research” —headline/FT/08.05
“drive growth at a company famous for its discipline and
productivity, but rarely thought of as a hive of creativity” —Point
(Advertising Age)/09.05
“These days both Intel and Microsoft are scrambling to pay
the piper for years of design entropy” —WSJ/08.05
HP’s Big “Duh”!
Decentralize ($90B)
Undo “Matrix”Accountability
Source: “HP Says Goodbye To Drama”/BW/09.05/re Mark Hurd’s first 5 months
Jeff Bowman.U North Dakota engineering.lives
Cariibbean.Indian calculus tutor —“Offshore Learning
Online: Overseas Tutors Help Students in USA”/USA Today/08.05
“HR doesn’t tend to hire a lot of
independent thinkers or people who stand up as moral compasses.” —Garold
Markle, Shell Offshore HR Exec (FC/08.05)
“Excellence, to me, is the state of grace that can
descend only when one tunes out all the world’s clamor, listens to an inward voice
one recognizes as wiser than one’s own, and transcribes
without fear.” —Naomi Wolf
“Turning Supermarkets
Into Restaurants, Too” —headline/NYT/08.05/re Whole Foods
“Clear” Signals!
Robinson/$500K
Puckett/Public Hanging
“Real Women Have Curves, and Ads:
Marketers Discover Rail-thin Models Aren’t Only Choice” —headline/USA Today/ 08.05 (c.f.
“Women’s Fashion Fall 2005”/NYT/09.05)
“Before you can inspire with emotion, you must be
swamped with it yourself. Before you can move their tears, your own must flow.
To convince them, you must yourself believe.” —Winston
Churchill
Your time is limited, so don’t waste it living
someone else’s life. —Steve Jobs
09.02.2005
Scale?
“All Strategy Is Local: True competitive advantages are harder to find and maintain
than people realize. The odds are best in tightly drawn markets, not big, sprawling
ones” —Title/Bruce Greenwald & Judd Kahn/HBR09.05
“Sustainable domination is more likely in markets of restricted size. It is paradoxical but true that economies of
scale are subject to scale limitations themselves. … When a market gets too big, diseconomies of coordination can prevail
over economies of scale.” —Bruce Greenwald & Judd Kahn/“All Strategy Is Local”/HBR09.05
“Some observers have argued that Wal*Mart owes its superior returns to its enormous size and, as a consequence, its
purchasing power. [But] if the purchasing power that comes with size were responsible for the company’s success, then
Wal*Mart’s profitability should have increased as the company grew. Yet its operating margins have not increased since
hitting their high watermark in the mid-1980s. … As Wal*Mart has grown, its profit margins have suffered in comparison with those of more geographically concentrated competitors, such
as Target. … Sam’s Club appears to be no more profitable than Costco and BJ’s Wholesale Club. The fact that Sam’s Club is
the least geographically concentrated of the three competitors appears to have offset any advantages derived from Wal*Mart’s efficiency. … Wal*Mart’s experience overseas tends to confirm
the limited impact of the retailer’s operating advantage. Overseas returns are less than half its domestic margins.”
— Bruce Greenwald & Judd Kahn/“All Strategy Is Local”/HBR09.05
“In media, broadly defined, actual experience has been even more strikingly at odds with prevailing
strategic wisdom, which has proclaimed that successful media companies would be those that
integrate content and distribution, are global in reach and embrace and master new technologies. … None of
the leading media companies [Time Warner, Viacom, Disney,
News Corp] has equaled the performance of the S&P 500 over the last 15 years.” (NB: also way below traditional
newspaper companies) —Bruce Greenwald & Judd Kahn/ “All Strategy Is Local”/HBR09.05
“For all their talk of the global convergence of consumer demand, separate local environments are still characterized, in both obvious and subtle ways,
by different tastes, different government rules, different business practices and different cultural
norms. … The more local a company’s strategies are, the better the execution tends to be. Localism
promotes decentralization—and since the days of Alfred Sloan, decentralized management has consistently served as a superior structure for
concentrating management attention.”
—Bruce Greenwald & Judd Kahn/“All Strategy Is Local”/HBR09.05
A “position” is not an “accomplishment.” —TP
Joe Kramer, welder: “When my mother’s toaster went on
the fritz, I asked myself, ‘If I were that toaster and didn’t work, what would be wrong with me?’ ” —Mihaly Csikszentmihalyi,
Flow: The Psychology of Optimal Experience, on “empathetic identification”* (Joe: “burdens” vs
“opportunities” to master complex problems) (*BC vs JK)
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