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Title: The%20Challenge:%20%20%20To%20Create%20More%20Value%20in%20All%20Negotiations


1
LONG Tom Peters Excellence. Always. Lead
ers in India/Business Forum Taj Lands End/09
October 2009
2
Slides incl. LONG at tompeters.com
3
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
4
1
5
14,00020,00030
6
14,000/eBAY20,000/Amazon30/Craigslist
7
The doctor interrupts after Source
Jerome Groupman, How Doctors Think
8
18
9
An obsession with Listening is ... the ultimate
mark of Respect. Listening is ... the heart and
soul of Engagement. Listening is ... the heart
and soul of Kindness. Listening is ... the heart
and soul of Thoughtfulness. Listening is ... the
basis for true Collaboration. Listening is ...
the basis for true Partnership. Listening is ...
a Team Sport. Listening is ... a Developable
Individual Skill. (Though women are far better
at it than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is
in turn Attribute 1 of organizational
effectiveness.) Listening is ... the engine of
superior EXECUTION. Listening is ... the key to
making the Sale. Listening is ... the key to
Keeping the Customers Business. Listening is ...
the engine of Network development. Listening is
... the engine of Network maintenance. Listening
is ... the engine of Network expansion. Listening
is ... Learning. Listening is ...the sine qua non
of Renewal. Listening is ...the sine qua non of
Creativity. Listening is ...the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable.
(The R.O.I. from listening is higher
than from any other single activity.) Listening
underpins ... Commitment to EXCELLENCE
10
The four most important words in any
organization are
11
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
12
2
13
1973-77Washington/Palo Alto
14
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
15
remember to tuck the shower curtain inside the
bathtub
16
Execution is strategy. Fred Malek
17
3
18
1977Palo Alto
19
MBWA
20
25
21
Message from a banker, circa 1988 Tom let me
tell you the definition of a good lending
officer. After church on Sunday, on the way home
with his family, he takes a little detour to
drive by the factory he just lent money to.
Doesnt go in or any such thing, just drives by
and takes a look.
22
Skip the map
23
Mapping your competitive position or
24
The Have you 50
25
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
26
4
27
1982
28
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
29
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
30
Hard Is SoftSoft Is Hard
31
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
32
none!
33
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
34
Kindness is free.
35
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
36
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
37
We are thoughtful in all we do.
38
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirror and tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
39
5
40
2007Siberia
41
Why in the World did you go to Siberia?
42
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
43
6
44
2007Sydney
45
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
46
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
47
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
48
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
49
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
50
Leaders SERVE people. Period. inspired by
Robert Greenleaf
51
Good News 2009 Leadership is a sacred
trust.President, classroom teacher, CEO, shop
foreman
52
Managers have lost dignity over the past decade
in the face of wide spread institutional
breakdown of trust and self-policing in business.
To regain societys trust, we believe that
business leaders must embrace a way of looking at
their role that goes beyond their responsibility
to the shareholders to include a civic and
personal commitment to their duty as
institutional custodians. In other words, it is
time hat management became a profession.
Rakesh Khurana Niin Nohria, Its ime To Make
Management a True Profession, HBR/10.08
53
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain your
development strategy in each case. Please tell
me your biggest development disappointmentlooking
back, could you or would you have done anything
differently? Please tell me about your greatest
development triumphand disasterin the last ten
years. What are the three big things youve
learned about helping people grow along the
way.
54
2/year legacy.
55
1 cause ofDis-satisfaction?
56
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
57
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
58
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
59
7
60
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
61
Catalyst just completed a study showing that
companies with at least three women directors
performed significantly better than average in
terms of return on equity (16.7 better), return
on sales (16.8), and return on invested capital
(10)Source Newsweek, 1015.07/16 of SP500
board members are women 9 (45) no women
62
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
63
Women are the majority market Fara
Warner/The Power of the Purse
64
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist
65
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
66
CEMEX realized that women are the key drivers of
savings in Mexican families. They are
entrepreneurial in nature, and they actively
participate in the tanda system neighborhood
groups who pool money and save any thats left
over. Regardless of whether they are homemakers
or outside-the-home workers, they are responsible
for any savings in the family. Patrimonio Hoy
Private Property Today, a CEMEX program to aid
the poor in building homes discovered that 70
of the women who saved were saving money in the
tanda system to construct homes for their
families. The men in the society consider their
job done if they bring in their paycheck at the
end of the day. C.K. Prahalad, from The
Fortune at the Bottom of the Pyramid, on
Lorenzo Zambrano and CEMEX, the Mexican company
thats the worlds 3 cement maker
67
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
68
8
69
InnovationBase Case
70
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
71
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
72
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
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/2004
73
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 Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
74
Spinoffs systematically perform better than IPOs
track record, profits freed from the
confines of the parent more entrepreneurial,
more nimble Jerry Knight/ Washington Post/
08.05
75
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
76
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death. Jim Utterback,
Mastering the Dynamics of Innovation
77
More than 1 RD spending, last 25 years?
78
GM
79
Mission impossible?36B/98minus 675M/07
80
10,000,000/Day
81
Schrempp is one of the last dinosaurs of Germany
Inc. He represents a strategy of acquiring assets
and building empires that just didnt work.
Arndt Ellinghorst, analyst, Dresdner Kleinwort
WassersteinHis bets went sour one by one.
WSJ on Jürgen Schrempps conglomeration
(05.15.2007)Obviously, we overestimated the
potential for synergies. Dieter Zetsche, CEO,
Daimler
82
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
83
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
84
What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built to last is a chimera (stupid)Success
killsForgetting is impossibleRe-imagine is a
charming ideaOrderly innovation process is an
oxymoronic phrase ( Believed only by morons
with ox-like brains)Tipping points are easy to
identify long after they will do you any
goodFacts arentAll information making it to
the top is filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
85
9
86
4 Japan2T USA2T China
87
4 Japan3 USA2 China1 Germany
88
Reason!!!Mittelstand
89
10
90
Jim Penman/Jims Group
91
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
92
Jims Group Jim Penman. 1984 Jims Mowing.
2006 Jims Group. 2,600 franchisees (Australia,
NZ, UK). Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.People
first. Private. Small staff. Franchisees can
leave at will. 0-1 complaint per year is norm
cut bad ones quickly.Ph.D. cross-cultural
anthropology mowing on the sideSource
MT/Management Today (Australia), Jan-Feb 2006
93
Lived in same town all adult lifeFirst
generation thats wealthy/no parental
supportDont look like millionaires, dont
dress like millionaires, dont eat like
millionaires, dont act like
millionairesMany of the types of businesses
they are in could be classified as dull-
normal. They are welding contractors,
auctioneers, scrap-metal dealers, lessons of
portable toilets, dry cleaners, re-builders of
diesel engines, paving contractors Source
The Millionaire Next Door, Thomas Stanley
William Danko
94
Guru Gaffes The Terrible TenBig companies
SMEsPublic companies .. Private
companies.Cool
industries Dull industriesStability
... ChurnFamous CEOs .. Laudable
CEOsHard stuff ... Soft stuffPlans
.. Action-ExecutionSuccess ....
ExcellenceMen .... WomenIncrementalism
-Kaizen .. Imagination
unbound
95
11
96
1/40
97
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
98
We have a strategic plan. Its called doing
things. Herb Kelleher
99
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
100
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
101
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

102
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
103
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
104
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
105
Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
106
12
107
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
108
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
109
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
110
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down, I
tell them to try a different mountain.
Michael Bloomberg
111
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
112
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
113
Natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... to invent
the human mind ... The Cobra Event
114
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
115
13
116
We are the company we keep
117
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
118
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example, Mr. Clean Magic Eraser,
based on a product found in an Osaka market.
Fortune
119
Axiom Never use a vendor who is not in the top
quartile (decile?) in their industry on RD
spending!Inspired by Hummingbird
120
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ
121
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
122
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
123
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
124
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
125
The Bottleneck Is at the Top of the
BottleWhere 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 At the top!
Gary Hamel/Harvard Business Review
126
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
127
14
128
X XFXExcellence Cross-functional
Excellence
129
Never waste a lunch!
130
???? XF lunches Measure!
131
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
132
Geologists Geophysicists A little bit of
love Oil
133
GSK 7 CEDDs Centers of Excellence for Drug
Discovery
134
Lunch Proximity gt SAP/Oracle
135
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is at
Appendix ONE
136
15
137
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
138
CGRO CGRO/Chief Grunge Removal
Officer (CDC/Chief of De-complexification) (CAO/Ch
ief Anti-systems Officer) (CBSD/Chief BS
Destruction Officer)
139
The Commerce Bank Model every computer at
commerce bank has a special red key on it
that says, found something stupid that we are
doing that interferes with our ability to service
the customer? Tell us about it, and if we agree,
we will give you 50.Source Fans! Not
customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
140
16
141
CF 30 (no salesfolk)MH 80 (salesfolk)
142
Best practice ZERO Standard Deviation
143
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
144
SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partners especially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/ Hyper-smart/Independe
nt people (GE, PepsiCo, Microsoft) 16. Support
Internal Entrepreneurs (3M, Microsoft) 17. Ferret
out Talent anywhere/No limits approach to
retaining top talent (Virgin, GE, PepsiCo)
145
SE22/Origins of Sustainable Entrepreneurship 1
8. Unmistakable Results Accountability focus
from the get-go to the grave (GE, New York
Yankees, PepsiCo) 19. Up or Out (GE, McKinsey,
big consultancies and law firms and ad
agencies and movie studios in general) 20.
Competitive to a fault! (GE, New York Yankees,
News Corp/Fox, PepsiCo) 21. Bi-polar
Top Team, with Unglued Innovator 1,
powerful Control Freak 2 (Oracle, Virgin) (Watch
out when 2 is missing Enron) 22.
Masters of Loose-Tight/Hard-nosed about a very
few Core Values, Open-minded about
everything else (Virgin)
146
17
147
Iron Innovation Equality Law The quality and
quantity and imaginativeness of innovation shall
be the same in all functions e.g., in HR and
purchasing as much as in marketing or product
development.
148
IBM 55BAlso HP-EDS
149
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
150
18
151
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
152
19
153
  • Innovations Fourteen Imperatives
  • Try it. Repeat. (1/40.) (R.F.A./Ready.Fire.
    Aim.) (Non-Linear!)
  • Prototype it./MTTP (Mean Time To
    Prototype.)/(Inno. Reaction to Proto.)
  • (2) Celebrate failure.
  • Whoever makes the most mistakes wins.
  • Fail. Fail again. Fail better.
  • Reward excellent failures. Punish
    mediocre successes.
  • (3) Decentralize.
  • (4) Parallel Universe.
  • (5) Hang Out Axiom. (Hang cool More cool.
    Dull Dull.)
  • (6) diversity. (Every dimension.)
  • (7) Co-invent with outsiders./Entwined with
    outsiders.
  • (Including Crowdsourcing.)
  • (8) Strategic Listening Core competence.
  • (9) Hire and promote 100 innovators.
  • Innovators characteristic Innovator.
  • Innovators characteristic Angry.
    (Anger gt Blowback.)

154
20
155
L(21) L(-21)

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Leadership(21A.D.) Leadership(21B.C.)
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