The%20Challenge:%20%20%20To%20Create%20More%20Value%20in%20All%20Negotiations - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

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

Description:

1/100 'Best Companies to. Work for'/2005. Brand = Talent. #6A ' ... Vernon Hill (Top-line driven; standard. is bottom-line driven by cost cutting) CR O ... – PowerPoint PPT presentation

Number of Views:78
Avg rating:3.0/5.0
Slides: 147
Provided by: conflictma4
Learn more at: http://www.tompeters.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

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


1
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Tom Peters EXCELLENCE. ALWAYS.Kindred
HealthcareLas Vegas/25 March 2008Part 2 of 2
4
Slides at tompeters.com
5
1/13
6
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
7
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
8
Why in the World did you go to Siberia?
9
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
10
2007.SEPTEMBER.SYDNEY.DRUCKER TRIBUTE.
11
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is
said and done, a/the house in which most of us
live most of the time.
12
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
create/must necessarily create organizations
which are 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 jointly perceived soaring purpose and
personal and community and client service
Excellence.
13
Cause Space Decency serviceexcellence
servant leadership
14
2
15
25
16
2A
17
You Your calendarCalendars never lie
18
You must be the change you wish to see in the
world.Gandhi
19
Dennis, you need a To-dont List !
20
3
21
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
22
3A
23
2-cent candy
24
ltTGWvs. gtTGR
25
4
26
one idea.1966-2008.
27
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
28
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
29
We performed more operations.
30
You miss 100 of the shots you never take.
Wayne Gretzky
31
Joe J. Jones 1942 2008 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
32
4a
33
one point one idea/s.1966-2008.
34
Execution is strategy. Fred Malek
35
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
36
XX/Excellence in Execution Deepest Blue
Ocean
37
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer Solutions
38
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
39
5
40
The last word There is no last word.
41
6
42
TP How to flush 500,000 down the toilet in
one easy lesson!!
43
lt CAPEXgt People!
44
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
45
Wegmans
46
1/100 Best Companies to Work for/2005
47
Brand Talent.
48
6A
49
?
50
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
51
6B
52
53 53
53
6c
54
2/year legacy.
55
6d
56
1 cause of employeeDis-satisfaction?
57
6E
58
Leaders do people. Period. Anon.
59
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
60
6E
61
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
62
6F
63
Leaders SERVE people. Period. inspired by
Robert Greenleaf
64
No matter what the situation, the excellent
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
65
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
66
7
67
Do one thing every day that scares you.
Eleanor Roosevelt
68
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
69
Normal o for 800
70
8
71
Every child is born an artist. The trick is to
remain an artist. Picasso
72
9
73
Single greatest act of pure imagination
74
24
75
dubai
76
10
77
Hard Is SoftSoft Is Hard
78
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
79
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the game it is the game. Lou Gerstner, Who
Says Elephants Cant Dance
80
10A
81
Hard Is SoftSoft Is Hard
82
95
83
What I learned from my years as a hostage
negotiator is that we do not have to feel
powerlessand that bonding is the antidote to
the hostage situation. George Kohlrieser,
Hostage at the Table
84
The terms hard facts, and the soft stuff
used in business imply that data are somehow real
and strong while emotions are weak and less
important. George Kohlrieser, Hostage at the
Table
85
10b
86
Hard Is SoftSoft Is Hard
87
R.O.I.R.
88
Return On Investment In Relationships
89
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
90
10c
91
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
92
The deepest human need is the need to be
appreciated.William James
93
Thank you!!!
94
10d
95
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

96
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM.

97
Im really sorry.
98
I screwed up.
99
10d
100
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Sara Lawrence-Lightfoot, Respect

101
10e
102
Attending to the Last 98 The New Management
Science, or Hard Is Soft, Soft Is
Hard Success Is a Function of ...
103
S ƒ(DR -2L, -3L, 4L, IE) Success is a
function of Number and depth of relationships 2,
3, and 4 levels down inside and outside the
organization S ƒ(SDgtSU) Sucking down is more
important than sucking upthe idea is to have the
entire organization working for you. S
ƒ(non-FF, non-FL) Number of friends, number of
lunches with people not in my function S
ƒ(FF) Number of friends in the finance
organization
104
It helps to know people in ... high places!
It helps more to know people in ... low
places!
105
S ƒ(OF) Number of oddball friends S
ƒ(PDL) Purposeful, deep listeningthis is very
hard S ƒ(DSTM, EH, TTAGFG) Dont shoot the
messengerembrace him! Truth-tellers are gifts
from God! S ƒ(EODD3MC) Number of
end-of-the-day difficult (youd rather avoid)
3-minutecalls that sooth raw feelings, mend
fences, etc. S ƒ(UFP, UFK, OAPS) Unsolicited
favors performed, UFs involving co-workers kids,
overt acts politeness-solicitude toward
co-workers spouses, parents, etc.
106
S ƒ(AC, PTS/OLC, SAPA) Absolute of
consultations, perception of being taken
seriously (Responsible for one line of code),
small acts of public appreciation S
ƒ(SU) Showing up (Woody Allen, Delawares
ridiculous influence on the Constitution of the
USA) S ƒ(1D) Seeking the assignment of writing
first drafts, minutes, etc. (1787) S
ƒ(SEAs) Number of solid relationships with
Executive Assistants S ƒ(UL/w-m) useful
lunches per week, month S ƒ(FG, FOC-BOF,
CMO) Favors given, favors owed collectively,
balance of favors, conscious management thereof
107
S f(CPRM, TS) Conscious-planned Relationship
management, time spent thereon
108
S ƒ(TN/d, FG/m, AA/d) Thank you notes per Day,
flowers given per Month, Acts of Appreciation per
Day S ƒ(WLHAO) Willingness to laugh heartily
at oneself S ƒ(PTA100ATS, ENMF,
TTT) Proactive, timely, 100 apologies for tiny
screw-ups, even if not my fault (it always takes
two to tango) S ƒ(AMR, NBS-SG) Acceptance of
mutual responsibilities for all affairs, no
blame-shifting, scape-goating S
ƒ(APLSLFCT) Awareness, perception of little
snubsand lightening fast correction thereof S
ƒ(G) Grace S ƒ(GA) Grace toward adversary
109
FLOWERPOWER
FLOWERPOWER
110
S ƒ(GW) Grace toward the wounded in
bureaucratic firefights S ƒ(PD) Purposeful
decency S ƒ(MBTSSMR) Purposeful management
of this Soft Stuff by people reporting to me S
ƒ(EC, MMO) Emotional connection, mgt
maintenance of S ƒ(IMDOP) Investment in
Mastery of detailed organizational processes S
ƒ(H-TS) Time spent on Hiring
111
S ƒ(TSHRO) Time spent ... Hurdle Removing for
Others
112
S ƒ(TSPD, TSP-L1) Time spent on promotion
decisions, especially for 1st level managers S
ƒ(SS, H-PD) soft stuff involved in Hiring,
Promotion decisions S (TWA, P, NP) Time
wandering around, purposeful, non-planned S
ƒ(SBS) Slack built into Schedule
113
S f(TMTSS, PMTSS,
DTDTSS) Success is a function of of time,
measured, on this Soft Stuff, purposeful
management of this Soft Stuff, daily to-do
concerning this Soft Stuff
114
Q But wheres the beef? A This is
the beef!
115
O(B) f(XX) O(B), the blueness of ones
ocean think Blue Ocean Strategy, the popular
book, is directly proportional to ones
eXcellence in eXecution/XX, per me. If one finds
a strategic blue ocean, one will, especially
in todays world, copied immediately the only
defensepossibility of sustaining successis
XX/eXcellence in eXecution. Think EXXON MOBIL
they and their rivals know where the hydrocarbons
arebut EXXON MOBIL handily out-executes the
competition.
116
S(O) f(XXFX) The single most important cause
of failure to execute effectively is the lack of
effective cross-functional communication-execution
. Hence, Organizational Success is a function of
eXcellence (X) in cross-functional (XF) eXecution
(X). Attached as Appendix II is my The XF-50
50 Ways to Enhance Cross-Functional Effectiveness
and Deliver Speed, Service Excellence and
Value-added Customer Solutions.
117
S(O) f(XSIT) In 1982 in In Search of
Excellence, Bob Waterman and I wrote about the
idea of MBWA, or Managing By Wandering Around
we came across MBWA at Hewlett-Packard, then a
much smaller company, and it was love at first
sight! For reasons described in Appendix III, I
recently returned to the centrality of that
notionand created a list of 50 Have Yous. That
is, instead of worrying ceaselessly about
strategy and blue oceans, how good a job have
you done at Staying In Touch with your extended
internal and external organizational family?
That is S(O), Organizational Success, is a
function of X SIT, eXcellence at Staying In
Touch.
118
Hard is soft. Soft Is hard.
119
11
120
Who buys it I Sunset for men!
121
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
122
Women are the majority market Fara
Warner/The Power of the Purse
123
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
124
The Perfect Answer
Jill and Jack buy slacks in black
125
(No Transcript)
126
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
127
11a
128
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
129
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
130
CEO/F So .TP Okay, okay, you got me.
ExCom, at start, 2F of 11, 18-months later, 9F of
18.
131
11C
132
top line,anyone?
133
The Commerce Bank Modelcost cutting is a death
spiral.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
134
Our whole story is growing revenue. Vernon
Hill (Top-line driven standard is bottom-line
driven by cost cutting)
135
CR OChief Revenue Officer
136
12
137
And in conclusion
138
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
139
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
140
12A
141
And in conclusion
142
The Common CEO Lament If everything had been
good, then everything would have been
fine.Annual Reports Good, Our strategy
Bad, Unexpected
143
Black Swans This is how you earn your pay!
See The Black Swan The Impact of the
Highly Improbable, Nassim Nicholas TalebWSC
When the seas are calm all ships alike show
mastership in sailing.
144
13/13
145
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
146
If Not Excellence, What?
About PowerShow.com