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LONG Tom Peters

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Title: LONG Tom Peters


1
LONG Tom Peters EXCELLENCE.
ALWAYS. iGate/Chakra View 2008 02
October/Orlando
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
Slides at tompeters.com
4
MBWA
5
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.
6
The Black Swan has landed!
7
Career 1 or 2 black swans
8
Thank you Ben Norm, Ike , Gust, David,
Nelson, Ben II and Delaware
9
Give good tea!
10
Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08) Perhaps his most outstanding ability
at West Point was the ease with which he made
friends and earned the trust of fellow cadets
who came from widely varied backgrounds it was
a quality that would pay great dividends during
his future coalition command.
11
George Crile (Charlie Wilsons War) on Gust
Avrakotos strategy He had become something
of a legend with these people who manned the
underbelly of the Agency CIA.
12
General David Petraeus White lines along
the road Secure and serve the population.
Live among the people. Promote reconciliation.
Move mounted, work dismounted situational
awareness can only be achieved by operating
face-to-face, not separated by ballistic
glass. Walk. David Petraeus, Mens Journal
(06.08) I love that last one for its
simplicity. DP
13
3K/5M
14
5,000 miles for a 5-minute face-to -face
meeting
15
MBWA, Grameen Style! Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
16
?
17
I am a dispenser of enthusiasm. Ben Zander
18
eighty percent of success is showing up.
Woody Allen
19
The Real Worlds Little Rule Book Ben/tea Norm
/tea DDE/make friends WFBuckley/make friends-help
friends Gust/Suck down Charlie/poker
pal-BOF Eddie VII/dance-flatter-mingle-learn the
language Vlad/birthday party of outgroup guys
wife CIO/finance network ERP installer/consult-on
e line of code GE Energy/make friends risk
assessment GWB/put Jim on the invitation
list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delawa
re/show up Oppy/snub Lewis Strauss NM/smile -4.3T
/tin ear TP/3M, Im sorry tp.com/Big 4-What do
you think? Women/genes Banker/after church Total
Bloody Mess/Can they pay back the loan?
20
walk
21
L(21) L(-21)

22
Leadership(21A.D.) Leadership(21B.C.)

23
Time and space are annihilated by steam. Oh,
this constant locomotion, my body everything in
motion. Steamboats, Cars, hotels all crammed
crowded full the whole population seems in motion
in fact as I pass along with Lightening speed
cast my eye on the distant objects, they all seem
in a whirl nothing appearing permanent even the
trees are waltzing, the mind too goes with all
this, it speculates, theorizes, measures all
things by locomotive speed, where will it end.
Asa Whitney, first to formally propose
transcontinental railroad to Congress, diary
entry, 1844, from David Hayward Bain, Empire
Express Building the First Transcontinental
Railroad
24
For Real Globalization, Look at Ancient
Rome There is nothing new about a global
world. We were living in one 2,000 years ago.
The Roman in the street ate bread baked with
wheat grown in North Africa or Egypt, and fish
that had been caught and dried near Gibraltar, He
cooked with North African oil in pots and pans of
cooper mined in Spain, ate off dishes fired in
French kilns, drank wine from Spain or France.
The Roman of wealth dressed in garments of wool
from Miletus or linen from Egypt his wife wore
silks from China, adorned herself with diamonds
and pearls from India, and made up with
cosmetics from South Arabia. He lived in a
house whose walls were covered with colored
marble veneer quarried in Asia Minor his
furniture was of Indian ebony or teak inlaid
with African ivory. Peter Jones and Lionel
Casson, The Spectator, 0524.08
25
The Black Swan 44 Tactical Rules for Survival
(and success) in Looney times
26
I will not accept the explanation of a
recession negatively effecting the new
business. There are still people traveling. We
just have to get them to stay in our hotel.
Horst Schulze, former president of Ritz Carlton,
on his new luxury hotel chain, Capella, from
Prestige (06.08)
27
Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer
on the basics. 3. Focus on us, not the
competition. 4. Puzzle-solving How to turn this
into an opportunity. 5. MBWA/X. 6. MBWA/I. 7.
MBWA/Vendors. 8. Waaaaay over-communicate!!!!!!
(With everyonestart with your banker.)
28
"Overcommunication never hurts. If it is
something significant, I would just pick up the
phone and call Ben Bernanke. . . . One of the
things I do is I create an atmosphere where I am
so direct and so open and collaborative with
people I trust that it brings out the same in
them. Hank Paulson
29
Black Swan Tactical Rules 9. All work is team
work. 10. Transparency. 11. Work the phones. 12.
Perception of fairness. 13. Share the pain. 14.
Decency!!!!!!! 15. Grace!! 16. Thank you. 17.
Control your impatience no temper
tantrums. 18. Constant attitude checksyou.
30
Work the phones!
31
Black Swan Tactical Rules 19. Dress for
success. 20. Avoid burnout/you, the team,
the entire organization. 21. Re-emphasize the
company values-philosophy. (Now, more
than ever.) 22. Quality!!!!!! (Now, more than
ever.) 23. No corner cutting. (Now, more
than ever.) 24. Constant reviews/War room. 25.
Celebration of small wins.
32
Black Swan Tactical Rules 26. People First/HR is
King. 27. Help people with personal
financial management. 28. Be generous to those
who are let goe.g. healthcare
benefits. 29. Dont over-analyze. 30. Dont
under-analyze. 31. Cuts all at onceif
possible. 32. Cuts explained in great detail. 33.
Quantitative calendar managementfocus on
to donts.
33
Black Swan Tactical Rules 34. Increase
customer-service training. 35. In general,
minimize training cuts. 36. Be(very)ware RD
cuts RD quick pay SWAT teams. 37. Beware
such things as sales travel cuts, ad
cuts. 38. Across the board Dumb. 39. Is this
a time to over-invest if cash is at hand?
(E.g., distressed innovative start-ups?
34
Black Swan Tactical Rules 40. Stealth work on
the likes of XF communication. 41. This
could last a long time LT prep is
necessary now. 42. Prepare/Be prepared for more
Black Swans. 43. Excellence. (Now, more
than ever.) (44. Remember all this in
peacetimeChuck Knights legacy.)
35
this is your life. Think upside.
36
this is your life. Think excellence.
37
The greatest danger for most of us is not that
our aim is too high and we miss it, but that it
is too low and we reach it. Michelangelo
38
100 Ways to Succeed 139 Work the Damn Phones!
Treble Your MBWA! One of my favorite quotes,
from Carolyn Lamb , goes like this A year from
now you may wish you had started today. Yes,
today many of us wish we had wildly
overinvested in those employee-vendor-client-com
munity relationships when the market was heading
North and there was a little slack in the system.
Well, perhaps we didnt, but, and Im not doing
a Tony Robbins here, it really is never too
late. That is Work the damn phones. Keep
working the damn phones. Show up. Keep showing
up. Call clients and suppliers, ask them how
things are going, and how you can help. This is
not about sales (directly), but about showing
uptaking time from your busy affairs to offer
assistance of any sort. (E.g., offer up your
network Well, Dave one of your key suppliers,
I know Ed Simpson, over there at one of Daves
problem clients his daughter and mine are
co-captains of the name of school soccer team
I can give him a call for you if youd like.
Etc.) This is even more important with our
employees. Overinformthe rumors are
invariably worse than reality. Overdo your
MBWAmanaging by wandering around. Keep your
enthusiasm up if it kills younot in a dopey
grin, all is well way, but by exhibiting energy
and masking any internal doom gloom expressions
that may in fact be just beneath the surface.
I use the formal word employees here, a word
I ordinarily dislike. But the point is that you
do have a formal hierarchal relationship with
those on your payroll, and thence a formal as
well as an abiding moral obligation concerning
their and their families well-being. A series
of ideas from tompeters.com
39
1982
40
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
41
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
42
Hard Is Soft Soft Is Hard
43
Hard Is Soft (Plans, s) Soft Is Hard (people,
customers, values, relationships))
44
Thank you , Herb and Robert
45
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)
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
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.
48
Why in the World did you go to Siberia?
49
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
50
Thank you , 7-11
51
TP How to flush 500,000 down the toilet in
one easy lesson!!
52
lt CAPEX gt People!
53
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
54
Leaders do people. Period. Anon.
55
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
56
Brand Talent.
57
Our Mission To develop and manage talent to
apply that talent, throughout the world, for the
benefit of clients to do so in partnership to
do so with profit. WPP
58
1/100 Best Companies to Work for/2005
59
Wegmans
60
The Dream Manager Matthew Kelly An
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
61
1 cause of Dis-satisfaction?
62
2/year legacy.
63
53 53
64
Thank you , Conrad and Fred
65
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
66
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
67
Execution is strategy. Fred Malek
68
Thank you , Rich
69
Mapping your competitive position or
Rich DAveni/HBR
70
The Have you 50 See Appendix One
71
While waiting last week early December 2007 in
the Albany airport to board a Southwest Airlines
flight to Reagan, I happened across the latest
Harvard Business Review, on the cover of which
was a yellow sticker. The sticker had on it the
words Mapping your competitive position. It
referred to a feature article by my friend Rich
DAveni. His work is uniformly goodand I have
said as much publicly on several occasions dating
back 15 years. Im sure this article is good,
toothough I didnt read it. In fact it triggered
a furious negative Tom reaction as my wife
calls it. Of course I believe you should worry
about your competitive position. But instead of
obsessing on competitive position and other
abstractions, as the B-schools and consultants
would always have us do, I instead wondered about
some practical stuff which I believe is more
important to the short- and long-term health of
the enterprise, tiny or enormous.
72
1. Have you in the last 10 days
visited a customer? 2. Have you called a
customer TODAY?


73
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
74
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
Solutions Entire XF-50 List is an
Appendix to the LONG version of this
presentation, posted at tompeters.com
75
X XFX Excellence Cross-functional
Excellence
76
GSK/CEDD Conoco/geologists-geophysicists Flag
requirement/joint staff Stanford/X-disc
1 Dartmouth-Hitchcock/micro-systems 3M
Austin/physical
77
Never waste a lunch!
78
???? XF lunches Measure!
79
Thank you , Richard , Dennis and Marcus
80
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five. Not ten. Three. Richard
Haass, The Power to Persuade
81
Dennis, you need a To-dont List !
82
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus
Buckingham, The One Thing You Need to Know
83
You Your calendar Calendars never lie
84
Thank you Dr. Groopman
85
18
86
In How Doctors Think, Harvard Med doc Jerome
Groopman tells us that the best way to get a fix
on what ails a patient is to get the patient
talking openly about his-her problem. Great. But
the research shows that docs, on average, leap
to a conclusion and interrupt their patients
after 18 seconds. (Docs are hardly alone. This
is a disease present in almost all specialists
and professionals. Listening for a professional
invariably means talking.)
87
Thank you , Dave
88
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
89
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.

90
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. Watergate, M Stewart,
BR And PERCEPTION IS ALL THERE IS!

91
Success Consult everyone on everything Thank
you note carpet bombing Source Roger
Rosenblatt, Rules for Aging
92
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
93
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
94
TP People are always ready to tell their
story! See also The story leaners edge
(Steve Farber) The dream manager (Matthew
Kelly)
95
Thank you , Walter
96
??????? Success doesnt depend on the number of
people you know it depends on the number of
people you know in high places! or Success
doesnt depend on the number of people you know
it depends on the number of people you know in
low places!
97
Loser Hes such a suck-up! Winner
Hes such a suck-down.
98
C(I) gt C(E)
99
Thank you, Henry
100
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
101
Kindness is free
102
Press Ganey Assoc 139,380 former patients from
225 hospitals none of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcome PS directly related to
Staff Interaction PS directly correlated with
Employee Satisfaction Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
103
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
104
Thank you , 3H Club
105
Howard Hilton Herb
106
25
107
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
108
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret 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)
109
3H Howard, Hilton, Herb
Stay in touch! Sweat the details! Its
the people, stupid!
110
Thank you , Singapore
111
2-cent candy
112
ltTGW vs. gtTGR
113
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
114
Thank you, Sheik Mohammad
115
24
116
dubai
117
Single greatest act of pure imagination
118
Does your project portfolio have a dubai?
119
Thank you Larry and Jim (and Germany )
120
Basement Systems Inc.
121
Basement Systems Inc. Larry Janesky Dry
Basement Science (115,000!) 1990 0 2003
13M 2007 62,000,000
122
Jims Group
123
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
124
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 side Source
MT/Management Today (Australia), Jan-Feb 2006
125
etc. PRSX/Paragon Railcar Salvage Salvaged
railcars into bridges, etc.
126
4 Japan 3 USA 2 China 1 Germany
127
Reason!!! Mittelstand
128
Lived in same town all adult life First
generation thats wealthy/ no parental
support Dont look like millionaires, dont
dress like millionaires, dont eat like
millionaires, dont act like millionaires Many
of the types of businesses they are in could
be classified as dull- normal. They are
welding contractors, auctioneers, scrap-metal
dealers, lessors of portable toilets, dry
cleaners, re-builders of diesel engines, paving
contractors Source The Millionaire Next
Door, Thomas Stanley William Danko
129
10.6
130
The growth and success of women-owned businesses
is one of the most profound changes taking place
in the business world today. Margaret
Heffernan, How She Does It
131
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
132
Dick Kovacevich You dont get better by being
bigger. You get worse.
133
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
134
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
135
Q4/2006 500,000 7,700,000 -7,200,000
Source Barrons 0922.07
136
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
137
The last word There is no last word.
138
The Unlucky Thirteen Guru Gaffes Big
companies! Public companies! Cool
industries! Stability! Famous CEOs! Hard
stuff! Plans! Success! Men! Young! Incrementalis
m-Kaizen Minimization! Uniformity!
139
The Lucky Thirteen SMEs! Private companies!
Dull industries! Churn! laudable CEOs! Soft
stuff! Excellence! Action-Execution! Women! Boomer
s-Geezers! Imagination Unbound! Accentuate the
Positive! Individuality!
140
Thank you, Heather (and Bill)
141
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
142
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
143
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?
144
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
145
7/13
146
Thank you, Chicago
147
Sarah Mom, what do you do? Mom
Im overhead.
148
Are you Rock Stars of the Age of Talent
149
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
150
Answer PSF
151
Are you the Principal Engine of Value
Added E.g. Your RD budget as robust as the
New Products team?
152
IBM
153
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
154
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
155
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
156
A January 2008 BusinessWeek cover story informed
us that Schlumberger may well take over the
world THE GIANT STALKING BIG OIL How
Schlumberger Is Rewriting the Rules of the Energy
Game. In short, Schlumberger knows how to create
and run oilfields, anywhere, from drilling to
fullscale production to distribution. And the
nugget is hardcore, relatively small, technically
accomplished, highly autonomous teams. As China
and Russia, among others, make their move in
energy, state run companies are eclipsing the
major independents. (Chinas state oil company
just surpassed Exxon in market value.) At the
center of it all, abetting these new players who
are edging out the Exxons and BPs, the Kings of
Large-scale, Long-term Project Management wear
Schlumberger overalls. (The pictures in the
article from Siberia alone are worth the cover
price.) At the center of the center of the
Schlumberger empire is a relatively newly
configured outfit, reminiscent of IBMs Global
Services and UPS integrated logistics experts
and even Best Buys now ubiquitous Geek Squads.
The Schlumberger version is simply called IPM,
for Integrated Project Management. It lives in a
nondescript building near Gatwick Airport, and
its chief says it will do just about anything an
oilfield owner would want, from drilling to
productionthat is, as BusinessWeek put it,
IPM strays from Schlumbergers traditional
role as a service provider and moves deeper into
areas once dominated by the majors. (My old pal
was solo on remote offshore platforms
interpreting geophysical logs and the like.)
157
I. LAN Installation Co. (3) II. Geek
Squad. (30.) III. Acquired by Best Buy. IV.
Flagship of Best Buy Wholesale Solutions
Strategy Makeover.
158
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
159
Photographer Louise Roach
160
Thank you Steve
161
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
162
Thank you, John
163
1/40
164
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
165
We have a strategic plan. Its called doing
things. Herb Kelleher
166
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
167
Culture of Prototyping Effective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

168
Reward excellent failures. Punish mediocre
successes. Phil Daniels, Sydney exec
169
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
170
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
171
Thank you , Peter
172
90K in U.S.A. ICUs on any given day 178
steps/day in ICU. 50 stays result in serious
complication Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
173
Peter Pronovost, Johns Hopkins,
2001 Checklist, line infections 1/3rd at
least one error when he started Nurses/permissio
n to stop procedure if doc, other not following
checklist In 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
174
Docs, nurses make own checklists on whatever
process-procedure they choose Within weeks,
average stay in ICU down 50 Source Atul
Gawande, The Checklist (New Yorker, 1210.07)
175
Everything matters -80 Source Nudge,
Richard Thaler and Cass Sunstein, etching of fly
in the urinal reduces spillage by 80, Schiphol
Airport
176
Thank you , Anthelme Brillat-Savarin and
Ludwig Feuerbach You are what you eat
177
We are the company we keep
178
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
179
Measure Strangeness/Portfolio
Quality Staff Consultants Vendors Out-sourcing
Partners (, Quality) Innovation Alliance
Partners Customers Competitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap) IS/IT
Projects HQ Location Lunch Mates Language Board
180
Normal o for 800
181
Thank you, Eleanor, Jay and Kevin
182
Do one thing every day that scares you.
Eleanor Roosevelt
183
Kevin Roberts Credo 1. 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!
184
Im not comfortable unless Im
uncomfortable. Jay Chiat
185
Good luck
186
Leadership(21A.D.) Leadership(21B.C.)

187
walk
188
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine
02.1982)
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