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Title: Tom%20Peters


1
Tom Peters Re-Imagine!Leading Change,
Developing Talent, Driving Innovation,Adding
Value,Achieving ExcellenceNACE/Anaheim/0531.06

2
Alt TITLE/Opener
3
Life _at_ the Center of the UniverseNACE/Anaheim/05
31.06
4
The Monumental Opportunity _at_ the Center of the
Universe NACE/Anaheim/0531.06
5
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
6
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
7
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
8
Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.2004
9
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327/ 500 of 900 Research
/JPMorgan Chase/30 back-office by 12.31.07
10
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
11
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
12
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
13
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client. (Advertising Age/07.05)Omnicom very
simply is about talent. Its about the
acquisition of talent, providing the atmosphere
so talent is attracted to it. (John Wren)
14
DD21M
15
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
16
Leaders do people. Period. Anon.
17
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
18
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
19
This is the true joy of Life, the being used for
a purpose recognized by yourself as a mighty one
the being a force of Nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not
devote itself to making you happy. GB Shaw/Man
and Superman
20
Life is not a journey to the grave with the
intention of arriving safely in a pretty and
well-preserved bodybut rather a skid in
broadside, thoroughly used up, totally worn out,
and loudly proclaiming, Wow, what a ride!
anon.
21
ChicagoHRMAC
22
support function / cost center/ overhead
or
23
Are you Rock Stars of the Age of Talent
24
Are you the Principal Engine of Value
AddedEg Your RD budget as robust as the New
Products team?
25
End Alt Opener
26
Slides at tompeters.comAlso, Long
27
EXCELLENCE. ALWAYS.
28
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
29
Why in the world did you go to Siberia?
30
The Peters Principles Enthusiasm. Emotion.
EXCELLENCE. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow.
31
Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
32
Business The Ultimate Creative Endeavor.
33
Business The Ultimate Personal
Development-Growth Experience.
34
Business The Ultimate Transcendent Service
Opportunity.
35
ExcellenceFreddy Delgado on Leadership
36
I cant say that I dont know what my teachers
were doing in the classroom. I am still
responsible if a child gets lost. Enron juror
Freddy Delgado, elementary school principal
37
Re-imagine! Not Your Fathers World I.
38
China!
39
China!
40
China!
41
China
42
Ch
43
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
44
26m
45
43h
46
600,000350,00070,000
47
Beijing Rushes to Build World-class
Universities Headline, International Herald
Tribune, 1028.05Headline, same day China
Bank Becomes a Giant Worth 70 Billion
48
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, Leader, page 14
49
Re-imagine! Not Your Fathers World II.
50
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
51
2003 98 U.S.2005 U.S. 150 Shanghai
500
52
When I was growing up, my parents used to say
to me Finish your dinnerpeople in China are
starving. I, by contrast, find myself wanting to
say to my daughters Finish your homeworkpeople
in China and India are starving for your job.
Thomas Friedman/06.24.2004
53
In a global economy, the government cannot give
anybody a guaranteed success story, but you can
give people the tools to make the most of their
own lives. WJC, from Philip Bobbitt, The Shield
of Achilles War, Peace, and the Course of History
54
Re-imagine! Not Your Fathers World III.
55
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
56
New Economy?Sergey, Larry gt Harvard
57
The Generals Story.
58
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
59
Everybodys Story.
60
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
61
New ZealandThailandSpainPortugalIrelandSingap
ore Taiwan PhilippinesUAEChile
62
Better By Design A National StrategyNZ
Design Excellence
63
1. Re-imagine Innovateor Die!!
64
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/2004)
65
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
66
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
67
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality. Kjell
Nordström and Jonas Ridderstråle, Funky Business
68
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
69
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
70
798
71
415/SqFt/WalMart798/SqFt/Whole Foods
72
?
73
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
74
EXCELLENCE. 1.
75
Cirque du Soleil!
76
Every time we come to a comfort zone, we will
find a way out. No Cloning. Reinvent the
brand with each new show. A typical day at the
office for me begins by asking, What is
impossible that I am going to do today? Daniel
Lamarre, president, Cirque du Soleil
77
Easy!
78
We become who we hang out with!
79
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
80
BOLD!
81
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
82
Its no longer enough to be a change agent.
You must be a change insurgentprovoking,
prodding, warning everyone in sight that
complacency is death. Bob Reich
83
Action !
84
TP/BW on BigCo Sin 1 too much talk, too little
do
85
We have a strategic plan. Its called doing
things. Herb Kelleher
86
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
87
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
88
Measurable!
89
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?
90
Personal!
91
X.Step 1Buy a Mirror!
92
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
93
2. Re-imagine IS/IT as Disruptive Tool!
94
We all live in Dell-WalMart-eBay-Google World!
95
3. Re-imagineThe Power of We.
96
THE POWER OF US Mass Collaboration on THE
INTERNET Is Shaking Up Business
Cover/BusinessWeek/06.20.05
97
Theres a fundamental shift in power happening.
Everywhere, people are getting together and,
using the Internet, disrupting whatever
activities theyre involved in. Pierre
Omidyar, founder, eBay
98
The fluidity of information will bring about a
radically democratized society where consumers
enjoy unprecedented power. Fast Company/10th
anniversary issue/March2006
99
4. Re-imagineUp the Value-added Ladder
100
55B
101
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
102
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
103
No Choice.
104
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
105
Are you Rock Stars of the Age of Talent
106
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
107
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
108
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 5. Playful Clients (Adventurous
folks who unfailingly Aim to Change the
World)6. Small Uneconomic Clients with Big
Aims 7. Life Is Too Short to Work with Jerks
(Fire lousy clients)8. OBSESSED WITH LEGACY
(Practice Group and Individual Dent the
UniverseSteve Jobs)9. Fire-on-the-spot Anyone
Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA)
RADICAL
109
Point of View!
110
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)
111
EXCELLENCE. UP THE LADDER.
112
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
113
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
114
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
115
EXCELLENCE. EXPERIENCE IT.
116
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
117
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
118
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
119
CXOChief eXperience Officer
120
Its always showtime. David DAlessandro,
Career Warfare
121
5. Re-imagine Welcome to a Brand You World
Distinct or Extinct
122
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0
(2000) Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
123
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
124
12January2006Happy 300 th, Brand You!
125
The Bakers Dozen New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Braggable WOW Projects!) 3. A USP/Unique
Selling Proposition (R.POV8 Remarkable Point of
View captured in 8 or less words) 4.
Rolodex Obsession (From vertical/hierarchy/suck
up loyalty to horizontal/colleague/mate
loyalty)5. Entrepreneurial Instinct (A restless
Eye for Opportunity! E.g. Small Opp for
Independent Action beats faceless part of Monster
Project)6. CEO/Leader/Businessperson/Closer
(CEO, Me Inc. Period! 24/7!)7. Mistress of
Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8.
Sense of Humor (A willingness to Screw Up Move
On) 9. Comfortable with Your Skin (Bring
interesting you to work!)10. Intense Appetite
for Technology (E.g. How Cool-Active is your
Web site? Do you Blog?)11. Embrace Marketing
(Your own CSO/Chief Storytelling Officer)12.
Passion for Renewal (Your own CLO/Chief Learning
Officer) 13. Execution Excellence! (Show up on
time! Leave last!)
126
START Bonus
127
615A.M.
128
Work Hard gt Work Smart
129
END Bonus
130
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.Renewal
Investment Plan
131
26.3
132
3 Weeks in MayTraining Prep 187Work
41(Other 17)
133
1 vs. 367
134
Distinct or Extinct
135
Its always showtime. David DAlessandro,
Career Warfare
136
Getting to WOW Through Mastery of The
Sales25.
137
Getting Things Done The Power
Implementation34.
138
Presentation Excellence The PresX56
139
The Interviewing Excellence The IntX31
140
6. Re-imagine The Talent Obsession.
141
Brand Talent.
142
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
143
Hire very good people!
144
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years. Ed
Michaels, War for Talent
145
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and rebels.
David Ogilvy
146
Well-behaved women rarely make history.Anita
Borg, Institute for Women and Technology
147
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
148
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
149
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and
  • thus be in charge of his or her own career.
    Tim Hall et al.,
  • The New Protean Career Contract

150
Re-imaginePeople Power The Talent50
151
People Power The Talent501. People
first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE
We are in an Age of Talent/ Creativity/
Intellectual-capital Added.4. Talent
excellence in every part of the
organization.5. P.O.T./Pursuit Of Talent
Obsession.6. HR sits at The Head Table.7. HR is
cool.
152
7. Re-imagine New Education for a New World.
153
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
154
8. Re-imagine New Business Education for a New
World.
155
M.I.A. Talk. (Present.) Listen. (Interview.)
Sell. (Life Sales.) Do. (Execution-Implementatio
n.) Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client Culture Change.) Product.
(It.) Innovation. (Design. Creativity.
Buzz-building. Politics.) Leadership. (USMA,
etc.) E.Q. (Connect.) Culture Change. (Lasting
impact.) Diversity. (Cross-cultural
Effectiveness.) Career Creation. (Brand You
life-lifestyle.) Wellness. (Life.) B.Schools
(M.I.A. or at most B.I.A.barely in action)
156
9. Re-imagine Leadership The Passion Imperative.
157
Create a Cause!
158
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
159
Make It a Grand Adventure!
160
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
161
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to discover
their greatness.
162
Trumpet an Exhilarating Story!
163
Best Story Wins!A key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
164
Live Your Story!
165
You must be the change you wish to see in the
world.Gandhi
166
Try It!
167
Sams Secret 1!
168
Insist on Speed!
169
If things seem under control, youre just not
going fast enough. Mario Andretti
170
Put Women in Charge!
171
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
172
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
173
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
174
Dispense Enthusiasm!
175
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
176
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
177
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
178
Avoid Moderation!
179
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!
180
Free the Lunatic Within!
181
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
182
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
183
Innovateor Die!!
184
WORLD INNOVATION FORUM.0524.06
185
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
186
Parallel universe/Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves/2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
187
CEO track record of Innovation (nobody starts
at 45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Delta easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Old foggies crusade Go Global at any
size Stop listening to customers Talent!/Unusual
sources-Hire innovators-V.C.s Eschew giant mergers
188
Remember scale economies max out early Assisted
suicide! (Built to last Chimera-snare-delusion
) Burn your press clippings Forgetting
strategy Fire all strategic planners Tempo! Fina
l product bears little relation to starting
notion Design! Design! Design! (culture, not
program) All innovation Angry people Gut feel
rules! Focus groups stink Weird focus groups
okay Be-Do philosophy
189
Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback) R.F.A. Culture of execution 4/40
decentralization, execution, accountability,
615AM EVP (S.O.U.B.)/Systems-process
un-design Diversity for diversitys
sake Women-Women-Women/customers (they are the
market, not a segment)-leaders Boomers-Geezers
(all the money)
190
CRO (Chief Revenue Officer) culture/top-line
obsessed CIO (Chief INNOVATION Officer) Laughter F
acility-space configuration Experiments-prototypes
Reward excellent failures. Punish mediocre
successes. Bizarrely high incentives (
penalties) We are what we eat/We are who we hang
out with (E.g. Staff-Consultants-Vendors-Out-sour
cing 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)
191
Bonus
192
The Irreducible209
193
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
194
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move mountains. No
alt.) 12. You must care. 13. Emotion. 14. Hard is
soft. (Soft is hard.)
195
208. NO LESS THAN EXCELLENCE.
EVER.209. EXCELLENCE. ALWAYS.
196
HTSH Engage!Commit! Engage! Try! Fail! Get
up! Try again! Fail again! Try again! But never,
ever stop moving on! Progress for humanity is
engendered by those who join and savor the fray
by giving one hundred percent of themselves to
their dreams! Not by those timid souls who remain
glued to the sidelines, stifled by tradition, and
fearful of losing face or giving offense to the
reigning authorities.Key words Commit! Engage!
Try! Fail! Persist!HTST/Hands That Shape
Humanity, Tom Peters contribution to a Bishop
Tutu exhibit
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