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Tom Peters

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Title: Tom Peters


1
Tom Peters EXCELLENCE. ALWAYS.Harvard
Business Review America Latina Santiago/14
October 2008
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
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.
5
MBWA
6
1982
7
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
8
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
9
Hard Is SoftSoft Is Hard
10
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
11
We Have Met the Enemy Thank you, Howard
Howard
12
Internal organizational excellence Deepest
Blue Ocean
13
When The Enemy Really Wins Lose Your
Nemesis Obsessing about your competitors,
trying to match or best their offerings, spending
time each day wanting to know what they are
doing, and/or measuring your company against
themthese activities have no great or winning
outcome. Instead you are simply prohibiting your
company from finding its own way to be truly
meaningful to its clients, staff and prospects.
You block your company from finding its own
identity and engaging with the people who pay the
bills. Your competitors have never paid your
bills and they never will. Howard Mann, Your
Business Brickyard Getting Back to the Basics to
Make Your Business More Fun to Run Mr Mann
also quotes Mike McCue, former VP/Technology at
Netscape At Netscape the competition with
Microsoft was so severe, wed wake up in the
morning thinking about how we were going to deal
with them instead of how we would build something
great for our customers. What I realize now is
that you can never, ever take your eye off the
customer. Even in the face of massive
competition, dont think about the competition.
Literally dont think about them.
14
Thank you Horst
15
I will not accept the explanation of a
recession negatively affecting the new
business. There are swtill people traveling. We
just have to get them to stay in our hotel.
Horst Schulze, on his new chain, Capella, from
Prestige (06.08) The Return of History and the
End of Dreams
16
Thank you ,Herb, Robert, Peter Siberia
17
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)
18
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
19
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.
20
Why in the World did you go to Siberia?
21
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
22
Thank you Ben Norm, Ike , Gust, Walt,
David Mark Muhammad, Nelson, Ben II and
Delaware/Woody
23
Give good tea!
24
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.
25
George Crile (Charlie Wilsons War) on Gust
Avarkotos strategy He had become something
of a legend with these people who manned the
underbelly of the Agency CIA.
26
???????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!
27
C(I) gt C(E)
28
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
29
3K/5M
30
5,000 miles for a 5-minute face-to-face
meeting
31
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
32
?
33
I am a dispenser of enthusiasm. Ben Zander
34
eighty percent of success is showing up.
Woody Allen
35
Do tea! Make friends! Show up! Walk!
36
L(21) L(-21)

37
Leadership(21A.D.) Leadership(21B.C.)

38
Thank you , 7-11
39
TP How to flush 500,000 down the toilet in
one easy lesson!!
40
lt CAPEXgt People!
41
Leaders do people. Period. Anon.
42
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
43
Brand Talent.
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
1/100 Best Companies to Work for/2005
46
Wegmans
47
The Dream Manager Matthew KellyAn
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.
48
1 cause ofDis-satisfaction?
49
2/year legacy.
50
53 53
51
Leaders SERVE people. Period. inspired by
Robert Greenleaf
52
Thank you ,Rich
53
Mapping your competitive position or
Rich DAveni/HBR
54
The Have you 50See Appendix One
55
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?


56
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.)
57
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
58
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
59
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is an
Appendix to the LONG version of this
presentation, posted at tompeters.com
60
X XFXExcellence Cross-functional
Excellence
61
Never waste a lunch!
62
???? XF lunches Measure!
63
CIO Question Doc lunches Last 30 days
64
Thank you , Richard Marcus
65
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
66
Dennis, you need a To-dont List !
67
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
68
You Your calendarCalendars never lie
69
Thank you ,Dr. Groopman
70
18
71
Thank you ,Marshall et al.
72
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
73
To develop others, start with yourself.
Marshall Goldsmith
74
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
75
Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
76
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.), The
New Leaders
77
Step 1 Buy a Mirror!
78
Habit 1/Winning Too Much Winning too much is
easily the most common behavioral problem I
observe in successful people. My italics.
Theres a fine line between winning when it
counts and when no ones counting. Winning too
much underlies nearly every other behavioral
problem. If we argue too much, its because we
want our view to prevail over everyone else (i.e.
its all about winning). If were guilty of
putting down other people, Its our stealthy way
of positioning them beneath us (again, winning).
If we ignore people, again its about winningby
making them fade away. Habit 2/Adding Too Much
Value Good idea, but The problem is you
may have improved the content by 5, but youve
reduced my commitment to executing it by 50,
because youve taken away my ownership of the
idea. Habit 3 Passing Judgment Habit 4
Making Destructive Comments Etc. Source
Marshall Goldsmith, What Got You Here Wont Get
You There How Successful People Become Even More
Successful. (The Twenty Habits That Hold You
Back From the Top)
79
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
80
You must be the change you wish to see in the
world.Gandhi
81
To change minds effectively, leaders make
particular use of two tools the stories that
they tell and the lives that they lead.
Howard Gardner, Changing Minds
82
Thank you ,Dave
83
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)
84
TP People are always ready to tell their
story!See also The story leaners edge
(Steve Farber) The dream manager (Matthew
Kelly)
85
"Trust the development expertsall seven
billion of them. headline, Financial Times,
0529.08, to an article by development guru
William Easterly, commenting negatively on the
World Bank Growth Commissions recent report that
concludes, in effect, trust the World Bank
experts
86
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
87
Thank you, Henry , Marshall , Steve, Sara
88
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
89
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You There
How Successful People Become Even More Successfu.
90
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.

91
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!

92
The Managers Book of Decencies How Small
/gestures Build Great Companies. Steve
Harrison, Adecco
93
  • 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

94
We are thoughtful in all we do.
95
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 mirrorand 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.
96
100 Ways to Succeed 142 We Are Thoughtful In
All We Do. Consider the idea of We are
thoughtful in all we do. What does it mean? How
does one practice it? Talk about it with peers,
pals, vendors, customers, etc, etc. Talk about
thoughtfulnessdogmatic thoughtfulness?as a
powerful and pragmatic business value. (And
especially in traumatic times.) Keep
debating. Consider adding thoughtfulness in all
we do, maybe dogmatic thoughtfulness in all we
do, to your formal values proclamationor
otherwise vigorously promoting the idea. (NB
You must come to agreement on the bottom line
pragmatism of this idea before formally
proceedingit may well make you better persons,
but it is not in any way a mushy idea.)
97
Kindness is free.
98
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
99
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
100
Thank you, Team Planetree
101
Kindness is free
102
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with
Employee Satisfaction Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
103
Planetree A Radical Model for New
Healthcare/Healing/Wellness Excellence
104
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
105
7. Healing Arts Nutrition for the Soul
106
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
107
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
108
Conclusion Caring/Growth Experience
109
It was the goal of Planetree to help patients
not only get well faster but also to stay well
longer. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
110
Care!/Love!/Spirit!Self-Control!Connect!/learn
!/involve!/Engage!Understanding!/Growth!
De-stress!/heal! Whole patient family
friends! be well!/stay well!
111
Planetree is about human beings caring for
other human beings. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
(Ladies and gentlemen serving ladies and
gentlemen4S credo)
112
F.Y.I. It works!
113
Griffin Hospital/Derby CT (Planetree Alliance
HQ) Results Financially successful.
Expanding programs-physically. Growing market
share. Only hospital in 100 Best Cos to Work
for7 consecutive years, currently 6.
Five-Star Hospitals, Joe Flower,
strategybusiness (42)
114
Thank you ,Singapore
115
2-cent candy
116
ltTGWvs. gtTGR
117
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
118
Thank you,Heather
119
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
120
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
121
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?
122
Thank you, Sheik Mohammad ( Jerry)
123
24
124
dubai
125
Single greatest act of pure imagination
126
Does your project portfolio have a dubai?
127
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
128
Thank you Steve
129
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
130
Thank you , Anthelme Brillat-Savarin and
Ludwig Feuerbach You are what you eat
131
We are the company we keep
132
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
133
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
134
Normal o for 800
135
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
136
the wildest chimera of a moonstruck mind The
Federalist on TJs Louisiana Purchase
137
Thank you, Lou
138
M 0
139
IBM 55BAlso HP-EDS
140
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
141
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
142
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)
143
GE Enterprise Solutions GE Enterprise
Solutions delivers high-impact, integrated
solutions that improve customers productivity
and profitability. Enterprise Solutions helps
customers compete and win in a changing global
environment by combining the power of GEs
intelligent technologies with its multi-industry
experience and expertise. Enterprise Solutions
comprises high-tech, high-growth businesses
including Sensing Inspection Technologies,
Security, GE Fanuc Intelligent Platforms, and
Digital Energy. The business has 17,000
customer-focused associates in more than 60
countries around the world. from GE.com
144
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
145
Huge Customer Satisfaction versus Customer
Success
146
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. One of the key
differentiators of our position in the market is
our attention to managing change and making
change stick in our customers organization.
(E.g. CRM failure rate/Gartner 70) Jeff
Thull, The Prime Solution Close the Value Gap,
Increase Margins, and Win the Complex Sale
147
The Value-added Ladder/TRANSFORMATION Customer
Success through Implemented Gamechanging
SolutionsServicesGoods Raw Materials
Subject-matter Professionals and Organization
Effectiveness Experts (Degree MBA,
Organizational Psychology)
148
support function / cost center/ overhead
or
149
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
150
AnswerPSF
151
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
152
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)
153
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves.
154
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves. Not copobsessed instead with
value-added Integration first, stovepipe
secondary MBWA/bigtime Networker to the rest
of Finance
155
Thank you Jim (and Germany )
156
Jims Group
157
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
158
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
159
4 Japan3 USA2 China1 Germany
160
Reason!!!Mittelstand
161
Or Goldmann Produktions(11/50/5M/dip and
coat, expensive pigments vs through coloring,
fadesBekro Chemie)
162
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
163
Dick Kovacevich You dont get better by being
bigger. You get worse.
164
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
165
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
166
The last word There is no last word.
167
Thank you, John
168
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
169
1/40
170
We have a strategic plan. Its called doing
things. Herb Kelleher
171
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
172
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

173
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
174
You miss 100 of the shots you never take.
Wayne Gretzky
175
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
176
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
177
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
178
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.
179
Thank you , Conrad Fred
180
4/40
181
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
182
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
183
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
184
Execution is strategy. Fred Malek
185
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
186
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
187
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
188
Thank you ,Peter
189
Nudge.Sway.K.I.S.S.Keep It Simple, Stupid
190
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
191
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not following
checklistIn 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
192
Thank you ,Nassim Nicholas Taleb
193
The Black Swan 44 Tactical Rules for Survival
(and success) in Looney times
194
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)
195
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.)
196
"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
197
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.
198
Work the phones!
199
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.
200
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.
201
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?
202
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.)
203
this is your life. Think upside.
204
this is your life. Think excellence.
205
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
206
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
207
walk
208
Thank you, Eleanor, Jay and Kevin
209
Do one thing every day that scares you.
Eleanor Roosevelt
210
Im not comfortable unless Im
uncomfortable.Jay Chiat
211
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!
212
Thank you , 3H Club
213
HowardHiltonHerb
214
25
215
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
216
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource 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)
217
3H Howard, Hilton, Herb
Stay in touch!Sweat the details!Its
the people, stupid!
218
walk
219
Thank you , Mike Tom
220
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
221
Mr. Watson, how long does it take to achieve
Excellence?
222
1 minute
223
Good luck
224
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)
225
Leadership(21A.D.) Leadership(21B.C.)

226
walk
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