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Title: Tom Peters


1
Tom Peters Re-Imagine2006!Business
Excellence in a Disruptive AgeBucharest/14Marc
h2006
2
Slides at tompeters.com
3
Re-imagine! Not Your Fathers World I.
4
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
5
WE ARE BEGINNING TO ACQUIRE DIRECT AND
DELIBERATE CONTROL OVER THE EVOLUTION OF ALL
LIFE FORMS ON THE PLANET.Source Juan
Enriquez, As The Future Catches You
6
This is a dangerous world and it is going to
become more dangerous.We may not be
interested in chaos but chaos is interested in
us.Source Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
7
Re-imagine! Not Your Fathers World II.
8
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)
9
The Generals Story. (And Darwins)
10
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
11
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
12
Everybodys Story.
13
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
14
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
15
Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design
excellence)Source The Straits Times/2004
16
MADE IN TAIWAN From Cheap Manufacturing to
Chic Branding Headline/Advertising Age/06.05
17
Better By Design A National StrategyNZ
Design Excellence
18
New ZealandThailandSpainPortugalIrelandSinga
pore Taiwan PhilippinesUAEChile
19
Report Card/GeneralUSA/NA ?JA China
?India SEA LA ?A EU ?-
20
Report Card/EntrepreneurialUSA/NA JA ?-China
India SEA /-LA -A -EU (?)
21
1. Re-imagine Permanence The Naked Emperor
Problem!
22
Pathetic!
23
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
24
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
25
Lessons Learned. GE. Me.
26
4/40
27
De-cent-ral-iz-a-tion!
28
Ex-e-cu-tion!
29
Ac-count-a-bil-ity!
30
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
31
615A.M.
32
2. Re-imagine Innovateor Die!!
33
Brilliant!
34
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
35
Resist!
36
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
37
Theres A and then theres A.
38
Scale?
39
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
40
TOO BIG TO GROW Why Wall Street has soured on
many of corporate Americas most admired and
feared companies headline, Newsweek, 0313.06
41
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
42
This is not a mature category.
43
This is an undistinguished category.
44
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/2003
45
Value innovation is about making the
competition irrelevant by creating uncontested
market space. We argue that beating the
competition within the confines of the existing
industry is not the way to create profitable
growth. Chan Kim Renée Mauborgne (INSEAD),
from Blue Ocean Strategy (The Times/London)
46
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
47
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
48
Focus!
49
Focus All Strategy Is Local True competitive
advantages are harder to find and maintain than
people realize. The odds are best in tightly
drawn markets, not big, sprawling ones
Title/ Bruce Greenwald Judd Kahn/HBR09.05
50
Big WinnersLousy industry Specialty (No
competition) Smaller than competitors4
Traits Sweet spot Agility Discipline
FOCUSSource Alfred Marcus, Big Winners and Big
Losers The 4 Secrets of Long-term Business and
Failure
51
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
52
The Benefits of FOCUSED EXCELLENCE
Shouldice/Hernia Repair 30 min, 1
recurrence. Avg 90 min, 10-15
recurrence.Source Complications, Atul Gawande
53
Easy!
54
FLASH! Innovation is easy!
55
Innovations Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
56
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
57
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
58
We become who we hang out with!
59
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
60
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed. William Gibson
61
Hard!
62
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
63
Bold!
64
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
65
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
66
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
67
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
68
Speed/ Tempo!
69
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
70
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
71
Action!
72
TP/BW on BigCo Sin 1 too much talk, too little
do
73
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
74
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
75
Measurable!
76
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher (out of 10) on a Weirdness/
Profundity/ Wow/ Gaspworthy/
Game-changer Scale?
77
Personal!
78
Step 1 Buy a Mirror!
79
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
80
Summary/The SE22 Origins of Sustainable
Entrepreneurship
81
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
82
SummaryWallopWalMart16Or Why its so
unbelievably easy to beat a GIANT Company
83
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!!
)
84
3. Re-imagine Organizing I IS/IT as Disruptive
Tool!
85
We all live in Dell-WalMart-eBay-Google World!
86
the FedEx Economy headline/New York
Times/10.08.05
87
Any3 Anything/ Anywhere/ Anytime
88
Power Tools for Power Solutions/ Strategies!
TP
89
4. Re-imagine Organizing II What Organization?
90
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
91
TP In Nagano Revenue 10BFTE 1Maybe
92
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
93
5. Re-imagine Organizing III The White-Collar
Tsunami and the Professional Service Firm (PSF)
Imperative.
94
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
95
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
96
AnswerPSF
97
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow!
Projects (Different vs Better)Brand
You(Distinct or Extinct)
98
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
99
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (Every 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
100
Point of View!
101
The WOW! Project.
102
Your Current Project?1.
Another days work/Pays the rent.4. Of
value.7. Pretty Damn Cool/Definitely
subversive.10. WE AIM TO CHANGE THE WORLD.
103
Insanely Great
104
The Pursuit of Unassailable Value-AddedTom
Peters/07March06
105
PSF BY WP DD E UVA
106
PSF (Professional Service Firm) BY (Brand You)
WP (WOW Projects) DD (Dramatic Difference)
E (Excellence) UVA (Unassailable
Value-Added)
107
6. Re-imagine Businesss Fundamental Value
Proposition PSFs Unbound, or Fighting
Inevitable Commoditization via The
Gamechanging Solutions Imperative.
108
Up, Up, Up, Up the Value-added Ladder.
109
55B
110
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
111
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a yearthat
technology companies have never been able to
touch. Fortune
112
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
113
Huge Customer Satisfaction versus Customer
Success
114
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
115
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
116
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
117
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
118
7. Re-imagine Enterprise as Theater A World of
Scintillating Experiences.
119
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
120
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
121
The Value-added Ladder/Memorable
ConnectionScintillating Experiences
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
122
Bonus
123
Customer Anyone whose actions affect your
results!Source Steve Yastrow/0310.06
124
8. Re-imagine the Fundamental Selling
Proposition It all adds up to (THE
BRAND.) (THE STORY.)(THE DREAM.)The Love.
125
WHO ARE WE?
126
Brand? Its all about Character!
127
WHATS OUR STORY?
128
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
129
WHATS THE DREAM?
130
Nothing Is ImpossibleTo Be Revered As A
HothouseFor World-changing CreativeIdeas That
TransformOur Clients Brands,Businesses, and
ReputationsSource Kevin Roberts/Lovemarks/on
Saatchi Saatchi
131
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
132
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
133
Kevin Roberts Lovemarks!
134
(No Transcript)
135
(No Transcript)
136
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137
(No Transcript)
138
Tattoo Brand What of users would tattoo the
brand name on their body?
139
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
140
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Your name here ??Nike .
4.6Adidas . 3.1Absolut . 2.6Nintendo .
1.5BRANDsense Build Powerful Brands through
Touch, Taste, Smell, Sight, and Sound, Martin
Lindstrom
141
Up, Up, Up, Up the Value-added Ladder.
142
Lovemark Awesome ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
143
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
144
Gas ... 1.75 per gallonLipton Iced Tea ..
9.52 per gallonOcean Spray ... 10.00Gatorade
.. 10.17Diet Snapple ... 10.32STP brake
fluid .. 33.60Pepto-Bismol .. 123.20Vicks
NyQuil ... 178.13Evian water 21.19
(50B-200B)Source Branded Nation The
Marketing of Megachurch, College Inc.,
and Museumworld, James Twitchell (2004)
145
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
146
9. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
147
Women are the majority market Fara
Warner/The Power of the Purse
148
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
149
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
150
The Perfect Answer
Jill and Jack buy slacks in black
151
(No Transcript)
152
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
153
10. Womens Market Opportunity No. 1.
154
Why?
155
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
156
2005
157
10. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
158
2000-2010 Stats18-44 -155 21(55-64
47)
159
B78/60
160
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
161
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
162
11. Re-imagine the Individual Welcome to a
Brand You World Distinct or Extinct
163
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
164
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
165
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
166
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
167
Personal Brand Equity Evaluation
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • My public recognition program consists of
  • Additions to my Rolodex in the last 90 days
    include
  • My resume is discernibly different from last
    years at this time

168
New Work
SurvivalKit2006 1. Mastery!
(Best/Absurdly Good at Something!)2. Manage to
Legacy (All Work Memorable/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/su
ck up loyalty to horizontal/colleague
/mate loyalty)5. Entrepreneurial Instinct (A
sleepless 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!)
169
Getting to WOW Through Mastery of The
Sales25.
170
GE (more or less)89 Ridiculously Obvious
Thoughts About Selling StuffTom
Peters/24January2006
171
Getting Things Done The Power
Implementation34.
172
Presentation Excellence The PresX56
173
The Interviewing Excellence The IntX31
174
12. Re-imagine Excellence I The Talent Obsession.
175
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
176
Brand Talent.
177
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
178
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
179
Leaders do people. Period. Anon.
180
PARCs Bob Taylor Connoisseur of Talent
181
Hire very good people!
182
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
183
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
184
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
185
DD21M
186
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.
187
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
188
Re-imaginePeople Power The Talent50
189
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.
190
13. Re-imagine Excellence II Meet the New Boss
Women Rule!
191
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
192
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
193
For all the myths of equality that Europe tells
itself, the Continent is by and large a woeful
place for a woman who aspires to lead.
Newsweek/0227.06
194
Her socialist colleagues wont give her an easy
time, but womens time has come. In the future
there will be more and more women giving orders
to men. It may be tough on them men , but
thats the way it is. Bernadette Chirac, on
French presidential candidate Segolene Royal
195
14. Re-imagine Leadership for Totally Screwed-Up
Times The Passion Imperative.
196
Create a Cause!
197
G.H. Create a cause, not a business.
198
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
199
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
200
Find em!
201
The Secret Jack didnt have a vision!
202
Respect em!
203
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
204
Make It a Grand Adventure!
205
Quests!
206
I dont know.
207
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.
208
Leaderships Mount Everest allow its members
to discover their greatness.
209
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
210
Trumpet an Exhilarating Story!
211
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
212
A key perhaps the key to leadership is
the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
213
Live Your Story!
214
You must be the change you wish to see in the
world.Gandhi
215
You Your calendarCalendars NEVER lie!!
216
Try It!
217
Sams Secret 1!
218
Insist on Speed!
219
If things seem under control, youre just not
going fast enough. Mario Andretti
220
Demand Action!
221
We have a strategic plan. Its called doing
things. Herb Kelleher
222
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
223
Stop the Nonsense!
224
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
225
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
226
Dispense Enthusiasm!
227
BZ I am a Dispenser of Enthusiasm!
228
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
229
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
230
Excellence. Always.
231
Leader Job No.1Paint Portraits of Excellence!
232
RadiatePassion!
233
Never apologize for showing feeling. When you
so, you apologize for the truth. Disraeli
234
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product, passion for their cause. If you care
enough, you will find out what you need to know.
Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to
learning is an odd secret to propose, but I
believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.
235
Keep It Simple!
236
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
237
JWs 4EsEnergyEnthusiasmEdgeExecutionSp
eed, RFA, Competitive
238
Avoid Moderation!
239
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!
240
Nelsons secret Other admirals more
frightened of losing than anxious to win
241
Free the Lunatic Within!
242
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
243
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
244
!
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