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Title: New PP stuff. Tom Peters. 20.August.2010.


1
New PP stuff. Tom Peters. 20.August.2010.
2
NOTE To appreciate this presentation and
insure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Problem 1. Opportunity 1. Slide 1.
4
XFX 1
5
The Strategic Importance of XFX (Cross-functional
eXcellence) I intend to start using this as a
stand alone 1st slide. I believe that in most
any organization of, say, more than a dozen
people, the 1 issue is cross-functional
communication-integration. It is both Problem
1 and Opportunity 1. From intelligence
pattern recognition to order execution to
innovation, our INTERNAL barriers, not our
competitors cleverness, are the principal
impediment to effectiveness. I suspect we all
agree with that. But is itAND IT RARELY
ISliterally seen as SO1Strategic Opportunity
1? (Please do me the honor of thinking about
this.)
6
Five Or Less Words To The Wise
7
EXCELLENCE/Five Or
Less Words To The Wise 4 most important words
What do you think? (Dave Wheeler _at_
tompeters.com
Most important 4
words in an organization.) 4 most
important words How can I help? (Boss as
CHRO/
Chief Hurdle Removal Officer) 2 most important
words Thank you! (Appreciation/
Recognition) 2 most
important words All yours. (Hands-off
delegation/
Respect/Trust) 3 most important words Im
going out. (MBWA/Managing By
Wandering Around/In
touch!) 2 most important words Im sorry.
(Power of unconditional
apology Stunning! Marshall
Goldsmith
1 exec issue) 5 most important words Did you
tell the customer? (Over-
communicate) 2 most important
words She says (She is the customer!)
8
EXCELLENCE/Five Or Less Words
To The Wise 2 most important words Yes maam.
(Women are more often
than not the best managers.) 2
most important words Try it! (My only for
sure in 44 years
Herb Kelleher We have a strategic
plan,
its called doing things./Bill
Parcells Blame no one.
Expect
nothing. Do something.) 3 most important words
Try it again! (My only for sure 44
years MOST TRIES
WINS.) 2 most important words Good try!
(CELEBRATE good
failures. Richard Farson/book
Whoever Makes
the Most Mistakes
Wins. Samuel Beckett Fail. Fail
again.
Fail better.) 3 most important words At your
service. (Organizations exist
to serve. Period. Leaders
live to serve.
Period.) 4 most important words How are
we doing? (To customers,
regularly.) 4 most important
words How was Marys recital? (Know your
employees
kids.) 2 most important words Lets party!
(Celebrate small wins at
the drop of a hat.)
9
EXCELLENCE/Five Or Less Words To
The Wise 1 most important word No. (To
donts gt To dos) 1 most important word Yes.
(Hey, give it a shot/Anon. quote
The best answer is
always, What the
hell./Wayne Gretzky You miss
100 of the shots
you dont take.) 2 most important words Lunch
today? (Social stuff Secret
to problem/opportunity
1/XFX/
cross-functional Excellence.) 4 most important
words Thank Dick in accounting. (Readily
acknowledge
help from other
functions.) 2 most important words
After you. (Courtesy rules.) 3 most important
words Thanks for coming. (Civility. E.g.,
boss
acknowledges employee coming to
her/his office.) 2 most
important words Great smile! (Note
acknowledge
good attitude.) 1 most important word Wow!
(The gold standard for
everything.) 1 most important
word EXCELLENT! (The ONLY
acceptable
standard/aspiration.)
10
X15/The Excellence 15
11
The EXCELLENCE 15 People 1st/ Cathedral for
human development Best 1st-line managers Quality
of relationships (Internal/External) Try it! Try
it again! Passion!/Energy!/Wow! Unstinting
commitment to innovation by ALL Excellence at
Plan B/Adaptability Fanatic about
execution XFX/Cross-functional eXcellence Integri
ty/Decency/Thoughtfulness/Character LX/Listening
eXcellence Commitment to SERVICE Commitment to
EXCELLENCE Servant leadership
12
PXX People. eXecution. eXcellence.
13
EXCELLENCE. Always. If not EXCELLENCE, what? If
not EXCELLENCE now, when? EXCELLENCE is not an
"aspiration." EXCELLENCE is not a
"journey." EXCELLENCE is the next five
minutes. Organizations exist to SERVE.
Period. Leaders exist to SERVE. Period. SERVICE
is a beautiful word. SERVICE is a beautiful
word. SERVICE is character, community,
commitment. (And profit.) SERVICE is a
beautiful word. SERVICE is not "Wow." SERVICE
is not "raving fans. SERVICE is not "a great
experience." Service is "just" thatSERVICE.
14
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a
time, who directly or indirectly serve the
ultimate customer. Weleaders of every
stripeare in the Human Growth and
Development and Success and Aspiration to
Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders
only energetically march toward Excellence when
they each and every one of our colleagues
are energetically marching toward
Excellence. Period.
15
Zappos 10 Corporate Values Deliver
WOW! through service. Embrace and drive
change. Create fun and a little weirdness. Be
adventurous, creative and open-minded. Pursue
growth and learning. Build open and honest
relationships with communication. Build a
positive team and family spirit. Do more with
less. Be passionate and determined. Be humble.
16
Too Much Cost, Not Enough Value Too Much
Speculation, Not Enough Investment Too Much
Complexity, Not Enough Simplicity Too Much
Counting, Not Enough Trust Too Much Business
Conduct, Not Enough Professional Conduct Too
Much Salesmanship, Not Enough Stewardship Too
Much Focus on Things, Not Enough Focus on
Commitment Too Many Twenty-first Century
Values, Not Enough Eighteenth-Century
Values Too Much Success, Not Enough
Character Source Jack Bogle, Enough! (chapter
titles)
17
At a party given by a billionaire on Shelter
Island, Kurt Vonnegut informs his pal, Joseph
Heller, that their host, a hedge fund manager,
had made more money in a single day than Heller
had earned from his wildly popular novel Catch-22
over its whole history. Heller responds, Yes,
but I have something he will never have
enough. John Bogle, Enough. The Measures of
Money, Business, and Life (Bogle is founder of
the Vanguard Mutual Fund Group)
18

The 19 Es of EXCELLENCE Enthusiasm! (Be
an irresistible force of nature! Be fire! Light
fires!) Exuberance! (Vibratecause
earthquakes!) Execution! (Do it! Now! Get it
done! Barriers are baloney! Excuses are for
wimps!
Accountability is gospel! Adhere to coach Bill
Parcells
doctrine Blame nobody!! Expect nothing!! Do
something!!) Empowerment! (Respect!
Appreciation! Ask until youre blue in the face,
What
do you think? Then Listen! Liberate! 100.00
innovators!) Edginess! (Perpetually dance at
the frontier and a little, or a lot,
beyond.) Enraged! (Maintain a permanent state
of mortal combat with the status-quo!) Engaged!
(Addicted to MBWA/Managing By Wandering Around.
In touch. Always.) Electronic! (Partner with the
whole wide world 60/60/24/7 via all manner of
electronic
community building and entanglement.
Crowdsourcing wins!) Encompassing! (Relentlessly
pursue diversity of every flavor! Diversity per
se
generates big returns!) (Seeking superb leaders
Women rule!) Emotion! (The alpha! The omega!
The essence of leadership! The essence of sales!
The essence of
design! The essence of life itself! Acknowledge
it! Use it!) Empathy! (Connect! Connect!
Connect! Click with others reality and
aspirations! Walk
in the other persons shoesuntil the soles have
holes!) Ears! (Effective listening in every
encounter Strategic Advantage No. 1! Believe
it!) Experience! (Life is theater! Its always
showtime! Make every contact a Wow!
Standard Insanely
Great/Steve Jobs Radically Thrilling/BMW.) Eli
minate! (Keep it simple!! Furiously battle
hyper-complexity and gobbledygook!!) Errorprone!
(Ready! Fire! Aim! Try a lot of stuff, make a
lot of booboos.
CELEBRATE the booboos! Try more stuff, make
more booboos!
He who makes the most mistakes wins! Fail!
Forward! Fast!) Evenhanded! (Straight as an
arrow! Fair to a fault! Honest as
Abe!) Expectations! (Michelangelo The
greatest danger for most of us is not that our
aim is
too high and we miss it, but that it is too low
and we hit it.) Eudaimonia! (The essence of
Aristotelian philosophy True happiness is
pursuit of
the highest of human moral purpose. Be of
service! Always!) EXCELLENCE! (The only standard!
Never an exception! Start NOW! No excuses!)
19
Inno16
20
  • The INNO16 Innovations Sixteen
    Imperatives
  • Try it. (1/40 Whoever tries the most stuff
    wins.)
  • (R.F.A./Ready. Fire. Aim.)
  • (2) Celebrate failure.
  • Whoever makes the most mistakes wins.
  • Fail. Fail again. Fail better.
  • Reward excellent failures. Punish
    mediocre successes.
  • (3) Decentralize. (Organic growth bias.)
  • (4) Parallel Universe.
  • 1 play money
  • Internal VC fund
  • Skunkworks
  • (5) We are what we eat We are who we spend
  • time with.
  • (6) diversity. (Every dimension.)
  • (7) Co-invent with (all) outsiders. (Exploit
    electronic
  • communities.)

21
The INNO16 Innovations Sixteen
Imperatives (Cont.) (8) Strategic Listening
Core competence. (9) Hire and promote 100
innovators. Innovators characteristic
Angry. CEOInnovation bias. (You
must be /Gandhi) (10) XFX/Cross-functional
Excellence!! (1?) (11) Chief Complexity/Systems
Destruction Officer. (12) RD Equality.
All functions equal. (VA centerpiece./All
staff VA-meisters.) (13) Top quartile RD
spending (So, too, our
partners.) (14) All projects (Must have something
new.) (WOW standard.) (15) Fun!
(Enjoy breaking the rules.) (16) All businesses!!

22
Jack Welch.
23
In real life, strategy is actually very
straightforward. Pick a general direction and
implement like hell Jack Welch
24
On the face of it, shareholder value is the
dumbest idea in the world. Shareholder value is a
result, not a strategy. Your main
constituencies are your employees, your
customers and your products. Jack Welch, FT,
0313.09, page 1
25
Dont ever use that word synergy. Its a
hideous word. The only thing that works is
natural law. Given enough time, natural
relationships will develop between our
businesses. Barry Diller, responding to a
student question, address at the Harvard Business
School (from Marshall Goldsmith, What Got You
Here Wont Get You There)
26
If it aint broke, break it. Steve Bechtel
(??) Only the paranoid survive. Andy Grove
27
kindness.
28
K R P Kindness Repeat business Profit.
29
K R P/Kindness Repeat business
Profit/Kindness Kind. Thoughtful. Decent.
Caring. Attentive. Engaged. Listens
well/obsessively. Appreciative. Open. Visible. Hon
est. Responsive. On time all the time. Apologizes
with dispatch for screwups. Over-reacts to
screwups of any magnitude. Professional in all
dealings. Optimistic. Understand that kindness to
staff breeds kindness to others/outsiders. Applies
throughout the supply chain. Applies to 100
of customers staff. Explicit part of values
statement. Basis for evaluation of 100 of our
staff.
30
One kind word can warm three winter months.
Japanese Proverb
31
The deepest principle of human nature is the
craving to be appreciated. William James (in
Timeless Wisdom, compiled by Gary Fenchuk)
32
Equations/Expanded X S P eXcellence
Satisfied customers Profit X K R
P eXcellence Kindness Repeat business
Profit X K W R N P eXcellence
Kindness Wow Repeat business New business
Profits
33
Helen Keller. Mother Teresa.
34
I long to accomplish a great and noble task,
but it is my chief duty to accomplish humble
tasks as though they were great and noble.
Helen Keller
35
We do no great things, only small things with
great love. Mother Teresa
36
Epigraphs. The little big things.
37
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay, American
Statesman (1777-1852)
38
We dont take people to the elevatorwe take
them down to the street. David Ogilvy
39
mandela.
40
In the election in 1994, his smile was the
campaign. That smiling iconic campaign posteron
billboards, on highways, on street lamps, at tea
shops and fruit stalls. It told black voters that
he would be their champion and white voters that
he would be their protector. It was the smile of
the proverb tout comprendre, cest tout
pardonerto understand is to forgive all. It was
political Prozac for a nervous electorate. From
See the Good in Others, Mandelas Way Fifteen
Lessons on Life, Love, and Courage, by Richard
Stengel
41
Ultimately the smile was symbolic of how Mandela
molded himself. At every stage of his life he
decided who he wanted to be and created the
appearanceand then the realityof that person.
He became who he wanted to be. From See the
Good in Others, Mandelas Way Fifteen Lessons
on Life, Love, and Courage, by Richard Stengel
42
Some call it a blind spot, others naïveté, but
Mandela sees almost everyone as virtuous until
proven otherwise. He starts with an assumption
you are dealing with him in good faith. He
believes that, just as pretending to be brave can
lead to acts of real bravery, seeing the good in
other people improves the chances that they will
reveal their better selves. From See the Good
in Others, Mandelas Way Fifteen Lessons on
Life, Love, and Courage, by Richard Stengel
43
Mandela sees the good in others both because it
is in his nature and in his interest. At times
that has meant being blindsided, but he has
always been willing to take that risk. And it is
a risk. Mandela goes out on a limb and makes
himself vulnerable by trusting others. We
rarely equate risk with trying to see what is
decent, honest, and good in the people in our
daily lives. ... People will feel I see too much
good in people, and Ive tried to adjust because
whether it is so or not, it is something I think
is profitable. Its a good thing to assume, to
act on the basis that others are men of integrity
and honor, because you need to attract integrity
and honor. I believe in that. From See the
Good in Others, Mandelas Way Fifteen Lessons
on Life, Love, and Courage, by Richard Stengel
44
Mandela consciously chose to err on the side
of generosity. By behaving honorably, even to
people who may not deserve it, he believes you
can influence them to behave more honorably than
they otherwise would. This sometimes proved to be
a useful tactic, particularly after he was
released from prison, when his open, trusting
attitude made him appear to be a man who could
rise above bitterness. When he urged South
Africans to forget the past, most of them
believed that he had. This had a double effect
It made whites trust Mandela more and it made
them feel more generous toward the people they
had so recently oppressed. From See the Good
in Others, Mandelas Way Fifteen Lessons on
Life, Love, and Courage, by Richard Stengel
45
Women. Power. New World Order.
46
We Did It! Economist cover, Jan 02.2010, as
women surpass 50 in U.S. workforce/ Womens
economic empowerment is arguably the biggest
social change of our times.
47
All signs point to a new era of women in
chargesocially, economically and politically.
Alex Beam, Women Rule, International
Herald/Jan 15 A Tradition Falls and Women Rise
A Changing Germany Seeks to Blend Family, Careers
and Schooling p.1, International Herald /Jan 18
48
W gt 2X (C I) Women now drive the global
economy. Globally, they control about 20
trillion in consumer spending, and that figure
could climb as high as 28 trillion in the next
five years. Their 13 trillion in total yearly
earnings could reach 18 trillion in the same
period. In aggregate, women represent a growth
market bigger than China and India combinedmore
than twice as big in fact. Given those numbers,
it would be foolish to ignore or underestimate
the female consumer. And yet many companies do
just thateven ones that are confidant that they
have a winning strategy when it comes to women.
Consider Dells Michael Silverstein and Kate
Sayre, The Female Economy, HBR, 09.09
49
What do growth, expansion and prosperity have in
common? In French grammar they are feminine and
when it comes to facts and figures they are
feminine as well. Forget China, India and even
new technologies for the past 10 years the
number one vector for global growth has been
women. Source Women Are Drivers of Global
Growth, Aude Zieseniss de Thuin, founder and
president of the Womens Forum for the Economy
and Society (FT)
50
Since 1970, women have held two out of three new
jobs. According to The Economist, which compiled
studies from a number of research firms, the
arrival of this new workforce has done more to
encourage global growth than increases in capital
investment and improvements in productivity.
Over the last 10 years the increase in women in
the workplace in developed countries has made
more of a contribution to global growth than
China has, concludes the British
weekly. Source Women Are Drivers of Global
Growth, Aude Zieseniss de Thuin, founder and
president of the Womens Forum for the Economy
and Society (FT)
51
The increased number of women in the working
population compensates for the negative
demographic effects of an ageing population and
lower birth rates. The same trend is now also
visible in emerging countries. South-east Asias
economic success is due primarily to women, who
hold two-thirds of the jobs in the export
industry, the regions most dynamic
sector. Source Women Are Drivers of Global
Growth, Aude Zieseniss de Thuin, founder and
president of the Womens Forum for the Economy
and Society (FT)
52
One thing is certain womens rise in power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labour or to be consumers with
rising budgets and more autonomy to spend. They
are increasingly becoming directors, managers and
entrepreneurs. Some studies have even shown a
correlation between the presence of women in
managerial positions and a companys financial
results. This is just the beginning. The
phenomenon will only grow as girls prove to be
more successful than boys in the school system
and enroll in higher numbers in universities. For
a number of observers, we have already entered
the age of womenomics, the economy as thought
out and practised by women. Those Chinese who
desire that their only child be male may soon
realise that a daughter could be a better
investment. Bosses know full well that a team of
both men and women is more creative and efficient
than one comprised of only men. Source Women
Are Drivers of Global Growth, Aude Zieseniss de
Thuin, founder and president of the Womens Forum
for the Economy and Society (FT)
53
One thing is certain womens rise in power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend. They
are increasingly becoming directors, managers and
entrepreneurs. Source Women Are Drivers of
Global Growth, Aude Zieseniss de Thuin, founder
and president of the Womens Forum for the
Economy and Society (FT)
54
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system and enroll in
higher numbers in universities. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practised by women. Those Chinese who desire that
their only child be male may soon realise that a
daughter could be a better investment. Bosses
know full well that a team of both men and women
is more creative and efficient than one comprised
of only men. Source Women Are Drivers of
Global Growth, Aude Zieseniss de Thuin, founder
and president of the Womens Forum for the
Economy and Society (FT)
55
Tipping Point? All signs point to a new era
of women in chargesocially, economically and
politically. Alex Beam, Women
Rule,International Herald/Jan 15.2010 A
Tradition Falls and Women Rise A Changing
Germany Seeks to Blend Family, Careers and
Schooling p.1, International Herald /Jan
18.2010 We Did It! Economist cover (Jan
02.2010) as women surpass 50 in U.S.
workforce/Womens economic empowerment is
arguably the biggest social change of our
times.
56
Tipping Point/2010? All signs point to a new
era of women in chargesocially, economically and
politically. Alex Beam, Women
Rule,International Herald/Jan 15.2010 A
Tradition Falls and Women Rise A Changing
Germany Seeks to Blend Family, Careers and
Schooling p.1, International Herald /Jan
18.2010 Meet the lipstick entrepreneurs Trendspo
tters are forecasting huge gains for women in
business over the next decade. We meet the new
band of sisters doing it for themselves
Headline, Sunday Times (UK), January 3.2010 We
Did It! Economist cover (Jan 02.2010) as women
surpass 50 in U.S. workforce/Womens economic
empowerment is arguably the biggest social change
of our times.
57
Stuff.
58
Will you please exchange places No Sales
Service Yes Service Sales
59
At a speech to the marketing and sales and
services people at a medical devices company, my
pre-speech wandering detected, as always, that
the service people were mostly in the rearand
the aggressive sales folk were mostly in the
front, looking exclusively at their Blackberrys.
I said as I started, We ALL KNOW that the
key to success is REPEAT business. And we
ALL KNOW that SERVICE folks are the key to
that repeat business. Therefore, in RECOGNITION
OF THE OBVIOUS will the sales people please
move to the rear, and the service people come up
front WHERE THEY BELONG.
60
Marion glanced at the raised hands and enjoyed
the interest in her work. She gazed at her
former postdoc, her rebellious child with her
hand raised. What do you need now? she asked
herself. Strange, shed never posed the question
that way before. Shed always considered what her
postdoc demanded, what she did or did not
deserve. What did she need? That was the puzzle,
but as was so often the case, framing the
question properly went a long way. What did she
need? In that calm, clear, nearly joyous moment
after her talk, the answer began to come to
Marion. Ah, yes, of course, she thought with some
surprise. And she called on Robin. Allegra
Goodman, Intuition
61
Context In Intuition, a stunning novel about
the politics of science by Allegra Goodman,
Marion (see slide) is the head of department
where some powerful research is being conducted.
Among many other things, near the end of the
book, correctly or not, one of the post-docs
becomes a whistle blowerand creates a godawful
mess. As I said, the allegations may or may not
have been warranted, but in a flash (read the
slide) the psychological problem which led to the
post-docs meltdown becomes clear, after years,
to super-logical, demanding boss Marion. The play
here is subtle. This may do nothing for you, but
I carry the quote on the slide around with me. In
my case, it is-was a bombshell upon 3rd or 4th
reading, and its strength only growsIve
probably read it, no kidding, 50 times now.
Interpretation Obviously (but not obviously to
blunt Marion for years), the post-doc simply
needed recognition. And I think there is an
enormous message here. A lot of bosses are
Marions. And a lot of employees are kin to our
post-doc. Of course, you may just think Im nuts
about this one wee paragraph. Fair enough.
62
In many parts of the country, more doctors has
simply meant more doctors, not better access for
patients, not better communications among a
patients healthcare providers, and not better
results. The truth is that regions with the
highest number of doctors per capita tend to
deliver lower quality care at a higher cost.
Increasing the number of doctors would make
our healthcare system worse, not better, because
the United States does not actually need more
doctors. What we do need is for primary care to
reclaim its central role in the delivery of
medicine, to provide the preventive care, chronic
disease management and coordination of services
that is lacking in so many parts of the country.
Primary care doctors can help patients avoid
unnecessary visits to specialists, hospitals and
emergency rooms, thus lowering healthcare
costs. Source Shannon Brownlee (author of
Overtreatment) and David Goodman (Dartmouth
Institute for Health Policy and Clinical
Practice), Doctors No One Needs, NYTimes/1223.09
63
In many parts of the country, more doctors has
simply meant more doctors, not better access for
patients, not better communications among a
patients healthcare providers, and not better
results. The truth is that regions with the
highest number of doctors per capita tend to
deliver lower quality care at a higher cost.
Source Shannon Brownlee (author of
Overtreatment) and David Goodman (Dartmouth
Institute for Health Policy and Clinical
Practice), Doctors No One Needs, NYTimes/1223.09
64
The truth is that regions with the highest
number of doctors per capita tend to deliver
lower quality care at a higher cost. Source
Shannon Brownlee (author of Overtreatment) and
David Goodman (Dartmouth Institute for Health
Policy and Clinical Practice), Doctors No One
Needs, NYTimes/1223.09
65
"Thinking is the enemy of creativity. It's
self-conscious and anything self-conscious is
lousy. You simply must DO things. Ray Bradbury
66
The scornful nostril and the high head gather
not the odors that lie on the track of truth.
George Eliot
67
Jungle Jims International Market/shoppertainmen
t Abt Electronics Zabars Bronners Christmas
Wonderland Ron Jon Surf Shop Junkmans
Daughter Smoky Mountain Knife Works Hartville
Hardware Source Retail Superstars Inside the
25 Best Independent Stores in America, George
Whalin
68
For Real Globalization, Look at Ancient
Rome There is nothing new about a global
world. We were living in one 2,000 years ago.
The Roman in the street ate bread baked with
wheat grown in North Africa or Egypt, and fish
that had been caught and dried near Gibraltar, He
cooked with North African oil in pots and pans of
cooper mined in Spain, ate off dishes fired in
French kilns, drank wine from Spain or France.
The Roman of wealth dressed in garments of wool
from Miletus or linen from Egypt his wife wore
silks from China, adorned herself with diamonds
and pearls from India, and made up with
cosmetics from South Arabia. He lived in a
house whose walls were covered with colored
marble veneer quarried in Asia Minor his
furniture was of Indian ebony or teak inlaid
with African ivory. Peter Jones and Lionel
Casson, The Spectator, 0524.08
69
Max Kraus My best walking around story took
place many years ago when I was running
Electro-Nite Company. We sold some equipment to a
Chinese steel mill that would help improve their
steel quality. This was just after the opening of
trade with China, and we had to plow through
massive red tape with the U.S. government, get
the letter of credit, etc. But we finally made
the shipment it went by air, and we waited to
hear if all was well. Unfortunately the next
word, in those days by teletype, was that it did
not work. As a believer in walking around
sales as well as management remember
Hewlett-Packards MBWA/Managing By Wandering
Around, and also intrigued by the possibility of
a trip to China, I sent a reply saying that we
guaranteed our equipment and that if they would
provide a visa for me and an engineer, we would
come to Wuhan at our expense to see the problem.
In those days visas were almost nonexistent, but
within twenty-four hours we had a reply accepting
our offer. Again, paperwork took a couple of
weeks, but off to China we went. We were
met at the Beijing airport, escorted to our
hotel, and offered a car, guide, and interpreter
for three days to see the Wall, Summer Palace,
etc.and then flown to Wuhan. The steel mill was
massive, with over 100,000 workers, and of course
a crowd gathered to see us work on the equipment.
Much to my dismay and embarrassment, the
problem turned out to be two long screws that
were causing a short circuit. I removed the
screws and told the group that while I was
embarrassed, I hoped that I had demonstrated our
commitment to service and satisfaction. We stayed
a week to work with them as they put the
equipment in service. I could go on with
more stories of our visit. But the bottom line
was that I made several subsequent trips, enjoyed
good business and many Chinese Banquets for a
number of years. Walking around does work!
70
Keep a short enemies list. One enemy can do more
damage than the good done by a hundred friends.
Bill Walsh (from The Score Takes Care of
Itself)
71
No man ever became great except through many and
great mistakes. William Gladstone (from
Timeless Wisdom, compiled by Gary Fenchuk)
72
Swimmers and colleagues remember a man of almost
boundless energy and passion, pointing to his
preternatural cheerfulness at 6A.M. practices.
Stanford magazine, on Richard Quick, womens
swimming coach (13 NCAA championships, the
Olympic teams he coached won 59 medals) Hed
look you in the eye and tell you that you could
do it. He was so genuine and passionate that
youd start to believe it yourself. Jessica
Foschi, All American and NCAA champion
73
Managers have lost dignity over the past decade
in the face of wide spread institutional
breakdown of trust and self-policing in business.
To regain societys trust, we believe that
business leaders must embrace a way of looking at
their role that goes beyond their responsibility
to the shareholders to include a civic and
personal commitment to their duty as
institutional custodians. In other words, it is
time that management became a profession.
Rakesh Khurana Niin Nohria, Its Time To Make
Management a True Profession, HBR/10.08
74
If I had said yes to all the projects I turned
down and no to all the ones I took, it would
have worked out about the same. Hollywood
studio senior exec to William Goldman (from The
Drunkards Walk How Randomness Rules Our Lives,
by Leonard Mlodinow)
75
All models are wrong, but some are
useful.George E.P. Box
76
The end.
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