Tom peters re imagine business excellence in a disruptive age qad explore orlando 05 19 2003
Download
1 / 56

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age QAD/Explore/Orlando/05.19.2003 - PowerPoint PPT Presentation


  • 138 Views
  • Uploaded on

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age QAD/Explore/Orlando/05.19.2003. Slides at … tompeters.com. All Bets Are Off. “Uncertainty is the only thing to be sure of.” —Anthony Muh, head of investment in Asia, Citigroup Asset management (FT/03.27.2003).

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age QAD/Explore/Orlando/05.19.2003' - bree-gilbert


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Tom peters re imagine business excellence in a disruptive age qad explore orlando 05 19 2003
Tom Peters’ Re-Imagine!Business Excellence in a Disruptive AgeQAD/Explore/Orlando/05.19.2003


Slides at tompeters com
Slides at …tompeters.com


All bets are off
All Bets Are Off.


“Uncertainty is the only thing to be sure of.”—Anthony Muh, head of investment in Asia, Citigroup Asset management (FT/03.27.2003)


“If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff, U. S. Army


2 the destruction imperative
2. The Destruction Imperative. irrelevance even less.”


Forbes100 from 1917 to 1987 irrelevance even less.”: 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.S&P 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


irrelevance even less.”Good management was the most powerful reason [leading firms] failed to stay atop their industries.Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovator’s Dilemma


Forget>“Learn” irrelevance even less.”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock


No wiggle room incrementalism is innovation s worst enemy nicholas negroponte
No Wiggle Room! irrelevance even less.”“Incrementalism is innovation’s worst enemy.” Nicholas Negroponte


Just Say No … irrelevance even less.”“I don’t intend to be known as the ‘King of the Tinkerers.’ ”CEO, large financial services company (New York, 5-99)


3 is it web on the bus or off the bus
3. IS/ IT/ Web irrelevance even less.” … “On the Bus” or “Off the Bus.”


“The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.”—Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits.


100 square feet
100 have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. square feet


“Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 … her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. “The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective.“In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen (much of the military’s command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/ OCT2002


Impact No. 1/ Logistics & Distribution Agency, made one of the most fateful military calls of the 21: Wal*Mart … Dell … Amazon.com … Autobytel.com … FedEx … UPS … Ryder … Cisco … Etc. … Etc. … Ad Infinitum.


Autobytel 400 wal mart 13 source bw 05 13 2002
Autobytel Agency, made one of the most fateful military calls of the 21:$400.Wal*Mart:13%.Source: BW(05.13.2002)


Case crm
Case Agency, made one of the most fateful military calls of the 21: CRM


Crm has almost universally failed to live up to expectations butler group uk
“CRM has, almost universally, failed to live up to expectations.”Butler Group (UK)


No! No! No! expectations.”FT: “The aim [of CRM] is to make customers feel as they did in the pre-electronic age when service was more personal.”


CGE&Y (Paul Cole) expectations.”: “Pleasant Transaction” vs.“Systemic Opportunity.”“Better job of what we do today” vs.“Re-think overall enterprise strategy.”


Here We Go Again: expectations.”Except It’s Real This Time!Bank online: 24.3M (10.2002);2XY2000.Wells Fargo: 1/3rd; 3.3M;50% lower attrition rate; 50% higher growth in balances than off-line; more likely to cross-purchase; “happier and stay with the bank much longer.”Source: The Wall Street Journal/10.21.2002


“Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.”Ray Lane, Kleiner Perkins


4 the psf solution the professional service firm model
4. The “PSF Solution”: ground up.The Professional Service Firm Model.


Sarah daddy what do you do daddy i m a cost center
Sarah: ground up.“ Daddy, what do you do?”Daddy: “I’m a ‘cost center.’ ”


Every job done in w c w is also done outside for profit
Every job done in W.C.W. is also ground up.done “outside” …for profit!


Answer psf professional service firm department head to managing partner hr is etc inc
Answer: ground up.PSF![Professional Service Firm]Department Headto …Managing Partner, HR [IS, etc.] Inc.


Tp to napm you are the rock stars of the b2b age
TP to NAPM ground up.:Youare the …Rock Stars of the B2B Age!


“Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that.We pay for ourselves, and we actually make money for the company.”—Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)


5 the heart of the value added revolution psfs unbound the solutions imperative
5. The Heart of the Value Added Revolution: company, ‘risk management’ is an overhead, not a revenue center. PSFs Unbound/ The “Solutions Imperative.”


The big day
The company, ‘risk management’ is an overhead, not a revenue center. Big Day!


09 11 2000 hp bids 18 000 000 000 for pricewaterhousecoopers consulting business
09.11.2000 company, ‘risk management’ is an overhead, not a revenue center. : HP bids $18,000,000,000for PricewaterhouseCoopersconsulting business!


“These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard


Gerstner’s IBM That’s the price of entry.”:Systems Integrator of choice.Global Services:$35B.Pledge/’99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products.


We want to be the air traffic controllers of electrons bob nardelli ge power systems
“We want to be the air traffic controllers of electrons.”Bob Nardelli, GE Power Systems


“Customer Satisfaction” to “Customer Success” electrons.”“We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power Systems




“Experiences.”Experiencesare as distinct from services as services are from goods.”Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage


Experience: “Rebel Lifestyle!” “Experiences.”“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based Leadership


What can brown do for you
WHAT CAN BROWN DO FOR YOU? “Experiences.”


The experience ladder experiences services goods raw materials
The “Experience Ladder” “Experiences.”Experiences ServicesGoods Raw Materials


It’s All About EXPERIENCES: “Trapper” to “Wildlife Damage-control Professional”Trapper: <$20 per beaver pelt.WDCP: $150/“problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay.Source: WSJ/05.21.2002


And the Winners Are … Damage-control Professional”Televisions –12%Cable TV service +5%Toys -10%Child care +5%Photo equipment -7%Photographer’s fees +3%Sports Equipment -2%Admission to sporting event +3%New car -2%Car repair +3%Dishes & flatware -1%Eating out +2%Gardening supplies -0.1%Gardening services +2%Source: WSJ/05.16.03


7 the passion imperative leading in totally screwed up times
7. The Passion Imperative: Damage-control Professional” Leading in Totally Screwed- Up Times


The Kotler Doctrine: Damage-control Professional”1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)


“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.”Seth Godin, Zooming


If things seem under control you re just not going fast enough mario andretti
“If things seem under control, you’re just not going trap of worrying about criticism. fast enough.”Mario Andretti


To don t list
“To trap of worrying about criticism. Don’t”List


The Cracked Ones Let in the Light trap of worrying about criticism. “Our 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


Reward excellent failures punish mediocre successes phil daniels sydney exec and de facto jack
trap of worrying about criticism. Rewardexcellentfailures. Punish mediocre successes.”Phil Daniels, Sydney exec (and, de facto, Jack)


Tp if you don t love sales find another life don t pretend you re a leader see tp s the project50
TP trap of worrying about criticism. : If you don’t LOVE SALES … find another life.(Don’t pretend you’re a “leader.”) (See TP’s The Project50.)


Tp if you don t love politics find another life don t pretend you re a leader
TP trap of worrying about criticism. : If you don’t LOVE POLITICS … find another life. (Don’t pretend you’re a “leader.”)


Bz i am a dispenser of enthusiasm
BZ trap of worrying about criticism. : “I am a …Dispenser of Enthusiasm!”


G h create a cause not a business
G.H. trap of worrying about criticism. : “Create a ‘cause,’ not a ‘business.’ ”


The greatest danger trap of worrying about criticism. for most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo


ad