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Could Thoroughly Rotten Times Be The Ultimate Opportunity For Greatness/Excellence?* (*Hint: The Answer May Be/Is “Yes.”) (*Hint: What’s the Alternative?) London/15.01.09. “When the seas are calm, all ships alike show mastership in floating.” —WSC* (*with apologies).

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slide1

Could Thoroughly

Rotten Times

Be The Ultimate Opportunity For Greatness/Excellence?*

(*Hint: The Answer

May Be/Is “Yes.”)

(*Hint: What’s the Alternative?)

London/15.01.09

slide2

“When the seas are calm, all ships alike show mastership in floating.”—WSC* (*with apologies)

slide4

Tom Peters’

Excellence.

Always.

Results Group/Auckland/19.02.09

slide5

NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

slide7

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”

slide8

“Breakthrough” 82*

People!

Customers!

Action!

Values!

*In Search of Excellence

slide10

Why in the

World did you

go to Siberia?

slide11

Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum

concerted human

potential in the wholeheartedservice of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners

slide13

Organizations exist to serve. Period.

Leaders live to

serve. Period.

slide14

… no less than Cathedralsin which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed in passionate pursuit of … Excellence.

slide15

“The role of the Director is to create a space where the actors and actresses canbecome more than they’ve ever been before, more than they’ve dreamed of being.”—Robert Altman, Oscar acceptance speech

slide17

“Business has to give people enriching, rewarding lives,

or it\'s simply not worth doing.”—Richard Branson

slide18

“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” —chapter titles from John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)

slide19

“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 society’s 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 hat management became a profession.”—Rakesh Khurana &

Niin Nohria, “I’s ime To Make Management a True Profession,” HBR/10.08

slide21

If Not Excellence, What?

If Not Excellence Now, When?

The “19 Es” of Excellence

Enthusiasm.(Be an irresistible force of nature!)

Energy.(Be fire! Light fires!)

Exuberance.(Vibrate—cause earthquakes!)

Execution.(Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel!

Adhere to the Bill Parcells doctrine: “Blame nobody! Expect nothing! Do something!”)

Empowerment.(Respect and appreciation! Always ask, “What do you think?”

Then: Listen! Liberate! Celebrate! 100% innovators or bust!)

Edginess.(Perpetually dancing at the frontier, and a little or a lot beyond.)

Enraged.(Determined to challenge & change the status quo!)

Engaged.(Addicted to MBWA/Managing By Wandering Around. In touch. Always.)

Electronic.(Partners with the world 60/60/24/7 via electronic community building

and entanglement of every sort. Crowdsourcing/doing power!)

Encompassing.(Relentlessly pursue diverse opinions—the more diversity the merrier! Diversity per se “works”!)

Emotion.(The alpha. The omega. The essence of leadership. The essence of sales.

The essence of marketing. The essence. Period. Acknowledge it.)

Empathy.(Connect, connect, connect with others’ reality and aspirations! “Walk

in the other person’s shoes”—until the soles have holes!)

Experience.(Life is theater! Make every activity-contact memorable! Standard:

“Insanely Great”/Steve Jobs; “Radically Thrilling”/BMW.)

Eliminate.(Keep it simple!)

Errorprone.(Ready! Fire! Aim! Try a lot of stuff and make a lot of booboos and then try some more stuff

and make some more booboos—all of it at the speed of light!)

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 reach it.” Amen!)

Eudaimonia.(Pursue the highest of human moral purpose—the core of Aristotle’s philosophy. Be of service. Always.)

Excellence.(The only standard! Never an exception! Start now! No excuses! If not Excellence, what?

If not Excellence now, when?)

slide26

*Commerce/7 days/730A-8P/Midnight

Friday/645A.M./2 for “No”

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes

*Listen up/18

slide27

The Commerce Bank Model“every computer at commerce bank has a specialredkey on it that says, ‘found something stupid that we are doing that interferes with our ability to service the customer? Tell us about it, and if we agree, we will give you $50.’”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

slide28

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

slide29

“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

slide30

The Commerce Bank Model“cost cutting is a death spiral.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

slide31

The Commerce Bank Model“over-invest in our people, over-invest in our facilities.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

slide33

“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

slide34

The “Small Guys” Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*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 one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You ain’t 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!!)

slide35
“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
slide36

The “Small Guys” Guide: Wallop Wal*Mart16

*Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”)

*A community star! (“Sell” local-ness per se. Sell the hell out of it!)

*An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”)

*DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)

slide37

The “Small Guys” Guide: Wallop Wal*Mart16

*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)

*Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)

*Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)

*Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)

slide38

The “Small Guys” Guide: Wallop Wal*Mart16

*Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)

*Focus on women-as-clients. (Most don’t. How stupid.)

*Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)

slide40

Small Giants/Bo Burlingham

"First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create.""Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." "Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.\'" "Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."

slide41

Small Giants/Bo Burlingham

"Fifth, the companies also had what struck me as unusually intimate workplaces." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."

goldmann produktions 11 50 5m dip and coat expensive pigments vs through coloring fadesbekro chemie
Goldmann Produktions(11/50%/$5M/”dip and coat,” expensive pigments vs “through coloring,” fadesBekro Chemie)
slide46

*Commerce/7 days/730A-8P/Midnight

Friday/645A.M./2 for “No”/

Red Button/Dog biscuits

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes

slide47

Jim’s Mowing Canada

Jim’s Mowing UK

Jim’s Antennas

Jim’s Bookkeeping

Jim’s Building Maintenance

Jim’s Carpet Cleaning

Jim’s Car Cleaning

Jim’s Computer Services

Jim’s Dog Wash

Jim’s Driving School

Jim’s Fencing

Jim’s Floors

Jim’s Painting

Jim’s Paving

Jim’s Pergolas [gazebos]

Jim’s Pool Care

Jim’s Pressure Cleaning

Jim’s Roofing

Jim’s Security Doors

Jim’s Trees

Jim’s Window Cleaning

Jim’s Windscreens

Note: Download, free, Jim Penman’s book:

What Will They Franchise Next? The Story of Jim’s Group

basement systems inc larry janesky dry basement science 115 000 1990 0 2003 13m 2007 62 000 000
*Basement Systems Inc.*Larry Janesky*Dry Basement Science(115,000!)*1990: $0; 2003: $13M; 2007: $62,000,000
slide49

*Commerce/7 days/730A-8P/Midnight

Friday/645A.M./2 for “No”/

Red Button/Dog biscuits

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes

slide50

“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 Won’t Get You There: How Successful People Become Even More Successfu.

slide51

Relationships(of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

slide52

THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.*

*PERCEPTION IS ALL THERE IS!

slide53
“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay
slide54

*Commerce/7 days/730A-8P/Midnight

Friday/645A.M./2 for “No”

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes

*Listen up/18

slide56

*$100+ purchase/3-cent lemon

*National “Brand”/2-cent candy

*Disney parking lot attendants (PPSI)

*Dave Linnegar/REMAX/“Life success

company”

*Hal Rosenbluth/“The Customer Comes

Second”/Tears for Hal

*Griffin–Planetree/5 Pianos/“Kindness

is free”/0-15/Cookie smells/Map/#6

*Flowers/No cars/Street sweeper/

Mechanics’ business cards (TAC/

Drive by)

*Bill & Dave knew/MBWA (“WALK”)

slide57

The Customer Comes Second: Put Your People First and Watch ’em Kick Butt—Hal Rosenbluth and

Diane McFerrin Peters* (*no relation)

slide58

“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 Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s 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)

slide60

*$100+ purchase/3-cent lemon

*National “Brand”/2-cent candy

*Disney parking lot attendants (PPSI)

*Dave Linnegar/REMAX/“Life success

company”

*Hal Rosenbluth/“The Customer Comes

Second”/Tears for Hal

*Griffin–Planetree/5 Pianos/“Kindness

is free”/0-15/Cookie smells/Map/#6

*Flowers/No cars/Street sweeper/

Mechanics’ business cards (TAC/

Drive by)

*Bill & Dave knew/MBWA (“WALK”)

slide62

Press Ganey Assoc:139,380 former patients from 225 hospitals:noneof THE top 15 factors determining Patient Satisfaction referred to patient’s health outcomeP.S.directly related to StaffInteractionP.P.S.directly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

slide64

“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 interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring 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

slide65

*$100+ purchase/3-cent lemon

*National “Brand”/2-cent candy

*Disney parking lot attendants (PPSI)

*Dave Linnegar/REMAX/“Life success

company”

*Hal Rosenbluth/“The Customer Comes

Second”/Tears for Hal

*Griffin–Planetree/5 Pianos/“Kindness

is free”/0-15/Cookie smells/Map/#6

*Flowers/No cars/Street sweeper/

Mechanics’ business cards (TAC/

Drive by)

*Bill & Dave knew/MBWA (“WALK”)

slide67

*Container Store/2X

*Circuit City/Geek Squad (vs Best

Buy/fire senior, hire junior)

*Bloomberg/Send flowers

*Shrink wrap/2X

*Bag size/$B

*Big carts/1.5X

*Lights/Wide isles

*Nudgery/Default, +50%/6.5 v 3.5, etc

*Wegmans/#1

*BIDVest/BKK (Commerce/Radio City

Music Hall)

*First things first/Self-awareness

slide68

“Design is everything.

Everything is design.”

“We are all designers.”

Inspiration: The Power of Design: A Force for Transforming Everything, Richard Farson

slide70

401(k) active opt-in:45%

401(k) as default:86%

Source: New York Times, 1202.08 (research by Richard

Thaler, co-author Nudge)

slide71

Behavioral Primacy!E.g.: plate size; location of platters, 6.5 feet Away =-63% “Seconds” Source: Brian Wansink, Mindless Eating (20 lbs per year; 200 decisions per day)

slide72

90K in U.S.A. ICUs on any given day; 178 steps/day in ICU.50% stays result in “serious complication”Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

slide73

**Peter Pronovost, Johns Hopkins, 2001**Checklist, line infections**1/3rd at least one error when he started**Nurses/permission to stop procedure if doc, other not following checklist**In 1 year, 10-day line-infection rate:11% to … 0%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

slide74

**Docs, nurses make own checklists on whatever process-procedure they choose**Within weeks, average stay in ICU down 50%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

slide77

“Everything matters”

-80%

Source:Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal

reduces “spillage” by 80%, Schiphol Airport

slide79

Why We Buy/Nudge/Sway/

Kahneman-Tversky

No waste baskets/paper recycling

Cases vs charts

Default/401(k)/45% vs 86%

Designer next to the CEO

Opel plant away from factory

Rickover’s chair/Sunlight in my

eyes/LBJ on the edge of the rug

Thank you notes/10 years

slide80

Stew/Wrapped and loose fish/2X

Stew/No exit aisles

Wal*Mart/Oversized carts

Coins with likenesses

Post Office architecture

Pat visits the Local president

Thom Mayer and the crossed arms

“Management” of body language

(2/3rds of communication)

slide81

Prowl the bowels of the

organization

First question asked

Top of the agenda

Calendar!

Checklist/Peter Pronovost/ICU line

infections/50%-0%

Visible measures/Creech and

billboards

Creech/mechanics’ “drive by”

Food at front

slide82

Seating arrangement

Table shape

Physical arrangements (distance,

co-location, grand or not/Apple)

Geologists/Geophysicists

XFX/Cross-functional Excellence

(meetings, talks, etc)

“The hang out axiom” (“We are

what we eat.”)

See greenery, recover faster (map,

smell of cookies, pianos/

Planetree)

Vary road crossing times/engage

slide83

Sexy voice/USAF

Walls of “yesterday” or “tomorrow”

Staff “lives with” line

“Broken windows”-“beer and piss

patrol”/sense of order, small

crimes beget large ones

Washington and “dress for

success”/winter 1776

Dress code

Fly in the urinal/-80%

Parking lot location/elevator

speed/food court

slide84

Plate size/distance from “seconds”

(6.5 feet = 63%)

>50 feet = 50 miles/T Allen

Casual gathering places/ “nooks”/

3M-Austin

Walk down the stairs once a month/

9-11 survivor

Glasses in the cup (two weeks)

TP party prep“Renegade” buildingsWelcoming reception area (Insta-

“smell culture”)Burlington Police Department/

decals on glasses/12.31.06

slide85

Bike at the door/Running shoes

next to the bedMeasures/New (TP & Seabees)Reports (WIAR/Women’s Initiative

Annual Report/Deloitte & Touche)MBWA

Grant sleep on the ground,

travel with one assistantPromotions/Deep dip“Small” personal gesturesFocus/One inescapable campaign/

Welch-GE

slide86

*Container Store/2X

*Circuit City/Geek Squad (vs Best

Buy/fire senior, hire junior)

*Bloomberg/Send flowers

*Shrink wrap/2X

*Bag size/$B

*Big carts/1.5X

*Lights/Wide isles

*Nudgery/Default, +50%/6.5 v 3.5, etc

*Wegmans/#1

*BIDVest/BKK (Commerce/Radio City

Music Hall)

*First things first/Self-awareness

slide87

“Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.”—Edie Seashore (Strategy + Business #45)

slide89

“How can a high-level leader like _____ be so out of touch with the truth about himself? It’s 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

slide90

*Container Store/2X

*Circuit City/Geek Squad (vs Best

Buy/fire senior, hire junior)

*Bloomberg/Send flowers

*Shrink wrap/2X

*Bag size/$B

*Big carts/1.5X

*Lights/Wide isles

*Nudgery/Default, +50%/6.5 v 3.5, etc

*Wegmans/#1

*BIDVest/BKK (Commerce/Radio City

Music Hall)

*First things first/Self-awareness

slide91

*Fred S./curiosity/“Who’s the most

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world

slide93

*Fred S./curiosity/“Who’s the most

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world

slide95

The “We are what we eat” axiom:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about:“Innovate, ‘Yes’ or ‘No’ ”

slide96

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

slide97

“[CEO A.G.] Lafley has shifted P&G’sfocus on inventing all its own products to developing others’ inventions at least half the time. One successful example Mr. Clean Magic Eraser, based on a product found in an Osaka market.”—Fortune

slide98

“Diverse groups of problem solvers—groups of people with diverse tools—consistently 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. …Diversitytrumped ability.”—Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

slide99

*Fred S./curiosity/“Who’s the most

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

* #1. Period. Hiring.

* #1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world

slide100

“In short, hiring is the most important aspect of business and yet remains woefully misunderstood.”

Source: Wall Street Journal, 10.29.08,

review ofWho: The A Method for Hiring,

Geoff Smart and Randy Street

slide101

“Development can help great people be even better—but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.”—Paul Russell, Director, Leadership & Development, Google

slide102

Who?

—The screening interview

—The “Topgrading Interview”

(story and patterns)

—Focused interview

—Reference interview*

*Detailed rituals, goals, followup

Source: Who: The A Method for Hiring,

Geoff Smart and Randy Street

slide105

*Fred S./curiosity/“Who’s the most

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world

slide107

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 mirror—and 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 containment—it abets rather than stifles

truth-telling.

slide108

*Fred S./curiosity/“Who’s the most

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world

slide110

“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.”

slide112

“Berezovsky … came under attack from the newly

powerful Primakov, and was shunned by most of the

political elite. Putin made a point of attending Berezovsky’s wife’s birthday party. Berezovsky repaid Putin by championing his candidacy to run the F.S.B., Russia’s secret police, formerly the K.G.B., and ultimately by suggesting that the Family make him president.To sum up, the man’s qualifications were: he did not take a bribe from a car dealership and had been unafraid to go to a party for an acquaintance who had fallen into disfavor.”—”Dead Soul,”

Vanity Fair, October 2008

slide113

The Real World’s “Little” Rule Book

Ben/tea

Norm/tea

DDE/make friends

WFBuckley/make friends-help friends

Gust/Suck down

Charlie/poker pal-BOF

Eddie VII/dance-flatter-mingle-learn the language

Vlad/birthday party of outgroup guy’s wife

CIO/finance network

ERP installer/consult-“one line of code”

GE Energy/make friends risk assessment

GWB/check the invitation list

GHWB/T-notes

Hank/60 calls

MarkM/5K-5M

Delaware/show up

Oppy/snub Lewis Strauss

NM/smile

-$4.3T/tin ear

TP/3M, I’m sorry

tp.com/Big 4-What do you think?

Women/genes

Banker/after church

Total Bloody Mess/Can they pay back the loan?

slide114

*Top4/“What do you think?”

*Matthew Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing

slide115

“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)

slide116

*Top4/“What do you think?”

*Matthew Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing

slide117

The Dream Manager—Matthew Kelly“An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s 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.”

slide118

*Top4/“What do you think?”

*Matthew Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing

slide119

Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer …

slide120

Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer: “remember to tuck the shower curtain inside the bathtub”

almost inhuman disinterestedness in strategy josiah bunting on u s grant from ulysses s grant
“almost inhuman disinterestedness in … strategy”—Josiah Bunting on U.S. Grant (from Ulysses S. Grant)
slide123

*Top4/“What do you think?”

*Michael Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing

slide124

PSF Transformation: Credit Department/TrekWasIsCredit DeptFinancial ServicesHammer on dealers untilMake dealers successful so theythey payCAN payAR sold to 3rd partyTrek is the commercial financialcommercial co.Company23 employees12 employeesOversee peak AR of $70MOversee peak AR of $160MIdentify risky dealersIdentify opportunitiesCost CenterProfit CenterNo productsProducts: Consulting, MC/Visa,Stored value of gift cards, Gift cardperipherals, Online paymentsSource: John Burke/0330.06

slide125

*Top4/“What do you think?”

*Michael Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing

slide126

Rob McEwen/CEO/Goldcorp Inc./Red Lake goldSource: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

slide127

“The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’”—Headline, FT, 0110.07

slide128

*Podcasting/Is there a 4-year-old on

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows

slide129

“In Blackburn,four-year-olds are making podcasts. In Suffolk, the sometimes tedious and impractical ritual of morning Assembly has been replaced in one school by a news video compiled by pupils; posting it on YouTube means parents can watch as well—and they do. … Learners at all stages and ages, from all over the world, are downloading free tutorials while they replenish their iPods, courtesy of iTunes U. …

Source: The Guardian, 0113.09, “Resource 2009,” a preview of BETT 2009

slide130

*Podcasting/Is there a 4-year-old on

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows

slide134

Our MissionTo develop and manage talent;to apply that talent,throughout the world, for the benefit of clients;to do so in partnership; to do so with profit.WPP

slide136

*Podcasting/Is there a 4-year-old on

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows

slide137

“Forget China, India and the Internet: Economic Growth Is Driven by Women.”—Headline, Economist, April 15, 2006, Leader, page 14

slide139

“The most significant variableineverysales situation is thegender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.”—Jeffery Tobias Halter, Selling to Men, Selling to Women

slide140

The Perfect Answer

Jill and Jack buy slacks in black…

slide142

Cases! Cases! Cases!McDonald’s(“mom-centered” to “majority consumer”; not via kids)Home Depot(“Do it [everything!] Herself”)P&G(more than “house cleaner”) DeBeers(“right-hand rings”/$4B)AXA FinancialKodak(women = “emotional centers of the household”)Nike(> jock endorsements; new def sports; majority consumer)AvonBratz(young girls want “friends,” not a blond stereotype)Source: Fara Warner/The Power of the Purse

slide143

“Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise

of 13%.”—Economist, April 15

slide144

“AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”TITLE/ Special Report/ BusinessWeek

slide145

10 UNASSAILABLE REASONS WOMEN RULE

Women make [all] the financial decisions.Womencontrol [all] the wealth.

Women [substantially] outlive men.

Women start most of the new businesses.

Women’s work force participation rates have

soared worldwide.

Women are closing in on “same pay for same

job.”

Womenare penetrating senior ranks rapidly

[even if the pace is slow for the corner

office per se].

Women’sleadership strengths are exceptionally well

aligned with new organizational effectiveness

imperatives.

Women are better salespersons than men.

Women buy [almost] everything—commercial

as well as consumer goods.

So what exactly is the point of men?

slide146

“One thing is certain: Women’s rise to 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. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.”—Aude Zieseniss de Thuin, Financial Times, 10.03.2006

slide147

!!!!!!!!!!!!!!!!!

“People turning 50 today have more thanhalf of their adult life ahead of them.”—Bill Novelli, 50+: Igniting a Revolution to Reinvent America

slide150
44-65:“New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder
slide151
“Baby-boomer Women: The Sweetest of Sweet Spots for Marketers”—David Wolfe and Robert Snyder, Ageless Marketing
slide152

We are the Aussies & Kiwis &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—andwe will be the Center of your universe for the next twenty-five years. We have arrived!

slide153

We are the Kiwis & Aussies &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—andwe will be the Center of your universe for the next twenty-five years. We have arrived!

slide154

*Podcasting/Is there a 4-year-old on

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows

slide155

“You knowa design is goodwhenyou want to lick it.”—Steve Jobs

Source: Design: Intelligence Made Visible,

Stephen Bayley & Terence Conran

hypothesis design is the p rinci p al difference between love and hate not like and dislike
Hypothesis:DESIGN is the principaldifference between love and hate!**Not “like” and “dislike”
slide159

*Basics.

*ROIR X10

*Execution X10

*Values X10

*Quality X10

*Empowerment (More initiative)

*Transparency

*Decisiveness

*MBWA

*Communicate X10

*Keep It Simple

*Decency

*Truthfulness

slide160

*Energy!

*On guard/Constant attitude checks

*Beware: Training. R&D. Sales. (“Across

the board” = Insanity)

*“Small wins”/Positives

*Deep recession/The best years of our

professional life

*Commitment to growth/All

*Deep recession/Innovation’s finest

hour

*No cut corners

*EXCELLENCE.

slide162
USN&WR: What traits do successful activists share?Studs Terkel, age 91:“They have hope, and they imbue others with hope.”
slide167

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 customer’s 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 recognized—publicly—one of your folks for a small act of cross-functional co-operation?

8. Have you in the last week recognized—publicly—one 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 true—in your mind—then you’re more out of touch than I dared imagine.)

1 have you in the last 10 days visited a custome r 2 have you called a customer today
1. Have you in the last 10 days … visited a customer?2. Have you called a customer … TODAY?
slide169

11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s 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 project’s 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 across—away from your industry or function—at a Web site, in a product or its packaging?

19. Have you in the last two weeks had an informal meeting—at least an hour long—with 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?

slide170

UniCredit Group/ UniCredito Italiano* **—3rd party measurement—Customer-initiated measurement—Primary $$$$ incentives—“Factories”—Primary Corporate Initiative—Etc*#13**TP/#1

slide171

21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customers—followed by a big celebration of “things gone right”?

22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure?

23. Have you learned the names of the children of everyone who reports to you? (If not, you have six months to fix it.)

24. Have you taken in the last month an interesting-weird outsider to lunch?

25. Have you in the last month invited an interesting-weird outsider to sit in on an

important meeting?

26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc?

27. Have you in the last 24 hours injected into a meeting “I ran across this interesting idea in [strange place]”?

28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, car wash, etc? (And then discussed the relevance to your work.)

29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree “time actually spent” mirrors your “espoused priorities”? (And repeated this exercise with everyone on team.)

30. Have you in the last two months had a presentation to the group by a “weird” outsider?

slide173

31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor organization?

32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks?

33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group?

34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on “action items to be dealt with in the next 4, 48 hours? (And then made this list public—and followed up in 48 hours.) And made sure everyone has at least one such item.)

35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of “best places to work”?

36. Have you in the last month approved a cool-different training course for one

of your folks?

37. Have you in the last month taught a front-line training course?

38. Have you in the last week discussed the idea of Excellence? (What it means, how

to get there.)

39. Have you in the last week discussed the idea of “Wow”? (What it means, how

to inject it into an ongoing “routine” project.)

40. Have you in the last 45 days assessed some major process in terms of the details of the “experience,” as well as results, it provides to its external or internal customers?

slide174

41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks?

42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your “management style”—and its long- and short-term impact on the group?

43. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the “blame,” fully deserved or not, for letting the thing-issue fester.)

44. Have you in the last … two hours … stopped by someone’s (two-levels “down") office-workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listen—and

visibly taken notes.)

45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …)

46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversation—and then thanked him or her, perhaps privately, for their contribution?

47. Have you during your tenure instituted very public (visible) presentations of performance?

48. Have you in the last four months had a session specifically aimed at checking on the “corporate culture” and the degree we are true to it—with all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to “real world” “small” cases—not theory.)

49. Have you in the last six months talked about the Internal Brand Promise?

50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?

slide175

Relationships(of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

slide178
“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay
slide179

(1) sum of Projects = Goal (“Vision”)(2) sum of Milestones = project(3) rapid Review + Truth-telling = accountability

slide182

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.

the secret of fast progress is inefficienc y fast and furious and numerous failures kevin kelly
“The secret of fast progress is inefficiency, fast and furious and numerous failures.”—Kevin Kelly
slide189

A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.And paid him the agreed upon $25,000.

slide190

1. Every morning, write a list of the things that need to be done that day.2.Do them.Source: Hugh MacLeod/tompeters.com/NPR

slide192

“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 you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

slide194

“We made mistakes, of course. Most of them were omissions we didn’t 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, we’re 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 toplan—for months.”—Bloomberg by Bloomberg

slide195
“Experiment fearlessly”Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1
slide197

“You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation.” —Michael Schrage,Serious Play

slide198

Culture of Prototyping“Effective prototyping may be themost valuablecore competence an innovative organization can hope to have.”—Michael Schrage

slide199
“Learn not to be careful.”—Photographer Diane Arbus to her students (Careful = The sidelines, fromHarriet Rubin in The Princessa)
think about it innovation reaction to the prototype source michael schrage
Think about It!?Innovation = Reaction to the PrototypeSource: Michael Schrage
slide202

“Natural selection is death. ... Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four billion years of death ... to invent the human mind ...”— The Cobra Event

reward excellent failures punish mediocre successes phil daniels sydney exec
“Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec
slide208
“If people tell me they skied all day and never fell down, I tell them to try a different mountain.”—Michael Bloomberg (BW/0625.07)
slide209

“In business, you reward people for taking risks. When it doesn’tworkout you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.”—Michael Bloomberg (BW/0625.07)

read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation
Read This!Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation
slide211

“The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles.”—Newsweek/ Paul Saffo

slide217

Paul Allaire/Xerox:“We are in a brawl with no rules.”TP:“There’s [literally] only one possible answer … Screw Around Vigorously!

slide220

“Andrew Higgins , who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you can’tdo in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, ‘Andrew Higgins won the war for us. He did it without engineers.’ ”—Stephen Ambrose/Fast Company

slide221

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”

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