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Welcome to Tom Peters “PowerPoint World”! Beyond the set of slides here, you will find at tompeters.com the last eight years of presentations, a basketful of “Special Presentations,” and, above all, Tom’s constantly updatedMaster Presentation—from which most of the slides in this presentation are drawn. There are about 3,500 slides in the 7-part “Master Presentation.” The first five “chapters” constitute the main argument:
Part I is context. Part II is devoted entirely to innovation—the sine qua non, as perhaps never before, of survival. In earlier incarnations of the “master,” “innovation” “stuff” was scattered throughout the presentation—now it is front and center and a stand-alone. Part III is a variation on the innovation theme—but it is organized to examine the imperative (for most everyone in the developed-emerging world) of an ultra high value-added strategy. A “value-added ladder” (the “ladder” configuration lifted with gratitude from Joe Pine and Jim Gilmore’s Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of “micro-marketing” there are two macro-markets of astounding size that are dramatically under-attended by all but a few; namely women and boomers-geezers. Part V underpins the overall argument with the necessary bedrock—Talent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Part VII is a collection of a dozen Lists—such as Tom’s “Irreducible 209,” 209 “things I’ve learned along the way.”
Enjoy! Download! “Steal”—that’s the whole point!
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... care more than others think
is wise; ... risk more than others think
is safe; ... dream more than others think
is practical; ... expect more than others think
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
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”
“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
“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
“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
#6 we didn’t think of when we initially wrote the software.
Headline, we didn’t think of when we initially wrote the software. Wall Street Journal,
3 October 2007: “Wal*Mart Era Wanes Amid Big Shifts In Retail: Rivals Find Strategies To Defeat Low Prices; World Has Changed”
Sentence #1: “The Wal*Mart Era, the retailer’s time of overwhelming business and social influence in America, is drawing to a close.”
“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
“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times
#7 performance data stretching back
Wegmans performance data stretching back
#7a performance data stretching back
Employee retention & satisfaction: performance data stretching back overwhelmingly, based on their immediatemanager!Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently
#8 performance data stretching back
Excellence1982: The Bedrock “Eight Basics” performance data stretching back
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
“Breakthrough” 82* performance data stretching back
*In Search of Excellence
“ performance data stretching back I have always believed that the purpose of the corporation is to be a blessing to the employees.” *—Boyd Clarke
*TP: An “organization” is, in fact and after all
is said and done, a/the “house” in which most of us “live” most of the time.
Organizations exist to serve. Period. performance data stretching back
Leaders live to serve. Period.
Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domaincreate/must necessarily create organizations which are …no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed … In passionate pursuit of jointly perceived soaring purposeand personal and community and client service Excellence.
“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
“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.”
Sara Lawrence-Lightfoot, Respect
#9 gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president.
“ gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game —it is the game.”—Lou Gerstner,
Who Says Elephants Can’t Dance
#10a gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president.
“What I learned from my years as a hostage negotiator is that we do not have to feel powerless—and that bonding is the antidote to the hostage situation.”—George Kohlrieser, Hostage at the Table
#9b that we do not have to feel powerless—and that
“ that we do not have to feel powerless—and that AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”TITLE/ Special Report/ BusinessWeek
Women’s Ne that we do not have to feel powerless—and that gotiating Strengths*Ability to put themselves in their counterparties’ shoes*Comprehensive, attentive and detailed communication style*Empathy that facilitates trust-building*Curious and attentive listening*Less competitive attitude*Strong sense of fairness and ability to persuade*Proactive risk manager*Collaborative decision-makingSource: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”
#9c that we do not have to feel powerless—and that
THE PROBLEM IS RARELY/NEVER THE PROBLEM. that we do not have to feel powerless—and that THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.
#10 that we do not have to feel powerless—and that
“It suddenly occurred to me … that we do not have to feel powerless—and that
“It suddenly occurred to me that in the space of two or three hours he nevertalked about cars.”—Les Wexner
#10A three hours he
“Forget three hours he China, India and the Internet: Economic Growth Is Driven by Women.”—Headline, Economist, April 15, 2006, Leader, page 14
????????? three hours he Home Furnishings … 94%Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)Houses … 91%D.I.Y. (major “home projects”) … 80%Consumer Electronics … 51% (66% home computers)Cars … 68% (90%)Allconsumerpurchases … 83%Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%Health Care … 80%
The Perfect Answer three hours he
Jill and Jack buy slacks in black…
10 UNASSAILABLE REASONS WOMEN RULE three hours he
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
Women are closing in on “same pay for same
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
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is the point of men?
#10B three hours he
!!!!!!!!!!!!!!!!! three hours he
“People turning 50 today have more thanhalf of their adult life ahead of them.”—Bill Novelli, 50+: Igniting a Revolution to Reinvent America
We are the three hours he 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—and we will be the Center of your universe for the next twenty-fiveyears. We have arrived!
#11 three hours he
If Not three hours he