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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!


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


Tom Peters’ X25*EXCELLENCE. ALWAYS.World Marketing and Innovation ForumFerrovial/19 November 2007*In Search of Excellence 1982-2007



“Excellence can be obtained if you:

... 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

is possible.”

Source: Anon. (Posted @ tompeters.com by

K.Sriram, November 27, 2006 1:17 AM)


If Not

Excellence,

What?




You must be the change you wish to see in the world gandhi
You must bethe change you wish to see in the world.”Gandhi



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”


Execution is strategy fred malek
“Execution is strategy.”—Fred Malek


Execution is thejobof the businessleader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Realism is the heart of execution.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done


Tg w vs tg r
<TGWvs.>TGR


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


Candy in singapore operational excellence
Candy in Singapore(Operational Excellence+)


Disney s parking lot attendants alpha and omega
Disney’s Parking Lot Attendants = Alpha and Omega


C x o chief e x perience officer
CXO**Chief eXperience Officer


First step hire a theater director as a consultant or fte
First Step (?!): Hire a theater director, as a consultant or FTE!



One idea 1966 2007
“one idea.”1966-2007.


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.


The last word there is no last word
The we didn’t think of when we initially wrote the software. last word: There is no “last word.”


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


Dick kovacevich you don t get better by being bigger you get worse
Dick Kovacevich: from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousYou don’t get better by being bigger. You get worse.”


“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


C e o to c d o
C.E.O. performance data stretching back to C.D.O.


#7 performance data stretching back


Tp how to flush 500 000 down the toilet in one easy lesson
TP: performance data stretching back “How to flush $500,000 down the toilet in one easy lesson!!”


Capex people
< CAPEX performance data stretching back > People!


Wegmans performance data stretching back


1 100 best companies to work for 2005
#1/100 performance data stretching back “Best Companies to Work for”/2005


Brand talent
Brand = Talent. performance data stretching back


#7a performance data stretching back


Leaders do people period anon
“Leaders performance data stretching back ‘do’ people. Period.”—Anon.


Leaders serve people period inspired by robert greenleaf
“Leaders performance data stretching back ‘SERVE’ people. Period.”—inspired by Robert Greenleaf


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


Strive for excellence ignore success bill young race car driver courtesy andrew sullivan
“Strive for Excellence. Ignore success.” performance data stretching back —Bill Young, race car driver (courtesy Andrew Sullivan)


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

Properties”


“Breakthrough” 82* performance data stretching back

People!

Customers!

Action!

Values!

*In Search of Excellence


2007 september sydney drucker tribute
2007. performance data stretching back SEPTEMBER.SYDNEY.DRUCKER TRIBUTE.


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.


Hard is soft soft is hard
Hard Is Soft 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. Soft Is Hard


Hard is soft plans s soft is hard people customers values relationships
Hard Is 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. Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships))


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.


Hard is soft soft is hard1
Hard Is Soft 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. Soft Is Hard


95% 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


Hard is soft soft is hard2
Hard Is Soft that we do not have to feel powerless—and that Soft Is Hard


R o i r
R.O.I.R. that we do not have to feel powerless—and that


R eturn o n i nvestment in r elationships
R that we do not have to feel powerless—and that eturn On Investment In Relationships


that we do not have to feel powerless—and that Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay


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.


I m really sorry
“I’m that we do not have to feel powerless—and that really sorry.”


#10 that we do not have to feel powerless—and that


Don t forget the it
Don’t forget that we do not have to feel powerless—and that the “it”!


“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


“I never, ever thought of myself as a businessman. three hours he I was simply interested in creating things I would be proud of.”—Richard Branson


#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


Women are the majority market fara warner the power of the purse
“Women are three hours he themajority market”—Fara Warner/The Power of the Purse


????????? 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

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?


#10B three hours he


Who buys it ii sunrise for old folks
Who buys “it” II: three hours he Sunrise for old folks!


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


2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats three hours he 18-44: -1%55+: +21%(55-64: +47%)


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

Excellence,

What?


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