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Tom Peters’ EXCELLENCE. ALWAYS. ZIM Integrated Shipping Services NEWAVE08/AgenTeam 02 July 2008/Macau (Taipa-Coloane). NOTE : To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”.

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  1. Tom Peters’ EXCELLENCE. ALWAYS.ZIM Integrated Shipping ServicesNEWAVE08/AgenTeam02 July 2008/Macau (Taipa-Coloane)

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

  3. Auckland/pmtaipei/vpsingapore/pmbangkok/dpmflandersamsterdam/MPsbarcelona/maKuala Lumpur/CMlisbon/madublin/pmbuenos airessão pauloWarsaw/MPslondon/mpsmilanSEOUL/Mamexico d.f./mistanbul/dpmdubai/rfmoman/rfmusastockholm/mpsmauritius/pmjohannesburgbucharest/CM

  4. Slides at …tompeters.com

  5. Thank you Ike, Ben and Delaware

  6. “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

  7. Give good tea!

  8. “eighty percent of success is showing up.” —Woody Allen

  9. l (+21) = L(-21)

  10. Thank you Rich!

  11. “Mapping your competitive position”*or …*Rich D’Aveni/HBR

  12. The “Have you …” 50**See Appendix One

  13. 1. Have you in the last 10days …visited a customer?2. Have you called a customer … TODAY? * *Note: See APPENDIXONE for full list

  14. #1

  15. “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

  16. “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

  17. Dick Kovacevich:You don’t get better by being bigger. You get worse.”

  18. “Data drawn from the real world attest to a fact that is beyond our control:Everything in existence tends to deteriorate.”—Norberto Odebrecht, Education Through Work

  19. #1.1

  20. #1 Exporter?

  21. #4 Japan#3 USA#2 China#1 Germany

  22. Reason??!!Mittelstand

  23. Or … Goldmann Produktions(11/50%/$5M/”dip and coat,” expensive pigments vs “through coloring,” fades Bekro Chemie)

  24. #2

  25. 1/42

  26. “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

  27. “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

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

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

  30. 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”

  31. #3

  32. 2-5/42

  33. De-cent-ral-iz-a-tion!

  34. Enemy #1I.C.D.Note 1:Inherent/Inevitable/Immutable Centralist DriftNote 2: Jim Burke’s 1-word vocabulary: “No.”

  35. Decentralization vs Centralization = “That’s AllThere Is”(from childrearing 101 to the Federalist Papers to Org.2007)

  36. Ex-e-cu-tion!

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

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

  39. Ac-count-a-bil-ity!

  40. CF: 30%(no salesfolk)MH: 80%(salesfolk)

  41. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

  42. 6:15A.M.

  43. DECENTRALIZATION.EXECUTION.ACCOUTABILITY.6:15A.M.

  44. #3.1

  45. K.i.s.s.*Keep It Simple, Stupid

  46. 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)

  47. Case: The “simple” Checklist!

  48. **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)

  49. **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)

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