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Tom Peters’ Re-Imagine: Excellence NOW World Strategy Forum The New Rules: Reframing Capitalism

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  1. Tom Peters’ Re-Imagine: Excellence NOW World Strategy Forum The New Rules: Reframing Capitalism Seoul/13 June 2012 (slides @ tompeters.com and excellencenow.com)

  2. 1977-1982

  3. “Not Dead Yet” BRIC/2011: $11T/$4K per capita USA/2011: $16T/$48K per capita USA/2000: 4% population/30% world GDP USA/2010: 4% populattion/28% world GDP USA productivity: ’07/1.7%; ’08/2.1%; ’09/5.4%; ’10/2.4%; ’11/4.1% FDIC institutions: 4Q/2008/-$38B; 2Q/2011/+$29B 1/2008 to 9/2011: USA consumer savings 0% to 6%/$2.1T saved Foreign Direct Investment: 2003: $64B; 2008: $328B; 2009: $134B; 2011: $200B+ Exports/2009: USA $1.53T ($1.06T goods, $0.47T services); Germany $1.36T; China $1.33T USA/Refined petroleum products/1Q 2011: Imports 2.16M BPD; Exports 2.49M BPD “New economy”: Apple (>Exxon) + Google + Facebook ~ $1T market cap Source: Daniel Gross, The Myth of American Decline and the Growth of a New Economy

  4. iPad/$4 billionof $300 billion negative USA trade balance with China (2011)

  5. Cost/Profit Components:Total labor 7%(Chinese labor: 2%)Materials 31%Distribution: 15%Profit: 47%Landed iPad cost: $275 = ImputedUSA negative trade balance with China(Actual China cost: $10)Source: Personal Computing Industry Centre (Economist)

  6. Cost*/Profit Components:Total labor 7%(Chinese labor: 2%)Materials 31%Distribution: 17%Profit: 47%Landed iPad cost: $275 = ImputedUSA negative trade balance with China(Actual China cost: $10)*Biggest non-USA component: KoreaSource: Personal Computing Industry Centre (Economist)

  7. Q3 2011/BLS+3.1/Non-farm productivity growth+3.8/Non-farm output+0.6/Non-farm hours worked+5.4/Manufacturing productivity+4.7/Manufacturing output-0.6/Manufacturing hours workedSource: Bureau of Labor Statistics/03 November 2011

  8. It’s Getting a Little Strange Out* DelFly/lighter than your wedding ring(Economist 0602) Oscar Pistorius’ sprinting acumen/approved for London(WSJ 0602) *See Ray Kurzweil, The Singularity Is Near: When Humans Transcend Biology; key chapter, “GNR: Three Overlapping Revolutions” (GNR: Genetics, Nanotechnology, Robotics)

  9. “In some sense you can argue that the science fiction scenario is already starting to happen. The computers are in control. We just live in their world.”—Danny Hillis, Thinking Machines

  10. “Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computer-generated robots will take overthe world.”– Stephen Hawking

  11. Tom Peters’ Re-Imagine: Excellence NOW World Strategy Forum/The New Rules: Reframing OrganizationEffectiveness* (*McKinsey OE Practice: 1977-present)

  12. “Tom, let me tell you the definition of a good lending officer. …

  13. “Tom, let me tell you the definition of a good lending officer.After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”

  14. 25

  15. MBWA

  16. ManagingBy WanderingAround

  17. “The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.”—Napoleon

  18. Excellence

  19. 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

  20. “Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence

  21. Hard is Soft. Soft is Hard.

  22. “The first step is to measure what can easily be measured. This is okay as far as it goes. The second step is to disregard that which cannot be measured, or give it an arbitrary quantitative value. This is artificial and misleading. The third step is to presume that what cannot be measured is not very important. This is blindness. The fourth step is to say that what cannot be measured does not really exist. This is suicide.”—Daniel Yankelovich (from Enough!, by Jack Bogle)

  23. “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

  24. or it's simply not worth doing

  25. “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

  26. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching toward Excellence. Period.

  27. EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies

  28. The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. The longshots (people with “a certain something”) you bet on who surprised themselves—and your peers. The people of all stripes who 2/5/10/20 years later say “You made a difference in my life,” “Your belief in me changed everything.” The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to “change the world.”

  29. “The fourmost importantwords in any organization are …

  30. The four most important words in any organization are …“What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

  31. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

  32. 18 …

  33. 18 … seconds!

  34. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis forCommunity. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures thatgrow. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) [cont.]

  35. Human creativity is the ultimate economic resource

  36. “Human creativity is the ultimate economic resource.”—Richard Florida, The Rise of the Creative Class

  37. “Every child is born an artist. The trick is to remain an artist.”—Picasso

  38. Ye gads:“Thomas Stanley has not only found no correlation between success in school and an ability to accumulate entrepreneurial wealth, he’s actually found a negative correlation. ‘It seems that school-related evaluations are poor predictors of economic success,’ Stanley concluded. ‘What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers.’Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on.”—Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins

  39. Up,Up,Up, Upthe Value-added Ladder …

  40. Design WINs!APPLE market cap > Exxon Mobil**August 2011

  41. “We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.Design is the fundamentalsoul of a man-made creation.”—Steve Jobs

  42. “Only one company can be the cheapest. All others must use design.”—Rodney Fitch, Fitch & Co.Source: Insights, definitions of design, the Design Council [UK]

  43. Hypothesis: Men cannot design for women’s needs!!??

  44. … this will be the woman’s century …

  45. “I speak to you with a feminine voice. It’s the voice of democracy, of equality. I am certain, ladies and gentlemen, that this will be the women’s century. In the Portuguese language, words such as life, soul, and hope are of the feminine gender, as are other words like courage and sincerity,” —President Dilma Rousseff of Brazil, 2011, 1stwoman opening keynote, United Nations General Assembly

  46. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” Source: Headline, Economist

  47. W > 2X (C + I)* • *“Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …” • Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09

  48. “Women arethemajority market”—Fara Warner/The Power of the Purse

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

  50. “Headline 2020:Women Hold 80 Percent of Management and Professional Jobs”Source: The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 Years, James Canton