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Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008

Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008. NOTE : To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”. Slides at … tompeters.com. Context. excellence. EXCELLENCE.

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Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008

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  1. Tom Peters’ EXCELLENCE. ALWAYS.Riyadh/15 November 2008

  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. Slides at …tompeters.com

  4. Context.excellence.

  5. EXCELLENCE.

  6. The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo

  7. “Insanely great”Steve Jobs

  8. “Radically thrilling”BMW

  9. 0for 800

  10. Context.This I believe.

  11. 5K/5M

  12. 5,000 miles for a 5-minute face-to-face meeting

  13. 1/40

  14. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

  15. “FAIL, FAIL AGAIN. FAIL BETTER.”—Samuel Beckett

  16. 4/40

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

  18. “Execution is strategy.”—Fred Malek

  19. “almost inhuman disinterestedness in … strategy”—Josiah Bunting on U.S. Grant (from Ulysses S. Grant)

  20. Relentless: “One of my superstitions had always been when I started to go anywhere or to do anything,notto turnback,or stop, until the thing intended was accomplished.”—Grant

  21. Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10.Avoid moderation!

  22. Sir Richard’s Rules:Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune on Branson

  23. Context.This I believe II.

  24. L(+21) = L(-21)

  25. Leadership(21A.D.) = Leadership(21B.C.)

  26. Context.BLACK SWANS.

  27. The Black Swan has landed!

  28. The Black Swan 44: Tactical Rules for Survival (and success) in Looney times

  29. “I [will] not accept the explanation of a recession negatively effecting the [new] business. There are still people traveling. We just have to get them to stay in our hotel.”—Horst Schulze, former president of Ritz Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)

  30. Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer on the basics. 3. Focus on us, not the competition. 4. Puzzle-solving: How to turn this into an opportunity. 5. MBWA/X. 6. MBWA/I. 7. MBWA/Vendors. 8. Waaaaay over-communicate!!!!!! (With everyone—start with your banker.)

  31. Black Swan Tactical Rules 9. All work is team work. 10. Transparency. 11. Work the phones. 12. Perception of fairness. 13. Share the pain. 14. Decency!!!!!!! 15. Grace!! 16. “Thank you.” 17. Control your impatience— no temper tantrums. 18. Constant attitude checks—you.

  32. Black Swan Tactical Rules 19. Dress for success. 20. Avoid burnout/you, the team, the entire organization. 21. Re-emphasize the company values-philosophy. (Now, more than ever.) 22. Quality!!!!!! (Now, more than ever.) 23. No corner cutting. (Now, more than ever.) 24. Constant reviews/War room. 25. Celebration of small wins.

  33. Black Swan Tactical Rules 26. People First/HR is King. 27. Help people with personal financial management. 28. Be generous to those who are let go—e.g. healthcare benefits. 29. Don’t over-analyze. 30. Don’t under-analyze. 31. Cuts all at once—if possible. 32. Cuts explained in great detail. 33. Quantitative calendar management—focus on “to don’ts.”

  34. Container store: 2x training$$$

  35. Black Swan Tactical Rules 34. Increase customer-service training. 35. In general, minimize training cuts. 36. Be(very)ware R&D cuts; R&D quick pay SWAT teams. 37. Beware such things as sales travel cuts, ad cuts. 38. “Across the board” = Dumb. 39. Is this a time to over-invest if cash is at hand? (E.g., distressed innovative start-ups?)

  36. Black Swan Tactical Rules 40. Stealth work on the likes of XF communication. 41. This could last a long time— LT prep is necessary now. 42. Prepare/Be prepared for more Black Swans. 43. Excellence. (Now, more than ever.) (44. Remember all this in peacetime—Chuck Knight’s legacy.)

  37. Context.Organizations exist to serve.

  38. Organizations exist to serve. Period. Leaders live to serve. Period.

  39. Why in the World did you go to Siberia?

  40. 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

  41. Organizations exist to serve. Period. 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.

  42. "We all start out in life loving our fathers and mothers above everything else in the world, but that does not close the doors of love. That prepares us to love our wives and husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other ways. We must apply that to nations and to other businesses. "We in IBM must not confine our thoughts just to IBM. We must extend our cooperation to all other businesses whether we do business with them or not. We are one cog in the industrial wheel. "Then as citizens we must extend our respect to all worthy people in all nations. We are moving along in troublesome times, but the love of these various things of which I have spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on which we can build." Thomas J. Watson, Sr. address to IBM Sales and Service Class 525 and Customer Engineers Class 528, IBM Country Club, Endicott, NY, October 30, 1941

  43. Cause(worthy of commitment)Space(room for/encouragement for initiative)Decency(respect, humane)

  44. Cause(worthy of commitment)Space(room for/encouragement for initiative-adventures) Decency(respect, grace, integrity, humane)service(worthy of our clients’ & extended family’s continuing custom)excellence (period) servant leadership

  45. Cause.Space.Decency.Service.Excellence.servant leadership.

  46. “Leaders‘SERVE’ people. Period.” (inspired by Robert Greenleaf)

  47. “I have always believed that the purpose of the corporation is to be a blessing to the employees.”—Boyd Clarke (Boyd was the president of the Tom Peters Company for several years until his untimely death, at age 51, in 2006)

  48. Context.Business as usual. alas.

  49. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker

  50. “It suddenly occurred to me …

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