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Slides* at … tompeters *Also, “Long”

Tom Peters’ Re-Ima g ine ! Leading Chan g e , Developing Talent , Driving Innovation , Adding Value , Achieving Excellence Associsation of Chief Executive Officers Athens/09May2006. Slides* at … tompeters.com *Also, “Long”. Part #1: Introduction EXCELLENCE. ALWAYS.

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Slides* at … tompeters *Also, “Long”

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  1. Tom Peters’Re-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving ExcellenceAssocisation of Chief Executive OfficersAthens/09May2006

  2. Slides* at …tompeters.com*Also, “Long”

  3. Part #1: IntroductionEXCELLENCE.ALWAYS.

  4. EXCELLENCE. GAMECHANGER.

  5. 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”

  6. ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields $85,000EI: $10,000 yields $140,050*Excellence Index/Basket of 32 publicly traded stocks

  7. EXCELLENCE. ALWAYS.

  8. “Why in the world did you go to Siberia?”

  9. The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

  10. Business* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.*****Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

  11. EXCELLENCE. THE WORD.

  12. SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity

  13. Part #2: Principal ArgumentRe-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving Excellence

  14. Re-imagine!Not Your Father’s World I.

  15. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  16. Re-imagine!Not Your Father’s World II.

  17. “Income Confers No Immunity as Jobs Migrate”—Headline/USA Today/02.2004

  18. “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/ FT/0327/500 of 900 Research/JPMorgan Chase/30% back-office by 12.31.07

  19. Re-imagine!Not Your Father’s World III.

  20. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

  21. CRO**Chief Revenue Officer

  22. The General’s Story. (And Darwin’s)

  23. “If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army

  24. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  25. Everybody’s Story.

  26. “One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  27. New ZealandThailandSpainPortugalIrelandSingapore Taiwan PhilippinesUAEChile

  28. Better By Design: A National StrategyNZ = Design Excellence

  29. 1. Re-imagine Permanence:The Emperor Has No Clothes!

  30. “Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

  31. “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

  32. Resist!

  33. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger.Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.”—Jim Collins/Time/2004

  34. Scale?

  35. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

  36. Scale?“Microsoft’s Struggle With Scale”—Headline, FT, 09.2005“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005

  37. Different!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

  38. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003

  39. 7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

  40. Focus!

  41. “We will not, I repeat not, pretend to be ‘all things to all people.’”—CEO, Investec (03.06)

  42. Focus:“All Strategy Is Local:True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones”—Title/ Bruce Greenwald & Judd Kahn/HBR09.05

  43. Easy!

  44. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

  45. We become who we spend time with!

  46. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

  47. Hard!

  48. “The Bottleneck Is at the Top of the Bottle”“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma:Atthetop!”— Gary Hamel/Harvard Business Review

  49. BOLD!

  50. “Beware of the tyranny of making SmallChanges to SmallThings. Rather, make Big Changes to BigThings.”—Roger Enrico, former Chairman, PepsiCo

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