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Learn how to adapt and thrive in a rapidly changing business landscape. Embrace innovation, globalization, and technology to ensure long-term success. Discover the importance of strategy, systems, people, and passion in driving excellence. Explore the challenges and opportunities presented by the rise of new capitalists and the need for constant adaptation.
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Tom Peters’ Re-Imagine!Business Excellence in a Disruptive AgeLeaders in Moscow/11 October 2005
“WE ARE BEGINNING TO ACQUIRE … DIRECT AND DELIBERATE CONTROL … OVER THE EVOLUTION OF ALL LIFE FORMS … ON THE PLANET.”Source: Juan Enriquez, As The Future Catches You
“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
Nelson’s secret:“[Other] admirals more frightened of losing than anxious to win”
“If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin
Importance of Success Factors by Various“Gurus”/ Estimates by Tom PetersStrategySystemsPeoplePassionPorter 50%20 20 10 Drucker 30% 35 20 15 Bennis 25% 20 30 25 Peters 15% 20 3530
Charles Handy on the “Alchemists”:“Passion was what drove these people, passion for their product or their cause.If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong.Passionas the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly,passionis not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”
“There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP
“One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times
U.S. Patent Office/Patents Granted19851998Venezuela 15 …………… 29Argentina 12 …………… 46Mexico 35 …………... 77Brazil 30 …………… 88South Korea 50 ……. 3,362 Source: Juan Enriquez/Asthe Future Catches You
“Asia’s rise is the economic event of our age.Should it proceed as it has over the last few decades, it will bring the two centuries of global domination by Europe and, subsequently, its giant North American offshoot to an end.”—Financial Times
“This is a dangerous world and it is going to become more dangerous.”“We may not be interested in chaos but chaos is interested in us.”Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century
“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
Never “Home Free” …Sears, Macy’s —Wal*Mart, Target, CostCoBankAmerica, Citigroup — Fidelity, Commerce Bank, Carlyle Group, Lending Tree, PayPalIBM —Microsoft, Google, Infosys, SamsungUS Steel, Bethlehem —Nucor???? —McDonald’s, StarbucksGM, Ford —Honda, Hyundai, TataAT&T/Western Electric — Avaya, Cisco???? — Sony, Nintendo, Nokia
“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
“When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”—Mark Sirower, The Synergy Trap
“Shremp is one of the last dinosaurs of Germany Inc. He represents a strategy of acquiring assets and building empires that just didn’t work.”—Arndt Ellinghorst/analyst/ Dresdner Kleinwort Wasserstein
“I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)
Scale’s Limitations:“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
“Sanford Weill, Citigroup’s Former Leader, Frustrated As Empire Is Dismantled”—Headline/NYT/07.21.05
“Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable growth.” —Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)
“Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.”Peter Job, CEO, Reuters
“Beware of the tyranny of making SmallChanges to SmallThings. Rather, make BigChanges to BigThings.”—Roger Enrico, former Chairman, PepsiCo
“Rewardexcellent failures.Punish mediocre successes.”Phil Daniels, Sydney exec
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
