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Reimagining Leadership and Innovation in a Changing World

Explore the need for businesses to reimagine leadership, develop talent, and drive innovation in order to add value and achieve excellence in today's rapidly changing landscape. Learn from real-world examples and strategies for success.

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Reimagining Leadership and Innovation in a Changing World

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  1. Tom Peters’Re-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving ExcellenceWisconsin InnovatesWisconsin Innovation NetworkMilwaukee/29 March 2006/LONG

  2. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

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

  4. 26m

  5. 43h

  6. 1 Houston/Month/15

  7. Savings, internal investment, external investment> 50% GDP

  8. 600,000350,00070,000

  9. “Beijing Rushes to Build World-class Universities”—Headline, International Herald Tribune, 1028.05*

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

  11. “There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004

  12. “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“Bangalore Talent Lures Technology Start-ups”/headline/International Herald/03.21.06

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

  14. “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)

  15. “[The commitment to speed—eg Nissan 10 months] is being driven by a new innovation imperative. Competition is more intense than ever because of the rise of the Asian powerhouses and the spread of disruptive new Internet technologies and business models.Companies realize that all of their attention to efficiency in the past half-decade was fine—but it’s not nearly enough.If they are to thrive in this hyper-competitive environment, they must innovate more and faster.”—BW cover story, “Speed Demons,” 27March2006

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

  17. New Economy?!Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

  18. New Economy?!Sergey + Larry > Harvard

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

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

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

  22. My Story.

  23. “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.”—Fast Company /October2003

  24. Point of View!

  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. “One Singaporean workercosts as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  28. “Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok Fashion City”:“managed asset reflation”(add to brand value of Thai textiles by demonstrating flair and design excellence)Source: The Straits Times/2004

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

  30. New ZealandThailandSpainPortugalIrelandSingaporeTaiwan PhilippinesUAEChile

  31. “ ‘MADE IN TAIWAN’: From Cheap Manufacturing to Chic Branding”—Headline/Advertising Age/06.05

  32. Taiwan, Your Partner in InnoValuePoster/Bucharest/03.06

  33. What an Evolving-Bizarre Story: E.g., Life Sciences

  34. “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

  35. “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

  36. Introduction.The Last Word.

  37. Protectionism = Nail, not in yours, but in your children's (professional) coffin

  38. 1. Re-imagine Permanence: The Naked Emperor Problem!

  39. Pathetic!

  40. “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

  41. “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

  42. Lessons Learned. GE. Me.

  43. 4/40

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

  45. Ex-e-cu-tion!

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

  47. 6:15A.M.

  48. 2. Re-imagine:InnovateorDie!!

  49. No Option!

  50. “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/2005

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