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Tom Peters Action Chronicles EXCELLENCE. ALWAYS. Think-Do.ACTION.Grant+.4-40.1103.

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Presentation on theme: "Tom Peters Action Chronicles EXCELLENCE. ALWAYS. Think-Do.ACTION.Grant+.4-40.1103."— Presentation transcript:

1 Tom Peters Action Chronicles EXCELLENCE. ALWAYS. Think-Do.ACTION.Grant

2 Think! vs. do!

3 Never forget implementation, boys. In our work, its what I call the last 98 percent of the client puzzle.Never forget implementation, boys. In our work, its what I call the last 98 percent of the client puzzle. Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

4 HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* MOST POLITICAL SCIENTISTS. SILICON VALLEY. Etc. The (Strange) Case of Peter Drucker & Michael Porter vs. The Non-linearists HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* (*Transcontinental Railroad, Electrification, Radio, Television, Containerization, DNA, Computers, Military History, Etc.) MOST POLITICAL SCIENTISTS. SILICON VALLEY. Etc.

5 think! do! Linearist: think! Non-linearist: do!

6 Plan it! Try it! Linearist: Plan it! Non-linearist: Try it!

7 hypothesize! experiment! Linearist: hypothesize! Non-linearist: experiment!

8 failure = unnecessary failure = life Linearist: failure = unnecessary Non-linearist: failure = life

9 a>b* b>a** Linearist: a>b* Non-linearist: b>a** *Attitude shapes behavior **Behavior shapes attitude

10 deliberate!* relentless!** * Do it right the first time (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant) Linearist: deliberate!* Non-linearist: relentless!** * Do it right the first time (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant)

11 logical! passionate! Linearist: logical! Non-linearist: passionate!

12 give me genius! give me luck! Linearist: give me genius! Non-linearist: give me luck!

13 spotless academic record! a.d.d. Linearist: spotless academic record! Non-linearist: a.d.d.

14 measured pace! Tempo! Tempo! Tempo! Linearist: measured pace! Non-linearist: Tempo! Tempo! Tempo!

15 think! Plan! (r.a.f.*) Try it! Screw it up! Fix it! Try it again! (r.f.a.**) *Ready. Aim. Fire. **ready. Fire. Aim. (Or, circa 2006: fire. Fire. Fire.) Linearist: think! Plan! (r.a.f.*) Non-linearist: Try it! Screw it up! Fix it! Try it again! (r.f.a.**) *Ready. Aim. Fire. **ready. Fire. Aim. (Or, circa 2006: fire. Fire. Fire.)

16 minimize cost. maximize revenue. Cheap Shot Linearist: minimize cost. Non-linearist: maximize revenue.

17 marketing rules. sales rules. Linearist: marketing rules. Non-linearist: sales rules.

18 Background: planning, marketing & finance. background: sales & operations. Linearist Background: planning, marketing & finance. Non-linearist background: sales & operations.

19 likes: ideas. likes: people. Linearist likes: ideas. Non-linearist likes: people.

20 likes: parts. likes: wholes. Linearist likes: parts. Non-linearist likes: wholes.

21 office: walls. office: none. Linearist office: walls. Non-linearist office: none.

22 style: meetings. style: m.b.w.a.* *Managing by wandering around Linearist style: meetings. Non-linearist style: m.b.w.a.* *Managing by wandering around

23 reads: michael porter. Peter drucker.* reads: waterman & peters. Tom clancy.** *Michael & peter **Bob & tom & tom Linearist reads: michael porter. Peter drucker.* Non-linearist reads: waterman & peters. Tom clancy.** *Michael & peter **Bob & tom & tom

24 reads: michael porter. Peter drucker. reads: doesnt Linearist reads: michael porter. Peter drucker. Non-linearist reads: doesnt

25 preferred baseball score: 1-0. preferred baseball score: Linearist preferred baseball score: 1-0. Non-linearist preferred baseball score: 11-9.

26 preferred football score: 7-0. preferred football score: Linearist preferred football score: 7-0. Non-linearist preferred football score:

27 criminal record: none. criminal record: disorderly conduct. Chronic jaywalking. Linearist criminal record: none. Non-linearist criminal record: disorderly conduct. Chronic jaywalking.

28 drives: lincoln town car. Ford explorer (weekends). drives: bmw. Harley- davidson (weekends). Linearist drives: lincoln town car. Ford explorer (weekends). Non-linearist drives: bmw. Harley- davidson (weekends).

29 HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* MOST POLITICAL SCIENTISTS. SILICON VALLEY. Etc. The (Strange) Case of Peter Drucker & Michael Porter vs. The Non-linearists HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* (*Transcontinental Railroad, Electrification, Radio, Television, Containerization, DNA, Computers, Military History, Etc.) MOST POLITICAL SCIENTISTS. SILICON VALLEY. Etc.

30 EXCELLENCE. ACTION.

31 Action! Implementation! The Work Itself! M.I.A. Action! * Implementation! ** The Work Itself! *** *R.F.A. **Execution ***WOW Projects!

32 We design intelligent strategies but they fall miles short of their for one reason. Poor organizational effectiveness which in turn leads to a gaping implementation deficit. Tom, I want you to get a handle on the best thinking and best practices from around the world. We design intelligent strategies but they fall miles short of their for one reason. Poor organizational effectiveness which in turn leads to a gaping implementation deficit. Tom, I want you to get a handle on the best thinking and best practices from around the world. Ron Daniel (1977*) *TP/1977/first (?) Stanford Ph.D. thesis studying implementation per se.

33 Still missing after all these years … Still missing after all these years …

34 Ninety percent of what we call management consists of making it difficult for people to get things done. Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

35 too much talk, too little do TP/BW on BigCo Sin #1: too much talk, too little do

36 Excellence1982: The Bedrock Eight Basics A Bias for Action 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

37 implementation missing 98 percent Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

38 Operations is policy. Execution is strategy. Operations is policy. Fred Malek (1974) Execution is strategy. TP (1983)

39 METABOLIC MANAGEMENT

40 The Leadership11 1. Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management

41 The secret of fast progress is inefficiency, fast and furious and numerous failures. The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly

42 Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against. Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against. Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors

43 Do we search for stasisa regulated, engineered world? Or do we embrace dynamisma world of constant creation, discovery and competition? How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasisa regulated, engineered world? Or do we embrace dynamisma world of constant creation, discovery and competition? Do we value stability and control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of experimentation? Do we crave predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.Virginia Postrel, The Future and Its Enemies

44 If things seem under control, youre just not going fast enough. If things seem under control, youre just not going fast enough. Mario Andretti

45 The most successful people are those who are good at plan B. The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

46 Im not comfortable unless Im uncomfortable. Im not comfortable unless Im uncomfortable. Jay Chiat

47 If it works, its obsolete.If it works, its obsolete. Marshall McLuhan

48 Boyd on TEMPO

49 He who has the quickest O.O.D.A. Loops* wins! He who has the quickest O.O.D.A. Loops* wins! * Observe. Orient. Decide. Act./Col. John Boyd

50 The stuff has got to be implicit. If it is explicit, you cant do it fast enough. The stuff has got to be implicit. If it is explicit, you cant do it fast enough. John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

51 70-10 Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech Tempo!* *Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech

52 UnkQB 643 yardsBy changing the geometry of the game, and pushing the limits of space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places /Nebraska/ Unk QB 643 yards K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/Re-arrange the mind of the enemyT.E. Lawrence)/By changing the geometry of the game, and pushing the limits of space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places. Michael Lewis (NY Times, on Mike Leach/Texas Tech)

53 In war, delay is fatal. The only way to whip an army is to go out and fight it. … demonstrating the tactic that would become his hallmark: the immediate move to seek out the enemy and attack him A good plan executed right now is far preferable to a perfect plan executed next week.In war, delay is fatal. NapoleonThe only way to whip an army is to go out and fight it. Grant … demonstrating the tactic that would become his hallmark: the immediate move to seek out the enemy and attack him John Mosier, on Grant A good plan executed right now is far preferable to a perfect plan executed next week. Patton

54 Relentless!* Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong

55 EXCELLENCE. ACTION. ROOTS.

56 GRANT NELSON BOYD FISHER BOSSIDY PEROT MASTERS HERB McDONALD PETERS-WATERMAN HAMLET+

57 GRANT

58 The only way to whip an army is to go out and fight it. The only way to whip an army is to go out and fight it. Grant Source: John Mosier, Grant

59 He never credited the enemy with the capacity to take the offensive./185 tenacity [like Wellington]/187 I havent despaired of whipping them yet [at a very low point]/195 Both sides seemed defeated and whoever assumed the offensive was sure to win./200 … inchoate bond [between Grant and soldiers]/201 … The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed./202 If anyone other than Grant had been in command, the Union army certainly would have retreated./204 Lincoln (urged to fire Grant): I cant spare this man; he fights./205 Grant turned defeat into Union victory./206 moved on intuition, which he often could not explain or justify./208 instinctive recognition that victory lay in relentlessly hounding a defeated army into surrender./213 Nathan Bedford Forrest, successful Confederate commander: amenable to no known rules of procedure, was a law unto himself for all military acts, and was constantly doing the unexpected at all times and places./213 and places./213

60 The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed. Jean Edward Smith/GRANT

61 A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook theorems./151 The nature of Grants greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point] class in tactics … carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to recognize and respond to opportunities presented./152-3 Grant had an aversion to digging in./153 Grant had an intangible advantage. He knew what he wanted./153 Grants seven-mile dash changed the course of the war./157 The one who attacks first will be victorious./158 dogged/159 unconditional surrender/162 simplicity and determination/166 quickness of mind that allowed him to make on the spot adjustments … [his] battles were not elegant set-piece operations/166 [other Union general] preferred preparation to execution … became a friend of detail … suffered from the slows …/170 Message to Halleck from McClellan: Do not hesitate to arrest him [following great victory]/172 … learned how to withstand attacks from the rear [Army politics]/179

62 The commanding general would be in the field/228 Lincoln: What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him./231 retains his hold upon the affections of his men/232 Grants moral couragehis willingness to choose a path from which there could be no returnset him apart from most commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions./233 … modest … honest … nothing could perturb … never faltered …/233 plan was breathtakingly simple but fraught with peril/235 demonstrating the flexibility that had become his hallmark/238 But like any West Point trained general, he had difficulty comprehending what Grant was up to …/240 recognized the value of momentum … throw off balance … blitzkrieg … traveling light … headquarters in the saddle/243 acted as quartermaster/243 [rushed away so that he couldnt receive Hallecks order] … like Lord Nelson … telescope to his blind eye … pressing ahead on his own/245 focus on the enemys weakness rather than his own/250

63 recognized the value of momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddlerecognized the value of momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddle Jean Edward Smith/GRANT

64 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. 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 on Simplicity, from Napoleon on Project Management by Jerry Manas.

65 Above all the troops appreciated Grants unassuming manner. Most generals went about attended by a retinue of immaculately tailored staff officers. Grant usually rode alone, except for an orderly or two to carry messages if the need arose. Another soldier said the soldiers looked on Grant as a friendly partner, not an arbitrary commander. Instead of cheering as he rode by, they would greet him as they would address one of their neighbors at home. Good morning, General, Pleasant day, General … There was no nonsense, no sentiment; only a plain businessman of the republic, there for the one single purpose of getting that command over the river in the shortest time possible. [Grant: 5-feet 8-inches with a slouch]/232 After the victory at Chattanooga: The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth./ 281 Grant was unhappy about going into winter quarters. He saw no reason to keep the army idle, and the pause would give the rebels time to reorganize./282

66 The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier

67 From LEE KENNETTs SHERMAN: Grant tended to be a simple listener when these two strategies [for taking Vicksburg] were being discussed. His own preference may have been impelled as much by natural inclination as by any arguments he heard. He wrote afterward: One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished./ 202

68 CWVA to MBWA command while traveling and visiting about. CWVA to MBWA : In these days of telegraph and steam I can command while traveling and visiting about. U.S. Grant Managing by wandering around HP circa 1980 Source: Ulysses S. Grant, by Geoffrey Perret

69 TPs take: Intuition takes precedence (listen attentively but act on intuition) … Move today > perfect plan tomorrow [subsequent Patton line] … Great advantage: When moving, you know what youre up to and youre moving [the one sitting still is, thence, always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient. Decide. Act. Disorient enemy] … Action!... Keep moving! … Engage! … Offense! [weakness-strength: cant even imagine enemy counter-attacking; little conception of defense] … Momentum! …. Keep em off balance … … Adjust … Adapt … … Opportunism! … Constantly revise in accordance with conditions and opportunities in the field [life = excellence at Plan B] … Doggedness … Relentless!! [trait shaped in early childhood] … Never retreat … Simplicity! … Wide latitude for division commanders … minimum written orders, conferences, etc … keep his own council … HQ is Grant & his horse … no retinue! … commune with soldiers/exude quiet confidence/Approachable … decent … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … total victory/ demand unconditional surrenderGs first claim to fame [Nelson: other Admirals avoid loss, friend and foe as in Grants case vs Nelsons seek victory] … [Life 101: politics between the Generals: E.g., Grant & Halleck]

70 "The art of war is simple enough. Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on." Grant, courtesy Richard Cauley at tompeters.com (original source unknown)

71 One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished. One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished. Grant

72 NELSON

73 [other] admirals more frightened of losing than anxious to win On NELSON: [other] admirals more frightened of losing than anxious to win

74 The Nelson Bakers Dozen 1. Simple-clear scheme (Plan) (Not wildly imaginative) (Patton: A good plan executed with vigor right now tops a perfect plan executed next week.) 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING executed with vigor right now tops a perfect plan executed next week.) 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING GOAL/MISSION/PURPOSE/QUEST 3. Conversation: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability GOAL/MISSION/PURPOSE/QUEST 3. Conversation: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absent 5. LED BY LOVE (Lambert), NOT AUTHORITY (Identify with sailors!) 6. Instinct/Seize the Moment/Impetuosity (Boyds OODA Loops: React more swift/Micromanagement absent 5. LED BY LOVE (Lambert), NOT AUTHORITY (Identify with sailors!) 6. Instinct/Seize the Moment/Impetuosity (Boyds OODA Loops: React more quickly than opponent, destroy his world view) 7. VIGOR! (Zander: leader as Dispenser of Enthusiasm) 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (Duty first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In quickly than opponent, destroy his world view) 7. VIGOR! (Zander: leader as Dispenser of Enthusiasm) 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (Duty first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In Harms Way) (Gandhi: You must be the change you wish to see in the world/ Harms Way) (Gandhi: You must be the change you wish to see in the world/ Giuliani: Show up!) 11. Genius (Transform the world to conform to their ideas, Triumph over rules) Giuliani: Show up!) 11. Genius (Transform the world to conform to their ideas, Triumph over rules) (Gandhi, Lee-Singapore), not Greatness (Make the most of their world) (Gandhi, Lee-Singapore), not Greatness (Make the most of their world) 12. Luck! (Right time, right place; survivor) (Lucky Eagle vs Bold Eagle) 13. Others principal shortcoming: ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN Source: Andrew Lambert, Nelson: Britannias God of War

75 Nelsons Way: A Bakers Dozen/Short 1. Simple scheme. 2. Noble purpose! 3. Engage others. 4. Find great talent, let it soar! 5. Lead by Love! 6. Trust your gut, not the focus group: Seize the Moment! 7. Vigor! 8. Master your craft. 9. Work harder than the next person. 10. Show the way, walk the talk, exude confidence! Start a Passion Epidemic! Epidemic! 11. Change the rules: Create your own game! 12. Shake of the pain, get back up off the ground, the timing may well be right tomorrow! (E.g., Get lucky!) right tomorrow! (E.g., Get lucky!) 13. By hook or by crook, quash your fear of failure, savor your quirkiness and participate fully in the fray! and participate fully in the fray! Source: Andrew Lambert, Nelson: Britannias God of War

76 BOYD

77 He who has the quickest O.O.D.A. Loops* wins! He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. /Col. John Boyd

78 Re-arrange the mind of the enemy Float like a butterfly, sting like a bee Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity. Robert Coram, Boyd Re-arrange the mind of the enemy T.E. Lawrence Float like a butterfly, sting like a bee Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

79 F86 vs. MiG/Korea/10:1 Bubble canopy (360 degree view) Full hydraulic controls (The F86 driver could go from one maneuver to another faster than the MiG driver) MiG: faster in raw acceleration and turning ability; F86: quicker in changing maneuvers BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

80 kept the enemy off-balance; they knew Delta Company [RVN] could show up anywhere, anytime USMC COL Mike Wyly: kept the enemy off-balance; they knew Delta Company [RVN] could show up anywhere, anytime BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

81 FISHER

82 Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world. Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas. Life is phrases. Fisherisms Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world. Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas. Life is phrases. Source: Jan Morris, Fishers Face, Or, Getting to Know the Admiral

83 BOSSIDY BOSSIDY

84 I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it. I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

85 Execution is the job of the business leader. Larry Bossidy Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

86 systematic process Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

87 *Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers *Expand peoples capabilities *Know yourself The Leaders Seven Essential Behaviors *Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers *Expand peoples capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

88 *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling * Vision * Projects (Must add up to Vision) * Milestones *Commitment/Energy * RapidReview *Consequences (+/-) Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling * Vision * Projects (Must add up to Vision) * Milestones *Commitment/Energy * RapidReview *Consequences (+/-)

89 The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy (Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done)

90 Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. Duct Tape Rules! Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you cant do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, Andrew Higgins won the war for us. He did it without engineers. Stephen Ambrose/Fast Company

91 PEROT PEROT

92 READY. FIRE! AIM. READY. FIRE! AIM. Ross Perot (vs Aim! Aim! Aim! /EDS vs GM/1985)

93

94

95 MASTERS MASTERS

96 you only find oil if you drill wells. This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter

97 You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

98 drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter

99 HERB HERB

100 doing things. doing things. Herb Kelleher

101 McDONALD McDONALD

102 Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald

103 PETERS- WATERMAN PETERS- WATERMAN

104 Do it. Fix it. Try it. Do it. Fix it. Try it. Tom Peters/Business Week/ (Principal #1/first anticipation of Excellence)

105 In Search of Excellence/1982/The Bedrock Eight Basics A Bias for Action 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

106 PETERS: THE ACT. THINK. CHRONICLES

107 Think vs Do

108 A>B B>A A>B vs B>A

109 How do I know what I think until I see what I say? CK Chesterton : How do I know what I think until I see what I say? Reporter: Mr Drucker, why are you still giving speeches at 90? How else can I figure out what Im thinking? PD : How else can I figure out what Im thinking?

110 No plan, total accountability Perfect plan, no accountability* TP: No plan, total accountability TK: Perfect plan, no accountability* *LG & IBM

111 My only goal is to have no goals. The goal, every time, is that film, that very moment. My only goal is to have no goals. The goal, every time, is that film, that very moment. Bernardo Bertolucci

112 Experiment fearlessly Experiment fearlessly Source: BW , Type A Organization Strategies/ How to Hit a Moving Target Tactic #1

113 Power of the … Small Win/ String of Power of the … Small Win/ String of (TP/1977; KW;EJW)

114 No. 5 No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg

115 HAMLET+ HAMLET+

116 By indirections find directions out. By indirections find directions out. Hamlet, II. i

117 My only goal is to have no goals. The goal, every time, is that film, that very moment.My only goal is to have no goals. The goal, every time, is that film, that very moment. Bernardo Bertolucci

118 EXCELLENCE. 4/40.

119 4/40

120 De-cent- ral-iz- a-tion!

121 Decentralization is not a piece of paper. Its not me. Its either in your heart, or not. Decentralization is not a piece of paper. Its not me. Its either in your heart, or not. Brian Joffe/BIDvest

122 If if feels painful and scarythats real delegation If if feels painful and scarythats real delegation Caspian Woods, small biz owner

123 HOW THE COAST GUARD GETS IT RIGHT Headline, Time, *Autonomy *Flexibility *Perhaps the most important distinction of the Coast Guard is that it trusts itself

124 6 divisions = 6 tries 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT tries = Max probability of win 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT tries = Max probability of far out/3-sigma win The True Logic* of Decentralization: 6 divisions = 6 tries 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT tries = Max probability of win 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT tries = Max probability of far out/3-sigma win *Driver: Law of Large #s

125 Ex-e- cu-tion!

126 Execution is the job of the business leader. Larry Bossidy Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

127 systematic process Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

128 I saw that leaders placed too much emphasis on what some call high- level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiativeand then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

129 But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/Execution: The Discipline of Getting Things Done

130 "I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly. Andy Grove

131 Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald

132 Ac-count- a-bil-ity!

133 Realism is the heart of execution. Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

134 robust dialogue robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

135 GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

136 6:15A.M.

137 Work Hard > Work Smart ???????? Work Hard > Work Smart

138 A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …

139 Every morning, write a list of the things that need to be done that day. 2. Do them. 1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

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

141 EXCELLENCE. VALUE ADDED. UP THE LADDER.

142 $55B

143 IBM Global Services $55B And the M Stands for … ? Gerstners IBM: Systems Integrator of choice./BW (Lou, help us turn all this into that long-promised revolution. ) IBM Global Services* (*Integrated Systems Services Corp.): $55B

144 Palmisanos strategy is to expand techs borders by pushing usersand entire industriestoward radically different business models. $500 billion a year Planetary Rainmaker-in-Chief! Palmisanos strategy is to expand techs borders by pushing usersand entire industriestoward radically different business models. The payoff for IBM would be access to an ocean of revenuePalmisano estimates it at $500 billion a year that technology companies have never been able to touch.Fortune

145 Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future. By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future. Narayana Murthy, chairmans letter, Infosys Annual Report

146 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/2004

147 SCS/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank SCS/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company

148 MasterCard Advisors

149 Turnkey security solutions Security devices to Turnkey security solutions (A/C, elevators, DIY, photo shops, etc, etc)

150 Home Depot Business ToolBox: Health insurance Home Depot Business ToolBox: Payroll processing. Credit card processing. Personnel paperwork. Mobile phones. Shipping. Health insurance. 12K customers (plumbers, electricians, small homebuilders and contractors). Source: Forbes,

151 g IBM UPS Xerox MasterCard GE BestBuy Gamechanging Solutions: Bet-the-Company IBM UPS Xerox MasterCard GE BestBuy

152 Flagship of BestBuy Wholesale Solutions Strategy Makeover. I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by BestBuy. IV. Flagship of BestBuy Wholesale Solutions Strategy Makeover.

153 Satisfaction Success Huge: Customer Satisfaction versus Customer Success

154 Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

155 STUFF N THINGS Goods Raw Materials The Value-added Ladder/ STUFF N THINGS Goods Raw Materials

156 TRANSACTIONS Services The Value-added Ladder/Stuff & TRANSACTIONS Services Goods Raw Materials

157 OPPORTUNITY-SEEKING Gamechanging Solutions The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions Services Goods Raw Materials

158 Era #1/Obvious Value : Our it works, is delivered on time (Close) Era #2/Augmented Value : How our it can add valuea useful it (Solve) Era #3/Complex Value Networks : How our system can change you and deliver business advantage (Culture- Strategic change) Era #1/Obvious Value : Our it works, is delivered on time (Close) Era #2/Augmented Value : How our it can add valuea useful it (Solve) Era #3/Complex Value Networks : How our system can change you and deliver business advantage (Culture- Strategic change) Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

159 Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. The business of selling is not just about matching viable solutions to the customers that require them. Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers organization.* (*E.g.: CRM failure rate/Gartner: 70%) Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

160 5 Damn Its Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. To The Mat: The 5 Damn Its Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS.

161 EXCELLENCE. NECESSITY. OPPORTUNITY.

162 youve become irrelevant to your customers. Disintermediation is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; outsourcing is just another way of saying that … youve become irrelevant to your customers. John Battelle/Point/Advertising Age/07.05

163 HRMAC Chicago: HRMAC

164 overhead. Sarah: Mom, what do you do? Mom : Im overhead.

165 support function / cost center/ overhead or … support function / cost center/ overhead or …

166 Rock Stars of the Age of Talent Are you … Rock Stars of the Age of Talent

167 EXCELLENCE. SOLVE IT. NO OPTION. PSF. (PSF++)

168 Managing Partner, ISInc. Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

169 We pay for ourselves, and we actually make money for the company. Typically in a mortgage company or financial services company, risk management is an overhead, not a revenue center. Weve become more than that. We pay for ourselves, and we actually make money for the company.Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

170 Eichorn it! Mantra: Eichorn it!

171 PSF Answer: PSF

172 PSF Brand You Wow! Projects Core Mechanism : Game-changing Solutions PSF (Professional Service Firm model/The Organizing Principle ) + Brand You (Distinct or Extinct/The Talent ) + Wow! Projects (Different vs Better/The Work )

173 (1) 100% WOW PROJECTS (New Org DNA/The Work) + (2) Incredible TALENT Transformed into (3) Entrepreneurial BRAND YOUs and (4) Launched on Awesome QUESTS FOR EXCELLENCE = (5) Internal Rockin PSFs (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from Superior Products & Services to ENCOMPASSING SOLUTIONS & GAME-CHANGING CLIENT SUCCESS The New Enterprise Value-Added Equation/Mark2006 (1) 100% WOW PROJECTS (New Org DNA/The Work) + (2) Incredible TALENT Transformed into (3) Entrepreneurial BRAND YOUs and (4) Launched on Awesome QUESTS FOR EXCELLENCE = (5) Internal Rockin PSFs (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from Superior Products & Services to ENCOMPASSING SOLUTIONS & GAME-CHANGING CLIENT SUCCESS

174 (1) The Talent: Best Roster of Entrepreneurial- minded Brand Yous. (2) The (Virtual) Organization: Internal or External PSF/Professional Service Firm working with Best Anywhere = Engine of Value Added through the Application of Creative Intellectual Capital (3) The Work Product: Game Changer/ Gaspworthy WOW Projects Big Idea/Meta-Idea/Premier Engine of Value Added (1) The Talent: Best Roster of Entrepreneurial- minded Brand Yous. (2) The (Virtual) Organization: Internal or External PSF/Professional Service Firm working with Best Anywhere = Engine of Value Added through the Application of Creative Intellectual Capital (3) The Work Product: Game Changer/ Gaspworthy WOW Projects

175 PSF Brand You Wow! Projects Core Mechanism : Game-changing Solutions PSF (Professional Service Firm model/The Organizing Principle ) + Brand You (Distinct or Extinct/The Talent ) + Wow! Projects (Different vs Better/The Work )

176 Astonish me! Build something great! Make it immortal! Insanely great (SJ) Astonish me! (SD). Build something great! (HY). Make it immortal! (DO) Insanely great (SJ)

177 Mega-PSF Solutions World: The Mega-PSF

178 Corporation as Mega-PSF (Professional Service Firm*) Big Idea: Corporation as Mega-PSF (Professional Service Firm*) * Virtual Collection of Entrepreneurially-minded Professionals (Talent/Roster) Creating/Applying Intellectual Capital (Work Product)

179 Brand You(S) Wow! Project(s) = PSF(S) Corporation as Mega-PSF Core Mechanism : Game-changing Solutions Brand You(S) (Distinct or Extinct/The Talent ) + Wow! Project(s) (Different vs Better/The Work ) = PSF(S) (Professional Service Firm model/The Organizing Principle ) = Corporation as Mega-PSF

180 Conceptual Age* Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age* (creators) *Murakami Teruyasu: Age of Creation Intensification Source: Dan Pink, A Whole New Mind

181 ThePSF35 : Thirty-Five Professional Service Firm Marks of Excellence

182 1. CRYSTAL CLEAR POINT OF VIEW The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: If you cant explain your position in eight (E very Practice Group: If you cant explain your position in eight words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small Uneconomic Clients with Big Aims the World) 6. Small Uneconomic Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: Dent the UniverseSteve Jobs) 9. Fire-on-the-spot Anyone Who Says, Law/Architecture/Consulting/ UniverseSteve Jobs) 9. Fire-on-the-spot Anyone Who Says, Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a commodity I-banking/ Accounting/PR/Etc. has become a commodity 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) RADICAL WORD (IDEA) RADICAL

183 Do good (excellent?!) work Make a lot of money ????? Do good (excellent?!) work Make a lot of money

184 Pointed Point of View!

185 R.POV8 R.POV8* *Remarkable Point Of View/8 Words or less/If you cant state your position in eight words or less you dont have a position.SG

186 back of a business card, If you cant write your movie idea on the back of a business card, you aint got a movie. Samuel Goldwyn

187 11. Always team with client: full partners in achieving memorable results (Wanted: Chimeras of Moonstruck Minds!) 12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project 13. Client Team Members routinely declare that working with us was the Peak Experience of my Career 14. The jobs not done until implementation is % complete (Those who dont get it must go) 15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED CULTURE CHANGE 16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (Teach a man to fish …) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE? The PSF35: The Client Experience 11. Always team with client: full partners in achieving memorable results (Wanted: Chimeras of Moonstruck Minds!) 12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project 13. Client Team Members routinely declare that working with us was the Peak Experience of my Career 14. The jobs not done until implementation is % complete (Those who dont get it must go) 15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED CULTURE CHANGE 16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (Teach a man to fish …) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?

188 Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution The business of selling is not just about matching viable solutions to the customers that require them. Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution.* (*E.g.: CRM failure rate/Gartner: 70%) Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

189 UniCredit Group/ UniCredito Italiano* ** 3 rd party measurement Customer-initiated measurement Primary $$$$ incentives Factories Primary Corporate Initiative Etc *#13 **TP/#1

190 18. TALENT FANATICS (Best-Coolest place to work) (PERIOD) 19. EYE FOR THE PECULIAR (Hiring: Go beyond same old, The PSF35: The People & The Leadership 18. TALENT FANATICS (Best-Coolest place to work) (PERIOD) 19. EYE FOR THE PECULIAR (Hiring: Go beyond same old, same old) 20. Early Opportunities (vs. Wait your turn) 21. Up or Out (Based on Legacy/Mentoring as much as same old) 20. Early Opportunities (vs. Wait your turn) 21. Up or Out (Based on Legacy/Mentoring as much as Billings/Rainmaking) 22. Slide the Old Aside/Make Room for Youth (Find oldsters Billings/Rainmaking) 22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?) 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO new roles?) 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #R [R = Retirement] 24. Office/Practice Leaders Evaluated Primarily on DAY #R [R = Retirement] 24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills Mentoring-Team Building Skills 25. A PROPRIETARY TALENT DEVELOPMENT PROCESS (GE) 26. Team Leadership Skills Valued Early 27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views and to Infuse Different Views

191 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My life is The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My life is my messageGandhi) my messageGandhi) 29. Excellence+ in EXECUTION … % of the Time (No such thing as a small sins/World Series Ring to (No such thing as a small sins/World Series Ring to the Batboy!) 30. Drop everything/Swarm to Support a Harried-On the Batboy!) 30. Drop everything/Swarm to Support a Harried-On The Verge Team 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR The Verge Team 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEIL CIRQUE DU SOLEIL 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS) 33. Web (Technology) Obsession 34. BRAND/LOVEMARK MANIACS (Organize Around a Point of View Worth BROADCASTING: You must be the of View Worth BROADCASTING: You must be the change you wish to see in the worldGandhi) change you wish to see in the worldGandhi) 35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as much a place at the Head Table in a PSF as in a much a place at the Head Table in a PSF as in a widgets factory: You cant behave in a calm, rational widgets factory: You cant behave in a calm, rational manner. Youve got to be out there on the lunatic manner. Youve got to be out there on the lunatic fringeJack Welch) fringeJack Welch)

192 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My life The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My life is my messageGandhi) is my messageGandhi) 29. Excellence+ in EXECUTION … % of the Time 30. Drop everything/Swarm to Support a Harried-On The Verge Team 31. SPEND ON R&D LIKE A TECH FIRM. The Verge Team 31. SPEND ON R&D LIKE A TECH FIRM. 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS) Chiat Day, IDEO, old EDS) 33. BRAND MANIACS (Organize Around a Point of View Worth BROADCASTING) BROADCASTING) 34. PASSION! ENTHUSIASM! 35. EXCELLENCE. ALWAYS.

193 Counselor Trusted Advisor PSF Nirvana Counselor Trusted Advisor

194 PSF Answer: PSF

195 PSF + BY + WP = VA

196 PSF + BY + WP + DD + E = UVA

197

198 PSF BY WP DD E UVA PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) = UVA (Unassailable Value-Added)

199 PSF Answer: PSF

200 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/2004

201

202 Flagship of BestBuy Wholesale Solutions Strategy Makeover. I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by BestBuy. IV. Flagship of BestBuy Wholesale Solutions Strategy Makeover.

203 Integrity. Quality. Continuous Improvement. Superior Service (Exceeds Expectations.) Completely Satisfactory Transaction. Smooth Evolution. Market Share. Dramatic Difference! Disruptive! Insanely Great! (Quality++++) Life-(Industry-)changing Experience! Game-changing! WOW! Surprise! Delight! Breathtaking! Punctuated Equilibrium! Market Creation! Static/Imitative Integrity. Quality. Continuous Improvement. Superior Service (Exceeds Expectations.) Completely Satisfactory Transaction. Smooth Evolution. Market Share. Dynamic/Different Dramatic Difference! Disruptive! Insanely Great! (Quality++++) Life-(Industry-)changing Experience! Game-changing! WOW! Surprise! Delight! Breathtaking! Punctuated Equilibrium! Market Creation!

204 EXCELLENCE = Flawless EXECUTION + Continuous IMPROVEMENT + Brilliantly Trained PEOPLE Gamechanging QUESTS + WEIRD Rosters + GASPWORTHY Results EXCELLENCE = Flawless EXECUTION + Continuous IMPROVEMENT + Brilliantly Trained PEOPLE + Gamechanging QUESTS + WEIRD Rosters + GASPWORTHY Results

205 EXCELLENCE. ATTITUDE. TRANSFORMATION. PSF.

206 Principal Engine of Value Added Are you the …Principal Engine of Value Added *E.g.: Your R&D budget as robust as the New Products team?

207 Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive Customer Experience Director Fleet Manager Rolling Stock Cost Minimization Officer vs/or Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive Customer Experience Director (via drivers)

208 Full Partner- Leader in Lifetime Value-added Maximization Purchasing Officer Thrust #1: Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner- Leader in Lifetime Value-added Maximization ? (*Lopez: Arguably Villain #1 in GM tragedy/Anon VSE-Spain)

209 Full-scale, Accountable Member-Partner of XYZ Hospitals Senior Healing-Services Team HCare CIO : Technology Executive (workin in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitals Senior Healing-Services Team (who happens to be a techie)

210 Financial Services Make dealers successful so they CAN pay Trek is the commercial financial Company 12 employees Oversee peak AR of $160M Identify opportunities Profit Center Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments PSF Transformation: Credit Department/Trek Was Is Credit Dept Financial Services Hammer on dealers until Make dealers successful so they they pay CAN pay AR sold to 3 rd party Trek is the commercial financial commercial co. Company 23 employees 12 employees Oversee peak AR of $70M Oversee peak AR of $160M Identify risky dealers Identify opportunities Cost Center Profit Center No products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments Source: John Burke/

211 <$20 Trapper: <$20 per beaver pelt. Source: WSJ

212 WDCP*: $150 to remove problem beaver; $750- $1,000 for flood-control piping … so that beavers can stay. WDCP*: $150 to remove problem beaver; $750- $1,000 for flood-control piping … so that beavers can stay. * Wildlife Damage-control Professional Source: WSJ

213 WOW! The WOW! Project.

214 Lets make a dent in the universe! Lets make a dent in the universe! Steve Jobs

215 WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!) Your Current Project? 1. Another days work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)

216 Astonish me! Build something great! Make it immortal! Astonish me! (S.D). Build something great! (H.Y.). Make it immortal! (D.O.)

217 If you are not prepared to be fired over your beliefs … you are working on the wrong project. If you are not prepared to be fired over your beliefs … you are working on the wrong project.TP

218 Will you actually remember it as worthwhile 10 years from now? Will you actually remember it as worthwhile 10 years from now? S.H.

219 You! = Your Project Portfolio!

220 A position is not an accomplishment. A position is not an accomplishment. TP

221 WOW! WOW! Projects: Nuts & Bolts (a few)

222 Playmate!* Playpen! Playmate!* Playpen! *Can be Client, supplier … as well as Insider

223 Playmate!* Playpen! Prototype! Playmate!* Playpen! Prototype! *Can be Client, supplier … as well as Insider

224 F.F.F.F. Where to look for Playmates: F.F.F.F. (Find a Fellow Freak Faraway)

225 : The Sri Lanka Stratagem Forward, march: The Sri Lanka Stratagem

226 BIG BIG BIG UP Where NOT to look for Playmates: BIG Division, BIG Customer, BIG Vendor, UP

227 the most valuable core competence Culture of Prototyping Effective prototyping may be the most valuable core competence an innovative organization can hope to have. Michael Schrage

228 Prototype mania/ maniac!*

229 THE PROJECT 50

230 WOW! Projects Epidemic: Demos, Heroes, Stories! Starting a WOW! Projects Epidemic: Demos, Heroes, Stories!

231 Ordering Systemic Change is a Waste of Time! Premise: Ordering Systemic Change is a Waste of Time!

232 To create lasting change, find these areas of positive deviance and fan the flames. Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames. Richard Tanner Pascale & Jerry Sternin, Your Companys Secret Change Agents, HBR

233 I look for things that went right, and try to build off them. Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them. Bob Stone (Mr ReGo)

234 Demos! Heroes! Stories!

235 the effective communication of a story. Demo = Story A key – perhaps the key – to leadership is the effective communication of a story. Howard Gardner, Leading Minds: An Anatomy of Leadership

236 Best story wins!

237 Demos & Models (Model Installations, ReGo Labs)/ Heroes (mostly extant: burned to reinvent govt)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors / Support Groups / End RunsPull Strategy (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field Real People Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loopsact before the bad guys can react) C.f., Bob Stone, Lessons from an Uncivil Servant REAL Org Change: Demos & Models (Model Installations, ReGo Labs)/ Heroes (mostly extant: burned to reinvent govt)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors / Support Groups / End RunsPull Strategy (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field Real People Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loopsact before the bad guys can react) C.f., Bob Stone, Lessons from an Uncivil Servant

238 JKC 1. Scour for renegades; wine & dine. 2. Go outside for funds.

239 JKC

240 Make your own McKinsey Make your own McKinsey (AP)

241 (The Parallel Universe Strategy) Build a School on top of a school/Continuing- Exec Ed (The Parallel Universe Strategy)

242 Stories … Paint me a picture … Story infrastructure … Demos … Quick prototypes … Experiments … Heroes … Renegades … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stones Rules … JKCs Rules

243 Tempo: He who has the quickest O.O.D.A. Loops* wins! Tempo: He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. / Col. John Boyd

244 Be(very)ware genetic constraints (historys looong arm) You must do Gandhi Hire weird (fulltime or temp) Find the extant crazies (troll for them via offers to join weird project teams) Create a (quiet) Crazies Club/Keep extendin the Web Create boondocks projects by the truckload (with partners of every flavor) Understand: Yours is a protection racket Sky High Standards!! (Theres a deadly serious reason for all thislife or death) TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway; Kelly Johnson; John Boyd Subversive Change Be(very)ware genetic constraints (historys looong arm) You must do Gandhi Hire weird (fulltime or temp) Find the extant crazies (troll for them via offers to join weird project teams) Create a (quiet) Crazies Club/Keep extendin the Web Create boondocks projects by the truckload (with partners of every flavor) Understand: Yours is a protection racket Sky High Standards!! (Theres a deadly serious reason for all thislife or death) TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway; Kelly Johnson; John Boyd

245 Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has. Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has. Margaret Mead

246 Yes! Work with him/her to re-frame their principal project to the point that their ego is fully engaged and it becomes something of a life compulsion. SP: But can you turn a defensive player into an offensive player? TP: Yes! Work with him/her to re-frame their principal project to the point that their ego is fully engaged and it becomes something of a life compulsion. * * If you and I had $150K in the bank and on the line and the day before the opening the Fire Inspector …

247 EXCELLE ALWAYS.


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