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Luxottica Retail Group 2002. 2002 objectives 73% 82% +5% 17% 73% 82% +5% 17% 73% 40% +10% 16% 73% 40% +10% 16%

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Presentation on theme: "Luxottica Retail Group 2002. 2002 objectives 73% 82% +5% 17% 73% 82% +5% 17% 73% 40% +10% 16% 73% 40% +10% 16%"— Presentation transcript:

1 Luxottica Retail Group 2002

2 2002 objectives 73% 82% +5% 17% 73% 82% +5% 17% 73% 40% +10% 16% 73% 40% +10% 16%

3 Leadership at Luxottica Retail Group

4 RTB Leadership Team

5 RTB Leadership Team Field communications

6 definitions leadership courage whats possible communication focus laser focus visibility

7 definitions leadership courage Boldly lead your team See it, own it, solve it, do it Deliver good and bad news, up & down Resolve conflict – build clean relationships Do whats right, stand alone when necessary Support the organizations strategic intent Boldly lead your team See it, own it, solve it, do it Deliver good and bad news, up & down Resolve conflict – build clean relationships Do whats right, stand alone when necessary Support the organizations strategic intent

8 definitions whats possible Dare to dream, believe in your team Make the ordinary extrordinary Eliminate self imposed limitations Lead with vision and passion Execution and implementation are key Bust paradigms, break through barriers Inspire a belief in the impossible Dare to dream, believe in your team Make the ordinary extrordinary Eliminate self imposed limitations Lead with vision and passion Execution and implementation are key Bust paradigms, break through barriers Inspire a belief in the impossible

9 definitions communication focus Communicate what and why Share information for power and action If you dont know – go find out Communicate the vision and objectives Pursue upward communication, listen Create a dialogue with your constituents Communicate what and why Share information for power and action If you dont know – go find out Communicate the vision and objectives Pursue upward communication, listen Create a dialogue with your constituents

10 LensCrafters is the most successful niche retailer in this country over the last ten years Boyd Clarke

11 My worst fear is that we will start believing the great press were getting Gary Tooker

12 Uncertainty: We dont know when things will get back to normal. Ambiguity: We no longer know what normal means.

13 There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate. Steve Case

14 prior 900 years 1900s: 1 st 20 years > 1800s 2000: 10 years for paradigm shift 21 st century: 1000X tech change than 20 th century (the Singularity, a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history) Ray Kurzweil

15 1 day in 2001 = Years trade in 1949, global calls in 1984. Source: Charles Handy, The Elephant and the Flea

16 If the rate of change inside the organization is not greater than the rate of change outside the organization, then the end is near. Jack Welch General Electric

17 Our military structure today is essentially one developed and designed by Napoleon. Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

18 In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that dont talk to each other. Boston Globe (09.30.2001)

19 From: Weapon v. Weapon To: Org structure v. Org structure

20 Companies have defined so much best practice that they are now more or less identical. Jesper Kunde, A Unique Moment

21 Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. Clayton Christensen, The Innovators Dilemma

22 Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership. Peter Drucker

23 25 years of change... Strategically Focused Data Driven Dialogue Rich Implementation Centered

24 Healthcare... Golden Age of Patient-centric, Genetics-driven Healthcare Looms! Current status: 90K killed and 2M injured p.a. in hospitals. 85% treatments unproven. Cure depends on locale in which treated. 50% prescriptions not work. IS primitive. Accountability & measurement nil. And everybodys mad and feels powerless: docs, patients, nurses, insurers, employers, hospital administrators and staff.

25 ... still miles of slack in the system

26 WOW! Projects

27

28 inventing the new world of work requires

29 www.tompeters.com/training/slides boydclarke@tompeters.com 2002


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