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LONG Tom Peters Sustaining EXCELLENCE ! Jabil Circuit/Officers Meeting 2013 TradeWinds Resort/St. Pete Beach/02 May 2013 tompeters.com/excellencenow.com)

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1 LONG Tom Peters Sustaining EXCELLENCE ! Jabil Circuit/Officers Meeting 2013 TradeWinds Resort/St. Pete Beach/02 May 2013 tompeters.com/excellencenow.com) tompeters.com/excellencenow.com)

2 I am often asked …I am often asked …

3 I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, The answer seems obvious …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 … Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

4 Buy a very large one and just wait.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

5 Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that NONE of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times

6 Its just a fact: Survivors underperform. Dick Foster

7 Data drawn from the real world attest to a fact that is beyond our control: Norberto Odebrecht, Education Through Work Data drawn from the real world attest to a fact that is beyond our control: Everything in existence tends to deteriorate. Norberto Odebrecht, Education Through Work

8 Dick Kovacevich: You dont get better by being bigger. You get worse.

9 Conrad Hilton, at a gala celebrating his career …

10 Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, His answer … Conrad Hilton, at a gala celebrating his career, was called to the podium and asked,What were the most important lessons you learned in your long and distinguished career? His answer …

11 Remember to tuck the shower curtain inside the bathtub. Remember to tuck the shower curtain inside the bathtub.

12 Sports: You beat yourself!

13 Execution is strategy. Fred Malek

14 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

15 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

16 (1) Sum of Projects = Goal (Vision) (2) Sum of Milestones = Project (3) Rapid Review + Truth-telling = Accountability/ Adjustment (1) Sum of Projects = Goal (Vision) (2) Sum of Milestones = Project (3) Rapid Review + Truth-telling = Accountability/ Adjustment

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

18 Costco figured out the big, simple things and executed with total fanaticism. Charles Munger, Berkshire Hathaway

19 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 is because they try to be clever. Napoleon

20 EXCELLENCE IN EXECUTION = DEEPEST BLUE OCEAN

21 Really First Things Before First Things

22 If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

23 People leave managers not companies. Dave Wheeler

24 Suggested addition to your statement of Core Values: We are obsessed with developing a cadre of 1st line managers that is second to nonewe understand that this cadre per se is arguably one of our top two or three most important Strategic Assets.

25 Really First Things Before First Things

26 XFX = #1* *Cross-Functional eXcellence

27 Never waste a lunch! Never waste a lunch!

28 % XF lunches* * Measure! Monthly! Part of evaluation! [The PAs Club.]

29 XFX/Typical Social Accelerators XFX/Typical Social Accelerators 1. EVERYONEs [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. Do lunch with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (Its one helluva sign of... GIVE-A-DAMN- ism.) 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present cool stuff from their world to your group. (Useful. Mark of respect.) 5. PROACTIVELY SEEK EXAMPLES OF TINY ACTS OF XFX TO ACKNOWLEDGEPRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an of Thanks for some sort of XFX gesture by your folks and some other functions folks.) 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an Annual All-Star Supporters [from other groups] Banquet modeled after superstar salesperson banquets.

30 Present counterparts in other functions recognition/awards for service to your group: Tiny awards at least weekly. An Annual All-Star Supporters [from other groups] Banquet modeled after [and equivalent to!] superstar salesperson banquets.

31 XFX/: Typical Social Accelerators XFX/: Typical Social Accelerators 16. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The XFX Performance should be among the Top 3 items in all managers evaluations.) 17. Every functional unit should have strict and extensive measures of customer satisfaction based on evaluations from other functions of its usefulness and effectiveness and value-added to the enterprise as a whole. 18. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 19. Deep dip. Dive three levels down in the organization to fill a senior role with some one who has been noticeably pro-active on adding value via excellent cross-functional integration. 20. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal successin terms of organizational career, freelancer/Brand You, or as entrepreneur. 21. Excellence! There is a State of XF Excellence per se. Talk it up constantly. Pursue it. Aspire to nothing less.

32 Formal evaluations. Everyone, starting with the receptionist, should have a significant XFX rating component in their evaluation. (The XFX Performance should be among the Top 3 items in all managers evaluations.)

33 ALL HAIL … THOSE WHO HELP!

34 THEY ALL GOTTA SEE THE ONE WHO SACRIFICED ONE WHO SACRIFICED TO HELP SOMEONE TO HELP SOMEONE GET IMMEDIATE FEEDBACK- KUDOS. (PERHAPS MORE RECOGNITION THAN THE PRINCIPAL DOER.) GET IMMEDIATE FEEDBACK- KUDOS. (PERHAPS MORE RECOGNITION THAN THE PRINCIPAL DOER.)

35 Suggested addition to your statement of Core Values: We will not rest until seamless cross-functional integration/communication has become our primary source of value-added. EXCELLENCE in cross- functional integration shall become a daily operational passion for 100% of us.

36 ONE Act of XFX Enhancement every day!

37 Case

38 … hundreds of times better here …

39 William Mayo, 1910, on the Clinics Two Core Values: Patient-centered care Team medicine (medicine as a co- operative science) Source: Leonard Berry & Kent Seltman, Orchestrating the Clues of Quality, Chapter 7 from Management Lessons From Mayo Clinic

40 I am hundreds of times better here [than I am hundreds of times better here [than in my prior hospital assignment] because of the support system. Its like you are working in an organism; you are not a single cell when you are out there practicing. quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, in my prior hospital assignment] because of the support system. Its like you are working in an organism; you are not a single cell when you are out there practicing. quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic

41 WOW !! Observed closely: The use of I or we during a job interview. job interview. Source: Leonard Berry & Kent Seltman, chapter 6, Hiring for Values, Management Lessons From Mayo Clinic

42 Really First Things Before First Things

43 The doctor interrupts after …* after …* *Source: Jerome Groopman, How Doctors Think

44 18 …

45 18 … seconds!

46 [An obsession with] Listening is... the ultimate mark of Respect. of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that grow. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organization effectiveness.) organization effectiveness.)[cont.]

47 Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customers Business. Listening is... Service. Listening is... the engine of Network development. Listening is... the engine of Network maintenance. Listening is... the engine of Network expansion. Listening is... Social Networkings secret weapon. Listening is... Learning. Listening is... the sine qua non of Renewal. Listening is... the sine qua non of Creativity. Listening is... the sine qua non of Innovation. Listening is... the core of taking diverse opinions aboard. Listening is... Strategy. Listening is... Source #1 of Value-added. Listening is... Differentiator #1. Listening is... Profitable.* (*The R.O.I. from listening is higher than from any other single activity.) from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE! EXCELLENCE!

48 If you agree with the above, shouldnt listening be... a Core Value? If you agree with the above, shouldnt listening be... perhaps Core Value #1?* (*We are Effective Listeners we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.) If you agree, shouldnt listening be... a Core Competence? If you agree, shouldnt listening be... Core Competence #1? If you agree, shouldnt listening be... an explicit agenda item at every Meeting? If you agree, shouldnt listening be... our Strategyper se? (Listening = Strategy.) If you agree, shouldnt listening be... the #1 skill we look for in Hiring (for every job)?

49 Listen = Profession = Study = practice = evaluation = Enterprise value

50 Really First Things Before First Things

51 Whine all you want, but meetings are what you [boss] do! are what you [boss] do!

52 Meetings = #1 leadership opportunity

53 Meeting: Every meeting that does not stir the imagination and curiosity of attendees and increase bonding and co- operation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity.

54 Tom Peters Sustaining EXCELLENCE ! Jabil Circuit/Officers Meeting 2013 TradeWinds Resort/St. Pete Beach/02 May 2013 tompeters.com/excellencenow.com) tompeters.com/excellencenow.com)

55 1.

56 Business has to give people enriching, rewarding lives … or it's simply not worth doing. Richard Branson

57 You have to treat your employees like customers. Herb Kelleher, upon being asked his secret to success Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer, on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American Airlines pilots were picketing AAs Annual Meeting)

58 "When I hire someone, that's when I go to work for them. John DiJulius, "What's the Secret to Providing a World-class Customer Experience"

59 Employees who don't feel significant rarely make significant contributions. Mark Sanborn

60 I didnt have a mission statement at Burger King. I had a dream. Very simple. It was something like,Burger King is 250,000 people, every one of whom gives a shit. Every one. Accounting. Systems. Not just the drive through. Everyone is in the brand. Thats what were talking about, nothing less. Barry Gibbons

61 Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

62 "If you want staff to give great service, give great service to staff." "If you want staff to give great service, give great service to staff." Ari Weinzweig, Zingerman's

63 EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies

64 No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success. Marcus Buckingham, The One Thing You Need to Know

65 Brand = Talent.

66 To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

67 Leadersdo people. Period. Anon.

68 Oath of Office: Managers/Servant Leaders Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the haul is a product of brilliantly serving, over the long haul, the people who serve the customer. people who serve the customer. Hence, our job as leadersthe alpha and the omega and everything in betweenis abetting the sustained growth and everything in betweenis abetting the sustained growth and success and engagement and enthusiasm and commitment to success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. serve the ultimate customer. Weleaders of every stripeare in the Human Growth and Development and Success and Aspiration to Excellence Development and Success and Aspiration to Excellence business. business. We [leaders] only grow when they [each and every one of our colleagues] are growing. growing. We [leaders] only succeed when they [each and every one of our colleagues] are succeeding. are succeeding. We [leaders] only energetically march toward Excellence when they [each and every one of our colleagues] are energetically marching they [each and every one of our colleagues] are energetically marching toward Excellence. toward Excellence.Period.

69 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

70 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

71 3 People

72 The ONE Question: In the last year [3 years, current job], name the … three people … whose growth youve most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain … in painstaking detail … your development strategy in each case. Please tell me your biggest development disappointmentlooking back, could you or would you have done anything differently? Please tell me about your greatest development triumphand disasterin the last five years. What are the three big things youve learned about helping people grow along the way?

73 2/year = legacy.

74 Promotion Decisions life and death decisions Source: Peter Drucker, The Practice of Management

75 A man should never be promoted to a managerial position if his vision focuses on peoples rather than on their. Peter Drucker, The Practice of Management A man should never be promoted to a managerial position if his vision focuses on peoples weaknesses rather than on their strengths. Peter Drucker, The Practice of Management

76 Andrew Carnegies Tombstone Inscription … Here lies a man Who knew how to enlist In his service Better men than himself. Source: Peter Drucker, The Practice of Management

77 The leaders of Great Groups … love talent … and know where to find it. They … revel in … the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius

78 Les Wexner: From sweaters to people!* *Limited Brands founder Les Wexner queried on astounding long- term successsaid, in effect, it happened because he got as excited about developing people as he had been about predicting fashion trends in his early years as excited about developing people as he had been about predicting fashion trends in his early years

79 Unremarkable except for RESULTS: Superb people developer (her/his folks invariably amazed at what amazed at what theyve accomplished!)

80 70 Cents

81 In short, hiring is the most important aspect of business and yet remains woefully misunderstood. In short, hiring is the most important aspect of business and yet remains woefully misunderstood. Source: Wall Street Journal, , review of Who: The A Method for Hiring, review of Who: The A Method for Hiring, Geoff Smart and Randy Street

82 Development can help great people be even better but if I had a dollar to spend, Id spend 70 cents getting the right person in the door. Paul Russell, Director, Leadership and Development, Google Development can help great people be even better but if I had a dollar to spend, Id spend 70 cents getting the right person in the door. Paul Russell, Director, Leadership and Development, Google

83 When assessing candidates, the first thing I looked for was energy and enthusiasm for execution: Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played or does she keep wandering back to strategy or philosophy? Larry Bossidy, Execution When assessing candidates, the first thing I looked for was energy and enthusiasm for execution: Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played or does she keep wandering back to strategy or philosophy? Larry Bossidy, Execution

84 C-level? C-level?

85 In the Army, 3-star generals worry about training. In most businesses, it's a ho hum mid-level staff function.

86 Why is intensive- extensive training obvious for the army & navy & sports teams & performing arts groupsbut for the average business? Why is intensive- extensive training obvious for the army & navy & sports teams & performing arts groupsbut not for the average business?

87 I would hazard a guess that most CEOs see IT investments as a strategic necessity, but see training expenses as a necessary evil.

88 (1) Training merits C-level status! C-level status! (2) Top trainers should be paid a kings be paid a kings ransomand be of ransomand be of the same caliber as the same caliber as top marketers or top marketers or researchers. researchers.

89 No company ever Expended too much thought/Effort/ $$$$ on training!* *ESPECIALLY … small company

90 training, TRAINING and M-O-R-E T-R-A-I-N-I-N-G T-R-A-I-N-I-N-G CINCPAC Nimitz to CNO King/actual emphasis in written communication /1943/on #1 need for U.S. Navy in South Pacific

91 Heroism: Training > Patriotism

92 2X 2X

93 TP: TP: How to throw $500,000 into the sea in one easy lesson!!

94 PEOPLE! PEOPLE!

95 2X 2X Source: Container Store/Goal: increase average sale per shopper

96 The Memories That Matter.

97 The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside stellar accomplishments inside or outside the company. the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. create stellar institutions of their own. The long shots (people with a certain something) you bet on who surprised themselvesand your peers. surprised themselvesand your peers. The people of all stripes who 2/5/10/20 years later say You made a difference in my life, later say You made a difference in my life, Your belief in me changed everything. Your belief in me changed everything. The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.) apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to The supercharged camaraderie of a handful of Great Teams aiming to change the world. change the world.

98 The Memories That Matter The Memories That Matter Belly laughs at some of the stupid-insane things you and your mates tried. tried. Less than a closet full of I should have … A frighteningly consistent record of having invariably said, Go for it! invariably said, Go for it! Not intervening in the face of considerable lossrecognizing that to develop top talent means tolerating failures and allowing the develop top talent means tolerating failures and allowing the person who screwed up to work their own way through and out of person who screwed up to work their own way through and out of their self-created mess. their self-created mess. Dealing with one or more crises with particular/memorable aplomb. Demanding … CIVILITY … regardless of circumstances. Turning around one or two or so truly dreadful situationsand watching almost everyone involved rise to the occasion (often to watching almost everyone involved rise to the occasion (often to their own surprise) and acquire a renewed sense of purpose in the their own surprise) and acquire a renewed sense of purpose in the process. process. Leaving something behind of demonstrable-lasting worth. (On short as well as long assignments.) well as long assignments.)

99 The Memories That Matter The Memories That Matter Having almost always (99% of the time) put Quality and Excellence ahead of Quantity. (At times an unpopular approach.) ahead of Quantity. (At times an unpopular approach.) A few critical instances where you stopped short and could have done morebut to have done so would have compromised your and done morebut to have done so would have compromised your and your teams character and integrity. your teams character and integrity. A sense of time well and honorably spent. The expression of simple human kindness and considerationno matter how harried you may be/may have been. matter how harried you may be/may have been. Understood that your demeanor/expression of character always set the toneespecially in difficult situations. the toneespecially in difficult situations. Never (rarely) let your external expression of enthusiasm/ determination flagthe rougher the times, the more your expressed determination flagthe rougher the times, the more your expressed energy and bedrock optimism and sense of humor showed. energy and bedrock optimism and sense of humor showed. The respect of your peers. A stoic unwillingness to badmouth otherseven in private.

100 The Memories That Matter The Memories That Matter An invariant creed: When something goes amiss, The buck stops with me; when something goes right, it was their doing, not yours. me; when something goes right, it was their doing, not yours. A Mandela-like naïve belief that others will rise to the occasion if given the opportunity. rise to the occasion if given the opportunity. A reputation for eschewing the trappings of power. (Strong self- management of tendencies toward arrogance or dismissiveness.) management of tendencies toward arrogance or dismissiveness.) Intense, even driven … but not to the point of being careless of others in the process of forging ahead. in the process of forging ahead. Willing time and again to be surprised by ways of doing things that are inconsistent with your certain hypotheses. inconsistent with your certain hypotheses. Humility in the face of others, at every level, who know more than you about the way who know more than you about the way things really are. things really are. Bit your tongue on a thousand occasionsand listened, really really listened. (And been constantly delighted when, as a result, you really listened. (And been constantly delighted when, as a result, you invariably learned something new and invariably increased your invariably learned something new and invariably increased your connection with the speaker.) connection with the speaker.)

101 The Memories That Matter The Memories That Matter Unalloyed pleasure in being informed of the fallaciousness of your beliefs by someone 15 years your junior and several rungs below you beliefs by someone 15 years your junior and several rungs below you on the hierarchical ladder. on the hierarchical ladder. Selflessness. (A sterling reputation as a guy always willing to help out with alacrity despite personal cost.) with alacrity despite personal cost.) As thoughtful and respectful, or more so, toward thine enemies as toward friends and supporters. toward friends and supporters. Always and relentlessly put at the top of your list/any list being first and foremost of service to your list being first and foremost of service to your internal and external constituents. (Employees/Peers/ internal and external constituents. (Employees/Peers/ Customers/Vendors/Community.) Customers/Vendors/Community.) Treated the term servant leadership as holy writ. (And preached servant leadership to othersnew non-managerial hire or old servant leadership to othersnew non-managerial hire or old pro, age 18 or 48.) pro, age 18 or 48.)

102 The Memories That Matter The Memories That Matter Created the sort of workplaces youd like your kids to inhabit. (Explicitly conscious of this Would I want my inhabit. (Explicitly conscious of this Would I want my kids to work here? litmus test.) kids to work here? litmus test.) A certifiable nut about quality and safety and integrity. (More or less regardless of any costs.) less regardless of any costs.) A notable few circumstances where you resigned rather than compromise your bedrock beliefs. compromise your bedrock beliefs. Perfectionism just short of the paralyzing variety. A self- and relentlessly enforced group standard of EXCELLENCE-in-all-we-do/EXCELLENCE in our EXCELLENCE-in-all-we-do/EXCELLENCE in our behavior toward one another. behavior toward one another.

103 Joe J. Jones 1942 – 2010 Net Worth $21,543,672.48

104 Not.

105 2.

106 Excellence1982: The Bedrock Eight Basics 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 Properties

107 Breakthrough 82* People! People!Customers!Action!Values! *In Search of Excellence

108 Hard is Soft. Soft is Hard.

109 Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard.

110 Why in the World did you go to Siberia ? go to Siberia ?

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

112 Excellence Excellence

113 At a party …

114 At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds …

115 At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds … Yes, but I have something he will never have … Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group) Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)

116 At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds … Yes, but I have something he will never have … enough. enough. Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group) Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)

117 Too Much Cost, Not Enough Value Too Much Speculation, Not Enough Investment Too Much Complexity, Not Enough Simplicity Too Much Counting, Not Enough Trust Too Much Business Conduct, Not Enough Professional Conduct Too Much Salesmanship, Not Enough Stewardship Too Much Focus on Things, Not Enough Focus on Commitment Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values Too Much Success, Not Enough Character Source: Chapter titles from Jack Bogle, Enough.

118

119 3.

120 In Search of Excellence /1982: The Bedrock Eight Basics 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 Properties

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

122 Burt Rutan wasnt a fighter jock; he was an engineer who had been asked to figure out why the F-4 Phantom was flying pilots into the ground in Vietnam. While his fellow engineers attacked such tasks with calculators, Rutan insisted on considering the problem in the air. A near-fatal flight not only led to a critical F-4 modification, it also confirmed for Rutan a notion he had held ever since he had built model airplanes as a child. The way to make a better aircraft wasnt to sit around perfecting a design, it was to get something up in the air and see what happens, then try to fix whatever goes wrong. Eric Abrahamson & David Freedman, Chapter 8, Messy Leadership, from A Perfect Mess: The Hidden Benefits of Disorder

123 1 /45

124 Lesson45: WTTMSW

125 WHOEVERTRIESTHEMOSTSTUFFWINS

126 Better yet: WTTMSTFW

127 WHOEVERTRIESTHEMOSTSTUFFTHEFASTESTWINS

128 Better yet: WTTMS(ASTMSU)TFW

129 WHOEVERTRIESTHEMOSTSTUFF (AND SCREWSTHEMOSTSTUFF UP) THEFASTESTWINS

130 TRY IT. TRY IT. TRY IT.

131 Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It. Try It.

132 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 # 5. By the time our rivals are ready with wires and screws, we are on version #10. It gets back to planning versus acting: We act from day one; others plan how to planfor months. Bloomberg by Bloomberg

133 Culture of Prototyping Effective prototyping may be THE MOST VALUABLE CORE COMPETENCE an innovative organization can hope to have. Michael Schrage

134 DEMO OR DIE! OR DIE! Source: This was the approach championed by Nicholas Negroponte which vaulted his MIT Media Lab to the forefront of IT-multimedia innovation. It was his successful alternative to the traditional MIT-academic publish or perish. Negropontes rapid-prototyping version was emblematic of the times and the pace and the enormity of the opportunity. (NYTimes/ )

135 DEMO. NOW. OR.DIE.

136 mean-time- to-prototype Source: Sony, via Michael Schrage

137 WhoeverCreatesTheQuickestPrototypesWins

138 You cant be a serious innovator unless and until you are ready, willing and able to seriously play.Serious play is not an oxymoron; it is the essence of innovation. Michael Schrage, Serious Play

139 EXPERIMENT FEARLESSLY Tactic #1 RELENTLESS TRIAL AND ERROR Source: Wall Street Journal, cornerstone of effective approach to rebalancing company portfolios in the face of changing and uncertain global economic conditions ( ) EXPERIMENT FEARLESSLY Source: BusinessWeek, Type A Organization Strategies: How to Hit a Moving Target Tactic #1 RELENTLESS TRIAL AND ERROR Source: Wall Street Journal, cornerstone of effective approach to rebalancing company portfolios in the face of changing and uncertain global economic conditions ( )

140 FAIL. FORWARD. FAST. FAIL. FORWARD. FAST. High Tech CEO, Pennsylvania

141 No matter. Try again. Fail again. Fail better. Samuel Beckett

142 Read It Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

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

144 FAIL FASTER. SUCCEED SOONER. FAIL FASTER. SUCCEED SOONER. David Kelley/IDEO

145 REWARD PUNISH REWARD excellent failures. PUNISH mediocre successes. Phil Daniels, Sydney exec

146 It is not enough to tolerate failure you must celebrate failure. Richard Farson (Whoever Makes the Most Mistakes Wins)

147 I used to play pretty serious chess. Its very easy for methough I find it is difficult for a lot of peopleto recognize that a lot of the things you do are mistakes. One of the things very important to becoming a good chess player was losing a lot of games. You get to the point that when you lose a game, you dont beat yourself up. You try to learn from it. We try to encourage that attitude. Alan Trefler, CEO, Pegasystems (in Corner Office, New York Times) (in Corner Office, New York Times)

148 In business, you reward people for taking risks. When it doesnt work out you promote them because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain. Michael Bloomberg (BW/ )

149 YOU MISS 100% OF THE SHOTS YOU NEVER TAKE. WayneGretzky YOU MISS 100% OF THE SHOTS YOU NEVER TAKE. Wayne Gretzky

150 Iron Innovation Equality Law: The Quality and Quantity and Imaginativeness of Innovation [and R & D per se] … shall be the same in all functions e.g., in HR and purchasing as much as in marketing or product development.

151 3A.

152 Skunkworks* Skunk Camps Skunks Skunking *Skunkworks (my preference) or Skunk Works (Lockheed)

153 Skunkworks: 1 person for 3 months

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

155 the 1% solution* *Innovation grants, etc. Source: Scott Bedbury

156 THE PARALLEL UNIVERSE AXIOM

157 Venture fund: Gerstner/Amex, Dow/Marriott, Grove/Intel, DuPont/AI, Bedbury/ Starbucks, etc.

158 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 Pascale & Jerry Sternin, Your Companys Secret Change Agents, HBR (The late Mr. Sternin was an incredibly successful change agent in developing countries)

159 3B.

160 The Ultimate Try It Strategy: The Case for Decentralization The Case for Decentralization

161 Decentralization vs Centralization = Thats ALL There Is (from childrearing 101 to the Federalist Papers to Org.2012) Decentralization vs Centralization = Thats ALL There Is (from childrearing 101 to the Federalist Papers to Org.2012)

162 Rose gardeners face a choice every spring. The long-term fate of a rose garden depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. This represents a policy of low tolerance and tight control. You force the plant to make the maximum use of its available resources, by putting them into the the roses core business. Pruning hard is a dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will never have the biggest roses, but you have a much- enhanced chance of having roses every year. You will achieve a gradual renewal of the plant. In short, tolerant pruning achieves two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resourcesthe extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run. Arie De Geus, The Living Company

163 In short, tolerant pruning achieves two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resourcesthe extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run.

164 Resilience per se should/must become a corporate value and explicit part of business strategy!

165 Lessons from the Bees! Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Natures] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for mergings sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong. David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]

166 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 OFFAR OUT/3-SIGMA WIN *Driver: Law of Large #s

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

168 Innovation Enemy #1 I.C.D. Note 1: Inherent/Inevitable/ Immutable Centralist Drift Note 2: Jim Burkes 1-word vocabulary: No.

169 Public Enemy #1: I.C.D. Immutable Centralist Drift Once a system grows sufficiently complex and centralized, it doesnt matter how badly our best and brightest foul things up. Every crisis increases their authority, because they seem to be the only ones who understand the system well enough to fix it. Once a system grows sufficiently complex and centralized, it doesnt matter how badly our best and brightest foul things up. Every crisis increases their authority, because they seem to be the only ones who understand the system well enough to fix it. But their fixes tend to make the system even more complex and centralized, and more vulnerable to the next national-security surprise, the Ross Douthat/NYTimes next natural disaster, the next economic crisis. Ross Douthat/NYTimes

170 I do not rule Russia. Ten- thousand clerks do. Czar Nicholas I

171 "Every great cause begins as a movement, becomes a business, & eventually degenerates into a racket." Eric Hoffer

172 Help wanted: I.C.D. COPS

173 Best practice = ZERO Standard DeviationBest practice = ZERO Standard Deviation

174 4.

175 MITTELSTAND* ** MITTELSTAND* ** *agile creatures darting between the legs of the multinational monsters (Bloomberg BusinessWeek, 10.10) the multinational monsters (Bloomberg BusinessWeek, 10.10) **E.g. Goldmann Produktion

176 THE RED CARPET STORE (Joel Resnick/Flemington NJ)

177 Motueka, New Zealand Coppins Sea Anchors* * PSA/Para-sea anchors Source: Kia Ora/Air New Zealand magazine

178 Basement Systems Inc.

179 Jims Mowing Canada Jims Mowing UK Jims Antennas Jims Bookkeeping Jims Building Maintenance Jims Carpet Cleaning Jims Car Cleaning Jims Computer Services Jims Dog Wash Jims Driving School Jims Fencing Jims Floors Jims Painting Jims Paving Jims Pergolas [gazebos] Jims Pool Care Jims Pressure Cleaning Jims Roofing Jims Security Doors Jims Trees Jims Window Cleaning Jims Windscreens Note: Download, free, Jim Penmans book: What Will They Franchise Next? The Story of Jims Group

180 Retail Superstars: Inside the 25 Best Independent Stores in America by George Whalin

181 Jungle Jims International Market, Fairfield, Ohio: An adventure in shoppertainment, as Jungle Jims calls it, begins in the parking lot and goes on to 1,600 cheeses and, yes, 1,400 varieties of hot sauce not to mention 12,000 wines priced from $8 to $8,000 a bottle; all this is brought to you by 4,000 vendors. Customers come from every corner of the globe. Bronners Christmas Wonderland, Frankenmuth, Michigan, pop 5,000: 98,000-square-foot shop features the likes of 6,000 Christmas ornaments, 50,000 trims, and anything else you can name if it pertains to Christmas. Source: George Whalin, Retail Superstars

182 Be the best. Its the only market thats not crowded. From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin Independent Stores in America, George Whalin

183 5.

184 You will become like the five people you associate with the mostthis can be either a blessing or a curse. Billy Cox You will become like the five people you associate with the mostthis can be either a blessing or a curse. Billy Cox

185 The Bottleneck …The Bottleneck …

186 The Bottleneck is at the … 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 … Top of the Bottle Gary Hamel/Harvard Business Review

187 The Hang Out Axiom I: WE ARE WHAT WE EAT/WE ARE THE COMPANY WE KEEP WE KEEP

188 The We are what we eat/ We are who we hang out with Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about: Innovate, Yes or The We are what we eat/ We are who we hang out with Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about: Innovate, Yes or No

189 Measure/Manage: Portfolio Strangeness/ Quality Measure/Manage: Portfolio Strangeness/ Quality 1. Customers 2. Vendors 3. Out-sourcing Partners 4. Acquisitions 5. Purposeful Theft 6. Diversity/diversity 7. Diversity/Crowd-sourcing 8.Diversity/Weird 9.Diversity/Curiosity 10. Benchmarks 11. Calendar 12. MBWA 13. Lunch/General 14. Lunch/Other functions 15. Location/Internal 16. Location/HQ 17. Top team 18. Board

190 DONT BENCHMARK, FUTUREMARK! DONT BENCHMARK, FUTUREMARK! Impetus: The future is already here; its just not evenly distributed William Gibson

191 DONT BENCHMARK, OTHER MARK ! DONT BENCHMARK, OTHER MARK !

192 The short road to ruin is to emulate the methods of your adversary. Winston Churchill

193 EMPLOYEES: Are there in the lab these days? Source: V. Chmn., pharmaceutical house, to a lab director EMPLOYEES: Are there enough weird people in the lab these days? Source: V. Chmn., pharmaceutical house, to a lab director

194 [CEO A.G.] Lafley has shifted P&Gs focus on inventing all its own products to developing … OTHERS INVENTIONS AT LEAST HALF THE TIME. One successful example, Mr. Clean Magic Eraser, is based on a product found in an Osaka market. Fortune

195 Diverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … DIVERSITY TRUMPED ABILITY. Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and SocietiesDiverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … DIVERSITY TRUMPED ABILITY. Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies

196 Diversity … per se … is a key … maybe the key … to effective and innovative decision making.

197 Whos the most interesting person youve met in the last 90 days? How do I get in touch with them? Fred Smith

198 Once a month on, say, a Friday, invite somebody intriguing, in any field, to have lunch with your gang. Call it: Freak Fridays

199 Vanity Fair: What is your most marked characteristic? characteristic? Mike Bloomberg: Curiosity.

200 CQ/Curiosity Quotient* *Hire for it in more or less 100% slots/Promote for it

201 Do one thing every day that scares you. Do one thing every day that scares you. Eleanor Roosevelt

202 Normal = 0 for 800

203 Alas: Education [almost invariably] kills creativity

204 Every child is born an artist. The trick is to remain an artist. Picasso

205 It is nothing short of a miracle that modern methods of instruction have not yet entirely strangled the holy curiosity of inquiry. Albert Einstein

206 Human creativity is the ultimate economic resource. Richard Florida, The Rise of the Creative Class

207 Co-creation: Gamechanger! Co-creation: Gamechanger!

208

209 The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of crowdsourcing. Headline, FT

210 Rob McEwen/CEO/ Goldcorp Inc./ Red Lake Source: Rob McEwen/CEO/ Goldcorp Inc./ Red Lake GOLD Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

211 6.

212 Forget>Learn The problem is never how to get new, innovative thoughts into your mind, Dee Hock Forget>Learn The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out. Dee Hock

213 Forgetting >> Learning

214 We need a FORMAL … Forgetting Strategy.

215 7.

216 MOREMOORE

217 From: Satisfaction To: Success

218 Results are measured by the success of all those who have purchased your product or service Jan Gunnarsson & Olle Blohm, The Welcoming Leader Results are measured by the success of all those who have purchased your product or service Jan Gunnarsson & Olle Blohm, The Welcoming Leader

219 IBM

220 Lou, with all the money Ive spent with you guys, why in the hell hasnt my business been transformed?

221 IB M to I B M

222 $55B* *IBM Global Services/ Systems integrator of choice

223 Planetary Rainmaker-in-Chief! [CEO Sam] Palmisanos strategy is to expand techs borders by pushing users and 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

224 You are headed for commodity hell if you dont have services. Lou Gerstner, on IBMs coming revolution (1997)

225 UPS

226 What Can Brown Do for You? Source: ubiquitous UPS ad campaign

227 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BWUPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. ecompany.com (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers) Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BWUPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. ecompany.com (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

228 WHAT CAN BROWN DO FOR YOU? Its all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1,000 engineers who work with customers … Bob Stoffel, UPS senior exec

229 THE GIANT STALKING BIG OIL: HOW SCHLUMBERGER IS REWRITING THE RULES OF THE ENERGY GAME.: IPM [Integrated Project Management] strays from [Schlumbergers] traditional role as a service provider and moves deeper into areas once dominated by the majors. Source: BusinessWeek cover story

230 IPMs Chief: Well do just about anything an oilfield owner would want, from drilling to production.

231 A 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game. In short, Schlumberger knows how to create and run oilfields, anywhere, from drilling to fullscale production to distribution. And the nugget is hardcore, relatively small, technically accomplished, highly autonomous teams. As China and Russia, among others, make their move in energy, state run companies are eclipsing the major independents. (Chinas state oil company just surpassed Exxon in market value.) At the center of it all, abetting these new players who are edging out the Exxons and BPs, the Kings of Large-scale, Long-term Project Management wear Schlumberger overalls. At the center of the center of the Schlumberger empire is a relatively newly configured outfit, reminiscent of IBMs Global Services and UPS integrated logistics experts and even Best Buys now ubiquitous Geek Squads. The Schlumberger version of IBM Global Services is simply called IPM, for Integrated Project Management. It lives in a nondescript building near Gatwick Airport, and its chief says it will do just about anything an oilfield owner would want, from drilling to production. That is, as BusinessWeek put it, [IPM] strays from [Schlumbergers] traditional role as a service provider* and moves deeper into areas once dominated by the majors. (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.)

232 GE Enterprise Solutions* GE Enterprise Solutions delivers high-impact, integrated solutions that improve customers productivity and profitability. Enterprise Solutions helps customers compete and win in a changing global environment by combining the power of GEs intelligent technologies with its multi-industry experience and expertise. Enterprise Solutions comprises high-tech, high-growth businesses including Sensing & Inspection Technologies, Security, GE Fanuc Intelligent Platforms, and Digital Energy. The business has 17,000 customer-focused associates in more than 60 countries around the world. *from GE.com

233 Instant Infrastructure: GE Becomes a General Store for Developing Countries headline/ NYT

234 UTC/Otis + UTC/Carrier: boxes* to integrated building systems *elevators, air conditioners

235 MasterCard Advisors

236 LEAVE IT TO BEAVER.

237 <$20 Trapper: <$20 per beaver pelt. Source: WSJ

238 WDCP/WILDLIFE DAMAGE-CONTROL PROFESSIONAL: $150 to remove problem beaver; $750-$1,000 for flood-control piping … so that beavers can stay. Source: WSJ

239 Trapper = Redneck WDCP = PSF/ Professional Services Provider

240 7X to 40X for Solution [rather than service transaction]

241 8.

242 LITTLE = BIG

243 #1

244 7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.

245 #2

246 Dont like it? Dont pay. Source: Granite Rock Co.

247 #3

248 Red light flashes= -10% -10%

249 #4

250 It BEGINS (and ENDS ) in the …

251 Parking lot* *Disney

252 #5

253 National Brand/ 2-CENT candy

254 #6

255 Big carts = 1.5X 1.5X Source: Wal*Mart

256 #7

257 Bag sizes = New markets: $B $B Source: PepsiCo

258 TGR [Things Gone WRONG -Things Gone RIGHT ]

259 EXPERIENCES ARE AS DISTINCT FROM SERVICES AS SERVICES ARE FROM GOODS. EXPERIENCES ARE AS DISTINCT FROM SERVICES AS SERVICES ARE FROM GOODS. Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

260 Customers describing their service experience as superior: 8 % Companies describing the service experience they provide as the service experience they provide as superior: 80% superior: 80% Source: Bain & Company survey of 362 companies, reported in John DiJulius, What's the Secret to Providing a World-class Customer Experience?

261 Acquire vs maintain*: 5X *Recession goal: Higher market share current customers

262 C X O* *Chief e X perience Officer

263 (1) Amenable to rapid experimentation/ experimentation/ failure free (PR, $$) failure free (PR, $$) (2) Quick to implement/ Quick to Roll out Quick to Roll out (3) Inexpensive to implement/Roll out implement/Roll out (4) Huge multiplier (5) An Attitude

264 (1) Half-day/25 ideas (2) One week/5 experiments (3) One month/Select best 2 (4) days/Roll out

265 9.

266 25

267 Im always stopping by our stores at least 25 a week. Im also in other places: Home Depot, Whole Foods, Crate & Barrel. … I try to be a sponge to pick up as much as I can. … Howard Schultz Source: Fortune, Secrets of Greatness

268 MBWA Managing By Wandering Around/HP

269 50% Un- scheduled

270 MBWA 4

271 The four most important words in any organization are …

272 MBWA 8: Change the World With Four Words WHAT DO YOU THINK? Source: courtesy Dave Wheeler, posted at tompeters.com

273 MBWA 8

274 MBWA 8: Change the World With EIGHT Words What do you think?* How can I help?** *Dave Wheeler: What are the four most important words in the boss lexicon? **Boss as CHRO/Chief Hurdle Removal Officer **********************************

275 MBWA 12

276 MBWA 12: Change the World With TWELVE Words What do you think?* How can I help?** What have you learned?*** *Dave Wheeler: What are the four most important words in the boss lexicon? **Boss as CHRO/Chief Hurdle Removal Officer ********************************** ***What [new thing] have you learned [in the last 24 hours]? **********************

277 MBWA 16

278 MBWA 16: Change the World With SIXTEEN Words What do you think?* How can I help?** What have you learned?*** Thank you!**** Im sorry.***** *Dave Wheeler: What are the four most important words in the boss lexicon? **Boss as CHRO/Chief Hurdle Removal Officer ********************************** ***What [new thing] have you learned [in the last 24 hours]? ********************** ****Recognition-Appreciation POWER! ********************************************** *****Accept responsibilities for your blooperslarge or small *************************

279 Tomorrow: How many times will you ask the WDYT question? [Practice makes better!] [This is a skill!] Tomorrow: How many times will you ask the WDYT question? [Count em !! ] [Practice makes better!] [This is a STRATEGIC skill!]

280 You = Your Calendar

281 You = Your calendar* *The calendar NEVER lies.

282 YOUR CALENDAR KNOWS PRECISELY WHAT YOU REALLY CARE ABOUT. DO YOU ????

283 Dont > Do* * Donting must be systematic > WILLPOWER

284 The one thing you need to know about sustained individual success: Discover what you dont like doing and STOP doing it. The one thing you need to know about sustained individual success: Discover what you dont like doing and STOP doing it. Marcus Buckingham, The One Thing You Need to Know

285 If there is any one secret to effectiveness, it is concentration. Effective executives do first things first … and they do one thing at a time. Peter Drucker

286 Its always showtime. Its always showtime. David DAlessandro, Career Warfare

287 I am a dispenser of enthusiasm. Ben Zander I am a dispenser of enthusiasm. Ben Zander

288 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

289 A man without a smiling face must not open a shop. Chinese Proverb

290 Me first!

291 To develop others, start with yourself. Marshall Goldsmith

292 Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader. Edie Seashore (Strategy + Business #45)

293 How can a high-level leader like _____ be so out of touch with the truth about himself? Its more common than you would imagine. The problem is an acute lack of feedback [especially on people issues]. Daniel Goleman (et al.), The New Leaders How can a high-level leader like _____ be so out of touch with the truth about himself? Its more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self- assessment is likely to be. The problem is an acute lack of feedback [especially on people issues]. Daniel Goleman (et al.), The New Leaders

294 "Everyone thinks of changing the world, but no one thinks of changing himself"Leo Tolstoy

295 "You will never change your life until you change something you do daily. The secret of your success is found in your daily routine."John C. Maxwell

296 EXCELLENCE is not an "aspiration. EXCELLENCE is … THE NEXT FIVE MINUTES.

297 EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listeningreally listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying Thank you for something small. Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an outsider whos fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think. Or not. EXCELLENCE is waaay over-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning insignificant tasks into models of … EXCELLENCE. Or not.

298 EXCELLENCE is … THE NEXT FIVE MINUTES.

299 Or not.

300 10.

301 Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. "Let's not forget that small emotions are the great captains of our lives." –Van Gogh Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Henry Clay, American Statesman ( ) "Let's not forget that small emotions are the great captains of our lives." –Van Gogh

302 Press Ganey Assoc: 139,380 former patients from 225 hospitals: NONE of THE top 15 factors determining P atient S atisfaction referred to patients health outcome. Instead: directly related to Staff Interaction; directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

303 There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. KINDNESS IS FREE. Listening to patients or answering their questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way. Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Planetree Alliance)There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. KINDNESS IS FREE. Listening to patients or answering their questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way. Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Planetree Alliance)

304 K = R = P

305 KINDNESS = REPEAT BUSINESS = PROFIT. PROFIT.

306 Kindness … WORKS! Kindness … PAYS!

307 1 /80* *Post-interview Thank you notes

308 Thank You.

309 "Appreciative words are the most powerful force for good on earth. for good on earth. George W. Crane, physician, columnist The two most powerful things in existence: a kind word and a thoughtful gesture. Ken Langone, co-founder, Home Depot

310 Acknowledge … perhaps the most powerful word (and idea) in the English languageand in the managers tool kit!

311 I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better. Marshall Goldsmith, What Got You Here Wont Get You There: How Successful People Become Even More Successful. Even More Successful.

312

313 THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* Relationships (of all varieties) : THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* *divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

314 The completed three-minute call often-usually-invariably leads to a strengthening of the relationship. It not only acts as atonement but also paves the path for a better than ever trajectory. And having taken the initiative per se is worth its weight in …

315 THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

316 COMEBACK [BIG, QUICK RESPONSE] >> >>PERFECTION

317 Acquire vs. maintain: 5X* *Hence: Service >> Sales (!!)

318 Hard is Soft. Soft is Hard.

319 "SOFT SKILLS MASTERY = EXCELLENCE IN IMPLEMENTATION

320 R eturn O n I nvestment In R elationships

321 R.O.I.R. >> R.O.I.

322 11.

323 Wow !

324

325 Zappos 10 Corporate Values Deliver WOW! through service. Embrace and drive change. Create fun and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with Zappos 10 Corporate Values Deliver WOW! through service. Embrace and drive change. Create fun and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com

326 INSANELY GREAT Steve Jobs RADICALLY THRILLING INSANELY GREAT Steve Jobs RADICALLY THRILLING BMW

327 We are crazy. We should do something when people say it is crazy. If people say something is good, it means someone else is already doing it. Hajime Mitarai, Canon

328 SKINNING CATS

329 There is more than one way to skin a cat!* than one way to skin a cat!* *Every project REQUIRES (if youre smart) an outside look by one/some Seriously Weird Cat/s outside look by one/some Seriously Weird Cat/s in pursuit of whacked-out options.

330 14,000 20,000 30

331 14,000/ e Bay 20,000/Amazon 30/Craigslist

332 Theres no use trying, said Alice. One cannot believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll Theres no use trying, said Alice. One cannot believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll

333 Every project: Wheres your Craigs List [WOW!] option ?

334 We all agree your theory is crazy. The question, which divides us, is whether it is crazy enough. Niels Bohr, to Wolfgang Pauli

335 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. AVOID MODERATION! Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. AVOID MODERATION!

336 EXCELLENCE. Always. If not EXCELLENCE, what? If not EXCELLENCE now, when?


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