1 / 136

“Not Dead Yet”

“Not Dead Yet”. LONG Tom Peters’ Re-Imagine: Excellence NOW Credit Union National Association San Diego/18 June 2012 (slides @ tompeters.com and excellencenow.com). “Not Dead Yet” BRIC/2011: $11T/$4K per capita USA/2011: $16T/$48K per capita USA/2000: 4% population/30% world GDP

barbara-maxwell
Download Presentation

“Not Dead Yet”

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. “Not Dead Yet”

  2. LONG Tom Peters’ Re-Imagine: Excellence NOW Credit Union National Association San Diego/18 June 2012 (slides @ tompeters.com and excellencenow.com)

  3. “Not Dead Yet” BRIC/2011: $11T/$4K per capita USA/2011: $16T/$48K per capita USA/2000: 4% population/30% world GDP USA/2010: 4% populattion/28% world GDP USA productivity: ’07/1.7%; ’08/2.1%; ’09/5.4%; ’10/2.4%; ’11/4.1% FDIC institutions: 4Q/2008/-$38B; 2Q/2011/+$29B 1/2008 to 9/2011: USA consumer savings 0% to 6%/$2.1T saved Foreign Direct Investment: 2003: $64B; 2008: $328B; 2009: $134B; 2011: $200B+ Exports/2009: USA $1.53T ($1.06T goods, $0.47T services); Germany $1.36T; China $1.33T USA/Refined petroleum products/1Q 2011: Imports 2.16M BPD; Exports 2.49M BPD “New economy”: Apple (>Exxon) + Google + Facebook ~ $1T market cap Source: Daniel Gross, The Myth of American Decline and the Growth of a New Economy

  4. Larry Janesky Rocks …

  5. *Basement Systems Inc.(Seymour CT)*Dry Basement Science (100,000++ copies!)*$62,000,000

  6. Basement Systems Inc.

  7. “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

  8. “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

  9. “Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies.They found thatnoneof the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.”—Financial Times

  10. MittELstand* ** *“agile creatures darting between the legs of the multinational monsters”(Bloomberg BusinessWeek) **E.g. Goldmann Produktion

  11. Retail Superstars: Inside the 25 Best Independent Stores in America—by George Whalin

  12. Jungle Jim’s International Market, Fairfield, Ohio: “An adventure in ‘shoppertainment,’as Jungle Jim’s 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.” Bronner’s 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

  13. “Be the best. It’s the only market that’s not crowded.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

  14. Why in the World did you go to Siberia?

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

  16. Service/Character/Excellence/Immoderation

  17. Organizations exist to serve. Period. Leaders live to serve. Period.

  18. Service is a beautiful word. NOT ... "Wow service" or "raving fans“ or "experience." "Just" ... SERVICE

  19. People First! People Second ! People Third! People Fourth! People Fifth! People Sixth!

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

  21. “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 Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s 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 picketingAA’s Annual Meeting)

  22. "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"

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

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

  25. “No matter what the situation, [the great manager’s] 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

  26. 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.)

  27. 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.)

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

  29. If you want to WOW your customers then must firstWOW those who WOW the customers!

  30. Zappos 10 Corporate ValuesDeliver “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. Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com

  31. 2/year = legacy.

  32. Promotion Decisions“life and death decisions”Source: Peter Drucker, The Practice of Management

  33. 53 = 53

  34. People are not“Standardized.” Their evaluations should notbe standardized. Ever.

  35. Evaluating people = #1 differentiatorSource: Jack Welch/Jeff Immelt on GE’s #1 strategic skill (!!!!)

  36. 70/100

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

  38. Lower Case “d”

  39. “Diverse groups of problem solvers—groups of people with diverse tools—consistently 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. …Diversitytrumped ability.”—Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies

  40. … this will be the woman’s century …

  41. “AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”TITLE/ Special Report/ BusinessWeek

  42. “Headline 2020:Women Hold 80 Percent of Management and Professional Jobs”Source: The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 Years, James Canton

  43. “C-level”?

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

  45. #1 Asset

  46. 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?

  47. “People leave managers not companies.” —Dave Wheeler

  48. 4 Words!

  49. “The fourmost importantwords in any organization are …

More Related