1 / 29

Luxottica Retail Group

Luxottica Retail Group. 2002. 2002 objectives. 73% 82% +5% 17%. 73% 40% +10% 16%. Leadership at Luxottica Retail Group. RTB. Leadership Team. communications. RTB. Leadership Team. Field. definitions. leadership courage. what’s possible. communication focus.

deo
Download Presentation

Luxottica Retail Group

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. Luxottica Retail Group 2002

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

  3. Leadership at Luxottica Retail Group

  4. RTB Leadership Team

  5. communications RTB Leadership Team Field

  6. definitions leadership courage what’s 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 what’s right, stand alone when necessary Support the organizations’ strategic intent

  8. definitions what’s 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

  9. definitions communication focus Communicate what and why Share information for power and action If you don’t 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 don’t 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 decadethan in any decade in history. And the current pace of change will only accelerate.”Steve Case

  14. <1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift1800s: > prior 900 years1900s: 1st 20 years > 1800s2000: 10 years for paradigm shift21st century: 1000Xtech change than 20th 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 = Year’s 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 don’t talk to each other.”Boston Globe (09.30.2001)

  19. From: Weapon v. WeaponTo: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 Innovator’s 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 everybody’s 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. inventing the new world of work requires

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

More Related