Striving for Organizational Excellence: Strategies for Success and Innovation

2. LONGTom Peters’ EXCELLENCE. ALWAYS.ZIM Integrated Shipping ServicesNEWAVE08/AgenTeam02 July 2008/Macau (Taipa-Coloane)

3. NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

4. Auckland/pmtaipei/vpsingapore/pmbangkok/dpmflandersamsterdam/MPsbarcelona/maKuala Lumpur/CMlisbon/madublin/pmbuenos airessão pauloWarsaw/MPslondon/mpsmilanSEOUL/Mamexico d.f./mistanbul/dpmdubai/rfmoman/rfmusastockholm/mpsmauritius/pmjohannesburgbucharest/CM

5. Slides at …tompeters.com

6. Thank you Ike, Ben and Delaware

7. “Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development of friendships.” —General D.D. Eisenhower, Armchair General* (05.08)*“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command

8. Give good tea!

9. “eighty percent of success is showing up.” —Woody Allen

10. l (+21) = L(-21)

11. Thank you Rich!

12. “Mapping your competitive position”*or …*Rich D’Aveni/HBR

13. The “Have you …” 50**See Appendix One

14. 1. Have you in the last 10days …visited a customer?2. Have you called a customer … TODAY? * *Note: See APPENDIXONE for full list

15. “We Have …Thank you, Howard!

16. Internal organizational excellence = Deepest “Blue Ocean”

17. “New technology, by itself, has little economic benefit. … The economic benefits arise not from innovation itself, but from the entrepreneurs who eventually discover ways to put innovation to practical use— and, most critically, from the organizationalchanges through which businesses reshape themselves to take advantage of new technology.”—Marc Levinson, The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger

18. Thank you , Phil

19. “Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec

20. Thank you, Eleanor

21. “Do one thing every day that scares you.”—Eleanor Roosevelt

22. #1

23. “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

24. “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

25. Dick Kovacevich:You don’t get better by being bigger. You get worse.”

26. “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

27. #1.1

28. #1 Exporter?

29. #4 Japan#3 USA#2 China#1 Germany

30. Reason!!!Mittelstand

31. Or … Goldmann Produktions(11/50%/$5M/”dip and coat,” expensive pigments vs “through coloring,” fades Bekro Chemie)

32. #2

33. 1/42

34. “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 you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

35. “We made mistakes, of course. Most of them were omissions we didn’t 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, we’re 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 toplan—for months.”—Bloomberg by Bloomberg

36. “Experiment fearlessly”Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

37. Culture of Prototyping“Effective prototyping may be themost valuablecore competence an innovative organization can hope to have.”—Michael Schrage

38. “FAIL, FAIL AGAIN. FAIL BETTER.”—Samuel Beckett

39. “You miss 100% of the shots you never take.”—WayneGretzky

40. 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”

41. #2.1

42. Speed/ Tempo/o.o.d.a. loops/ “Metabolic Management”

43. Messin’ with their minds: He who has the quickest “O.O.D.A. Loops”* wins!*Observe. Orient. Decide. Act. /Col. John Boyd

44. #3

45. 2-5/42

46. De-cent-ral-iz-a-tion!

47. Enemy #1I.C.D.Note 1:Inherent/Inevitable/Immutable Centralist DriftNote 2: Jim Burke’s 1-word vocabulary: “No.”

48. 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

49. “Best practice” = ZERO Standard Deviation

50. “Parallel Universe” …China!!!!!!!