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Explore the art of execution and its crucial role in leadership excellence. Understand the changing business landscape in context with emerging technologies such as robotics and big data. Learn how to lead people, drive innovation, add value, harness star power, and create wow moments in your organization.
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Tom Peters’ Re-ImagineEXCELLENCE! MINI-Master/06 November 2013
*Execution *Context *Excellence *Leading *People *Innovation *Value Added *Star Power *Wow Now
CONRADHILTON, 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 …
“In real life, strategy is actually very straightforward. Pick a general direction …andimplementlikehell.”—Jack Welch
“EXECUTION IS THEJOBOF THE BUSINESS LEADER.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
“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
“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
*Execution *Context *Excellence *Leading *People *Innovation *Value Added *Star Power *Wow Now
Context 2013!
“Train Passengers Too Distracted By Phones to Notice Gunman”—Headline, HuffingtonPost, 1009.13
Context GRIN!
China/Foxconn: 1,000,000robots/next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
Legal industry/Pattern Recognition/ Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
Robot Wars!“The combination of new market rules and new technology was turning the stock market into, in effect, a war of robots.”—Michael Lewis, “Golman’s Geek Tragedy,” Vanity Fair, 09.13
“Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasonedreporter, and driven vehicles on urban highways with far better control than a human driver.” —Christopher Steiner,Automate This: How Algorithms Came to Rule the World
“The root of our problem is not that we’re in a Great Recession or a Great Stagnation, but rather that we are in the early throes of a Great Restructuring. Our technologies are racing ahead, but our skills and organizations are lagging behind.” Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“Human level capability has not turned out to be a special stopping point from an engineering perspective. ….” Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Futures
Post-Great Recession: Equipment expenditures +26% Payrolls flat Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
Tom’s TIB* #1:Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard,” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term … profit maximization strategy!* This I Believe (courtesy Bill caudill)
“Predictions based on correlations lie at the heart of big data.” Source: Big Data: A Revolution That Will Transform How We Live, Work, and Think, by Viktor Mayer-Schonberger and Kenneth Cukier
The Crowd Sourced Performance Review “By harnessing the ‘wisdom of crowds,’ many subjective observations taken together provide a more objective and accurate picture of an employee’s performance than a single subjective judgement. It averages out prejudice or baggage on the part of both manager and employee.”—Eric Mosley, The Crowd Sourced Performance Review
“Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance from a tube. You’re furiously maneuvering with a joystick … Your boss stops by and gives you a look. ‘We need to talk about your loyalty to this company.’The organization you work for has deduced that you are considering quitting. It predicts your plans and intentions, possibly before you have even conceived them.”—Eric Siegel, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an HP “Flight risk” PA model developed by HR, with astronomical savings potential)
*Execution *Context *Excellence *Leading *People *Innovation *Value Added *Star Power *Wow Now
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
“Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence
“Why in the World did you go to Siberia?”
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
Hard is Soft. Soft is Hard.
“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Yet I came to see in my time at IBM that culture isn’t just one aspect of the game —IT IS THE GAME.” —Lou Gerstner, Who Says Elephants Can’t Dance
WSJ/0910.13: “What matters most to a company over time? Strategy or culture? Dominic Barton, MD, McKinsey & Co.:“Culture.”
EXCELLENCE is not an "aspiration.” EXCELLENCE is … THE NEXTFIVE MINUTES.
“Mr. Watson, how long does it take to achieve Excellence?”Source: Thomas Watson, legendary Chairman/CEO, IBM
“One minute. You make up your mind to never again do something that is not excellent.”
*Execution *Context *Excellence *Leading *People *Innovation *Value Added *Star Power *Wow Now
Leading: MBWA
“Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as50percent—unscheduled.… Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.” —Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught— And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)
“If there is any one‘secret’ to effectiveness, it is concentration. Effective executives do first things first … and they do onething at a time.”—Peter Drucker
