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Part 1.3 Tom Peters’ EXCELLENCE. ALWAYS. NEW MASTER/21 August 2008

NOTE : To appreciate this presentation [and insure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”. Part 1.3 Tom Peters’ EXCELLENCE. ALWAYS. NEW MASTER/21 August 2008. Slides at … tompeters.com.

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Part 1.3 Tom Peters’ EXCELLENCE. ALWAYS. NEW MASTER/21 August 2008

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  1. NOTE:To appreciate this presentation [and insure that it is not amess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and “Verdana”

  2. Part 1.3Tom Peters’ EXCELLENCE. ALWAYS.NEW MASTER/21 August 2008

  3. Slides at …tompeters.com

  4. Ten PartsP1.1, P1.2, P1.3, P1.4/GenericP2/LeadershipP3/TalentP4/“Value-added Ladder”P5/“New” Markets P6/“The Equations”P7.1/ImplementationP7.2/ActionP8/13 “Guru Gaffes”P9/Health“care”P10/“The Lists”

  5. Part 1.3

  6. #16

  7. X =XFX**Excellence = Cross-functional Excellence

  8. **Stanford/Hagadorn/Interdisciplinary raison d’etre**Conoco/geologists-geophysicists**Old HP/R&D-Sales**Schlumberger IPM-IBM Global Services- UPS Logistics, HP-EDS (“bet the company” on integrating others’ product offerings)**GSK/7 CEDDs**Chiat/Day**Batalden/DHMC/“clinical microsystems”**9-11 Commission**JCS assignment pre-Flag**Etc**Etc

  9. The “XF-50”: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”

  10. Never waste a lunch!*

  11. ???? % XF lunches* *Measure!

  12. ???????“Success doesn’t depend on the number of people you know; it depends on the number of people you know in highplaces!”or“Success doesn’t depend on the number of people you know; it depends on the number of people you know in low places!”

  13. Loser:“He’s such a suck-up!”Winner:“He’s such a suck-down.”

  14. C(I)>C(E)

  15. 1. It’s our organization to make work—or not. It’s not “them,” the outside world that’s the problem. The enemy is us. Period. 2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, now and forevermore. 3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Offense. Period. No appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that is, make one and all aware why the axe fell.) 4. Everything on the Web. This helps. A lot. (“Everything” = Big word.) 5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto imperative in a Burn-the-Silos strategy. 6.Project managers rule!! Project managers running XF (cross-functional) projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or less forever.) 7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison d’etre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS and many, many others are selling far more than a product or service that works—the new “it” is pure and simple a product of XF co-operation; “the product is the co-operation” is not much of a stretch.

  16. GSK: 7 “CEDDs” … Centers of Excellence for Drug Discovery

  17. Promote “FRSs” (Friction Reduction Specialists—nobody can figure out what they “do’” but when they’re around things mysteriously get done (Women? Not clear)FRSs kin to HROs, IROs (Hurdle Removal Officers, Impedance Reduction Officers)

  18. #16.1

  19. “Clinical microsystem,” linked microsystems, patient-centric “care teams”—Paul Batalden/DHMCSource: “What System?” Dartmouth Medicine, Summer 2006

  20. “Clinical microsystem,” linked microsystems, patient-centric “care teams” —Paul Batalden/DHMCSource: “What System?” Dartmouth Medicine, Summer 2006; also: Quality By Design: A Clinical Microsystems Approach by Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey

  21. “Clinical microsystem,” linked microsystems, patient-centric “care teams” —Paul Batalden/DHMCSource: “What System?” Dartmouth Medicine, Summer 2006Quality By Design: A Clinical Microsystems Approach by Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey

  22. #17

  23. K.i.s.s.*Keep It Simple, Stupid

  24. Nudge.Sway.K.I.S.S.*Keep It Simple, Stupid

  25. Case: The “simple” Checklist!

  26. 90K in U.S.A. ICUs on any given day; 178 steps/day in ICU.50% stays result in “serious complication”Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

  27. **Peter Pronovost, Johns Hopkins, 2001**Checklist, line infections**1/3rd at least one error when he started**Nurses/permission to stop procedure if doc, other not following checklist**In 1 year, 10-day line-infection rate:11% to … 0%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

  28. **Docs, nurses make own checklists on whatever process-procedure they choose**Within weeks, average stay in ICU down 50%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

  29. **Replicate in Inner City Detroit (resource strapped—$$$, staff cut 1/3rd, poorest patients in USA)**Nurses QB the process**Project manager for overall process implementation**Exec involvement (help with “little things”—it’s all “little things”)**Blue Cross/insurers, small bonuses for participating**6 months, 66% decrease in infection rate; USA: bottom 25% in hospital rankings to …top 10%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

  30. “[Pronovost] is focused on work that is not normally considered a significant contribution in academic medicine. As a result, few others are venturing to extend his achievements.Yet his work has already saved more lives than that of any laboratory scientist in the last decade.”—Atul Gawande, “The Checklist” (New Yorker, 1210.07)

  31. Compression hose would mostly fix the hospital problem:“According to the American Heart Association, up to two million Americans are affected annually by deep vein thrombosis. Of those who develop pulmonary embolism, up to 300,000 will die each year. ... Deep vein thrombosis also is among the leading causes of preventable hospital death. Even more disturbing is the fact that, according to a U.S. multi-center study published by two of ClotCare's editorial board members,58% of patients who developed a DVT while in the hospital received no preventive treatment despite the presence of multiple risk factors and overwhelming data that prophylaxis is very effective at reducing these events.”—Marie B. Walker, clotcare.com, March 2008

  32. Sprint/Overland Park KS: Slow elevators, distant parking lots with infrequent buses, “food court” as “poorly” placed as possible, etc.Source: New York Times

  33. “Everything matters” -80% Source:Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal reduces “spillage” by 80%, Schiphol Airport

  34. “Beware of the tyranny of making SmallChanges to SmallThings. Rather, make Big Changes to BigThings.”—Roger Enrico, former Chairman, PepsiCo

  35. “Beware of the tyranny of making SmallChanges to SmallThings.Rather, make BigChanges to Big Things … using Small, Almost Invisible Straightforward Levers with Big Systemic Impact.”—TP

  36. #17.1

  37. Lisbon/New Biz:Weeksto …Minutes (!!!!)

  38. 450/8

  39. First Steps: “Beauty Contest”! 1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form. • Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/Sucks; 10 = Work of Art] on four dimensions:Beauty. Grace. Clarity. Simplicity. 3. Re-invent! • Repeat, with a new selection, every 15 working days.

  40. Beauty Grace Clarity Simplicity

  41. “One bank is currently claiming to … ‘leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets.’” —Charles Handy

  42. “I assume that it is just saying that it isthere to‘help its customers wherever they are’.” —Charles Handy

  43. “Seek honest, minimalist management. Look for companies run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. If management can’t explain the business in plain English, move on to another firm. If you see phrases like ‘creating knowledge-based value in emerging markets’ … someone is trying to pull the wool over your eyes, you lazy Fool. Run.” —Seth Jayson, “Stocks for the Lazy Investor,” The Motley Fool

  44. #18

  45. TP: “How to flush $500,000 down the toilet in one easy lesson!!”

  46. < CAPEX> People!

  47. #18.1

  48. Brand = Talent.

  49. IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employabilitySource: Ed Michaels, The War for Talent; TP

  50. Our MissionTo 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

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