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Explore leadership insights and innovation strategies in a rapidly changing world. Learn from Tom Peters, strategic thinkers, and diverse perspectives on excellence, accountability, customer-centricity, and soft powers that drive success. Discover how disruptive ages demand adaptive leadership and creative solutions for business transformation.
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Tom Peters’ Re-Imagine!Excellence in a Disruptive AgeSOUTHDIV NAVFAC/Charleston/10March2005
TP Navy/Public Sector BackgroundGuadalcanalSevern River Severn SchoolThe CryptPERTNROTC, Wally Lind & The QueenCEC/NMCB9/NAVFAC06/OPNAV04Drugs!ISOE/Bob Stone/Bill Creech
What I LearnedHWBjr: Excellence, Accountability, Initiative, K.I.S.S., Leader LoveDick: Empowerment, Entrepreneurship, Challenge, Execution (Project > Paper), Accountability, MBWA, K.I.S.S., Fanatic Customer-centrism (Customer>Command, Marines>Regiment), Leader Love, Output, “Do”>“Be”Nameless: “Tangible” vs “Palpable” (Bureaucracy, Control, Tight Leashes, Command-centric, Demoralization, Paper > Project, Product = Paper, K.I.C.S.)
“To Be somebody or to Do something”BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
What I LearnedHWBjr: Excellence, Accountability, Initiative, K.I.S.S., Leader LoveDick: Empowerment, Entrepreneurship, Challenge, Execution (Project > Paper), Accountability, MBWA, K.I.S.S., Fanatic Customer-centrism (Customer>Command, Marines>Regiment), Leader Love, Output, “Do”>“Be”Nameless: “Tangible” vs “Palpable” (Bureaucracy, Control, Tight Leashes, Command-centric, Demoralization, Paper > Project, Product = Paper, K.I.C.S.)
What I LearnedBen: Decency, Soft Power, Fanatic Customer-centrism (“Do”>“Be”)Walter: Fanatic Mission-centrism, Soft Power, Relationship-management, Execution, Accountability, Early to Bed …Bob: Pos>Neg/Recognition, K.I.S.S., The Way of the Demo (Execution), Hero-building, Mission-centrism, “Do”>“Be”Bill: De-centralization, Recognition, Support-staff Centrism, Measurement (K.I.S.S.), Soft Power (Paint ‘n Pride), Rapid Culture Change
“If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army
“This is a dangerous world and it is going to become more dangerous.”“We may not be interested in chaos but chaos is interested in us.”Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century
Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)
“Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.” —Kevin Kelly, New Rules for the New Economy
Forget>“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock
Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10. Avoid moderation!
“In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003
“Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec
“About a year ago I hired a developer in India to do my job. I pay him $12,000 to do the job I get paid $67,300 for. He is happy to have the work. I am happy that I only have to work about 90 minutes per day (I still have to attend meetings myself, and I spend a few minutes every day talking code with my Indian counterpart.) The rest of my time my employer thinks I’m telecommuting. They are happy to let me telecommute because my output is higher than most of my coworkers. Now I’m considering getting a second job and doing the same thing with it. That may be pushing my luck though. The extra money would be nice, but that could push my workday over five hours.” —from posting at Slashdot (02.04.04), reported by Dan Pink
Not “out sourcing”Not “off shoring”Not “near shoring”Not “in sourcing”but …“Best Sourcing”
“Don’t own nothin’ if you can help it. If you can, rent your shoes.”F.G.
OODA Loop/Boyd Cycle“Unraveling the competition”/ Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ “So quick it is disconcerting” (adversary over-reacts or under-reacts)/ “Winners used tactics that caused the enemy to unravel before the fight” (NEVER HEAD TO HEAD)BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
Eric’s ArmyFlat.Fast.Agile.Adaptable.Light … But Lethal.Talent/ “I Am an Army of One.”Info-intense.Network-centric.
“Rather than have massive armies that people can go along and inspect, it is now about having rapidly deployable expediency forces that can be dropped by land, sea or air and with full support.” —MoD official, on Defense Secretary Geoff Hoon’s defense white paper (12.2003)
From: Weapon v. WeaponTo:Org structure v. Org structure
“Our military structure today is essentially one developed and designed by Napoleon.”Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
Lose the ACRONYMS: If it sounds confusing it is confusing! (S.T.I.N.G.E.R.)
