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“ Amateurs talk about strategy. Professionals talk about logistics.”*

Discover insights and strategies for superior execution in business operations from industry leaders and experts. Learn how to implement effective logistics and supply chain management to drive success and transformation in your organization.

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“ Amateurs talk about strategy. Professionals talk about logistics.”*

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  1. “Amateurs talk about strategy. Professionals talk about logistics.”* —General Omar Bradley, Commander, U.S. forces, D-Day *Also see: Roger Knight, Britain Against Napoleon: The Organization of Victory 1793-1815

  2. 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 …

  3. “Remember to tuck the shower curtain inside the bathtub.”

  4. “EXECUTION ISSTRATEGY.”—Fred Malek

  5. Tom Peters’ EXCELLENCE! Gartner Supply Chain Executive Conference Phoenix/21 May 2014 (Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)

  6. Tom Peters’ EXCELLENCE! Gartner Chief Marketing Officer Conference Phoenix/21 May 2014 (Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)

  7. Tom Peters’ EXCELLENCE! Gartner Chief Operating Officers Conference Phoenix/21 May 2014 (Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)

  8. $82,000,000,000,000 [IoT/IoE/50B]

  9. “Steve, you’re costing me a hundred nanoseconds. [$100B/M] Can you at least cross it diagonally?”

  10. “Just like other members of the board, the algorithm gets to vote on whether the firm makes an investment in a specific company or not. The program will be the sixth member of DKV's board.”

  11. Walmart SV =1,500

  12. “The greatest shortcoming of the human race is our inability to understand the exponential function.” —Albert A. Bartlett

  13. Social Business

  14. Biz 2014: Get Aboard the “S-Train” SM/Social Media. SX/Social eXecutives. SE/Social Employees. SO/Social Organization. SB/Social Business.

  15. “Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do.” Social Business By Design: Transformative Social Media Strategies For the Connected Company —Dion Hinchcliffe & Peter Kim

  16. IBM Social Business Markers/2005-2012 *433,000 employees on IBM Connection *26,000 individual blogs *91,000 communities *62,000 wikis *50,000,000 IMs/day *200,000 employees on Facebook *295,000 employees/800,000 followers of the brand *35,000 on Twitter Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee

  17. Teva Canada SharePoint: Joint problem solving/collaboration within supply chain org Strategy-Nets: Supply chain plus sales, marketing, customer service Moxie: blogs, wikis, joint doc editing, etc. Source: Dion Hinchcliffe & Peter Kim, Social Business By Design

  18. “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

  19. Seven Characteristics of the Social Employee 1. Engaged 2. Expects Integration of the Personal and Professional 3. Buys Into the Brand’s Story 4. Born Collaborator 5. Listens 6. Customer-Centric 7. Empowered Change Agent Source: Cheryl Burgess & Mark Burgess, The Social Employee

  20. Hard is Soft. Soft is Hard.

  21. XFX =#1

  22. NEVER WASTE A LUNCH!

  23. XFX/Typical Social Accelerators 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.) 5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.) 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “AnnualAll-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.

  24. MBWA

  25. 25

  26. 50

  27. “If I had to pick one failing of CEOs, it’s that …they don’t read enough.”—Co-founder of one of the largest investment services firms in the USA/world

  28. 1 Mouth,2 Ears

  29. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

  30. 18 …

  31. 18 … seconds!

  32. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis forCommunity. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures thatgrow. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organization effectiveness.) [cont.]

  33. Suggested Core Value #1:“We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”

  34. Responsiveness/ Apology

  35. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THERESPONSETO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

  36. With a new and forthcoming policy on apologies … Toro, the lawn mower folks, reduced the average cost of settling a claim from$115,000in 1991 to$35,000in 2008 …and the company hasn’t been to trial in the last15 years!

  37. Comeback [big, quick response] >> Perfection

  38. Acquire vs. maintain: 5X* *Hence: Service>>Sales(!!)

  39. 1/4,096: Business Has to Give People Enriching, Rewarding Lives

  40. 1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

  41. “You have to treat your employees like customers.”—Herb Kelleher, upon being asked his “secret to success”Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American Airlines’ pilots were picketingAA’s Annual Meeting)

  42. "If you want staff to give great service, give great service to staff."—Ari Weinzweig, Zingerman's

  43. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching toward Excellence. Period.

  44. “The role of the Director is to create a space where the actors and actresses canbecome more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance speech

  45. “the joy* of work” —John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business *See also,Joy Inc.: How We Built a Workplace People Love —Richard Sheridan (Menlo Innovations)

  46. The Army Knows!

  47. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

  48. “People leave managers not companies.” —Dave Wheeler

  49. Hiring.

  50. “development can help great people be even better— but if I had a dollar to spend, I’d spend70 centsgetting the right person in the door.”—Paul Russell, Director, Leadership and Development, Google

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