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Re-imagine’s Requisites : The Leadership 11 Tom Peters/Madrid/20May2004

Re-imagine’s Requisites : The Leadership 11 Tom Peters/Madrid/20May2004. Slides at … tompeters.com.

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Re-imagine’s Requisites : The Leadership 11 Tom Peters/Madrid/20May2004

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  1. Re-imagine’s Requisites:The Leadership11Tom Peters/Madrid/20May2004

  2. Slides at …tompeters.com

  3. “Uncertainty is the only thing to be sure of.”–Anthony Muh,head of investment in Asia, Citigroup Asset Management“If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff, U. S. Army

  4. “14MILLION service jobs are in danger of being shipped overseas”—The Dobbs Report/USN&WR/11.03/re new UCB study

  5. “Income Confers No Immunity as Jobs Migrate”—Headline/USA Today/02.04

  6. SiemensTotal (’94 to ’04), 376K to 415K; Germany, 218K to 167K6X Prague (“Today it’s Hungary, tomorrow it’ll be Lithuania and Estonia”—IG Metall rep)“Assembly-line jobs are not the only ones at risk; software work is next.”Source: BusinessWeek/05.2004

  7. “One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/08.18.03

  8. E.g. …Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 years.Source: BW (01.28.02)

  9. “The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India and Russia—have been integrated into the global market economy, many of them highly educated workers, who can do just about any job in the world. We’re talking about three billion people.”—Craig Barrett/Intel/01.08.2004

  10. World economic output: U.S.A., 21%; EU, 16%; China, 13% (2X since1991)Source: New York Times/12.14.2003

  11. Indian GDP/1990-2002: Ag, 34% to 21%; services, 40% to 56%Source: The Economist/02.04

  12. Level 5 (top) ranking/Carnegie Mellon Software Engineering Institute: 35 of 70 companies in world are from IndiaSource: Wired/02.04

  13. “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

  14. Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective1. Insanely Great & Quirky Talent.2. Disrespect for Tradition.3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do.4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.”5. A Maniacal Bias for Action … and Utter Contempt for Those Who Don’t “Get It.”6. Speed Demons.7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)8. Passionate Hatred of Bureaucracy.9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.)10. “Reward Excellent Failures. Punish Mediocre Successes.” (PD)11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom.12. A Crystal Clear Understanding of Brand Power.

  15. The Leadership11

  16. The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

  17. The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

  18. The Leadership11Talent Management

  19. In an age of value-added through imagination, creativity and intellectual capital … the leader’s JobOne is the recruitment, development and retention of awesome talent.

  20. Brand = Talent.

  21. Age of AgricultureIndustrial AgeAge of Information IntensificationAge of Creation IntensificationSource: Murikami Teruyasu, Nomura Research Institute

  22. “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.”Warren Bennis & Patricia Ward Biederman, Organizing Genius

  23. “Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.”David Ogilvy

  24. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, BusinessWeek, 11.20.00

  25. 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

  26. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – P.D.

  27. “I don’t know.”

  28. Quests!

  29. “Firms will not ‘manage the careers’ of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.” Tim Hall et al., “The New Protean Career Contract”

  30. I AM A TALENT FANATIC. I STACK UP WITH THE BEST FOOTBALL COACHES. OUR TALENT IS ON QUESTS TO RE-IMAGINE TOMORROW. THE TALENT I RECRUIT AND DEVELOP IS MY PREMIER LEGACY. (Scale of 1 to 10?)

  31. The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

  32. The Leadership11Metabolic Management

  33. The “metabolism” of enterprise-competition-invention has speeded up remarkably. It is the leader’s mission to increase—and manage—the Metabolic Rate of her or his organization.

  34. “If things seem under control, you’re just not going fast enough.”Mario Andretti

  35. “I’m not comfortable unless I’m uncomfortable.”—Jay Chiat

  36. “Strategy meetings held once or twice a year” to “Strategy meetings needed several times a week.” Source: New York Times on Meg Whitman/eBay

  37. The Kotler Doctrine:1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)

  38. WE ARE ON A PERMANENT HIGH. WE LIVE ON SPEED. WE TACK AND JIBE ON A NANOSECOND’S NOTICE. RECRIMINATION IS MINIMAL. ACTION RULES. I AM PROACTIVE AROUND THE CAUSE OF URGENCY. (Scale of 1 to 10?)

  39. The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

  40. The Leadership11Technology Management

  41. The Internet and other associated technologies are changing … everything. The leader must take direct charge of the full-bore implementation of the new technologies. The wise leader is his own CIO.

  42. 100square feet

  43. TECHNOLOGY CHANGES EVERYTHING. I AM A TRUE BELIEVER. NOW IS THE MOMENT FOR INSANELY BOLD INVESTMENT AND TOTAL CORPORATE RE-IMAGINATION. (Scale of 1 to 10?)

  44. The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

  45. The Leadership11Barrier Management

  46. The “corporate metabolism” cannot be speeded up and the new technologies cannot be fully exploited unless all barriers to X-functional communication (throughout the entire supply and demand chain) are destroyed. The leader must lead—get directly involved in the minutiae of this STRATEGIC task.

  47. “The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.”—Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits.

  48. “Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.”Ray Lane, Kleiner Perkins

  49. BARRIERS MUST GO. PERIOD. I AM INTIMATELY INVOLVED WITH THE GRUBBY DETAILS OF TOTAL PROCESS RE-DESIGN. WE WILL NOT PARTNER WITH THOSE THAT DON’T “GET IT.” (Scale of 1 t0 10?)

  50. The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

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