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NEW ZEALAND 2007

NEW ZEALAND 2007. Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo Microsoft Wal*mart ??? ???. “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change .” —Charles Darwin.

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NEW ZEALAND 2007

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  1. NEW ZEALAND 2007

  2. Ho hum: 2+ weeks in New Zealand …PfizerFordGapChryslerYahooMicrosoftWal*mart??????

  3. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  4. Tom Peters’ X25*EXCELLENCE. ALWAYS.Quinnipiac UniversityMiller AgencyHamden CT/0316.2007/LONG*In Search of Excellence 1982-2007

  5. Slides at …tompeters.com*

  6. EXCELL-ENCE????

  7. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

  8. EXCELLENCE. CIRCA 1982.

  9. 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

  10. EXCELLENCE. ASPIRATION.

  11. “Why in the world did you go to Siberia?”

  12. SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity

  13. The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

  14. EXCELLENCE. INNOVATE. OR. DIE.

  15. We become who we hang out with 1

  16. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

  17. “Normal” = “o for 800”

  18. “The Bottleneck Is at the Top of the Bottle”“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma:Atthetop!”— Gary Hamel/Harvard Business Review

  19. “Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversitytrumped ability.”—Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

  20. We become who we hang out with 2

  21. WhackyWikiWorldWow

  22. Wikinomics: How Mass Collaboration Changes Everything —Don Tapscott & Anthony Williams

  23. WikinomicsWikiWorldWeapons of Mass collaborationCrowdSourcingsmart mobsLinuxHuman genomw projectInnoCentiveYouTubeSecond LifeWikipediaMyspace

  24. “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’”—Headline, FT, 0110.07

  25. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.

  26. do things.

  27. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

  28. drill.

  29. “This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

  30. try things.

  31. “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version#5.By the time our rivals are ready with wires and screws, we are on version #10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.”—Bloomberg by Bloomberg

  32. Screw. things.Up.

  33. “FAIL, FAIL AGAIN. FAIL BETTER.”—Samuel Beckett

  34. “Fail . Forward. Fast.”High Tech CEO, Pennsylvania

  35. Sam’s Secret #1!

  36. “Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec

  37. try.Miss.try.

  38. READY.FIRE!AIM.Ross Perot (vs “Aim! Aim! Aim!”/EDS vs GM/1985)

  39. No try. No deal.

  40. “You miss 100% of the shots you never take.”—WayneGretzky

  41. EXCELLENCE. 4/40.

  42. 4/40

  43. De-cent-ral-iz-a-tion!

  44. “If it feels painful and scary—that’s realdelegation”—Caspian Woods, small biz owner

  45. “Best practice” = ZERO Standard Deviation = Whaddawaste

  46. Ex-e-cu-tion!

  47. “Execution is the jobof the businessleader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  48. “Costco figured out the big, simple things and executed with total fanaticism.”—Charles Munger, Berkshire Hathaway

  49. Ac-count-a-bil-ity!

  50. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

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