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Excellence: In Search of Change and Innovation

This title highlights the importance of change and innovation in achieving excellence. It emphasizes the need to embrace new ideas and continuously evolve in order to succeed. The description provides insights from thought leaders and highlights the key principles and strategies for excellence in today's dynamic business environment.

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Excellence: In Search of Change and Innovation

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  1. Tom Peters’ X25*EXCELLENCE. ALWAYS.Santo Domingo/19 April 2007*In Search of Excellence 1982-2007

  2. New Zealand 2007

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

  4. The last word: There is no “last word.”

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

  6. The last word: Thereisa “last word.”

  7. 25

  8. “… a blinding flash of the … necessary”—Manny Garcia

  9. Slides at …tompeters.com

  10. EXCELL-ENCE????

  11. “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

  12. S&P Stability Ratings*19852006Low Risk 41% 13%Average Risk 24% 14%High Risk35% 73%*Likelihood of stable long-term earnings growthSource: Fortune (2 October 2006)

  13. 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

  14. “It is generally much easier tokill an organizationthan change it substantially.”—Kevin Kelly, Out of Control

  15. “Do one thing every day that scares you.”—Eleanor Roosevelt

  16. BIAS.BUILT.TO.LAST.NOT.

  17. Built to LastvsBuilt to Change/Rock the World

  18. TP#1*:Netscape!*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)

  19. EXCELLENCE. CIRCA 1982.

  20. 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”

  21. EXCELLENCE. CIRCA 2006.

  22. Why in the World did you go to Siberia?

  23. 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!

  24. Enterprise* ** (*at its best):An emotional, vital, innovative, joyful,creative,entrepreneurial endeavor that elicits maximum concerted Human Potential in the wholeheartedeffort tomakeotherssuccessful beyondtheirwildestdreams.****Talent, Customers, Suppliers, Communities, Owners, Partners

  25. Cause(worthy of commitment)Space(room for/encouragement for initiative) Decency(respect, humane)

  26. Importance of Success Factors by Various“Gurus”/(Unreliable) Estimates by Tom PetersStrategySystemsPeoplePassionPorter 50%20 20 10 Drucker 25% 35 25 15 Bennis 25% 20 30 25 Peters 15% 20 3530

  27. EXCELLENCE. ASPIRATION.UNIVERSAL.

  28. Jim’s Group

  29. Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

  30. Basement Systems inc/ seymour ct

  31. *Basement Systems Inc.*Larry Janesky*Dry Basement Science(115,000!)*1993: $0; 2003: $12M; 2006: $50,000,000+

  32. EXCELLENCE. REVENUE.MATTERS.MOST.

  33. “Our whole story is growing revenue.”—Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)

  34. P =R– C

  35. . “Everyone lives by selling something.” – Robert Louis Stevenson

  36. EXCELLENCE. INNOVATE. OR. DIE.

  37. The Mess IsThe Message! Period!

  38. What makes God laugh?

  39. Peoplemakingplans!

  40. InnoTacs

  41. We become who we hang out with 1

  42. 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

  43. “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

  44. 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.

  45. do things.

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

  47. drill.

  48. “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

  49. try things.

  50. “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

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