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Tom Peters Seminar2001 We Are in a Brawl with No Rules! SOCAP /New Orleans/10.29.2001

Tom Peters Seminar2001 We Are in a Brawl with No Rules! SOCAP /New Orleans/10.29.2001. “There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.” Steve Case.

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Tom Peters Seminar2001 We Are in a Brawl with No Rules! SOCAP /New Orleans/10.29.2001

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  1. Tom Peters Seminar2001We Are in a Brawl with No Rules!SOCAP/New Orleans/10.29.2001

  2. “There will be more confusion in the business world in the next decadethan in any decade in history. And the current pace of change will only accelerate.”Steve Case

  3. Uncertainty: We don’t know when things will get back to normal.Ambiguity: We no longer know what “normal” means.

  4. BMcC: (1) Hierarchy vs. “Network organization.” (2) NWO = “Doctrine as center of gravity”/source of motivation; distributed support & decision-making;largely self-organizing; “outside the military sphere.”

  5. From: Weapon v. WeaponTo:Org structure v. Org structure

  6. “Our military structure today is essentially one developed and designed by Napoleon.”Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

  7. <1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift1800s: > prior 900 years1900s: 1st 20 years > 1800s2000: 10 years for paradigm shift21st century: 1000X tech change than 20th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”)Ray Kurzweil, talk april2001

  8. “Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computer-generated robots will take over the world.”– Stephen Hawking, in the German magazine Focus

  9. StructurePart I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

  10. All Slides Available at …tompeters.comNote: Lavender text in this file is a link.

  11. Part I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

  12. Forces @ Work IThe Destruction Imperative!

  13. Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 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

  14. “Good management was the most powerful reason [leading firms] failed to stay atop their industries.Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovator’s Dilemma

  15. Brand InsideBrand Org:Lean, Linked, Internet-driven, Virtual

  16. White Collar Revolution!

  17. 108 X 5vs. 8 X 1= 540 vs. 8(-98.5%)

  18. The Pincer 51. “Destructive” entrepreneurs/ Global Competition2. “White Collar Robots”3. THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]4. Global Outsourcing[E.g.: India, Mexico]5.Speed!!

  19. Automation+75% of what we do: 40 “expert” decision rules!

  20. IBM’s Project eLiza!

  21. The Pincer 51. “Destructive” entrepreneurs/ Global Competition2. “White Collar Robots”3. THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]4. Global Outsourcing[E.g.: India, Mexico]5.Speed!!

  22. Brand InsideBrand Work: The Professional Service Firm Model

  23. So what will be the Basic Building Block of theNew Org?

  24. Every job done in W.C.W. is also done “outside” …for profit!

  25. Answer: PSF![Professional Service Firm]Department Headto …Managing Partner, HR [IS, etc.] Inc.

  26. eHR*/PCC***All HR on the Web**Productivity Consulting CenterSource: E-HR: A Walk through a 21st Century HR Department, John Sullivan, IHRIM

  27. (1) Translate departmental affairs into discrete W.W.P.F. “Products.”(2)100% go on the Web.(3)Non-awesome are outsourced (75%??).(4)Remaining “Centers of Excellence” are retained & leveraged to the hilt!

  28. Brand InsideThe Heart of the Value Creation Revolution: PSF Unbound!

  29. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersconsulting business!

  30. “These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard

  31. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Delphi … Etc. … Etc.

  32. “We want to be the air traffic controllers of electrons.”Bob Nardelli, GE Power Systems

  33. “Customer Satisfaction” to “Customer Success”“We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power Systems

  34. GE’s Six Sigma+ ApproachOld view: Out of service 9 days. 4 days are transport, which is client responsibility.New view: ALL 9 DAYS ARE OUR RESPONSIBILITY! Why? 9 days = Client’s World.Source: Steve Kerr, VP, GE

  35. “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

  36. New Springs = TurnkeyCollections.Flexible sourcing.Packaging.Merchandising.Promotion.Systems & Site mgt.

  37. Problem: Everybody is going after the same space!

  38. Brand InsideBrand You: Distinct … or Extinct

  39. “If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed, and that increasingly means you won’t get paid much either.”Michael Goldhaber, Wired

  40. Minimum New Work SurvivalSkillsKit2001MasteryRolodex Obsession (vert. to horiz. “loyalty”)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Marketing”Passion for Renewal

  41. Sam’s Secret #1!

  42. Minimum New Work SurvivalSkillsKit2001MasteryRolodex Obsession (vert. to horiz. “loyalty”)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Marketing”Passion for Renewal

  43. Invent. Reinvent. Repeat.Source: HP banner ad

  44. Brand InsideRedefining the Work Itself: The WOW Project

  45. “Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec

  46. The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo

  47. Languagematters!Wow! BHAG! “Takes your breath away!”

  48. Brand InsideBrand Action:Getting Started … a Personal Perspective

  49. The following slide begins the “Boss-Free Implementation of Stuff That Matters” Section. The slides in this section are heavily annotated.Use Normal or Notes Page View to access the notes.

  50. World’s Biggest Waste …Selling “Up”

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