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Tom Peters on … Transformational Change v06 December 2005

Tom Peters on … Transformational Change v06 December 2005. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army. Brand Inside Action Brand You Talent Leadership I Leadership II.

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Tom Peters on … Transformational Change v06 December 2005

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  1. Tom Peters on …Transformational Changev06 December 2005

  2. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

  3. Brand InsideActionBrand YouTalentLeadership ILeadership II

  4. Brand InsideActionBrand YouTalentLeadership ILeadership II

  5. “Brand Inside”: A “Culture” Issue!

  6. “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

  7. “I lecture on [organizational learning] a dozen times a year now. I sometimes think it’s a waste of time. Most everyone ‘gets’ the easy part [our technology], which really isn’t that sophisticated—and they altogether glide by all the real, ‘culture’ issues.”—Robert Buckman, Buckman Labs, organization learning guru

  8. “The business of selling is not just about matching viable solutions to the customers that require them. It’ equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.”—Jeff Thull,The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

  9. The “PSF35”: Thirty-Five Professional Service Firm Marks of Excellence

  10. “ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05

  11. Answer: PSF![Professional Service Firm]Department Headto …ManagingPartner, HR [IS, R&D, etc.]Inc.

  12. The PSF35: The Work & The Legacy1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”

  13. “Gasp-worthy!”

  14. The PSF35: The Client Experience11. Always team with client: “full partners in achieving memorable results”(Wanted: “Chimeras of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career”14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go)15. IMPLEMENTATION IS NOTCOMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE”16. IMPLEMENTATION IS NOTCOMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?

  15. The PSF35: The People & The Leadership18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old, same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as “Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?)23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #“R” [R = Retirement]24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills 25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE) 26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views

  16. The PSF35: The Firm & The Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is my message”—Gandhi) 29. Excellence+ in EXECUTION … 100.00% of the Time (No such thing as a “small sins”/World Series Ring to the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On The Verge Team31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEIL 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)33. Web (Technology) Obsession 34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point of View Worth BROADCASTING: “You must be the change you wish to see in the world”—Gandhi) 35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as much a place at the Head Table in a “PSF” as in a widgets factory: “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe”—Jack Welch)

  17. Winning (Guaranteed?)!

  18. Up,Up,Up, Up,Up the Value-added Ladder.

  19. The Traditional “Value-added Ladder”ServicesGoods Raw Materials

  20. And the “M” Stands for … ?Gerstner’s IBM:“Systems Integrator of choice.” (BW)IBM Global Services:$55B

  21. Planetary Rainmaker-in-Chief!“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models.The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have never been able to touch.”—Fortune

  22. “[Closing/selling Boeings 8,000-person facility in Wichita] was an important decision in moving forward with Boeing’s long-term strategy of becoming a large-scale integrator.”—The Wichita Eagle/06.16.2005

  23. “Big Brown’s New Bag: UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/07.19.2004

  24. “SCS”/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bankSource: Fast Company/02.04

  25. “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

  26. Bear In Mind: Customer Satisfactionversus Customer Success

  27. New York-Presbyterian:7-year, $500M enterprise-systems consulting and equipment contract with GE Medical SystemsSource: NYT/07.18.2004

  28. “Instant Infrastructure: GE Becomes a General Store for Developing Countries” —headline/ NYT/07.16.05

  29. The Revised Value-added Ladder.2005Gamechanging SolutionsServicesGoods Raw Materials

  30. The New Enterprise Value-Added Equation/Mark2005(1) 100% “WOW PROJECTS” (New Org “DNA”/“The Work”)+ (2) Incredible “TALENT” Transformed into (3) Entrepreneurial “BRAND YOUs” and (4) Launched on Awesome “QUESTS”= (5) Internal “Rockin’ PSFs” (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from “Superior Products & Services” to “ENCOMPASSING SOLUTIONS” &“GAME-CHANGING CLIENT SUCCESS”

  31. Big Idea/“Meta”-Idea/Premier “Engine of Value Added”(1) The Talent: “Best Roster” of Entrepreneurial-minded Brand Yous.(2) The (Virtual) Organization: Internal or External “PSF”/Professional Service Firm working with “Best Anywhere” = Engine of Value Added through the Application of Creative “Intellectual Capital”(3) The Work Product: “Game Changer”WOW Projects

  32. Brand InsideActionBrand YouTalentLeadership ILeadership II

  33. Action

  34. Action!

  35. TP on BigCo sin #1:“too much talk, too little do”

  36. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker

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

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

  39. “I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

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

  41. Try It.

  42. John Masters:“This is so simple it sounds stupid, but it is amazing how few oil people really understand thatyou 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.” (Canadian Hunter)

  43. Sam’s Secret #1!

  44. “Fail faster. Succeed sooner.”David Kelley/IDEO

  45. Fail. Forward. Fast.–High-tech Exec

  46. “If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products.Yet they persist, through version after version,until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.”Seth Godin, Zooming

  47. Ye gads: “Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, he’s actually found a negative correlation.‘It seems that school-related evaluations are poor predictors of economic success,’ Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on.”Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins

  48. Larry.

  49. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

  50. “Execution is asystematic process of rigorously discussinghows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

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