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LEAVE IT TO BEAVER.

LEAVE IT TO BEAVER. Tra pp er : <$20 per beaver pelt. Source: WSJ. WDCP : $ 150 to remove “problem beaver”; $ 750 -$ 1,000 for flood-control piping … so that beavers can stay. Source: WSJ.

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LEAVE IT TO BEAVER.

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  1. LEAVE IT TO BEAVER.

  2. Trapper: <$20 per beaver pelt.Source: WSJ

  3. WDCP:$150 to remove “problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay.Source: WSJ

  4. wdcp/“Wildlife Damage-control Professional”:$150 to “remove” “problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay.Source: WSJ

  5. Tom Peters’ X25*EXCELLENCE. ALWAYS.Property Loss Research BureauOrlando/0319.07*In Search of Excellence 1982-2007

  6. Slides at …tompeters.com

  7. EXCELLENCE. VALUE ADDED.UP THE LADDER.

  8. The Value-added Ladder/ STUFF ‘N’ THINGSGoods Raw Materials

  9. The Value-added Ladder/Stuff & TRANSACTIONSServicesGoods Raw Materials

  10. EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.

  11. $55B

  12. MasterCard Advisors

  13. WHAT CAN BROWN DO FOR YOU?

  14. TrappertoWDCP/“Wildlife Damage-control Professional”

  15. Huge:Customer Satisfactionversus Customer Success

  16. The Value-added Ladder/ OPPORTUNITY-SEEKINGGamechanging Solutions/Client SuccessServicesGoods Raw Materials

  17. Department Headto …Managing Partner, IS[HR, R&D, etc.]Inc.

  18. “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that.We pay for ourselves, and we actually make money for the company.”—Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com) (Who Owns the Data? Using Internal Customer Relationship Management to Improve Business and IT Integration —Frank Eichorn)

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

  20. The PSF35: The Work & The Legacy1.CRYSTAL CLEAR POINT OF VIEW (E very 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”

  21. Pointed Point of View!

  22. Department Headto …Managing Partner, IS[HR, R&D, etc.]Inc.

  23. EXCELLENCE. ATTITUDE.TRANSFORMATION.PSF.

  24. HCare CIO: “Technology Executive”(workin’ in a hospital)Or/to:Full-scale, Accountable(life or death)Member-Partner of XYZ Hospital’s Senior Healing-Services Team(who happens to be a techie)

  25. EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE IT.

  26. “Experiences are as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

  27. $798(vs. $415)

  28. The Value-added Ladder/ MEMORABLE CONNECTIONSpellbinding ExperiencesGamechanging SolutionsServicesGoods Raw Materials

  29. Experience: “Rebel Lifestyle!”“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based Leadership

  30. EXCELLENCE.VALUE-ADDED LADDER III.DREAM IT.

  31. The Value-added Ladder/EMOTIONDreams Come TrueSpellbinding Experiences Gamechanging SolutionsServicesGoods Raw Materials

  32. “Dreams Come True”:IBMUPS

  33. The (NEW) Value-added LadderDreams Come TrueSpellbinding Experiences Gamechanging Solutions/ client successServicesGoods Raw Materials

  34. NEW ZEALAND 2007

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

  36. EXCELLENCE. INNOVATE. OR. DIE.

  37. “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

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

  39. try things.

  40. “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

  41. Screw. things.Up.

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

  43. We become who we hang out with 1

  44. 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

  45. “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

  46. Rob McEwen/CEO/Goldcorp Inc./Red Lake goldSource: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

  47. EXCELLENCE. BEDROCK.LEADERSHIP.9Ps.

  48. PURPOSE.PASSION.Potential.Presence.Personal.PERSISTENCE.PEOPLE. Potent.Positive.

  49. “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for,sacrifice for ,trust.”—Howard Schultz, Starbucks (IBD/09.05)

  50. PURPOSE.PASSION.Potential.Presence.Personal.PERSISTENCE.PEOPLE. Potent.Positive.

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