Содержание
- 2. Excellence. Always. If not Excellence, what? If not Excellence now, when?
- 3. Novosibirsk 2006/Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum
- 4. Sydney 2007/1st Drucker Commemorative Conference Organizations exist to serve. Period. Leaders live to serve. Period.
- 5. 1/4096 @ excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not
- 6. 7 Steps to Sustaining Success You take care of the people. The people take care of
- 7. Part ONE
- 8. #1
- 9. Little = BIG
- 10. #2
- 11. 7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.
- 12. #3
- 13. It BEGINS (and ENDS) in the …
- 14. Parking lot* *Disney
- 15. #4
- 16. Don’t like it? Don’t pay. Source: Granite Rock Co.
- 17. Red light flashes= -10%
- 18. #5
- 19. National “Brand”/ 2-cent candy
- 20. #6
- 21. Conveyance: Kingfisher Air Location: Approach to New Delhi
- 22. “May I clean your glasses, sir?”
- 23. #7
- 24. Compression Hose = 10,000
- 25. #8
- 26. 30 minutes = 1% $25M/$20M/$200K
- 27. #9
- 28. 2X Source: Container Store/increase average sale per shopper
- 29. #10
- 30. Bag sizes = New markets: $B Source: PepsiCo
- 31. Big carts = 1.5X Source: Wal*Mart
- 32. #11
- 33. TGR [Things Gone WRONG-Things Gone RIGHT]
- 34. Customers describing their service experience as “superior”: 8% Companies describing the service experience they provide as
- 35. “Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore,
- 36. “Perception is all there is”
- 37. Comeback [big, quick response] >> Perfection
- 38. Acquire vs maintain*: 5X *Recession goal: Higher “market share” current customers
- 39. CXO* *Chief eXperience Officer
- 40. #12
- 41. Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, “What
- 42. “Remember to tuck the shower curtain inside the bathtub.”
- 43. You get ’em in the door with “location, location, location”—and a terrific architect. You keep ’em
- 44. “Execution is strategy.” —Fred Malek
- 45. Sports: You beat yourself!
- 46. “Execution is the job of the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of
- 47. #13
- 48. (1) Amenable to rapid experimentation/ failure “free” (PR, $$) (2) Quick to implement/ Quick to Roll
- 49. Half-day/25 ideas One week/5 experiments (3) One month/Select best 2 (4) 60-90 days/Roll out
- 50. Little = BIG
- 51. Part TWO
- 52. FIVE “First things Before First Things …”
- 53. #1
- 54. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and
- 55. #1 cause of employee Dis-satisfaction?
- 56. “People leave managers not companies.” —Dave Wheeler
- 57. Suggested addition to your statement of Core Values: “We are obsessed with developing a cadre of
- 58. #2
- 59. XFX = #1* *Cross-Functional eXcellence
- 60. Never waste a lunch!
- 61. “Personal relationships are the fertile soil from which all advancement, all success, all achievement in real
- 62. % XF lunches* *Measure! Monthly! Part of evaluation! [The PAs Club.]
- 63. XFX: Social accelerators …* *See “LONG” version of presentation at tompeters.com for more
- 64. XFX/Typical Social Accelerators 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully.
- 65. XFX/: Typical Social Accelerators 16. Formal evaluations. Everyone, starting with the receptionist, should have a significant
- 66. “I am hundreds of times better here [than in my prior hospital assignment] because of the
- 67. WOW!! Observed closely: The use of “I” or “we” during a job interview. Source: Leonard Berry
- 68. #3
- 69. In the Army, 3-star generals worry about training. In most businesses, it's a “ho hum” mid-level
- 70. I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but
- 71. (1) Training merits “C-level” status! (2) Top trainers should be paid a king’s ransom—and be of
- 72. No company ever expended too much thought/effort/ $$$$ on training!* *ESPECIALLY … small company
- 73. Q3 2011/BLS +3.1/Non-farm productivity growth +3.8/Non-farm output +0.6/Non-farm hours worked +5.4/Manufacturing productivity +4.7/Manufacturing output -0.6/Manufacturing hours
- 74. “The root of our problem is not that we’re in a Great Recession or a Great
- 75. Legal industry/Pattern Recognition/Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik
- 76. “A bureaucrat is an expensive microchip.” —Dan Sullivan, consultant and executive coach
- 77. China too/Foxconn: 1,000,000 robots in next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and
- 78. A 15-Point Human Capital Asset Development Manifesto World Strategy Forum The New Rules: Reframing Capitalism Seoul,
- 79. A 15-Point Human Capital Development Manifesto 1. “Corporate social responsibility” starts at home—i.e., inside the enterprise!
- 80. 3. Three-star generals and admirals (and symphony conductors and sports coaches and police chiefs and fire
- 81. 5. The training budget takes precedence over the capital budget. PERIOD. It’s easier fun to get
- 82. 7. Every individual on the payroll should have a benchmarked professional growth strategy. Every leader at
- 83. “Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry
- 84. 11. The national education infrastructure—from kindergarten to continuing adult education—may well be National Priority #1. Moreover,
- 85. “Human creativity is the ultimate economic resource.” —Richard Florida “Every child is born an artist. The
- 86. SMEs To The Rescue! “We are in no danger of running out of new combinations to
- 87. 13. The great majority of us work in small enterprises; hence national growth objectives based upon
- 88. #4
- 89. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think
- 90. 18 …
- 91. 18 … SECONDS!
- 92. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart
- 93. Listen = “Profession” = Study = Practice = Evaluation = Enterprise Value
- 94. Is there a full-bore training course in "Listening" for 100% of employees, CEO to receptionists? If
- 95. #5
- 96. Complain all you want, but meetings are what you [boss] do!
- 97. Meetings = #1 leadership opportunity
- 98. Meeting: Every meeting that does not stir the imagination and curiosity of attendees and increase bonding
- 99. Part THREE
- 100. Innovation’s BIG THREE
- 101. #1
- 102. 1/46
- 103. Lesson46: WTTMTW
- 104. Whoever Tries The Most Things Wins
- 105. “We made mistakes, of course. Most of them were omissions we didn’t think of when we
- 106. “What are Rutan’s management rules? He insists he doesn’t have any. ‘I don’t like rules,’ he
- 107. “Experiment fearlessly” Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1 “Relentless
- 108. In Search of Excellence /1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close
- 109. “Fail. Forward. Fast.” High Tech CEO, Pennsylvania
- 110. “Reward excellent failures. Punish mediocre successes.” —Phil Daniels, Sydney exec
- 111. “The secret of fast progress is inefficiency, fast and furious and numerous failures.” —Kevin Kelly
- 112. “It is not enough to ‘tolerate’ failure—you must ‘celebrate’ failure.” —Richard Farson (Whoever Makes the Most
- 113. Better yet: WTTMTAMTMMTFW
- 114. Whoever Tries The Most Things And Makes The Most Mistakes The Fastest Wins
- 115. 1/4096
- 116. “You miss 100% of the shots you never take.” —Wayne Gretzky
- 117. 1/46 A bias for action. (No. 1 “Attribute of Excellence” from In Search of Excellence.) Ready.
- 118. #2
- 119. We Are What We Eat/We Are the Company We Keep
- 120. The “We are what we eat”/ “We are who we associate with” Axiom: At its core,
- 121. Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who
- 122. “[CEO A.G.] Lafley has shifted P&G’s focus on inventing all its own products to developing …
- 123. “Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
- 124. “Don’t benchmark, ‘Other’ mark!”
- 125. We are the company we keep! Manage it!
- 126. “The Bottleneck … Is at the Top of the Bottle. Where are you likely to find
- 127. Diversity … per se … is a key … maybe the key … to effective and
- 128. “Who’s the most interesting person you’ve met in the last 90 days? How do I get
- 129. Co-creation …
- 131. “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’”
- 132. Forgetting >> Learning
- 133. Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how
- 134. #3
- 135. Wow!
- 136. “Insanely Great” Steve Jobs “Radically thrilling” BMW
- 137. Zappos 10 Corporate Values Deliver “WOW!” through service. Embrace and drive change. Create fun and a
- 138. 14,000 20,000 30
- 139. 14,000/eBay 20,000/Amazon 30/Craigslist
- 140. Every project: Where’s your “Craig’s List [WOW!] option”?
- 141. Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3.
- 142. “We are crazy. We should do something when people say it is ‘crazy.’ If people say
- 143. Part FOUR
- 144. FOUR Key Market Strategies
- 145. #1
- 146. Design WINs! APPLE market cap > ExxonMobil* *August 2011
- 147. “Design is treated like a religion at BMW.” —Fortune
- 148. “We don’t have a good language to talk about this kind of thing. In most people’s
- 149. “Design is everything. Everything is design.” “We are all designers.” Inspiration: The Power of Design: A
- 150. “Only one company can be the cheapest. All others must use design.” —Rodney Fitch, Fitch &
- 151. Suit/Asda/$50 Suit/M&S/10X Suit/Savile Road bespoke/10X iPhone/$700 iPhone/“assembled in China”/$20 Source: John Kay/”Our Fetish for Making Things
- 152. CDO* *Chief Design Officer
- 153. Hypothesis: Men cannot design for women’s needs!!??
- 154. #2
- 155. “I speak to you with a feminine voice. It’s the voice of democracy, of equality. I
- 156. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” Source: Headline, Economist
- 157. “Women are THE majority market” —Fara Warner/The Power of the Purse
- 158. W > 2X (C + I)* *“Women now drive the global economy. Globally, they control about
- 159. 2.6 vs. 21
- 160. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost
- 161. #3
- 162. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How
- 163. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How
- 164. “Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000
- 165. “Data drawn from the real world attest to a fact that is beyond our control: Everything
- 166. Mittelstand* ** * “agile creatures darting between the legs of the multinational monsters" (Bloomberg BusinessWeek, 10.10)
- 167. Retail Superstars: Inside the 25 Best Independent Stores in America —by George Whalin
- 168. Jungle Jim’s International Market, Fairfield, Ohio: “An adventure in ‘shoppertainment,’ as Jungle Jim’s call it, begins
- 169. “Be the best. It’s the only market that’s not crowded.” From: Retail Superstars: Inside the 25
- 170. “We are in no danger of running out of new combinations to try. Even if technology
- 171. #4
- 172. Huge: Customer “Satisfaction with product/Service” versus Customer “Success”
- 173. IBM to IBM
- 174. Planetary Rainmaker-in-Chief! “[CEO Sam] Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward
- 175. UPS
- 176. “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM
- 177. IPM’s Chief: “We’ll do just about anything an oilfield owner would want, from drilling to production.”
- 178. MasterCard Advisors
- 179. IDEO Product Design Product Design Training Innovation Training
- 180. “ ‘Results’ are measured by the success of all those who have purchased your product or
- 181. Part FIVE
- 182. People First! People Second ! People Third! People Fourth! People Fifth! People Sixth!
- 183. 1/4096 “Business has to give people enriching, rewarding lives … or it's simply not worth doing.”
- 184. “You have to treat your employees like customers.” —Herb Kelleher, upon being asked his “secret to
- 185. "If you want staff to give great service, give great service to staff." —Ari Weinzweig, Zingerman's
- 186. "When I hire someone, that's when I go to work for them.” —John DiJulius, "What's the
- 187. “The path to a hostmanship culture paradoxically does not go through the guest. In fact it
- 188. “ … The guest comes into the picture only when you are ready to ask, ‘Would
- 189. Brand = Talent.
- 190. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the
- 191. … no less than Cathedrals in which the full and awesome power of the Imagination and
- 192. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over
- 193. “The leaders of Great Groups … love talent … and know where to find it. They
- 194. Les Wexner: From sweaters to people!* *Limited Brands founder Les Wexner queried on astounding long-term success—said,
- 195. TWO Per Year!
- 196. 2/year = legacy.* *Exec promotion = Acquisition
- 197. Promotion Decisions “life and death decisions” Source: Peter Drucker, The Practice of Management
- 198. “The ONE Question”: “In the last year [3 years, current job], name the … three people
- 199. Difference #1
- 200. People are not “Standardized.” Their evaluations should not be standardized. Ever.
- 201. Standardized Evaluations? Sports?* Arts?* *“Pure” talent-driven enterprises
- 202. Evaluating people = #1 differentiator Source: Jack Welch/Jeff Immelt on GE’s #1 strategic skill (!!!!)
- 203. 70 cents
- 204. “Development can help great people be even better—but if I had a dollar to spend, I’d
- 205. “In short, hiring is the most important aspect of business and yet remains woefully misunderstood.” Source:
- 206. 15%
- 207. TP: “How to throw $500,000 into the sea in one easy lesson!!”
- 208. People!* *15%?
- 209. 2X Source: Container Store/Goal: increase average sale per shopper
- 210. The Sky Is the Limit!
- 211. No company ever Expended too much thought/ effort/ $$$$ on training!
- 212. The Sky Is the Limit!
- 213. Wegmans Luiza Helena, Magazine Luiza
- 214. 4 Words!
- 215. “The four most important words in any organization are …
- 216. The four most important words in any organization are … “What do you think?” Source: courtesy
- 217. 8 Words! 12 Words!
- 218. Change the World With EIGHT Words What do you think?* How can I help?** *Dave Wheeler:
- 219. Change the World With TWELVE Words What do you think?* How can I help?** What have
- 220. Some Help With Helping … Help works when the recipient subsequently feels smarter—not dumber. Regularly help
- 221. The Memories That Matter.
- 222. The Memories That Matter The people you developed who went on to stellar accomplishments inside or
- 223. The Memories That Matter Created the sort of workplaces you’d like your kids to inhabit. (Explicitly
- 224. The Age of “Brand You”!
- 225. Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (1800-2000) Globalization3.0 (2000+): Individuals collaborating & competing globally Source:
- 226. “If there is nothing very special about your work … no matter how hard you apply
- 227. The Brand You50: Fifty Ways to Transform Yourself from an “Employee” into a Brand That Shouts
- 228. "The illiterate of the 21st Century will not be those who cannot read or write, but
- 229. Part SIX
- 230. Leading
- 231. 25
- 232. MBWA Managing By Wandering Around/HP
- 233. You = Your calendar* *The calendar never lies.
- 234. Your calendar knows Precisely what you really care about. Do you????
- 235. Don’t > Do* * “Don’ting” must be systematic > WILLPOWER
- 236. “If there is any one ‘secret’ to effectiveness, it is concentration. Effective executives do first things
- 237. 50% (!) Un-scheduled.
- 238. “Most managers spend a great deal of time thinking about what they plan to do, but
- 239. “It’s always showtime.” —
- 240. “You must BE the change you wish to see in the world.” Gandhi
- 241. “It’s always showtime.” —David D’Alessandro, Career Warfare
- 242. “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge
- 243. “The leader must have infectious optimism. … The final test of a leader is the feeling
- 244. Me first!
- 245. "Everyone thinks of changing the world, but no one thinks of changing himself." —Tolstoy
- 246. “Being aware of yourself and how you affect everyone around you is what distinguishes a superior
- 247. “How can a high-level leader like _____ be so out of touch with the truth about
- 248. The “Have you …” 50
- 249. “Mapping your competitive position” or …
- 250. 1. Have you in the last 10 days … visited a customer? 2. Have you called
- 251. 1. Have you … in the last 10 days … visited a customer? 2. Have you
- 252. K = R = P
- 253. “Courtesies of a small and trivial character are the ones which strike deepest in the grateful
- 254. "Let's not forget that small emotions are the great captains of our lives." –—Van Gogh
- 255. Kindness = Repeat Business = Profit.
- 256. K = R = P/Kindness = Repeat business = Profit Kindness: Kind. Thoughtful. Decent. Caring. Attentive.
- 257. Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining
- 258. “There is a misconception that supportive interactions require more staff or more time and are therefore
- 259. Acknowledgement/ Appreciation/ “Thank you!”
- 260. “The deepest principal in human nature is the craving* to be appreciated.” —William James *“Craving,” not
- 261. “The deepest urge in human nature is the desire to be important.” —John Dewey (In Dale
- 262. “Acknowledge” … perhaps the most powerful word (and idea) in the English language—and manager’s tool kit!
- 263. “Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn
- 264. Responsiveness/ Apology/ “I’m sorry!”
- 265. “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is
- 266. Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
- 267. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE
- 268. With a new and forthcoming policy on apologies … Toro, the lawn mower folks, reduced the
- 269. Part SEVEN
- 270. Excellence/ Aspiration/ Service/ Immoderation
- 271. 1982-2012: EXCELLENCE 30
- 272. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3.
- 273. “Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence
- 274. Hard is Soft. Soft is Hard.
- 275. EXCELLENCE is not an "aspiration.” EXCELLENCE is … THE NEXT FIVE MINUTES.
- 276. EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next
- 277. 2006 Novosibirsk: Aspiration
- 278. Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted
- 279. 2007 Sydney: Service
- 280. Organizations exist to serve. Period. Leaders live to serve. Period.
- 281. 7 Steps to Sustaining Success You take care of the people. The people take care of
- 282. 7 Steps to Sustaining Success: And it starts with … You take care of the people.
- 283. … no less than Cathedrals in which the full and awesome power of the Imagination and
- 284. Immoderation
- 285. Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3.
- 286. Excellence. Always. If not Excellence, what? If not Excellence now, when?
- 287. Part Eight
- 288. Top 20
- 289. Top Twenty **Just one “secret” to innovation: It’s a messy world. We’re always operating half informed.
- 290. Top Twenty **Everywhere: “Excellence” in quality and design is not restricted to the “high end.” Both
- 291. Top Twenty **But: Hierarchy is often necessary—but relentless hot war must be declared on bureaucracy “24/7.”
- 292. Top Twenty **Why not business: In the army and in the theater and in sports, training
- 293. Top Twenty **New context, new leaders: Innovation (and execution) today is a collaborative process. Women are
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