LONG Tom Peters X 25 EXCELLENCE ALWAYS 13

Скачать презентацию LONG Tom Peters X 25 EXCELLENCE ALWAYS 13

dd1458b7f14399e9655b01cb1901c989.ppt

Количество слайдов: 168

LONG Tom Peters’ X 25* EXCELLENCE. ALWAYS. 13 th Annual World Islamic Banking Conference Kingdom of Bahrain. 11 December 2006 *In Search of Excellence 1982 -2007

EXCELLENCE. ALL YOU NEED TO KNOW.

“ 20 -minute rule” —Craig Johnson/30 yrs

“I called 60 CEOs in the first week of the year] to wish them happy New Year. …” —Hank Paulson, former CEO, Goldman Sachs Source: Fortune, “Secrets of Greatness, ” 0320. 05

“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. ” —Henry Clay

EXCELLENCE. THE MANDATE.

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

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for Buy a very large one and just wait. ” myself? ’ The answer seems obvious: —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

: 39 members of the Class of ’ 17 were alive in ’ 87; 18 in ’ 87 F 100; 18 F 100 “survivors” significantly underperformed the market; “Forbes 100” from 1917 to 1987 just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987. S&P 500 from 1957 to 1997: ’ 97; 74 members of the Class of ’ 57 were alive in 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

Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of Korea’s 30 largest conglomerates. ” Source: “KET Issue Report, ” Kim Jong Nyun (14. 05. 2005)

S&P Stability Ratings* 1985 2006 Low Risk 41% 13% Average Risk 14% 24% High Risk 35% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006) 73%

Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE

The last word: There is no last word.

EXCELLENCE. STARTERS. BASICS. K. I. S. S.

Raging Success = P-SQUARED. C. E-CUBED.

People. Product. Clients. Execution. Enthusiasm. Excellence.

EXCELLENCE. STARTERS. BASICS. K. I. S. S.

“One bank is currently claiming to … ‘leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets. ” —Charles Handy

“I assume that it is just saying that it is there to ‘help its customers wherever they are’. ” —Charles Handy

EXCELLENCE. ASPIRATION.

“Why in the world did you go to Siberia? ”

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.

An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others. *** others Enterprise* ** (*at its best): **Excellence. Always. ***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Excellence 1982: 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”

EXCELLENCE. PORTER. DRUCKER. BENNIS. PETERS.

Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50% 20 20 10 Drucker 25% 35 25 15 Bennis 25% 20 30 25 Peters 15% 20 40 25

EXCELLENCE. DEFINED. AGENDA. SETTER.

SET THE AGENDA. * Great Companies … (PERIOD. ) * “disturb the sleep of …

AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3 M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … e. Bay … Amazon … Sony … Amgen … BMW … CNN … Nike

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? )

Built to Last vs Built to Change/Rock the World

EXCELLENCE. DEFINED. X 06

X. 06 Tom Peters/Excellence. 2006/1210. 2006

X. 06. 23: Whole Foods Markets … Starbucks … Wegmans … Commerce Bank … John Laing Homes … Apple … London Drugs … Griffin Hospital/ Planetree Alliance … The Met School/Big Picture … Carl Sewell … Progressive Insurance … Stanford women’s sports … Stanford D-School … HSM … Washington Speakers Bureau … Build-A-Bear … RE/MAX … Donnelly’s Weather Strip Service … Jim’s Group … Cirque du Soleil … (U. S. Grant) … (Horatio Nelson) … (Stew Leonard’s) … (De. Mar Plumbing) … (FBR/Friedman Billings Ramsey)

Cirque du Soleil

And the Winner is … 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant “Experience” 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. “Wow!” 10. Lovemark!

“Every time we come to a comfort zone, we will find a way out. ” “No Cloning. ” “‘Reinvent the brand’ with each new show. ” “A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today? ’” —Daniel Lamarre, president, Cirque du Soleil

whole foods

$798 $798

$415/Sq. Ft/Wal*Mart $798/Sq. Ft/Whole Foods

Whole Foods Astounding selection Astounding quality Fun to choose (Buy FAR more than intended) Genius merchandising Use of color Attitude Knowledgeable Parking Checkout Reeks of distinction/DD Clean (“Eat off the floor”/the food)

starbucks

Wegmans Wegmans

#1/100 “Best Companies to Work for”/2005

London Drugs

London Drugs *Each major department a “category killer” (pharmacy, computers, photo-photo finishing, cosmetics) *“Service added”/ Experience (e. g. , consultation booths for pharmaceutical Clients) *Brilliant, eye-popping design-merchandising *Price point: peanuts to super-premium *Massive training, very low staff t/o *Big-bet experimentation-innovation *Locales begging for LD *Financials to die for *IS/IT/SC pioneers (compared favorably to Wal*Mart’s supply-chain management; exquisite vendor-partner programs) *Effectively deflected Wal*Mart incursion *Philosophy: fun, enthusiasm, innovation, commitment, care, talent development

Griffin Hospital/ Planetree Alliance

“It was the goal of Planetree to help patients not only get well faster but also to stay well longer. ” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Planetree Alliance/Griffin Hospital)

The 9 Planetree Practices 1. The Importance of Human Interaction 2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information 3. Healing Partnerships: The importance of Including Friends and Family 4. Nutrition: The Nurturing Aspect of Food 5. Spirituality: Inner Resources for Healing 6. Human Touch: The Essentials of Communicating Caring Through Massage 7. Healing Arts: Nutrition for the Soul 8. Integrating Complementary and Alternative Practices into Conventional Care 9. Healing Environments: Architecture and Design Conducive to Health Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Big Picture schools/ The Met

EBF* to EBI** “engage the kids around their passions. ” —Dennis Littky/ The Met-Big Picture Schools * Education By Fiat ** Education By Interest

Progressive

“We don’t sell insurance We sell speed. ” anymore. —Peter Lewis, Progressive

Commerce Bank

The Power of WOW! How Commerce Bank Created a Super. Growth Business in a No-Growth Industry Vernon W. Hill, II

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

Commerce Bank: From “Service” to “Experience” 7 X. 730 A-800 P. F 12 A. * *’ 93 -’ 03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p. a.

8, 000 Radio City Music Hall … J. D. Power/Customer service/Bank/NYC/1 st in 5 of 6; 2 nd in #6 … Inspired by Ray Kroc … $36 B ($100 B in 6 years); +$750 M per month/373 branches in 7 states/900 in 6 years … player piano … Penny Arcade/$25 K per machine … 9 M lollipops, 2 M dog biscuits … stupid rule (red) button … call center not “cost center, ” but opportunity/human by second operation … over-invest in real estate … designexperience fanaticism … Red!/Red Friday/Hot music … deposits available next day (vs ½ on 3 rd; ½ on 5 th; focus on 99%, not 1%) … LONG HOURS!!!! (7/week/12 hours/Fridays/15 minutes before) … “Do whacky things for customers” (VH) … “create magical moments of surprise and delight for employees” (VH) … “Hire for attitude. Train for skills. ” (VH) … Chinatown/10 K first day; 28 K first week … Commerce U in ’ 93 (“underlying theme is fun”—VH)

Thesaurus of WOW! “They” hate it if you call them “bankers. ” “They” love it, on the other hand, when you ask to see their #s—stupendous. “They” are … Commerce Bank. These absurdly fast growing, insanely profitable “retailers, ” rewriting the rules of East Coast retail banking, sent me a copy of their booklet, “Traditions. ” It explicates their “Wow the Customer Philosophy. ” At the end there’s “A Collection of Commerce Lingo. ” I won’t define (use your imagination), but simply offer a small sample: “Fans, Not Customers. ” “Say YES … 1 to say YES, 2 to say NO. ” (A staffer has to get a supervisor’s approval to say “no” to anything. ) “Recover!!! To Err Is Human; To Recover Is Devine. ” “Leave ’Em Speechless. ” “Positive Behavior. ” “Positive Language. ” “Kill A Stupid Rule. ” (Get cash rewards for exposing dumb internal rules “that impede our ability to WOW!”) Make the ‘WOW! Answer Guide’ Your Best Friend. ” “Buzz Bee. ” “Commerce. WOW!Zone. ” (A K-12 financial education program. ) “Doctor WOW!” “Ten-Minute Principle. ” (“Stores” open 10 minutes before posted hours, stay open 10 minutes after posted hours—and the hours, such as open 7 days a week, are already incredibly generous & tradition-shattering. ) “Wall of WOW!” “WOW! Awards. ” (The annual recognition ceremony—Radio City Music Hall, with the Rockettes, in ’ 05. ) “WOW! Patrol. ” “WOW! Spotlight. ” “WOW Van. ” “WOW Wiz. ” (A service superstar. ) Etc.

S. M. A. R. T. Say Yes Make Each Customer Feel Special Always Keep Customer Promises Recover! Think Like Our Customers

Standard bank: Keep ’em out of branches; ignore middle income; cost-driven following mergers. (“No great American retailer was ever created by doing acquisitions”—VH “No examples of seriously broken retail models that have been fixed. ”) CB: deposit focus; customer experience; best facilities; no stupid rules; revenue driven; better experience for lower yield

“ … cut costs at most banks. ‘We have to push them out of the branches. ’ ‘We have to push them to machines. ’ We have to push them to the Internet. ” Source: Vernon Hill

“We defy conventional wisdom, operating more like the young bucks at Starbucks than the old farts at the Bank of America. ” —Vernon Hills

TP: Experience … Top-line fanaticism (vs Costfanaticism) … Deposits …Drive ’em to the branch … Experience/Wow! … design … little touches … no stupid rules … Talent/Attitude/ Recognition

John Laing Homes

“Soft Skills, Hard Dollars” Source: Headline, Big. Builder, September 2006

“Builder of the Year”/Professional Builder … Experience … Communities/ Family values/ Relationships/After-sale “ …talk to our customers …” J. D. Power awards … Warranties … Price premiums … Design!!!! (all Divisions winners) (Top “names”) … Data/market research … Top company to work for … Team development … “I just love being a home builder. ” (LW) … Brand … Emaar Properties (Robert Booth/Int’l: “They have a tremendous focus on the customer, and that is hugely important to us. ”)

Re/max Re/max

“We are a ‘life Success Company”’ Dave Linegar, RE/MAX

“The organization would ultimately win not because it gave agents more money, but because it gave them a chance for better lives. ” —Phil Harkins & Keith Hollihan, Everybody Wins

jim’s group

Jim’s Group: Jim Penman. * 1984: Jim’s Mowing. 2006: Jim’s Group. 2, 600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. “People first. ” Private. Small staff. Franchisees can leave at will. 0 -1 complaint per year is norm; cut bad ones quickly. *Ph. D. cross-cultural anthropology; mowing on the side Source: MT/Management Today (Australia), Jan-Feb 2006

X. 06. 23: Whole Foods Markets (high-end, experience-design, demographic) … Starbucks (people, experience) … Wegmans (people) … Commerce Bank (nuts about customers, WOW, people, execution) … Apple (design-experience, breakthrough, “virus management, ” resilience, talent, “seriously cool”) … London Drugs (design-experience, people, “solutions”) … Griffin Hospital/Planetree Alliance (customer-centric, “whole person”) … The Met School/Big Picture (engagement, self-control) … Carl Sewell (experience!) … Progressive Insurance (speed, IT) … Stanford women’s sports (demographic, Blue Ocean) … Stanford D-School (design-biz-engineering, Blue Ocean) … HSM (execution, experience) … WSB (integrity, broad view of customers, execution) … Build-A-Bear (experience) RE/MAX (people/“create success stories”) … Donnelly’s Weather Strip Service (high end, execution-reliability, simply the best) … Jim’s Group (imagination. Blue Ocean, demographic, customer-centric) … Cirque du Soleil (talent, R&D, Imagination, resilience, design-experience, partnering) … (U. S. Grant/execution, delegation, people, K. I. S. S. , action-at-all-costs, win, bold ) … (Horatio Nelson/execution, delegation, people, K. I. S. S. , action-at-all-costs, win, bold ) … (Stew Leonard’s/people, experience-design, Wow) … (De. Mar Plumbing/experience, people, Blue Ocean) … (FBR/Friedman Billings Ramsey/research, focus)

High end. Experience. Design. Crazy for customers! Crazy for Patients! (“Whole person”). Wow! People first, second, third. Breakthrough or bust. “Seriously cool. ” “Virus management. ” Resilience. Tippy-top talent. “Solutions, ” not “just” “satisfaction. ” Engagement. Self-control. (Customer/Patient/Student control. ) Blue Ocean. “Mundane stuff” made great. Great demographic. The best. Period. Effective partnering. K. I. S. S. Play to win. (Offense > Defense. ) Bold! Action! Always! Integrity-as-strategy.

*Focused on growth and revenue and “offense, ” not defense and cost containment. *People-talent obsession. *Provide mind-bending experiences. (Driven by design primacy. ) *Nuts about customers. *Happy to use words like “Wow. ” *Pretty close to the high end of the market. [*Ability to make silk purses filled with gold out of sows’ ears: Wegmans-Whole Foods-Stew Leonard’s and groceries; Jim’s Group and dog-walking; Donnelly and weather strip installation; De. Mar and plumbing. ] *Execution!

EXCELLENCE. ASPIRATION. YOU & ME.

“The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change!” —RG

EXCELLENCE. REVENUE. MATTERS. MOST.

“Analysts … preferred cost cutting, as long as cutting they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because They said, ‘Oh my gosh, you need revenues to grow earnings over time. ’ Well, Duh!” so many got caught, and earnings went to hell. —Dick Kovacevich, Wells Fargo

EXCELLENCE. INNOVATE. OR. DIE.

Pathetic!

“I don’t believe in economies of You don’t get better by being bigger. You get worse. ” scale. —Dick Kovacevich/Wells Fargo

“When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, I’m sure there are success stories out there, but at this moment I draw a blank. ” —Mark Sirower, The Synergy Trap answered:

“Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness. ” —Jim Collins/Time/2004

There’s “A” and then there’s “A. ”

Spinoffs systematically perform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble” nimble —Jerry Knight/ Washington Post/ 08. 05

Inno. Tacs

We become who we hang out with!

Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (Line. Ex v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

futuremark

“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. ” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival, ” Financial Times/2003

Try it. Try it Try it. try it. Try it

“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

“Experiment fearlessly” Source: BW 0821. 06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

“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 to plan— for months. ” —Bloomberg by Bloomberg

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

READY. FIRE! AIM. Ross Perot (vs “Aim!” /EDS vs GM/1985)

tolerate [encourage? ] failure

Sam’s Secret #1!

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

Speed/ Tempo

“We don’t sell insurance anymore. We sell speed. ” Peter Lewis, Progressive

bet the farm

“I don’t intend to be known as the ‘King of the Tinkerers. ’ ” CEO, large financial services company

No Wiggle Room! “Incrementalism is innovation’s worst enemy. ” Nicholas Negroponte

“Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things. ” —Roger Enrico, former Chairman, Pepsi. Co

Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free *Small, gradual changes are always easier to make and sustain *We can’t change because our brains become “hardwired” early in life Source: Fast Company/05. 2005

focus focus

“We will not, I repeat not, pretend to be ‘all things to all people. ’” —CEO, Investec (03. 06)

Private Equity-financed Firm, Best *Case *Focus! *In a [Big] hurry *CEO/Top team, “skin in the game” *CEO, 100% of time on the biz *Merit! *Motivated oversight *Worst case: Rape & Pillage

Conscious measurement

Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird”/ “Profound”/ “Wow”/“Game- changer” Scale?

personal

Buy a Mirror! Step #1:

EXCELLENCE. 1966. 2006.

4/40 4/40

De-centralization execution accountability 6: 15 a. m.

“If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner

De-centralization execution accountability 6: 15 a. m.

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

De-centralization execution accountability 6: 15 a. m.

“GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place. ” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

De-centralization execution accountability 6: 15 a. m.

6: 15 a. m.

EXCELLENCE. BEDROCK. TALENT.

Hire very good people!

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from Pacific … $25 million to $80 million in —Ed Michaels, War for Talent 2 years. ”

EMPHASIZE THE “SOFT SKILLS. ”

PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i. e. , it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Putting HR on a par with finance and marketing. Second:

SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

< CAPEX > People!

LIVE FOR TALENT!

Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

Brand = Talent.

EXCELLENCE. BEDROCK. LEADERSHIP. 9 Ps.