Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age Johannesburg/02June2005.
Tom Peters Re-Imagine EXCELLENCE ! MINI-Master/06 November 2013.
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Transcript of Tom Peters Re-Imagine EXCELLENCE ! MINI-Master/06 November 2013.
Tom Peters’Tom Peters’
Re-ImagineRe-Imagine
EXCELLENCEEXCELLENCE!!
MINI-Master/06 November 2013MINI-Master/06 November 2013
**ExecutionExecution*Context*Context*Excellence*Excellence*Leading*Leading*People*People*Innovation*Innovation*Value Added*Value Added*Star Power*Star Power*Wow Now*Wow Now
ExecutionExecution
Conrad Conrad Hilton …Hilton …
CONRADCONRAD HILTONHILTON, at a gala celebrating, at a gala celebrating his career, was called to the podium and his career, was called to the podium and
asked,asked, “What were the most important
lessons you learned in your long and
distinguished career?” His answer …His answer …
““Remember Remember to tuck the to tuck the
shower curtain shower curtain inside the inside the bathtubbathtub.”.”
““EXECUTION EXECUTION ISIS STRATEGY.”STRATEGY.”
—Fred Malek—Fred Malek
““In real life, strategyIn real life, strategy is actually very is actually very
straightforward. straightforward. Pick a generalPick a general
direction direction … … andand imimpplementlement
likelike hellhell.”.” —Jack Welch—Jack Welch
““EXECUTIONEXECUTION IS IS THETHE JOBJOB OF OF
THE BUSINESS THE BUSINESS LEADERLEADER.”.”——Larry BossidyLarry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
““The art of war does not The art of war does not require complicated require complicated
maneuvers; the simplest are maneuvers; the simplest are the best and common sense is the best and common sense is fundamental. From which one fundamental. From which one
might wonder how it is might wonder how it is
generals make blunders; generals make blunders; itit is because theis because theyy tr tryy to to
be cleverbe clever.”.” —Napoleon—Napoleon
““When assessing candidates, the first When assessing candidates, the first thing I looked for was energy and thing I looked for was energy and
enthusiasm for execution. enthusiasm for execution. Does Does she talk about the thrill she talk about the thrill of of ggettinettingg thin thinggs done, s done,
the obstacles overcome, the obstacles overcome, the role her the role her ppeoeopple le pplalayyeded —or does she keep —or does she keep wandering back to strategy or wandering back to strategy or
philosophy?”philosophy?” —Larry Bossidy, —Larry Bossidy, ExecutionExecution
*Execution*Execution**ContextContext*Excellence*Excellence*Leading*Leading*People*People*Innovation*Innovation*Value Added*Value Added*Star Power*Star Power*Wow Now*Wow Now
ContextContext
20132013!!
““Train Passengers Train Passengers Too Distracted By Too Distracted By Phones to Notice Phones to Notice
Gunman”Gunman”
—Headline, HuffingtonPost, 1009.13—Headline, HuffingtonPost, 1009.13
ContextContext
GRINGRIN!!
GGeneticsenetics
RRoboticsobotics
IInformaticsnformatics
NNanotechnology*anotechnology*
China/Foxconn:China/Foxconn:
1,000,001,000,0000 robots/next 3 robots/next 3
yearsyears
Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee
Legal industry/Pattern Recognition/Legal industry/Pattern Recognition/Discovery (e-discovery algorithms):Discovery (e-discovery algorithms):
500500 lawyers to … lawyers to …
ONESource:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee
Robot Wars!Robot Wars!
“The combination of new “The combination of new market rules and new market rules and new
technology was turning technology was turning the stock market into, in the stock market into, in
effect, effect, a war of a war of robotsrobots.”.” —Michael Lewis, “Golman’s —Michael Lewis, “Golman’s
Geek Tragedy,” Geek Tragedy,” Vanity FairVanity Fair, 09.13, 09.13
““Algorithms have already written symphonies Algorithms have already written symphonies as moving as those composed by as moving as those composed by
Beethoven, picked through legalese , picked through legalese
with the deftness of a senior with the deftness of a senior law partner, diagnosed patients with more , diagnosed patients with more
accuracy than a accuracy than a doctor, written news , written news
articles with the smooth hand of a seasonedarticles with the smooth hand of a seasoned reporter, and driven vehicles on urban , and driven vehicles on urban
highways with far better control than a human highways with far better control than a human
driver.”.”
——Christopher Steiner,Christopher Steiner, Automate This: How Algorithms Came to Rule the World
““The root of our problem is notThe root of our problem is not that we’re in a Great Recessionthat we’re in a Great Recession
or a Great Stagnation, but ratheror a Great Stagnation, but rather that we are in the early that we are in the early
throes of a throes of a Great Restructuring. .
Our technologies are racing ahead,Our technologies are racing ahead, but our skills and organizationsbut our skills and organizations
are lagging behind.”are lagging behind.”
Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee
““Human level Human level capability has not capability has not turned out to be a turned out to be a special stopping special stopping
point from an point from an engineering engineering
perspective. ….”perspective. ….”
Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Robot FuturesFutures
Post-Great Recession: Post-Great Recession:
Equipment Equipment expenditures +26% expenditures +26%
Payrolls flat
Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee
Tom’s TIB* #1:Tom’s TIB* #1: Your principal moral Your principal moral obligation as a leader is to obligation as a leader is to
develop the skillset, “soft” and develop the skillset, “soft” and “hard,” of every one of the “hard,” of every one of the
people in your charge (temporary people in your charge (temporary as well as semi-permanent) to as well as semi-permanent) to the maximum extent of your the maximum extent of your
abilities. The abilities. The good news: This is also thegood news: This is also the
#1 mid- to long-term … #1 mid- to long-term …
profit maximization strategy profit maximization strategy!!* * This I Believe (courtesy Bill caudill)This I Believe (courtesy Bill caudill)
BIG DATABIG DATA
““Predictions Predictions based on based on
correlationscorrelations lie lie at the heart of at the heart of
big data.”big data.”Source:Source: Big Data: A Revolution That Will Transform How We Live, Big Data: A Revolution That Will Transform How We Live,
Work, and Think, Work, and Think, by Viktor Mayer-Schonberger and Kenneth Cukierby Viktor Mayer-Schonberger and Kenneth Cukier
The Crowd Sourced Performance ReviewThe Crowd Sourced Performance Review
““By harnessing the ‘wisdom of crowds,’ By harnessing the ‘wisdom of crowds,’ many subjective observations taken many subjective observations taken
together provide a more objective and together provide a more objective and accurate picture of an employee’s accurate picture of an employee’s
performance than a single subjective performance than a single subjective judgement. It averages out prejudice judgement. It averages out prejudice
or baggage on the part of both or baggage on the part of both
manager and employee.”manager and employee.” ——Eric Mosley, Eric Mosley, The Crowd The Crowd
Sourced Performance ReviewSourced Performance Review
““Flash forward to dystopia. You work in a chic Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance fromcubicle, sucking chicken-flavor sustenance from
a tube. You’re furiously maneuvering with a a tube. You’re furiously maneuvering with a joystick … Your boss stops by and gives you a joystick … Your boss stops by and gives you a
look. look. ‘We need to talk about your loyalty to this ‘We need to talk about your loyalty to this
company.’company.’ The organization you The organization you work for has deduced that you work for has deduced that you
are considering quitting. It are considering quitting. It predicts your plans and predicts your plans and
intentions, pintentions, possiblossiblyy before before yyou ou have even conceived themhave even conceived them.”.” —Eric —Eric
Siegel,Siegel, Predictive Analytics: Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an (based on a real case, an
HP “Flight risk” PA model developed by HR, with astronomical savings potential)HP “Flight risk” PA model developed by HR, with astronomical savings potential)
*Execution*Execution*Context*Context**ExcellenceExcellence*Leading*Leading*People*People*Innovation*Innovation*Value Added*Value Added*Star Power*Star Power*Wow Now*Wow Now
ExcellenceExcellence!!
Excellence1982: The Bedrock “EiExcellence1982: The Bedrock “Eigght Basics”ht Basics”
1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight PropertiesProperties
““Breakthrough” 82*Breakthrough” 82*
People! People! Customers! Customers!
Action! Action! ValuesValues! !
**In Search of ExcellenceIn Search of Excellence
““Why in the Why in the World did youWorld did you
go to go to SiberiaSiberia?”?”
EnterpriseEnterprise* (*at its best):* (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor that elicits endeavor that elicits maximum maximum
concerted humanconcerted human potential in thepotential in the wholehearted pursuit of wholehearted pursuit of EXCELLENCE inEXCELLENCE in serviceservice of others of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
Hard is Soft.Hard is Soft.Soft is Hard.Soft is Hard.
““If I could have chosen not to tackle the IBM culture head-If I could have chosen not to tackle the IBM culture head-on,on,
I probably wouldn’t have. My bias coming in was toward I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of changing the attitude and behaviors of hundreds of
thousands of people is very, very hard.thousands of people is very, very hard. Yet I Yet I came to see in my time at came to see in my time at IBM that IBM that cultureculture isn’t just isn’t just
one aspect of the game one aspect of the game ——IT IS THE IT IS THE GGAMEAME.”.”
——Lou Gerstner, Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance
WSJ/0910.13:WSJ/0910.13: “What matters most “What matters most to a company over time? to a company over time?
Strategy or culture? Strategy or culture?
Dominic Barton, MD, McKinsey & Co.:Dominic Barton, MD, McKinsey & Co.:
“Culture.“Culture.””
EXCELLENCE is EXCELLENCE is notnot an "aspiration.”an "aspiration.”
EXCELLENCE is … EXCELLENCE is … THE THE NEXTNEXT FIVE FIVE
MINUTESMINUTES..
Excellence is the Excellence is the nextnext five five
minutesminutes … …
OR NOT.OR NOT.
““Mr. Watson, how Mr. Watson, how long does it take long does it take
to achieve to achieve Excellence?”Excellence?”
Source: Thomas Watson, legendary Chairman/CEO, Source: Thomas Watson, legendary Chairman/CEO, IBMIBM
““11 minute”minute”
““One minute. You One minute. You make up your mind make up your mind to never again do to never again do something that is something that is
not excellent.”not excellent.”
*Execution*Execution*Context*Context*Excellence*Excellence**LeadingLeading*People*People*Innovation*Innovation*Value Added*Value Added*Star Power*Star Power*Wow Now*Wow Now
Leading:Leading:
MBWAMBWA
2525
3K3K//5M5MSource: Mark McCormackSource: Mark McCormack
5050
““Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot
really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is
to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.
Let me put it bluntly: every leader Let me put it bluntly: every leader should routinely keep a substantial should routinely keep a substantial
portion of his or her time—I would say portion of his or her time—I would say
as much asas much as 5050 percent—percent—
unscheduledunscheduled.. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will
you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’
typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet Yet we waste so much time in unwe waste so much time in unpproductive activitroductive activity—y—it takes an it takes an
enormous effort on the enormous effort on the ppart of the leader to keeart of the leader to keepp free time for the free time for the trultrulyy im impportant thinortant thinggss.”.”
——Dov FrohmanDov Frohman (& Robert Howard (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught—), Leadership The Hard Way: Why Leadership Can’t Be Taught—
And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)
You = Your You = Your calendarcalendar**
*The calendar *The calendar NEVERNEVER lies.lies.
Don’t > Don’t > Do*Do*
* “Don’t-ing” must be systematic * “Don’t-ing” must be systematic > WILLPOWER> WILLPOWER
““If there is any If there is any oneone ‘secret’ to effectiveness, it is ‘secret’ to effectiveness, it is
concentration. Effective executives concentration. Effective executives
do first things first … do first things first … and and thetheyy do do
oneone thinthingg at a at a timetime.”.” —Peter Drucker—Peter Drucker
““It’sIt’s alwaalwayyss showtime.”showtime.”
—
““You must You must bebe
the change you the change you wish to see in the wish to see in the
world.”world.”Gandhi
““I am a I am a dispenser of dispenser of
enthusiasm.”enthusiasm.”
—Ben Zander—Ben Zander
““A leader isA leader is a dealer in a dealer in hope.”hope.” —Napoleon—Napoleon
#1#1 Failing Failing
““If I had to pick If I had to pick one failing of CEOs, one failing of CEOs, it’s that they don’t it’s that they don’t read enough.”read enough.” —Co-founder of —Co-founder of
one of the largest investment services firms in the USA/worldone of the largest investment services firms in the USA/world
Vanity Fair:Vanity Fair: “What is your most “What is your most marked characteristic?”marked characteristic?”
Mike Bloomberg:Mike Bloomberg:
““Curiosity.”Curiosity.”
LeadingLeading
11 Mouth, Mouth,
22 Ears Ears
““The doctor The doctor interruptsinterrupts after …*after …*
*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think
18 …18 …
18 … 18 … secondsseconds!!
[An [An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark
of of RespectRespect..
Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)
Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication* * (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)
[cont.][cont.]
*8 of 10 sales presentations fail*8 of 10 sales presentations fail
*50% failed sales *50% failed sales
presentations … presentations … talkingtalking “at” before “at” before listening! listening!—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Fierce Conversations: Achieving Success at Work and in Life,Conversations: Achieving Success at Work and in Life,One Conversation at a TimeOne Conversation at a Time
*Listening is of the*Listening is of the
utmost … utmost … STRATEGIC importance! importance!
*Listening is a proper … *Listening is a proper …
CORE VALUE ! ! *Listening is … *Listening is … TRAINABLE !!
*Listening is a … *Listening is a …
PROFESSION !!
MBWA MBWA 44
““The The 44 most most
important important wordswords in any in any
organization are …organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATIONTHE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
ARE …ARE … “WHAT “WHAT DO DO YOUYOU THINK?”THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com Source: courtesy Dave Wheeler, posted at tompeters.com
““Employees who Employees who don't feel significant don't feel significant
rarely make rarely make significant significant
contributions.”contributions.” —Mark Sanborn—Mark Sanborn
LeadingLeading
AcknowledgementAcknowledgement!!
““The deepest principle The deepest principle in human nature is the in human nature is the
cravingcraving** to be to be appreciated.”appreciated.”
—William James—William James
**“Craving,” not “wish” or “desire” or “longing”/Dale “Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, Carnegie, How to Win Friends and Influence People How to Win Friends and Influence People
(“The BIG Secret of Dealing With People”)(“The BIG Secret of Dealing With People”)
““AcknowledAcknowledggee” … ” … perhaps the most perhaps the most
powerful word (and powerful word (and idea) in the English idea) in the English
language—and language—and manager’s tool kit!manager’s tool kit!
K = R = K = R = PP
““Courtesies of a small and Courtesies of a small and trivial character are the trivial character are the
ones which strike deepest ones which strike deepest in the grateful and in the grateful and
appreciating heart.”appreciating heart.” —Henry Clay
Kindness = Kindness = Repeat Business =Repeat Business =
Profit.Profit.
Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:
NONENONE of THE top 15 of THE top 15
factors determining factors determining PPatient atient
SSatisfaction referred to patient’s health atisfaction referred to patient’s health outcomeoutcome..
Instead:Instead: directldirectly related to y related to StaffStaff Interaction;Interaction; directldirectly correlated with y correlated with
EmploEmployyee Satisfactionee Satisfaction
Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions There is a misconception that supportive interactions require more staff or more time and are therefore more require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing hospital budget, the interactions themselves add nothing
to the budget. to the budget.
KINDNESS IS KINDNESS IS FREEFREE.. Listening to patients or Listening to patients or
answering their questions costs nothing. It can be argued answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being that negative interactions—alienating patients, being
non-responsive to their needs or limiting their sense of non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or control—can be very costly. … Angry, frustrated or
frightened patients may be combative, withdrawn and frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would less cooperative—requiring far more time than it would have taken to interact with them initially in a positive have taken to interact with them initially in a positive
way.”way.”
—Putting Patients First—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance) (Griffin Hospital/Derby CT; Plantree Alliance)
Meeting PowerMeeting Power!!
Meetings = Meetings = #1#1 leadership leadership
opportunityopportunity
Meeting:Meeting: EverEveryy meetin meetingg that that does not stir the imadoes not stir the imaggination ination
and curiosity of attendees and and curiosity of attendees and increase bondinincrease bondingg and co- and co-
oopperation and eneration and enggaaggement ement and sense of worth and and sense of worth and
motivate ramotivate rappid action and id action and enhance enthusiasm is a enhance enthusiasm is a
ppermanentlermanentlyy lost o lost opppportunitortunity.y.
Responsiveness/Responsiveness/Apology/ Apology/
““I’m sorry!”I’m sorry!”
““I regardI regard aappoloologgizinizing g as the as the most magical, healing, most magical, healing,
restorative gesture human restorative gesture human beings can make. It is thebeings can make. It is the
centercenterppieceiece of my of my work with executives who work with executives who
want to get better.”want to get better.”
——Marshall GoldsmithMarshall Goldsmith, What Got You Here Won’t Get You There: , What Got You Here Won’t Get You There: How Successful People Become Even More Successful. How Successful People Become Even More Successful.
Relationships (of all varieties): THERE ONCE THERE ONCE WAS A TIME WHEN A WAS A TIME WHEN A
THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD
HAVE AVOIDED SETTING OFF THE HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RESULTED IN A COMPLETE
RUPTURE.RUPTURE.**
*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
THE PROBLEM IS THE PROBLEM IS RARELY/RARELY/NEVERNEVER THE THE
PROBLEM. THEPROBLEM. THE
RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE
REAL PROBLEMREAL PROBLEM.***PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!
Acquire vs. maintain:Acquire vs. maintain:
5X5X***Hence: Service*Hence: Service >>>> SalesSales (!!)(!!)
XFX =XFX =
#1#1
XFX = XFX = #1#1**
*Cross-Functional *Cross-Functional eXcellence eXcellence
NEVER NEVER WASTE A WASTE A LUNCH!LUNCH!
XFX/Typical XFX/Typical SocialSocial Accelerators Accelerators
1. EVERYONE’s [more or less] JOB #1: Make friends in other 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.)functions! (Purposefully. Consistently. Measurably.)2. “Do lunch” with people in other functions!! Frequently!! 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.)(Minimum 10% to 25% for everyone? Measured.)3. Ask peers in other functions for references so you can become 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) ism.) 4. Religiously invite counterparts in other functions to your team 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.)your group. (Useful. Mark of respect.)
5. 5. PROACTIVELY SEEK EXAMPLES OF “TINY” PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX email of “Thanks” for some sort of XFX gesture by your folks and some other gesture by your folks and some other function’s folks.)function’s folks.) 6. Present counterparts in other functions awards for service to 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annualyour group. Tiny awards at least weekly; and an “Annual All-Star All-Star Supporters [from other groups] Banquet” modeled after superstar Supporters [from other groups] Banquet” modeled after superstar salesperson banquets. salesperson banquets.
THE WHOLE POINT HERE IS THAT THE WHOLE POINT HERE IS THAT “XFX”“XFX” IS IS
ALMOST CERTAINLY THE ALMOST CERTAINLY THE #1#1 OPPORTUNITY OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE FOR STRATEGIC DIFFERENTIATION. WHILE
MANY WOULD LIKELY AGREE, IN OUR MANY WOULD LIKELY AGREE, IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE MOMENT-TO-MOMENT AFFAIRS, XFX PER SE
IS NOT SO OFTEN VISIBLY & PERPETUALLY AT IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE THE TOPTOP OF EVERY AGENDA. I ARGUE HERE OF EVERY AGENDA. I ARGUE HERE
FOR NO LESS THAN …FOR NO LESS THAN …
VISIBLE.VISIBLE.CONSTANT.CONSTANT.OBSESSION.OBSESSION.
Teva Canada:Teva Canada: SuSuppppllyy chain chain excellenceexcellence achieved. Share-Point/ achieved. Share-Point/ troubleshooting/Strategy-Nets/ troubleshooting/Strategy-Nets/ hooked to other functions; Moxie hooked to other functions; Moxie social tools, document editing, etc.social tools, document editing, etc.
Social Business By Design: Transformative Social Social Business By Design: Transformative Social Media Strategies For the Connected CompanyMedia Strategies For the Connected Company —Dion —Dion
Hinchcliffe & Peter KimHinchcliffe & Peter Kim
LeadingLeading
The The 1st Line1st Line Honcho.Honcho.
If the regimental commander lost most of his If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and 2nd lieutenants and 1st lieutenants and
captains and majors, it would be a tragedy. captains and majors, it would be a tragedy.
If he lost his If he lost his serserggeants it would eants it would be a catastrobe a catastropphehe. . The The
Army and the Navy are fully aware that Army and the Navy are fully aware that success on the battlefield is dependent to an success on the battlefield is dependent to an extraordinary degree on its Sergeants and extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the Chief Petty Officers. Does industry have the
same awareness?same awareness?
““People People leave leave
manamanaggersers not not companies.”companies.”
——Dave WheelerDave Wheeler
LeadingLeading
Leaders Leaders DoDo
People.People.
Leaders Leaders DODO People: People: You You CHOSECHOSE to be a leader. Hence to be a leader. Hence youyou CHOSE CHOSE to devote to devote
the rest of your the rest of your professional career toprofessional career to
DEVELOPINGDEVELOPING PEOPLEPEOPLE..
"Leadership is a "Leadership is a gift. It's given by gift. It's given by those who follow. those who follow.
You have to be You have to be worthy of it.”worthy of it.”
——General Mark Welsh, Commander, U.S. Air Forces Europe General Mark Welsh, Commander, U.S. Air Forces Europe
““I start with the premise I start with the premise that the function of that the function of
leadership is to leadership is to
pproduce more roduce more leadersleaders, not more , not more
followers.”followers.” ——Ralph NaderRalph Nader
*Execution*Execution*Context*Context*Excellence*Excellence*Leading*Leading
**PeoplePeople*Innovation*Innovation*Value Added*Value Added*Star Power*Star Power*Wow Now*Wow Now
PeoplePeople
Business Has to Business Has to Give People Give People Enriching, Enriching,
Rewarding LivesRewarding Lives
1/4,096: excellencenow.com1/4,096: excellencenow.com
““Business has to give people enriching, Business has to give people enriching,
rewarding lives … rewarding lives … OR IT'S OR IT'S SIMPLY NOT SIMPLY NOT
WORTH WORTH DOINGDOING.”.”
——Richard BransonRichard Branson
““You have to You have to treat your treat your
employees like employees like customers.”customers.” —Herb —Herb
Kelleher, upon being asked his “secret to success”Kelleher, upon being asked his “secret to success”
Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at on the occasion of Herb Kelleher’s retirement after 37 years at
Southwest Airlines Southwest Airlines (SWA’s pilots union took out a full-page ad in (SWA’s pilots union took out a full-page ad in USA USA TodayToday
thanking HK for all he had done) thanking HK for all he had done) ; across the way in Dallas, American ; across the way in Dallas, American Airlines’ pilots were Airlines’ pilots were picketingpicketing AA’s Annual Meeting)AA’s Annual Meeting)
"When I hire "When I hire someone, that's someone, that's
when when I I ggo to o to work for work for
themthem.”.” —John DiJulius,—John DiJulius, "What's the Secret to "What's the Secret to
Providing a World-class Customer Experience"Providing a World-class Customer Experience"
… … NO LESS THAN NO LESS THAN
CATHEDRALSCATHEDRALS IN WHICH IN WHICH THE FULL AND AWESOME THE FULL AND AWESOME
POWER OF THE IMAGINATION POWER OF THE IMAGINATION AND SPIRIT AND NATIVE AND SPIRIT AND NATIVE
ENTREPRENEURIAL FLAIRENTREPRENEURIAL FLAIR OF OF DIVERSE INDIVIDUALSDIVERSE INDIVIDUALS IS IS
UNLEASHED IN PASSIONATE UNLEASHED IN PASSIONATE PURSUIT OF … PURSUIT OF … EXCELLENCEEXCELLENCE..
Oath of Office:Oath of Office: Managers/Servant Leaders Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably overOur goal is to serve our customers brilliantly and profitably over the long haul.the long haul.Serving our customers brilliantly and profitably over the longServing our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, thehaul is a product of brilliantly serving, over the long haul, the people who serve the customer.people who serve the customer.
Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained everything in between—is abetting the sustained growthgrowth and success and engagement and enthusiasm andand success and engagement and enthusiasm and commitment to Excellence of those, one at a time, commitment to Excellence of those, one at a time, whowho directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth andWe—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to ExcellenceDevelopment and Success and Aspiration to Excellence business.”business.”““We” We” [leaders][leaders] only grow when “they” only grow when “they” [each and every one of our colleagues][each and every one of our colleagues] are are growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our colleagues][each and every one of our colleagues]
are succeeding.are succeeding.““We” We” [leaders][leaders] only energetically march toward Excellence when only energetically march toward Excellence when “ “they” they” [each and every one of our colleagues][each and every one of our colleagues] are energetically marching are energetically marching toward Excellence.toward Excellence.Period.Period.
Our Mission
TO DEVELOP AND MANAGE TALENT;TO DEVELOP AND MANAGE TALENT;TO APPLY THAT TALENT;TO APPLY THAT TALENT;
THROUGHOUT THE WORLD; THROUGHOUT THE WORLD; FOR THE BENEFIT OF CLIENTS;FOR THE BENEFIT OF CLIENTS;TO DO SO IN PARTNERSHIP; TO DO SO IN PARTNERSHIP;
TO DO SO WITH PROFIT.TO DO SO WITH PROFIT.
WPP
““The role of the Director is to The role of the Director is to create a space where the create a space where the
actors and actresses canactors and actresses can become more than become more than thetheyy’ve ever been ’ve ever been
before,before, more than themore than they’y’ve ve dreamed of beindreamed of being.”g.”
——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech
Brand Brand = =
Talent.Talent.
A 15-Point Human Capital Development A 15-Point Human Capital Development ManifestoManifesto
1.1. Corporate social responsibility” starts at home—i.e., Corporate social responsibility” starts at home—i.e., inside the enterprise!inside the enterprise! MAXIMIZING GDD/Gross MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary Domestic Development of the workforce is the primary source of mid-term and beyond growth and source of mid-term and beyond growth and profitability—and maximizes national productivity and profitability—and maximizes national productivity and wealth. wealth.
2.2. Regardless of the transient external situation, Regardless of the transient external situation, development of “human capital” is always the #1 development of “human capital” is always the #1 priority.priority. This is true in general, in particular in difficult This is true in general, in particular in difficult times which demand resilience—and uniquely true in times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage the only plausible survival strategy for higher wage nations. (nations. (Generic “brainwork,” traditional and Generic “brainwork,” traditional and dominant “white-collar activities, is increasindominant “white-collar activities, is increasingglly by beineingg pperformed berformed byy exponentiall exponentiallyy enhanced artificial enhanced artificial intelliintelliggenceence.).)
Source: A 15-Point Human Capital Asset Development Manifesto/Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12
The Memories The Memories That That MatterMatter
The Memories That MatterThe Memories That Matter
The people you developed who went on toThe people you developed who went on to stellar accomplishments inside or outsidestellar accomplishments inside or outside the company.the company. The (no more than) two or three people you developed who went on The (no more than) two or three people you developed who went on toto create create stellar institutions of their own.stellar institutions of their own.The long shots (people with “a certain something”) you bet on whoThe long shots (people with “a certain something”) you bet on who surprised themselves—surprised themselves—andand your peers. your peers.
The people of all stripes who 2/5/10/20 yearsThe people of all stripes who 2/5/10/20 years later say later say “You made a difference in my “You made a difference in my life,”life,” “ “Your belief in me changed everything.”Your belief in me changed everything.”The sort of/character of people you hired in general. (The sort of/character of people you hired in general. (And And the bad the bad apples you chucked out despite some stellar traits.)apples you chucked out despite some stellar traits.)A handful of projects (a half dozen at most) you doggedly pursued A handful of projects (a half dozen at most) you doggedly pursued thatthat still make you smile and which fundamentally changed the waystill make you smile and which fundamentally changed the way things are done inside or outside the company/industry.things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming The supercharged camaraderie of a handful of Great Teams aiming toto “ “change the world.”change the world.”
PeoplePeople
Hiring.Hiring.
““development can help great development can help great
people be even people be even better— better— but if but if I had a dollar to spend, I’d I had a dollar to spend, I’d
spendspend 70 cents70 cents getting the right person getting the right person
in the door.”in the door.” ——Paul Russell, Director, Leadership and Paul Russell, Director, Leadership and
Development, GoogleDevelopment, Google
““In short, hiring is In short, hiring is the the most immost impportant ortant
asasppect of businessect of business
and yet remainsand yet remains woefully woefully misunderstoodmisunderstood..””
Source: Source: Wall Street JournalWall Street Journal, 10.29.08,, 10.29.08,
review of review of Who: The A Method for Hiring, Who: The A Method for Hiring, Geoff Smart and Randy StreetGeoff Smart and Randy Street
PeoplePeople
Evaluating.Evaluating.
EVALUATING EVALUATING
PEOPLE = PEOPLE = #1#1
DIFFERENTIATORDIFFERENTIATORSource: Jack Welch, now Jeff Immelt onSource: Jack Welch, now Jeff Immelt on
GE’s top strategic skill ( GE’s top strategic skill (!!!!!!!!))
53 = 5353 = 53
People are People are NOTNOT “Standardized.” “Standardized.” Their evaluations Their evaluations
should should NOTNOT be be standardized. standardized.
EVEREVER..
SelSelf-f-Evaluation.Evaluation.
““Being aware of Being aware of yourself yourself and how and how yyou ou
affect everaffect everyyone around one around yyouou is what is what
distindistingguishesuishes a superior a superior leader.”leader.”
—Edie Seashore (—Edie Seashore (Strategy + BusinessStrategy + Business #45) #45)
““The biggest The biggest problem I shallproblem I shall ever face: the ever face: the management of management of Dale Carnegie.”Dale Carnegie.”
——Dale Carnegie, diary ofDale Carnegie, diary of
PeoplePeople
Training.Training.
In the Army, In the Army, 33--star star ggeneralsenerals worry about worry about
training. In most training. In most businesses, it's a “ho businesses, it's a “ho hum” mid-level staff hum” mid-level staff
function.function.
I would hazard a guess I would hazard a guess that most CEOs see IT that most CEOs see IT
investments as a investments as a “strategic necessity,” “strategic necessity,”
but see training but see training expenses as “a expenses as “a
necessary evil.” necessary evil.”
““C-level”C-level”!!
(1)(1) Training merits Training merits ““C-level” C-level” status! status!(2)(2) Top trainers should Top trainers should be be paid a king’spaid a king’s ransomransom—and be of—and be of the same caliber asthe same caliber as top marketers ortop marketers or researchers.researchers.
3. Three-star generals and admirals (and 3. Three-star generals and admirals (and symphony conductors and sports coaches symphony conductors and sports coaches and police chiefs and fire chiefs) OBSESS and police chiefs and fire chiefs) OBSESS about training. about training. Why is it likely (Dead Why is it likely (Dead certain?) that in a random 30-minute certain?) that in a random 30-minute interview you are unlikely to hear a CEO interview you are unlikely to hear a CEO touch upon this topic? (touch upon this topic? (I would hazard a I would hazard a guess that most CEOs see IT investments as guess that most CEOs see IT investments as a “strategic necessity,” but see training a “strategic necessity,” but see training expenses as “a necessary evil.”)expenses as “a necessary evil.”)
4.4. Proposition/axiom: The CTO/Chief TRAINING Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the Officer is arguably the #1 staff job in the enterprise, at least on a par with, say, the enterprise, at least on a par with, say, the CFO or CIO or head of R&D.CFO or CIO or head of R&D. (Again, external (Again, external circumstances—see immediately above—are circumstances—see immediately above—are forcing our hand.)forcing our hand.)
Source: A 15-Point Human Capital Asset Development Manifesto/Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12
PeoplePeople
Promoting:Promoting:
2/year = 2/year = Legacy.Legacy.
Promotion DecisionsPromotion Decisions
“life and “life and death death
decisions”decisions”Source: Peter Drucker, Source: Peter Drucker, The Practice of ManagementThe Practice of Management
““A man should A man should nevernever be promoted to a be promoted to a
managerial position if his managerial position if his vision focuses on people’s vision focuses on people’s
weaknesses rather rather than on their than on their
strengths.”.” —Peter Drucker, —Peter Drucker, The Practice of ManagementThe Practice of Management
*Execution*Execution*Context*Context*Excellence*Excellence*Leading*Leading*People*People**InnovationInnovation*Value Added*Value Added*Star Power*Star Power*Wow Now*Wow Now
InnovationInnovation
11/47/47(No kidding)(No kidding)
LessonLesson4747:: WTTMSWTTMS
WW
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS
““READY.READY.FIRE.FIRE.AIM.”AIM.”
H. Ross Perot (vs H. Ross Perot (vs “Aim! Aim! Aim!”“Aim! Aim! Aim!” /EDS vs GM/1985) /EDS vs GM/1985)
““We made mistakes, of course. Most of them were omissions We made mistakes, of course. Most of them were omissions
we didn’t think of when we initially wrote the software. we didn’t think of when we initially wrote the software. We We fixed them bfixed them byy doin doingg it over and over, it over and over, aaggain and aain and aggain.ain. We do the same today. While our We do the same today. While our
competitors are still suckingcompetitors are still sucking their thumbs trying to make the their thumbs trying to make the design perfect, we’re already on prototype versiondesign perfect, we’re already on prototype version
##55.. By the time our rivals are ready with wires By the time our rivals are ready with wires
and screws, we are on version and screws, we are on version ##1010.. It It
ggets back to ets back to pplanninlanningg versus actin versus acting: g: We We act from day oneact from day one; ; others others pplan how tolan how to pplanlan——for monthsfor months.”.” —Bloomberg by Bloomberg—Bloomberg by Bloomberg
Culture of PrototypingCulture of Prototyping
“Effective prototyping may “Effective prototyping may
be be THETHE MOST MOST VALUABLEVALUABLE CORE CORE COMPETENCECOMPETENCE an an
innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage—Michael Schrage
““FAIL.FAIL. FORWARD. FORWARD.
FAST.”FAST.”High Tech CEO, Pennsylvania
““REWARDREWARD excellent failures. PUNISHPUNISH mediocre
successes.”—Phil Daniels, Sydney exec
WTTMSWTTMSASTMSUTFASTMSUTFWW
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFANDANDSCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUP THETHEFASTESTFASTESTWINSWINS
1/4,0961/4,096
100%100%
1/5,0001/5,000
“YOU MISS “YOU MISS
100100%% OF OF
THE SHOTS YOU THE SHOTS YOU NEVER TAKE.”NEVER TAKE.”
—Wayne—Wayne GretzkyGretzky
““WE HAVE A WE HAVE A ‘STRATEGIC ‘STRATEGIC PLAN.’ IT’S PLAN.’ IT’S
CALLED CALLED DOING DOING THINGSTHINGS.”.” — Herb Kelleher
Pursuing Pursuing InInefficiencyefficiency
““The secret of fast The secret of fast progress is progress is
inefficiency, fast , fast and furious and and furious and
numerous failures.”numerous failures.”—Kevin Kelly
“The Silicon Valley of today is built less atop the spires of
earlier triumphs than upon the rubble of
earlier debacles.” —Paul —Paul
SaffoSaffo
““The difference between Bach and his forgotten peers The difference between Bach and his forgotten peers isn’t necessarily that he had a better ratio of hits to isn’t necessarily that he had a better ratio of hits to
misses. The difference is that the mediocre might have a misses. The difference is that the mediocre might have a dozen ideas, while Bach, in his lifetime, created more dozen ideas, while Bach, in his lifetime, created more than a thousand full-fledged musical compositions. A than a thousand full-fledged musical compositions. A
genius is a genius, psychologist Paul Simonton genius is a genius, psychologist Paul Simonton maintains, because he can put together such a maintains, because he can put together such a
staggering number of insights, ideas, theories, random staggering number of insights, ideas, theories, random observations, and unexpected connections that he observations, and unexpected connections that he almost inevitably ends up with something great.almost inevitably ends up with something great.
‘‘Quality,’Quality,’ Simonton writes,Simonton writes, ‘is a ‘is a probabilistic function of probabilistic function of
quantity.’”quantity.’”
—Malcolm Gladwell, “Creation Myth,” —Malcolm Gladwell, “Creation Myth,” New YorkerNew Yorker, 0516.11, 0516.11
InnovationInnovation
We Are We Are WhatWhat
We Eat We Eat
““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can
be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox
The “We are what we eat”/ The “We are what we eat”/ “We are who we hang out with”“We are who we hang out with”
Axiom: Axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision
(employee, vendor, customer, etc., (employee, vendor, customer, etc., etc.) is a etc.) is a stratestrateggicic decision about: decision about:
“Innovate,“Innovate, ‘ ‘YesYes’ ’ oror ‘No’ ” ”
Measure/Manage: Portfolio “Strangeness”/ Measure/Manage: Portfolio “Strangeness”/ “Quality”“Quality”
1. Customers1. Customers2. Vendors2. Vendors3. Out-sourcing Partners3. Out-sourcing Partners4. Acquisitions4. Acquisitions5. Purposeful “Theft”5. Purposeful “Theft”6. Diversity/“d”iversity6. Diversity/“d”iversity7. Diversity/Crowd-sourcing7. Diversity/Crowd-sourcing8.8. Diversity/Weird Diversity/Weird 9.9. Diversity/CuriosityDiversity/Curiosity10. Benchmarks10. Benchmarks11. Calendar11. Calendar12. MBWA12. MBWA13. Lunch/General13. Lunch/General14. Lunch/Other functions14. Lunch/Other functions15. Location/Internal15. Location/Internal16. Location/HQ16. Location/HQ17. Top team17. Top team18. Board18. Board
““DON’T DON’T BENCHMARK,BENCHMARK,
FUTURE FUTURE MARK!”MARK!”
Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
““DON’T DON’T BENCHMARK,BENCHMARK,
‘OTHER’ ‘OTHER’ MARKMARK!!””
WEWE ARE ARE THE THE COMPANYCOMPANY WE KEEP!WE KEEP!
MANAGEMANAGE IT! IT!
We Are WhatWe Are What We Eat: The We Eat: The “Fred Smith “Fred Smith Question”Question”
““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch
with them?”with them?” —Fred Smith—Fred Smith
OuchOuch!!
“The Bottleneck …The Bottleneck …
“The Bottleneck is at the …The Bottleneck is at the … “Where are you likely to find people “Where are you likely to find people
with the with the least diversitleast diversityy of ex of expperienceerience, , the the larlarggest investment in the est investment in the ppastast,,
and the g and the greatest reverence for reatest reverence for industrindustryy do doggmama … …
Top of the Top of the Bottle”Bottle”
— Gary Hamel/— Gary Hamel/Harvard Business ReviewHarvard Business Review
Wheels Rarely Wheels Rarely Need To Be Need To Be Re-inventedRe-invented
““Where Where pplannerslanners * raise high expectations * raise high expectations but take no responsibility for meeting them, but take no responsibility for meeting them,
searcherssearchers prefer to work case-by-case, prefer to work case-by-case, using trial and error to tailor solutions to using trial and error to tailor solutions to
individual problems, fully aware that most individual problems, fully aware that most remedies must be homegrown.” remedies must be homegrown.” ——WSJWSJ, 0822.06 (on malaria , 0822.06 (on malaria
eradication, eradication, and hedge fund manager Lance Laifer)and hedge fund manager Lance Laifer)
[*“Planners [*“Planners [WHO, World Bank, etc][WHO, World Bank, etc] see poverty as a see poverty as a technical engineering problem that their technical engineering problem that their
answers will solve.” answers will solve.” —William Easterly—William Easterly]]
“All sorts of approaches need to be “All sorts of approaches need to be tried and we need feedback.” tried and we need feedback.” —Roger Bate—Roger Bate
““Somewhere in your Somewhere in your organization, groups of organization, groups of
people are people are alreadalreadyy doindoingg thin thinggs s
differentldifferentlyy and better. and better. To create lasting change, To create lasting change,
find these areas of positive find these areas of positive deviance and fan the deviance and fan the
flamesflames.”.” —Richard Pascale & Jerry Sternin, —Richard Pascale & Jerry Sternin,
“Your Company’s Secret Change Agents,” “Your Company’s Secret Change Agents,” HBRHBR
““Some people look for Some people look for things that went wrong things that went wrong
and try to fix them. I and try to fix them. I look for look for thinthinggs that s that
went riwent rigghtht,, and try to and try to build off them.”build off them.” —Bob Stone (Mr
ReGo)
InnovateInnovate or Die: or Die:
Measure It!Measure It!
Innovation IndexInnovation Index:: How many of your Top 5Top 5
Strategic Initiatives/Key Projects score 88 or or higherhigher [out of 10] on a
“Weird”“Weird”//“Profound”“Profound”/ / “Wow”“Wow”//“Game-“Game-
changer”changer” Scale? (At least 3???)
Iron Innovation Equality Law:Iron Innovation Equality Law: The quality and The quality and
quantity and quantity and imaginativenessimaginativeness
of innovation shall be of innovation shall be the same in all the same in all
functionsfunctions —e.g., in HR and —e.g., in HR and purchasing as much as in marketing or purchasing as much as in marketing or
product development.*product development.*
*Execution*Execution*Context*Context*Excellence*Excellence*Leading*Leading*People*People*Innovation*Innovation**Value AddedValue Added*Star Power*Star Power*Wow Now*Wow Now
Value AddedValue Added
TGRsTGRs
CustomersCustomers describing their service describing their service
experience as “superior”: experience as “superior”: 88%%ComComppaniesanies describing describing
the service experience they provide the service experience they provide asas
“ “superior”: superior”: 8080%%——Source: Bain & Company survey of 362 companies, reported in John DiJulius,Source: Bain & Company survey of 362 companies, reported in John DiJulius,
What's the Secret to Providing a World-class Customer Experience?What's the Secret to Providing a World-class Customer Experience?
<TG<TGWandand … …
>TG>TGRR[Things Gone [Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT]]
Conveyance: Kingfisher Air Conveyance: Kingfisher Air Location: Approach to New DelhiLocation: Approach to New Delhi
““May I clean May I clean your glasses, your glasses,
sir?”sir?”
It It BEGINSBEGINS (and (and ENDSENDS) )
in the …in the …
PARKINGPARKING LOTLOT**
*Disney*Disney
CCXXO*O**Chief e*Chief eXXperience Officerperience Officer
TGRTGRSS..MANAGEMANAGE ’EM. ’EM.
MEASUREMEASURE ’EM. ’EM.***I use “manage-measure” a lot. Translation: These are*I use “manage-measure” a lot. Translation: These are
not “soft” ideas; they are exceedingly important things not “soft” ideas; they are exceedingly important things that can be managed—AND measured. that can be managed—AND measured.
Value Added/Value Added/“Social Business”“Social Business”/CNO:/CNO:
ChiefChief
eeNNgagementgagement
OfficerOfficer
““Customer engagement is Customer engagement is moving from relatively moving from relatively
isolated market transactions isolated market transactions to deeply connected and to deeply connected and
sustained social sustained social relationships. This basic relationships. This basic
change in how we do change in how we do business will make an impact business will make an impact on just about everything we on just about everything we
do.”do.”
Social Business By DesignSocial Business By Design:: Transformative Social Media Transformative Social Media Strategies For the Connected CompanyStrategies For the Connected Company —Dion Hinchcliffe & Peter Kim —Dion Hinchcliffe & Peter Kim
Marbles, a Ball and Social Employees ay IBM Marbles, a Ball and Social Employees ay IBM
““Picture a ball and a bag of marbles side by side. The Picture a ball and a bag of marbles side by side. The two items might have the same volume—that is, if two items might have the same volume—that is, if
you dropped them into a bucket, they would sisplace you dropped them into a bucket, they would sisplace the same amount of water. The difference, however, the same amount of water. The difference, however,
lies in the surface area, lies in the surface area, Because a baBecause a bagg of of marbles is commarbles is compprised of several individual rised of several individual
ppieces, the combined surface area of all the ieces, the combined surface area of all the marbles far outstrimarbles far outstripps the surface area of a s the surface area of a
sinsinggle ballle ball. The expanded surface area represents a . The expanded surface area represents a social brand’s increased diversity. These surfaces social brand’s increased diversity. These surfaces
connect and interact with each other in unique ways, connect and interact with each other in unique ways, offering customers and employees alike a variety of offering customers and employees alike a variety of paths toward a myriad of solutions. If none of the paths toward a myriad of solutions. If none of the paths prove to be suitable, social employees can paths prove to be suitable, social employees can
carve out new paths on their own.”carve out new paths on their own.” —Ethan McCarty, Director of —Ethan McCarty, Director of
Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, The Social The Social EmployeeEmployee
IBM Social Business Markers/2005-2012IBM Social Business Markers/2005-2012
*433,000 employees on IBM *433,000 employees on IBM ConnectionConnection*26,000 individual blogs *26,000 individual blogs *91,000 communities*91,000 communities*62,000 wikis*62,000 wikis*50,000,000 IMs/day*50,000,000 IMs/day*Facebook: 200,000 employees*Facebook: 200,000 employees*LinkedIn: 295, 000 employees/*LinkedIn: 295, 000 employees/ 800,000 followers of the brand800,000 followers of the brand*Twitter: 35,000*Twitter: 35,000
Source: IBM case, in Cheryl Burgess & Mark Burgess, Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social The Social EmployeeEmployee
Seven Characteristics of the Social EmployeeSeven Characteristics of the Social Employee
1. 1. Engaged Engaged 2. 2. Expects Integration of the Expects Integration of the
Personal and ProfessionalPersonal and Professional3. 3. Buys Into the Brand’s StoryBuys Into the Brand’s Story4. 4. Born CollaboratorBorn Collaborator5. 5. ListensListens6. 6. Customer-CentricCustomer-Centric7. 7. Empowered Change AgentEmpowered Change Agent
Source: Cheryl Burgess & Mark Burgess, Source: Cheryl Burgess & Mark Burgess, The Social EmployeeThe Social Employee
SB/SESB/SE > SM*> SM*
*“Social *“Social BUSINESSBUSINESS”/“Social ”/“Social EMPLOYEEEMPLOYEE”/“Social Media””/“Social Media”
Value AddedValue Added
LBTs*LBTs*
*Little BIG Things *Little BIG Things
Big carts =Big carts =
1.5X1.5XSource: Wal*MartSource: Wal*Mart
2X:2X: “When Friedman“When Friedman
slisligghtlhtly y curvedcurved the right angle of an the right angle of an
entrance corridor to one property, he entrance corridor to one property, he was ‘amazed at the magnitude of change was ‘amazed at the magnitude of change
in pedestrians’ behavior’—the in pedestrians’ behavior’—the percentage who entered increased from percentage who entered increased from
oneone--thirdthird to nearly to nearly twotwo--thirdsthirds.”.”
——Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Machine Gambling in Las VegasAddiction By Design: Machine Gambling in Las Vegas
Glaring Eyes:Glaring Eyes:
-62%-62%Source: PLOS ONE (via Source: PLOS ONE (via The Atlantic CITIESThe Atlantic CITIES /0429.13) /0429.13)
(1)(1) Amenable to rapid Amenable to rapid experimentation/experimentation/ failure “free” (PR, $failure “free” (PR, $
$)$)(2)(2) Quick to implement/ Quick to implement/ Quick to Roll outQuick to Roll out(3)(3) Inexpensive to Inexpensive to implement/Roll outimplement/Roll out(4)(4) Huge multiplier Huge multiplier(5)(5) An “Attitude” An “Attitude”
Value AddedValue Added
DESIGNDESIGN!!
Design Design RulesRules!!
APPLEAPPLE market cap market cap > Exxon Mobil* > Exxon Mobil*
*August 2011*August 2011
““Design is Design is
treated like treated like a relia religgionion at at
BMW.”*BMW.”* —Fortune—Fortune
**APPLEAPPLE market cap > Exxon Mobil (August 2011) market cap > Exxon Mobil (August 2011)
DESIGNDESIGN is the is the pprincirincippalal
differencedifference
between between lovelove
and and hate!**Not “like” and “dislike”
Hot LanguageHot Language
““INSANELY GREAT”INSANELY GREAT”STEVE JOBSSTEVE JOBS
“RADICALLY THRILLING” “RADICALLY THRILLING” BMW
““Only one company Only one company can be the cheapest. can be the cheapest. All others must use All others must use design.”design.” —Rodney Fitch, Fitch & Co.—Rodney Fitch, Fitch & Co.
Source: Source: InsightsInsights, definitions of design, the Design Council [UK], definitions of design, the Design Council [UK]
CCDDO*O**Chief *Chief DDesign Officeresign Officer
Initiate a …Initiate a … “ “Design Design Review”Review”
Today Today (Of Everything)(Of Everything)
DESIGN =DESIGN =THE THE LASTLAST
WORDWORD!!
HHypypothesisothesis: Men : Men
cannotcannot design for women’s design for women’s
needsneeds!!??!!??
Value AddedValue Added
“… “… this will be this will be the woman’s the woman’s century …”century …”
President Dilma Rousseff of Brazil, 1st woman to keynote the United Nations General Assembly (2011)President Dilma Rousseff of Brazil, 1st woman to keynote the United Nations General Assembly (2011)
““Forget CHINA, Forget CHINA, INDIA and the INDIA and the
INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by
WOMENWOMEN.”.”
Source: Headline, Economist
Women BUY*Women BUY*
**EVERYTHINGEVERYTHING
W W > > 2X2X (C + (C + I)*I)*
**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as
$28 trillion$28 trillion in the next five years. in the next five years.
Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer.
And yet many companies do just that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”
Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09
““Women areWomen are THETHE majority majority
market”market” —Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse
Women as …Women as …
Purchasing agents: Purchasing agents: 55%55%Purchasing managers: Purchasing managers: 42%42%Wholesale/retail buyers: Wholesale/retail buyers: 52%52%Employee health-benefitEmployee health-benefit
plans: plans: 60%60%Source: Martha Barletta/TrendSight Group/0517.11Source: Martha Barletta/TrendSight Group/0517.11
Women RULEWomen RULE!!
““AS AS LEADERS, LEADERS, WOMEN WOMEN
RULERULE:: New Studies find that New Studies find that
female managers outshine their male female managers outshine their male counterparts in almost every measure”counterparts in almost every measure”
TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek
Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths
*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, Source: Horacio Falcao, Cover story/May 2006, World BusinessWorld Business, “Say It , “Say It Like a Woman: Why the 21Like a Woman: Why the 21stst-century negotiator will need the female -century negotiator will need the female touch”touch”
““Headline 2020:Headline 2020: Women Women
Hold Hold 8080
Percent of Percent of Management and Management and Professional Jobs”Professional Jobs”
Source: Source: The Extreme Future: The Top Trends That Will The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 YearsReshape the World in the Next 20 Years, James Canton, James Canton
““Research Research suggests that to suggests that to succeed, start by succeed, start by
promoting promoting women.”women.” —Nicholas Kristof, “Twitter, Women, and Power,” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13
““Success” Success” >>>> “Satisfaction”“Satisfaction”
IBIBMMtoto
IIBBMM
$55B*$55B**IBM Global Services/*IBM Global Services/
“Systems integrator of choice”“Systems integrator of choice”
““You are headed You are headed for commodity for commodity
hell if you don’t hell if you don’t have services.”have services.”—Lou Gerstner, on IBM’s coming revolution (1997)—Lou Gerstner, on IBM’s coming revolution (1997)
““THE GIANT STALKING BIG OIL: THE GIANT STALKING BIG OIL:
How How SchlumberSchlumberggerer Is Rewriting the Rules of the Is Rewriting the Rules of the
Energy Game.”:Energy Game.”: “IPM [Integrated “IPM [Integrated Project Management] strays from Project Management] strays from [Schlumberger’s] traditional role [Schlumberger’s] traditional role as a service provider and moves as a service provider and moves
deeper into areas once dominated deeper into areas once dominated by the majors.”by the majors.”
Source: Source: BusinessWeekBusinessWeek cover story, January 2008 cover story, January 2008
I. LAN Installation Co. (3%)
II. Geek Squad. (30%.)
III. Acquired by Best Buy.
IV. FLAGSHIP OF BEST BUYFLAGSHIP OF BEST BUY WHOLESALE “SOLUTIONS” WHOLESALE “SOLUTIONS” STRATEGY MAKEOVER. STRATEGY MAKEOVER.
Huge:Huge: “Customer “Customer
SatisfactionSatisfaction with with product/Service” product/Service”
to to
“CUSTOMER “CUSTOMER SUCCESSSUCCESS””
Universal Value Added:Universal Value Added:
The The PSFPSF Solution Solution
(or bust)(or bust)
“ ‘“ ‘Disintermediation’ is overrated. Those who fear disintermediation-outsourcingDisintermediation’ is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; ‘outsourcing’ is just another should in fact be afraid of irrelevance; ‘outsourcing’ is just another
way of saying that …way of saying that … you’ve become irrelevant to your
customers.”
—John Battelle/—John Battelle/Point/AdvertisingPoint/Advertising AgeAge
“A bureaucrat is an expensive
microchip.” —Dan Sullivan, consultant and executive coach—Dan Sullivan, consultant and executive coach
The Professional Service Firm50: Fifty Ways to The Professional Service Firm50: Fifty Ways to Transform Your “Department” into a Professional Transform Your “Department” into a Professional Service Firm Whose Trademarks Are Passion and Service Firm Whose Trademarks Are Passion and
Innovation!Innovation!
*Execution*Execution*Context*Context*Excellence*Excellence*Leading*Leading*People*People*Innovation*Innovation*Value Added*Value Added**Star PowerStar Power*Wow Now*Wow Now
Star PowerStar Power
Beyond BIGBeyond BIG
“I am often asked by I am often asked by would-be entrepreneurs would-be entrepreneurs seeking escape from life seeking escape from life within huge corporate within huge corporate structures, structures, ‘How do I build a small firm for myself?’ The answer The answer
seems obviousseems obvious … …
Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
“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: BuBuyy a ver a veryy larlarggee
one and one and jjust ust waitwait.”.” —Paul Ormerod, Why Most Things
Fail: Evolution, Extinction and Economics
““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching
back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. TheTheyy found that found that
NONENONE ofof
the lonthe longg-term survivors mana-term survivors managged ed to outto outpperform the market. Worse, erform the market. Worse, the lonthe longger comer comppanies had been in anies had been in
the database, the worse thethe database, the worse theyy did did.”.”
—Financial Times—Financial Times
““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond attest to a fact that is beyond
our control:our control: EVERYTHING IN EXISTENCE TENDS TO DETERIORATE.”
—Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work
Star PowerStar Power
Beyond BIGBeyond BIG
EnterEnter: : Mid-size Mid-size SuperstarsSuperstars
MITTELSTANDMITTELSTAND* *** **
**“agile creatures darting between the legs of“agile creatures darting between the legs of the multinational monsters”the multinational monsters” ((Bloomberg BusinessWeek, Bloomberg BusinessWeek, 10.10)10.10)
**E.g. Goldmann Produktion**E.g. Goldmann Produktion
THE RED THE RED CARPET CARPET STORESTORE
(Joel Resnick/Flemington NJ)(Joel Resnick/Flemington NJ)
Motueka, New ZealandMotueka, New Zealand
Coppins Sea Coppins Sea Anchors*Anchors*
**PSA/Para-sea anchorsPSA/Para-sea anchors
Retail Superstars: Retail Superstars: Inside the 25 Best Inside the 25 Best
Independent StoresIndependent Storesin Americain America —by George Whalin—by George Whalin
Jungle Jim’s International Market, Jungle Jim’s International Market, FairfieldFairfield, , OhioOhio:: “An “An
adventure in adventure in ‘‘shoshoppppertainmentertainment,’,’ as as Jungle Jim’s Jungle Jim’s calls it, begins in the parking lot calls it, begins in the parking lot and goes on to and goes on to
1,600 cheeses1,600 cheeses and, yes, and, yes, 1,400 varieties of 1,400 varieties of hot saucehot sauce —not to mention —not to mention 12,000 wines 12,000 wines priced from $8 to $8,000priced from $8 to $8,000 a bottle; all this is a bottle; all this is
brought to you by brought to you by 4,000 vendors4,000 vendors.. Customers Customers come from every corner of the globe.” come from every corner of the globe.”
Bronner’s Christmas Wonderland, Bronner’s Christmas Wonderland, FrankenmuthFrankenmuth, ,
MichiMichigganan, pop 5,000:, pop 5,000: 98,000-square-foot98,000-square-foot
“shop” features the likes of “shop” features the likes of 6,000 Christmas 6,000 Christmas ornaments, 50,000 trimsornaments, 50,000 trims, and anything else , and anything else you can name if it pertains to Christmas.you can name if it pertains to Christmas.
Source: George Whalin, Source: George Whalin, Retail SuperstarsRetail Superstars
““BE THE BEST. BE THE BEST. IT’S THE ONLY IT’S THE ONLY
MARKET THAT’S MARKET THAT’S NOT CROWDED.”NOT CROWDED.”
From: From: Retail Superstars: Inside the 25 BestRetail Superstars: Inside the 25 Best Independent Stores in America,Independent Stores in America, George Whalin George Whalin
Small Giants: Small Giants: Companies That Choose to Be Companies That Choose to Be
Great Instead of BigGreat Instead of Big
Star PowerStar Power
Beyond BIGBeyond BIG
EnterEnter: : You & MeYou & Me
Muhammad Yunus:Muhammad Yunus: ““All human All human beings are beings are
entrepreneursentrepreneurs.. When When
we were in the caves we were all self-we were in the caves we were all self-employed . . . finding our food, feeding employed . . . finding our food, feeding ourselves. That’s where human history ourselves. That’s where human history
began . . . As civilization came we began . . . As civilization came we suppressed it. We became labor because suppressed it. We became labor because
they stamped us, ‘You are labor.’ they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”We forgot that we are entrepreneurs.”
Distinct or Distinct or
extinct!extinct!
““We are in no danWe are in no dangger er of runninof runningg out of new out of new combinations trcombinations try.y. Even Even if technology froze today, we have if technology froze today, we have
more possible ways of configuring the more possible ways of configuring the different applications, machines, tasks, different applications, machines, tasks,
and distribution channels to create and distribution channels to create new processes and products than we new processes and products than we could ever exhaust.”could ever exhaust.” ——Erik Brynjolfsson and Andrew Erik Brynjolfsson and Andrew
McAfeeMcAfee, Race Against the Machine: How the Digital Revolution Is Accelerating , Race Against the Machine: How the Digital Revolution Is Accelerating Innovation, Driving Productivity and Irreversibly Transforming Employment Innovation, Driving Productivity and Irreversibly Transforming Employment
and the Economy and the Economy
““Human Human creativitycreativity
is the ultimate is the ultimate economic economic
resource.”resource.” —Richard Florida—Richard Florida
USA 1996-2007USA 1996-2007
Highest rate Highest rate entrepreneurial activity entrepreneurial activity
(firms founded): (firms founded):
Ages Ages 55-6455-64
Lowest rate: Ages 20-34Lowest rate: Ages 20-34
Source: Dane Stangler, Kauffman Foundation (Source: Dane Stangler, Kauffman Foundation (EconomistEconomist))
*Execution*Execution*Context*Context*Excellence*Excellence*Leading*Leading*People*People*Innovation*Innovation*Value Added*Value Added*Star Power*Star Power
**WowWow!! Now Now!!
Wow! Now!Wow! Now!
14,00014,00020,00020,000
3030
14,000/14,000/eeBayBay20,000/Amazon20,000/Amazon
3030/Craigslist/Craigslist
Every project:Every project: Where’s Where’s your “Craig’s Listyour “Craig’s List
[WOW!][WOW!]
option”option”??
““If things seem If things seem under control, under control, you’re just not you’re just not
going fast going fast enough.”enough.” —Mario Andretti—Mario Andretti
Fragile: Breaks easily.Fragile: Breaks easily.Resilient: Bounces back.Resilient: Bounces back.
Antifragile:Antifragile: Get jazzed byGet jazzed by and progress/innovate and progress/innovate
as a result of being as a result of being knocked about. knocked about.
— With credit to Nassim Nicholas Taleb— With credit to Nassim Nicholas Taleb ( (Antifragile: Things That Gain From DisorderAntifragile: Things That Gain From Disorder ) )
The greatest dangerThe greatest dangerfor most of usfor most of us
is not that our aim isis not that our aim istoo hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo lowand we reach it.and we reach it.
Michelangelo
Kevin Roberts’ CredoKevin Roberts’ Credo
11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.
10. AVOID MODERATIONAVOID MODERATION!!
!!
GGeneticsenetics
RRoboticsobotics
IInformaticsnformatics
NNanotechnology*anotechnology*
*Decision *Decision #1#1: GRIN and : GRIN and BEARBEAR it? GRIN and it? GRIN and
SAVORSAVOR it? it?