Transcript Gartner PPT Final

“Amateurs talk
about strategy.
Professionals talk
about logistics.”*
—General Omar Bradley, Commander, U.S. forces, D-Day
Britain Against Napoleon:
The Organization of Victory 1793-1815
*Also see: Roger Knight,
CONRAD HILTON, at a gala celebrating
his career, was called to the podium and
“What were the
most important
lessons you learned
in your long and
distinguished
career?” His answer …
asked,
“Remember
to tuck the
shower curtain
inside the
bathtub.”
IS
“EXECUTION
STRATEGY.”
—Fred Malek
Tom Peters’
!
EXCELLENCE
Gartner Supply Chain Executive Conference
Phoenix/21 May 2014
(Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)
Tom Peters’
!
EXCELLENCE
Gartner Chief Marketing Officer Conference
Phoenix/21 May 2014
(Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)
Tom Peters’
!
EXCELLENCE
Gartner Chief Operating Officers Conference
Phoenix/21 May 2014
(Slides at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)
$82,000,
000,000,
000
[IoT/IoE/50B]
“Steve, you’re costing
me a hundred
nanoseconds.
Can
you at least cross it
diagonally?”
[$100B/M]
“Just like other members of
the board, the algorithm gets
to vote on whether the firm
makes an investment in a
specific company or not. The
program will be the sixth
member of DKV's board.”
Walmart SV =
1,500
“The greatest
shortcoming of the
human race is our
inability to
understand the
exponential
function.”
—Albert A. Bartlett
Social Business
Biz 2014: Get Aboard the “S-Train”
SM/Social Media.
SX/Social eXecutives.
SE/Social Employees.
SO/Social Organization.
SB/Social Business.
“Customer engagement is moving
from relatively isolated market
transactions to deeply connected
and sustained social
relationships. This basic change
in how we do business will make
an impact on just about
everything we do.”
Social Business By Design: Transformative Social Media Strategies
For the Connected Company —Dion Hinchcliffe & Peter Kim
IBM Social Business Markers/2005-2012
*433,000 employees on IBM Connection
*26,000 individual blogs
*91,000 communities
*62,000 wikis
*50,000,000 IMs/day
*200,000 employees on Facebook
*295,000 employees/800,000 followers
of the brand
*35,000 on Twitter
Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee
Teva Canada
SharePoint: Joint problem
solving/collaboration within
supply chain org
Strategy-Nets: Supply chain
plus sales, marketing,
customer service
Moxie: blogs, wikis, joint doc
editing, etc.
Source: Dion Hinchcliffe & Peter Kim, Social Business By Design
“If I could have chosen not to tackle the IBM culture head-on,
I probably wouldn’t have. My bias coming in was toward
strategy, analysis and measurement. In comparison, changing
the attitude and behaviors of hundreds of thousands of people
Yet I came to see in
my time at IBM that culture
isn’t just one aspect of the
is very, very hard.
game
—IT IS THE
GAME.”
—Lou Gerstner, Who Says Elephants Can’t Dance
Seven Characteristics of the Social Employee
1. Engaged
2. Expects Integration of the
Personal and Professional
3. Buys Into the Brand’s Story
4. Born Collaborator
5. Listens
6. Customer-Centric
7. Empowered Change Agent
Source: Cheryl Burgess & Mark Burgess,
The Social Employee
Hard is Soft.
Soft is Hard.
XFX =
#1
NEVER
WASTE A
LUNCH!
XFX/Typical Social Accelerators
1. EVERYONE’s [more or less] JOB #1: Make friends in other functions!
(Purposefully. Consistently. Measurably.)
2. “Do lunch” with people in other functions!! Frequently!! (Minimum
10% to 25% for everyone? Measured.)
3. Ask peers in other functions for references so you can become
conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMNism.)
4. Religiously invite counterparts in other functions to your team
meetings. Ask them to present “cool stuff” from “their world” to your
group. (Useful. Mark of respect.)
PROACTIVELY SEEK EXAMPLES OF “TINY”
ACTS OF “XFX” TO ACKNOWLEDGE—
PRIVATELY AND PUBLICALLY. (Bosses: ONCE
A DAY … make a short call or visit or send an
email of “Thanks” for some sort of XFX
gesture by your folks and some other
function’s folks.)
5.
6. Present counterparts in other functions awards for service to your
group. Tiny awards at least weekly; and an “Annual All-Star
Supporters [from other groups] Banquet” modeled after superstar
salesperson banquets.
MBWA
“If I had to pick one failing of
they
don’t read
enough.”
CEOs, it’s that …
—Co-founder of one
of the largest investment services firms in the USA/world
1 Mouth,
Ears
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 …
seconds!
[An obsession with] Listening is ... the ultimate mark
of
Listening
Listening
Listening
Listening
Listening
Listening
Listening
is
is
is
is
is
is
is
...
...
...
...
...
...
...
Listening
Listening
Listening
Listening
is
is
is
is
...
...
...
...
the heart and soul of Engagement.
the heart and soul of Kindness.
the heart and soul of Thoughtfulness.
the basis for true Collaboration.
the basis for true Partnership.
a Team Sport.
a Developable Individual Skill.* (*Though women
are far better at it than men.)
the basis for Community.
the bedrock of Joint Ventures that work.
the bedrock of Joint Ventures that grow.
the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organization effectiveness.)
[cont.]
Respect
.
Suggested
Core Value
#1: “We are Effective
Listeners—we treat
Listening EXCELLENCE as
the Centerpiece of our
Commitment to Respect
and Engagement and
Community and Growth.”
Responsiveness/
Apology
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
With a new and forthcoming policy on
apologies … Toro, the lawn mower folks,
reduced the average cost of settling a claim
$115,000 in 1991 to
$35,000 in 2008 … and the
company hasn’t
been to trial in the
last15 years!
from
Comeback
[big, quick response]
>>
Perfection
Acquire vs. maintain:
5X*
*Hence: Service >> Sales (!!)
Business Has
to Give People
Enriching,
Rewarding Lives
1/4,096:
1/4,096: excellencenow.com
“Business has to give people enriching,
or it's
simply not
worth doing.”
rewarding lives …
—Richard Branson
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years at Southwest
Airlines (SWA’s pilots union took out a full-page ad in USA Today
thanking HK for all he had done) ; across the way in Dallas, American
Airlines’ pilots were picketing AA’s Annual Meeting)
"If you want staff to
give great service,
give great service to
staff."
—Ari Weinzweig, Zingerman's
Oath of Office: Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably over
the long haul.
Serving our customers brilliantly and profitably over the long
haul is a product of brilliantly serving, over the long haul, the
people who serve the customer.
Hence, our job as leaders—the alpha and the omega and
everything in between—is abetting the sustained growth
and success and engagement and enthusiasm and
commitment to Excellence of those, one at a time, who
directly or indirectly serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth and
Development and Success and Aspiration to Excellence
business.”
“We” [leaders] only grow when “they” [each and every one of our colleagues] are
growing.
“We” [leaders] only succeed when “they” [each and every one of our colleagues]
are succeeding.
“We” [leaders] only energetically march toward Excellence when
“they” [each and every one of our colleagues] are energetically marching
toward Excellence.
Period.
“The role of the Director is to
create a space where the actors
become
more than they’ve ever
been before,
more than they’ve
dreamed of being.”
and actresses can
—Robert Altman, Oscar acceptance speech
“the joy*
of work”
—John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business
*See also,
Joy Inc.: How We Built a Workplace People Love
—Richard Sheridan (Menlo Innovations)
!
The Army Knows
If the regimental commander lost most of his
2nd lieutenants and 1st lieutenants and captains
If he
lost his sergeants it
would be a
catastrophe. The Army and the
and majors, it would be a tragedy.
Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty
Officers. Does industry have the same
awareness?
“People leave
managers not
companies.”
—Dave Wheeler
Hiring.
“development can help great people
be even better— but
if
I had a dollar to spend, I’d
70 cents
spend
getting the right person in
the door.”
—Paul Russell, Director, Leadership and
Development, Google
2/year =
Legacy.
Promotion Decisions
“life and
death
decisions”
Source: Peter Drucker, The Practice of Management
Evaluation.
EVALUATING
#1
PEOPLE =
DIFFERENTIATOR
Source: Jack Welch, now Jeff Immelt on
GE’s top strategic skill (
!!!!)
Training As
Investment
#1
In the Army, 3-star
generals worry about
training. In most
businesses, it's a “ho
hum” mid-level staff
function.
Gamblin’ Man
Bet: >> 5 of 10 CEOs see training
as expense rather than investment.
Bet: >> 5 of 10 CEOs see training
as defense rather than offense.
Bet: >> 5 of 10 CEOs see training
as “necessary evil” rather than
“strategic opportunity.”
Bet: >> 8 of 10 CEOs, in 45-min
“tour d’horizon” of their business,
would not mention training.
Is your CTO/Chief Training Officer your top paid “C-level”
job (other than CEO/COO)?
If not, why not?
Are your top trainers paid as much as your top marketers
and engineers?
If not, why not?
Are your training courses so good they make you giggle
and tingle?
If not, why not?
Randomly stop an employee in the hall: Can she/he
meticulously describe her/his development plan for the
next 12 months?
If not, why not?
Why is your world of business any different than the
(competitive) world of rugby, football, opera, theater,
the military?
If “people/talent first” and hyper-intense continuous training are
laughably obviously for them, why not you?
SelfEvaluation.
“How can a high-level leader like _____ be
so out of touch with the truth about
himself? It’s more common than you
In fact, the higher
up the ladder a leader
climbs, the less accurate his
self-assessment is likely to
be. The problem is an acute lack of
would imagine.
feedback [especially on people issues].”
—Daniel Goleman (et al.), The New Leaders
/48
(No kidding)
READY.
FIRE!
AIM.
H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
“We made mistakes, of course. Most of them were omissions
We
fixed them by doing it over and over,
again and again. We do the same today. While our
we didn’t think of when we initially wrote the software.
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
Culture of Prototyping
“Effective prototyping may
THE MOST
VALUABLE CORE
COMPETENCE an
be
innovative organization can
hope to have.” —Michael Schrage
“EXPERIMENT
FEARLESSLY”
Tactic #1
Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—
“RELENTLESS TRIAL
AND ERROR”
Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company
portfolios in the face of changing and uncertain global economic conditions (11.08.10)
Lesson47:
WTTMSW
WHOEVER
TRIES
THE
MOST
STUFF
WINS
“FAIL.
FORWARD.
FAST.”
High Tech CEO, Pennsylvania
“REWARD
excellent failures.
PUNISH mediocre
successes.”
—Phil Daniels, Sydney exec
WTTMSASTMSUTFW
WTTMSASTMSUTFW
WHOEVER
TRIES
THE
MOST
STUFF
AND
SCREWS
THE
MOST
STUFF
UP
THE
FASTEST
WINS
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties
We Are
What
We Eat
“You will become like
the five people you
associate with the
most—this can be
either a blessing or a
curse.”
—Billy Cox
The “We are what we eat”/
“We are who we hang out with”
Axiom: At its core, every (!!!)
relationship-partnership decision
(employee, vendor, customer, etc.,
etc.) is a strategic decision about:
“Innovate,
‘Yes’ or ‘No’ ”
“Who’s the most
interesting person
you’ve met in the last
90 days? How do I
get in touch with
them?”
—Fred Smith
“The Bottleneck is at the …
“Where are you likely to find people with
the least diversity of experience, the
largest investment in the past,
and the greatest reverence for
industry dogma …
Top of the
Bottle”
— Gary Hamel/Harvard Business Review
Circa 3013: And YOUTH Shall Lead Us …
60 IS THE NEW 40!
70 IS THE NEW 50!
And/Or …
35 IS THE NEW 65?*
*Pace of obsolescence STAGGERING/ACCELERATING
Transformation:
Functional
Excellence to
Strategic Asset #1
M B
ib
to
i
m
P
U
S
to
S
UP
“Rolls-Royce now earns
more from tasks such as
managing clients’
procurement strategies
and maintaining
aerospace engines it
sells than it does from
making them.”
--Economist
The Professional Service Firm50: Fifty Ways to Transform
Your “Department” into a Professional Service Firm Whose
Trademarks are Passion and Innovation!
!
Excellence
An emotional, vital,
innovative, joyful, creative,
entrepreneurial endeavor that elicits
maximum
Enterprise* (*at its best):
concerted human
potential in the
wholehearted pursuit of
EXCELLENCE in
service of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“The Economy Is Scary, But Smart
Companies Can Dominate”
“They manage for value—
not for EPS.
“They keep developing
human capital.
“They get radically
customer-centric.”
Source: Geoff Colvin, Fortune
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10.
AVOID MODERATION!
Antifragile*:
Things That Gain
From Disorder
—Nassim Nicholas Taleb
*Not to be confused with … RESILIENCE