LONG Tom Peters’ Racing Up the Value-Added Ladder No Option: ! Innovate or Die World Business Forum Hong Kong/02 June 2015 (Slides at tompeters.com; and our fully.
Download ReportTranscript LONG Tom Peters’ Racing Up the Value-Added Ladder No Option: ! Innovate or Die World Business Forum Hong Kong/02 June 2015 (Slides at tompeters.com; and our fully.
LONG Tom Peters’ Racing Up the Value-Added Ladder No Option: Innovate or Die !
World Business Forum Hong Kong/02 June 2015 (Slides at tompeters.com; and our fully annotated 23-part Master Compendium at excellencenow.com)
“Since 1996, manufacturing employment in China itself has actually
fallen
by an estimated That’s over
fewer 25 percent
.
30,000,000
Chinese workers in that sector, even while output soared by 70 percent.
[replaced] by automation.” The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies It’s not that American workers are being replaced by Chinese workers. It’s that both American and Chinese workers are being made more efficient —Erik Brynjolfsson and Andrew McAfee,
Innovation Strategy #1 A Numbers Game
WTTMTW
/
49
WHOEVER TRIES THE MOST THINGS WINS
READY.
FIRE !
AIM.
H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
“
WE HAVE A STRATEGIC PLAN. IT’S CALLED ‘DOING THINGS.’ ”
—Herb Kelleher
“DON’T ‘PLAN.’ DO STUFF.”
—David Kelley/IDEO
“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
“EXPERIMENT FEARLESSLY”
Source: BusinessWeek , “Type A Organization Strategies: How to Hit a Moving Target”—
Tactic #1
“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)
“The difference between Bach and his forgotten peers isn’t necessarily that he had a better ratio of hits to misses. The difference is that the mediocre might have a dozen ideas, while Bach, in his lifetime, created more than a thousand full-fledged musical compositions. A genius is a genius, psychologist Paul Simonton maintains, because he can put together such a staggering number of insights, ideas, theories, random observations, and unexpected connections that he almost inevitably ends up with something great.
‘ Quality,’ Simonton writes, ‘is a probabilistic function of quantity.’” —Malcolm Gladwell, “Creation Myth,” New Yorker, 0516.11
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
Innovation Strategy #2 LBT s (Little BIG Things)
Big carts = Source: Walmart
Bag sizes = New markets: Source: PepsiCo
2X: “When Friedman
slightly curved
the right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrians’ behavior’—the percentage who entered increased from one-third to nearly two-thirds.” —Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas
Innovation Strategy #3 TGR s (Things Gone RIGHT )
Customers describing their service experience as “superior”: 8 % Companies describing the service experience they provide as “superior”: 80% —Source: Bain & Company survey of 362 companies, reported in John DiJulius, What's the Secret to Providing a World-class Customer Experience?
Conveyance: Kingfisher Air Location: Approach to New Delhi
“May I clean your glasses, sir?”
It
BEGINS
(and
ENDS
) in the …
PARKING LOT
* *Disney
“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” — Henry Clay
Innovation Strategy #4
Most Failures Wins
“FAIL. FORWARD. FAST.” —High Tech CEO, Pennsylvania “FAIL FASTER. SUCCEED SOONER.” —David Kelley/IDEO “MOVE FAST. BREAK THINGS.” —Facebook “REWARD EXCELLENT FAILURES. PUNISH MEDIOCRE SUCCESSES.” —Phil Daniels
Richard Farson & Ralph Keyes:
Whoever Makes the Most Mistakes Wins: The Paradox of Innovation*
(*Book title)
“ ‘Success,’ Honda said, ‘can only be achieved through repeated failure and introspection. Success represents one percent of your work, which results only from the ninety-nine percent that is called failure.’ ” —Jeffrey Rothfeder, Driving Honda: Inside the World’s Most Innovative Car Company
“What really matters is that companies that don’t continue to experiment—
COMPANIES THAT DON’T EMBRACE FAILURE
— eventually get in a desperate position, where the only thing they can do is make a ‘Hail Mary’ bet at the end.” —Jeff Bezos at Business Insider “Ignition” conference, 1202.14
“The secret of fast progress is
INEFFICIENCY
, fast and furious and numerous failures.” —Kevin Kelly
WTTMT
AMTMM
W
WHOEVER TRIES THE MOST THINGS AND MAKES THE MOST MISTAKES WINS
Innovation Strategy #5
Tempo/ Temperament
“If things seem under control, you’re just not going fast enough.” —Mario Andretti, race driver “I’m not comfortable unless I’m uncomfortable.” —Jay Chiat “If it works, it’s obsolete.” —Marshall McLuhan
Antifragile*: Things That
GAIN
From Disorder
—Nassim Nicholas Taleb *Not to be confused with … RESILIENCE
WTTMT AMTMM TF W
WHOEVER TRIES THE MOST THINGS AND MAKES THE MOST MISTAKES THE FASTEST WINS
Innovation Strategy #6
SERIOIUS PLAY
(Culture of)
“You can’t be a serious innovator unless and until you are ready, willing and able to seriously play.
‘ Serious play’
is not an oxymoron; it is the essence of innovation.” —Michael Schrage, Serious Play
WSJ/0910.13: “What matters most to a company over time? Strategy or culture? Dominic Barton, Managing Director, McKinsey & Co.:
“Culture.”
“ 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 is very, very hard.
Yet I came to see in my time at IBM that culture isn’t just one aspect of the game
—IT IS THE GAME.”
—Lou Gerstner, Who Says Elephants Can’t Dance
Innovation Strategy #7
Losers
&
Winners
S&P 500
+1/-1*
*Every …
2 weeks
!
Source: Richard Foster (via Rita McGrath/ HBR /12.26.13
“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back years for 1,000 U.S. companies.
40 They found that NONE the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” of —Financial Times
The Magicians of Motueka (PLUS) !
W.A. Coppins Ltd.*
(Coppins Sea Anchors/ PSA/para sea anchors) *Textiles, 1898; thrive on “wicked problems” —e.g., U.S. Navy STLVAST (Small To Large Vehicle At Sea Transfer); custom fabric from W. Wiggins Ltd ./Wellington (specialty nylon, “Dyneema,” from DSM /Netherlands)
MITTELSTAND
*
“agile creatures darting between the legs of the multinational monsters”
Source: Bloomberg BusinessWeek on the German MITTELSTAND
Middle-sized Niche Micro-niche Dominators!
* *"Own" a niche through EXCELLENCE/INNOVATION !
“BE THE BEST. IT’S THE ONLY MARKET THAT’S NOT CROWDED.”
From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin
Innovation Strategy #8
We Are What We Eat.
We Are Who We Spend Time With.
Diversity: “IT IS HARDLY POSSIBLE TO OVERRATE THE VALUE OF PLACING HUMAN BEINGS IN CONTACT WITH PERSONS DIS-SIMILAR TO THEMSELVES, AND WITH MODES OF THOUGHT AND ACTION UNLIKE THOSE WITH WHICH THEY ARE FAMILIAR. SUCH COMMUNICATION HAS ALWAYS BEEN, AND IS PECULIARLY IN THE PRESENT AGE, ONE OF THE PRIMARY SOURCES OF PROGRESS.” —John Stuart Mill
“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’
”
Innovation Strategy #9
Join The Crowd
“The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of crowdsourcing.” —Headline, FT
CxQ
/Connectional Intelligence: results.” “Connectional Intelligence is the ability to combine the world’s diversity of people, networks, disciplines and resources, forging connections that create value, meaning, and breakthrough Source: Erica Dhawan and Saj-Nicole Joni, Get BIG Things Done: The Power of Connectional Intelligence* (*Superb book !
)
Innovation Strategy #10
Social Business/ Customer Engagement
“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
5
Welcome to the Age of Social Media: takes
20
a reputation and minutes to ruin it.
“It years to build Also, the Internet and technology have made customers more demanding., and they expect information, answers, products, responses, and resolutions sooner than ASAP.” —John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World
“What used to be “word of mouth” is now “word of mouse.” You are either creating brand ambassadors or brand terrorists doing brand assassination.” —John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World
Welcome to the Age of Social Media: —John DiJulius,
“The customer is in complete control of communication.”
The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World
“Amy Howell [social marketer extraordinaire, founder of Howell Marketing] ignites epidemics. In a good way, of course. Epidemics of excitement. Epidemics of business connections. Epidemics of influence.” — Mark Schaeffer, ROI/Return on Influence: The Revolutionary Power of Klout, Social Scoring, and Influence Marketing
“I would rather engage in a Twitter conversation with a single customer I than see our company attempt to attract the attention of millions in a coveted Super Bowl commercial.
Why? Because having people discuss your brand directly with you, actually connecting one-to-one, is far more valuable—not to mention far cheaper!. … “Consumers want to discuss what they like, the companies they support, and the organizations and leaders they resent. They want a community. They want to be heard. … “[I]f we engage employees, customers, and prospective customers in meaningful dialogue about their lives, challenges, interests, and concerns, we can build a community of trust, loyalty, and—possibly over time—help them become advocates and champions for the brand.” —Peter Aceto, CEO, Tangerine (from the Foreword to A World Gone Social: How Companies Must Adapt to Survive , by Ted Coine & Mark Babbit)
Innovation Strategy #11
BIG DATA
BIG $$$$$$ !
“
Caesars’ Entertainment have bet their future on harvesting personal data rather than developing the fanciest properties.” —Adam Tanner, What Stays in Vegas: The World of Personal Data—Lifeblood of Big Business—and the End of Privacy as We Know it
“With new forms of
‘sentiment analysis’
it’s now possible to guess what mood one’s in. People use substantially more positive words when they’re up …” —Eli Pariser, The Filter Bubble: How the New, Personalized Web Is Changing What We Read and How We Think
“Affective computing” “Emotion tracking” “Affective sensors” “Sentiment analysis” “Emotion Sense for Android” Etc.
Etc.
Source: John Havens, Lerom Segal et al., Hacking Happiness; The Decoded Company; etc.
Persado (vs. copywriter): emotion words, product characteristics, “call to action,” position of text, images Up To $250 To Spend On All Ships In All Destinations. 2 Days Left (1.3%) vs.
No kidding! You Qualify to Experience An Incredible Vacation With Us :-) (4.1) “A creative person is good but random. We’ve taken the randomness out by building an ontology of language” —Lawrence Whittle, head of sales Source: Wall Street Journal/ 0825.14/ “It’s Finally Time to Take AI Seriously”
“I believe this is the quest for what a personal computer really is. entire life.” It is to capture one’s —Gordon Bell
Innovation Strategy #12
DESIGN
!
Design Rules!
APPLE
market cap > Exxon Mobil* *August 2011
Apple design:
“Huge degree of care.”
—Ian Parker, New Yorker , 23 March 2015, on Apple design chief Jony Ives
“Design is everything. “Everything is design.
“We are all designers.’ The Power of Design: A Force for Transforming Everything
“Businesspeople don’t need to ‘understand designers better.’ Businesspeople need to be designers.” —Roger Martin/Dean/Rotman Management School/University of Toronto
“Only one company can be the cheapest. All others must use design.” —Rodney Fitch, Fitch & Co.
Source: Insights , definitions of design, the Design Council [UK]
Hypothesis:
DESIGN is the principal difference between
love hate!*
and
*Not “like” and “dislike”
Design is …
NEVER
neutral.
Innovation Strategy #13
Women BUY
[Everything] !
“Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by
WOMEN
.” Source: Headline, Economist
W
> 2X
(C + I)*
* “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as
$28 trillion
in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.
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. 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 …” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR , 09.09
“Women are
THE
majority market”
—Fara Warner/ The Power of the Purse
“The
GENDER MOST SIGNIFICANT VARIABLE
in
EVERY
sales situation is the of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
The Perfect Answer Jill and Jack buy slacks in black…
Women as Decision Makers/Various sources Home Furnishings … Vacations … 92% 94% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (influence 90% ) All consumer purchases … 83% * Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80% *In the USA women hold >50% managerial positions including >50% hence women also make the majority of commercial purchasing officer positions; purchasing decisions.
INTERNET USERS: 60%F *
*“manage their lives and the lives of their families” Mooney, president, Resource Interactive —Kelley Source: Fara Warner, The Power of the Purse
Innovation Strategy #13A
Women Are The Best Leaders
“Women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership. And two of the traits where women outscored men to the highest degree — taking initiative and driving for results — have long been thought of as particularly male strengths.” — Harvard Business Review
“Research [by McKinsey & Co.] suggests that to succeed, start by promoting women.” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimes “In my experience, women make much better executives than men.” —Kip Tindell, CEO, Container Store
For One [ BIG ] Thing … “McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was … 56% higher.” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13
Innovation Strategy #14 We
the
[Old Folks like me]
Got
$$$$$$
50@50:
“PEOPLE TURNING 50 TODAY HAVE
MORE THAN HALF
THEM.” —Bill Novelli, OF THEIR ADULT LIFE AHEAD OF 50+: IGNITING A REVOLUTION TO REINVENT AMERICA
44-65: “NEW CUSTOMER MAJORITY”
Source: Ageless Marketing , David Wolfe & Robert Snyder
7/13 47X
55+
>
[Cars >50] [$$$ 65+, 35-] 55 [Web $$$]
USA >50: 109,000,000 Next 10 years: >50: 19,000,000 18-49: 6,000,000 (40% of adults/ 50% spending/ 10% marketing budgets) Sources: ImmersionActive.com* (* “Silver Tsunami” ), AARP
Innovation Strategy #15
The [ENORMOUS] “Services Added” Opportunity
“ Rolls-Royce
more
now earns from tasks such as managing clients’ overall procurement strategies and maintaining aerospace engines it sells than it does from making them.” —Economist
IB M I to B M
U P S to UP S
UPS = U
nited
P
roblem
S
olvers
“THE GIANT STALKING BIG OIL: How
Schlumberger
Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek
“The business of selling is not just about matching viable solutions to the customers that require them.
It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution.
One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.” —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
The Professional Service Firm50: Fifty Ways to Transform Your “Department” into a Professional Service Firm Whose Trademarks are Passion and Innovation!
“Simultaneous Loose-Tight Properties” * : McKinsey’s [and any good PSF’s] Greatest Strength —Shared values about Integrity, Data, Quality Professionalism, Client Service —5,000 different approaches *ISOE #8
Innovation Strategy #16
People
[REALLY]
First
1/4,096: excellencenow.com
“Business has to give people enriching, rewarding lives …
1/4,096: excellencenow.com
“Business has to give people enriching, rewarding lives …
or it's simply not worth doing.”
—Richard Branson
“You have to treat your employees like customers.” —Herb Kelleher “If you want staff to give great service, give great service to staff.” —Ari Weinzweig
“What employees experience, Customers will. The best marketing is happy, engaged employees.
YOUR CUSTOMERS WILL NEVER BE ANY HAPPIER THAN YOUR EMPLOYEES.”
—John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World
“The
4
most important words
in any organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION ARE …
“WHAT DO YOU THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com
“The deepest urge in human nature is the desire to be important.”
—John Dewey (In Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)
“Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn
Innovation Strategy #16A
Software Is Eating the World
[And What To Do About It]
“The greatest shortcoming of the human race is our inability to understand the exponential function.” —Albert A. Bartlett
“Human level capability has not turned out to be a special stopping point from an engineering perspective.” —Illah Reza Nourbakhsh, Robot Futures/2013 “SOFTWARE IS EATING THE WORLD.” —Marc Andreessen/2014 “The computers are in control. We just live in their world.” —Danny Hillis, Thinking Machines/2011 “The intellectual talents of highly trained professionals are no more protected from automation than is the driver’s left turn.” —Nicholas Carr, The Glass Cage: Automation and Us
“Meet Your Next Surgeon: Dr. Robot”
Source: Feature/ Fortune /15 JAN 2013/on Intuitive Surgical’s
da Vinci
/multiple bypass heart-surgery robot
Internet of Everything “The idea of the IoE* [Internet of Everything/Cisco Systems] is a networked connection of people, processes, data and ‘things,’ which is being facilitated by technology transitions such as increased mobility, cloud computing and the importance of big data.” *Estimated market size, next decade: $14.4 trillion Source: “The Big Switch,” Capital Insights
Sensor Pills: “Proteus Digital Health is one of several pioneers in sensor-based health technology. They make a silicon chi p the size of a grain of sand that is embedded into a safely digested pill that is swallowed. When the chip mixes with stomach acids, the processor is powered by the body’s electricity and transmits data to a patch worn on the skin. That patch, in turn, transmits data via Bluetooth to a mobile app, which then transmits the data to a central database where a health technician can verify if a patient has taken her or his medications. “This is a bigger deal than it may seem. In 2012, it was estimated that people not taking their prescribed medications cost $258 BILLION in emergency room visits, hospitalization, and doctor visits. An average of 130,000 Americans die each year because they don’t follow their prescription regimens closely enough…” (The FDA approved placebo testing in April 2012; sensor pills are ticketed to come to market in 2015 or 2016.) Source: Robert Scoble and Shel Israel, Age of Context: Mobile, Sensors, Data and the Future of Privacy
The New Logic: Scale w/o Employment Kodak: 1988/
145,000
employees; 2012/bankrupt Instagram: 30,000,000 customers/
13
employees (WhatsApp: 450,000,000 customers/
55
employees/ Valued @ $19,000,000,000) Source: Robert Reich’s Blog/0317.15
Innovation Strategy #16B
Training = Investment
#1
CORPORATE MANDATE #1 2014: Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard,” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term … profit maximization strategy!
In the Army, 3-star generals worry about training. In most businesses, it's a “ho-hum” mid-level staff function.
Gamblin’ Man Bet #1: >> 5 of 10 CEOs see training as expense rather than investment.
Bet #2: >> 5 of 10 CEOs see training as defense rather than offense.
Bet #3: >> 5 of 10 CEOs see training as “necessary evil” rather than “strategic opportunity.”
Bet #4:
>> 8 of 10 CEOs, in 45-min “tour d’horizon” of their biz, 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 … jump up & down with glee?
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?
“The role of the Director is to create a space where the actors and actresses can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance speech
Innovation Strategy #16B.1
#1
CEO Failing?
“If I had to pick one failing of CEOs, it’s that …
— Co-founder of one of the largest investment services firms in the USA/world
“If I had to pick one failing of CEOs, it’s that …
they don’t read enough.”
“In my whole life, I have known no wise people (over a broad subject matter area) who didn’t read all the time — none. Zero .
You’d be amazed at how much Warren [Buffett] reads — and how much I read.” —Charlie Munger (#2, Berkshire Hathaway)
Innovation Strategy #17 MBWA /
25
( M anaging B y W andering A round)
stores— “I’m always stopping by our
at least
25
a week
.
I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can.” —Howard Schultz Source: Fortune , “Secrets of Greatness”
Innovation Strategy #18
Better
Than Perfect
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE
TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* * PERCEPTION IS ALL THERE IS!
Relationships (of all varieties) : THERE ONCE WAS A TIME WHEN A
THREE-MINUTE PHONE CALL
WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
* *Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
Comeback
[big, quick response]
>> Perfection
Innovation Strategy #19
Core Value
#1
“The doctor interrupts after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 …
seconds
!
[An obsession with] Listening is ... the ultimate mark of
Respect
.
Listening is ... the heart and soul of
Engagement
.
Listening is ... the heart and soul of
Kindness
.
Listening is ... the heart and soul of
Thoughtfulness
.
Listening is ... the basis for true
Collaboration .
Listening is ... the basis for true
Partnership
.
Listening is ... a
Team Sport
.
Listening is ... a
Developable Individual Skill
.* (*Though women are far better at it than men.) Listening is ... the basis for
Community
.
Listening is ... the bedrock of
Joint Ventures that work
.
Listening is ... the bedrock of
Joint Ventures that grow
.
Listening is ... the core of
effective Cross-functional Communication *
(*Which is in turn Attribute #1 of organization effectiveness.) [cont.]
*8 of 10 sales presentations fail *50% failed sales presentations …
“at” before listening!
talking
—Susan Scott, “Let Silence Do the Heavy Lifting,” chapter title, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time
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.”
Innovation Strategy #20
Leading “Crazy” in Crazy Times
“Normal” =
“0 for 800” *There are …
ZERO
… “normal people” in the history books.
“
You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.”
— Jack Welch
“We are crazy. We should do something when people say it is ‘crazy.’ If people say something is ‘good’, it means someone else is already doing it.” —Hajime Mitarai, CEO, Canon
Kevin Roberts’ Credo 1 . Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10.
AVOID MODERATION!
“INSANELY GREAT” STEVE JOBS “RADICALLY THRILLING” BMW “ASTONISH ME” SERGEI DIAGHLEV, TO A LEAD DANCER “BUILD SOMETHING GREAT” HIROSHI YAMAUCHI, NINTENDO, TO A SENIOR GAME DESIGNER “MAKE IT IMMORTAL” DAVID OGILVY, TO A COPYWRITER .
Innovation Strategy #21
EXCELLENCE
Why in the World did you go to Siberia?
ENTERPRISE* (*AT ITS BEST): maximum An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits concerted human potential in the wholehearted pursuit of EXCELLENCE in service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners