Transcript 1,000,000

1,000,000
CONRAD HILTON, at a gala celebrating
his career, was called to the podium
“What were
the most important
lessons you learned
in your long and
distinguished
career?” His answer …
and asked,
“Remember
to tuck the
shower curtain
inside the
bathtub.”
Tom Peters’
Re-Imagine
!
EXCELLENCE
PULPIT // 2013
Stavanger Konserthus/25 September 2013
(Slides at tompeters.com and excellencenow.com)
Context
Foxconn/China:
1,000,000
robots in next 3
years
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“The root of our problem is not
that we’re in a Great Recession
or a Great Stagnation, but rather
that we are in the early
Great
Restructuring. Our
throes of a
technologies are racing ahead,
but our skills and organizations
are lagging behind.”
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
Legal industry/Pattern Recognition/
Discovery (e-discovery algorithms):
500
lawyers to …
ONE
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“Algorithms have already written symphonies
as moving as those composed by
Beethoven, picked through legalese with
the deftness of a senior law partner,
diagnosed patients with more accuracy than a
doctor, written news articles with the
smooth hand of a seasoned reporter, and
driven vehicles on urban highways with far
better control than a human
driver.”
Automate This: How
Algorithms Came to Rule the World
—Christopher Steiner,
“The median
worker is losing
the race
against the
machine.”
—Erik Brynjolfsson and
Andrew McAfee, Race Against the Machine
G
R
I
N
enetics
obotics
nformatics
anotechnology
!
Excellence
“Why in the
World did you
go to Siberia?”
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
Hard is Soft.
Soft is Hard.
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”
People First! Pe
Second! People
Third! People Fo
People Fifth! Pe
Sixth! People S
1/4,096: excellencenow.com
“Business has to give people enriching,
or it's
simply not
worth doing.”
rewarding lives …
—Richard Branson
A 15-Point Human Capital Development Manifesto
1. “Corporate social responsibility” starts at home—i.e.,
inside the enterprise! MAXIMIZING GDD/Gross
Domestic Development of the workforce is the primary
source of mid-term and beyond growth and
profitability—and maximizes national productivity and
wealth.
2. Regardless of the transient external situation,
development of “human capital” is always the #1
priority. This is true in general, in particular in difficult
times which demand resilience—and uniquely true in
this age in which IMAGINATIVE brainwork is de facto the
only plausible survival strategy for higher wage nations.
(Generic “brainwork,” traditional and dominant “whitecollar activities, is increasingly being performed by
exponentially enhanced artificial intelligence.)
Source: A 15-Point Human Capital Asset Development Manifesto/
World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12
“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
Brand =
Talent.
Our Mission
TO DEVELOP AND MANAGE TALENT;
TO APPLY THAT TALENT,
THROUGHOUT THE WORLD,
FOR THE BENEFIT OF CLIENTS;
TO DO SO IN PARTNERSHIP;
TO DO SO WITH PROFIT.
WPP
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.
2/year.
Promotion Decisions
“life and
death
decisions”
Source: Peter Drucker, The Practice of Management
70 Cents.
“Development can help great
people be even better—but
if
I had a dollar to spend,
I’d spend 70 cents
getting the right person
in the door.”
—Paul Russell, Director, Leadership and
Development, Google
“C-level”?
In the Army, 3-star
generals worry about
training. In most
businesses, it's a “ho
hum” mid-level staff
function.
I would hazard a guess
that most CEOs see IT
investments as a
“strategic necessity,”
but see training
expenses as “a
necessary evil.”
(1) Training merits
“C-level” status!
(2) Top trainers should
be paid a king’s
ransom—and be of
the same caliber as
top marketers or
researchers.
The Memories
That Matter.
The Memories That Matter
The people you developed who went on to
stellar accomplishments inside or outside
the company.
The (no more than) two or three people you developed who went on to
create stellar institutions of their own.
The long shots (people with “a certain something”) you bet on who
surprised themselves—and your peers.
The people of all stripes who 2/5/10/20 years
later say “You made a difference in my life,”
“Your belief in me changed everything.”
The sort of/character of people you hired in general. (And the bad
apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that
still make you smile and which fundamentally changed the way
things are done inside or outside the company/industry.
The supercharged camaraderie of a handful of Great Teams aiming to
“change the world.”
/47
Lesson47:
WTTMSW
WHOEVER
TRIES
THE
MOST
STUFF
WINS
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 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”
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)
“REWARD
excellent failures.
PUNISH mediocre
successes.”
—Phil Daniels, Sydney exec
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’ ”
“If I had to pick one
failing of CEOs, it’s
that they don’t read
enough.”
—Co-founder of one of the largest
investment services firms in the USA/world
Addiction By Design: Machine Gambling in Las Vegas
Anti-fragile: Things That Gain From Disorder
Automate This: How Algorithms Came to Rule Our World
Big Data: A Revolution That Will Transform How We Live, Work, and Think
Conscious Capitalism: Liberating the Heroic Spirit of Business
Creating Innovators: The Making of Young People Who Will Change the World
Creation: How Science Is Reinventing Life Itself
Cyber War: The Next Threat to National Security and What to Do About It
Employees First, Customers Second
Everything Bad Is Good For You: How Today’s Popular Culture Is Actually Making Us Smarter
Extra Lives: Why Video Games Matter
Fab: The Coming Revolution on Your Desktop—Fro Personal Computers to Personal Fabrication
Fast Future: How the Millennial Generation Is Shaping the World
The Filter Bubble: What the Internet Is Hiding From You
Fooled By Randomness: The Hidden Role of Chance in Life and in the Markets
For the Win: How Game Thinking Can Revolutionize Your Business
The Future Arrived Yesterday
The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition
How to Create: The Secret of Human Thought Revealed
Knowledge and Power: ?The Information Theory of Capitalism and How It Is Revolutionizing Our World
The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
Lords of Strategy
Loyalty 3.0: ?How Big Data and Gamification Are Revolutionizing Customer and Employee Engagement
Makers: The New Industrial Revolution
Models Behaving Badly: Why Confusing Illusion with Reality Can Lead to Disaster on Wall Street and in Life
The Myth of American Decline and the Growth of a New Economy
Nanotechnology for Dummies
Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era
The Org: The Underlying Logic of the Office
The Power of Co-Creation: Build It With Them to Boost Growth, Productivity and Profits
Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie or Die
Present Shock: When Everything Happens Now
Quiet: The Power of Introverts in a World That Can’t Stop Talking
Race Against The Machine: How the Digital Revolution Is Accelerating Innovation, Driving Productivity,
and Irreversibly Transforming Employment and the Economy
Reality Is Broken: Why Games Make Us Better and How They Can Change the World
Rewire: Digital Cosmopolitans in the Age of Connection
Robot Futures
The Rise of the Creative Class
The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations and the Public
The Signal and the Noise: Why So Many Predictions Fail—But Some Don’t
The Singularity Is Near: When Humans Transcend Biology
Social Business By Design: Transformative Social Media Strategies for the Connected Company
The Startup of You: Adapt to the Future, Invest in Yourself and Transform Your Career
Taming the Big Data Tidal Wave: Finding Opportunities in Huge Data Streams With Advanced Analytics
Thinking, Fast and Slow
To Save Everything, Click Here: The Folly of Technological Solutionism
Tubes: A journey to the Center of the Internet
Wait: The Art and Science of DelayWhat You Can Change … and What You Can’t
Wired For War: The Robotics Revolution and Conflict in the Twenty-first Century
You Are Not a Gadget
TGRs
LITTLE =
Big carts =
Source: Wal*Mart
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
<TGW
and …
>TGR
[Things Gone
WRONG-Things Gone RIGHT]
M
IBM
IB
to
$55B*
*IBM Global Services/
“Systems integrator of choice”
“You are headed
for commodity
hell if you don’t
have services.”
—Lou Gerstner, on IBM’s coming revolution (1997)
Huge: “Customer
Satisfaction with
product/Service”
to
“CUSTOMER
SUCCESS”
Masters of
Motueka
“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 …
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
Buy a
very large
one and just
wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back
years for
1,000
found that
U.S. companies.
40
They
NONE
of
the long-term survivors managed to
outperform the market. Worse, the
longer companies had been in the
database, the worse they did.”
—Financial Times
MITTELSTAND* **
*“agile creatures darting between the legs of
the multinational monsters” (Bloomberg BusinessWeek, 10.10)
**E.g. Goldmann Produktion
THE RED
CARPET
STORE
(Joel Resnick/Flemington NJ)
Motueka, New Zealand
Coppins Sea
Anchors*
*PSA/Para-sea
anchors
Source: Kia Ora/Air New Zealand magazine
Retail Superstars:
Inside the 25 Best
Independent Stores
in America
—by George Whalin
Jungle Jim’s International Market, Fairfield, Ohio: “An
adventure in
‘shoppertainment,’
as Jungle Jim’s
1,600
cheeses and, yes, 1,400 varieties of hot
sauce —not to mention 12,000 wines priced
from $8 to $8,000 a bottle; all this is brought to
you by 4,000 vendors. Customers come from every
calls it, begins in the parking lot and goes on to
corner of the globe.”
Bronner’s Christmas Wonderland, Frankenmuth, Michigan,
98,000-square-foot “shop” features the
likes of 6,000 Christmas ornaments, 50,000
trims, and anything else you can name if it pertains to
pop 5,000:
Christmas.
Source: George Whalin, Retail Superstars
“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
100%
human
beings are
entrepreneurs. When we were
Muhammad Yunus:
“All
in the caves we were all self-employed
. . . finding our food, feeding
ourselves. That’s where human history
began . . . As civilization came we
suppressed it. We became labor
because they stamped us, ‘You are
labor.’ We forgot that we are
entrepreneurs.” —Muhammad Yunus/
The News Hour/PBS/1122.2006
“Human
creativity
is the ultimate
economic
resource.”
—Richard Florida
“… this will be
the woman’s
century …”
—President Dilma Rousseff of Brazil, 1st woman to keynote the United Nation General Assembly
“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
“AS
LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Women’s Strengths Match New
Economy Imperatives: Link [rather than
rank] workers; favor interactivecollaborative leadership style
[empowerment beats top-down decision
making]; sustain fruitful collaborations;
comfortable with sharing information; see
redistribution of power as victory, not
surrender; favor multi-dimensional feedback;
value technical & interpersonal skills,
individual & group contributions equally;
readily accept ambiguity; honor intuition as
well as pure “rationality”; inherently
flexible; appreciate cultural diversity.
Source: Judy B. Rosener, America’s Competitive Secret: Women Managers
Warren Buffett
Invests Like a Girl:
And Why You
Should Too
—Louann Lofton,
MBWA
Managing By Wandering Around/HP
“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 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
Let me put it bluntly: every leader
should routinely keep a substantial portion of
his or her time—I would say as much as
really matters.
50
percent—unscheduled. … 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.
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
Yet we waste so much
time in unproductive activity—it takes an enormous effort
on the part of the leader to keep free time for the truly
important things.” —Dov Frohman (& Robert Howard), Leadership The Hard Way:
well and good, but there are things I have to do.’
Why Leadership Can’t Be Taught—And How You Can Learn It Anyway
(Chapter 5, “The Soft Skills Of Hard Leadership”)
You = Your
calendar*
*The calendar
NEVER
lies.
4/8/12
“The
4 most
important
words in any
organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
“WHAT
DO YOU
THINK?”
ARE …
Source: courtesy Dave Wheeler, posted at tompeters.com
“The deepest principal
in human nature is the
craving* to be
appreciated.”
—William James
*“Craving,” not “wish” or “desire” or
“longing”/Dale Carnegie, How to Win
Friends and Influence People (“The BIG
Secret of Dealing With People”)
MBWA 8:
Change the World With EIGHT Words
What do you think?*
How can I help?**
*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”
**Boss as CHRO/Chief Hurdle Removal Officer **********************************
Are you a full-fledged
“professional” when it
comes to helping?
Reductionist Leadership Training
“Aggressive ‘professional’ listener.”
Expert at questioning. (Questioning “professional.”)
Meetings as leadership opportunity #1.
Creating a “civil society.”
Expert at “helping.” (Helping “professional.”)
Expert at holding productive conversations.
Fanatic about clear communications.
Fanatic about training.
Master of appreciation/acknowledgement.
Effective at apology.
Creating a culture of automatic helpfulness by all to all.
Presentation excellence.
Conscious master of body language.
Master of hiring. (Hiring “professional”)
Master of evaluating people.
Time manager par excellence.
Avid practitioner of MBWA/Managing By Wandering Around.
Avid student of the process of influencing others per se.
Student of decision-making and devastating impact of irrational aspects thereof.
Brilliantly schooled student of negotiation.
Creating a no-nonsense execution culture.
Meticulous about employee development/100% of staff.
Student of the power of “d”iversity (all flavors of difference).
Aggressive in pursuing gender balance.
Making team-building excellence everyone’s daily priority.
Understanding value of matchless 1st-line management.
Instilling “business sense” in one and all.
MBWA 12:
Change the World
With TWELVE Words
What do you think?*
How can I help?**
What have you learned?***
*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”
**Boss as CHRO/Chief Hurdle Removal Officer **********************************
***What [new thing] have you learned [in the last 24 hours]? ********************* *
1 Mouth,
2
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 addition to your statement of Core
“We are Effective
Listeners—we treat
Listening EXCELLENCE as
the Centerpiece of our
Commitment to Respect
and Engagement and
Community and Growth.”
Values:
“I always write
‘LISTEN’ on
the back of my hand
before a meeting.”
Source: Tweet viewed @tom_peters
14,000
20,000
14,000/eBay
20,000/Amazon
30/Craigslist
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!