Norfolk_09182001

1、Tom Peters Seminar2001 We Are in a Brawl with No Rules!Norfolk/09.18.2001“There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.”Steve Case“Our military structure today is essentially one developed and

2、 designed by Napoleon.”Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff“Most of our predictions are based on very linear thinking. Thats why they will most likely be wrong.”Vinod Khosla, in “GIGATRENDS,” Wired 04.01 prior 900 years1900s: 1st 20 years 1800s2000: 10 years for paradigm s

3、hift 21st century: 1000X tech change than 20th century (“the Singularity, a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”)Ray Kurzweil, talk april2001 Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in

4、87; 18 are in 87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foste

5、r & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market“Good management was the most powerful reason leading firms failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that

6、would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovators

7、 Dilemma“We are in a brawl with no rules.”Paul AllaireS.A.V.The Kotler Doctrine:1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-?: F.F.F.(Fire!Fire!Fire!)StructurePart I: The OrganizationPart II: The MarketPart III: The LeaderForces Work IThe Destruction Imperative!“The corp

8、oration as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically.”Peter Drucker, Business 2.0 (08.00)Forget“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get

9、 the old ones out.”Dee HockThe New Ge WayDYB.comThe Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0MThe OrganizationBasic Premise: A White Collar Revolution108 X 5vs. 8 X 1= 540 vs. 8 (-98.5%)The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET! E.

10、g.: GM + Ford + DaimlerChryslerGlobal Outsourcing E.g.: India, MexicoSpeed!“A bureaucrat is an expensive microchip.”Dan Sullivan, consultant and executive coachAutomation+75% of what we do: 40 “expert” decision rules!IBMs Project eLiza!The OrganizationWork: The Professional Service Firm ModelSo what

11、 will be the Basic Building Block of the New Org?Answer: PSF!Professional Service FirmDepartment Head to Managing Partner, HR IS, etc. Inc.The OrganizationThe Heart of the Value Creation Revolution: PSF Unbound!09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!“These d

12、ays, building the best server isnt enough. Thats the price of entry.”Ann Livermore, Hewlett-PackardHP Sun GE IBM UPS UTC General Mills Springs Anheuser-Busch Carpet One Delphi Etc. Etc.“We want to be the air traffic controllers of electrons.”Bob Nardelli, GE Power Systems“Customer Satisfaction” to “

13、Customer Success”“Were getting better at Six Sigma every day. But we really need to think about the customers profitability. Are customers bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power SystemsGEs New Six Sigma ApproachOld view: Out of service 9 days. 4 days are tra

14、nsport, which is client responsibility.New view: ALL 9 DAYS ARE OUR RESPONSIBILITY! Why? 9 days = Clients World.Source: Steve Kerr, VP, GE“The primary strategic mission for CEOJeffrey Immelt is to hasten GEs transformation from a low-margin manufacturer to a more lucrative services company that sell

15、s solutions as much as stuff.”Newsweek/09.10.2001 (Welch raised share of services revenue from 15% to 70%)“UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages it moves represent.” (E.g., UPS Logistics manages the logistics of 4.5M Ford ve

16、hicles, from 21 mfg. Sites to 6,000 NA dealers)SpringsCollections.Flexible sourcing.Packaging.Merchandising.Promotion.Design.Systems & Site mgt. = Turnkey.The OrganizationBrand You: Distinct or Extinct“If there is nothing very special about your work, no matter how hard you apply yourself, you wont

17、get noticed, and that increasingly means you wont get paid much either.”Michael Goldhaber, WiredMinimum New Work SurvivalSkillsKit2001MasteryRolodex Obsession (vert. to horiz. “l(fā)oyalty”)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for Techn

18、ologyGroveling Before the YoungEmbracing “Marketing”Passion for Renewal“You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Inste

19、ad of a potential employer asking, Where do you see yourself in 5 years? youll ask, If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow? ”Stan Davis & Christopher Meyer, futureWEALTH“My ancestors were printers in Amsterd

20、am from 1510 or so until 1750 and during that entire time they didnt have to learn anything new.”Peter Drucker, Business 2.0 (08.22.00)“Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years mostly on line.”Peter Drucker

21、,Business 2.0 (22August2000)Invent. Reinvent. Repeat.Source: HP banner adThe OrganizationRedefining the Work Itself: The WOW Project“Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec“Learn not to be careful.” Photographer Diane Arbus to her students (Careful = The sidel

22、ines, per Harriet Rubin in The Princessa)The OrganizationBrand Action:Getting Started a Personal PerspectiveThe following slide begins the “Boss-Free Implementation of Stuff That Matters” Section. The slides in this section are heavily annotated.Use Normal or Notes Page View to access the notes.Topi

23、c: Boss-free Implementation of STM /Stuff That MATTERS!Worlds Biggest Waste Selling “Up”THE IDEA: Model F4 Find a Fellow Freak FarawayHeart of the MatterF2F!/K2K!/1T/R.F!A.*Freak to Freak/Kook to Kook/One at a Time/ Ready.Fire!Aim. THE NUGGETDo Something. Do Anything.Get Going.Now.Opportunity ALWAYS

24、 Knocks VFCJ* “Strategy”*Volunteer For Crappy JobsIs It “The Oh-Hell-I-Wish-It-Were-Over Memorial Day picnic”or “The First Annual Seriously Kewl Celebration of Our Incredible Staff”Is It Wrestle the damn Safety Manual into line with the ridiculous new OSHA Regs?Or A stealth opportunity to address th

25、e War for Talent via a thoroughgoing review of how safety and environmental issues contribute to making this a Great Place to Work?Reframers Rules:Rule 1: Never accept an assignment as given! (Please.)Rule 2: Youre never so powerful as when you are “powerless”!Rule 3: Every “small” project contains

26、the entire enterprise DNA!THE SOFT STUFF Passion!Message to “scientists”: It AINT about the science. Its NEVER about the science. Its ALWAYS about the PASSION for the IDEA.I wonder Will one of you be awoken some December morning in Stockholm by candle-carryingkids? BOTTOM LINEThe Enemy!Joe J. Jones

27、1942 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.MichelangeloSales2001 The Sales25: Great Salespeople 1. Know the product. (Find cool mentors, and use them.)

28、2. Know the company.3. Know the customer. (Including the customers consultants.) (And especially the “corporate culture.”)4. Love internal politics at home and abroad.5. Religiously respect competitors. (No badmouthing, no matter how provoked.)6. Wire the customers org. (Relationships at all levels

29、& functions.)7. Wire the home teams org. and vendors orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.) Great Salespeople 8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating p

30、rofitable opportunities. (“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of moneyheres exactly how.”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOULL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?

31、)10. Will involve anybodyincluding mortal enemiesif it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass.11. Know the Brand Story cold; live the Brand Story. (If not, leave.) Great Salespeople 12. Think “Turnkey.” (Its always your problem!)13.

32、 Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD.)14. Help the customer get to know the vendors organization & build up their Rolodex.15. Walk away from bad business. (Even if it gets you fired.)16. Understand the idea of a “good loss.” (A bold ef

33、fort thats sometimes better than a lousy win.)17. Think those who regularly say “Its all a price issue” suffer from rampant immaturity & shrunken imagination.18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstartsthe real enemy.20. Seek several “cool custome

34、rs”wholl drag you into Tomorrowland. Great Salespeople 21. Use the word “partnership” obsessively, even though it is way overused. (“Partnership” includes folks at all levels throughout the supply chain.)22. Send thank you notes by the truckload. (NOT E-NOTES.) (Most are for “l(fā)ittle things.”) (50% o

35、f those notes are sent to those in our company!) Remember birthdays. Use the word “we.” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?” 24. Great salespeople in great technology companies can affirmat

36、ively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY?25. Keep your bloody PowerPoint slides simple!The OrganizationTalent: The Great War for Talent“When land was the scarce resource, nations battled over it. The same is happening now for talented people.”Stan Davis & Ch

37、ristopher Meyer, futureWEALTHThe Talent Ten1. ObsessionP.O.T.* = All Consuming*Pursuit of TalentFrom “1, 2 or youre out” JW to “Best Talent in each industry segment to build best proprietary intangibles” EMSource: Ed Michaels, War for Talent (05.17.00)Model 24/7: Sports Franchise GM2. GreatnessOnly

38、The Best!Home Depot: 7 new growth initiatives ($20B to $100B in 5-7 years)Arthur Blank: BEST PERSON IN THE WORLD TO HEAD EACH INITIATIVEE.g.: COO of IKEA to head international expansionEd Michaels, War for Talent (05.17.00)3. PerformanceUp or out!“We believe companies can increase their market cap 5

39、0 percent in 3 years. Steve Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.”Ed Michaels, War for Talent (05.17.00)Message: Some people are better than other

40、 people. Some people are a helluva lot better than other people.4. PayFork Over!“Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.”Ed Michaels, War for Talent (05.17.00)What gets measured gets done. What gets paid for gets

41、 done more. What gets paid a lot for gets done a lot more.5. Youth Grovel Before the Young!“Why focus on these late teens and twenty-somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. For the first time in history, children are mor

42、e comfortable, knowledgeable and literate than their parents about an innovation central to society. The Internet has triggered the first industrial revolution in history to be led by the young.”The Economist 12/20006. DiversityMess Rules!“Diversity defines the health and wealth of nations in a new

43、century. Mighty is the mongrel. The hybrid is hip. The impure, the mlange, the adulterated, the blemished, the rough, the black-and-blue, the mix-and-match these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs

44、economic growth and empowers nations.”G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge7. WomenBorn to Lead!“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Business Week, 11.20.0

45、0The New Economy Shout goodbye to “command and control”!Shout goodbye to hierarchy!Shout goodbye to “knowing ones place”!Womens Stuff = New Economy MatchImprov skillsRelationship-centricLess “rank consciousness”Self determinedTrust sensitive IntuitiveNatural “empowerment freaks” less threatened by s

46、trong peopleIntrinsic motivation Extrinsic“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has mo

47、re interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others?”Source: Selling Is a Womans Game: 15 Po

48、werful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson“Investors are looking more and more for a relationship with their financial advisers. They want someone they can trust, someone who listens. In my experience, in general, women may be better at these relationship-building skills

49、 than are men.”Hardwick Simmons, CEO, Prudential Securities “Boys are trained in a way that will make them irrelevant.”Phil Slater8. WeirdThe Cracked Ones Let in the Light!The Cracked Ones Let in the Light“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to b

50、e found among non-conformists, dissenters and rebels.”David Ogilvy“Are there enough weird people in the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)Would Craig Venter (Luciano Benetton) come to work for us?9. OpportunityMake It an Adventure!“Firms will not manage the car

51、eers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.” Tim Hall et al., “The New Protean Career Contract” “H.R.” to “H.E.D.” ?Human Enablement DepartmentLeaders-Teachers Do Not “Transform P

52、eople”! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostlycaveat: “they” dont engage unless theyre “mad about something”) express their innate curiosi

53、ty and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers-leaders) had never dreamed existedand then the leaders-mentors-teachers (6) applaud like hell,

54、 stage “photo-ops,” and ring the church bells 100 times to commemorate the bravery of their “followers ” explorations!10. Leading GeniusWe are all unique!Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.48 Players = 48 Projects = 48 different success measures Why Dont Most

55、Biz Mgrs. Think This Way?“Coaching is winning players over.” *Phil Jackson*Not: “planning,” “implementing,” “clear communication,” “getting the org chart right.”Whats your companys EVP?Employee Value Proposition, per Ed Michaels et al., The War for TalentEVP = Challenge, professional growth, respect

56、, satisfaction, opportunity, rewardSource: Ed Michaels et al., The War for Talent HR Folks: YOU not “marketing” - “OWN” THE “BRAND PROMISE”!(If you wish.) The OrganizationBrand Talent+: The Education FiascoLosing the War to Bismarck“My wife and I went to a kindergarten parent-teacher conference and

57、were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which w

58、as a state requirement for demonstrating grade-level motor skills. ”Jordan Ayan, AHA!“How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised

59、their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified

60、by the group as a closet artist. The point is: Every school I visited was was participating in the suppression of creative genius.”Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fools Guide to Surviving with Grace “Our education system is a second-rate, factory-style organization, pumpin