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Ben Bewick Piola Event July 2009 (1)

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Kai Strategy Presentation

Kai Strategy Presentation

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  • [Tell my spiel. How do expert strategists come up with successful strategies?]We are trained in school to use logic. logic does not work in OPENINGS great chess players do not use logic in the beginning. Patterns helps them to increase their memory matural programming thru our research shows that it doesn’t matter how smart you are it just matters how many paterns you know. That is whey the company with the most paterns in there play book winsTalk about programming radio stations country, punk rock, come across station I like and I program that as number 1 then seek and hit #2 and so on. That means I only have 7 stations to work with. This will work 95% of the time but it won’t create an opening for meTiger wood is sooo good because he has so many patterns in his golf game. That us what we are doing for you.Tell DELL Story- NOW remind them of the mechanic - Successful chess players learn early on that an unexpected opening is as important as taking the queen or defending their towers on their way to check-mate. They also learn that, although logic may be the most effective tool for leading the game to a successful conclusion, it plays a limited role, indeed is often inappropriate, during the game’s beginning. In fact, studies of grand master chess-players show that they often draw on something entirely “un-logical” to win early phases of the game, and that the size of their playbook is more important than the quality of their logic when it comes to surprising the adversary with an opening that sets the game to their advantage.
  • [Tell my spiel. How do expert strategists come up with successful strategies?]We are trained in school to use logic. logic does not work in OPENINGS great chess players do not use logic in the beginning. Patterns helps them to increase their memory matural programming thru our research shows that it doesn’t matter how smart you are it just matters how many paterns you know. That is whey the company with the most paterns in there play book winsTalk about programming radio stations country, punk rock, come across station I like and I program that as number 1 then seek and hit #2 and so on. That means I only have 7 stations to work with. This will work 95% of the time but it won’t create an opening for meTiger wood is sooo good because he has so many patterns in his golf game. That us what we are doing for you.Tell DELL Story- NOW remind them of the mechanic - Successful chess players learn early on that an unexpected opening is as important as taking the queen or defending their towers on their way to check-mate. They also learn that, although logic may be the most effective tool for leading the game to a successful conclusion, it plays a limited role, indeed is often inappropriate, during the game’s beginning. In fact, studies of grand master chess-players show that they often draw on something entirely “un-logical” to win early phases of the game, and that the size of their playbook is more important than the quality of their logic when it comes to surprising the adversary with an opening that sets the game to their advantage.
  • [Tell my spiel. How do expert strategists come up with successful strategies?]We are trained in school to use logic. logic does not work in OPENINGS great chess players do not use logic in the beginning. Patterns helps them to increase their memory matural programming thru our research shows that it doesn’t matter how smart you are it just matters how many paterns you know. That is whey the company with the most paterns in there play book winsTalk about programming radio stations country, punk rock, come across station I like and I program that as number 1 then seek and hit #2 and so on. That means I only have 7 stations to work with. This will work 95% of the time but it won’t create an opening for meTiger wood is sooo good because he has so many patterns in his golf game. That us what we are doing for you.Tell DELL Story- NOW remind them of the mechanic - Successful chess players learn early on that an unexpected opening is as important as taking the queen or defending their towers on their way to check-mate. They also learn that, although logic may be the most effective tool for leading the game to a successful conclusion, it plays a limited role, indeed is often inappropriate, during the game’s beginning. In fact, studies of grand master chess-players show that they often draw on something entirely “un-logical” to win early phases of the game, and that the size of their playbook is more important than the quality of their logic when it comes to surprising the adversary with an opening that sets the game to their advantage.
  • Steve Jobs says- creativity is just connecting thingsUnderstand by breaking into things you recognize created by combining things you know in new ways when you face something at work you don’t ask what do the (4 ps)???? tell me to do or what do the 7 habits tell me to do, you ask what does this remind me of.Since the 1940s scientists have been studying how experts are able to conceive of and choose better solutions than novices. They have written volumes on expert chess players, surgeons, baseball players, card players, wrestlers, software programmers, writers, dancers, mathematicians, and historians. Notably unrepresented in this research are people skilled at solving political, military, or corporate problems. This research, however, offers insights into how expert strategists outthink their competition and come up with Winning Moves [highlights the critical role the Thirty-Six Stratagems can play in our search to become more effective strategists].experts use “patterns” or “chunks” [rather than logic] to solve problems. Just as a child learning to read evolves from seeing letters (e.g., “c,” “a,” and “r”) into seeing words (e.g., “car”), expert strategists develop a high-order vocabulary. While a novice is playing with pawns and knights, the expert is playing with moves or patterns (e.g., “the Lasker—Bauer combination”) and is therefore able to retain far more pieces in (their RAM) short-term working memory.To consistently come up with more “Winning Moves” or the 4th strategic option to beat your competition requires building a larger vocabulary of patterns.
  • The 36 Stratagems is an Ancient Chinese text, well known in the East, but relatively unknown in the West. In China the 36 Stratagems are used for strategy in politics, business, even dating. We identified what I believe to be the 100 most competitive companies of the decade and classified their successes by The Thirty-Six Stratagems. (See Appendix C for more detail on this research.)Most studies of corporate competitiveness flock too eagerly to admired companies such as General Electric or Southwest Airlines. While such companies offer valuable lessons, they are not in the top group of competitive companies. Instead, we took an impartial approach to identifying competitive companies. We assembled financial data on 9,000 publicly traded companies worldwide, of which 3,000 had at least a decade worth of financial history available. For each of these 3,000 companies, we calculated a “competitiveness” score equally composed of three metrics:  [NL] 1.Revenue growth: average revenue growth of each company over a ten-year period ending in 2005 Cumulative Average Growth Rate (CAGR).[NL] 2.Profit margin: average earnings before interest, taxes, depreciation, and amortization (EBITDA) margin over the same period.[NL] 3.Value creation: average total return to shareholder (TRS)over the same period. The 100 with the highest competitiveness score are the most competitive companies of the past decade. They are the fastest growing, most profitable, and most value-creating publicly traded companies in the world.
  • We then took the 100 most competitive companies and studied their histories. How did they explain how they overtook their competitors?[We did qualitative research, reviewed investment banking research papers, trade press, and periodicals.][We asked if the “winning move” / strategy could be mapped to one of the 36 patterns, and they could.]We mapped each “winning move” their success was based on to one of the 36 patternsThe result was a 100 by 36 matrixT: with this matrix we can do something really exciting
  • We can calculate the frequency of use of each of these patterns [in the 100 most competitive companies of the last decade.]
  • -And thereby saw which strategic moves hold the greatest potential for triggering a decade of breakthrough performance-How many of you would like to spend the next ten years growing faster, being more profitable, and generating more shareholder value than your competitors? [LET THEM RAISE THEIR HANDS]-What would your company look like then? What would your life look like?-Well if you want that then statistically, these are the seven most important strategies for you to knowT: So lets start. According to this analysis, if there is just one question you ask of your business every year, every quarter, every month, every day, it is “who else benefits if we win?”
  • In the late 1990’s early 2000’s, at a time when all the industry experts and Wall Street was saying that search was becoming a commodity service and that companies like Yahoo! and Alta Vista should focus on become portals instead of search sites, Google saw that the next battleground was going to be search.Google became the search engine for Yahoo (replacing Inktomi) a couple years later Google added advertising to their search results and generated billions of dollars in revenue.Google moved early to the next battleground.
  • One of our clients, “Tradestation” makes complex trading software for active tradersI can’t tell the details, but basically we asked them to ask themselves where is the next battlegroundThey thought about who are the traders of the future, they’re people who are playing interactive online games today.That helped them see a number of initiatives they could launch today to begin preparing for that futureThey made their user interface resemble an online game.
  • In 1995, Tom Adams took the helm of a small language software company, Rosetta Stone. As the new chief executive officer, Tom saw that the company was playing in a crowded field of language learning products. Rosetta Stone was selling small, $30 products in order to compete with the pack of other businesses hocking similarly priced books and CDs. But Tom saw the battleground was shifting. He saw the next battleground. And he decided to start preparing then for that next battleground. He raised prices nearly 1000 percent, switched from selling in bookstores to mall and airport kiosks, and decided that the company should no longer hire language experts. His choices seemed counterintuitive, but he wanted Rosetta Stone to do more than just survive in the sea of competition. Tom changed the playing field, and employed the five strategies reviewed in Thrive. Most people will see Tom’s choices as unsound, but for those who recognize the current shift in the business world, they will clearly see why his rationale was sound. Instead of using technology to replace the language classroom, Tom decided he would use technology to replace the immersion experience of living in a foreign country. That was the next battleground.Individuals learn language not by following rules, but by absorbing patterns; not in the classroom by when surrounded by foreign words unable to use their own. Tom understood this, and shifted the way Rosetta Stone taught customers the language of their choice. The company’s results are inspiring. In 2009, in the depth of a global economic crisis, Rosetta Stone issued the most successful IPOs of the year, showing that even in downturn, there are opportunities to thrive. (Gained 40% on first day of trading.)
  • Qualcomm used to make hand-sets and telecom infrastructure. It realized, however, that these were business in which they could not benefit from this stratagem. There was not a lot for them to lock up. So they sold their hand-set and infrastructure businesses deciding to focus instead on just what they could lock up. They became a pure intellectual property company that develops and licenses CDMA technologies. Qualcomm started out as a technology development company, but entered the hand set manufacturing and telecom operator business to get their CDMA technology accepted in the industry. That strategy was successful. CDMA technology became accepted. But then profits from the hand-sets and telecom infrastructure businesses started to drag from competition. It realized, however, that these were business in which they could not benefit from lockup resources stratagem. There was not a lot for them to lock up. So they sold their hand-set and telecom infrastructure businesses deciding to focus instead on just what they could lock up, technology. They became a pure intellectual property company that develops and licenses CDMA technologies. Incredibly, after shedding their hand sets manufacturing business and telecom operations business, its revenue stayed the same and their profitability jumped.
  • Transcript

    • 1. Piense mas rápido que la competencia
      PIOLA
      Ben Bewick
      23 de Julio, 2009
    • 2.
    • 3.
    • 4. Volver a casa
    • 5. Volver a casa
      Esperar
    • 6. Volver a casa
      Esperar
      Cruzar el río
    • 7. Volver a casa
      Esperar
      Cruzar el río
    • 8. Volver a casa
      Esperar
      Cruzar el río
    • 9. Volver a casa
      Esperar
      Cruzar el río
    • 10. Alejandro Magno
      Sun Tzu
      Napoleón Bonaparte
      Genghis Khan
      Coronel John Boyd
      Aníbal
      Mao Tse-Tung
      ¿Qué hace que se destaquen?
    • 11. ¿Qué hace que se destaquen?
      Martin Luther King, Jr.
      Nelson Mandela
      Confucius
      Mahatma Gandhi
      Buddha
      Mohammad Yunus
      Benjamin Franklin
      Thomas Jefferson
      © Kai Method, LLC, 2009
    • 12. ¿Qué hace que se destaquen?
      Bill Gates
      Steve Jobs
      Richard Branson
      Ray Kroc
      Thomas Edison
      Henry Ford
      John D. Rockefeller
      © Kai Method, LLC, 2009
    • 13. ¿Qué hace que se destaquen?
    • 14. Aperturas versus jugadas finales
      Cierre
      Apertura
      Juego medio
    • 15. Aperturas versus jugadas finales
      Cierre
      Apertura
      Juego medio
      Capacidad de memoria
    • 16. Aperturas versus jugadas finales
      Cierre
      Apertura
      Juego medio
      Número de posibles resultados
      Capacidad de memoria
    • 17. “The psychological entities that serve as building blocks for my thought are certain signs or images, more or less clear, that I can reproduce and recombine at will.”
      - Albert Einstein
    • 18. “Creativity is just connecting things. … And the reason [creative people] were able to do that was that they've had more experiences than other people.”
      — Steve Jobs, Wired Magazine (March, 1996)
    • 19. Reconocimiento del patrón
    • 20. Más jugadas
      Gran maestro
      Maestro
      Experto
    • 21. Más jugadas
      Gran maestro
      Maestro
      Experto
    • 22. Más jugadas
      Gran maestro
      Maestro
      Experto
    • 23. Las 100 más competitivas
      Ingreso CAGR
      Utilidades (margen
      EBITDA)
      Retorno (TRS)
    • 24. Las estrategias ganadoras y las estratagemas que utilizaron
      EMPRESA
      23
    • 25. Frecuencia de las estratagemas
    • 26. Las siete aperturas más poderosas
      Las 7 aperturas más poderosas
    • 27. Su libro de jugadas
      • Aliarse con alguien inesperado
      • 28. Moverse tempranamente al próximo campo de batalla
      • 29. Bloquear los recursos
      • 30. Atacar desde dos frentes
      • 31. Introducir una nueva pieza en el tablero de juego
      • 32. Coordinar a los no coordinados
      • 33. Adoptar lo que otros abandonan
      ¿Quién más se beneficia si usted gana?
      ¿Dónde está el próximo campo de batalla?
      ¿Qué inputs puede controlar?
      ¿Con quién puede lanzar una batalla en dos frentes?
      ¿A qué pieza querría ver en el juego?
      ¿A quién podría coordinar?
      ¿Qué ha sido abandonado?
    • 34. Tiempo de elegir a su conejo
    • 35. Su libro de jugadas
      • Aliarse con alguien inesperado
      • 36. Moverse tempranamente al próximo campo de batalla
      • 37. Bloquear los recursos
      • 38. Atacar desde dos frentes
      • 39. Introducir una nueva pieza en el tablero de juego
      • 40. Coordinar a los no coordinados
      • 41. Adoptar lo que otros abandonan
      ¿Quién más se beneficia si usted gana?
      ¿Dónde está el próximo campo de batalla?
      ¿Qué inputs puede controlar?
      ¿Con quién puede lanzar una batalla en dos frentes?
      ¿A qué pieza querría ver en el juego?
      ¿A quién podría coordinar?
      ¿Qué ha sido abandonado?
    • 42. Moverse tempranamente al próximo
      campo de batalla
      #22
    • 43. Moversetempranamente al próximo
      campo de batalla
      #22
      ?
    • 44. Moversetempranamente al próximo
      campo de batalla
      #22
    • 45. Moverse tempranamente al próximo
      campo de batalla
      o
      ¿Dónde está el próximo campo de batalla?
    • 46. Su libro de jugadas
      • Aliarse con alguien inesperado
      • 47. Moverse tempranamente al próximo campo de batalla
      • 48. Bloquear los recursos
      • 49. Atacar desde dos frentes
      • 50. Introducir una nueva pieza en el tablero de juego
      • 51. Coordinar a los no coordinados
      • 52. Adoptar lo que otros abandonan
      ¿Quién más se beneficia si usted gana?
      ¿Dónde está el próximo campo de batalla?
      ¿Qué inputs puede controlar?
      ¿Con quién puede lanzar una batalla en dos frentes?
      ¿A qué pieza querría ver en el juego?
      ¿A quién podría coordinar?
      ¿Qué ha sido abandonado?
    • 53. #10
      Bloquear los recursos
    • 54. #10
      Bloquear los recursos
    • 55. #10
      Bloquear los recursos
    • 56. Bloquear los recursos
      O
      ¿Qué inputs puede bloquear?
    • 57. Su libro de jugadas
      • Aliarse con alguien inesperado
      • 58. Moverse tempranamente al próximo campo de batalla
      • 59. Bloquear los recursos
      • 60. Atacar desde dos frentes
      • 61. Introducir una nueva pieza en el tablero de juego
      • 62. Coordinar a los no coordinados
      • 63. Adoptar lo que otros abandonan
      ¿Quién más se beneficia si usted gana?
      ¿Dónde está el próximo campo de batalla?
      ¿Qué inputs puede controlar?
      ¿Con quién puede lanzar una batalla en dos frentes?
      ¿A qué pieza querría ver en el juego?
      ¿A quién podría coordinar?
      ¿Qué ha sido abandonado?
    • 64. #27
      Adoptar lo que otros abandonan
    • 65. #27
      Adoptar lo que otros abandonan
    • 66. #27
      Adoptar lo que otros abandonan
    • 67. #27
      Adoptar lo que otros abandonan
    • 68. #27
      Adoptar lo que otros abandonan
    • 69. #27
      Adoptar lo que otros abandonan
      El Peek
      … sólo e-mail y texto
      … por US $79,95 + US $20/ mes
    • 76. Adoptar lo que otros abandonan
      o
      ¿Qué ha sido abandonado?
    • 77. Su libro de jugadas
      • Aliarse con alguien inesperado
      • 78. Moverse tempranamente al próximo campo de batalla
      • 79. Bloquear los recursos
      • 80. Atacar desde dos frentes
      • 81. Introducir una nueva pieza en el tablero de juego
      • 82. Coordinar a los no coordinados
      • 83. Adoptar lo que otros abandonan
      ¿Quién más se beneficia si usted gana?
      ¿Dónde está el próximo campo de batalla?
      ¿Qué inputs puede controlar?
      ¿Con quién puede lanzar una batalla en dos frentes?
      ¿A qué pieza querría ver en el juego?
      ¿A quién podría coordinar?
      ¿Qué ha sido abandonado?
    • 84. ¡Manténgase en contacto!
      www.kaimethod.com
      > Uruguay, Sept. 1
      ben@kaimethod.com