Tom Peters at Property Loss Research Bureau, Orlando

LEAVE IT TO BEAVER.

Tra pp er : <$20 per beaver pelt. Source: WSJ

WDCP : $ 150 to remove “problem beaver”; $ 750 -$ 1,000 for flood-control piping … so that beavers can stay. Source: WSJ

wdcp/“Wildlife Damage-control Professional”: $ 150 to “remove” “problem beaver”; $ 750 -$ 1,000 for flood-control piping … so that beavers can stay. Source: WSJ

Tom Peters’ X25* EXCELLENCE. ALWAYS. Property Loss Research Bureau Orlando/0319.07 * In Search of Excellence 1982-2007

Slides at … tompeters.com

EXCELLENCE. VALUE ADDED. UP THE LADDER.

The Value-added Ladder/ STUFF ‘N’ THINGS Goods Raw Materials

The Value-added Ladder/Stuff & TRANSACTIONS Services Goods Raw Materials

EXCELLENCE. VALUE-ADDED LADDER I. SOLVE IT.

MasterCard Advisors

WHAT CAN BROWN DO FOR YOU?

Trapper to WDCP/“Wildlife Damage-control Professional”

Hu g e : Customer Satisfaction versus Customer Success

The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions/Client Success Services Goods Raw Materials

Department Head to … Managin g Partner , IS [HR, R&D, etc.] Inc .

“ Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that. We pay for ourselves, and we actually make money for the company .” — Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com) ( Who Owns the Data? Using Internal Customer Relationship Management to Improve Business and IT Integration —Frank Eichorn)

The “ PSF35 ” : Thirty-Five Professional Service Firm Marks of Excellence

The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “ Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs) 9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”

Pointed Point of View!

Department Head to … Managin g Partner , IS [HR, R&D, etc.] Inc .

EXCELLENCE. ATTITUDE. TRANSFORMATION. PSF.

HCare CIO : “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healin g -Services Team (who happens to be a techie)

EXCELLENCE. VALUE-ADDED LADDER II. EXPERIENCE IT.

“ Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

$798 (vs. $415)

The Value-added Ladder/ MEMORABLE CONNECTION Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley exec, quoted in Results-Based Leadership

EXCELLENCE. VALUE-ADDED LADDER III. DREAM IT.

The Value-added Ladder/ EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

“ Dreams Come True”: IBM UPS

The (NEW) Value-added Ladder Dreams Come True Spellbinding Experiences Gamechanging Solutions/ client success Services Goods Raw Materials

NEW ZEALAND 2007

Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo microsoft wal*mart ??? ???

EXCELLENCE. INNOVATE. OR. DIE.

“ 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 : Buy a very large one and just wait .” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change .” —Charles Darwin

try things.

“ 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

Screw. things. Up.

“ Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec

We become who we hang out with 1

Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

“ Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability .” —Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

Rob McEwen/ CEO/ Goldcorp Inc./ Red Lake gold Source: Wikinomics: How Mass Collaboration Changes Everything , Don Tapscott & Anthony Williams

EXCELLENCE. BEDROCK. LEADERSHIP. 9Ps.

PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .

“ People want to be part of something larger than themselves . They want to be part of something they’re really proud of, that they’ll fight for , sacrifice for , trust .” — Howard Schultz, Starbucks ( IBD /09.05)

“ Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

“ 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

“ You must be the change you wish to see in the world.” Gandhi

Relentless : “One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back , or stop, until the thing intended was accomplished.” —Grant

“ Leaders ‘ do ’ people. Period.” —Anon.

PARC’s Bob Taylor: “Connoisseur of Talent”

“ Leaders ‘ SERVE ’ people. Period.” —Anon. ( Servant Leadership by Robert Greenleaf)

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

" The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

“ Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.” Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

"Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘ GERONIMO!’ ” — Bill McKenna, professional motorcycle racer ( Cycle magazine 02.1982)

Ger- on -i-mo !

Tom Peters at Property Loss Research Bureau, Orlando

by bizgurus on Mar 31, 2007

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Tom Peters at Property Loss Research Bureau, Orlando Presentation Transcript