The document discusses the need for organizations to increase their "metabolic rate" or pace of change to keep up with the accelerating rate of change in the world. It notes that the time between paradigm shifts has decreased dramatically and will continue to do so. Successful organizations must be able to constantly adapt their strategies, failing fast and iterating quickly to find solutions. Leaders must manage this metabolic rate and ensure their organizations have the ability to rapidly adapt and change course as needed.
Tom peters-reimagine-business-excellence-in-a-disruptive-age1093guest72d387
This document contains the slides from a presentation by Tom Peters on reimagining business for a disruptive age. Some of the key points discussed include: the need for constant innovation to ensure long-term success; acquiring companies for innovation rather than just market share; treating history as the enemy; encouraging dissent and weird ideas; and using technology like IS/IT as a disruptive tool to transform organizations. The presentation advocates embracing change, risk-taking, and focusing outside the box to find new opportunities for growth.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
Tom Peters at Great Lakes Broadcasting Conferencebizgurus
This document discusses excellence in business and leadership. It provides advice on building successful companies, including decentralizing operations, focusing on execution, and emphasizing accountability. It also emphasizes the importance of embracing change, innovation, and diversity. Additionally, it notes the growing economic power of women consumers and highlights strategies for appealing to women, baby boomers, and other groups.
This document summarizes a workshop on understanding labour market trends. The workshop covers macroeconomic trends like globalization and the rise of BRIC countries, meso-level changes in organizations and jobs, and developing micro-level skills to stay employable. Speakers discuss evolving job titles, the multi-generational workforce, and strategies for individuals to work and prosper in changing times.
The document discusses several perspectives on predicting the future including that the future is uncertain, predictions are often wrong, and it's difficult to foresee changes. It also explores trends related to population growth, economic development, environmental challenges, and reducing poverty that will impact the future global landscape. Futures thinking is presented as a way to stimulate imagination, encourage creativity, and help identify opportunities to shape the future in a wiser way.
The Great Transformation - 33 Top Quotes from Global Peter Drucker Forum 2014Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 6th Global Peter Drucker Forum was held on November 13-14, 2014 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2014.
Vladimir Vulic, November 2014
Rewriting the Rules of Management for the Facebook GenerationVladimir Vulic
Slides for my keynote "Rewriting the Rules of Management for the Facebook Generation" at the Proactive conference in Kozara, Bosnia and Herzegovina.
Vladimir Vulic (October 2014)
Tom peters-reimagine-business-excellence-in-a-disruptive-age1093guest72d387
This document contains the slides from a presentation by Tom Peters on reimagining business for a disruptive age. Some of the key points discussed include: the need for constant innovation to ensure long-term success; acquiring companies for innovation rather than just market share; treating history as the enemy; encouraging dissent and weird ideas; and using technology like IS/IT as a disruptive tool to transform organizations. The presentation advocates embracing change, risk-taking, and focusing outside the box to find new opportunities for growth.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
Tom Peters at Great Lakes Broadcasting Conferencebizgurus
This document discusses excellence in business and leadership. It provides advice on building successful companies, including decentralizing operations, focusing on execution, and emphasizing accountability. It also emphasizes the importance of embracing change, innovation, and diversity. Additionally, it notes the growing economic power of women consumers and highlights strategies for appealing to women, baby boomers, and other groups.
This document summarizes a workshop on understanding labour market trends. The workshop covers macroeconomic trends like globalization and the rise of BRIC countries, meso-level changes in organizations and jobs, and developing micro-level skills to stay employable. Speakers discuss evolving job titles, the multi-generational workforce, and strategies for individuals to work and prosper in changing times.
The document discusses several perspectives on predicting the future including that the future is uncertain, predictions are often wrong, and it's difficult to foresee changes. It also explores trends related to population growth, economic development, environmental challenges, and reducing poverty that will impact the future global landscape. Futures thinking is presented as a way to stimulate imagination, encourage creativity, and help identify opportunities to shape the future in a wiser way.
The Great Transformation - 33 Top Quotes from Global Peter Drucker Forum 2014Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 6th Global Peter Drucker Forum was held on November 13-14, 2014 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2014.
Vladimir Vulic, November 2014
Rewriting the Rules of Management for the Facebook GenerationVladimir Vulic
Slides for my keynote "Rewriting the Rules of Management for the Facebook Generation" at the Proactive conference in Kozara, Bosnia and Herzegovina.
Vladimir Vulic (October 2014)
Claiming our Humanity - Managing in the Digital Age. 33 Top Quotes from Globa...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 7th Global Peter Drucker Forum was held on November 5-6, 2015 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2015.
Vladimir Vulic, November 2015
The Entrepreneurial Society - 33 Top Quotes from Global Peter Drucker Forum 2016Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 8th Global Peter Drucker Forum was held on November 17-18, 2016 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2016.
Who: Matt Nemerson, President & CEO of the Connecticut Technology Council (CTC)
What: Building a World Class Innovation Ecosystem for Connecticut
Where: Fairfield University Dolan School of Business DINING ROOM (104A)
When: Tuesday, June 19, 2012; 7:00 PM. Admission is free.
Building a World Class Innovation Ecosystem for Connecticut
Brief
The presentation will identify what Connecticut is doing to start-up and grow new companies which has been a problem in the past. Matt will discuss what the state is, can and should be doing overall to catch up with Boston and New York City. This will provide insights to a topic important to all IACT members.
Bio
President & CEO of the Connecticut Technology Council (CTC), a trade association and public policy group dedicated to stimulating the growth of the state’s innovation economy. It manages the state’s “innovation ecosystem” under a contract and also produces over 50 programs and events as well as numerous policy reports and advocacy position papers each year.
Previously, he was Executive Vice President & COO of Netkey, Inc, a software firm which raised over $20 million in VC funds and was eventually acquired by NCR. In 1983, He became the founding VP of the Science Park Development Corporation, an incubator complex affiliated with Yale University. He left Science Park to become the president of the Greater New Haven Chamber of Commerce and the affiliated Regional Leadership Council.
Before Science Park he was publisher of the national policy magazine The Washington Monthly, a reporter for Fortune Magazine, a staff director for a committee of the Connecticut State Legislature and worked for the late U.S. Senator Abraham Ribicoff (D-CT).
Matthew is a graduate of Columbia College (AB) in the City of New York, the Yale School of Management (MPPM aka MBA) and is a graduate of the Center for Creative Leadership in North Carolina.
He lives in New Haven with his wife, Marian Chertow, professor of Industrial Ecology at the Yale School of Forestry and Environmental Studies and his two daughters. Among various volunteer activities Matthew is chairman of the New Haven Parking Authority, has been on the Connecticut United Way Board and a member of the Connecticut Transportation Strategy Board.
Jim's Group is a franchise business started by Jim Penman in 1984 as Jim's Mowing that has expanded to 2,600 franchisees providing services like cleaning, dog washing, handyman work, fencing, paving, and pool care in Australia, New Zealand and the UK. They prioritize customers and franchisees can leave at any time, with typically less than one complaint per year.
Home Depot Business ToolBox provides payroll processing, credit card processing, personnel paperwork, mobile phones, shipping, and health insurance to over 12,000 small business customers like plumbers, electricians and contractors.
Bo Burlingham's book Small Giants profiles companies that have intimate relationships with their local communities and customers
Mike Green keynote to Tabor 100 in Seattle at Convention CenterScaleUp Partners LLC
Mike Green gave the keynote address at the Tabor 100 Gala in Seattle at the Washington State Convention Center on Sept. 15, 2012. The gathering of Seattle's political elite and Black business owners and entrepreneurs is annual fundraiser for Tabor 100, which represents many of Seattle's Black business owners and contractors.
Mike's speech included this slide presentation, at the end of which Mike received a standing ovation.
A link to the YouTube video of Mike's speech is included in the slide deck.
This is a bold and historic declaration to a nation that has yet to rally around investing and supporting the success of its Black boys.
Our approach is to inform and educate leaders and influencers: i.e. policymakers, educators, professionals, business and community leaders, investors, philanthropists, clergy, pro athletes and celebrities.
We believe too many leaders and influencers of America's Black boys are disconnected from the knowledge and networks that drive the 21st century innovation economy.
The result is a generation of lost, confused and angry youth who grow into lost, confused and angry men. They, in turn, continue to perpetrate the cyclical problem. The goal of our campaign is awareness and intervention.
So, we focus on the adults. The leaders. Those in positions of power and influence. And it is these folks we call to gather at our summits. It is these leaders and influencers we call upon to support our efforts.
Our campaign speaks of the problems and challenges, but only as the opening toward introducing and implementing solutions. Our summits Introduce unique visionary frameworks and call for a coalition of committed collaborators to work with us in implementing solutions that will disrupt the status quo and leverage today's innovative constructs, networks, technologies and opportunities to produce exponential (versus incremental) progress. The result is what we call Inclusive Competitiveness. The process is what we call Pipeline2Productivity.
Our boys are talented. They are creative. They are smart. They hold within an inherent ingenuity that, if sufficiently tapped, could unleash a torrent of innovative entrepreneurs, job growth and generational wealth creation that benefits the overall economic competitiveness of every local region and the global economic competitiveness of the nation.
Will you join us in making an investment in America’s Black Boys?
We believe it is a 21st century national economic imperative.
We hope you agree.
The future of leadership is anything but predictable. We know for sure that it will be different from the way leadership is know and applied today. A different type of leader is going to emerge in the 4th wave.
This document summarizes a presentation given by Professor Alan Barrell on entrepreneurs and how they change the world. The presentation discusses how the financial crisis and globalization have changed the world landscape. It profiles several famous entrepreneurs throughout history who started successful businesses during recessions and innovations that transformed industries. The presentation emphasizes that entrepreneurs drive economic growth through new ideas, technologies, business models and disruption. It highlights the importance of imagination, vision, and networks for entrepreneurs to secure funding and succeed in changing the world.
This document summarizes a workshop on inclusive leadership that was part of the 2016 Young Professionals Summit hosted by the German Marshall Fund. The workshop was led by Carlton Yearwood of True Blue Inclusion and involved having participants take the Intercultural Development Inventory assessment and discussing the results. The group's assessment showed a gap between their perceived cultural competence and their actual developed orientation. Participants realized that more work needs to be done to foster inclusiveness within organizations and communities. The workshop highlighted the importance of understanding different cultural perspectives to drive innovation.
The America21 Project is a national nonprofit dedicated to changing the economic narrative across Black and Urban America.
America21 promotes an Inclusive Competitiveness economic strategy in a fast-paced, knowledge-based, tech-driven global innovation economy.
America21 promotes an economic framework from the pipeline of education to the productivity of entrepreneurship based on three core pillars of the Innovation Economy:
STEM Education
(science, technology, engineering and math)
High-Growth Entrepreneurship
Access to Capital and Capital Formation
America21 seeks to connect economically disconnected communities and sectors with regional innovation clusters to strengthen the economic competitiveness of the nation by investing in all of America's talent pools.
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
Growth & Inclusive Prosperity - 44 Top Quotes from Global Peter Drucker Forum...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 9th Global Peter Drucker Forum was held on November 16-17, 2017 at the Hall of Sciences in Vienna. This is the selection of Top 44 Quotes from Global Peter Drucker Forum 2017.
Session 3 -- leadership through innovationMadan Pant
The document discusses the concept of the entrepreneurial university as envisioned by Burton Clark, which aims to pursue academic goals independently through diversifying income sources rather than relying on government or corporate funding.
An entrepreneurial university can unlock the commercial value of knowledge created at the university in the knowledge economy more so than in previous eras. While it cannot strictly be called a university, the idea is well-suited for implementation.
Such a model would cater to enterprising learners, faculty, and business leaders through an academic learning community driven by new technologies and seeking both financial and academic autonomy.
July 22 presentation - thoughts?
If need be, I can email directly (norris.krueger@gmail.com)
Or try: http://bit.ly/cUjzCo
Be sure to check out Monica's & Cornelia's great presentations also uploaded!
Driving creativity and innovation through leadership-BazeleyRoger Bazeley, USA
This document discusses the role of leadership in driving creativity and innovation throughout history and in various sectors. It provides examples of how leadership in ancient civilizations, the Renaissance, and various periods of US history embraced or stifled innovation. The document also examines best practices for leadership encouraging innovation in transportation projects and companies today, emphasizing the importance of culture, cross-departmental collaboration, understanding customers, and applying creative problem-solving processes. Finally, it argues that both private and public sector transportation organizations would benefit from prioritizing innovation in their planning and operations in order to better meet customer needs.
The America21-BDPA Innovation Leadership Summit & Dinner is a networking event in concert with the 34th Annual Black Data Processing Associates Conference in Baltimore, Maryland at the Baltimore Hilton Hotel on July 31, 2012.
This unique summit will focus on the challenges and opportunities in developing an innovation ecosystem and infrastructure that nurtures job growth and wealth creation, from the pipeline of STEM education to the productivity of tech entrepreneurship and capital investment.
This event is for serious-minded leaders who want to change the current economic paradigm and build an access channel for Black America to compete in the 21st century innovation economy.
Boostzone Webreview on the Future of the World of Work - September 2012Boostzone Institute
The provided document is a monthly newsletter from the Boostzone Institute summarizing important articles on the future of management and work. The first article discusses Valve Corporation's non-hierarchical management structure. The second questions the idea of "wisdom of crowds". The third talks about cultivating knowledge sharing within and across organizations. The newsletter then summarizes articles on disruptive technologies arriving before their time, record corporate profits coupled with low wages, Germany's lack of copyright laws fueling industrial growth, cognitive illusions challenging modern paradigms, and the employability of MBAs in India.
1) The document discusses increasing demand for better skills assessment and matching to address talent shortages and mismatches in the evolving "Human Age".
2) It analyzes factors like rapid technological change, shifting demographics, and rising customer sophistication that are transforming the workforce ecosystem.
3) The document recommends companies strengthen collaboration across sectors to develop talent and flexible workforce strategies that can navigate continuous change.
The document discusses the context of leadership in today's connected world. It notes that the skills required of leaders are changing, with more emphasis on creativity, empathy and emotional intelligence. Effective leadership requires competence in values, communication and emotional intelligence. Leaders must influence others through vision, empowerment and building relationships.
2015 august presentation stockholm mba programmhan mesters
The document discusses strategic business planning in the 21st century amid disruption from technological changes. It notes that we have moved from an era of change to a change of era, with exponential technological advances like computing, communication, and data storage transforming business models. Institutions face challenges to their gross margins, unique selling points, and value propositions. To adapt, companies must focus on their purpose and creating value through innovation, agility, and a culture that attracts top talent. Metrics need to assess future potential, not just past financials. The rise of startups and networks means disruption is here to stay.
Claiming our Humanity - Managing in the Digital Age. 33 Top Quotes from Globa...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 7th Global Peter Drucker Forum was held on November 5-6, 2015 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2015.
Vladimir Vulic, November 2015
The Entrepreneurial Society - 33 Top Quotes from Global Peter Drucker Forum 2016Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 8th Global Peter Drucker Forum was held on November 17-18, 2016 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2016.
Who: Matt Nemerson, President & CEO of the Connecticut Technology Council (CTC)
What: Building a World Class Innovation Ecosystem for Connecticut
Where: Fairfield University Dolan School of Business DINING ROOM (104A)
When: Tuesday, June 19, 2012; 7:00 PM. Admission is free.
Building a World Class Innovation Ecosystem for Connecticut
Brief
The presentation will identify what Connecticut is doing to start-up and grow new companies which has been a problem in the past. Matt will discuss what the state is, can and should be doing overall to catch up with Boston and New York City. This will provide insights to a topic important to all IACT members.
Bio
President & CEO of the Connecticut Technology Council (CTC), a trade association and public policy group dedicated to stimulating the growth of the state’s innovation economy. It manages the state’s “innovation ecosystem” under a contract and also produces over 50 programs and events as well as numerous policy reports and advocacy position papers each year.
Previously, he was Executive Vice President & COO of Netkey, Inc, a software firm which raised over $20 million in VC funds and was eventually acquired by NCR. In 1983, He became the founding VP of the Science Park Development Corporation, an incubator complex affiliated with Yale University. He left Science Park to become the president of the Greater New Haven Chamber of Commerce and the affiliated Regional Leadership Council.
Before Science Park he was publisher of the national policy magazine The Washington Monthly, a reporter for Fortune Magazine, a staff director for a committee of the Connecticut State Legislature and worked for the late U.S. Senator Abraham Ribicoff (D-CT).
Matthew is a graduate of Columbia College (AB) in the City of New York, the Yale School of Management (MPPM aka MBA) and is a graduate of the Center for Creative Leadership in North Carolina.
He lives in New Haven with his wife, Marian Chertow, professor of Industrial Ecology at the Yale School of Forestry and Environmental Studies and his two daughters. Among various volunteer activities Matthew is chairman of the New Haven Parking Authority, has been on the Connecticut United Way Board and a member of the Connecticut Transportation Strategy Board.
Jim's Group is a franchise business started by Jim Penman in 1984 as Jim's Mowing that has expanded to 2,600 franchisees providing services like cleaning, dog washing, handyman work, fencing, paving, and pool care in Australia, New Zealand and the UK. They prioritize customers and franchisees can leave at any time, with typically less than one complaint per year.
Home Depot Business ToolBox provides payroll processing, credit card processing, personnel paperwork, mobile phones, shipping, and health insurance to over 12,000 small business customers like plumbers, electricians and contractors.
Bo Burlingham's book Small Giants profiles companies that have intimate relationships with their local communities and customers
Mike Green keynote to Tabor 100 in Seattle at Convention CenterScaleUp Partners LLC
Mike Green gave the keynote address at the Tabor 100 Gala in Seattle at the Washington State Convention Center on Sept. 15, 2012. The gathering of Seattle's political elite and Black business owners and entrepreneurs is annual fundraiser for Tabor 100, which represents many of Seattle's Black business owners and contractors.
Mike's speech included this slide presentation, at the end of which Mike received a standing ovation.
A link to the YouTube video of Mike's speech is included in the slide deck.
This is a bold and historic declaration to a nation that has yet to rally around investing and supporting the success of its Black boys.
Our approach is to inform and educate leaders and influencers: i.e. policymakers, educators, professionals, business and community leaders, investors, philanthropists, clergy, pro athletes and celebrities.
We believe too many leaders and influencers of America's Black boys are disconnected from the knowledge and networks that drive the 21st century innovation economy.
The result is a generation of lost, confused and angry youth who grow into lost, confused and angry men. They, in turn, continue to perpetrate the cyclical problem. The goal of our campaign is awareness and intervention.
So, we focus on the adults. The leaders. Those in positions of power and influence. And it is these folks we call to gather at our summits. It is these leaders and influencers we call upon to support our efforts.
Our campaign speaks of the problems and challenges, but only as the opening toward introducing and implementing solutions. Our summits Introduce unique visionary frameworks and call for a coalition of committed collaborators to work with us in implementing solutions that will disrupt the status quo and leverage today's innovative constructs, networks, technologies and opportunities to produce exponential (versus incremental) progress. The result is what we call Inclusive Competitiveness. The process is what we call Pipeline2Productivity.
Our boys are talented. They are creative. They are smart. They hold within an inherent ingenuity that, if sufficiently tapped, could unleash a torrent of innovative entrepreneurs, job growth and generational wealth creation that benefits the overall economic competitiveness of every local region and the global economic competitiveness of the nation.
Will you join us in making an investment in America’s Black Boys?
We believe it is a 21st century national economic imperative.
We hope you agree.
The future of leadership is anything but predictable. We know for sure that it will be different from the way leadership is know and applied today. A different type of leader is going to emerge in the 4th wave.
This document summarizes a presentation given by Professor Alan Barrell on entrepreneurs and how they change the world. The presentation discusses how the financial crisis and globalization have changed the world landscape. It profiles several famous entrepreneurs throughout history who started successful businesses during recessions and innovations that transformed industries. The presentation emphasizes that entrepreneurs drive economic growth through new ideas, technologies, business models and disruption. It highlights the importance of imagination, vision, and networks for entrepreneurs to secure funding and succeed in changing the world.
This document summarizes a workshop on inclusive leadership that was part of the 2016 Young Professionals Summit hosted by the German Marshall Fund. The workshop was led by Carlton Yearwood of True Blue Inclusion and involved having participants take the Intercultural Development Inventory assessment and discussing the results. The group's assessment showed a gap between their perceived cultural competence and their actual developed orientation. Participants realized that more work needs to be done to foster inclusiveness within organizations and communities. The workshop highlighted the importance of understanding different cultural perspectives to drive innovation.
The America21 Project is a national nonprofit dedicated to changing the economic narrative across Black and Urban America.
America21 promotes an Inclusive Competitiveness economic strategy in a fast-paced, knowledge-based, tech-driven global innovation economy.
America21 promotes an economic framework from the pipeline of education to the productivity of entrepreneurship based on three core pillars of the Innovation Economy:
STEM Education
(science, technology, engineering and math)
High-Growth Entrepreneurship
Access to Capital and Capital Formation
America21 seeks to connect economically disconnected communities and sectors with regional innovation clusters to strengthen the economic competitiveness of the nation by investing in all of America's talent pools.
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
Growth & Inclusive Prosperity - 44 Top Quotes from Global Peter Drucker Forum...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 9th Global Peter Drucker Forum was held on November 16-17, 2017 at the Hall of Sciences in Vienna. This is the selection of Top 44 Quotes from Global Peter Drucker Forum 2017.
Session 3 -- leadership through innovationMadan Pant
The document discusses the concept of the entrepreneurial university as envisioned by Burton Clark, which aims to pursue academic goals independently through diversifying income sources rather than relying on government or corporate funding.
An entrepreneurial university can unlock the commercial value of knowledge created at the university in the knowledge economy more so than in previous eras. While it cannot strictly be called a university, the idea is well-suited for implementation.
Such a model would cater to enterprising learners, faculty, and business leaders through an academic learning community driven by new technologies and seeking both financial and academic autonomy.
July 22 presentation - thoughts?
If need be, I can email directly (norris.krueger@gmail.com)
Or try: http://bit.ly/cUjzCo
Be sure to check out Monica's & Cornelia's great presentations also uploaded!
Driving creativity and innovation through leadership-BazeleyRoger Bazeley, USA
This document discusses the role of leadership in driving creativity and innovation throughout history and in various sectors. It provides examples of how leadership in ancient civilizations, the Renaissance, and various periods of US history embraced or stifled innovation. The document also examines best practices for leadership encouraging innovation in transportation projects and companies today, emphasizing the importance of culture, cross-departmental collaboration, understanding customers, and applying creative problem-solving processes. Finally, it argues that both private and public sector transportation organizations would benefit from prioritizing innovation in their planning and operations in order to better meet customer needs.
The America21-BDPA Innovation Leadership Summit & Dinner is a networking event in concert with the 34th Annual Black Data Processing Associates Conference in Baltimore, Maryland at the Baltimore Hilton Hotel on July 31, 2012.
This unique summit will focus on the challenges and opportunities in developing an innovation ecosystem and infrastructure that nurtures job growth and wealth creation, from the pipeline of STEM education to the productivity of tech entrepreneurship and capital investment.
This event is for serious-minded leaders who want to change the current economic paradigm and build an access channel for Black America to compete in the 21st century innovation economy.
Boostzone Webreview on the Future of the World of Work - September 2012Boostzone Institute
The provided document is a monthly newsletter from the Boostzone Institute summarizing important articles on the future of management and work. The first article discusses Valve Corporation's non-hierarchical management structure. The second questions the idea of "wisdom of crowds". The third talks about cultivating knowledge sharing within and across organizations. The newsletter then summarizes articles on disruptive technologies arriving before their time, record corporate profits coupled with low wages, Germany's lack of copyright laws fueling industrial growth, cognitive illusions challenging modern paradigms, and the employability of MBAs in India.
1) The document discusses increasing demand for better skills assessment and matching to address talent shortages and mismatches in the evolving "Human Age".
2) It analyzes factors like rapid technological change, shifting demographics, and rising customer sophistication that are transforming the workforce ecosystem.
3) The document recommends companies strengthen collaboration across sectors to develop talent and flexible workforce strategies that can navigate continuous change.
The document discusses the context of leadership in today's connected world. It notes that the skills required of leaders are changing, with more emphasis on creativity, empathy and emotional intelligence. Effective leadership requires competence in values, communication and emotional intelligence. Leaders must influence others through vision, empowerment and building relationships.
2015 august presentation stockholm mba programmhan mesters
The document discusses strategic business planning in the 21st century amid disruption from technological changes. It notes that we have moved from an era of change to a change of era, with exponential technological advances like computing, communication, and data storage transforming business models. Institutions face challenges to their gross margins, unique selling points, and value propositions. To adapt, companies must focus on their purpose and creating value through innovation, agility, and a culture that attracts top talent. Metrics need to assess future potential, not just past financials. The rise of startups and networks means disruption is here to stay.
Changing the World of Work: Why Social is Broken and How to Fix ItDigital Clarity Group
Presentation deck from May 2014 Get Clarity webinar. In the webinar (available here:http://www.digitalclaritygroup.com/why-social-is-broken-and-how-to-fix-it/#recording) analyst Tim Walter provides an exclusive look at how social interactions are changing the not-so-distant future of work.
Despite great enthusiasm and some positive results, enterprise social tools and practices have failed to make a significant impact in terms of implementations, adoption, regular use, or business results.
In fact, enterprise social will continue to falter as long as the focus is on the tools and practices (i.e. the "build it and they will come" fallacy), or the benefits for the employees (i.e. the "it's all about the people" fallacy).
After watching the webinar video, you'll learn how to course correct for enterprise social that works. Tim explains how and why the social business can flourish when it is used to address a fundamental shift in business conditions -- namely, the empowerment of consumers and the consequent need for all firms to master customer experience management (CEM).
The document discusses the challenges of anticipating and adapting to future changes in the workplace and organizations. It notes that traditional ways of organizing work and management are inadequate for a volatile world. It also highlights the importance of employee voice, knowledge sharing, and building versatile organizations through reflective dialogue and partnership between management and the workforce.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
The document discusses the challenges of leadership in a volatile world and the need for organizations to think about and anticipate future changes. It notes that traditional ways of organizing work and traditional management approaches are inadequate in today's world. It advocates for building entrepreneurial organizations that empower employees and encourage self-organized teamwork and knowledge sharing.
Bretton Woods of the Knowledge Economy - IFKAD Keynote 2009 (Scotland)Debra M. Amidon
This presentation poses the current economic meltdown in a 'trapeze parable' - suspension between the old rules that do not apply and the new ones to be innovated. Content includes: the new Triple Knowledge Lens (TKL) for performance, provides a tour of Knowledge Innovation Zones (KIZ) worldwide, and suggests a P7 KIZ Blueprint to operationalize knowledge innovation programs. The conclusion makes the case for a new Bretton Woods to capitalize upon the challenges and opportunities afforded by a Knowledge Economy.
Leadership and innovation presentation to UiO Green IT SchoolRick Wheatley
In October 2013 I gave a presentation to the University of Oslo's Green IT School. The topic was on innovation and leadership in business given the evolving context we live in - where some issues are becoming existential.
Doing business in an environment that is volatile, unpredictable, complex and ambiguous demands a different kind of leadership; a different sense of calm if you will. Where does this come from? This was my attempt to relate a view on the contextual picture along with some principles of 'leadership from the future' that Veronica Lie, a Xyntéo colleague, and I wrote about in the run up to the 2013 Performance Theatre in Istanbul, Turkey - amazingly enough held at the precise time of the riots at Taksim square.
Enjoy - questions and comments appreciated.
Original article available here: http://issuu.com/xynteo/docs/pages_from_leadership_paper
Peru Professionals Of The New Millennium 8 16 10asperbyu
The document discusses changes in the modern workforce and provides advice for professionals. It notes that work is becoming more globalized, specialized, and reliant on technology. Workers need to become lifelong learners who can adapt to changing skills demands. The document recommends developing specialized skills, being adaptable to change, and having "STAR" qualities like finding value-added ideas and navigating organizational interests. It emphasizes skills in STEM fields, storytelling, empathy, design, and finding meaning at work. Career development can provide hope by informing decision-making and envisioning goals and pathways. The modern workforce values autonomy, learning, and behaviors formerly expected only of professionals.
1. The document discusses how globalization has flattened the world and increased competition, particularly from India and China, requiring new skills to succeed.
2. It outlines 10 factors ("flatteners") since 2000 that have accelerated globalization, such as outsourcing, offshoring, supply chaining, and cloud technologies allowing increased collaboration.
3. To thrive in this new environment, the author suggests embracing dynamism and change, acquiring skills in problem solving, collaboration, and lifelong learning, and adopting strategies like outsourcing to innovate and gain market share.
The document discusses disruption in the financial services industry due to technological and societal changes. It notes that exponential changes in computing, communication, storage and networking have reset the business environment. Traditional competitive advantages and business models are challenged. Innovation will be key to success as fuzzy sector borders emerge and customer expectations change. Culture and the ability to attract the right professionals will determine competitive advantage more than financial metrics.
The document discusses 50 rules for leading in uncertain times. Some key points:
1. Leadership is a mutual discovery process where leaders provide opportunities for people to explore, express curiosity, and create what they never imagined.
2. Great leaders develop talent over the long haul, but sometimes a "cult of personality" works. All organizations need visionary, talent-focused, and profitable leadership.
3. Leaders show up, love messes, do things, learn from failures, focus on soft skills like passion, and know leadership is about love and making a difference.
Tom Peters The Future of Talent Conference - Longbizgurus
This document discusses developing and retaining talent excellence in organizations. Some key points:
1. Top talent is the most important asset for companies and should be prioritized above capital expenditures. People skills and developing talent are emphasized as most important.
2. HR is positioned as critical to the success of the organization and should sit at the same level as finance and marketing. Developing and retaining top talent is seen as the primary role of HR.
3. A strategic and formal approach to recruitment, leadership development, performance reviews with a focus on talent is advocated. Compensation and training of employees is also emphasized as important for retaining top performers.
Rewriting the Rules of Management for the Facebook GenerationPRIME Communication
by Vladimir Vulic , Co-founder of @DigitalizujMe. Member of @sparkdotme team. Management and social media consultant. Speaker. Teaching Assistant at the University of Montenegro.
World Business Forum Milano 2013 Tom Peterswobi_it
Tom Peters presented at the World Business Forum in Milano on November 5, 2013 on the topic of re-imagining excellence. The presentation highlighted many quotes and ideas related to strategy, execution, technology, change, leadership, and culture. Key topics discussed included the importance of execution over strategy, the accelerating pace of technological change, the need for organizations and skills to adapt, and the central role of culture within organizations.
5 Reasons Our Children Are About To Miss Out On The Greatest Opportunity In T...iBridge Hub
5 REASONS our Children are about to miss out on the Greatest opportunity in the world.
This presentation was inspired by code.org, codeacademy.org. It highlights why we all should learn to code and the benefits of coding in this 21st Century and beyond.
Yet another version of my book talk, this time at Harvard Business School, on March 28, 2018. This one had fewer slides with less connecting narrative so that I could spend more time interacting with the audience. I think it went pretty well. As usual, the speaker notes contain the narrative that goes with the slides, which are mostly images.
This document discusses the concept of sustainability as a new business model that considers future generations and the environment. It provides examples of sustainable businesses and social entrepreneurs that have generated solutions to social and environmental problems. While progress has been made, bridging divides between business and sustainability advocates will be important to achieve environmental stewardship, prosperity, and equity for all.
Similar to Tom Peters @ Banco León on March 31st, 2004 (20)
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
3. “Uncertainty is the only
thing to be sure of.” –Anthony
Muh,
head of investment in Asia, Citigroup Asset Management
“If you don’t like
change, you’re going to
like irrelevance even
less.” —General Eric Shinseki, Chief of Staff,
U. S. Army
5. “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
6. “14 MILLION
service jobs are in
danger of being
shipped overseas” —
The Dobbs Report/USN&WR/11.03/re new UCB
study
7. “One Singaporean worker
costs as much as …
3 … in Malaysia
8 … in Thailand
13 … in China
18 … in India.”
Source: The Straits Times/08.18.03
8. “There is no job
that is America’s
God-given right
anymore.” —Carly Fiorina/ HP/
01.08.2004
9. “WHAT ARE PEOPLE
GOING TO DO WITH
THEMSELVES?” —Headline
/Fortune/ 11.03 (“We should finally admit that we do
not and cannot know, and regard that fact with
serenity rather than anxiety.”)
10. “In a global economy, the
government cannot give
anybody a guaranteed success
story, but you can give people
the tools to make the most of
their own lives.” —WJC, from Philip Bobbitt,
The Shield of Achilles: War, Peace, and the Course of History
11. <1000A.D.: paradigm shift: 1000s of years
1000: 100 years for paradigm shift
1800s: > prior 900 years
1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift
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
12. Steel: 75,000,000 tons in
’82 to 102,000,000 tons in
’02. 289, 000 steelworkers
in ’82 to 74,000
steelworkers in ’02.
Source: Fortune/11.24.03
13. “The world has arrived at a rare
strategic inflection point where
nearly half its population—living in
China, India and Russia—have been
integrated into the global market
economy, many of them highly
educated workers, who can do
just about any job in the world.
We’re talking about three billion
people.” —Craig Barrett/Intel/01.08.2004
14. 1990-2003: Exports 8X
($380B); 6% global exports
2003 vs. 3.9% 2000; 16% of
Total Global Growth in 2002.
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
15. 1998-2003: 45,000,000 layoffs in
state sector; offset by $450B in
foreign investment; foreign
companies account for 50+%
of exports vs. 31% in Mexico,
15% in Korea.
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
16. In Store: International Equality, Intranational Inequality
“The new organization of society implied by the triumph
of individual autonomy and the true equalization of
opportunity based upon merit will lead to very great
rewards for merit and great individual autonomy. This
will leave individuals far more responsible for
themselves than they have been accustomed to being
during the industrial period. It will also reduce the
unearned advantage in living standards that has been
enjoyed by residents of advanced industrial societies
throughout the 20th century.”
James Davidson & William Rees-Mogg,The Sovereign Individual
17. “This is a dangerous world and
it is going to become more
dangerous.”
“We may not be interested in
chaos but chaos is interested
in us.”
Source: Robert Cooper, The Breaking of Nations:
Order and Chaos in the Twenty-first Century
18. It is the foremost
task—and
responsibility—
of our generation to
re-imagine our
enterprises, private
and public —from the
Foreword, Re-imagine
22. In an age of value-added through
imagination, creativity and
intellectual capital … the leader’s
Job One is the recruitment,
development and retention of
awesome talent.
24. Age of Agriculture
Industrial Age
Age of Information Intensification
Age of Creation Intensification
Source: Murikami Teruyasu, Nomura Research Institute
25. “The leaders of Great
Groups love talent and know
where to find it. They revel in
the talent of others.”
Warren Bennis & Patricia Ward Biederman,
Organizing Genius
27. From “1, 2 or you’re out” [JW]
to …
“Best Talent in each
industry segment to build
best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
28. “In most companies, the Talent Review
Process is a farce. At GE, Jack Welch and
his two top HR people visit each division
for a day. They review the top 20 to 50
people by name. They talk about Talent
Pool strengthening issues. The Talent
Review Process is a contact sport at GE; it
has the intensity and the importance of the
budget process at most companies.” —Ed
Michaels
30. “Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
among non-conformists,
dissenters and rebels.”
David Ogilvy
31. “AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report, BusinessWeek, 11.20.00
32. Women’s Strengths Match New Economy
Imperatives: Link [rather than rank] workers;
favor interactive-collaborative 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
33. What’s your company’s …
EVP?
Employee Value Proposition, per Ed
Michaels et al., The War for Talent;
IBP/Internal Brand Promise per TP
34. EVP = Challenge,
professional growth,
respect, satisfaction,
opportunity, reward
Source: Ed Michaels et al., The War for Talent
35. 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
38. Organizing Genius / Warren Bennis and Patricia
Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or her
absolute best.”
“The best thing a leader can do for a
Great Group is to allow its members to
discover their greatness.”
39. Distinct …or Exstinct
“If there is nothing very
special about your work, no
matter how hard you apply yourself,
you won’t get noticed, and that
increasingly means you won’t get
paid much either.”
Michael Goldhaber, Wired
40. “My ancestors were printers in
Amsterdam from 1510 or so until
1750, and during that
entire time they didn’t
have to learn anything
new.”
Peter Drucker, Business 2.0 (08.22.00)
41. “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,
Business 2.0 (22August2000)
42. Edward Jones’ Training Machine*
146 hours/employee/year
New hires: 4X avg.
3.8% of payroll
* #1, “The 100 Best Companies To Work
For”/Fortune/01.2003
43. I AM A TALENT FANATIC. I STACK
UP WITH THE BEST FOOTBALL
COACHES. OUR TALENT IS ON
QUESTS TO RE-IMAGINE
TOMORROW. THE TALENT I
RECRUIT AND DEVELOP IS MY
PREMIER LEGACY. (Scale
of 1 to 10?)
45. The “metabolism” of enterprise-competition-
invention has speeded
up remarkably. It is the leader’s
mission to increase—and manage
—the Metabolic Rate of her or his
organization.
46. “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
47. <1000A.D.: paradigm shift: 1000s of years
1000: 100 years for paradigm shift
1800s: > prior 900 years
1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift
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
48. “We are in a
brawl with no
rules.”
Paul Allaire
52. “If Microsoft is good at anything, it’s
avoiding the trap of worrying about
criticism. Microsoft fails constantly.
They’re eviscerated in public for lousy
products. Yet they persist, through
version after version, until they get
something good enough. Then they
leverage the power they’ve gained in
other markets to enforce their standard.”
Seth Godin, Zooming
53. “We have a
‘strategic’
plan. It’s
called doing
things.” — Herb Kelleher
54. WE ARE ON A PERMANENT HIGH.
WE LIVE ON SPEED. WE TACK
AND JIBE ON A NANOSECOND’S
NOTICE. RECRIMINATION IS
MINIMAL. ACTION RULES. I AM
PROACTIVE AROUND THE CAUSE
OF URGENCY. (Scale of
1 to 10?)
55. “How we feel about the evolving future tells us who we
are as individuals and as a civilization: Do we search
for stasis—a regulated, engineered world? Or do we
embrace dynamism—a world of constant creation,
discovery and competition? Do we value stability and
control or evolution and learning? Do we think that
progress requires a central blueprint, or do we see it
as a decentralized, evolutionary process?? Do we see
mistakes as permanent disasters, or the correctable
byproducts of experimentation? Do we crave
predictability or relish surprise? These two poles,
stasis and dynamism, increasingly define our political,
intellectual and cultural landscape.” —Virginia Postrel,
The Future and Its Enemies
56. “If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
58. The Internet and other associated
technologies are changing …
everything. The leader must take
direct charge of the full-bore
implementation of the new
technologies. The wise leader is
his own CIO.
60. “Our entire facility is digital. No paper, no film, no
medical records. Nothing. And it’s all integrated—from the lab to
X-ray to records to physician order entry. Patients don’t have to
wait for anything. The information from the physician’s office is
in registration and vice versa. The referring physician is
immediately sent an email telling him his patient has shown up.
… It’s wireless in-house. We have 800 notebook computers that
are wireless. Physicians can walk around with a computer that’s
pre-programmed. If the physician wants, we’ll go out and wire
their house so they can sit on the couch and connect to the
network. They can review a chart from 100 miles away.” —David
Veillette, CEO. Indiana Heart Hospital (Healthleaders/12.2002)
61. “Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made
one of the most fateful military calls of the 21st century. After 9/11 … her office
quickly leased all the available transponders covering Central Asia. The
implications should change everything about U.S. military thinking in the
years ahead.
“The U.S. Air Force had kicked off its fight against the Taliban with an
ineffective bombing campaign, and Washington was anguishing over whether
to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to
give the initiative to 250 Special Forces already on the ground. They used
satellite phones, Predator surveillance drones, and GPS- and laser-based
targeting systems to make the air strikes brutally effective.
“In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen
(much of the military’s command and control) and working directly with the
real players. … The data came in so fast that HQ revised operating
procedures to allow intelligence analysts and attack planners to work directly
together. Their favorite tool, incidentally, was instant messaging over a
secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business
2.0/ OCT2002
62. “There’s no use trying,” said Alice.
“One can’t believe impossible things.”
“I daresay you haven’t had much
practice,” said the Queen. “When I was
your age, I always did it for half an
hour a day. Why, sometimes I’ve
believed as many as six impossible
things before breakfast.”
Lewis Carroll
63. I’net …
… allows you to
dream dreams
you could never
have dreamed
before!
65. Amen!
“The Age of the
Never Satisfied
Customer”
Regis McKenna
66. “CRM has, almost
universally, failed
to live up to
expectations.”
Butler Group (UK)
67. No! No! No! FT: “The aim [of
CRM] is to make customers
feel as they did in the pre-electronic
age when service
was more personal.”
68. CGE&Y (Paul Cole): “Pleasant
Transaction” vs. “Systemic
Opportunity.” “Better job
of what we do today” vs. “Re-think
overall
enterprise strategy.”
69. Here We Go Again: Except It’s Real This Time!
Bank online: 24.3M (10.2002); 2X Y2000.
Wells Fargo: 1/3rd; 3.3M; 50% lower
attrition rate; 50% higher growth in
balances than off-line; more likely to
cross-purchase; “happier and stay
with the bank much longer.”
Source: The Wall Street Journal/10.21.2002
70. TECHNOLOGY CHANGES
EVERYTHING. I AM A TRUE
BELIEVER. NOW IS THE MOMENT
FOR INSANELY BOLD
INVESTMENT AND TOTAL
CORPORATE RE-IMAGINATION.
(Scale of 1 to 10?)
72. The “corporate metabolism” cannot
be speeded up and the new
technologies cannot be fully exploited
unless all barriers to X-functional
communication (throughout the entire
supply and demand chain) are
destroyed. The leader must lead—get
directly involved in the minutiae of
this STRATEGIC task.
73. “The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help
our businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or penetrate
or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits.
74. “Ebusiness is about rebuilding
the organization from the
ground up. Most companies today
are not built to exploit the Internet.
Their business processes, their
approvals, their hierarchies, the
number of people they employ … all of
that is wrong for running an
ebusiness.”
Ray Lane, Kleiner Perkins
75. BARRIERS MUST GO. PERIOD. I
AM INTIMATELY INVOLVED WITH
THE GRUBBY DETAILS OF TOTAL
PROCESS RE-DESIGN. WE WILL
NOT PARTNER WITH THOSE THAT
DON’T “GET IT.” (Scale of
1 t0 10?)
77. The new competitive realities
demand that we turn our backs on
the ones who brung us. Every
leader needs a FORMAL
“forgetting strategy.”
78. Forbes100 from 1917 to 1987: 39
members of the Class of ’17 were alive
in ’87; 18 in ’87 F100; 18 F100
“survivors” underperformed the market
by 20%; just 2 (2%), GE & Kodak,
outperformed the market 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 Foster & Sarah Kaplan, Creative Destruction: Why
Companies That Are Built to Last Underperform the Market
79. “It is generally much
easier to kill an
organization than
change it
substantially.”
Kevin Kelly, Out of Control
80. Forget>“Learn”
“The problem is never how
to get new, innovative
thoughts into your mind,
but how to get the old
ones out.”
Dee Hock
81. “FORGET IT” IS MY MISSION AND
MANTRA. WE MUST SEVER
MANY/MOST OF OUR TIES TO THE
PAST … AND IMAGINE
COMPLETELY NEW WORLDS.
EVERYONE KNOWS THAT
“FORGETTING” IS MY PASSION.
(Scale of 1 to 10?)
83. A brand new value proposition is
emerging. We are moving toward
more and more ethereal
“products” and “services.” The
leader must oversee this process
—become the Metaphysician-in-
Chief.
84. “While everything may
be better, it is also
increasingly
the same.”
Paul Goldberger on retail, “The Sameness of Things,”
The New York Times
85. “The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar
educational backgrounds, coming up
with similar ideas, producing
similar things, with similar prices
and similar quality.”
Kjell Nordström and Jonas Ridderstråle, Funky Business
86. “We make over three new
product announcements a
day. Can you remember
them? Our customers
can’t!”
Carly Fiorina
87. 09.11.2000: HP bids
$18,000,000,000
for
PricewaterhouseCoopers
consulting business!
88. “These days, building
the best server isn’t
enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard
89. Gerstner’s IBM: Systems
Integrator of
choice. Global Services:
$35B. Pledge/’99: Business
Partner Charter. 72 strategic partners,
aim for 200. Drop many in-house
programs/products. (BW/12.01).
90. “UPS wants to take over the
sweet spot in the endless loop
of goods, information and
capital that all the packages
[it moves] represent.”
ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
from 21 mfg. sites to 6,000 NA dealers)
92. And the Winners Are …
Televisions –12%
Cable TV service +5%
Toys -10%
Child care +5%
Photo equipment -7%
Photographer’s fees +3%
Sports Equipment -2%
Admission to sporting event +3%
New car -2%
Car repair +3%
Dishes & flatware -1%
Eating out +2%
Gardening supplies -0.1%
Gardening services +2%
Source: WSJ/05.16.03
94. “Customer Satisfaction” to
“Customer Success”
“We’re getting better at [Six
Sigma] every day. But we really
need to think about the customer’s
profitability. Are customers’
bottom lines really benefiting from
what we provide them?”
Bob Nardelli, GE Power Systems
95. Keep In Mind:
Customer
Satisfactio
n versus
Customer
Success
96. “Experiences are as
distinct from services
as services are from
goods.”
Joseph Pine & James Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
97. “Club Med is more
than just a ‘resort’; it’s a
means of rediscovering
oneself, of inventing an
entirely new ‘me.’ ”
Source: Jean-Marie Dru, Disruption
98. 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
101. Bob Lutz: “I see us as being
in the art business. Art,
entertainment and
mobile sculpture,
which, coincidentally,
also happens to provide
transportation.”
Source: NYT 10.19.01
102. DREAM: “A dream is a complete
moment in the life of a client.
Important experiences that tempt
the client to commit substantial
resources. The essence of the
desires of the consumer. The
opportunity to help clients become
what they want to be.” —Gian Luigi
Longinotti-Buitoni
103. “No longer are we only an insurance
provider. Today, we also offer our
customers the products and services
that help them achieve their dreams,
whether it’s financial security, buying a
car, paying for home repairs, or even
taking a dream vacation.” —Martin Feinstein,
CEO, Farmers Group
104. The marketing of Dreams (Dreamketing)
Dreamketing: Touching the clients’
dreams.
Dreamketing: The art of telling stories and
entertaining.
Dreamketing: Promote the dream, not the
product.
Dreamketing: Build the brand around the
main dream.
Dreamketing: Build the “buzz,” the
“hype,” the “cult.”
Source: Gian Luigi Longinotti-Buitoni
105. (Revised) Experience Ladder
Dreams Come True
Awesome Experiences
Solutions/Success
Services
Goods
Raw Materials
106. “The sun is setting on the Information Society—even before we
have fully adjusted to its demands as individuals and as
companies. We have lived as hunters and as farmers, we have
worked in factories and now we live in an information-based
society whose icon is the computer. We stand facing the fifth
kind of society: the Dream Society. … The Dream Society is
emerging this very instant—the shape of the future is visible
today. Right now is the time for decisions—before the major
portion of consumer purchases are made for emotional,
nonmaterialistic reasons. Future products will have to appeal to
our hearts, not to our heads. Now is the time to add emotional
value to products and services.” —Rolf Jensen/The Dream Society:How the
Coming Shift from Information to Imagination Will Transform Your Business
107. “Most executives have no
idea how to add value to a
market in the metaphysical
world. But that is what the market
will cry out for in the future. There
is no lack of ‘physical’ products to
choose between.”
Jesper Kunde, A Unique Moment [on the excellence of Nokia, Nike, Lego, Virgin et al.]
108. I FULLY COMPREHEND THAT THE
“BASIC VALUE PREMISE” IS
SHIFTING … DRAMATICALLY AND
RAPIDLY. I AM WHOLLY
COMMITTED TO BECOMING
“MASTER METAPHYSICIAN.”
(Scale of 1 to 10?)
110. The two biggest (by far) “trends”
are ignored—or at least not treated
as Strategic Priority One—by most.
Women! Boomers & Geezers!
Why? (And … what does the leader
plan to do about it?)
112. ?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel
equipment)
Houses … 91%
D.I.Y. (“home projects”) … 80%
Consumer Electronics … 51%
Cars … 60% (90%)
All consumer purchases … 83%
Bank Account … 89%
Health Care … 80%
113. 91% women:
ADVERTISERS DON’T
UNDERSTAND US.
(58% “ANNOYED.”)
Source: Greenfield Online for Arnold’s Women’s Insight Team
(Martha Barletta, Marketing to Women)
114. Carol Gilligan/ In a Different Voice
Men: Get away from authority, family
Women: Connect
Men: Self-oriented
Women: Other-oriented
Men: Rights
Women: Responsibilities
115. FemaleThink/ Popcorn
“Men and women don’t think the same
way, don’t communicate the same
way, don’t buy for the same reasons.”
“He simply wants the transaction
to take place. She’s interested in
creating a relationship. Every place
women go, they make
connections.”
116. Read This Book …
EVEolution:
The Eight Truths of
Marketing to Women
Faith Popcorn & Lys Marigold
117. EVEolution: Truth No. 1
Connecting Your Female
Consumers to Each
Other Connects Them to
Your Brand
118. “The ‘Connection Proclivity’ in
women starts early. When asked,
‘How was school today?’ a girl
usually tells her mother every
detail of what happened, while a
boy might grunt, ‘Fine.’ ”
EVEolution
121. 1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s Market = Opportunity No. 1.
125. 50+
$7T wealth (70%)/$2T annual income
50% all discretionary spending
79% own homes/40M credit card users
41% new cars/48% luxury cars
$610B healthcare spending/
74% prescription drugs
5% of advertising targets
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
126. “Marketers attempts at
reaching those over 50 have
been miserably
unsuccessful. No market’s
motivations and needs are
so poorly understood.”—Peter
Francese, founding publisher, American
Demographics
127. “ ‘Age Power’ will
rule the 21st century,
and we are woefully
unprepared.”
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
128. I GET IT! WOMEN! BOOMERS &
GEEZERS! IT’S WHERE THE LOOT
IS! WE ARE “GOING STRATEGIC”
ON THIS! (Scale of 1
to 10?)
130. We must think of the “rosters” of
talent, customers, suppliers, leader,
projects, initiatives—and the Board—
in terms of portfolios. I.e.: Is our
portfolio as strange as these strange
times demand? The leader is a “V.C.”
(venture capitalist) creating and
managing several strategically vital
portfolios.
131. “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 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 Innovator’s Dilemma
132. Saviors-in-Waiting
Disgruntled Customers
Off-the-Scope Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
133. CUSTOMERS: “Future-defining
customers may
account for only 2% to 3%
of your total, but they
represent a crucial
window on the future.”
Adrian Slywotzky, Mercer Consultants
134. COMPETITORS: “The best swordsman
in the world doesn’t need to fear
the second best swordsman in the
world; no, the person for him to be afraid of is
some ignorant antagonist who has never had a
sword in his hand before; he doesn’t do the
thing he ought to do, and so the expert isn’t
prepared for him; he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot.”
Mark Twain
135. Employees: “Are there
enough weird
people in the lab these
days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
136. Suppliers: “There is an ominous
downside to strategic supplier
relationships. An SSR supplier is not
likely to function as any more than a mirror
to your organization. Fringe suppliers that
offer innovative business practices need
not apply.”
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
137. Boards: “Extremely contentious
boards that regard dissent as an
obligation and that treat no
subject as undiscussable” —Jeffrey
Sonnenfeld, Yale School of Management
140. I AM A “V.C.” I OBSESS ABOUT
MY VARIOUS “ROSTERS”—
EMPLOYEES, CUSTOMERS,
ETCETERA. I MEASURE MY
ROSTERS’ “WEIRDNESS
QUOTIENT.” (Scale of 1
to 10?)
142. Screwing up is more important
than ever in strange times. The
screw-up rate is the best indicator
of sufficiently rapid adaptation.
The leader must “manage” the
screw-up process—literally.
143. “Wealth in this new regime flows
directly from innovation, not
optimization. That is, wealth is not
gained by perfecting the known,
but by imperfectly seizing the
unknown.”
Kevin Kelly, New Rules for the New Economy
144. “Perfection is
achieved only
by institutions
on
the point of
collapse.” — C. Northcote
Parkinson
145. “The secret of fast
progress is
inefficiency, fast and
furious and numerous
failures.”
Kevin Kelly
146. RM: “A lot of companies in the
Valley fail.”
RN: “Maybe not enough fail.”
RM: “What do you mean by that?”
RN: “Whenever you fail, it means
you’re trying new things.”
Source: Fast Company
147. Silicon Valley Success
[Failure?] Secrets
“Pursuit of risk”: 4 of 20 in V.C.
portfolio go bust; 6 lose money;
6 do okay; 3 do well;
1 hits the jackpot
Source: The Economist
153. WE DO NO “WITCH HUNTS”!
WE FULLY UNDERSTAND THAT
WE ARE AS GOOD AS OUR
“EXCELLENT FAILURES.” WE
CHERISH THE BOLD AND
BLOODIED ONES. (Scale of
1 to 10?)
157. “I never, ever thought of myself
as a businessman. I was
interested in creating
things I would be
proud of.” —Richard Branson
158. CEO Assignment2002 (Bermuda):
“Please leap forward to 2007, 2012, or
2022, and write a business history of
Bermuda. What will have
been said about your
company during your
tenure?”
159. Ah, kids: “What is your vision
for the future?” “What have
you accomplished since your
first book?” “Close your eyes
and imagine me
immediately doing
something about what
you’ve just said. What would
it be?” “Do you feel you
have an obligation to ‘Make
the world a better place’?”
160. Demo = Story
“A key – perhaps the key –
to leadership is the
effective communication
of a story.”
Howard Gardner, Leading Minds: An Anatomy of Leadership
161. WE WILL SUCCEED TO THE
EXTENT THAT OUR TEAM
“CAN’T WAIT FOR THE
WEEKEND TO END.” WE AIM TO
DENT THE UNIVERSE! (Scale
of 1 t0 10?)
166. I AM AN … ENTHUSIAST. MY
ENTHUSIAM IS CONTAGIOUS. WE
HAVE FUN. WE AIM TO GO ON
“QUESTS” AND CHANGE THE
WORLD. THAT IS MY
COMMITMENT. THAT IS MY
LEGACY. THAT IS MY (LOUD)
LIFE. (Scale of 1 to 10?)
168. Successful Businesses’ Dozen Truths: TP’s 30 Year Perspective
1. Insanely Great & Quirky Talent.
2. Disrespect for Tradition.
3. Totally Passionate (to the Point of Irrationality) Belief in What
We Are Here to Do.
4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.”
5. A Maniacal Bias for Execution … and Utter Contempt
for Those Who Don’t “Get It.”
6. Speed Demons.
7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)
8. Passionate Hatred of Bureaucracy.
9. Willingness to Lead the Customer … and Take the Heat Associated
Therewith. (Mantra: Satan Invented Focus Groups to Derail True
Believers.)
10. “Reward Excellent Failures. Punish Mediocre Successes.”
11. Courage to Stand Alone on One’s Record of Accomplishment
Against All the Forces of Conventional Wisdom.
12. A Crystal Clear Understanding of Brand Power.
169. 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!
170. Sir Richard’s Rules:
Follow your passions.
Keep it simple.
Get the best people to help you.
Re-create yourself.
Play.
Source: Fortune/10.03
171. The Re-imagineer’s Credo … or,
Pity the Poor Brown*
Technicolor Times demand …
Technicolor Leaders and Boards who recruit …
Technicolor People who are sent on …
Technicolor Quests to execute …
Technicolor (WOW!) Projects in partnership with …
Technicolor Customers and …
Technicolor Suppliers all of whom are in pursuit of …
Technicolor Goals and Aspirations fit for …
Technicolor Times.
*WSC
172. “In Tom’s world it’s always
better to try a swan dive and
deliver a colossal belly flop
than to step timidly off the
board while holding your
nose.” —Fast Company /October2003
Editor's Notes
This portends a cradle-to-grave education revolution, for which the school system … call it K-80 … is hardly prepared. [Corporations are currently doing a better job – and experimenting more vigorously - at all aspects of education than the public sector.]