Tom Peters’ Re-Imagine excellence!



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Work.com/Salesforce.com: “suite of mobile apps that enabled people inside the organization to provide instant feedback to their co-workers for a job well done” “Facebook-style newsfeed” “badges, leaderboards, point systems” “turned the review process into something people actually want to do” Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition —Gabe Zichermann & Joselin Linder

“Idea Street”/UK Department of Work and Pensions (28% UK budget): “staff provide innovative ideas and vote for the best ones” “first nine months: $16 million in savings” “meaning was within the game itself, not the external reward” Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition —Gabe Zichermann & Joselin Linder

  • “Why exactly are we competing with each other to do the dirty work? We’re playing a free online game called Chore Wars —and it just so happens that ridding our real-world kingdom of toilet stains is worth more experience points, or XP, than any other chore in our apartment. … A mom in Texas describes a typical Chore Wars experience: ‘We have three kids, ages 9, 8, and 7. I sat down with the kids, showed them their characters and the adventures, and they literally jumped up and ran off to complete their chosen task. I’ve never seen my 8-year-old son make his bed. I nearly fainted when my husband cleaned out the toaster oven.’ …”
  • —Jane McGonigal,
  • Reality Is Broken: Why Games Make Us Better
  • and How They Can Change the World
  • “You get a sense of the scale and intricacy of the task by considering the sound effects alone: The game contains 54,000 pieces of audio and 40,000 lines of dialogue. There are 2,700 different noises for footsteps alone depending on whose foot is stepping on what.”
  • Sam Leith on Halo 3,
  • from Jane McGonigal, Reality Is Broken: Why Games Make
  • Us Better and How They Can Change the World

“Success” >> “Satisfaction”

IBM to IBM

“Lou, Your mission is to break the company up and release hidden value!”

“Lou, with all the money I’ve spent with you guys, why in the hell hasn’t my business been transformed?”

$55B* *IBM Global Services/ “Systems integrator of choice”

“Never mind computers and tech services. IBM’s radical new focus is on revamping customers’ operations —and running them.” —Headline/ BW

Planetary Rainmaker-in-Chief! “[CEO Sam] Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year —that technology companies have never been able to touch.”Fortune

“You are headed for commodity hell if you don’t have services.” —Lou Gerstner, on IBM’s coming revolution (1997)

Huge: “Customer Satisfaction with product/Service” to “CUSTOMER SUCCESS

IDEO Product Design Product Design Training Innovation Training

MasterCard Advisors

“WHAT CAN BROWN DO FOR YOU?” “It’s all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1,000 engineers who work with customers …” —Bob Stoffel, UPS senior exec

“UPS used to be a trucking company with technology. Now it’s a technology company with trucks.” —Forbes

  • “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.”
  • Source: BusinessWeek cover story, January 2008
  • A 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.” In short, Schlumberger knows how to create and run oilfields, anywhere, from drilling to fullscale production to distribution. And the nugget is hardcore, relatively small, technically accomplished, highly autonomous teams. As China and Russia, among others, make their move in energy, state run companies are eclipsing the major independents. (China’s state oil company just surpassed Exxon in market value.) At the center of it all, abetting these new players who are edging out the Exxons and BPs, the Kings of Large-scale, Long-term Project Management wear Schlumberger overalls. At the center of the center of the Schlumberger “empire” is a relatively newly configured outfit, reminiscent of IBM’s Global Services and UPS’ integrated logistics’ experts and even Best Buy’s now ubiquitous “Geek Squads.” The Schlumberger version of IBM Global Services is simply called IPM, for Integrated Project Management. It lives in a nondescript building near Gatwick Airport, and its chief says it will do “just about anything an oilfield owner would want, from drilling to production.” That is, as BusinessWeek put it, “[IPM] strays from [Schlumberger’s] traditional role as a service provider* and moves deeper into areas once dominated by the majors.” (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.)


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