Tom Peters’ Re-Imagine excellence!


Science Technology Engineering Mathematics



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Science Technology Engineering Mathematics

Science Technology Engineering Arts* (*Courtesy John Maeda, president, RISD) Mathematics

  • Circa 2013: Coming to Believe
  • 19. Government has a large role to play, like it or not. E.g., government-funded BASIC-research and development is a major-league necessity—which is growing rather than diminishing. Acknowledging the limits, at times severe, of markets is imperative!
  • 20. Governance: It is hard to imagine that fundamental systems of human arrangement-governance will remain unchanged.
  • 21. Downside? I have during my months of forced re-education personally moved from a position of deep pessimism to one of guarded optimism. Will “everything be different” in 10 or 25 years? Perhaps. Will we adapt individually and organizationally; history says yes, but common sense says there are no sure bets, and frightful issues (from genetics to war-and-peace) can readily be imagined. Stay tuned!
  • EXCELLENCE
  • Excellence!
  • Excellence1982: The Bedrock “Eight Basics”
  • 1. A Bias for Action
  • 2. Close to the Customer
  • 3. Autonomy and Entrepreneurship
  • 4. Productivity Through People
  • 5. Hands On, Value-Driven
  • 6. Stick to the Knitting
  • 7. Simple Form, Lean Staff
  • 8. Simultaneous Loose-Tight
  • Properties
  • “Breakthrough” 82*
  • People!
  • Customers!
  • Action!
  • Values!
  • *In Search of Excellence

ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 ExIn: $10,000 yields $140,050 *Forbes/1004.02/Excellence Index / Basket of 32 publicly traded stocks

  • “Why in the
  • World did you
  • go to Siberia?”
  • Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum
  • concerted human
  • potential in the
  • wholehearted pursuit of EXCELLENCE in
  • service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners
  • “the joy*
  • of work”
  • —John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business
  • *See also, Joy Inc.: How We Built a Workplace People Love
  • Richard Sheridan (Menlo Innovations)
  • “In a world where customers wake up every morning asking, ‘What’s new, what’s different, what’s amazing?’ success depends on a company’s ability to unleash initiative, imagination and passion of employees at all levels —and this can only happen if all those folks are connected heart and soul to their work [their ‘calling’], their company and their mission.” —John Mackey and Raj Sisoda, Conscious Capitalism:
  • Liberating the Heroic Spirit of Business
  • “The Economy Is Scary, But Smart Companies Can Dominate”
  • “They manage for value—not for EPS.
  • “They keep developing human capital.
  • “They get radically customer-centric.”
  • Source: Geoff Colvin, Fortune
  • “Hard” is Soft.
  • “Soft” is hard.
  • Hard is Soft.
  • Soft is Hard.
  • Hard [numbers, plans] is Soft.
  • Soft [people/relationships] is Hard.
  • 7 Steps to Sustaining Success & Excellence
  • You take care of the people.
  • The people take care of the service.
  • The service takes care of the customer.
  • The customer takes care of the profit.
  • The profit takes care of the re-investment.
  • The re-investment takes care of the re-invention.
  • The re-invention takes care of the future.
  • (And at every step the only measure is EXCELLENCE.)
  • 7 Steps to Sustaining Success
  • You take care of the people.
  • The people take care of the service.
  • The service takes care of the customer.
  • The customer takes care of the profit.
  • The profit takes care of the re-investment.
  • The re-investment takes care of the re-invention.
  • The re-invention takes care of the future.
  • (And at every step the only measure is EXCELLENCE.)
  • “If I could have chosen not to tackle the IBM culture head-on,
  • I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Yet I came to see in my time at IBM that culture isn’t just one aspect of the game —IT IS THE GAME.”
  • —Lou Gerstner, Who Says Elephants Can’t Dance
  • WSJ/0910.13: “What matters most to a company over time? Strategy or culture?
  • Dominic Barton, MD, McKinsey & Co.: “Culture.”
  • Excellence:
  • NOT an “Aspiration”
  • EXCELLENCE is not an "aspiration.”
  • EXCELLENCE is … THE NEXT FIVE MINUTES.
  • EXCELLENCE is not an "aspiration."
  • EXCELLENCE is … THE NEXT FIVE MINUTES.
  • EXCELLENCE is your next conversation.
  • Or not.
  • EXCELLENCE is your next meeting.
  • Or not.
  • EXCELLENCE is shutting up and listening—really listening.
  • Or not.
  • EXCELLENCE is your next customer contact.
  • Or not.
  • EXCELLENCE is saying “Thank you” for something “small.”
  • Or not.
  • EXCELLENCE is the next time you shoulder responsibility and apologize.
  • Or not.
  • EXCELLENCE is waaay over-reacting to a screw-up.
  • Or not.
  • EXCELLENCE is the flowers you brought to work today.
  • Or not.
  • EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule.
  • Or not.
  • EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think.
  • Or not.
  • EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.
  • Or not.
  • EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE.
  • Or not.
  • BLD
  • “Everything can be taken from a man but one thing:
  • the last of the human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way.” —Victor Frankl
  • BLD: Fact is, you CAN take ANY damned attitude YOU choose
  • to work today!
  • In fact, it's your …
  • BLD/Biggest Life Decision!
  • EXCELLENCE is not an institutional choice.
  • EXCELLENCE is …
  • A PERSONAL CHOICE.



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