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LONGLONG
Tom Peters’Tom Peters’
Racing Up the Value-Added Ladder Racing Up the Value-Added Ladder No Option:No Option:
Innovate or DieInnovate or Die!!World Business Forum Hong Kong/02 June 2015World Business Forum Hong Kong/02 June 2015
(Slides at tompeters.com; and our fully annotated 23-part (Slides at tompeters.com; and our fully annotated 23-part Master Compendium at excellencenow.com)Master Compendium at excellencenow.com)
““Since Since 19961996, manufacturing employment in , manufacturing employment in
China itself has actuallyChina itself has actually fallenfallen
by an estimatedby an estimated 2525 p percentercent. .
That’s overThat’s over 30,000,00030,000,000 fewerfewer Chinese workers in that sector, Chinese workers in that sector,
even while output soared by 70 percent.even while output soared by 70 percent. It’s not It’s not that American workers are being replaced by Chinese workers. It’s that American workers are being replaced by Chinese workers. It’s
that both American that both American andand Chinese workers are being made more Chinese workers are being made more efficient [replaced] by automation.” efficient [replaced] by automation.” —Erik Brynjolfsson and Andrew —Erik Brynjolfsson and Andrew
McAfee, McAfee, The Second Machine Age: Work, Progress, and Prosperity The Second Machine Age: Work, Progress, and Prosperity
in a Time of Brilliant Technologiesin a Time of Brilliant Technologies
Innovation Strategy #1Innovation Strategy #1
A Numbers Game A Numbers Game
WTTMTWWTTMTW//4949
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTTHINGSTHINGSWINSWINS
READY.READY.
FIREFIRE!!AIM.AIM.
H. Ross Perot (vs H. Ross Perot (vs “Aim! Aim! Aim!”“Aim! Aim! Aim!”/EDS vs GM/1985)/EDS vs GM/1985)
““WE HAVE A WE HAVE A STRATEGIC PLAN. STRATEGIC PLAN.
IT’S CALLED ‘DOING IT’S CALLED ‘DOING THINGS.’ ”THINGS.’ ” —Herb Kelleher—Herb Kelleher
“DON’T ‘PLAN.’ “DON’T ‘PLAN.’ DO STUFF.”DO STUFF.”
—David Kelley/IDEO
““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the
software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to
make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype
versionversion ##55.. By the time our rivals are ready By the time our rivals are ready
with wires and screws, we are on version with wires and screws, we are on version
##1010.. It gets back to It gets back to planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how
toto planplan——for monthsfor months.”.”
——Bloomberg by BloombergBloomberg by Bloomberg
““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”
Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1
“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”
Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)
““The difference between Bach and his forgotten peers The difference between Bach and his forgotten peers isn’t necessarily that he had a better ratio of hits to isn’t necessarily that he had a better ratio of hits to
misses. The difference is that the mediocre might have a misses. The difference is that the mediocre might have a dozen ideas, while Bach, in his lifetime, created more dozen ideas, while Bach, in his lifetime, created more than a thousand full-fledged musical compositions. A than a thousand full-fledged musical compositions. A
genius is a genius, psychologist Paul Simonton genius is a genius, psychologist Paul Simonton maintains, because he can put together such a maintains, because he can put together such a
staggering number of insights, ideas, theories, random staggering number of insights, ideas, theories, random observations, and unexpected connections that he observations, and unexpected connections that he almost inevitably ends up with something great.almost inevitably ends up with something great.
‘‘Quality,’Quality,’ Simonton writes,Simonton writes, ‘is a ‘is a probabilistic function of probabilistic function of
quantity.’”quantity.’”
—Malcolm Gladwell, “Creation Myth,” —Malcolm Gladwell, “Creation Myth,” New YorkerNew Yorker, 0516.11, 0516.11
1. 1. A Bias for A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomy and y and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight Properties Properties
Innovation Strategy #2Innovation Strategy #2
LBTLBTss(Little (Little BIGBIG Things) Things)
Big carts =Big carts =
1.5X1.5XSource: WalmartSource: Walmart
Bag sizes = New markets:Bag sizes = New markets:
$B$BSource: PepsiCoSource: PepsiCo
2X:2X: “When Friedman“When Friedman
slisligghtlhtly y curvedcurved the right angle of the right angle of
an entrance corridor to one property, an entrance corridor to one property, he was ‘amazed at the magnitude of he was ‘amazed at the magnitude of
change in pedestrians’ behavior’—the change in pedestrians’ behavior’—the percentage who entered increased percentage who entered increased
from from oneone--thirdthird to nearly to nearly twotwo--thirdsthirds.”.”
——Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Machine Gambling in Las VegasAddiction By Design: Machine Gambling in Las Vegas
Innovation Strategy #3Innovation Strategy #3
TGRTGRss(Things Gone (Things Gone RIGHTRIGHT))
CustomersCustomers describing their service describing their service
experience as “superior”: experience as “superior”: 88%%ComComppaniesanies describing describing
the service experience they provide the service experience they provide asas
“ “superior”: superior”: 8080%%——Source: Bain & Company survey of 362 companies, reported in John DiJulius,Source: Bain & Company survey of 362 companies, reported in John DiJulius,
What's the Secret to Providing a World-class Customer Experience?What's the Secret to Providing a World-class Customer Experience?
Conveyance: Kingfisher Air Conveyance: Kingfisher Air Location: Approach to New DelhiLocation: Approach to New Delhi
““May I clean May I clean your glasses, your glasses,
sir?”sir?”
It It BEGINSBEGINS (and (and ENDSENDS) )
in the …in the …
PARKINGPARKING LOTLOT**
*Disney*Disney
<TG<TGWandand … …
>TG>TGRR[Things Gone [Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT]]
““Courtesies of a small Courtesies of a small and trivial character and trivial character are the ones which are the ones which
strike deepest in the strike deepest in the grateful and grateful and
appreciating heart.”appreciating heart.”
—Henry Clay
Innovation Strategy #4Innovation Strategy #4
Most Most FailuresFailures Wins Wins
““FAIL. FORWARD. FAST.”FAIL. FORWARD. FAST.”—High Tech CEO, Pennsylvania
“FAIL FASTER. “FAIL FASTER. SUCCEED SOONER.”SUCCEED SOONER.”
—David Kelley/IDEO
“MOVE FAST. “MOVE FAST.
BREAK THINGS.”BREAK THINGS.” —Facebook—Facebook
““REWARDREWARD EXCELLENT EXCELLENT FAILURES. FAILURES. PUNISHPUNISH MEDIOCRE MEDIOCRE
SUCCESSES.”SUCCESSES.”—Phil Daniels—Phil Daniels
Richard Farson & Ralph Keyes:Richard Farson & Ralph Keyes:
Whoever Makes Whoever Makes the Most Mistakes the Most Mistakes Wins: The Paradox Wins: The Paradox of Innovation* of Innovation* (*Book title)(*Book title)
“ ‘“ ‘Success,’ Honda said, Success,’ Honda said, ‘can only be achieved ‘can only be achieved
through repeated failure through repeated failure and introspection. and introspection. Success Success rereppresents one resents one ppercent of ercent of yyour work, which results our work, which results onlonlyy from the ninet from the ninetyy-nine -nine
ppercent that is called ercent that is called failurefailure.’ ”.’ ” —Jeffrey Rothfeder, —Jeffrey Rothfeder, Driving Honda: Driving Honda:
Inside the World’s Most Innovative Car CompanyInside the World’s Most Innovative Car Company
““What really matters isWhat really matters is that companies that don’t that companies that don’t continue to experiment— continue to experiment—
COMPANIES THAT COMPANIES THAT DON’T DON’T EMBRACEEMBRACE FAILUREFAILURE — eventually get — eventually get
in a desperate position, where the in a desperate position, where the only thing they can do is make a only thing they can do is make a
‘Hail Mary’ bet at the end.”‘Hail Mary’ bet at the end.” ——Jeff Bezos at Jeff Bezos at Business Insider Business Insider “Ignition” conference, 1202.14 “Ignition” conference, 1202.14
““The secret of fast The secret of fast progress is progress is
INEFFICIENCY, , fast and furious and fast and furious and numerous failures.”numerous failures.”
—Kevin Kelly
WTTMTWTTMTAMTMMAMTMMWW
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTTHINGSTHINGSAND AND MAKESMAKESTHETHEMOSTMOSTMISTAKESMISTAKESWINSWINS
Innovation Strategy #5Innovation Strategy #5
Tempo/Tempo/TemperamentTemperament
““If things seem under If things seem under control, you’re just not control, you’re just not going fast enough.” going fast enough.”
——Mario Andretti, race driverMario Andretti, race driver
““I’m not comfortable I’m not comfortable unless I’m uncomfortable.” unless I’m uncomfortable.”
——Jay ChiatJay Chiat
““If it works, it’s obsolete.”If it works, it’s obsolete.”
——Marshall McLuhanMarshall McLuhan
Antifragile*: Antifragile*: Things That Things That
GAIN From Disorder From Disorder
—Nassim Nicholas Taleb—Nassim Nicholas Taleb
*Not to be confused with … RESILIENCE*Not to be confused with … RESILIENCE
WTTMTWTTMTAMTMMAMTMMTFTFWW
WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTTHINGSTHINGSANDANDMAKESMAKESTHETHEMOSTMOSTMISTAKESMISTAKESTHETHEFASTESTFASTESTWINSWINS
Innovation Strategy #6Innovation Strategy #6
SERIOIUS PLAYSERIOIUS PLAY(Culture of)(Culture of)
““You can’t be a serious You can’t be a serious innovator unless and until innovator unless and until you are ready, willing and you are ready, willing and
able to seriously play.able to seriously play.
‘‘Serious Serious plplaay’y’ isis not an oxymoron; it is not an oxymoron; it is
the the essenceessence of of innovationinnovation.”.”
—Michael Schrage,—Michael Schrage, Serious PlaySerious Play
WSJ/0910.13:WSJ/0910.13: “What matters most “What matters most to a company over time? to a company over time?
Strategy or culture? Strategy or culture?
Dominic Barton, Managing Director, McKinsey & Co.:Dominic Barton, Managing Director, McKinsey & Co.:
“Culture.“Culture.””
““If I could have chosen not to tackle the IBM culture head-If I could have chosen not to tackle the IBM culture head-on,on,
I probably wouldn’t have. My bias coming in was toward I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of changing the attitude and behaviors of hundreds of
thousands of people is very, very hard.thousands of people is very, very hard. Yet I Yet I came to see in my time at came to see in my time at IBM that IBM that cultureculture isn’t just isn’t just
one aspect of the game one aspect of the game ——IT IS THE IT IS THE GGAMEAME.”.”
——Lou Gerstner, Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance
Innovation Strategy #7Innovation Strategy #7
LosersLosers && WinnersWinners
S&P 500S&P 500
+1/-1*+1/-1*
*Every …*Every … 22 weeksweeks!!Source: Richard Foster (via Rita McGrath/Source: Richard Foster (via Rita McGrath/HBRHBR/12.26.13/12.26.13
““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching
back back 4040 years for years for 1,000 U.S. companies.U.S. companies. TheTheyy found that found that
NONE ofof
the lonthe longg-term survivors mana-term survivors managged ed to outto outpperform the market. Worse, erform the market. Worse, the lonthe longger comer comppanies had been in anies had been in
the database, the worse thethe database, the worse theyy did did.” .” —Financial Times—Financial Times
The Magicians of The Magicians of MotuekaMotueka (PLUS) (PLUS)!!
W.A. Coppins Ltd.*W.A. Coppins Ltd.*(Coppins Sea Anchors/(Coppins Sea Anchors/PSA/para sea anchors)PSA/para sea anchors)
*Textiles, 1898; thrive on *Textiles, 1898; thrive on “wicked problems”“wicked problems”——e.g., e.g., U.S. NavyU.S. Navy STLVAST (Small To Large Vehicle At Sea STLVAST (Small To Large Vehicle At Sea
Transfer); custom fabric from Transfer); custom fabric from W. WiW. Wiggggins Ltdins Ltd./Wellington ./Wellington
(specialty nylon, “Dyneema,” from (specialty nylon, “Dyneema,” from DSMDSM/Netherlands)/Netherlands)
MITTELSTANDMITTELSTAND**
““agile creatures agile creatures darting betweendarting between the legs of the the legs of the multinational multinational monsters”monsters”
Source:Source: Bloomberg BusinessWeek Bloomberg BusinessWeek on the Germanon the German
MITTELSTANDMITTELSTAND
Middle-sized Middle-sized Niche- Niche-
Micro-niche Micro-niche Dominators!Dominators!**
*"Own" a niche through EXCELLENCE/INNOVATION*"Own" a niche through EXCELLENCE/INNOVATION!!
““BE THE BEST. BE THE BEST. IT’S THE ONLY IT’S THE ONLY
MARKET THAT’S MARKET THAT’S NOT CROWDED.”NOT CROWDED.”
From: From: Retail Superstars: Inside the 25 BestRetail Superstars: Inside the 25 Best Independent Stores in America,Independent Stores in America, George Whalin George Whalin
Innovation Strategy #8Innovation Strategy #8
We Are WhatWe Are What We Eat. We Eat.
We Are Who We We Are Who We Spend Time With.Spend Time With.
Diversity: Diversity: ““IT IS HARDLY POSSIBLE TO IT IS HARDLY POSSIBLE TO OVERRATE THE VALUE OF PLACING OVERRATE THE VALUE OF PLACING HUMAN BEINGS IN CONTACT WITH HUMAN BEINGS IN CONTACT WITH PERSONS DIS-SIMILAR TO THEMSELVES, PERSONS DIS-SIMILAR TO THEMSELVES, AND WITH MODES OF THOUGHT AND AND WITH MODES OF THOUGHT AND ACTION UNLIKE THOSE WITH WHICH ACTION UNLIKE THOSE WITH WHICH THEY ARE FAMILIAR. SUCH THEY ARE FAMILIAR. SUCH COMMUNICATION HAS ALWAYS BEEN, COMMUNICATION HAS ALWAYS BEEN, AND IS PECULIARLY IN THE PRESENT AND IS PECULIARLY IN THE PRESENT AGE, ONE OF THE PRIMARY SOURCES AGE, ONE OF THE PRIMARY SOURCES OF PROGRESSOF PROGRESS.”.” —John Stuart Mill—John Stuart Mill
““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can
be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox
The “We are what we eat”/ The “We are what we eat”/ “We are who we hang out with”“We are who we hang out with”
Axiom: Axiom: At its core, At its core, evereveryy (!!!) (!!!)
relationship-partnership decision relationship-partnership decision (employee, vendor, customer, etc., (employee, vendor, customer, etc., etc.) is a etc.) is a stratestrateggicic decision about: decision about:
“Innovate,“Innovate, ‘ ‘YesYes’ ’ oror ‘No’ ” ”
Innovation Strategy #9Innovation Strategy #9
Join The CrowdJoin The Crowd
““The Billion-man The Billion-man Research Team: Research Team:
Companies offering Companies offering work to online work to online
communities are communities are reaping the benefits of reaping the benefits of
crowdsourcing.”crowdsourcing.” —Headline, —Headline, FTFT
CxQCxQ/Connectional /Connectional
Intelligence: Intelligence: “Connectional Intelligence “Connectional Intelligence is the ability to combine the world’s is the ability to combine the world’s diversity of people, networks, diversity of people, networks, disciplines and resources, forging disciplines and resources, forging connections that create value, meaning, connections that create value, meaning, and breakthrough results.”and breakthrough results.”
Source: Erica Dhawan and Saj-Nicole Joni,Source: Erica Dhawan and Saj-Nicole Joni, Get BIG Things Done: Get BIG Things Done:
The Power of Connectional Intelligence* The Power of Connectional Intelligence* (*Superb book(*Superb book!!))
Innovation Strategy #10Innovation Strategy #10 Social Business/ Social Business/
Customer Customer EngagementEngagement
““Customer enCustomer enggaaggement is ement is movinmovingg from relativel from relativelyy
isolated market transactions isolated market transactions to deeplto deeplyy connected and connected and
sustained social sustained social relationshirelationshippss.. This basic change in This basic change in how we do business will make an impact how we do business will make an impact
on just about everything we do.”on just about everything we do.”
Social Business By Design: Transformative Social Media StrategiesSocial Business By Design: Transformative Social Media Strategies For the Connected CompanyFor the Connected Company —Dion Hinchcliffe & Peter Kim —Dion Hinchcliffe & Peter Kim
Welcome to the Age of Social Media:Welcome to the Age of Social Media: “It “It
takes takes 2020 yyears to build ears to build a rea repputation andutation and
55 minutes to ruin it minutes to ruin it.. Also, the Internet and technology Also, the Internet and technology
have made customers more have made customers more demanding., and they expect demanding., and they expect
information, answers, products, information, answers, products, responses, and resolutions sooner responses, and resolutions sooner
than ASAP.”than ASAP.” ——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow
Conventional Business, Inspire Employees, and Change the WorldConventional Business, Inspire Employees, and Change the World
““What used to be “What used to be “word of mouthword of mouth” ”
is now “is now “word of mouseword of mouse.” .” You You are either creatinare either creatingg
brand ambassadors or brand ambassadors or brand terrorists doinbrand terrorists doingg brand assassinationbrand assassination.”.”
——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the WorldConventional Business, Inspire Employees, and Change the World
Welcome to the Age of Social Media:Welcome to the Age of Social Media:
““The customer is The customer is in comin compplete lete control of control of
communicationcommunication.”.”——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow
Conventional Business, Inspire Employees, and Change the WorldConventional Business, Inspire Employees, and Change the World
““Amy HowellAmy Howell [social marketer extraordinaire, [social marketer extraordinaire,
founder of Howell Marketing]founder of Howell Marketing] ignites ignites epidemics. In a good way, epidemics. In a good way,
of course. Epidemics of of course. Epidemics of excitement. Epidemics of excitement. Epidemics of
business connections. business connections. Epidemics of influence.”Epidemics of influence.”
——Mark Schaeffer,Mark Schaeffer, ROI/Return on Influence: The Revolutionary ROI/Return on Influence: The Revolutionary Power of Klout, Social Scoring, and Influence MarketingPower of Klout, Social Scoring, and Influence Marketing
““I would rather enI would rather enggaagge in a e in a Twitter conversation with a sinTwitter conversation with a singgle le customer I than see our comcustomer I than see our comppananyy attemattemppt to attract the attention of t to attract the attention of millions in a coveted Sumillions in a coveted Supper Bowl er Bowl commercialcommercial.. Why? Because having people discuss your Why? Because having people discuss your brand directly with you, actually connecting one-to-one, is far more brand directly with you, actually connecting one-to-one, is far more
valuable—not to mention far cheaper!. …valuable—not to mention far cheaper!. …““Consumers want to discuss what they like, the companies they Consumers want to discuss what they like, the companies they
support, and the organizations and leaders they resent. They want a support, and the organizations and leaders they resent. They want a community. They want to be heard. …community. They want to be heard. …
““[I]f we engage employees, customers, and prospective customers in [I]f we engage employees, customers, and prospective customers in meaningful dialogue about their lives, challenges, interests, and meaningful dialogue about their lives, challenges, interests, and
concerns, we can build a community of trust, loyalty, and—possibly concerns, we can build a community of trust, loyalty, and—possibly over time—help them become advocates and champions for the over time—help them become advocates and champions for the
brand.”brand.”
——Peter Aceto, CEO, Tangerine (from the Foreword to Peter Aceto, CEO, Tangerine (from the Foreword to A World Gone Social: How A World Gone Social: How Companies Must Adapt to SurviveCompanies Must Adapt to Survive, by Ted Coine & Mark Babbit), by Ted Coine & Mark Babbit)
Innovation Strategy #11Innovation Strategy #11
BIG DATA BIG DATA
BIG $$$$$$BIG $$$$$$!!
““Caesars’ Caesars’ Entertainment Entertainment have have bet their future on bet their future on
harvestinharvestingg ppersonal ersonal data rather than data rather than develodeveloppiningg the the
fanciest fanciest pproroppertieserties.”.” ——
Adam Tanner, Adam Tanner, What Stays in Vegas: The World of Personal Data—Lifeblood of Big What Stays in Vegas: The World of Personal Data—Lifeblood of Big
Business—and the End of Privacy as We Know itBusiness—and the End of Privacy as We Know it
““With new forms of With new forms of
‘sentiment ‘sentiment analysis’analysis’ it’s now it’s now
possible to guess what mood one’s possible to guess what mood one’s in. People use substantially more in. People use substantially more
positive words when they’re up …” positive words when they’re up …” ——Eli Pariser, Eli Pariser, The Filter Bubble: How the New, Personalized The Filter Bubble: How the New, Personalized
Web Is Changing What We Read and How We ThinkWeb Is Changing What We Read and How We Think
““Affective computing”Affective computing”““Emotion tracking”Emotion tracking”““Affective sensors”Affective sensors”
““Sentiment analysis”Sentiment analysis”““Emotion Sense for Emotion Sense for
Android”Android”Etc.Etc.Etc.Etc.
Source: John Havens, Source: John Havens, Hacking Happiness; Hacking Happiness; Lerom Segal et al.,Lerom Segal et al., The Decoded Company; The Decoded Company; etc.etc.
PersadoPersado (vs. copywriter): emotion words, product (vs. copywriter): emotion words, product characteristics, “call to action,” position of text, characteristics, “call to action,” position of text,
imagesimages
Up To $250 To Spend On Up To $250 To Spend On All Ships In AllAll Ships In All
Destinations. 2 Days LeftDestinations. 2 Days Left
(1.3%)(1.3%)vs.vs.
No kidding! You Qualify toNo kidding! You Qualify toExperience An IncredibleExperience An Incredible
Vacation With Us :-)Vacation With Us :-)
(4.1) (4.1)
“A creative person is good but random. We’ve taken “A creative person is good but random. We’ve taken the randomness out by building an ontology of the randomness out by building an ontology of
language”language”——Lawrence Whittle, head of salesLawrence Whittle, head of sales
Source: Wall Street Journal/ Source: Wall Street Journal/ 0825.14/ “It’s Finally Time to Take AI Seriously”0825.14/ “It’s Finally Time to Take AI Seriously”
““I believe this isI believe this is the quest for whatthe quest for what
a personal computer a personal computer really is. really is. It isIt is
to cato cappture one’s ture one’s entire lifeentire life.”.” —Gordon Bell—Gordon Bell
Innovation Strategy #12Innovation Strategy #12
DESIGNDESIGN!!
Design Design RulesRules!!
APPLEAPPLE market cap market cap > Exxon Mobil* > Exxon Mobil*
*August 2011*August 2011
Apple design:Apple design: “Huge “Huge degree of degree of
carecare.”.”
——Ian Parker, Ian Parker, New YorkerNew Yorker, 23 March 2015, , 23 March 2015, on Apple design chief Jony Iveson Apple design chief Jony Ives
““Design is Design is evereveryythinthing. g.
““Everything is Everything is desidesiggnn..
““We are We are allall designers.’designers.’
The Power of Design: The Power of Design: A Force for Transforming EverythingA Force for Transforming Everything
““Businesspeople don’t Businesspeople don’t need to ‘understand need to ‘understand
designers better.’ designers better.’ Businesspeople need to Businesspeople need to
bebe designers.” designers.”
—Roger Martin/Dean/Rotman Management School/University of Toronto—Roger Martin/Dean/Rotman Management School/University of Toronto
““Only one company Only one company can be the cheapest. can be the cheapest. All others must use All others must use design.”design.” —Rodney Fitch, Fitch & Co.—Rodney Fitch, Fitch & Co.
Source: Source: InsightsInsights, definitions of design, the Design Council [UK], definitions of design, the Design Council [UK]
Hypothesis:Hypothesis: DESIGNDESIGN is the is the pprincirincippalal
differencedifference
between between lovelove
and and hate!*hate!**Not “like” and “dislike”
Design is …Design is …
NEVERNEVER neutralneutral..
Innovation Strategy #13Innovation Strategy #13
Women BUY Women BUY [Everything][Everything]!!
““Forget CHINA, Forget CHINA, INDIA and the INDIA and the
INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by
WOMENWOMEN.”.”
Source: Headline, Economist
W W > > 2X2X (C + (C + I)*I)*
**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as
$28 trillion$28 trillion in the next five years. in the next five years.
Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer.
And yet many companies do just that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”
Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09
““Women areWomen are THETHE majority majority
market”market” —Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse
““The The MOST MOST SIGNIFICANT SIGNIFICANT
VARIABLEVARIABLE inin EVERYEVERY sales situation is thesales situation is the
GENDERGENDER of the buyer, and of the buyer, and more importantly, how the more importantly, how the
salesperson communicates to salesperson communicates to the buyer’s gender.”the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
The Perfect Answer
Jill and Jack buy slacks in black…
Women as Decision Makers/Various sourcesWomen as Decision Makers/Various sources
Home Furnishings … Home Furnishings … 94%94%Vacations … Vacations … 92%92% (Adventure Travel … 70%/ $55B travel equipment)(Adventure Travel … 70%/ $55B travel equipment)
Houses … Houses … 91%91%D.I.Y. D.I.Y. (major “home projects”)(major “home projects”) … … 80%80%
Consumer Electronics … Consumer Electronics … 51%51% (66% home computers)(66% home computers)
Cars … Cars … 68%68% (influence (influence 90%90%))
AllAll consumerconsumer p purchasesurchases … … 83%83% **
Bank Account … Bank Account … 89%89%Household investment decisions … Household investment decisions … 67%67%Small business loans/biz starts … Small business loans/biz starts … 70%70%
Health Care … Health Care … 80%80%*In the USA women hold *In the USA women hold >50%>50% managerial positions including managerial positions including >50%>50% purchasing officer positions purchasing officer positions; ;
hence women also make the majority of hence women also make the majority of commercialcommercial purchasing decisions. purchasing decisions.
INTERNET INTERNET USERS: USERS: 60%F60%F**
*“manage their lives and the lives of their families”*“manage their lives and the lives of their families” —Kelley —Kelley Mooney, president, Resource InteractiveMooney, president, Resource Interactive
Source: Fara Warner, Source: Fara Warner, The Power of the PurseThe Power of the Purse
Innovation Strategy #13AInnovation Strategy #13A
Women Are Women Are The The BestBest Leaders Leaders
““Women are rated higher in fully Women are rated higher in fully 12 of the 16 competencies that go 12 of the 16 competencies that go into outstanding leadership. into outstanding leadership. And And two of the traits where women two of the traits where women outscored men to the highest outscored men to the highest degree — taking initiative and degree — taking initiative and driving for results — have long driving for results — have long been thought of as particularly been thought of as particularly
male strengths.”male strengths.”
——Harvard Business ReviewHarvard Business Review
““Research Research [by McKinsey & Co.][by McKinsey & Co.] suggests that to succeed, suggests that to succeed,
start by promoting start by promoting women.”women.”
——Nicholas Kristof, “Twitter, Women, and Power,” Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes
““In my experience, women In my experience, women make much better make much better
executives than men.”executives than men.” —Kip —Kip
Tindell, CEO, Container StoreTindell, CEO, Container Store
For One [For One [BIGBIG] Thing …] Thing …
““McKinsey & Company found that McKinsey & Company found that the international companies with the international companies with more women on their corporate more women on their corporate
boards boards far outperformedfar outperformed the average the average company in return on equity and company in return on equity and
other measures. Operating profit other measures. Operating profit
was …was … 56%56% higher.”higher.”
Source: Nicholas Kristof, “Twitter, Women, and Power,” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13
Innovation Strategy #14Innovation Strategy #14
WeWe [Old Folks like me] [Old Folks like me] GotGot
thethe $$$$$$$$$$$$
50@50:50@50:
“PEOPLE TURNING 50 “PEOPLE TURNING 50
TODAY HAVE TODAY HAVE MORE MORE THANTHAN HALFHALF OF OF
THEIR ADULT LIFE AHEAD THEIR ADULT LIFE AHEAD OF THEM.”OF THEM.” —Bill Novelli, 50+: IGNITING A REVOLUTION TO
REINVENT AMERICA
44-6544-65:: “NEW “NEW CUSTOMER CUSTOMER MAJORITY”MAJORITY”
Source: Source: Ageless MarketingAgeless Marketing, David Wolfe & Robert Snyder, David Wolfe & Robert Snyder
7/137/13 [Cars >50][Cars >50]
47X47X [$$$ 65+, 35-] [$$$ 65+, 35-]
55+55+ >> 55-55- [Web $$$][Web $$$]
USAUSA
>50: 109,000,000>50: 109,000,000Next 10 years:Next 10 years:
>50: 19,000,000 >50: 19,000,000 18-49: 6,000,000 18-49: 6,000,000
(40% of adults/(40% of adults/50% spending/50% spending/
10% marketing budgets)10% marketing budgets)Sources: ImmersionActive.com* (*Sources: ImmersionActive.com* (*“Silver Tsunami”“Silver Tsunami”), AARP), AARP
Innovation Strategy #15Innovation Strategy #15
The The [ENORMOUS][ENORMOUS] “Services “Services
Added” Added” OpportunityOpportunity
““Rolls-RoyceRolls-Royce now earns now earns
moremore from tasks such from tasks such as managing clients’ as managing clients’ overall procurement overall procurement
strategies and maintaining strategies and maintaining aerospace engines it sells aerospace engines it sells than it does from making than it does from making
them.”them.”——EconomistEconomist
IBIBMMtoto
IIBBMM
UUPPSS toto
UPUPSS
UPS = UUPS = Unitednited PProblemroblem
SSolversolvers
““THE GIANT STALKING BIG OIL: THE GIANT STALKING BIG OIL:
How How SchlumberSchlumberggerer Is Rewriting the Rules of the Is Rewriting the Rules of the
Energy Game.”:Energy Game.”: “IPM [Integrated “IPM [Integrated Project Management] strays from Project Management] strays from [Schlumberger’s] traditional role [Schlumberger’s] traditional role as a service provider and moves as a service provider and moves
deeper into areas once dominated deeper into areas once dominated by the majors.”by the majors.”
Source: Source: BusinessWeekBusinessWeek
““The business of selling is not just about matching The business of selling is not just about matching viable solutions to the customers that require them.viable solutions to the customers that require them.
It’s equally about managing It’s equally about managing the change process the the change process the
customer will need to go customer will need to go through to implement the through to implement the solution and achieve the solution and achieve the value promised by the value promised by the
solution.solution. One of the key differentiators of our One of the key differentiators of our position in the market is our attention to managing position in the market is our attention to managing change and making change stick in our customers’ change and making change stick in our customers’
organization.”organization.”—Jeff Thull, —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
The Professional Service Firm50: Fifty Ways to Transform The Professional Service Firm50: Fifty Ways to Transform Your “Department” into a Professional Service Firm Your “Department” into a Professional Service Firm
Whose Trademarks are Passion and Innovation! Whose Trademarks are Passion and Innovation!
““Simultaneous Loose-Tight Simultaneous Loose-Tight Properties”Properties”**: McKinsey’s [and any : McKinsey’s [and any
good PSF’s] Greatest Strengthgood PSF’s] Greatest Strength
——Shared values aboutShared values about Integrity, Data, QualityIntegrity, Data, Quality Professionalism, Professionalism, Client ServiceClient Service——5,000 different approaches5,000 different approaches
*ISOE #8*ISOE #8
Innovation Strategy #16Innovation Strategy #16
PeoplePeople[REALLY][REALLY]
FirstFirst
1/4,096: excellencenow.com1/4,096: excellencenow.com
““Business has to Business has to give people give people enriching, enriching,
rewarding lives …rewarding lives …
1/4,096: excellencenow.com1/4,096: excellencenow.com
““Business has to give people enriching, Business has to give people enriching,
rewarding lives … rewarding lives … or it's or it's simsimppllyy not not
worth worth doindoing.”g.”
——Richard BransonRichard Branson
““You have to treatYou have to treat your employees like your employees like
customers.”customers.” —Herb Kelleher—Herb Kelleher
““If you want staff to If you want staff to give great service, give give great service, give great service to staff.” great service to staff.” ——
Ari WeinzweigAri Weinzweig
““What employees experience, Customers will. The best marketing is What employees experience, Customers will. The best marketing is
happy, engaged employees.happy, engaged employees. YOUR YOUR CUSTOMERS CUSTOMERS
WILL NEVER BE WILL NEVER BE ANY HAPPIER ANY HAPPIER THAN YOUR THAN YOUR
EMPLOYEESEMPLOYEES.”.” —John DiJulius, —John DiJulius,
The Customer Service Revolution: Overthrow Conventional The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the WorldBusiness, Inspire Employees, and Change the World
““The The 44 most most
important important wordswords in any in any
organization are …organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATIONTHE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
ARE …ARE … “WHAT “WHAT DO DO YOUYOU THINK?”THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com Source: courtesy Dave Wheeler, posted at tompeters.com
““The deepest The deepest urgeurge
in human nature in human nature is the desire to is the desire to
be important.”be important.” —John —John
DeweyDewey(In Dale Carnegie, (In Dale Carnegie, How to Win Friends and Influence How to Win Friends and Influence
People People (“The BIG Secret of Dealing With People”)(“The BIG Secret of Dealing With People”)
““Employees who Employees who don't feel significant don't feel significant
rarely make rarely make significant significant
contributions.”contributions.” —Mark Sanborn—Mark Sanborn
Innovation Strategy #16AInnovation Strategy #16A
SoftwareSoftware Is EatingIs Eating the Worldthe World
[And What To Do About It][And What To Do About It]
““The greatest The greatest shortcoming of the shortcoming of the human race is our human race is our
inability to inability to understand the understand the
exponential exponential function.” function.” —Albert A. Bartlett—Albert A. Bartlett
““Human level capability has not turned Human level capability has not turned out to be a special stopping point fromout to be a special stopping point from
an engineering perspective.”an engineering perspective.”
——Illah Reza Nourbakhsh, Illah Reza Nourbakhsh, Robot Futures/2013Robot Futures/2013
““SOFTWARE IS EATING THE WORLD.”SOFTWARE IS EATING THE WORLD.”
——Marc Andreessen/2014Marc Andreessen/2014
““The computers are in control. We just The computers are in control. We just live in their world.”live in their world.” —Danny Hillis, Thinking Machines/2011—Danny Hillis, Thinking Machines/2011
““The intellectual talents of highly The intellectual talents of highly trained professionals are no more trained professionals are no more
protected from automation than is the protected from automation than is the driver’s left turn.”driver’s left turn.”
——Nicholas Carr,Nicholas Carr, The Glass Cage: Automation and Us The Glass Cage: Automation and Us
““Meet Your Meet Your Next Surgeon: Next Surgeon:
Dr. Robot”Dr. Robot”Source: Feature/Source: Feature/FortuneFortune/15 JAN 2013/on Intuitive Surgical’s/15 JAN 2013/on Intuitive Surgical’s
da Vincida Vinci /multiple bypass heart-surgery /multiple bypass heart-surgery
robotrobot
Internet of EverythingInternet of Everything
““The idea of the IoE* The idea of the IoE* [Internet of [Internet of
Everything/Cisco Systems]Everything/Cisco Systems] is a networked is a networked connection of people, connection of people,
processes, data and ‘things,’ processes, data and ‘things,’ which is being facilitated by which is being facilitated by
technology transitions such as technology transitions such as increased mobility, cloud increased mobility, cloud
computing and the importance computing and the importance of big data.”of big data.”
*Estimated market size, next decade: *Estimated market size, next decade: $14.4 $14.4 trilliontrillionSource: “The Big Switch,”Source: “The Big Switch,” Capital Insights Capital Insights
Sensor Pills:Sensor Pills: “Proteus Digital Health is one of several “Proteus Digital Health is one of several pioneers in sensor-based health technology. pioneers in sensor-based health technology. TheTheyy make a make a silicon chisilicon chipp the size of a grain of sand that is embedded the size of a grain of sand that is embedded into a safelinto a safelyy di diggested ested ppill that is swallowed. When the ill that is swallowed. When the chichipp mixes with stomach acids, the mixes with stomach acids, the pprocessor is rocessor is ppowered owered bbyy the bod the bodyy’s electricit’s electricityy and transmits data to a and transmits data to a ppatch atch worn on the skin. That worn on the skin. That ppatch, in turn, transmits data via atch, in turn, transmits data via Bluetooth to a mobile aBluetooth to a mobile apppp, which then transmits the data , which then transmits the data to a central database where a health technician can to a central database where a health technician can verifverifyy if a if a ppatient has taken her or his medicationsatient has taken her or his medications. .
““This is a bigger deal than it may seem. In 2012, it was This is a bigger deal than it may seem. In 2012, it was estimated that people not taking their prescribed medications estimated that people not taking their prescribed medications cost cost $258 BILLION$258 BILLION in emergency room visits, hospitalization, in emergency room visits, hospitalization, and doctor visits. An average of and doctor visits. An average of 130,000130,000 Americans die each Americans die each year because they don’t follow their prescription regimens year because they don’t follow their prescription regimens closely enough…” (The FDA approved placebo testing in April closely enough…” (The FDA approved placebo testing in April 2012; sensor pills are ticketed to come to market in 2015 or 2012; sensor pills are ticketed to come to market in 2015 or 2016.)2016.)
Source: Robert Scoble and Shel Israel, Source: Robert Scoble and Shel Israel, Age of Context: Mobile, Sensors, Age of Context: Mobile, Sensors, Data and the Future of PrivacyData and the Future of Privacy
The New Logic: Scale w/o EmploymentThe New Logic: Scale w/o Employment
Kodak: 1988/Kodak: 1988/145,000 employees; 2012/bankruptemployees; 2012/bankrupt
Instagram: 30,000,000 customers/Instagram: 30,000,000 customers/
13 employees employees
(WhatsApp: 450,000,000 (WhatsApp: 450,000,000
customers/ customers/ 55 employees/ employees/Valued @ $19,000,000,000)Valued @ $19,000,000,000)
Source: Robert Reich’s Blog/0317.15Source: Robert Reich’s Blog/0317.15
Innovation Strategy #16BInnovation Strategy #16B
Training = Training = InvestmentInvestment
#1#1!!
CORPORATE MANDATE #1 2014:CORPORATE MANDATE #1 2014: Your Your principal moral obligation as a principal moral obligation as a
leader is to develop the skillset, leader is to develop the skillset, “soft” and “hard,” of every one “soft” and “hard,” of every one
of the people in your charge of the people in your charge (temporary as well as semi-(temporary as well as semi-permanent) to the maximum permanent) to the maximum
extent of your abilities. The good extent of your abilities. The good news: news: This is also theThis is also the
#1 mid- to lon#1 mid- to longg-term-term … … p profit maximization straterofit maximization strategy!gy!
In the Army, In the Army, 33--star star ggeneralsenerals worry about worry about
training. In most training. In most businesses, it's a businesses, it's a
“ho-hum” mid-level “ho-hum” mid-level staff function.staff function.
Gamblin’ ManGamblin’ Man
Bet #1: Bet #1: >> 5 of 10 CEOs see >> 5 of 10 CEOs see training as expense rather training as expense rather than investment.than investment.Bet #2: Bet #2: >> 5 of 10 CEOs see >> 5 of 10 CEOs see training as defense rather training as defense rather than offense.than offense.Bet #3: Bet #3: >> 5 of 10 CEOs see >> 5 of 10 CEOs see training as “necessary evil” training as “necessary evil” rather than “strategic rather than “strategic opportunity.”opportunity.”
Bet #4:Bet #4: >> 8 of 10 >> 8 of 10 CEOs, in 45-min CEOs, in 45-min “tour d’horizon” “tour d’horizon” of their biz, would of their biz, would NOTNOT mention mention training.training.
Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?If not, why not?If not, why not?Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers?If not, why not?If not, why not?
Are your training Are your training courses so good courses so good they make you … they make you … jump up & down jump up & down with glee?with glee?If not, why not?If not, why not?Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months?12 months?If not, why not?If not, why not?Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?
““The role of the Director is to The role of the Director is to create a space where the create a space where the
actors and actresses canactors and actresses can become more than become more than thetheyy’ve ever been ’ve ever been
before,before, more than themore than they’y’ve ve dreamed of beindreamed of being.”g.”
——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech
Innovation Strategy #16B.1Innovation Strategy #16B.1
#1#1 CEOCEO Failing?Failing?
““If I had toIf I had to pick one failing pick one failing
of CEOs, it’sof CEOs, it’s that …that …
——Co-founder of one of the largest investment services firms in the USA/worldCo-founder of one of the largest investment services firms in the USA/world
“If I had to pick one failing of
CEOs, it’s that … they don’t read enough.”
“In my whole life, I have known no In my whole life, I have known no wise people (over a broad subject wise people (over a broad subject matter area) who didn’t read all matter area) who didn’t read all
the time — none. the time — none.
Zero. You’d be You’d be
amazed at how much Warren amazed at how much Warren [Buffett] reads — and how much [Buffett] reads — and how much
I read.” I read.” —Charlie Munger (#2, Berkshire Hathaway)—Charlie Munger (#2, Berkshire Hathaway)
Innovation Strategy #17Innovation Strategy #17
MBWAMBWA//2525((MManaging anaging BBy y WWandering andering AAround)round)
““I’m always stopping by our I’m always stopping by our
stores— stores— at least at least 2525
a weeka week.. I’m also in other I’m also in other
places: Home Depot, Whole Foods, Crate places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up & Barrel. I try to be a sponge to pick up
as much as I can.”as much as I can.” —Howard Schultz—Howard Schultz
Source: Source: FortuneFortune, “Secrets of Greatness”, “Secrets of Greatness”
Innovation Strategy #18 Innovation Strategy #18
Better Better Than PerfectThan Perfect
THE PROBLEM IS THE PROBLEM IS RARELY/RARELY/NEVERNEVER THE THE
PROBLEM. THEPROBLEM. THE
RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE
REAL PROBLEMREAL PROBLEM.***PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!
Relationships (of all varieties): THERE ONCE THERE ONCE WAS A TIME WHEN A WAS A TIME WHEN A
THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD
HAVE AVOIDED SETTING OFF THE HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RESULTED IN A COMPLETE
RUPTURE.RUPTURE.**
*Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.*Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
ComebackComeback[big, quick response][big, quick response]
>>>>PerfectionPerfection
Innovation Strategy #19 Innovation Strategy #19
Core Value Core Value #1#1
“The doctor interrupts after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 … seconds!
[An [An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark
of of RespectRespect..
Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)
Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication* * (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)
[cont.][cont.]
*8 of 10 sales presentations fail*8 of 10 sales presentations fail
*50% failed sales *50% failed sales
presentations … presentations … talkingtalking “at” before “at” before listening! listening!—Susan Scott, “Let Silence Do the Heavy Lifting,” chapter title, —Susan Scott, “Let Silence Do the Heavy Lifting,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life,One Conversation at a TimeOne Conversation at a Time
Suggested Suggested Core Value Core Value #1:#1: “We are Effective “We are Effective
Listeners—we treat Listening Listeners—we treat Listening EXCELLENCEEXCELLENCE as the as the Centerpiece of our Centerpiece of our
Commitment to Respect and Commitment to Respect and Engagement and Community Engagement and Community
and Growth.”and Growth.”
Innovation Strategy #20Innovation Strategy #20
Leading Leading “Crazy”“Crazy” in Crazy Timesin Crazy Times
““Normal” =Normal” = “0 “0 forfor 800” 800”
*There are … *There are … ZEROZERO … “normal people” in the history books. … “normal people” in the history books.
““You can’t behave You can’t behave in a calm, rational in a calm, rational
manner. You’ve got manner. You’ve got to be out there on to be out there on the the lunaticlunatic frinfringgee.”.”
— Jack Welch— Jack Welch
““We are crazy. We should do We are crazy. We should do something when people say it is something when people say it is
‘crazy.’‘crazy.’ If people say If people say something is ‘good’, something is ‘good’, it means someone it means someone
else is already doing else is already doing it.”it.”
—Hajime Mitarai, CEO, Canon—Hajime Mitarai, CEO, Canon
Kevin Roberts’ CredoKevin Roberts’ Credo
11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.
10. AVOID MODERATIONAVOID MODERATION!!
““INSANELY GREAT”INSANELY GREAT”STEVE JOBSSTEVE JOBS
“RADICALLY THRILLING”“RADICALLY THRILLING” BMW
“ASTONISH ME”“ASTONISH ME” SERGEI DIAGHLEV, TO A LEAD DANCER
“BUILD SOMETHING GREAT”“BUILD SOMETHING GREAT” HIROSHI YAMAUCHI, NINTENDO, TO A SENIOR GAME DESIGNER
“MAKE IT IMMORTAL”“MAKE IT IMMORTAL” DAVID OGILVY, TO A COPYWRITER.
Innovation Strategy #21Innovation Strategy #21
EXCELLENCEEXCELLENCE
Why in the Why in the World did youWorld did you go to go to SiberiaSiberia??
ENTERPRISEENTERPRISE* (*AT ITS BEST):* (*AT ITS BEST): An An emotionalemotional, , vitalvital, , innovativeinnovative, j, jooyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor that elicits endeavor that elicits maximum maximum
concerted humanconcerted human potential in thepotential in the wholehearted wholehearted ppursuit of ursuit of EXCELLENCE inEXCELLENCE in serviceservice of others of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
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