Riyadh_PublicSector_long_110209 by yaohongm

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									Conrad
Hilton …
    Conrad Hilton, at a gala
    celebrating his career,
         “What was the
was asked,
most important lesson
 you’ve learned in you
long and distinguished
  career?” His immediate
             answer …
  “remember
  to tuck the
shower curtain
   inside the
    bathtub”
“Execution        is
 strategy.”
    —Fred Malek
  “The art of war does not
    require complicated
 maneuvers; the simplest
 are the best and common
sense is fundamental. From
 which one might wonder
  how it is generals make
blunders; it is because they
   try to be clever.” —Napoleon
                    LONG
                  Tom Peters’




  Excellence.
    Always.
Towards EXCELLENCE in Public Sector Performance
            Riyadh/2 November 2009
           (Slides at tompeters.com)
   NOTE:      To appreciate
this presentation [and ensure
 that it is not a mess], you need
        Microsoft fonts:
 “Showcard Gothic,”
   “Ravie,” “Chiller”
    and “Verdana”
                Public Sector
*U.S. Navy #1/Combat Engineer, Vietnam,
 1966-1968.
*U.S. Navy #2/Pentagon, Naval Construction
 Forces policy co-ordination, 1968-1970.
*Co-founder, Stanford Graduate School of
 Business “UMP”/“PMP” (Urban Management
 Program, Public Management Program),
 1972-1977
*White House, 1973-1974 (Executive Director,
 Cabinet Committee on International
 Narcotics Control; Assistant to Director,
 Office of Management and Budget, Federal
 Drug Policy)
*Consultant-Advisor to Bob Stone, Director,
 National Performance Review (“Re-inventing
 Government,” Al Gore initiative), 1992-1996.
     Captain “Day”
Lesson #1:

vs. Captain “Night”
 The greatest danger
     for most of us
is not that our aim is
        too high
    and we miss it,
      but that it is
         too low
   and we reach it.
        Michelangelo
  The failure to
     pursue
 EXCELLENCE is
incomprehensible
     to me.
Excellence. Always.
If not Excellence,
what?
If not Excellence now,
when?
 “Strive for
 Excellence.
   Ignore
success.”                  —Bill Young, race car
  driver (courtesy Andrew Sullivan)
“Excellence can be obtained if you:
 ... care more than others think
     is wise;
 ... risk more than others think
     is safe;
 ... dream more than others think
     is practical;
 ... expect more than others think
     is possible.”
       Source: Anon. (Posted @ tompeters.com by
        K.Sriram, November 27, 2006 1:17 AM)
 “If a man is called to be a street
sweeper, he should sweep streets
 even as Michelangelo painted, or
  Beethoven composed music, or
  Shakespeare wrote poetry. He
   should sweep streets so well
 that all the hosts of heaven and
earth will pause to say, here lived
a great street sweeper who did his
      job well.” —Martin Luther King Jr.
14,000
20,000
14,000
20,000
 14,000/eBay
20,000/Amazon
 30/Craigslist
1977
MBWA
1982
     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
Hard Is Soft
Soft Is Hard
Hard Is Soft (Plans, #s)

Soft Is Hard (people,
 customers, values,
   relationships)
“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

        [Yet] I came to see in
 very, very hard.

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
 2007
Siberia
 Why in the
World did you
go to Siberia?
                    An emotional,
Enterprise* ** (*at its best):
vital, innovative, joyful, creative,
entrepreneurial endeavor that
elicits maximum


     concerted human potential
in the wholehearted service
of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary
partners
 2007
Sydney
Organizations exist
 to serve. Period.
  Leaders live to
   serve. Period.
… no less than   Cathedrals
   in which the full and
   awesome power of the
 Imagination and Spirit and
native Entrepreneurial flair
  of diverse individuals is
  unleashed in passionate
  pursuit of … Excellence.
“The role of the Director is to create
   a space where the actors and
         become more
actresses can
than they’ve ever been
  before, more than
 they’ve dreamed of
being.”     —Robert Altman, Oscar acceptance speech
      “No matter what the
  situation, [the great manager’s] first
 response is always to think
      about the individual
  concerned and how things
can be arranged to help that
     individual experience
       success.” —Marcus Buckingham,
          The One Thing You Need to Know
     “You have to
      treat your
    employees like
   customers.”                                             —Herb Kelleher,
  complete answer, upon being asked his “secrets to success”


Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of
Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union
 took out a full-page ad in USA Today thanking HK for all he had done; across the
    way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
            Thank you Peter Drucker/AIM

 Our goal is to serve our customers brilliantly
       and profitably over the long haul.
Serving our customers brilliantly and profitably
  over the long haul is a product of brilliantly
  serving, over the long haul, the people who
              serve the customer.
 Hence, our job as leaders—the alpha and the
omega and everything in between—is abetting
     the sustained growth and success and
engagement and enthusiasm and commitment
   to Excellence of those, one at a time, who
    directly or indirectly serve the ultimate
                    customer.
     Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE
 We—leaders of every stripe—are in the “Human
  Growth and Development and Success and
     Aspiration to Excellence business.”
“We” [leaders] only grow when “they” [each and
    every one of our colleagues] are growing.
 “We” [leaders] only succeed when “they” [each
and every one of our colleagues] are succeeding.
        “We” [leaders] only energetically
 march toward Excellence when “they” [each and
  every one of our colleagues] are energetically
          marching toward Excellence.
                     Period.
     Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE
“The ONE Question”: “In the last year [3 years, current job], name




   three     the …




people                                    … whose growth you’ve

    most contributed to. Please explain where they were at the
 beginning of the year, where they are today, and where they are
 heading in the next 12 months. Please explain your development
 strategy in each case. Please tell me your biggest development
 disappointment—looking back, could you or would you have done
     anything differently? Please tell me about your greatest
  development triumph—and disaster—in the last ten years. What
   are the ‘three big things’ you’ve learned about helping people
                      grow along the way.”
  #1 cause of
Dis-satisfaction?
  Employee retention & satisfaction:

Overwhelmingly
 , based on the
    first-line
    manager!
 Source: Marcus Buckingham & Curt Coffman, First, Break All
the Rules: What the World’s Greatest Managers Do Differently
“The doctor
 interrupts
   after …*
*Source: Jerome Groopman, How Doctors Think
[An obsession with] Listening is ... the ultimate mark
                                       of Respect.
Listening is ... the heart and soul of Engagement.
Listening is ... the heart and soul of Kindness.
Listening is ... the heart and soul of Thoughtfulness.
Listening is ... the basis for true Collaboration.
Listening is ... the basis for true Partnership.
Listening is ... a Team Sport.
Listening is ... a Developable Individual Skill.* (*Though women
                       are far better at it than men.)
Listening   is   ...   the basis for Community.
Listening   is   ...   the bedrock of Joint Ventures that work.
Listening   is   ...   the bedrock of Joint Ventures that last.
Listening   is   ...   the core of effective Cross-functional
                       Communication* (*Which is in turn Attribute #1 of
                       organizational effectiveness.)

[cont.]
Listening   is   ...   the engine of superior EXECUTION.
Listening   is   ...   the key to making the Sale.
Listening   is   ...   the key to Keeping the Customer’s Business.
Listening   is   ...   the engine of Network development.
Listening   is   ...   the engine of Network maintenance.
Listening   is   ...   the engine of Network expansion.
Listening   is   ...   Social Networking’s “secret weapon.”
Listening   is   ...   Learning.
Listening   is   ...   the sine qua non of Renewal.
Listening   is   ...   the sine qua non of Creativity.
Listening   is   ...   the sine qua non of Innovation.
Listening   is   ...   the core of taking Diverse opinions aboard.
Listening   is   ...   Strategy.
Listening   is   ...   Source #1 of “Value-added.”
Listening   is   ...   Differentiator #1.
Listening   is   ...   Profitable.* (*The “R.O.I.” from listening is higher than
                       from any other single activity.)
Listening is … the bedrock which underpins a Commitment to
               EXCELLENCE
*Listening is of the
utmost … strategic
importance!
*Listening is a proper …
 core value !
*Listening is … trainable   !
*Listening is a … profession    !
  “The four most
important words in
 any organization
       are …
   The four most important words in any organization




are …   “What do
          you
        think?”
         Source: courtesy Dave Wheeler, posted at tompeters.com
“The deepest human
   need is the …
 need to be
appreciated.”
      —William James
*appreciation is of the
utmost … strategic
importance!
*appreciation is a proper …
 core value !
*appreciation is … trainable   !
*appreciation is a … profession    !
Tomorrow: How
many times will
 you “ask the
question”? [Count]
[Practice makes better]
[This is a STRATEGIC skill.]
And the answer is ….




  otis
Little =
Big carts =




Source: Wal*Mart
Socks =
 10,000
         <TGW
              and …




>TGR
[Things Gone WRONG-Things Gone RIGHT]
  “May I
clean your
 glasses,
   sir?”
2-cent
candy
       7X.
  7:30A-8:00P.
      F12A.
7:30AM = 7:15AM.
8:00PM = 8:15PM.
It BEGINS
(and ENDS)
 in the …
parking
  lot*
  *Disney
(1) Amenable to rapid
    experimentation/
    failure “free” (PR, $$)
(2) Quick to implement/
    Quick to Roll out
(3) Inexpensive to
    implement/Roll out
(4) Huge multiplier
(5) An “Attitude”
   “Experiences
  are as distinct
 from services as
services are from
goods.”                  —Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
                       Stage
none!
                             139,380 former
             Press Ganey Assoc:
               patients from 225 hospitals:




none                             of THE top 15 factors
 determining Patient Satisfaction
referred to patient’s health outcome

P.S. directly related to Staff Interaction
P.P.S. directly correlated with Employee
               Satisfaction
 Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require
more staff or more time and are therefore more costly. Although
 labor costs are a substantial part of any hospital budget, the
      interactions themselves add nothing to the budget.


   Kindness is
 free.                 Listening to patients or answering their
     questions costs nothing. It can be argued that negative
interactions—alienating patients, being non-responsive to their
 needs or limiting their sense of control—can be very costly. …
   Angry, frustrated or frightened patients may be combative,
    withdrawn and less cooperative—requiring far more time
   than it would have taken to interact with them initially in a
      positive way.” —Putting Patients First, Susan Frampton,
                  Laura Gilpin, Patrick Charmel
“Kindness
 is free.”
   “We are
thoughtful
in all we do.”
Thoughtfulness is key to customer retention.
Thoughtfulness is key to employee recruitment
  and satisfaction.
Thoughtfulness is key to brand perception.
Thoughtfulness is key to your ability to look in
the mirror —and tell your kids about your job.
“Thoughtfulness is free.”
Thoughtfulness is key to speeding things up—
 it reduces friction.
Thoughtfulness is key to transparency and even
 cost containment—it abets rather than stifles
 truth-telling.
*Thoughtfulness is of the
utmost … strategic
importance!
*thoughtfulness is a proper …
 core value !
*Thoughtfulness is … trainable   !
*Thoughtfulness is a … profession    !
“Courtesies of a small and
trivial character are the
    ones which strike
 deepest in the grateful
and appreciating heart.”
          —Henry Clay
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
 t. Try it. Try it. Try
t. Try it. Screw it up
 t. Try it. Try it. try
   “We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
 software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design



 perfect, we’re already on prototype version
              By the time our rivals are
                                               #5.
    ready with wires and screws, we are on version



#10. It gets back to planning
 versus acting: We act from day
 one; others plan how to plan—
  for months.” —Bloomberg by Bloomberg
      Culture of Prototyping

“Effective prototyping may
       the most
       be
    valuable core
    competence an
innovative organization can
  hope to have.” —Michael Schrage
  Think about It!?


 Innovation =
Reaction to the
  Prototype
   Source: Michael Schrage
          “SkunkWorks”/ “ParallelUniverse”




   “the

               solution”
Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)
Build a “School on top of
 a school”/Continuing-
Exec Ed (The Parallel
  Universe Strategy)
  “Fail .
Forward.
  Fast.”
 High Tech CEO, Pennsylvania
         Read This!

  Richard Farson & Ralph Keyes:

 Whoever Makes
the Most Mistakes
Wins: The Paradox
  of Innovation
“It is not enough to
 ‘tolerate’ failure—
      you must
‘celebrate’
failure.”   —Richard Farson (Whoever Makes the
       Most Mistakes Wins)
   “Reward
excellent failures.
Punish mediocre
   successes.”
     Phil Daniels, Sydney exec
#11A
 “Some people look for
things that went wrong
  and try to fix them. I
  look for things that
 went right, and try to
build off them.”
               —Bob Stone (Mr ReGo)
     “Somewhere in your
   organization, groups of
  people are already doing
things differently and better.
To create lasting change, find
   these areas of positive
deviance and fan the flames.”
        —Richard Pascale & Jerry Sternin,
  “Your Company’s Secret Change Agents,” HBR
“Where planners * raise high expectations
 but take no responsibility for meeting them,
 searchers prefer to work case-by-case,
   using trial and error to tailor solutions to
  individual problems, fully aware that most
 remedies must be homegrown.” —WSJ, 0822.06 (on malaria
                             eradication,
                 and hedge fund manager Lance Laifer)


   [*“Planners [WHO, World Bank, etc] see poverty as a
   technical engineering problem that their
         answers will solve.” —William Easterly]

      “All sorts of approaches need to be
      tried and we need feedback.” —Roger Bate
 Demos!
 Heroes!
Stories!
 Best
story
wins!
    Demo = Story
“A key – perhaps the key –
    to leadership is the
effective communication
       of a story.”
    —Howard Gardner, Leading Minds:
       An Anatomy of Leadership
“Storytelling
 is the core
 of culture.”
 —Branded Nation: The Marketing of Megachurch,
 College Inc., and Museumworld, James Twitchell
We are the
 company
  we keep
Measure “Strangeness”/Portfolio Quality
                Staff
            Consultants
               Vendors
   Out-sourcing Partners (#, Quality)
    Innovation Alliance Partners
             Customers
 Competitors (who we “benchmark” against)
        Strategic Initiatives
   Product Portfolio (LineEx v. Leap)
           IS/IT Projects
            HQ Location
            Lunch Mates
              Language
                Board
       The “We are what we eat”
     axiom: At its core, every (!!!)
  relationship-partnership decision
(employee, vendor, customer, etc) is
      a strategic decision about:


    “Innovate,
   ‘Yes’ or ‘No’ ”
 “Who’s the most
interesting person
 you’ve met in the
last 90 days? How
 do I get in touch
 with them?” —Fred Smith
        “What is your most
Vanity Fair:
   marked characteristic?”

               Mike Bloomberg:



“Curiosity.”
De-cent-
 ral-iz-
 a-tion!
“‘Decentralization’
  is not a piece of
paper. It’s not me.
 It’s either in your
   heart, or not.”
     —Brian Joffe/BIDvest
“Best practice” =
ZERO Standard
   Deviation
 volcanic
struggle!
             Enemy     #1

  I.C.D.
       Inherent/Inevitable/
   Note 1:
  Immutable Centralist Drift
Note 2: Jim Burke’s 1-word vocabulary: “No.”
 Ex-e-
cu-tion!
“Execution is
the job of the
   business
leader.”                                —Larry Bossidy & Ram

 Charan/ Execution: The Discipline of Getting Things Done
              “Execution is a

  systematic
 process                  of rigorously
discussing hows and whats, tenaciously
    following through, and ensuring
            accountability.”
       —Larry Bossidy & Ram Charan/ Execution:
         The Discipline of Getting Things Done
(1) sum of Projects =
    Goal (“Vision”)
(2) sum of Milestones =
    project
(3) rapid Review +
    Truth-telling =
    accountability
 “Costco figured out
the big, simple things
  and executed with
  total fanaticism.”
    —Charles Munger, Berkshire Hathaway
Ac-count-
 a-bil-ity!
  “Mr Zetsche, head of
  Chrysler from 2000 to
  2005, denied he should
 take any responsibility for
    the U.S. carmaker’s
troubles …”   —Financial Times /05.29.07
 “GE has set a standard
of candor. … There is no
 puffery. … There isn’t
 an ounce of denial in
the place.”         —Kevin Sharer, CEO Amgen,
     on the “GE mystique” (Fortune)
6:15A.M.
DECENTRALIZATION.
   EXECUTION.
 ACCOUTABILITY.
     6:15A.M.
“I am often asked by would-
  be entrepreneurs seeking
escape from life within huge
 corporate structures, ‘How
  do I build a small firm for
myself?’ The answer seems
          obvious …
 “I am often asked by would-be entrepreneurs seeking escape from
life within huge corporate structures, ‘How do I build a small firm for



        Buy a
   myself?’ The answer seems obvious:



 very large
 one and just
wait.”                        —Paul Ormerod, Why Most Things Fail:
                Evolution, Extinction and Economics
   “Mr. Foster and his McKinsey colleagues
collected detailed performance data stretching
back   40 years for 1,000          U.S. companies.



They found that       none                     of
the long-term survivors managed to
 outperform the market. Worse, the
 longer companies had been in the
   database, the worse they did.”
                —Financial Times
“Data drawn from the real world
 attest to a fact that is beyond
          Everything
our control:
  in existence tends
   to deteriorate.”
   —Norberto Odebrecht, Education Through Work
   #4 Japan
    #3 USA
   #2 China

#1 Germany
   Reason!!!


Mittelstand
   Productivity
  (Small/All) >
Productivity (Big)
    (USA-9%)
     (China.)
26 = 73 – 47
Jim Penman/
Jim’s Group
                   Jim’s Mowing Canada
                     Jim’s Mowing UK
                      Jim’s Antennas
                    Jim’s Bookkeeping
                Jim’s Building Maintenance
                  Jim’s Carpet Cleaning
                    Jim’s Car Cleaning
                 Jim’s Computer Services




Jim’s Dog Wash
                   Jim’s Driving School
                       Jim’s Fencing
                        Jim’s Floors
                       Jim’s Painting
                        Jim’s Paving
                 Jim’s Pergolas [gazebos]
                      Jim’s Pool Care
                 Jim’s Pressure Cleaning
                       Jim’s Roofing
                   Jim’s Security Doors
                        Jim’s Trees
                  Jim’s Window Cleaning
                    Jim’s Windscreens

         Note: Download, free, Jim Penman’s book:
  What Will They Franchise Next? The Story of Jim’s Group
  problem #1.
Opportunity #1.
X =XFX*
*Excellence = Cross-functional Excellence
 Never
waste a
lunch!
   ????

  % XF
lunches*
   *Measure!
(Way) Underutilized Lever

     Space!
     Space!
     Space!
     Space!
    Geologists +
  Geophysicists +
A little bit of love =


      Oil
Lunch
 > SAP/
Oracle
   The “XF-50”: 50 Ways to
 Enhance Cross-Functional
 Effectiveness and Deliver
Speed, “Service Excellence”
and “Value-added Customer
        ‘Solutions’”
450/8
Lisbon/New Biz:


 Weeks
     to …

Minutes
 (!!!!)
   “One bank is currently
claiming to … ‘leverage its global
 footprint to provide effective financial
solutions for its customers by providing
    a gateway to diverse markets.’”
              —Charles Handy
“I assume that it is just
saying that it is there to
  ‘help its customers
 wherever they are’.”
         —Charles Handy
#1 Truthteller …
You = Your
calendar*
*Calendars   never   lie
“I used to have a rule for myself that at any point in
time I wanted to have in mind — as it so happens,
also in writing, on a little card I carried around with
me — the three big things I was trying to get done.



Three.
Not two.
Not four.
Not five.
Not ten.
Three.”

— Richard Haass, The Power to Persuade
“Dennis, you need a …

‘To-don’t ’
        List !”
 “You must       be
 the change you
wish to see in the
    world.”
        Gandhi
               John Sawhill/Major Strategic

      “What areas should
Initiative:

the Conservancy focus on
  and more important—
       what activities
       should we stop
          doing?”
Source: Bill Birchard, Nature’s Keepers: The Remarkable Story of How The Nature
   Conservancy Became the Largest Environmental Organization in the World
“To develop others,
start with yourself.”
     —Marshall Goldsmith
    “Being aware of
 yourself and how you
affect everyone around
       you is what
distinguishes a superior
leader.”—Edie Seashore (Strategy + Business #45)
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
Give
good
tea!
        The Real World’s “Little” Rule Book
                       Ben/tea
                      Norm/tea
                   DDE/make friends
           WFBuckley/make friends-help friends
                   Gust/Suck down
                Charlie/poker pal-BOF
Eddie VII/dance-flatter-mingle-learn the language
   Vlad/birthday party of outgroup guy’s wife
                   CIO/finance network
          ERP installer/consult-“one line of code”
          GE Energy/make friends risk assessment
         GWB/check the invitation list
                      GHWB/T-notes
                       Hank/60 calls
                       MarkM/5K-5M
                     Delaware/show up
            Oppy/snub Lewis Strauss
                          NM/smile
                        -$4.3T/tin ear
               tp.com/Big 4-What do you think?
                       Women/genes
                     Banker/after church
       Total Bloody Mess/Can they pay back the loan?
   THE PROBLEM IS
 RARELY/NEVER THE
    PROBLEM. THE
  RESPONSE TO THE
PROBLEM INVARIABLY
 ENDS UP BEING THE
  REAL PROBLEM.*
   *PERCEPTION IS ALL THERE IS!
“I regard apologizing as the
   most magical, healing,
 restorative gesture human
 beings can make. It is the
centerpiece of my work with
executives who want to get
  better.” —Marshall Goldsmith, What Got You
  Here Won’t Get You There: How Successful People Become
                    Even More Successful
#18
Excellence.
Always.
If not Excellence,
what?
If not Excellence
now, when?
   “Breakthrough” 82*


  People!
Customers!
  Action!
  Values!
 *In Search of Excellence

								
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