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To Create More Value in All - The Challenge To Create More Value

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					 New PP stuff.
  Tom Peters.
20.August.2010.
   NOTE:      To appreciate
this presentation [and insure
 that it is not a mess], you need
       Microsoft fonts:
 “Showcard Gothic,”
   “Ravie,” “Chiller”
   and ―Verdana‖
  Problem #1.
Opportunity #1.
   Slide #1.
XFX = #1
       The Strategic Importance of XFX
        (Cross-functional eXcellence)

  I intend to start using this as a ―stand alone‖
1st slide. I believe that in most any organization
of, say, more than a dozen people, the #1 issue
       is ―cross-functional communication-
     integration.‖ It is both ―Problem #1‖ and
   ―Opportunity #1.‖ From intelligence pattern
 recognition to order execution to innovation,
  our INTERNAL barriers, not our competitors‘
   cleverness, are the principal impediment to
effectiveness. I suspect we all agree with that.
 But is it—AND IT RARELY IS—literally seen as
 ―SO1‖—Strategic Opportunity #1? (Please do
       me the honor of thinking about this.)
Five Or Less
 Words To
 The Wise
         EXCELLENCE/Five Or Less Words To The Wise
4 most important words: ―What do you think?‖ (Dave Wheeler @
                        tompeters.com: ―Most important 4
                        words in an organization.‖)
4 most important words: ―How can I help?‖ (Boss as CHRO/
                        Chief Hurdle Removal Officer)
2 most important words: ―Thank you!‖ (Appreciation/
                        Recognition)
2 most important words: ―All yours.‖ (―Hands-off‖ delegation/
                        Respect/Trust)
3 most important words: ―I‘m going out.‖ (MBWA/Managing By
                        Wandering Around/In touch!)
2 most important words: ―I‘m sorry.‖ (Power of unconditional
                        apology = Stunning! Marshall
                        Goldsmith: #1 exec issue)
5 most important words: ―Did you tell the customer?‖ (Over-
                        communicate)
2 most important words: ―She says …‖ (―She‖ is the customer!)
          EXCELLENCE/Five Or Less Words To The Wise
2 most important words: ―Yes ma‘am.‖ (Women are more often
                        than not the best managers.)
2 most important words: ―Try it!‖ (My only ―for sure‖ in 44 years:
                         Herb Kelleher: “We have a strategic
                         plan, it‟s called doing things.”/Bill
                         Parcells: “Blame no one. Expect
                         nothing. Do something.”)
3 most important words: ―Try it again!‖ (My only ―for sure‖ 44
                         years: MOST TRIES WINS.)
2 most important words: ―Good try!‖ (CELEBRATE ―good
                        failures.‖ Richard Farson/book:
                        Whoever Makes the Most Mistakes
                        Wins. Samuel Beckett: “Fail. Fail again.
                        Fail better.”)
3 most important words: ―At your service.‖ (Organizations exist
                        to serve. Period. Leaders live to serve.
                        Period.)
4 most important words: ―How are we doing?‖ (To customers,
                        regularly.)
4 most important words: ―How was Mary‘s recital?‖ (Know your
                        employees‘ kids.)
2 most important words: ―Let‘s party!‖ (Celebrate ―small wins‖ at
                        the drop of a hat.)
         EXCELLENCE/Five Or Less Words To The Wise

1 most important word: ―No.‖ (―To don‘ts‖ > ―To dos‖)
1 most important word: ―Yes.‖ (Hey, give it a shot/Anon. quote:
                       “The best answer is always, „What the
                       hell.‟”/Wayne Gretzky: “You miss
                       100% of the shots you don‟t take.”)
2 most important words: ―Lunch today?‖ (―Social stuff‖ = Secret
                         to problem/opportunity #1:/XFX/
                         cross-functional Excellence.)
4 most important words: ―Thank Dick in accounting.‖ (Readily
                         acknowledge help from other
                         functions.)
2 most important words: ―After you.‖ (Courtesy rules.)
3 most important words: ―Thanks for coming.‖ (Civility. E.g., boss
                         acknowledges employee coming to
                         her/his office.)
2 most important words: ―Great smile!‖ (Note & acknowledge
                         good attitude.)
1 most important word: ―Wow!‖ (The gold standard … for
                        everything.)
1 most important word: ―EXCELLENT!‖ (The … ONLY …
                        acceptable standard/aspiration.)
   X15/The
Excellence 15+
               The EXCELLENCE 15

People 1st/ ―‗Cathedral‘ for human development‖
              Best 1st-line managers
  Quality of relationships (Internal/External)
                    Try it!
                 Try it again!
            Passion!/Energy!/Wow!
 Unstinting commitment to innovation by ALL
     Excellence at ―Plan B‖/Adaptability
          Fanatic about execution
       XFX/Cross-functional eXcellence
 Integrity/Decency/Thoughtfulness/Character
            LX/Listening eXcellence
           Commitment to SERVICE
         Commitment to EXCELLENCE
              Servant leadership
 PXX =
 People.
eXecution.
eXcellence.
             EXCELLENCE. Always.
          If not EXCELLENCE, what?
       If not EXCELLENCE now, when?
     EXCELLENCE is not an "aspiration."
      EXCELLENCE is not a "journey."
    EXCELLENCE is the next five minutes.

    Organizations exist to SERVE. Period.
      Leaders exist to SERVE. Period.
        SERVICE is a beautiful word.
        SERVICE is a beautiful word.
SERVICE is character, community, commitment.
                (And profit.)
        SERVICE is a beautiful word.
           SERVICE is not "Wow."
        SERVICE is not "raving fans.―
     SERVICE is not "a great experience."
       Service is "just" that—SERVICE.
          Oath of Office: Managers/Servant Leaders
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.
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.
        Zappos 10 Corporate Values
Deliver ―WOW!‖ through service.
Embrace and drive change.
Create fun and a little weirdness.
Be adventurous, creative and open-minded.
Pursue growth and learning.
Build open and honest relationships with
communication.
Build a positive team and family spirit.
Do more with less.
Be passionate and determined.
Be humble.
     “Too Much Cost, Not Enough Value”
     “Too Much Speculation, Not Enough
                Investment”
“Too Much Complexity, Not Enough Simplicity”
   “Too Much Counting, Not Enough Trust”
  “Too Much Business Conduct, Not Enough
           Professional Conduct”
    “Too Much Salesmanship, Not Enough
               Stewardship”
“Too Much Focus on Things, Not Enough Focus
              on Commitment”
 “Too Many Twenty-first Century Values, Not
     Enough Eighteenth-Century Values”
 “Too Much „Success,‟ Not Enough Character”

        Source: Jack Bogle, Enough! (chapter titles)
“At a party given by a billionaire on
   Shelter Island, Kurt Vonnegut
informs his pal, Joseph Heller, that
 their host, a hedge fund manager,
 had made more money in a single
  day than Heller had earned from
 his wildly popular novel Catch-22
    over its whole history. Heller
     responds, „Yes, but I have
  something he will never have …
  enough.‟” — John Bogle, Enough. The Measures of
 Money, Business, and Life (Bogle is founder of the Vanguard
                    Mutual Fund Group)
                                The ―19 Es‖ of EXCELLENCE

Enthusiasm! (Be an irresistible force of nature! Be fire! Light fires!)
Exuberance! (Vibrate—cause earthquakes!)
Execution! (Do it! Now! Get it done! Barriers are baloney! Excuses are for
                       wimps! Accountability is gospel! Adhere to coach Bill Parcells‘
                       doctrine: ―Blame nobody!! Expect nothing!! Do something!!‖)
Empowerment! (Respect! Appreciation! Ask until you‘re blue in the face, ― What
                            do you think?‖ Then: Listen! Liberate! 100.00% innovators!)
Edginess! (Perpetually dance at the frontier and a little, or a lot, beyond.)
Enraged! (Maintain a permanent state of mortal combat with the status-quo!)
Engaged! (Addicted to MBWA/Managing By Wandering Around. In touch. Always.)
Electronic! (Partner with the whole wide world 60/60/24/7 via all manner of
                     electronic community building and entanglement. Crowdsourcing wins!)
Encompassing! (Relentlessly pursue diversity of every flavor! Diversity per se
                            generates big returns!) (Seeking superb leaders: Women rule!)
Emotion! (The alpha! The omega! The essence of leadership! The essence of sales!
                  The essence of design! The essence of life itself! Acknowledge it! Use it!)
Empathy! (Connect! Connect! Connect! Click with others‘ reality and aspirations!
                   ―Walk in the other person‘s shoes‖—until the soles have holes!)
Ears! (Effective listening in every encounter: Strategic Advantage No. 1! Believe it!)
Experience! (Life is theater! It‘s always showtime! Make every contact a ―Wow‖!
                       Standard: ―Insanely Great‖/Steve Jobs; ―Radically Thrilling‖/BMW.)
Eliminate! (Keep it simple!! Furiously battle hyper-complexity and gobbledygook!!)
Errorprone!    (Ready! Fire! Aim! Try a lot of stuff, make a lot of booboos.
                       CELEBRATE the booboos! Try more stuff, make more booboos!
                       He who makes the most mistakes wins! Fail! Forward! Fast!)
Evenhanded! (Straight as an arrow! Fair to a fault! Honest as Abe!)
Expectations! (Michelangelo: ―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 hit it.‖)
Eudaimonia! (The essence of Aristotelian philosophy: True happiness is pursuit of
                     the highest of human moral purpose. Be of service! Always!)
EXCELLENCE! (The only standard! Never an exception! Start NOW! No excuses!)
Inno16
        The INNO16: Innovation‘s ―Sixteen Imperatives‖

(1) Try it.   (―1/40‖: ―Whoever tries the most stuff wins.‖)
    (―R.F.A.‖/Ready. Fire. Aim.)
(2) Celebrate failure.
    ―Whoever makes the most mistakes wins.‖
    ―Fail. Fail again. Fail better.‖
    ―Reward excellent failures. Punish mediocre successes.‖
(3) Decentralize. (Organic growth bias.)
(4) Parallel Universe.
    1% ―play money‖
    Internal VC fund
    ―Skunkworks‖
(5) ―We are what we eat‖: We are who we spend
    time with.‖
(6) ―d‖iversity. (Every dimension.)
(7) Co-invent with (all) outsiders. (Exploit electronic
    communities.)
  The INNO16: Innovation‘s ―Sixteen Imperatives‖ (Cont.)

(8) “Strategic” Listening = Core competence.
(9) Hire and promote 100% innovators.
     Innovator‘s characteristic = Angry.
     CEO=Innovation ―bias.‖ (―You must be …‖/Gandhi)
(10) XFX/Cross-functional Excellence!! (#1?)
(11) Chief Complexity/Systems Destruction
     Officer.
(12) R&D Equality.
      All functions equal. (VA centerpiece./All staff VA-meisters.)
(13) Top quartile R&D spending (So, too, our
      partners.)
(14) All projects       (Must have something new.) (―WOW
      standard.‖)
(15) Fun! (Enjoy breaking the rules.)
(16) All businesses!!
Jack Welch.+
“In real life, strategy
   is actually very
straightforward. Pick
 a general direction
 and implement like
      hell”—Jack Welch
     “On the face of it,
 shareholder value is the
dumbest idea in the world.
  Shareholder value is a
 result, not a strategy. …
 Your main constituencies
 are your employees, your
   customers and your
products.” —Jack Welch, FT, 0313.09, page 1
   “Don‟t ever use that word
„synergy.‟ It‟s a                  hideous         word.
 The only thing that works is
  natural law. Given enough
  time, natural relationships
   will develop between our
  businesses.” —Barry Diller, responding to a
     student question, address at the Harvard Business School
(from Marshall Goldsmith, What Got You Here Won‘t Get You There)
 “If it ain‟t broke,
 break it.” —Steve Bechtel (??)




“Only the paranoid
  survive.”   —Andy Grove
kindness.
K=R=
 P
Kindness = Repeat business = Profit.
K = R = P/Kindness = Repeat business = Profit/Kindness:
Kind.
Thoughtful.
Decent.
Caring.
Attentive.
Engaged.
Listens well/obsessively.
Appreciative.
Open.
Visible.
Honest.
Responsive.
On time all the time.
Apologizes with dispatch for screwups.
―Over‖-reacts to screwups of any magnitude.
―Professional‖ in all dealings.
Optimistic.
Understand that kindness to staff breeds kindness to others/outsiders.
Applies throughout the ―supply chain.‖
Applies to 100% of customer‘s staff.
Explicit part of values statement.
Basis for evaluation of 100% of our staff.
―One kind word can
 warm three winter
  months.‖– Japanese Proverb
   “The deepest
principle of human
   nature is the
   craving to be
appreciated.”                           —William James
  (in Timeless Wisdom, compiled by Gary Fenchuk)
              Equations/Expanded:



               X=S=P
    eXcellence = Satisfied customers = Profit


         X + K = R = P+
eXcellence + Kindness = Repeat business = Profit+


    X+K+W=R+N=
        P++
        eXcellence + Kindness + Wow =
   Repeat business + New business = Profits++
 Helen Keller.
Mother Teresa.
  “I long to accomplish a
great and noble task, but it
     is my chief duty to
 accomplish humble tasks
as though they were great
    and noble.” —Helen Keller
 “We do no great
things, only small
things with great
   love.”—Mother Teresa
     Epigraphs.
The little big things.
 ―Courtesies of a small
and trivial character are
 the ones which strike
 deepest in the grateful
and appreciating heart.‖
   —Henry Clay, American Statesman (1777-1852)
―We don‘t take people
  to the elevator—we
take them down to the
      street.
           —David Ogilvy
mandela.
 “In the election in 1994, his smile was
    the campaign. That smiling iconic
   campaign poster—on billboards, on
highways, on street lamps, at tea shops
and fruit stalls. It told black voters that
 he would be their champion and white
voters that he would be their protector.
  It was the smile of the proverb „tout
  comprendre, c‟est tout pardoner‟—to
   understand is to forgive all. It was
      political Prozac for a nervous
                electorate.”
          From ―See the Good in Others,‖ Mandela‘s Way:
  Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
“Ultimately the smile was symbolic
of how Mandela molded himself. At
 every stage of his life he decided
 who he wanted to be and created
   the appearance—and then the
reality—of that person. He became
       who he wanted to be.”
          From ―See the Good in Others,‖ Mandela‘s Way:
  Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
    “Some call it a blind spot, others
   naïveté, but Mandela sees almost
   everyone as virtuous until proven
       otherwise. He starts with an
assumption you are dealing with him in
  good faith. He believes that, just as
pretending to be brave can lead to acts
   of real bravery, seeing the good in
other people improves the chances that
  they will reveal their better selves.”
          From ―See the Good in Others,‖ Mandela‘s Way:
  Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
“Mandela sees the good in others both because it is in his
 nature and in his interest. At times that has meant being
  blindsided, but he has always been willing to take that
  risk. And it is a risk. … Mandela goes out on a limb and
makes himself vulnerable by trusting others. … We rarely
equate risk with trying to see what is decent, honest, and
good in the people in our daily lives. ... „People will feel I
   see too much good in people, and I‟ve tried to adjust
 because whether it is so or not, it is something I think is
profitable. It‟s a good thing to assume, to act on the basis
 that others are men of integrity and honor, because you
  need to attract integrity and honor. I believe in that.‟”

              From ―See the Good in Others,‖ Mandela‟s Way:
       Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
   “Mandela … consciously chose to err on the side of
generosity. By behaving honorably, even to people who
may not deserve it, he believes you can influence them
 to behave more honorably than they otherwise would.
This sometimes proved to be a useful tactic, particularly
   after he was released from prison, when his open,
  trusting attitude made him appear to be a man who
   could rise above bitterness. When he urged South
Africans to „forget the past,‟ most of them believed that
 he had. This had a double effect: It made whites trust
  Mandela more and it made them feel more generous
  toward the people they had so recently oppressed.”

           From ―See the Good in Others,‖ Mandela‟s Way:
   Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
    Women.
     Power.
New World Order.
―We Did
It!‖                –Economist cover, Jan 02.2010, as

                              ―Women‘s
women surpass 50% in U.S. workforce/
economic empowerment is arguably the
  biggest social change of our times.‖
―All signs point to a new era of
  women in charge—socially,
 economically and politically.‖
   —Alex Beam, ―Women Rule,‖ International Herald/Jan 15


 ―A Tradition Falls and Women
   Rise: A Changing Germany
 Seeks to Blend Family, Careers
and Schooling‖ —p.1, International Herald /Jan 18
W>                 2X (C + I)*
    *―Women now drive the global economy. Globally, they control about
  $20 trillion in consumer spending, and that figure could climb as high as
$28 trillion in the next five years. Their $13 trillion in total yearly earnings
could reach $18 trillion in the same period. 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. 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 …‖ —Michael Silverstein and Kate Sayre, ―The Female Economy,‖ HBR, 09.09
    ―What do growth, expansion and
prosperity have in common? In French
grammar they are feminine and when
 it comes to facts and figures they are
 feminine as well. Forget China, India
  and even new technologies – for the
 past 10 years the number one vector
  for global growth has been women.‖

     Source: ―Women Are Drivers of Global Growth,‖
  Aude Zieseniss de Thuin, founder and president of the
    Women‘s Forum for the Economy and Society (FT)
 ―Since 1970, women have held two out of
three new jobs. According to The Economist,
  which compiled studies from a number of
    research firms, the arrival of this new
   workforce has done more to encourage
   global growth than increases in capital
      investment and improvements in
   productivity. ‗Over the last 10 years the
  increase in women [in the workplace] in
  developed countries has made more of a
  contribution to global growth than China
     has,‘ concludes the British weekly.‖

     Source: ―Women Are Drivers of Global Growth,‖
  Aude Zieseniss de Thuin, founder and president of the
    Women‘s Forum for the Economy and Society (FT)
 ―The increased number of women in the
 working population compensates for the
negative demographic effects of an ageing
population and lower birth rates. The same
   trend is now also visible in emerging
  countries. South-east Asia‘s economic
 success is due primarily to women, who
 hold two-thirds of the jobs in the export
    industry, the region‘s most dynamic
                   sector.‖

  Source: ―Women Are Drivers of Global Growth,‖ Aude
Zieseniss de Thuin, founder and president of the Women‘s
        Forum for the Economy and Society (FT)
―One thing is certain: women‘s rise in power, which is linked
   to the increase in wealth per capita, is happening in all
  domains and at all levels of society. Women are no longer
 content to provide efficient labour or to be consumers with
   rising budgets and more autonomy to spend. They are
       increasingly becoming directors, managers and
entrepreneurs. Some studies have even shown a correlation
  between the presence of women in managerial positions
              and a company‘s financial results.

 ―This is just the beginning. The phenomenon will only grow
 as girls prove to be more successful than boys in the school
  system and enroll in higher numbers in universities. For a
  number of observers, we have already entered the age of
‗womenomics,‘ the economy as thought out and practised by
  women. Those Chinese who desire that their only child be
   male may soon realise that a daughter could be a better
 investment. Bosses know full well that a team of both men
      and women is more creative and efficient than one
                    comprised of only men.

   Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin,
founder and president of the Women‘s Forum for the Economy and Society (FT)
―One thing is certain: women‘s rise in
power, which is linked to the increase
 in wealth per capita, is happening in
all domains and at all levels of society.
    Women are no longer content to
     provide efficient labor or to be
  consumers with rising budgets and
  more autonomy to spend. They are
    increasingly becoming directors,
    managers and entrepreneurs. …‖

     Source: ―Women Are Drivers of Global Growth,‖
  Aude Zieseniss de Thuin, founder and president of the
    Women‘s Forum for the Economy and Society (FT)
 ―This is just the beginning. The phenomenon
     will only grow as girls prove to be more
successful than boys in the school system and
 enroll in higher numbers in universities. For a
number of observers, we have already entered
   the age of ―womenomics‖, the economy as
  thought out and practised by women. Those
   Chinese who desire that their only child be
 male may soon realise that a daughter could
be a better investment. Bosses know full well
 that a team of both men and women is more
 creative and efficient than one comprised of
                    only men.‖

      Source: ―Women Are Drivers of Global Growth,‖
   Aude Zieseniss de Thuin, founder and president of the
     Women‘s Forum for the Economy and Society (FT)
                ―Tipping Point‖?
 ―All signs point to a new era of women
  in charge—socially, economically and
 politically.‖ —Alex Beam, ―Women Rule,‖International
                   Herald/Jan 15.2010

 ―A Tradition Falls and Women Rise: A
  Changing Germany Seeks to Blend
  Family, Careers and Schooling‖ —p.1,
            International Herald /Jan 18.2010


―We Did It!‖ –Economist cover (Jan 02.2010)
   as women surpass 50% in U.S. workforce/―Women‘s
   economic empowerment is arguably the biggest social
                 change of our times.‖
                  ―Tipping Point‖/2010?
  ―All signs point to a new era of women in
charge—socially, economically and politically.‖
    —Alex Beam, ―Women Rule,‖International Herald/Jan 15.2010

―A Tradition Falls and Women Rise: A Changing
 Germany Seeks to Blend Family, Careers and
     Schooling‖ —p.1, International Herald /Jan 18.2010
      ―Meet the lipstick entrepreneurs
 Trendspotters are forecasting huge gains for
 women in business over the next decade. We
   meet the new band of sisters doing it for
 themselves‖ —Headline, Sunday Times (UK), January 3.2010

 ―We Did It!‖                      –Economist cover (Jan 02.2010)
    as women surpass 50% in U.S. workforce/―Women‘s economic
  empowerment is arguably the biggest social change of our times.‖
Stuff.
―Will you please exchange places …‖

 No:    ―Sales & Service‖

 Yes:   ―Service & Sales‖
  At a speech to the marketing and sales and
services people at a medical devices company,
my pre-speech wandering detected, as always,
   that the service people were mostly in the
    rear—and the aggressive sales folk were
mostly in the front, looking exclusively at their
 Blackberrys. I said as I started, ―We … ALL …
KNOW … that the key to success is … REPEAT
  … business. And we … ALL … KNOW … that
  SERVICE … folks are the key to that repeat
  business. Therefore, in … RECOGNITION OF
 THE OBVIOUS … will the sales people please
move to the rear, and the service people come
       up front … WHERE THEY BELONG.‖
   ―Marion … glanced at the raised hands and
enjoyed the interest in her work. She … gazed at
her former postdoc, her rebellious child with her
hand raised. ‗What do you need now?‘ she asked
herself. Strange, she‘d never posed the question
 that way before. She‘d always considered what
 her postdoc demanded, what she did or did not
    deserve. What did she need? That was the
puzzle, but as was so often the case, framing the
question properly went a long way. What did she
need? In that calm, clear, nearly joyous moment
   after her talk, the answer began to come to
   Marion. Ah, yes, of course, she thought with
     some surprise. And she called on Robin.‖
               —Allegra Goodman, Intuition
Context: In Intuition, a stunning novel about the politics of science by Allegra Goodman,
“Marion” (see slide) is the head of department where some powerful research is being
conducted. Among many other things, near the end of the book, correctly or not, one of the
post-docs becomes a whistle blower—and creates a godawful mess. As I said, the allegations
may or may not have been warranted, but in a flash (read the slide) the psychological problem
which led to the post-doc’s meltdown becomes clear, after years, to super-logical, demanding
boss Marion. The play here is subtle. This may do nothing for you, but I carry the quote on the
slide around with me. In my case, it is-was a bombshell upon 3rd or 4th reading, and its
strength only grows—I’ve probably read it, no kidding, 50 times now.

Interpretation: Obviously (but not obviously to blunt Marion for years), the post-doc
“simply” needed recognition. And I think there is an enormous message here. A lot of bosses
are Marions. And a lot of employees are kin to our post-doc. Of course, you may just think I’m
nuts about this one wee paragraph. Fair enough.
―In many parts of the country, more doctors has simply
meant more doctors, not better access for patients, not
better communications among a patient‘s healthcare
providers, and not better results. The truth is that
regions with the highest number of doctors per capita
tend to deliver lower quality care at a higher cost.
―Increasing the number of doctors would make our
healthcare system worse, not better, because the United
States does not actually need more doctors. What we do
need is for primary care to reclaim its central role in the
delivery of medicine, to provide the preventive care,
chronic disease management and coordination of
services that is lacking in so many parts of the country.
Primary care doctors can help patients avoid
unnecessary visits to specialists, hospitals and
emergency rooms, thus lowering healthcare costs.‖
Source: Shannon Brownlee (author of Overtreatment) and David Goodman
(Dartmouth Institute for Health Policy and Clinical Practice), ―Doctors No One
Needs,‖ NYTimes/1223.09
 ―In many parts of the country, more
    doctors has simply meant more
doctors, not better access for patients,
 not better communications among a
patient‘s healthcare providers, and not
    better results. The truth is that
  regions with the highest number of
   doctors per capita tend to deliver
 lower quality care at a higher cost.‖
     Source: Shannon Brownlee (author of Overtreatment) and
     David Goodman (Dartmouth Institute for Health Policy and
    Clinical Practice), ―Doctors No One Needs,‖ NYTimes/1223.09
  ―The truth is that
  regions with the
 highest number of
 doctors per capita
tend to deliver lower
   quality care at a
    higher cost.‖
  Source: Shannon Brownlee (author of Overtreatment) and
  David Goodman (Dartmouth Institute for Health Policy and
 Clinical Practice), ―Doctors No One Needs,‖ NYTimes/1223.09
"Thinking is the enemy
 of creativity. It's self-
conscious and anything
self-conscious is lousy.
  You simply must DO
     things.” —Ray Bradbury
   “The scornful
  nostril and the
 high head gather
not the odors that
lie on the track of
    truth.”—George Eliot
   Jungle Jim‘s International
   Market/―shoppertainment‖
        Abt Electronics
            Zabar‘s
Bronner‘s Christmas Wonderland
      Ron Jon Surf Shop
     Junkman‘s Daughter
 Smoky Mountain Knife Works
      Hartville Hardware
  Source: Retail Superstars: Inside the 25 Best
 Independent Stores in America, George Whalin
     ―For Real Globalization, Look at Ancient Rome‖

  “There is nothing new about a global world. We were
living in one 2,000 years ago. … The Roman in the street
   ate bread baked with wheat grown in North Africa or
   Egypt, and fish that had been caught and dried near
  Gibraltar, He cooked with North African oil in pots and
   pans of cooper mined in Spain, ate off dishes fired in
  French kilns, drank wine from Spain or France. … The
    Roman of wealth dressed in garments of wool from
   Miletus or linen from Egypt; his wife wore silks from
      China, adorned herself with diamonds and pearls
    from India, and made up with cosmetics from South
       Arabia. … He lived in a house whose walls were
   covered with colored marble veneer quarried in Asia
      Minor; his furniture was of Indian ebony or teak
    inlaid with African ivory.” —Peter Jones and Lionel Casson,
                      The Spectator, 0524.08
Max Kraus: My best ―walking around‖ story took place many years ago when I was
running Electro-Nite Company. We sold some equipment to a Chinese steel mill that
would help improve their steel quality. This was just after the opening of trade with
China, and we had to plow through massive red tape with the U.S. government, get
the letter of credit, etc. But we finally made the shipment; it went by air, and we
waited to hear if all was well. Unfortunately the next word, in those days by
teletype, was that it did not work.
As a believer in ―walking around‖ sales as well as management [remember Hewlett-
Packard‘s MBWA/Managing By Wandering Around], and also intrigued by the
possibility of a trip to China, I sent a reply saying that we guaranteed our
equipment and that if they would provide a visa for me and an engineer, we would
come to Wuhan at our expense to see the problem. In those days visas were almost
nonexistent, but within twenty-four hours we had a reply accepting our offer. Again,
paperwork took a couple of weeks, but off to China we went.

We were met at the Beijing airport, escorted to our hotel, and offered a car, guide,
and interpreter for three days to see the Wall, Summer Palace, etc.—and then flown
to Wuhan. The steel mill was massive, with over 100,000 workers, and of course a
crowd gathered to see us work on the equipment.
Much to my dismay and embarrassment, the problem turned out to be two long
screws that were causing a short circuit. I removed the screws and told the group
that while I was embarrassed, I hoped that I had demonstrated our commitment to
service and satisfaction. We stayed a week to work with them as they put the
equipment in service.

I could go on with more stories of our visit. But the bottom line was that I made
several subsequent trips, enjoyed good business and many ―Chinese Banquets‖ for
a number of years. ―Walking around‖ does work!
   ―Keep a short
 enemies list. One
enemy can do more
 damage than the
  good done by a
 hundred friends.‖
  —Bill Walsh (from The Score Takes Care of Itself)
  “No man ever
  became great
 except through
 many and great
mistakes.”                   —William Gladstone (from
  Timeless Wisdom, compiled by Gary Fenchuk)
―Swimmers and colleagues remember a man
  of almost boundless energy and passion,
pointing to his preternatural cheerfulness at
              6A.M. practices.‖
       —Stanford magazine, on Richard Quick,
   women‘s swimming coach (13 NCAA championships,
     the Olympic teams he coached won 59 medals)



―He‘d look you in the eye and tell you that you
could do it. He was so genuine and passionate
    that you‘d start to believe it yourself.‖
   —Jessica Foschi, All American and NCAA champion
  “Managers have lost dignity over the
 past decade in the face of wide spread
  institutional breakdown of trust and
   self-policing in business. To regain
society‟s trust, we believe that business
leaders must embrace a way of looking
   at their role that goes beyond their
  responsibility to the shareholders to
       include a civic and personal
       commitment to their duty as
    institutional custodians. In other
   words, it is time that management
 became a profession.” —Rakesh Khurana & Niin
 Nohria, ―It‘s Time To Make Management a True Profession,‖
                          HBR/10.08
 “If I had said „yes‟ to all
   the projects I turned
 down and „no‟ to all the
   ones I took, it would
  have worked out about
the same.” —Hollywood studio senior exec
 to William Goldman (from The Drunkards Walk: How
 Randomness Rules Our Lives, by Leonard Mlodinow)
 “All models are
wrong, but some
are useful.”
           —George E.P. Box
The end.

				
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