Step Out Or Get Stepped On（英文版）.ppt

1、StepOut OrGetSteppedOn! TomPeters/11.01.2004,Step Out Or Get Stepped On!,“The decline of brands doesnt mean that making a better gizmo no longer mattersoffering genuinely innovative products is, more than ever, the best way to capture market share. But savvy consumers are no longer wiling to pay a h

2、igh premium for an otherwise identical product because it has a fancy nameplate.” James Suroweicki/Wired/11.04,“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation c

3、an ensure long-term success.” Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04),Mr. Jeffersons “Moonstruck Mind”,“the wildest chimera of a moonstruck mind” The Federalist on Jeffersons Louisiana Purchase,Niels Bohr to Wolfgang Pauli: “We all agree your theory is

4、crazy. The question, which divides us, is whether it is crazy enough.”,Context: A Sorry Record,Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE 12 (2.4%) of 500 outperformed the market fr

5、om 1957 to 1997.Source: Dick Foster tumble preceded Vioxx) Uh Microsoft. (“Microsofts stock price is no higher today than it was in 1998.”) “It is not clear there is such a thing as a Blue Chip,” Shawn Kravetz, president of Boston-based hedge fund Esplanade Capital, told Stein. “Kravetzs point is a

6、serious one,” Stein continues. “Greatness is not permanent. This process of creative destruction isnt new. But with the world moving ever faster, and with competition on steroids, the quaint notion of buying and holding is hopelessly out of step.”,“Good management was the most powerful reason leadin

7、g firms failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allo

8、cated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovators Dilemma,Normal = Nothing,“The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, comin

9、g up with similar ideas, producing similar things, with similar prices and similar quality.”Kjell Nordstrm and Jonas Ridderstrle, Funky Business,Funky Business: “To succeed we must stop being so goddamn normal. In a winner-takes-all world, normal = nothing.”,“When we did it right it was still pretty

10、 ordinary.”Barry Gibbons on “Nightmare No. 1”,“While everything may be better, it is also increasingly the same.”Paul Goldberger on retail, “The Sameness of Things,” The New York Times,“Brands have run out of juice. Theyre dead.” Kevin Roberts/Saatchi & Saatchi,Biz “Strategy” Rule #1 Dont even think

11、 about competing with Wal*Mart on price or China on cost!,Beyond Compare!,“You do not merely want to be the best of the best. You want to be considered the only ones who do what you do.”Jerry Garcia,“A great company is defined by the fact that it is not compared to its peers.”Phil Purcell, Morgan St

12、anley,“Success means never letting the competition define you. Instead you have to define yourself based on a point of view you care deeply about.” Tom Chappell, Toms of Maine,“Lets make a dent in the universe.” Steve Jobs,Richard Bransons stated hurdles for any new Virgin product or service: best q

13、uality, good value, innovative, challenge existing alternatives, sense of fun or cheekiness,Sir Richards Rules:Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune/10.03,Kevin Roberts Credo1. Ready. Fire! Aim.2. If it aint broke . Break it!3. Hi

14、re crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow . or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10. Avoid moderation!,Re-imagine General Electric“Welch was to a large degree a growth-by-acquisition man. In the late 90s, Immelt says, we became bus

15、iness traders, not business growers. Today organic growth is absolutely the biggest task of everyone of our companies. If we dont hit our organic growth targets, people are not going to get paid. Immelt has staked GEs future growth on the force that guided the company at its birth and for much of it

16、s history: breathtaking, mind-blowing, world-rattling technological innovation.” “GE Sees the Light”/Business 2.0/July 2004,1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 3 or 4/“One Great Thing.” Source #1: Personal Passion)2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)3RD Law: DRAMATIC DIF

17、FERENCE (Execs Dont Get It: See the next slide.)Source: Jump Start Your Business Brain, Doug Hall,2 Questions:“How likely are you to purchase this new product or service?” (95% to 100% weighting by execs)“How unique is this new product or service?” (0% to 5%*)*No exceptions in 20 years Doug Hall, Ju

18、mp Start Your Business Brain,Dream On,The Marketing of Dreams (Dreamketing)Dreamketing: Touching the clients dreams.Dreamketing: The art of telling stories and entertaining.Dreamketing: Promote the dream, not the product.Dreamketing: Build the brand around the main dream.Dreamketing: Build the “buzz

19、,” the “hype,” the “cult.”Source: Gian Luigi Longinotti-Buitoni,Building the Creative OrganizationChoose a creator: The cultural leader who gives the company an aesthetic point of view.Hire eclectically: Hire collaborators with different cultures and past histories in order to balance rigor with emo

20、tion.Prepare vertically: Develop a rigorous understanding of the product and the client.Develop horizontally: Promote curiosity in unrelated disciplines.Lead emotionally: Engender passionate dedication through vision and freedom.Build for the long haul: Creativity requires a lifetime commitment.Sour

21、ce: Gian Luigi Longinotti-Buitoni,“The sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the co

22、mputer. We stand facing the fifth kind of society: the Dream Society. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services.” Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transfo

23、rm Your Business,Experience Ladder/TPDreams Come True Awesome ExperiencesSolutionsServicesGoodsRaw Materials,Kevin Roberts*: Lovemarks!*CEO/Saatchi & Saatchi,“When I first suggested that Love was the way to transform business, grown CEOs blushed and slid down behind annual accounts. But I kept at th

24、em. I knew it was Love that was missing. I knew that Love was the only way to ante up the emotional temperature and create the new kinds of relationships brands needed. I knew that Love was the only way business could respond to the rapid shift in control to consumers.” Kevin Roberts/Lovemarks,“Appl

25、e opposes, IBM solves, Nike exhorts, Virgin enlightens, Sony dreams, Benetton protests. Brands are not nouns but verbs.”Source: Jean-Marie Dru Disruption,“The good 10 percent of American product design comes out of big-idea companies that dont believe in talking to the customer. Theyre run by passio

26、nate maniacs who make everybodys life miserable until they get what they want.”Bran Ferren, Applied Minds/Wired 1-2001,Rules of “Radical Marketing”Love + Respect Your Customers!Hire only Passionate Missionaries!Create a Community of Customers!Celebrate Craziness!Be insanely True to the Brand!Sam Hil

27、l & Glenn Rifkin, Radical Marketing (e.g., Harley, Virgin, The Dead, HBS, NBA),Cirque du Soleil!,Infosys/Planet-warping Aspirations “By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have b

28、ecome the leaders, and incumbents IBM, Accenture are followers, forever playing catch-up. However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced

29、 the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the

30、 game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future.”Narayana Murthy, chairmans letter, Infosys Annual Report 2003,WHAT CAN BROWN DO FOR YOU?,Weird Wins!,FLASH: Inn

31、ovation is easy!,Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees,THINK WEIRD: The High Standard Deviation Enterprise.,“If you wo

32、rship at the throne of the voice of the customer, youll get only incremental advances.”Joseph Morone, President, Bentley College,“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” W. Chan Kim & Ren Mauborgne, “Think for Yourself Stop Copying a Rival,

33、” Financial Times/08.11.03,“The short road to ruin is to emulate the methods of your adversary.” Winston Churchill,“This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else w

34、hos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) a

35、nd Nintendo (marketing the same Game Boy 14 years in a row)? Its like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. Superfast or superslow. Very exclusive or very cheap.

36、 Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it.” Seth Godin, Fast Company/02.2003,Ways to Raise

37、a Purple CowThink small. One vestige of the TV-industrial complex is a need to think mass. If it doesnt appeal to everyone, the thinking goes, its not worth it. Think of the smallest conceivable marketand describe a product that overwhelms it with remarkability. Go from there.Source: Seth Godin, Fas

38、t Company (02.2003),“ Giant projects contain within them the almost certain seeds of mediocrity. The very fact of their size causes constant scrutiny and thence political interference. Such oversight drains the passion of the champions and risksto the point of certaintyfatal dumbing down and thence

39、loss of the very distinction and quirkiness sought in the first place.”Exec, Hollywood,Innovation! NOTImitation,Employees: “Are there enough weird people in the lab these days?”V. Chmn., pharmaceutical house, to a lab director,“If there is nothing very special about your work, no matter how hard you

40、 apply yourself, you wont get noticed, and that increasingly means you wont get paid much either.”Michael Goldhaber, Wired,Why Do I love Freaks? (1) Because when Anything Interesting happens it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.)

41、 (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky timessee immediately above

42、.) (5) Freaks are the only (ONLY) ones who succeedas in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of usand our organizationsare in ruts. Make that chasms.),Deviants, Inc. “Deviance tells the stor

43、y of every mass market ever created. What starts out weird and dangerous becomes Americas next big corporate payday. So are you looking for the next mass market idea? Its out there way out there.”Source: Ryan Matthews & Watts Wacker, Fast Company (03.02),“The Bottleneck is at the Top of the Bottle”“

44、Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top!” Gary Hamel, “Strategy or Revolution”/ Harvard Business Review,WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organization

45、al code). (1.5) Hire people who make you uncomfortable, even those you dislike. (2) Hire people you (probably) dont need. (3) Use job interviews to get ideas, not to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6)

46、Reward success and failure, punish inaction. (7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who ju

47、st wants to talk about money. (10) Dont try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your companys success. Bob Sutton, Weird Ideas That Work: 11 Ideas for Promoting, Managing, and Sustaining Innovation,Advice to Corporate Leader

48、s: “Consider the metaphor of the windmill: You can harness raw power but you cant control it. Hire artists, clowns, or other disrupters to come in and challenge your corporate environment. Hire a corporate anthropologist to analyze how tolerant your organization is of deviants and other innovators.

49、Once the anthropologist leaves, hire a shaman to drive out the evil spirits of conformity. ”Source: Ryan Matthews & Watts Wacker, Fast Company (03.02),Measure “Strangeness”/Portfolio QualityStaffConsultantsBoardVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors

50、 (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/ITHQ LocationLunch MatesLanguage,Innovation Index: How many of your Top 5 Strategic Initiatives score 7 or higher (out of 10) on a “Weirdness/Profundity Scale”?,“Its no longer enough to be a change agent. You mu

51、st be a change insurgentprovoking, prodding, warning everyone in sight that complacency is death.” Bob Reich,Create a Cause,G.H.: “Create a cause, not a business. ”,“Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: Who do

52、we intend to be? Not What are we going to do? but Who do we intend to be?” Max De Pree, Herman Miller,“Vision is a love affair with an idea.” Boyd Clarke & Ron Crossland, The Leaders Voice,“Dreams are ideas with passion.” Phil Harkins & Keith Hollihan, Everybody Wins (the RE/MAX story),Organizing Ge

53、nius / Warren Bennis and Patricia Ward Biederman“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”,Yes!“free to do his or her absolute best” “allow its members to discover their greatness.”,“Astonish me!” / S.D.“Build something great!” / H.Y.“Immortal!” / D.O.,Only the Insane Need Apply!,“Im looking for insane commitment.” Twyla Tharp, The Creative