HRMASTER102604（英文PPT594页）

HRmasterTomPeters/HR.com/10.26.2004TomPeters’Re-Imagine!BusinessExcellenceinaDisruptiveAgeHR.com/Phoenix/26October2004Slidesat…tompeters.comRe-imagine!Summer2004:NotYourFather’sWorldI.InternationalHeraldTribune/09.13.2004:p.1/600foreignR&DlabsinChina,200newperyear60,000**NewfactoriesinChinaopenedbyforeigners/2000-2003/EdwardGresser,ProgressivePolicyInstitute/WallStreetJournal09.27.04“ReutersPlansToTripleJobsatSiteInIndia”—Headline/NewYorkTimes/WorldBusiness/10.08.04/10%oftotalworkforceinBangaloreby2006Level5(top)ranking/CarnegieMellonSoftwareEngineeringInstitute:35of70companiesinworldarefromIndiaSource:Wired/02.04Re-imagine!Summer2004:NotYourFather’sWorldII.“Afocusoncost-cuttingandefficiencyhashelpedmanyorganizationsweatherthedownturn,butthisapproachwillultimatelyrenderthemobsolete.Onlytheconstantpursuitofinnovationcanensurelong-termsuccess.”—DanielMuzyka,Dean,SauderSchoolofBusiness,UnivofBritishColumbia(FT/09.17.04)“We’renowenteringanewphaseofbusinesswherethegroupwillbeafranchisingandmanagementcompanywherebrandmanagementiscentral.”—DavidWebster,Chairman,InterContinentalHotelsGroup“InterContinentalwillnowhavefarmoretodowithbrandownershipthanhotelownership.”—JamesDawsonofCharlesStanley(brokerage)Source:InternationalHeraldTribune,09.16,onthesackingofCEORichardNorth,whoseentirebackgroundisinfinanceMyStory.ACoherentStory:Context-Solution-BedrockContext1:IntensePressures(China/Tech/Competition)Context2:Painful/PitifulAdjustment(Slow,Incremental,Mergers)Solution1:NewOrganization(Technology,Web+Revolution,Virtual-“BestSourcing,”“PSF”“nugget”)Solution2:NoOption:Value-addedStrategy(Services-Solutions-Experiences-DreamFulfillment“Ladder”)Solution3:“Aesthetic”“VA”Capstone(Design-Brands)Solution4:NewMarkets(Women,ThirdAge)Bedrock1:Innovation(NewWork,Speed,Weird,Revolution)Bedrock2:Talent(Best,Creative,Entrepreneurial,Schools)Bedrock3:Leadership(Passion,Bravado,Energy,Speed)1.Re-imagineEverything:AllBetsAreOff.JobsNewTechnologyGlobalizationSecurity“IncomeConfersNoImmunityasJobsMigrate”—Headline/USAToday/02.04“OneSingaporeanworkercostsasmuchas…3…inMalaysia8…inThailand13…inChina18…inIndia.”Source:TheStraitsTimes/08.18.03“Thaksinomics”(afterThaksinShinawatra,PM)/“BangkokFashionCity”/“managedassetreflation”(addtobrandvalueofThaitextilesbydemonstratingflairanddesignexcellence)Source:TheStraitsTimes/03.04.2004E.g.…JeffImmelt:75%of“admin,backroom,finance”“digitalized”inyears.Source:BW(01.28.02)“Asia’sriseistheeconomiceventofourage.Shoulditproceedasithasoverthelastfewdecades,itwillbringthetwocenturiesofglobaldominationbyEuropeand,subsequently,itsgiantNorthAmericanoffshoottoanend.”—FinancialTimes(09.22.2003)“Thisisadangerousworldanditisgoingtobecomemoredangerous.”“Wemaynotbeinterestedinchaosbutchaosisinterestedinus.”Source:RobertCooper,TheBreakingofNations:OrderandChaosintheTwenty-firstCentury2.Re-imaginePermanence:TheEmperorHasNoClothes!Forbes100from1917to1987:39membersoftheClassof’17werealivein’87;18in’87F100;18F100“survivors”underperformedthemarketby20%;just2(2%),GE&Kodak,outperformedthemarket1917to1987.S&P500from1957to1997:74membersoftheClassof’57werealivein’97;12(2.4%)of500outperformedthemarketfrom1957to1997.Source:DickFoster&SarahKaplan,CreativeDestruction:WhyCompaniesThatAreBuilttoLastUnderperformtheMarket“Goodmanagementwasthemostpowerfulreason[leadingfirms]failedtostayatoptheirindustries.Preciselybecausethesefirmslistenedtotheircustomers,investedaggressivelyintechnologiesthatwouldprovidetheircustomersmoreandbetterproductsofthesorttheywanted,andbecausetheycarefullystudiedmarkettrendsandsystematicallyallocatedinvestmentcapitaltoinnovationsthatpromisedthebestreturns,theylosttheirpositionsofleadership.”ClaytonChristensen,TheInnovator’sDilemma3.Re-imagineOrganizingI:IS/ITLeadsthe(Virtual)Way!Productivity!McKesson2002-2003:Revenue…+$7BEmployees…+500Source:USAToday/06.14.04“Don’townnothin’ifyoucanhelpit.Ifyoucan,rentyourshoes.”F.G.Ford:“Vehiclebrandowner”(“design,engineer,andmarket,butnotactuallymake”)Source:TheCompany,JohnMicklethwait&AdrianWooldridge07.04/TPInNagano…Revenue:$10BFTE:1**MaybeNot“outsourcing”Not“offshoring”Not“nearshoring”Not“insourcing”but…“BestSourcing”4.Re-imaginetheOrganizingII:TheProfessionalServiceFirm(“PSF”)Imperative.Sarah:“Papa,whatdoyoudo?”Papa:“I’m‘overhead.’”Sarah:“Daddy,whatdoyoudo?”Papa:“Imanagea‘costcenter.’”Sarah:“Daddy,whatdoyoudo?”Papa:“I’ma‘bureaucrat.’”Answer:PSF![ProfessionalServiceFirm]DepartmentHeadto…ManagingPartner,Finance[IS,etc.]Inc.“Typicallyinamortgagecompanyorfinancialservicescompany,‘riskmanagement’isanoverhead,notarevenuecenter.We’vebecomemorethanthat.Wepayforourselves,andweactuallymakemoneyforthecompany.”—FrankEichorn,DirectorofCreditRiskDataManagementGroup,WellsFargoHomeMortgage(Source:sas.com)EichorningMantra:“Eichornit!”EichorningMantra:“We’reEichorning”5.Re-imagineBusiness’BasicValueProposition:PSFsUnbound/The“SolutionsImperative.”“The‘surplussociety’hasasurplusofsimilarcompanies,employingsimilarpeople,withsimilareducationalbackgrounds,comingupwithsimilarideas,producingsimila