Tom peters on implementation 09 April 2008


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Tom peters on implementation 09 April 2008


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The “Have you …” 50



“Mapping your competitive position” or …









1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY?





I posted this at tompeters.com on New Year’s Eve 2007.





UniCredit Group/ UniCredito Italiano* ** —3rd party measurement —Customer-initiated measurement —Primary $$$$ incentives —“Factories” —Primary Corporate Initiative —Etc *#13 **TP/#1



The director of staff services at the giant financial services firm, UniCredit Group, installed the most thorough internal customer satisfaction measures scheme I have seen—with exceptional rewards for those who make the grade with their internal customers.





You = Your calendar* *Calendars never lie



All we have is our time. The way we spend our time is our priorities, is our “strategy.” Your calendar knows what you really care about. Do you?













Job One.



“You must care.” —General Melvin Zais



“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay



The magic number 25. Mbwa. Calendars never lie. Excellence. Always. Tom Peters/0709.07



25



Though his empire is enormous, and his executive team strong, Starbucks founder Howard Schultz still … religiously … visits at least 25 S’bucks shops … per week! “Regardless of our size,” he told me, “we still sell it one-cup-at-a-time, one customer-at-a-time, one server-at- a-time. I need to see it and touch it and feel it.”



MBWA* *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick)



When Bob Waterman and I wrote In Search of Excellence in 1982, business was “by the numbers”—and the Americans were struggling (to put it mildly) with hands on, tactile stuff, like Japanese quality. Then, at Hewlett Packard, we were introduced to the famed “HP Way,” the centerpiece of which was in-touch management. HP had a term for this … MBWA. (Managing By Wandering Around.) Bob and I fell in immediate love. Not only was the idea per se important and cool, but it symbolized everything we were coming to cherish—enterprises where bosses-leaders were in immediate touch with and emotionally attached to workers, customers, the product. The idea is as important or more important in fast-paced 2007 as it was in 1982.



“20-minute rule” —Craig Johnson/30 yrs



Craig Johnson, a famed Venture Capitalist for three decades … refuses to invest in companies that are more than a 20-minute drive from his office. To guide them through the serpentine path ahead, he insists that he must be in constant touch as banker, advisor, friend.



>70* *Hank Paulson, China visits, Fortune 1127.06



China is clearly our most important economic partner. Our dialog with China was not what it might have been when Hank Paulson took over as Secretary of the Treasury. Immediate improvement occurred for numerous reasons, not least of which were Paulson’s SEVENTY TRIPS to China while at Goldman Sachs.



“I call 60 CEOs [in the first week of the year] to wish them happy New Year. …” —Hank Paulson, former CEO, Goldman Sachs Source: Fortune, “Secrets of Greatness,” 0320.05



MBWA, Grameen Style! “Conventional banks ask their clients to come to their office. It’s a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials.” Source: Muhammad Yunus, Banker to the Poor





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