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Regional Workforce

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Title: PowerPoint Presentation Author: Boyd Clarke Last modified by: Boyd Clarke Created Date: 10/24/2002 5:11:13 PM Document presentation format – PowerPoint PPT presentation

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Title: Regional Workforce


1
Regional Workforce Development Summit 2002
2
The 4th information revolution . . .
  • 3000 BC Mesopotamia
  • 1300 BC China
  • 1450 AD Germany

3
Renaissance
4
(No Transcript)
5
We are in the middle of a 15 year process the
will eliminate or dramatically change ninety
percent of all white collar jobs.
Leadership!
6
1 day in 2001 Years trade in 1949, global
calls in 1984. Source Charles Handy, The
Elephant and the Flea
7
Uncertainty We dont know when things will get
back to normal.Ambiguity We no longer know
what normal means.
8
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil
9
E-DMV Retinal Scan ID Eye Test License Vending
10
(No Transcript)
11
We Are In A Brawl With No Rules!
12
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically.Peter Drucker,
Business 2.0 (08.00)
13
Theres going to be a fundamental change in
the global economy unlike anything we have had
since the cavemen began bartering.Arnold
Baker, Chief Economist, Sandia National
Laboratory
14
It used to be that the big ate the small. Now
the fast eat the slow.Geoff Yang, IVP/
(Institutional Venture Partners)
15
White-collar Revolution
16
Technology Vs Social Systems
17
OK . . . Enough!, So What do I Do
18
Leverage
19
Bench Strength
20
VenturersWanted!
21
(No Transcript)
22
Whats in the shortest supply now are great
teams led by great leaders. John Doer, venture
capitalist
23
Characteristics of an Admired Leader
_____ Ambitious _____ Broad-minded _____ Caring __
___ Competent _____ Cooperative _____ Courageous _
____ Dependable _____ Determined _____ Fair-minded
_____ Forward-looking
_____ Honest _____ Imaginative _____ Independent _
____ Inspiring _____ Intelligent _____ Loyal _____
Mature _____ Self-controlled _____ Straightforwar
d _____ Supportive
24
Characteristics of an Admired Leader
13 Ambitious 40 Broad-minded 23 Caring
63 Competent 28 Cooperative 29
Courageous 32 Dependable 17 Determined
49 Fair-minded 75 Forward-looking
88 Honest 28 Imaginative 5 Independent
68 Inspiring 40 Intelligent 11 Loyal 13
Mature 5 Self-controlled 33
Straightforward 41 Supportive
25
Characteristics of an Admired Leader
  • Honest
  • Forward-looking
  • Inspiring
  • Competent

26
Characteristics of an Admired Leader
  • Trustworthiness
  • Expertise
  • Dynamism

27
70,000
Projects
28
Alignment
29
  1. Understand
  2. Agree
  3. Care
  4. Take appropriate action

Four fatal assumptions.
30
The biggest problem . . .
The biggest problem with leadership communication
is the illusion that it has occurred.
31
CIO Magazine

The State of the CIO Report Survey of 500 CIOs
and CTOs
32
The State of the CIO
The personal skills most important for CIO success
70 58 46 31 19 17 10
Effective Communication Understand Business
Process and Ops. Strategic Thinking and
Planning Thorough knowledge of technical
options Negotiations skills Ability to
influence/salesmanship Technical proficiency
CIO Magazine Research The State of the CIO,
2002-2003
33
"Of all management problems, at least 60 are
the result of faulty communication.
Peter Drucker
34
Leaders must communicate a million complicated
things when they fail to communicate a few simple
profound ones.
35
WOW Projects!
36
. . . miles of slack in the system
37
The high-impact project is the gem . . . the
nugget . . . the fundamental atomic particle
from which the new white collar world will be
constructed and/or reconstructed. Projects
should be, well, WOW! Tom Peters
The Project 50
38
  • The Reframe
  • Small ideas get Bigger
  • Quick Prototyping
  • Slow results get Faster

WOW! Project Nuggets
39
  • The Reframe
  • Small ideas get Bigger

WOW! Project Nuggets
40
Rule 1Never accept an assignment as is.
41
The problem is never how to get new, innovative
thoughts into your mind, but how to get old ones
out. Dee Hock
42
Do you have a to dont list?
43
  • Quick Prototyping
  • Slow results get Faster

WOW! Project Nuggets
44
WOW!Projects
45
BIBO
46
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, coming up with similar
ideas, producing similar things, with similar
prices and similar quality.Kjell Nordstrom
and Jonas Ridderstrale, Funky Business
47
Once an enterprise understands what the brand is
all about, it gives direction to the whole
enterprise. You know what products/services
you're supposed to make and not make. You know
how you're supposed to answer your telephone. You
know how you're supposed to package things. It
gives a set of principles to an entire
enterprise. Shelley Lazarus, Chairman Ogilvy
and Mather
48
companies that get it
49
What does Harley Davidson sell?
50
(No Transcript)
51
What we sell is the ability for a 43-year-old
accountant to dress in black leather, ride
through small towns and have people be afraid of
him.Harley exec, quoted in Results-based
Leadership
52
(No Transcript)
53
Jack Welch
Question What is the primary difference between
the top 20 and the middle 70.
Answer Passion, they care more, they want to
win more. Passion. Its always the difference.
Passion
54
In Chess What Makes a Grand Master?
IQ? Spatial Reasoning Ability? . . . .
passion
55
there is no chance, no fate no destinythat can
circumvent, hinder or controlthe firm resolve of
a determined soul Ella Wheeler Wilcox
56
www.tompeters.com boydclarke_at_tompeters.com
2002
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