Aucune remarque pour cette diapositive
Theme du rdv : Plus competitif, plus productif, mieux saisir les opportunités.
Pourquoi ce sujet et quel rapport avec competitivité et performance ?
Deloitte survey 2014 global human
Competition de plus en plus accrue et aggressive, parts de marché reduites, comment se battre, comment maintenir la croissance, comment rester competitif dans cette nouvelle ere ?
Avancees technologiques et NTIC impactent les consommateurs et les marchés
Globalisation et Internationalisation
The age of speed, lean
Ready to fight or die…
You might end up this way
Solution = strategic leadership for the company and develop the leadership attitude within the exec and the staff
What to do ?
Devenir de meilleurs leaders pour construire ou faire croitre de meilleures entreprises
Impact du leardership: innovation, creativite, competitivite, performance, …
Il est temps de mettre notre Leadership en action avant que les competiteurs ne le fassent !
Leadership, effet de mode ou necessité ?
Idees recues à propos du leadership. On parle sans cesse de leadership sans avoir une reelle definition claire et precise.
2 definitions dont Boltansky et Thevenot.
Leadership n’est pas lié à
l’education / les etudes
Le leadership n’est pas inné, on ne nait pas avec.
Le leadership est acquis une seule fois et ne demande pas de travail supplementaire / additionnel.
L’echec est le fondement de la reussite. Lao Tseu
Imagine if Louis Armstrong never picked up a trumpet because he was scared he wouldn’t be
perfect at the beginning. What if Stephen King didn’t pick up a pen because he wasn’t sure when you use “who” or
“whom”? Everyone who is great at something started out not knowing anything. Sure some people have raw talent,
but there are more experts in the world who started with nothing than there are those with natural ability.
Stephen King had 18 novels rejected before he sold his first book.
Bill Gates dropped out of Harvard.
Abraham Lincoln had only five years of education and lost twelve elections before becoming president.
Teachers of Isaac Newton thought he was mentally “slow”.
Thomas Edison created 9,000 failed versions of a lightbulb before figuring out a model that worked.
Michael Jordan was cut from his high school basketball team for “lack of skill”.
Walt Disney’s first cartoon production company (started in his garage) went bankrupt. The Disney
corporation has annual revenues of 30 billion dollars.
Winston Churchill failed 6th grade.
Stephen Spielburg dropped out of junior high. When he returned, he was put in a “special needs” class. He
lasted a month and then dropped out forever.
As a child, Albert Einstein’s parents thought him mentally retarded.
Henry Ford’s first two automotive companies failed.
Soichiro Honda (founder of Honda) was repeatedly turned down for engineering jobs at Toyota.
Some of the most successful people in the world started with nothing and have, over time, changed the corporate
landscape of the world. Anything is possible when a person is committed and refuses to accept failure.
As my friend was passing the elephants, he suddenly stopped, confused by the fact that these huge creatures were being held by only a small rope tied to their front leg. No chains, no cages. It was obvious that the elephants could, at anytime, break away from the ropes they were tied to but for some reason, they did not. My friend saw a trainer nearby and asked why these beautiful, magnificent animals just stood there and made no attempt to get away.
"Well," he said, "when they are very young and much smaller we use the same size rope to tie them and, at that age, it's enough to hold them. As they grow up, they are conditioned to believe they cannot break away. They believe the rope can still hold them, so they never try to break free." My friend was amazed. These animals could at any time break free from their bonds but because they believed they couldn't, they were stuck right where they were.
Like the elephants, how many of us go through life hanging onto a belief that we cannot do something, simply because we failed at it once before? How many of us refuse to attempt something new and challenging because of our so-called MINDSET?
How many here have a big picture of what needs to be achieved?
What’s that big picture ?
What are the measurables ?
How often do you revisit the big picture ?
Do others know what is your big pictre and what you are tryning to accomplish ?
Tame the elephant ?
They say I dream too big, I say they think too small!
Perseverance, audace, se defaire de ses peurs ou les transformer en avantages, etc…
Vision, ambition, clareté de penser, passion, intuition, ….
Challenge le status quo, rules by your own rules, be different, be prepared, never take no as an answer, stay foolish, stay hungry, remove barriers, never give up, never quit …
Sochiro Honda = take risks and fail, fail 100 times as long as you succeed once – Principal of trial and error (orange Honda Accord)
Edison I never failed, it just didn’t work a 1000 times.
Leur leadership a fait une difference, a construit ou reconstruit des geants de l’industrie parce qu’ils ont osé agir, penser differemment.
Sortir de l’océan rouge ensanglanté par la concurrence, en inventant des
nouveaux business model, en créant de nouveaux produits et services,
et recherchant de nouveaux mode de distribution.
Pioneer, grasp the opportunity, revolutionize the world of book selling
Jeff Bezos, Founder of Amazon.com BY JOSH SPIRO
Jeff Bezos is an e-commerce pioneer who started Amazon.com to sell books, and expanded into just about everything else.
Jeff Bezos is one of the founding fathers of e-commerce, and part of a select group of entrepreneurs in that field who managed to survive the dot-com bubble without losing control of their companies. Today, his business, Amazon.com, is an Internet goliath that sells everything from books to laptops to gift baskets. Most recently, the company has acquired Zappos, the online shoe retailer, and unveiled the Kindle, the first e-reader to become a breakout hit. This risky move into consumer electronics shows that Jeff Bezos, having pioneered online retail, is not yet ready to give up the pursuit of innovation.
Bezos' mother gave birth to him while she was still in her teens and his stepfather left Cuba for the U.S. at age 15. Growing up in Albuquerque, New Mexico, and later Houston, Texas, Bezos was technically precocious; by one account he disassembled his crib with a screwdriver as a toddler. He graduated from science experiments in his parents' garage, to a computer science degree at Princeton, to a successful Wall Street career. But Bezos wouldn't be a household name if, in 1994, he hadn't noticed the Internet's potential for commerce and abandoned a well-paying job at the investment firm D. E. Shaw, to return to the garage and launch Amazon.
After inviting 300 friends and acquaintances to test his creation, Bezos took the site live and, within a month, the company had sold books in all 50 states and in 45 countries. Within two months, sales topped $20,000 a week. As Amazon's growth accelerated, however, skeptics expected that brick-and-mortar retailers like Barnes & Noble or Borders would soon shoulder the young start-up out of the online book market. Others said the company was burning through its cash too quickly. But Bezos did not back down. 'We're going to be unprofitable for a long time. And that's our strategy,' Bezos told Inc. in 1997.
The doom-and-gloom predictions turned out to be wrong. Amazon earned its first full-year profit in 2003 and, by 2008, the company's revenue had reached $4 billion. The company succeeded in large part because it quickly embraced e-commerce innovations that improved its customer experience. Such standard operating procedures one-click shopping, e-mail verification of orders, and customer product reviews were not on the radar until Amazon adopted them.
As if that wasn't enough, Bezos has made venture capital a side project for Amazon, investing millions of dollars with varying success in start-ups such as Talk Market, a video shopping site; Foodista, which is a user-edited cooking encyclopedia; and the infamous dot-com casualty Pets.com. On the side, he also created an entirely separate company called Blue Origin, which aims to devise the technology for commercial space flight.
Bezos has joked modestly that the success of Amazon was due half to luck, half to timing, and the rest was attributable to brains. In truth, the passion he brings to his business is what sets him apart. 'One of the huge mistakes people make is that they try to force an interest on themselves. If you're really interested in software and computer science, you should focus on that,' Bezos told Inc. in 2004. 'But if you're really interested in medicine, and you decide you're going to become an Internet entrepreneur because it looks like everybody else is doing well, then that's probably not going to work. You don't choose your passions, your passions choose you.'
Think differently, vision 360, the healthy route of a pop brand
She played lead guitar in an all-women rock band in her hometown of Madras, India. She was a cricket player in college. She sang karaoke at corporate gatherings. Today, Indra Nooyi presides over 185,000 employees in nearly 200 countries as the chief executive of PepsiCo. And she still performs on stage at company functions.
Nooyi came to the United States in 1978 at age 23 to earn her M.B.A. at Yale, where she worked as a dorm receptionist—opting for the graveyard shift because it paid an extra 50 cents per hour. Her parents had told her she was out of her mind and should have stayed in India and gotten married. "I always had this urge, this desire, this passion," she once explained, to "settle in the United States," where she is now the married mother of two daughters.
When Nooyi joined PepsiCo in 1994, it was as the company's chief strategist. From the start, she helped executives make some tough decisions. Seeing less future in fast food, she moved the company to shed KFC, Pizza Hut, and Taco Bell in 1997. Betting instead on beverages and packaged food, she helped engineer a$3 billion acquisition of Tropicana in 1998 and a $14 billion takeover in 2001 of Quaker Oats, maker of Gatorade. The moves proved prescient choices. Company earnings soared, and so, too, did her stature.
By 2006, Nooyi was one of just two finalists to succeed CEO Steven Reinemund as leader of one of the world's best-known brands. After getting the nod, Nooyi flew to visit the other contender. "Tell me whatever I need to do to keep you," she implored. They had worked together for years, both loved music, and Nooyi was persuasive, offering to boost her competitor's compensation to nearly match her own. He agreed to serve as her right-hand man, creating her version of a team of rivals.
A caring CEO. Though raised on cricket, she has become an expert on New York Yankees statistics and Chicago Bulls teamwork. Nooyi is a master of substance, knowing PepsiCo's product lines and financial metrics in depth. But former CEO Reinemund, now the dean of business schools at Wake Forest University, has also noted that she is "a deeply caring person" who "can relate to people from the boardroom to the front line."
As CEO, she has continued to pursue her unusual, and tremendously ambitious, vision for reinventing PepsiCo. She is trying to take the company from snack food to health food, from caffeine colas to fruit juices, and from shareholder value to sustainable enterprise. In doing so, Nooyi is attempting to move beyond the historic trade-off between profits and people. Captured in her artful mantra—"Performance with purpose"—she wants to give Wall Street what it wants but also, the planet what it needs. "It doesn't mean subtracting from the bottom line," she explained in a 2007 speech, but rather "that we bring together what is good for business with what is good for the world."
By 2010, Nooyi has pledged, half of the firm's U.S. revenue will come from healthful products such as low-cal Gatorade and high-fiber oatmeal. The company will eschew fossil fuels in favor of wind and solar. It will campaign against obesity.
This is, clearly, not business as usual. "People these days are bringing their principles to their purchasing," she said in the same speech. "We, in return, are bringing a purpose to our performance." If Nooyi can produce both wholesome foods and dependable profits, PepsiCo's future may be safe.
Yet fresh challenges to Nooyi's leadership abound, including the spiraling costs of commodities like cooking oil that go into the company's products; rising public aversion to bottled water, such as PepsiCo's Aquafina brand; and slowing consumer spending in all categories. The long-simmering cola wars could always flare up again.
But assuming Nooyi continues to combine performance and purpose at PepsiCo—and to offer melodies at company retreats—an even larger personal calling may lie ahead. With annual revenue of $39 billion, the enterprise Nooyi leads is as large as many federal agencies, and moving to run one of those agencies could be her next venture. "After PepsiCo, I do want to go to Washington," she has said. "I want to give back.
Don’t take no as an answer, create a strong company culture and customer experience
Howard Schultz grew up in a Brooklyn housing project. When he was 7, his dad, a cloth diaper delivery driver, fell on the job and had no insurance or salary. Schultz got a football scholarship from Northern Michigan and was the first in his family to graduate from college. He later moved back to New York to sell kitchen equipment and housewares for a Swedish company before landing a marketing gig at a small coffee bean store called Starbucks. He traveled to Italy and was inspired to open an espresso bar in the U.S. His Starbucks bosses said no, so he started a rival store in 1985, making his java with Starbucks beans. He bought Starbucks from his bosses two years later for $3.8 million. Since rejoining the company he took public in 1992 after an eight year break, he's turned around the struggling retailer, and the company's value has nearly quadrupled since he started his second CEO tenure in 2008. He's introduced new brands and revamped breakfast sandwiches, and continues to push the brand to far corners of the map. Through his VC firm Maveron he also has stakes in Groupon, eBay and Pinkberry frozen yogurt.
Take risk, refuse settling and reinvent the company
Shortly after Anne Mulcahy took over the helm at Xerox in 2000, with the company facing possible bankruptcy, she had a blunt message for shareholders. "Xerox's business model is unsustainable," she said. Expenses were too high, and the profit margins were simply too low to return to profitability.
Wanting easy answers for complex problems, shareholders dumped Xerox shares, driving its stock price down 26 percent the next day. Looking back on that dark time, Mulcahy says she could have been more tactful. "I thought it was far more credible to acknowledge that the company was broken and dramatic actions had to be taken. Lesson learned."
After 25 years at the company, Mulcahy knew Xerox intimately, but even she was unprepared for the depth of its financial crisis. Taking over from CEO Richard Thoman, an IBM recruit who lasted only 13 months in the top job, Mulcahy acknowledged her lack of financial expertise—most of her time at Xerox was in sales and upper management. She quickly enlisted the treasurer's office to tutor her in the fine points of finance before meetings with the company's bankers.
Her advisers urged her to declare bankruptcy in order to clear off Xerox's $18 billion in debt, but Mulcahy resisted, telling them, "Bankruptcy is never a win." In fact, she concluded, using bankruptcy to escape from debt could make it much harder for Xerox to be a serious high-tech player in the future. Instead, she chose a much more difficult and risky goal—"restoring Xerox to a great company once again."
To gain support from Xerox's leadership team, she met personally with the top 100 executives. She let them know how dire the situation was and asked them if they were prepared to commit. A full 98 of the 100 executives decided to stay, and the bulk of them are still with the company today.
Having spent her entire career at Xerox—she joined the company's sales force shortly after graduating from college—Mulcahy believed deeply in Xerox's values and its proud heritage of inventing plain paper copying. But she knew the company had grown sluggish and fat. Xerox had stayed with its traditional business model while competitors like Ricoh and Canon captured huge chunks of its market share by being more innovative, more agile, and more aggressive.
As CEO, Mulcahy did not become paralyzed trying to assuage angry shareholders. Instead, she headed out to the field, where her first priority was to win over Xerox's customers by focusing on their complaints. She told her demoralized troops, "I will fly anywhere to save any customer for Xerox."
On her visits, she got lots of advice. One major customer, worried about the company's bloated bureaucracy, told her, "You've got to kill the Xerox culture." Never lacking in loyalty to Xerox, she shot back, "I am the culture."
Meanwhile, the drumbeats for bankruptcy steadily increased as the company reported significant losses, used up its entire $7 billion line of credit, and watched its credit ratings decline sharply. Making matters worse, the company was facing a massive investigation by the Securities and Exchange Commission of its billing and accounting practices.
Mulcahy didn't blink. She refused to cut back on research and development or field sales, despite shareholder petitions to shut down all R&D. Instead, she attacked Xerox's bloated infrastructure, sold off pieces of Fuji Xerox, the company's crown jewel, and farmed out manufacturing to Flextronics. She reached a painful settlement with the SEC. Along the way, she had to eliminate 28,000 jobs and billions in expenses, but she saved the company. Looking back, Mulcahy says, "There were many near-death moments when we weren't sure the company could get through the crisis. In those days we would do anything—and I mean anything—to avoid bankruptcy."
Today, she feels a well-earned pride in staying true to her values and the company's, rather than capitulating to Wall Street and the bankers. She has paid off the company's entire debt (except for financed purchases), rebuilt its product line and technology base, and installed a new management team.
America's Best Leaders: Anne Mulcahy, Xerox CEO
In reforming a troubled company, she had the courage to say "no" to Wall Street.
By Bill George
Nov. 19, 2008 | 11:15 p.m. EST
A transformation. But Mulcahy has done a lot more than restore Xerox. She has completely transformed it. "Companies disappear because they can't reinvent themselves," she said recently.
Mulcahy's advice for other companies facing massive problems, particularly during the current financial crisis? "Do not defend yourself against the inevitable." In other words, face reality and get your team aligned with the new vision that will result in reinvention.
To that she adds, "Focus on client service instead of financial engineering." It's too bad that failed financial firms like Lehman, Bear Stearns, AIG, and Wachovia didn't listen to her counsel. Actually, one troubled financial giant is listening: Mulcahy left the board of Fannie Mae four years ago to join the board of Citigroup, where she is offering advice to its new CEO, Vikram Pandit.
Learning her lessons well from the previous debacle, Mulcahy is once again transforming Xerox—the plain paper copier company. Her new vision? She wants to eliminate paper in the office altogether and become the company that manages digital content.
Vision, mission, goals, objectives, strategies and tactics
Objectifs clairs et précis
Evaluer et mesurer
Ambition, Vision, Mission, Valeurs
Des actions en cohérence avec notre vision et notre mission pour atteindre nos Objectifs
Definir une strategie claire et partagee
Faire un diagnostic regulier de la strategie
Formaliser les objectifs
Formaliser les engagements
Pour etre plus competitif et plus performant, il faut oser grand et passer à l’action, c’est la meilleure facon d’avancer et de gagner ses batailles…
C’est donc un choix personnel de finir sa journee comme ca…
Ou d’adopter de nouvelles habitudes (power of habits), developper son leadership, son cote visionnaire pour se differencier et avoir toujours plusieurs marches d’avance
En s’appuyant sur des equipes et en s’entourant de personnes qui adoptent l’attitude de leader. La performance de chacun d’entre nous, représente un facteur clé de l’excellence d’exécution de la stratégie d’entreprise
Pret à conquerir le monde ? Quelle sera votre prochaine etape ? Votre plan de leadership strategique et vos actions ? How big are you ready to dream?
Your attitude, not your aptitude will determine your altitude. Zig Ziglar