unimagined futures

Developing a work approach that is adequate to the challenges ahead
a world moving toward new and different futureS

Trigger points (by Mike Kami)

Trigger points (by Mike Kami)
- Introduction—Managing the future, beginning now.
- Nine trigger points
  - Four trigger point assumptions about the world of 1988 to 1993.
  - The only thing we can depend on is unpredictability.
  - Our economic output is slowing down—and our standard of living isn’t rising as fast as it used to.
  - We’ll have a high rate of chronic unemployment for some time to come.
  - The mass market is splitting apart and, more than ever, the customer is the ultimate ruler.
  - Choosing your basic strategy for success in a unpredictable world. Trigger point five: an outside strategy is the only sensible option.
  - Corporate goals for 1993—trigger point targets to shoot for.
  - Raise productivity at least one and a half times higher than the real interest rate
  - Beat your competition by 10 percent
  - Make decisions three times faster, implement them faster—and make sure they are economically reversible.
  - Shoot for zero turnover of you real, genuine 24-carat talent.
- Five tools for triggering action next Monday morning.
  - Monday morning action. But not just any Monday morning actions.
  - Pyramid thinking
  - Directed brainstorming
  - Razor blade reading and clue management
  - Gap analysis
  - Action proposals
- Winning and losing strategies : Twelve case studies
  - Eastman Kodak: A powerful giant pays the price of inflexibility
  - Hasbro: From “hasbeen” to No. 1 toy maker
  - Toys “R” Us: Implementing three simple principles pay off big
  - IBM: Learning that nothing is forever
  - Beatrice: Presiding over disaster
  - Sakowitz and Commodore: Victims of a fast-changing world
  - People Express: Crash landing for a high flyer
  - Harley-Davidson: Revving up for a fast turnaround
  - Sony: a premium-price innovator is plagued by low-price imitators
  - Procter & Gamble: A faltering giant changes its ways
  - Federal Express: using advanced technology to win big
  - H-C Industries: How to bet your company—and win
- Conclusion: Let’s have action. Action areas:
  - Talent. Need to rethink policies on
  - Rewards
  - Delegation/participation
  - Bureaucracy
  - Intrapreneurship
  - Loyalty
  - Innovation
  - Productivity
  - Research and development
  - Marketing
  - Long-Term View
  - Fanatical dedication
  - Adaptive-reactive style
  - Psychological cost of change
  - Alternatives
  - Management time
  - Control
  - Priorities
- Trigger point resources
  - Resources—Keeping informed on key external factors

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