Luxottica Retail Group

2002

2002 objectives

73%

82%

+5%

17%

73%

82%

+5%

17%

73%

40%

+10%

16%

73%

40%

+10%

16%

Leadershipat

Luxottica Retail Group

RTB

Leadership Team

RTB

Leadership Team

Field

communications

definitions

leadership courageleadership courage

what’s possiblewhat’s possible

communication focuscommunication focus

laser focus laser focus

visibilityvisibility

definitions

leadership courageleadership courageBoldly lead your team

See it, own it, solve it, do it

Deliver good and bad news, up & down

Resolve conflict – build clean relationships

Do what’s right, stand alone when necessary

Support the organizations’ strategic intent

Boldly lead your team

See it, own it, solve it, do it

Deliver good and bad news, up & down

Resolve conflict – build clean relationships

Do what’s right, stand alone when necessary

Support the organizations’ strategic intent

definitions

what’s possiblewhat’s possibleDare to dream, believe in your team

Make the ordinary extrordinary

Eliminate self imposed limitations

Lead with vision and passion

Execution and implementation are key

Bust paradigms, break through barriers

Inspire a belief in the impossible

Dare to dream, believe in your team

Make the ordinary extrordinary

Eliminate self imposed limitations

Lead with vision and passion

Execution and implementation are key

Bust paradigms, break through barriers

Inspire a belief in the impossible

definitions

communication focuscommunication focusCommunicate what and why

Share information for power and action

If you don’t know – go find out

Communicate the vision and objectives

Pursue upward communication, listen

Create a dialogue with your constituents

Communicate what and why

Share information for power and action

If you don’t know – go find out

Communicate the vision and objectives

Pursue upward communication, listen

Create a dialogue with your constituents

“LensCrafters is the most successful niche retailer in this country over the last ten years”

Boyd Clarke

“My worst fear is that we will start believing the great press were getting”

Gary Tooker

Uncertainty: We don’t know when things will get back

to normal.

Ambiguity: We no longer know what “normal”

means.

“There will be more

confusion in the business world in the next decade than in any decade in history. And the current pace of

change will only accelerate.”Steve Case

<1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift

1800s: > prior 900 years1900s: 1st 20 years > 1800s

2000: 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

1 day in 2001 = Year’s trade in 1949, global

calls in 1984.

Source: Charles Handy, The Elephant and the Flea

“If the rate of change inside the organization is not greater than the rate of change outside the organization, then the end is near.”

Jack

Welch General

Electric

“Our military structure today is essentially one developed and designed

by Napoleon.”Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

“In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand

armed against them with pencils and paperwork, and archaic

computer systems that don’t talk to each other.”

Boston Globe (09.30.2001)

From: Weapon v. Weapon

To: Org structure v. Org structure

“Companies have defined so much

‘best practice’ that they are now more or

less identical.”Jesper Kunde, A Unique Moment

“Good management was the most powerful reason [leading firms]

failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends

and systematically allocated investment capital to innovations that promised the best returns, they lost their

positions of leadership.”

Clayton Christensen, The Innovator’s Dilemma

“Only three things happen naturally in organizations:

friction, confusion, and underperformance. Everything

else requires leadership.”

Peter Drucker

25 years of change . . .

Strategically Focused

Data Driven

Dialogue Rich

Implementation Centered

Healthcare . . .

Golden Age of Patient-centric, Genetics-driven Healthcare Looms! Current status: 90K killed and

2M injured p.a. in hospitals. 85% treatments unproven.

Cure depends on locale in which treated. 50% prescriptions not

work. IS primitive. Accountability & measurement nil. And everybody’s mad and feels powerless: docs,

patients, nurses, insurers, employers, hospital administrators

and staff.

. . . still miles of slack in the

system

WOW! Projects

inventing the new world of work requires

www.tompeters.com/training/slides

boydclarke@tompeters.com

2002