luxottica retail group
DESCRIPTION
Luxottica Retail Group. 2002. 2002 objectives. 73% 82% +5% 17%. 73% 40% +10% 16%. Leadership at Luxottica Retail Group. RTB. Leadership Team. communications. RTB. Leadership Team. Field. definitions. leadership courage. what’s possible. communication focus. - PowerPoint PPT PresentationTRANSCRIPT
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Luxottica Retail Group
2002
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2002 objectives
73%
82%
+5%
17%
73%
82%
+5%
17%
73%
40%
+10%
16%
73%
40%
+10%
16%
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Leadershipat
Luxottica Retail Group
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RTB
Leadership Team
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RTB
Leadership Team
Field
communications
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definitions
leadership courageleadership courage
what’s possiblewhat’s possible
communication focuscommunication focus
laser focus laser focus
visibilityvisibility
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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
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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
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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
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“LensCrafters is the most successful niche retailer in this country over the last ten years”
Boyd Clarke
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“My worst fear is that we will start believing the great press were getting”
Gary Tooker
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Uncertainty: We don’t know when things will get back
to normal.
Ambiguity: We no longer know what “normal”
means.
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“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
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<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
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1 day in 2001 = Year’s trade in 1949, global
calls in 1984.
Source: Charles Handy, The Elephant and the Flea
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“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
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“Our military structure today is essentially one developed and designed
by Napoleon.”Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
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“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)
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From: Weapon v. Weapon
To: Org structure v. Org structure
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“Companies have defined so much
‘best practice’ that they are now more or
less identical.”Jesper Kunde, A Unique Moment
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“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
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“Only three things happen naturally in organizations:
friction, confusion, and underperformance. Everything
else requires leadership.”
Peter Drucker
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25 years of change . . .
Strategically Focused
Data Driven
Dialogue Rich
Implementation Centered
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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.
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. . . still miles of slack in the
system
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WOW! Projects
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inventing the new world of work requires