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Title: Reimagines Requisites: The Leadership11 Tom Peters


1
Re-imagines Requisites The Leadership11 Tom
Peters Russell Reynolds/ Washington
DC/04.28.2004
2
Slides at … tompeters.com
3
It is the foremost taskand responsibility of
our generation to re-imagine our enterprises,
private and public from the Back Cover,
Re-imagine
4
Context The Change Tsunami Jobs
Technology Globalization War, Warfighting
Security
5
Jobs New Technology Globalization War,
Warfighting Security
6
14 MILLION service jobs are in danger of being
shipped overseas The Dobbs Report/USNWR/11.03/r
e new UCB study
7
Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.04
8
There is no job that is Americas God-given
right anymore. Carly Fiorina/ HP/ 01.08.2004
9
One Singaporean worker costs as much
as … 3 … in Malaysia 8 …
in Thailand 13 … in China
18 … in India. Source The Straits
Times/08.18.03
10
Jobs Technology Globalization War, Warfighting
Security
11
100 years for paradigm shift 1800s prior 900
years 1900s 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
12
E.g. … Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years. Source BW
(01.28.02)
13
Jobs Technology Globalization War, Warfighting
Security
14
Asias rise is the economic event of our age.
Should it proceed as it has over the last few
decades, it will bring the two centuries of
global domination by Europe and, subsequently,
its giant North American offshoot to an end.
Financial Times (09.22.2003)
15
The world has arrived at a rare strategic
inflection point where nearly half its
populationliving in China, India and Russiahave
been integrated into the global market economy,
many of them highly educated workers, who can do
just about any job in the world. Were talking
about three billion people. Craig
Barrett/Intel/01.08.2004
16
China Roars!
17
1990-2003 Exports 8X (380B) 6 global exports
2003 vs. 3.9 2000 16 of Total Global Growth in
2002. Source China Takes Off, David Hale
Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003
18
1998-2003 45,000,000 layoffs in state sector
offset by 450B in foreign investment foreign
companies account for 50 of exports vs. 31 in
Mexico, 15 in Korea. Source China Takes
Off, David Hale Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
19
200 cities with 1,000,000 population. Source
China Takes Off, David Hale Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
20
World economic output U.S.A., 21 EU, 16
China, 13 (2X since1991) China uses 50 of the
worlds cement Source New York Times/12.14.2003
21
Indian GDP/1990-2002 Ag, 34 to 21 services,
40 to 56 Source The Economist/02.04
22
Level 5 (top) ranking/Carnegie Mellon Software
Engineering Institute 35 of 70 companies in
world are from India Source Wired/02.04
23
Jobs Technology Globalization War, Warfighting
Security
24
This is a dangerous world and it is going to
become more dangerous. We may not be
interested in chaos but chaos is interested in
us. Source Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
25
The Leadership11
26
The Leadership11 1.
Talent Management 2. Metabolic Management 3.
Technology Management 4. Barrier Management 5.
Forgetful Management 6. Metaphysical
Management 7. Opportunity Management 8.
Portfolio Management 9. Failure Management 10.
Cause Management 11. Passion Management
27
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
28
The Leadership11 Talent Management
29
In an age of value-added through imagination,
creativity and intellectual capital … the
leaders Job One is the recruitment, development
and retention of awesome talent.
30
Brand Talent.
31
Age of Agriculture Industrial Age Age of
Information Intensification Age of Creation
Intensification Source Murikami Teruyasu,
Nomura Research Institute
32
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
33
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies. Ed Michaels
34
Our business needs a massive transfusion of
talent, and talent, I believe, is most likely to
be found among non-conformists, dissenters and
rebels. David Ogilvy
35
Our Mission To develop and manage talent to
apply that talent, throughout the world, for the
benefit of clients to do so in partnership to
do so with profit. WPP
36
I AM A TALENT FANATIC. I STACK UP WITH THE BEST
FOOTBALL COACHES. OUR TALENT IS ON QUESTS TO
RE-IMAGINE TOMORROW. THE TALENT I RECRUIT AND
DEVELOP IS MY PREMIER LEGACY.
37
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
38
The Leadership11 Metabolic Management
39
The metabolism of enterprise-competition-inventi
on has speeded up remarkably. It is the leaders
mission to increaseand managethe Metabolic Rate
of her or his organization.
40
How we feel about the evolving future tells us
who we are as individuals and as a civilization
Do we search for stasisa regulated, engineered
world? Or do we embrace dynamisma world of
constant creation, discovery and competition? Do
we value stability and control or evolution and
learning? Do we think that progress requires a
central blueprint, or do we see it as a
decentralized, evolutionary process?? Do we see
mistakes as permanent disasters, or the
correctable byproducts of experimentation? Do we
crave predictability or relish surprise? These
two poles, stasis and dynamism, increasingly
define our political, intellectual and cultural
landscape. Virginia Postrel, The Future and Its
Enemies
41
If things seem under control, youre just not
going fast enough. Mario Andretti
42
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week.

Source New York Times on Meg Whitman/eBay
43
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
44
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard. Seth Godin, Zooming
45
WE ARE ON A PERMANENT HIGH. WE LIVE ON SPEED. WE
TACK AND JIBE ON A NANOSECONDS NOTICE.
RECRIMINATION IS MINIMAL. ACTION RULES. I AM
PROACTIVE AROUND THE CAUSE OF URGENCY.
46
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
47
The Leadership11 Technology Management
48
The Internet and other associated technologies
are changing … everything. The leader must take
direct charge of the full-bore implementation of
the new technologies. The wise leader is his own
CIO.
49
Our entire facility is digital. No paper, no
film, no medical records. Nothing. And its all
integratedfrom the lab to X-ray to records to
physician order entry. Patients dont have to
wait for anything. The information from the
physicians office is in registration and vice
versa. The referring physician is immediately
sent an email telling him his patient has shown
up. … Its wireless in-house. We have 800
notebook computers that are wireless. Physicians
can walk around with a computer thats
pre-programmed. If the physician wants, well go
out and wire their house so they can sit on the
couch and connect to the network. They can review
a chart from 100 miles away. David Veillette,
CEO, Indiana Heart Hospital (HealthLeaders/12.2002
)
50
Dawn Meyerreicks, CTO of the Defense Information
Systems Agency, made one of the most fateful
military calls of the 21st century. After 9/11 …
her office quickly leased all the available
transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective. In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. … The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
51
TECHNOLOGY CHANGES EVERYTHING. I AM A TRUE
BELIEVER. NOW IS THE MOMENT FOR INSANELY BOLD
INVESTMENT AND TOTAL CORPORATE RE-IMAGINATION.
52
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
53
The Leadership11 Barrier Management
54
The corporate metabolism cannot be speeded up
and the new technologies cannot be fully
exploited unless all barriers to X-functional
communication (throughout the entire supply and
demand chain) are destroyed. The leader must
leadget directly involved in the minutiae of
this STRATEGIC task.
55
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits.
56
Ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ … all of that is
wrong for running an ebusiness. Ray Lane,
Kleiner Perkins
57
BARRIERS MUST GO. PERIOD. I AM INTIMATELY
INVOLVED WITH THE GRUBBY DETAILS OF TOTAL PROCESS
RE-DESIGN. WE WILL NOT PARTNER WITH THOSE THAT
DONT GET IT.
58
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
59
The Leadership11 Forgetful Management
60
The new competitive realities demand that we turn
our backs on the ones who brung us. Every leader
needs a FORMAL forgetting strategy.
61
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
62
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987. SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997. Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
63
ForgetLearn The problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
64
FORGET IT IS MY MISSION AND MANTRA. WE MUST
SEVER MANY/MOST OF OUR TIES TO THE PAST … AND
IMAGINE COMPLETELY NEW WORLDS. EVERYONE KNOWS
THAT FORGETTING IS MY PASSION.
65
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
66
The Leadership11 Metaphysical Management
67
A brand new value proposition is emerging. We are
moving toward more and more ethereal products
and services. The leader must oversee this
processbecome the Metaphysician-in-Chief.
68
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 Nordström
and Jonas Ridderstråle, Funky Business
69
We make over three new product announcements a
day. Can you remember them? Our customers
cant! Carly Fiorina
70
09.11.2000 HP bids 18,000,000,000 for
PricewaterhouseCoopers consulting business!
71
And
the Winners Are … Televisions 12 Cable TV
service 5 Toys -10 Child care 5 Photo
equipment -7 Photographers fees 3 Sports
Equipment -2 Admission to sporting event
3 New car -2 Car repair 3 Dishes
flatware -1 Eating out 2 Gardening supplies
-0.1 Gardening services 2 Source
WSJ/05.16.03
72
IBM/Q3/10.15.03/Rev 5 Services/Consulting
11 Software 5 Hardware -5 PCs
-2 Technology/Chips -33
73
Experiences are as distinct from services as
services are from goods. Joseph Pine James
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
74
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
75
Experience Rebel Lifestyle! 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
76
The Experience Ladder Experiences
Services Goods Raw Materials
77
Duet … Whirlpool … washing machine to fabric
care system … white goods a sea of
undifferentiated boxes … 400 to 1,300 … the
Ferrari of washing machines … consumer They
are our little mechanical buddies. They have
personality. When they are running efficiently,
our lives are running efficiently. They are part
of my family. … machine as aesthetic showpiece
… laundry room to family studio / designer
laundry room (complements Sub-Zero refrigerator
and home-theater center) Source New York Times
Magazine/01.11.2004
78
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between. Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
79
15 Leading Biz Schools Design/Core
0 Design/Elective 1 Creativity/Core
0 Creativity/Elective 4 Innovation/Core
0 Innovation/Elective 6 Source DMI/Summer 2002
80
I FULLY COMPREHEND THAT THE BASIC VALUE PREMISE
IS SHIFTING … DRAMATICALLY AND RAPIDLY. I AM
WHOLLY COMMITTED TO BECOMING A MASTER
METAPHYSICIAN.
81
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
82
The Leadership11 Opportunity Management
83
The two biggest (by far) trends are ignoredor
at least not treated as Strategic Priority Oneby
most. Women! Boomers Geezers! Why? (And … what
does the leader plan to do about it?)
84
Women the Marketspace.
85
????????? Home Furnishings … 94 Vacations … 92
(Adventure Travel … 70/ 55B travel
equipment) Houses … 91 D.I.Y. (major home
projects) … 80 Consumer Electronics … 51 (66
home computers) Cars … 68 (90) All consumer
purchases … 83 Bank Account … 89 Household
investment decisions … 67 Small business
loans/biz starts … 70 Health Care … 80
86
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.) Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
87
FemaleThink/ Popcorn Men and women dont think
the same way, dont communicate the same way,
dont buy for the same reasons. He simply
wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
88
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
89
Women dont buy brands. They join
them. EVEolution
90
1. Men and women are different. 2. Very
different. 3. VERY, VERY DIFFERENT. 4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common. 5. Women buy lotsa stuff. 6. WOMEN BUY
A-L-L THE STUFF. 7. Womens Market Opportunity
No. 1. 8. Men are (STILL) in charge. 9. MEN ARE …
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10.
Womens Market Opportunity No. 1.
91
Boomers Geezers.
92
Subject Marketers Stupidity Its 18-44,
stupid!
93
Subject Marketers Stupidity Or is it 18-44
is stupid, stupid!
94
2000-2010 Stats 18-44 -1 55 21 (55-64
47)
95
44-65 New Consumer Majority 45 larger
than 18-43 60 larger by 2010 Source Ageless
Marketing, David Wolfe Robert Snyder
96
The New Consumer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
97
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
98
50 7T wealth (70)/2T annual income 50 all
discretionary spending 79 own homes/40M credit
card users 41 new cars/48 luxury cars 610B
healthcare spending/ 74 prescription drugs 5
of advertising targets Ken Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
99
Marketers attempts at reaching those over 50
have been miserably unsuccessful. No markets
motivations and needs are so poorly
understood.Peter Francese, founding publisher,
American Demographics
100
Age Power will rule the 21st century, and we
are woefully unprepared. Ken Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
101
I GET IT! WOMEN! BOOMERS GEEZERS! ITS WHERE
THE LOOT IS! WE ARE GOING STRATEGIC ON THIS!
102
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
103
The Leadership11 Portfolio Management
104
We must think of the rosters of talent,
customers, suppliers, leader, projects,
initiativesand the Boardin terms of portfolios.
I.e. Is our portfolio as strange as these
strange times demand? The leader is a V.C.
(venture capitalist) creating and managing
several strategically vital portfolios.
105
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 Innovators Dilemma
106
THINK WEIRD The High Standard Deviation
Enterprise.
107
Saviors-in-Waiting Disgruntled
Customers Off-the-Scope Competitors Rogue
Employees Fringe Suppliers Wayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
108
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future. Adrian Slywotzky, Mercer Consultants
109
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid of
is some ignorant antagonist who has never had a
sword in his hand before he doesnt do the thing
he ought to do, and so the expert isnt prepared
for him he does the thing he ought not to do and
often it catches the expert out and ends him on
the spot. Mark Twain
110
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renee Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
111
Employees Are there enough weird people in the
lab these days? V. Chmn., pharmaceutical house,
to a lab director (06.01)
112
Audie Murphy was the most decorated soldier in
WW2. He won every medal we had to offer, plus 5
presented by Belgium and France. There was one
common medal he never won …
113
… the Good Conduct medal.
114
We become who we hang out with!
115
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
116
The Leadership11 Failure Management
117
Screwing up is more important than ever in
strange times. The screw-up rate is the best
indicator of sufficiently rapid adaptation. The
leader must manage the screw-up
processliterally.
118
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
119
Perfection is achieved only by institutions on
the point of collapse. C. Northcote Parkinson
120
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
121
Silicon Valley Success Failure?
Secrets Pursuit of risk 4 of 20 in V.C.
portfolio go bust 6 lose money 6 do okay 3 do
well 1 hits the jackpot Source The Economist
122
Excellence 1 in 20
123
... natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... to invent
the human mind ... The Cobra Event
124
Reward excellent failures. Punish mediocre
successes. Phil Daniels, Sydney exec (and, de
facto, Jack)
125
WE DO NO WITCH HUNTS! WE FULLY UNDERSTAND THAT
WE ARE AS GOOD AS OUR EXCELLENT FAILURES. WE
CHERISH THE BOLD AND BLOODIED ONES.
126
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
127
The Leadership11 Cause Management
128
People sign up for causes worth pursuing.
Turning the enterprise into a cause-worth-committi
ng-to is a primary task of the leader.
129
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
130
Good to Great Fannie Mae … Kroger … Walgreens …
Philip Morris … Pitney Bowes … Abbott …
Kimberly-Clark … Wells Fargo
131
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ Adventurers US Steel … Ford … Macys …
Sears … Litton Industries … ITT … The Gap …
Limited … WalMart … PG … 3M … Intel … IBM …
Apple … Nokia … Cisco … Dell … MCI … Sun … Oracle
… Microsoft … Enron … Schwab … GE … Southwest …
Laker …People Express … Ogilvy … Chiat/Day …
Virgin … eBay … Amazon … Sony … BMW … CNN …
132
WE WILL SUCCEED TO THE EXTENT THAT OUR TEAM
CANT WAIT FOR THE WEEKEND TO END. WE AIM TO
DENT THE UNIVERSE!
133
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
134
The Leadership11 Passion Management
135
Passion moves mountains. Creating a passionate
enterprise is a modern leadership imperative.
136
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
137
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch, on GEs quality program
138
The Re-imagineers Credo … or, Pity the Poor
Brown Technicolor Times demand … Technicolor
Leaders and Boards who recruit … Technicolor
People who are sent on … Technicolor Quests to
execute … Technicolor (WOW!) Projects in
partnership with … Technicolor Customers and
… Technicolor Suppliers all of whom are in
pursuit of … Technicolor Goals and Aspirations
fit for … Technicolor Times. WSC
139
Successful Businesses Dozen Truths TPs
30-Year Perspective 1. Insanely Great Quirky
Talent. 2. Disrespect for Tradition. 3. Totally
Passionate (to the Point of Irrationality) Belief
in What We Are Here to Do. 4. Utter
Disbelief at the Bullshit that Marks Normal
Industry Behavior. 5. A Maniacal Bias for
Execution … and Utter Contempt for Those Who
Dont Get It. 6. Speed Demons. 7. Up or Out.
(Meritocracy Is Thy Name. Sycophancy Is Thy
Scourge.) 8. Passionate Hatred of Bureaucracy. 9.
Willingness to Lead the Customer … and Take the
Heat Associated Therewith. (Mantra Satan
Invented Focus Groups to Derail True
Believers.) 10. Reward Excellent Failures.
Punish Mediocre Successes. 11. Courage to Stand
Alone on Ones Record of Accomplishment
Against All the Forces of Conventional
Wisdom. 12. A Crystal Clear Understanding of
Brand Power.
140
In Toms world its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
141
I AM AN … ENTHUSIAST. MY ENTHUSIAM IS CONTAGIOUS.
WE HAVE FUN. WE AIM TO GO ON QUESTS AND CHANGE
THE WORLD. THAT IS MY COMMITMENT. THAT IS MY
LEGACY. THAT IS MY (LOUD) LIFE.
142
The Leadership11 1.
Talent Management 2. Metabolic Management 3.
Technology Management 4. Barrier Management 5.
Forgetful Management 6. Metaphysical
Management 7. Opportunity Management 8.
Portfolio Management 9. Failure Management 10.
Cause Management 11. Passion Management
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