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Title: Tom%20Peters


1
Tom Peters Re-Imagine!Business Excellence
in a Disruptive AgeSingapore/05March2004
2
Slides at tompeters.com
3
I. NEW BUSINESS. NEW CONTEXT.
4
Uncertainty is the only thing to be sure of.
Anthony Muh,head of investment in Asia,
Citigroup Asset Management If you dont like
change, youre going to like irrelevance even
less. General Eric Shinseki, Chief of Staff,
U. S. Army
5
All Bets Are Off.
6
Jobs TechnologyGlobalizationSecurity
7
Jobs New TechnologyGlobalizationSecurity
8
14 MILLION service jobs are in danger of being
shipped overseas The Dobbs Report/USNWR/11.03/r
e new UCB study
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
The proper role of a healthily functioning
economy is to destroy jobs and to put labor to
use elsewhere. Despite this truth, layoffs and
firings will always sting, as if the invisible
hand of free enterprise has slapped workers in
the face. Joseph Schumpeter
11
Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.04
12
Jobs TechnologyGlobalizationSecurity
13
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 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
14
In 25 years, youll probably be able to get the
sum total of all human knowledge on a personal
device.Greg Blonder, VC was Chief Technical
Adviser for Corporate Strategy _at_ ATT Barrons
11.13.2000
15
A California biotechnology company has put the
entire sequence of the human genome on a single
chip, allowing researchers to conduct experiments
on the complex relationships between the 30,000
genes that make up a human being. Page 1,
Financial Times/10.03.2003
16
Jobs TechnologyGlobalization Security
17
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)
18
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
19
China Roars!
20
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
21
World economic output U.S.A., 21 EU, 16
China, 13 (2X since1991)Source New York
Times/12.14.2003
22
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
23
2003 China-Hong Kong leading producer in 8 of 12
key consumer electronic product areas (gt50
DVDs, digital cameras gt33.33 DVD-ROM drives,
personal desktop and notebook computers gt25
mobile phones, color TVs, PDAs, car
stereos).Source China Takes Off, David Hale
Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003
24
As China becomes the worlds factory and
Flextronics becomes the biggest electronics
manufacturer in China, policy makers and analysts
wonder wether there will be a future for
manufacturing in Singapore, Malaysia, North
America or Europe. Asia Inc./02.2004
25
Going Global Flush with billions in foreign
reserves, China is embarking on a buying spree
Cover/ Newsweek/ 03.01.04/ on Chinas aggressive
offshore acquisition activity (buying brands,
technology, etc.)
26
INDIAThe Next Manufacturing Hub? Asia
Inc./02.04
27
With a Small Car, India Takes Big Step Onto
Global Stage Headline, p. 1, WSJ, 02.05.2004
28
Level 5 (top) ranking/Carnegie Mellon Software
Engineering Institute 35 of 70 companies in
world are from IndiaSource Wired/02.04
29
Indian GDP/1990-2002 Ag, 34 to 21 services,
40 to 56Source The Economist/02.04
30
Forget India, Lets Go to Bulgaria Headline,
BW/03.04, re SAP, BMW, Siemens et al.
near-shoring
31
Jobs TechnologyGlobalizationSecurity
32
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
33
The image of peace and order through a single
hegemonic power center is wrong. It was not
the empires but the small states that proved to
be a dynamic force in the world. Empires are
ill-designed for promoting change. Holding an
empire together requires an authoritarian
political style innovation leads to
instability. Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
34
The new century risks being overrun by both
anarchy and technology. The two great destroyers
of history may reinforce each other. Both the
spread of terrorism and that of weapons of mass
destruction point to a world in which Western
governments are losing control. The spread of the
technology of mass destruction represents a
potentially massive redistribution of power away
from the advanced industrial (and democratic)
states and toward smaller states that may be less
stable and have less of a stake in an orderly
world or more dramatically still, it may
represent a redistribution of power away from the
state itself and towards individuals, that is to
say terrorists or criminals. In the past to be
damaging, an ideological movement had to be
widespread to recruit enough support to take on
authority. Henceforth, comparatively small groups
will be able to do the sort of damage which
before only state armies or major revolutionary
movements could achieve. A few fanatics with a
dirty bomb or biological weapons will be able
to cause death on a scale not previously
envisaged. Emancipation, diversity, global
communicationall of the things that promise an
age of riches and creativitycould also bring a
nightmare in which states lose control of the
means of violence and people lose control of
their futures.Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
35
All Bets Are Off!
36
We are in a brawl with no rules.Paul Allaire
37
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
38
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
39
Successful Businesses Dozen Truths TPs
30-Year Perspective1. 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 Nonsense 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.
40
It is the foremost taskand responsibilityof
our generation to re-imagine our enterprises,
private and public. from the Foreword,
Re-imagine
41
Lets competeby training the best workers,
investing in R D, erecting the best
infrastructure and building an education system
that graduates students who rank with the worlds
best. Our goal is to be competitive with the best
so we both win and create jobs. Craig Barrett
(Time/03.01.04)
42
The Ownership Society (GWB) This is a bundle
of proposals that treat workers as self-reliant
pioneers who rise through several employers and
careers. To thrive, these pioneers need survival
tools. They need to own their own capital
reserves, their retraining programs, their own
pensions and their own health insurance. David
Brooks/NYT/12.20.03
43
Thaksinomics (after Taksin Shinawatra, PM)/
Bangkok Fashion City/ managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design excellence)Sourc
e The Straits Times/03.04.2004
44
2. The Destruction Imperative.
45
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
46
C.E.O. to C.D.O.
47
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
48
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
49
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
50
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
51
Winning the Merger Game Is Possible--Lots of
deals--Little deals--Friendly deals--Stay
close to core competence--Strategy is easy to
understandSource The Mega-merger Mouse
Trap/Wall Street Journal02.17.2004/David
Harding Sam Rovit, Bain Co./re Comcast-Disney
52
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
53
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
54
Silicon Valley Success Failure?
SecretsPursuit of risk 4 of 20 in V.C.
portfolio go bust 6 lose money 6 do okay 3 do
well 1 hits the jackpotSource The Economist
55
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
56
Just Say No I dont intend to be known as the
King of the Tinkerers. CEO, large financial
services company
57
II. NEW BUSINESS. NEW TECH.
58
3. IS/ IT/ WebOn the Bus or Off the Bus.
59
100 square feet
60
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
)
61
MIT Everywhere EVERY LECTURE, EVERY LECTURE,
EVERY QUIZ, ALL ONLINE, FOR FREE. MEET THE GLOBAL
GEEKS GETTING AN MIT EDUCATION, OPEN
SOURCE-STYLE. Headline/Wired/09.03
62
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
63
The mechanical speed of combat vehicles has not
increased since Rommels day, so the difference
is all in the operational speed, faster
communications and faster decisions. Edward
Luttwak, on the unprecedented pace of the move
toward Baghdad
64
flash mobs (!)
65
eRevolution40,000,000 Americans (1 of 2
singles/40 of American adults) went to an online
matchmaking site last month (USNWR/09.29.03)
66
e-piphanyepicurious.com
67
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
68
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.
69
From Weapon v. Weapon To
Org structure v. Org structure
70
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
71
Eric Shinsekis ArmyFlat.Fast.Ag
ile.Adaptable.Light But Lethal.I Am an Army
of One.Info-intense.Network-centric.
72
4. The White Collar Revolution.
73
Steel 75,000,000 tons in 82 to 102,000,000 tons
in 02. 289, 000 steelworkers in 82 to 74,000
steelworkers in 02. Source Fortune/11.24.03
74
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
75
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years.Source BW
(01.28.02)
76
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
77
Ford Vehicle brand owner (design, engineer,
and market, but not actually make)Source The
Company, John Micklethwait Adrian Wooldridge
78
III. NEW BUSINESS. NEW VALUE PROPOSITION.
79
5. The PSF RevolutionThe Professional Service
Firm Model.
80
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
81
TP to HRMAC You are the Rock Stars of the
Age of Talent!
82
DD21M
83
6. The Heart of the Value Added Revolution PSFs
Unbound/ The Solutions Imperative.
84
Base Case The Sameness Trap
85
While everything may be better, it is also
increasingly the same.Paul Goldberger on
retail, The Sameness of Things, The New York
Times
86
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
87
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, Unique Now ... or Never
88
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
89
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
90
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
91
Gerstners IBM Systems Integrator of choice.
Global Services 35B. Pledge/99 Business
Partner Charter. 72 strategic partners, aim for
200. Drop many in-house programs/products.
(BW/12.01).
92
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
93
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
94
Keep In Mind Customer Satisfaction versus
Customer Success
95
The Ericsson Case1. 50 Mfg
to Solectron/Flextronics2. Substantial RD to
India3. Division for licensing technology4. JV
with Sony on crown jewel handsets5. Result a
wireless specialist that depends on services more
than manufacturing, on knowledge more than
metal Source BW/11.04.02
96
Flextronics-- 14B 100K employees 60 p.a.
growth (93-00)-- contract mfg to
EMS/Electronics Manufacturing Services (design,
mfg, logistics, repair) total package of
outsourcing solutions (Pamela Gordon, Technology
Forecasters)-- The future of manufacturing
isnt just in making things but adding value
(3,500 design engineers)Source Asia
Inc./02.2004
97
E.g. UTC/Otis UTC/Carrier boxes to
integrated building systems
98
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves
represent.ecompany.com/06.01 (E.g., UPS
Logistics manages the logistics of 4.5M Ford
vehicles, from 21 mfg. sites to 6,000 NA dealers)
99
SCS/Supply Chain Solutions 750 locations
2.5B fastest growing division 19 acquisitions,
including a bankSource Fast Company/02.04
100
WHAT CAN BROWN DO FOR YOU?
101
Omnicom 60 (of 7B) from marketing services
102
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
103
No longer are we only an insurance provider.
Today, we also offer our customers the products
and services that help them achieve their dreams,
whether its financial security, buying a car,
paying for home repairs, or even taking a dream
vacation.Martin Feinstein, CEO, Farmers Group
104
And
the Winners Are Televisions 12Cable TV
service 5Toys -10Child care 5Photo
equipment -7Photographers fees 3Sports
Equipment -2Admission to sporting event
3New car -2Car repair 3Dishes
flatware -1Eating out 2Gardening supplies
-0.1Gardening services 2Source
WSJ/05.16.03
105
IBM/Q3/10.15.03/Rev 5Services/Consulting
11Software 5Hardware -5PCs
-2Technology/Chips -33
106
IV. NEW BUSINESS. NEW BRAND.
107
7. A World of Scintillating Experiences.
108
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
109
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
110
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
111
The Experience LadderExperiences
ServicesGoods Raw Materials
112
Bob Lutz I see us as being in the art business.
Art, entertainment and mobile sculpture, which,
coincidentally, also happens to provide
transportation. Source NYT 10.19.01
113
Lexus sells its cars as containers for our sound
systems. Its marvelous.Sidney Harman/ Harman
International
114
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.
115
ltTGWvs. gtTGR
116
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
117
Dell IBM Harley Davidson
Magic!Frictionless throughout Supply-chain
EncompassingSolutions Scintillating Experience
118
8. Experiences Embracing the Dream Business.
119
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
120
The marketing of Dreams (Dreamketing)Dreamketing
Touching the clients dreams.Dreamketing The
art of telling stories and entertaining.Dreamketi
ng Promote the dream, not the product.Dreamketin
g Build the brand around the main
dream.Dreamketing Build the buzz, the hype,
the cult.Source Gian Luigi Longinotti-Buitoni
121
(Revised) Experience LadderDreams Come True
Awesome ExperiencesSolutionsServicesGoodsRaw
Materials
122
The sun is setting on the Information
Societyeven before we have fully adjusted to its
demands as individuals and as companies. We have
lived as hunters and as farmers, we have worked
in factories and now we live in an
information-based society whose icon is the
computer. We stand facing the fifth kind of
society the Dream Society. The Dream Society
is emerging this very instantthe shape of the
future is visible today. Right now is the time
for decisionsbefore the major portion of
consumer purchases are made for emotional,
nonmaterialistic reasons. Future products will
have to appeal to our hearts, not to our heads.
Now is the time to add emotional value to
products and services. Rolf Jensen/The Dream
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
123
9. The Mostly Ignored Soul of Experiences
Design Rules!
124
And Tomorrow Fifteen years ago companies
competed on price. Now its quality. Tomorrow
its design.Robert Hayes
125
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace.Norio
Ohga
126
Design is treated like a religion at
BMW.Fortune
127
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation.Steve Jobs
128
Hypothesis DESIGN is the principal difference
between love and hate!
129
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer 2002
130
10. It all adds up to THE BRAND.
131
The Heart of Branding
132
WHO ARE WE?
133
WHATS OUR STORY?
134
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories.Rolf Jensen, Copenhagen
Institute for Future Studies
135
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
136
A great company is defined by the fact that it
is not compared to its peers.Phil Purcell,
Morgan Stanley
137
EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DRAMATIC DIFFERENCE TO THE CLIENT ?
138
Rules of Radical MarketingLove Respect Your
Customers!Hire only Passionate
Missionaries!Create a Community of
Customers!Celebrate Craziness!Be insanely True
to the Brand!Sam Hill Glenn Rifkin, Radical
Marketing (e.g., Harley, Virgin, The Dead, HBS,
NBA)
139
V. NEW BUSINESS. NEW MARKETS.
140
11. Trends Worth Trillion I Women Roar.
141
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
142
5T gt Japan10M/28M/3.6T gt Germany
143
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
144
FemaleThink/ PopcornMen 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.
145
Women's View of Male SalespeopleTechnically
knowledgeable assertive get to the point
pushy condescending insensitive to womens
needs.Source Judith Tingley, How to Sell to
the Opposite Sex (Martha Barletta, Marketing to
Women)
146
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
147
Resting State 30, 90 A woman knows her
childrens friends, hopes, dreams, romances,
secret fears, what they are thinking, how they
are feeling. Men are vaguely aware of some short
people also living in the house.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
148
As a hunter, a man needed vision that would
allow him to zero in on targets in the distance
whereas a woman needed eyes to allow a wide arc
of vision so that she could monitor any predators
sneaking up on the nest. This is why modern men
can find their way effortlessly to a distant pub,
but can never find things in fridges, cupboards
or drawers.Barbara Allan Pease, Why Men
Dont Listen Women Cant Read Maps
149
Female hearing advantage contributes
significantly to what is called womens
intuition and is one of the reasons why a woman
can read between the lines of what people say.
Men, however, shouldnt despair. They are
excellent at imitating animal sounds.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
150
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
151
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
152
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
153
Women dont buy brands. They join
them.EVEolution
154
2.6 vs. 21
155
Not!Year of the Woman
156
Enterprise Reinvention!RecruitingHiring/Rewardi
ng/PromotingStructure ProcessesMeasurementStra
tegyCulture VisionLeadershipTHE BRAND ITSELF!
157
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.
158
Marti Barletta says companies still tend to
screw up in fairly predictable ways when they add
women to the equation. Too often, their first
impulse is to paint the brand pink, lavishing
their ads with flowers and bows, or, conversely,
pandering with images of women warriors and other
cheesy clichés. In other cases they use language
intended to be empathetic that come across
instead as borderline offensive. One bank took
out an ad saying, We recognize womens special
needs, says Barletta. No offense, but doesnt
that sound like the Special Olympics? Fast
Company/03.04
159
12. Trends Worth Trillion II Boomer Bonanza/
Godzilla Geezer.
160
44-65 New Consumer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
161
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
162
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
163
Sixty Is the New Thirty Cover/AARP/11.03
164
507T wealth (70)/2T annual income50 all
discretionary spending79 own homes/40M credit
card users41 new cars/48 luxury cars610B
healthcare spending/74 prescription drugs5
of advertising targetsKen Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
165
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
166
The mature market cannot be dismissed as
entrenched in its brand loyalties. Carol Morgan
Doran Levy, Marketing to the Mindset of Boomers
and Their Elders
167
Possession Experiences /Desires for
things/Young adulthood/to 38Catered
Experiences/ Desires to be served by
others/Middle adulthoodBeing
Experiences/Desires for trancendant
experiences/Late adulthoodSource David Wolfe
and Robert Snyder/Ageless Marketing
168
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
169
No Target MarketingYes Target Innovation
Target Delivery Systems
170
VI. NEW BUSINESS. NEW YOU.
171
13. Re-inventing the Individual Welcome to a
Brand You World
172
In a global economy, the government cannot give
anybody a guaranteed success story, but you can
give people the tools to make the most of their
own lives. WJC, from Philip Bobbitt, The Shield
of Achilles War, Peace, and the Course of History
173
The Creative Class derives its identity from its
members roles as purveyors of creativity.
Because creativity is the driving force of
economic growth, in terms of influence the
Creative Class has become the dominant class in
society. Richard Florida, The Rise of the
Creative Class (38M, 30)
174
If there is nothing very special about your
work, no matter how hard you apply yourself, you
wont get noticed, and that increasingly means
you wont get paid much either.Michael
Goldhaber, Wired
175
My ancestors were printers in Amsterdam from
1510 or so until 1750, and during that entire
time they didnt have to learn anything
new.Peter Drucker, Business 2.0 (08.22.00)
176
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker,Business 2.0
(22August2000)
177
Invent. Reinvent. Repeat.Source HP banner ad
178
Personal Brand Equity Evaluation
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • My public recognition program consists of
  • Additions to my Rolodex in the last 90 days
    include
  • My resume is discernibly different from last
    years at this time

179
14. Boss Job One The Talent Obsession.
180
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
181
Age of AgricultureIndustrial AgeAge of
Information IntensificationAge of Creation
IntensificationSource Murikami Teruyasu,
Nomura Research Institute
182
Brand Talent.
183
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
184
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
185
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years.Ed
Michaels, War for Talent
186
Top performing companies are two to four times
more likely than the rest to pay what it takes to
prevent losing top performers.Ed Michaels,
War for Talent (05.17.00)
187
The Cracked Ones Let in the LightOur 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
188
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
BusinessWeek, 11.20.00
189
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity.Source Judy B. Rosener, Americas
Competitive Secret Women Managers
190
Opportunity!
  • U.S.
    G.B. E.U. Ja.
  • M.Mgt. 41 29 18
    6
  • T.Mgt. 4 3 2
    lt1
  • Peak Partic. Age 45 22 27
    19
  • Coll. Stud. 52 50 48 26
  • Source Judy Rosener, Americas Competitive
    Secret

191
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent IBP/Internal Brand Promise per TP
192
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
193
Talent Department
194
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
195
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
196
15. Brand Talent Addressing the Education
Fiasco.
197
My education was a prolonged and concerted
attack on my individuality. Neil Crofts,
Authentic
198
J. D. Rockefellers General Education Board
(1906) In our dreams people yield themselves
with perfect docility to our molding hands. The
task is simple. We will organize children and
teach them in a perfect way the things their
fathers and mothers are doing in an imperfect
way.John Taylor Gatto, A Different Kind of
Teacher
199
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that he
had refused to color within the lines, which was
a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
200
How many artists are there in the room? Would
you please raise your hands. FIRST GRADE En
masse the children leapt from their seats, arms
waving. Every child was an artist. SECOND GRADE
About half the kids raised their hands, shoulder
high, no higher. The hands were still. THIRD
GRADE At best, 10 kids out of 30 would raise a
hand, tentatively, self-consciously. By the time
I reached SIXTH GRADE, no more than one or two
kids raised their hands, and then ever so
slightly, betraying a fear of being identified by
the group as a closet artist. The point is
Every school I visited was participating in the
suppression of creative genius.Gordon
MacKenzie, Orbiting the Giant Hairball A
Corporate Fools Guide to Surviving with Grace
201
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on.Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
202
VII. NEW BUSINESS WEIRD RULES
203
16. THINK WEIRD the HVA/ High Value Added
Bedrock.
204
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
205
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
206
If you worship at the throne of the voice of
the customer, youll get only incremental
advances.Joseph Morone, President, Bentley
College
207
Primary Obstacles to Marketing-driven
Change1. Fear of cannibalism.2. Excessive
cult of the consumer/ customer driven/
slavery to demographics, market research and
focus groups.3.Creating sustainable
advantage. Source
John-Marie Dru, Disruption
208
Chivalry is dead. The new code of conduct is an
active strategy of disrupting the status quo to
create an unsustainable series of competitive
advantages. This is not an age of defensive
castles, moats and armor. It is rather an age of
cunning, speed and surprise. It may be hard for
some to hang up the chain mail of sustainable
advantage after so many battles. But
hypercompetition, a state in which sustainable
advantages are no longer possible, is now the
only level of competition.Rich DAveni,
Hypercompetition Managing the Dynamics of
Strategic Maneuvering
209
HAVE MBAs KILLED OFF MARKETING? Prof Rajeev
Batra says What these times call for is more
creative and breakthrough reengineering of
product and service benefits, but we dont train
people to think like that. The way marketing is
taught across business schools is far too
analytical and data-driven. Weve taken away the
emphasis on creativity and big ideas that
characterize real marketing breakthroughs. In
India there is an added problem most senior
marketing jobs have been traditionally dominated
by MBAs. Santosh Desai, vice president, McCann
Erickson, an MBA himself, believes in India
engineer-MBAs, armed with this Lego-like
approach, tend to reduce marketing into neat
components. This reductionist thinking runs
counter to the idea that great brands must have a
core, unifying idea. Businessworld/04Nov2002/W
hy Is Marketing Not Working?
210
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
211
To grow, companies need to break out of a
vicious cycle of competitive benchmarking,
imitation and pursuit. W. Chan Kim Renee
Mauborgne, Think for Yourself Stop Copying a
Rival, Financial Times/08.11.03
212
The short road to ruin is to emulate the methods
of your adversary. Winston Churchill
213
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
214
Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
215
Boards Extremely contentious boards that regard
dissent as an obligation and that treat no
subject as undiscussable Jeffrey Sonnenfeld,
Yale School of Management
216
The Bottleneck is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma? At the top!
Gary Hamel, Strategy or Revolution/ Harvard
Business Review
217
Kevin Roberts Credo1. Ready. Fire! Aim.2. If
it aint broke ... Break it!3. Hire crazies.4.
Ask dumb questions.5. Pursue failure.6. Lead,
follow ... or get out of the way!7. Spread
confusion.8. Ditch your office.9. Read odd
stuff.10. Avoid moderation!
218
WEIRD IDEAS THAT WORK (1) Hire slow learners (of
the organizational code). (1.5) Hire people who
make you uncomfortable, even those you dislike.
(2) Hire people you (probably) dont need. (3)
Use job interviews to get ideas, not to screen
candidates. (4) Encourage people to ignore and
defy superiors and peers. (5) Find some happy
people and get them to fight. (6) Reward
success and failure, punish inaction. (7)
Decide to do something that will probably fail,
then convince yourself and everyone else that
success is certain. (8) Think of some
ridiculous, impractical things to do, then do
them. (9) Avoid, distract, and bore
customers, critics, and anyone who just wants to
talk about money. (10) Dont try to learn
anything from people who seem to have solved the
problems you face. (11) Forget the past,
particularly your companys success. Bob
Sutton, Weird Ideas That Work 11½ Ideas for
Promoting, Managing, and Sustaining Innovation
219
Innovation Index How many of your Top 5
Strategic Initiatives score 7 or higher (out of
10) on a Weirdness/Profundity Scale?
220
The Re-imagineers Credo or, Pity the Poor
BrownTechnicolor 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
221
VIII. NEW BUSINESS. NEW LEADERSHIP.
222
17. The Passion Imperative The Leadership50
223
The Basic Premise.
224
1. Leadership Is a Mutual Discovery Process.
225
Ninety percent of what we call management
consists of making it difficult for people to get
things done. P.D.
226
I dont know.
227
Quests!
228
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
229
The Leadership Types.
230
2. Great Leaders on Snorting Steeds Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
231
25/8/53
232
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
233
A leader is a dealer in hope.Napoleon
(TPs writing room pics)
234
4. Find the Businesspeople! (Type III
Leadership)
235
I.P.M. (Inspired Profit Mechanic)
236
5. All Organizations Need the Golden Leadership
Triangle.
237
The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
238
The Essential Tension Keeper of the
Flame of Creation (Brahma Creator)
Keeper of the Flame of Preservation (Vishnu
Preserver) Keeper of the Flame of
Destruction (Shiva Destroyer)
239
6. Leadership Mantra 1 IT ALL DEPENDS!
240
Renaissance Men are a snare, a myth, a delusion!
241
7. The Leader Is Rarely/Never the Best Performer.
242
The Leadership Dance.
243
8. Leaders SHOW UP!
244
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The Mask
of Command
245
9. Leaders LOVE the MESS!
246
Im not comfortable unless Im
uncomfortable.Jay Chiat
247
If things seem under control, youre just not
going fast enough.Mario Andretti
248
10. Leaders DO!
249
The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
250
We have a strategic plan. Its called doing
things. Herb Kelleher
251
11. Leaders Re-do.
252
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
253
12. BUT Leaders Know When to Wait.
254
Tex Schramm The too hard box!
255
13. Leaders Are Optimists.
256
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
257
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
258
14. Leaders DELIVER!
259
Leaders dont want to win. Leaders need to
win.49
260
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
261
15. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
262
The Gus Imperative!
263
16. Leaders FOCUS!
264
To Dont List
265
Its T-H-R-E-E, Stupid!I used to have a rule
for myself that at any point in time I wanted to
have in mind as it so happens, also in writing,
on a little card I carried around with me the
three big things I was trying to get done. Three.
Not two. Not four. Not five. Not ten. Three.
Richard Haass, The Power to Persuade
266
17. Leaders Set CLEAR DESIGN SPECS.
267
Danger S.I.O. (Strategic Initiative Overload)
268
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
269
18. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
270
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
271
If It Aint Broke Break It.
272
19. Leaders FORGET!/Leaders DESTROY!
273
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
274
20. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

275
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
276
21. Leaders HONOR THE USURPERS.
277
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision
278
22. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
279
Fail faster. Succeed sooner.David Kelley/IDEO
280
Fail. Forward. Fast. High-tech Exec
281
23. Leaders Make BIG MISTAKES!
282
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
283
Create.
284
24. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
285
No one ever made it into the Business Hall of
Fame on a record of line extensions.
286
25. Leaders Make Their Mark / Leaders Do
Stuff That Matters
287
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
288
Great Companies SET THE AGENDA. (Period.)
289
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS 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
290
Legacy!
291
CEO Assignment2002 (Bermuda) Please leap
forward to 2007, 2012, or 2022, and write a
business history of Bermuda. What will have been
said about your company during your tenure?
292
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
293
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max DePree, Herman
Miller
294
26. Leaders Push Their Organizations W-a-y Up the
Value-added/ Intellectual Capital Chain
295
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
296
27. Leaders LOVE the New Technology!
297
100 square feet
298
28. Needed? Type IV Leadership Technology
Dreamer-True Believer
299
The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
300
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco,
WalMartare transforming the business landscape
by including technology experts on their boards,
the vast majority are missing out on ways to
boost productivity, competitiveness and
shareholder value.Source Burson-Marsteller
301
Talent.
302
29. When It Comes to TALENT Leaders Always
Swing for the Fences!
303
Talents Rules1. Talent
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