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Title: Re-imagine


1
Re-imagines Requisites The Leadership11 Tom
Peters/London/09.12.2003
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 Foreword,
Re-imagine
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
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
6
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
7
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
8
As Economy Gains, Outsourcing Surges
Headline/Boston Globe/11.03
9
WHERE IS YOUR JOB GOING writing software,
designing chips, reading MRIs, processing
mortgages, preparing tax returns, managing
computer networks (etc GE Capitals 15,000 in
Delhi), preparing PP slides for McKinsey (350 in
Chennai), equity analysis of U.S. companies
(Morgan Stanley) Source Fortune/11.24.03
10
14 MILLION service jobs are in danger of being
shipped overseas The Dobbs Report/USNWR/11.03/r
e new UCB study
11
WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES?
Headline/ Fortune/ 11.03 (We should finally
admit that we do not and cannot know, and regard
that fact with serenity rather than anxiety.)
12
Unless mankind redesigns itself by changing our
DNA through altering our genetic makeup,
computer-generated robots will take over the
world. Stephen Hawking, in the German magazine
Focus
13
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
14
The Leadership11 Talent Management
15
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.
16
Brand Talent.
17
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people. Stan Davis Christopher
Meyer, futureWEALTH
18
Age of Agriculture Industrial Age Age of
Information Intensification Age of Creation
Intensification Source Murikami Teruyasu,
Nomura Research Institute
19
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)
20
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
21
Talent! Tina Brown The first thing to do is to
hire enough talent that a critical mass of
excitement starts to grow. Source
Business2.0/12.2002-01.2003
22
PARCs Bob Taylor Connoisseur of Talent
23
T.A. 3
24
Model 25/8/53 Sports Franchise GM
25
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
26
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EM Source Ed
Michaels, War for Talent
27
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)
28
DD21M
29
Where do good new ideas come from? Thats
simple! From differences. Creativity comes from
unlikely juxtapositions. The best way to maximize
differences is to mix ages, cultures and
disciplines. Nicholas Negroponte
30
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
31
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure Title, Special Report,
BusinessWeek, 11.20.00
32
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
33
Are men obsolete? Headline, USNWR/06.03.03
34
/- The Boston Club Corporate Salute (10.28.03)
35
Whats your companys EVP? Employee Value
Proposition, per Ed Michaels et al., The War for
Talent IBP/Internal Brand Promise per TP
36
EVP Challenge, professional growth, respect,
satisfaction, opportunity, reward Source Ed
Michaels et al., The War for Talent
37
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
38
Talents Big Two Rules GREAT Finance Dept.
GREAT Football Team DIFFERENCES Among Cello
Players DIFFERENCES Among Hotel GMs
39
The Top 5 Revelations Better talent
wins. Talent management is my job as
leader. Talented leaders are looking for the
moon and stars. Over-deliver on peoples dreams
they are volunteers. Pump talent in at all
levels, from all conceivable sources, all the
time. Source Ed Michaels et al., The War for
Talent
40
Talent Department
41
People Department Center for Talent
Excellence Seriously Cool People Who Recruit
Develop Seriously Cool People Etc.
42
better material welfare vs. maximize the
opportunity of its people Philip Bobbitt, The
Shield of Achilles War, Peace, and the Course of
History
43
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
44
Country Guarantee No One Is in Need Provide
Freedom to Pursue Goals U.S.A.
35
58 Germany 58

38 France 61
36 UK
61
35 Italy
65
22 Source
Economist/11.08.2003
45
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and
  • thus be in charge of his or her own career.
  • Tim Hall et al., The New Protean Career
    Contract

46
Quests!
47
Distinct or Extinct 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
48
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)
49
26.3
50
Edward Jones Training Machine 146
hours/employee/year New hires 4X avg. 3.8 of
payroll 1, The 100 Best Companies To Work
For/Fortune/01.2003
51
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
52
T.T.D./Assignment Construct a 1/8-page or
1/4-page ad for Brand You for the Yellow Pages
53
For Marx, the path to social betterment was
through collective resistance of the proletariat
to the economic injustices of the capitalist
system that produced such misshapenness and
fragmentation. For Emerson, the key was to jolt
individuals into realizing the untapped power of
energy, knowledge and creativity of which all
people, at least in principle, are capable. He
too hated all systems of human oppression but
his central project, and the basis of his legacy,
was to unchain individual minds. Lawrence
Buell, Emerson
54
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. (Scale of 1 to 10?)
55
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
56
The Leadership11 Metabolic Management
57
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.
58
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
59
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
60
If things seem under control, youre just not
going fast enough. Mario Andretti
61
Im not comfortable unless Im
uncomfortable. Jay Chiat
62
lt1000A.D. paradigm shift 1000s of years 1000
100 years for paradigm shift 1800s gt prior 900
years 1900s 1st 20 years gt 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
63
We are in a brawl with no rules. Paul Allaire
64
S.A.V.
65
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week.

Source New York Times on Meg Whitman/eBay
66
Rate of Leaving F500 1970-1990 4X Source
The Company, John Micklethwait Adrian
Wooldridge (1974-200 One-half biggest 100
disappear)
67
Far from being a source of comfort, bigness
became a code for inflexibility. John
Micklethwait Adrian Wooldridge, The Company
68
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
69
Active mutators in placid times tend to die off.
They are selected against. Reluctant mutators in
quickly changing times are also selected
against. Carl Sagan Ann Druyan, Shadows of
Forgotten Ancestors
70
The Kotler Doctrine 1965-1980
R.A.F. (Ready.Aim.Fire.) 1980-1995
R.F.A. (Ready.Fire!Aim.) 1995-????
F.F.F. (Fire!Fire!Fire!)
71
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
72
The lesson is the importance of relentless
readjustment. At Microsoft they never get it
right, but theyre constantly, relentlessly
adjusting. And somehow, through constant
readjustment practice over time, they gradually
weave their way to the right place. George
Colony, Forrester Research
73
We have a strategic plan. Its called doing
things. Herb Kelleher
74
Culture of Prototyping Effective prototyping
may be the most valuable core competence an
innovative organization can hope to
have. Michael Schrage

75
Think about It!? Innovation Reaction to the
Prototype Michael Schrage
76
If it works, its obsolete. Marshall McLuhan
77
Boyd
78
OODA Loop/Boyd Cycle Unraveling the
competition/ Quick Transients/ Quick Tempo (NOT
JUST SPEED!)/ Agility/ So quick it is
disconcerting (adversary over-reacts or
under-reacts)/ Winners used tactics that caused
the enemy to unravel before the fight (NEVER
HEAD TO HEAD) BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
79
Blitzkrieg is far more than lightning thrusts
that most people think of when they hear the
term rather it was all about high operational
tempo and the rapid exploitation of
opportunity. BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
80
Float like a butterfly. Sting like a bee. Ali
81
Maneuverists BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
82
Erics Army Flat. Fast. Agil
e. Adaptable. Light But Lethal. Talent/ I Am
an Army of One. Info-intense. Network-centric.
83
Rather than have massive armies that people can
go along and inspect, it is now about having
rapidly deployable expediency forces that can be
dropped by land, sea or air and with full
support. MoD official, on Defense Secretary
Geoff Hoons defense white paper (12.2003)
84
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. (Scale
of 1 to 10?)
85
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
86
The Leadership11 Technology Management
87
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.
88
E-commerce is happening the way all the hype
said it would. Internet deployment is happening.
Broadband is happening. Everything we ever said
about the Internet is happening. And it is very,
very early. We cant even glimpse ITs potential
in changing the way people work and live. Andy
Grove (BusinessWeek/August 2003)
89
100 square feet
90
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
)
91
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
92
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
93
Hyperlinks subvert hierarchy! The Cluetrain
Manifesto
94
Words to Live By Hierarchy is an
organization with its face toward the CEO and
its ass toward the customer. Kjell Nordstrom
and Jonas Ridderstrale, Funky Business
95
Supply Chain 2000 When Joe Employee at
Company X launches his browser, hes taken to
Company Xs personalized home page. He can
interact with the entire scope of Company Xs
world customers, other employees, distributors,
suppliers, manufacturers, consultants. The
browser that is, the portal resembles a My
Yahoo for Company X and hooks into every network
associated with Company X. The real trick is that
Joe Employee, business partners and customers
dont have to be in the office. They can log on
from a cell phone, Palm Pilot, pager or home
office system. Red Herring (09.2000)
96
WebWorld Everything Web as a way to run your
businesss innards Web as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industry Web/B2B as
ultimate wake-up call to commodity
producers Web as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
data Web as an Encompassing Way of Life Web
Everything (P.D. to after-sales) Web forces you
to focus on what you do best Web as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
97
Theres no use trying, said Alice. One cant
believe impossible things. I daresay you
havent had much practice, said the Queen. When
I was your age, I always did it for half an hour
a day. Why, sometimes Ive believed as many as
six impossible things before breakfast. Lewis
Carroll
98
Inet allows you to dream dreams you could
never have dreamed before!
99
Case CRM
100
Amen! The Age of the Never Satisfied
Customer Regis McKenna
101
CRM has, almost universally, failed to live up
to expectations. Butler Group (UK)
102
No! No! No! FT The aim of CRM is to make
customers feel as they did in the pre-electronic
age when service was more personal.
103
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
104
Here We Go Again Except Its Real This
Time! Bank online 24.3M (10.2002) 2X
Y2000. Wells Fargo 1/3rd 3.3M 50 lower
attrition rate 50 higher growth in balances
than off-line more likely to cross-purchase
happier and stay with the bank much
longer. Source The Wall Street
Journal/10.21.2002
105
TECHNOLOGY CHANGES EVERYTHING. I AM A TRUE
BELIEVER. NOW IS THE MOMENT FOR INSANELY BOLD
INVESTMENT AND TOTAL CORPORATE RE-IMAGINATION.
(Scale of 1 to 10?)
106
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
107
The Leadership11 Barrier Management
108
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.
109
IT MAY SOMEDAY BE SAID THAT THE 21ST CENTURY
BEGAN ON SEPTEMBER 11, 2001. Al-Qaeda
represents a new and profoundly dangerous kind of
organizationone that might be called a virtual
state. On September 11 a virtual state proved
that modern societies are vulnerable as never
before.Time/09.09.2002
110
From Weapon v. Weapon To
Org structure v. Org structure
111
Our military structure today is essentially one
developed and designed by Napoleon. Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
112
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.
113
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 dont talk to each
other. Boston Globe (09.30.2001)
114
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
115
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
116
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
117
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
118
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically. Peter Drucker,
Business 2.0
119
1. Its the (OUR!) organization,
stupid! 2. Friction free! 3. No STOVEPIPES! 4.
Stovepiping is a F.O.Firing Offense. 5. ALL on
the web! (ALL ALL.) 6. Open access! 6. Project
Managers rule! (E.g. Control the purse
strings and evals.) 7. VALUE-ADDED RULES!
(Services Rule.) (Experiences Rule.) (Brand
Rules.) 8. SOLUTIONS RULE! (We sell SOLUTIONS.
Period. We sell PRODUCTIVITY
PROFITABILITY. Period.) 9. Solutions Our
culture. 10. Partner with B.I.C.
(Best-In-Class). Period.
120
Once devised in Riyadh, the tasking order took
hours to get to the Navys six aircraft
carriersbecause the Navy had failed years
earlier to procure the proper communications gear
that would have connected the Navy with its Air
Force counterparts. To compensate for the lack
of communications capability, the Navy was forced
to fly a daily cargo mission from the Persian
Gulf and Red Sea to Riyadh in order to pick up a
computer printout of the air mission tasking
order, then fly back to the carriers, run
photocopy machines at full tilt, and distribute
the documents to the air wing squadrons that were
planning the next strike. Bill Owens, Lifting
the Fog of War
121
12. All functions contribute equallyIS, HR,
Finance, Purchasing, Engineering,
Logistics, Sales, Etc. 13. Project Management can
come from any function. 14. WE ARE ALL IN SALES.
PERIOD. 15. We all invest in wiring the
customer organization. 16. WE ALL LIVE THE
BRAND. (Brand Solutions. That MAKE
MONEY FOR OUR CUSTOMER- PARTNER.) 17. We
use the word PARTNER until we all want to
barf! 18. We NEVER BLAME other parts of our
organization for screw-ups. 19. WE AIM TO
REINVENT THIS INDUSTRY! 20. We hate the word-idea
COMMODITY.
122
21. We believe in High tech, High touch. 22. We
are DREAMERS. 23. We deliver . (PROFITS.)
(CUSTOMER SUCCESS.) 24. If we play the SOLUTIONS
GAME brilliantly, no one can touch us! 25.
Our TEAM needs 100 I.C.s (Imaginative
Contributors). This is the ULTIMATE All Hands
affair!
123
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. (Scale of 1 t0 10?)
124
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
125
The Leadership11 Forgetful Management
126
The new competitive realities demand that we turn
our backs on the ones who brung us. Every leader
needs a FORMAL forgetting strategy.
127
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
128
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
129
Cortez!
130
Leaders dump the ones who brung em Nokia, HP,
3M, PerkinElmer, Corning, etc.
131
ForgetgtLearn The problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
132
Success Kills! The more successful a company,
the flatter its forgetting curve. Gary Hamel
and C.K. Prahalad
133
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. (Scale of 1 to
10?)
134
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
135
The Leadership11 Metaphysical Management
136
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.
137
While everything may be better, it is also
increasingly the same. Paul Goldberger on
retail, The Sameness of Things, The New York
Times
138
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
139
Companies have defined so much best practice
that they are now more or less identical. Jesper
Kunde, Unique Now ... or Never
140
We make over three new product announcements a
day. Can you remember them? Our customers
cant! Carly Fiorina
141
09.11.2000 HP bids 18,000,000,000 for
PricewaterhouseCoopers consulting business!
142
These days, building the best server isnt
enough. Thats the price of entry. Ann
Livermore, Hewlett-Packard
143
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).
144
IBM/Q3/10.15.03/Rev 5 Services/Consulting
11 Software 5 Hardware -5 PCs
-2 Technology/Chips -33
145
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)
146
E.g. UTC/Otis Carrier boxes to integrated
building systems
147
Leased AC Units of Coolth
148
Omnicom 57 (of 6B) from marketing services
149
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
150
Turnkey Nation HP Sun Farmers Group
Northwestern Mutual Financial Network IBM
ATT Ericsson GE Power Systems GE
Industrial Systems Ford Siemens Home Depot
Deere UTC Otis UTC Carrier UPS
Springs Industries RCI Equity Office
Properties Omnicom India Etc.
151
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
152
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
153
Guinness as a brand is all about community. Its
about bringing people together and sharing
stories.Ralph Ardill, Imagination, in re
Guinness Storehouse
154
The Starbucks Fix Is on We have
identified a third place. And I really believe
that sets us apart. The third place is that place
thats not work or home. Its the place our
customers come for refuge. Nancy Orsolini,
District Manager
155
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
156
WHAT CAN BROWN DO FOR YOU?
157
The Experience Ladder Experiences
Services Goods Raw Materials
158
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
159
Lexus sells its cars as containers for our sound
systems. Its marvelous.Sidney Harman/ Harman
International
160
Its All About EXPERIENCES Trapper to
Wildlife Damage-control Professional Trapper
lt20 per beaver pelt. WDCP 150/problem
beaver 750-1,000 for flood-control piping
so that beavers can stay. Source
WSJ/05.21.2002
161
Moving Companies WSJ/08.2003 In Texas, Theyll
fill your empty fridge with brie and wine. An
outfit in New York promises quick high-speed
Internet hookup. And when Allied Van Lines
finishes unloading your couch, theyll have a
feng shui expert figure out the right spot.
162
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
163
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
164
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
165
(Revised) Experience Ladder Dreams Come True
Awesome Experiences Solutions Services Goods Raw
Materials
166
And Tomorrow Fifteen years ago companies
competed on price. Now its quality. Tomorrow
its design. Robert Hayes
167
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
168
Design is treated like a religion at
BMW. Fortune
169
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
170
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
171
In Denmark, eggs from free-range hens have
conquered over 50 percent of the market.
Consumers do not want hens to live their lives in
small, confining cages. They are willing to pay
15 percent to 20 percent more for the story about
animal ethics. This is classic Dream Society
logic. Both kind of eggs are similar in quality,
but consumers prefer eggs with the better story.
After we debated the issue and stockpiled 50
other examples, the conclusion became evident
Stories and tales speak directly to the heart
rather than the brain. After a century where
society was marked by science and rationalism,
the stories and values are returning to the
scene. Rolf Jensen/The Dream Society How the
Coming Shift from Information to Imagination Will
Transform Your Business
172
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, A Unique Moment on the
excellence of Nokia, Nike, Lego, Virgin et al.
173
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
174
New Market Realities Selling Dreams How to
Make Any Product Irresistible, Gian Luigi
Longinotti-Buitoni The Dream Society How the
Coming Shift from Information to Imagination Will
Transform Your Business, Rolf Jensen Trading Up
The New American Luxury, Michael Silverstein
Neil Fiske
175
I FULLY COMPREHEND THAT THE BASIC VALUE PREMISE
IS SHIFTING DRAMATICALLY AND RAPIDLY. I AM
WHOLLY COMMITTED TO BECOMING MASTER
METAPHYSICIAN. (Scale of 1 to 10?)
176
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
177
The Leadership11 Opportunity Management
178
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?)
179
Women the Marketspace.
180
????????? Home Furnishings 94 Vacations 92
(Adventure Travel 70/ 55B travel
equipment) Houses 91 D.I.Y. (home projects)
80 Consumer Electronics 51 Cars 60
(90) All consumer purchases 83 Bank Account
89 Health Care 80
181
5T gt Japan 10M/28M/3.6T gt Germany
182
Yeow! 1970 1 2002 50
183
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.) Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
184
Carol Gilligan/ In a Different Voice Men Get
away from authority, family Women Connect Men
Self-oriented Women Other-oriented Men
Rights Women Responsibilities
185
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.
186
Women's View of Male Salespeople Technically
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)
187
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
188
It is obvious to a woman when another woman is
upset, while a man generally has to physically
witness tears or a temper tantrum or be slapped
in the face before he even has a clue that
anything is going on. Like most female mammals,
women are equipped with far more finely tuned
sensory skills than men. Barbara Allan
Pease, Why Men Dont Listen Women Cant Read
Maps
189
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
190
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
191
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
192
Senses Vision Men, focused Women,
peripheral. Hearing Womens discomfort level I/2
mens. Smell Women gtgt Men. Touch Most sensitive
man lt Least sensitive women. Source Martha
Barletta, Marketing to Women
193
When a woman is upset, she talks emotionally to
her friends but an upset man rebuilds a motor or
fixes a leaking tap. Barbara Allan Pease, Why
Men Dont Listen Women Cant Read Maps
194
Women are more comfortable talking or thinking
about people and relationships, while men prefer
to contemplate things. research reported in the
New York Times (08.10.2003)
195
Editorial/Men Tables, rankings. Editorial/Women
Narratives that cohere. Redwood (UK)
196
Read This Book EVEolution The Eight Truths
of Marketing to Women Faith Popcorn Lys
Marigold
197
EVEolution Truth No. 1 Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
198
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
199
Women dont buy brands. They join
them. EVEolution
200
2.6 vs. 21
201
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.
202
Boomers Geezers.
203
Subject Marketers Stupidity Its 18-44,
stupid!
204
Subject Marketers Stupidity Or is it 18-44
is stupid, stupid!
205
Aging/Elderly Im in charge!
206
NOT ACTING THEIR AGE As Baby Boomers Zoom into
Retirement, Will America Ever Be the
Same? USNWR Cover/06.01
207
Sixty Is the New Thirty Cover/AARP/11.03
208
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
209
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
210
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
211
No Target Marketing Yes Target Innovation
Target Delivery Systems
212
I GET IT! WOMEN! BOOMERS GEEZERS! ITS WHERE
THE LOOT IS! WE ARE GOING STRATEGIC ON THIS!
(Scale of 1 to 10?)
213
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
214
The Leadership11 Portfolio Management
215
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.
216
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
217
THINK WEIRD The High Standard Deviation
Enterprise.
218
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
219
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
220
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
221
To grow, companies need to break out of a
vicious cycle of competitive benchmarking,
imitation and pursuit. W. Chan Kim Renée
Mauborgne, Think for Yourself Stop Copying a
Rival, Financial Times/08.11.03
222
Employees Are there enough weird people in the
lab these days? V. Chmn., pharmaceutical house,
to a lab director (06.01)
223
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
224
the Good Conduct medal.
225
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
226
Boards Extremely contentious boards that regard
dissent as an obligation and that treat no
subject as undiscussable Jeffrey Sonnenfeld,
Yale School of Management
227
We become who we hang out with!
228
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
229
Advice to Corporate Leaders Consider the
metaphor of the windmill You can harness raw
power but you cant control it. Hire artists,
clowns, or other disrupters to come in and
challenge your corporate environment. Hire a
corporate anthropologist to analyze how tolerant
your organization is of deviants and other
innovators. Once the anthropologist leaves,
hire a shaman to drive out the evil spirits of
conformity. Source Ryan Matthews Watts
Wacker, Fast Company (03.02)
230
Big Idea/s V.C. Portfolio Roster
231
I AM A V.C. I OBSESS ABOUT MY VARIOUS
ROSTERSEMPLOYEES, CUSTOMERS, ETCETERA. I
MEASURE MY ROSTERS WEIRDNESS QUOTIENT. (Scale
of 1 to 10?)
232
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
233
The Leadership11 Failure Management
234
Screwing up is more important than ever in
strange times. The failures rate is the best
indicator of sufficiently rapid adaptation. The
leader must manage the screw-up
processliterally.
235
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
236
The New Ge Way DYB.com
237
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
238
RM A lot of companies in the Valley fail. RN
Maybe not enough fail. RM What do you mean
by that? RN Whenever you fail, it means
youre trying new things. Source Fast Company
239
The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles. Newsweek/ Paul
Saffo (03.02)
240
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
241
Excellence 1 in 20
242
... 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
243
DG to TP Sam is not afraid to fail. NASA
failing 1, from the shuttle disaster report
(July 2003) fear of retribution by lower-level
employees.
244
Fail faster. Succeed sooner. David Kelley/IDEO
245
Fail. Forward. Fast. High-tech Exec
246
Reward excellent failures. Punish mediocre
successes. Phil Daniels, Sydney exec (and, de
facto, Jack)
247
WE DO NO WITCH HUNTS! WE FULLY UNDERSTAND THAT
WE ARE AS GOOD AS OUR EXCELLENT FAILURES. WE
CHERISH THE BOLD AND BLOODIED ONES. (Scale of 1
to 10?)
248
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
249
The Leadership11 Cause Management
250
People sign up for causes worth pursuing.
Turning the enterprise into a cause-worth-committi
ng-to is a primary task of the leader.
251
G.H. Create a cause, not a business.
252
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
253
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?
254
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?
255
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
256
Demo Story A key perhaps the key to
leadership is the effective communication of a
story. Howard Gardner, Leading Minds An
Anatomy of Leadership
257
Huh? Quiet, workmanlike, stoic leaders bring
about the big transformations.--JC
258
Huh? Humility The Surprise Factor in
Leadership bosses with Gung-ho Qualities and
Charisma May Be Out of Fashion Headline/FT/ re
JCollins/10.03 (TP scribble Nelson,
Wellington, Montgomery, Disraeli, Churchill,
Thatcher)
259
Montgomery Churchill Thatcher
260
Huh? Humility The Surprise Factor in
Leadership bosses with Gung-ho Qualities and
Charisma May Be Out of Fashion Headline/FT/ re
JCollins/10.03 (TP scribble Nelson,
Wellington, Montgomery, Disraeli, Churchill,
Thatcher)
261
Pastels? T. Paine/P. Henry/A. Hamilton/T.
Jefferson/B. Franklin A. Lincoln/U. S. Grant/W.
T. Sherman TR/FDR/LBJ/RR/JFK M.L. King C. de
Gaulle M. Gandhi W. Churchill M.
Thatcher Picasso Mozart Copernicus/Newton/Einstein
J. Welch/L. Gerstner/L. Ellison/B. Gates/S.
Ballmer/S. Jobs/ S. McNealy A. Carnegie/J. P.
Morgan/H. Ford/J.D. Rockefeller/T. A. Edison
262
WE WILL SUCCEED TO THE EXTENT THAT OUR TEAM
CANT WAIT FOR THE WEEKEND TO END. WE AIM TO
DENT THE UNIVERSE! (Scale of 1 t0 10?)
263
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
264
The Leadership11 Passion Management
265
Passion moves mountains. Creating a passionate
enterprise is a modern leadership imperative.
266
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
267
Hackneyed but none the less
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