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Re-imagine

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Title: Re-imagine


1
Re-imagines Requisites The Leadership11 Tom
Peters/ Mexico D.F./ 04June2004
2
Slides at tompeters.com
3
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
4
Its no longer enough to be a change agent.
You must be a change insurgentprovoking,
prodding, warning everyone in sight that
complacency is death. Bob Reich
5
Context The Change Tsunami Jobs
Technology Globalization War, Warfighting
Security
6
Jobs New Technology Globalization War,
Warfighting Security
7
14 MILLION service jobs are in danger of being
shipped overseas The Dobbs Report/USNWR/11.03/r
e new UCB study
8
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years. Source BW
(01.28.02)
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
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
11
Jobs Technology Globalization War, Warfighting
Security
12
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
13
Jobs Technology Globalization War, Warfighting
Security
14
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
15
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
16
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
17
200 cities with gt1,000,000 population. Source
China Takes Off, David Hale Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
18
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.)
19
World economic output U.S.A., 21 EU, 16
China, 13 (2X since1991) Source New York
Times/12.14.2003
20
Jobs Technology Globalization War, Warfighting
Security
21
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
22
The Leadership11
23
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
24
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
25
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.
26
Brand Talent.
27
Age of Agriculture Industrial Age Age of
Information Intensification Age of Creation
Intensification Source Murikami Teruyasu,
Nomura Research Institute
28
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
29
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
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
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
32
Ninety percent of what we call management
consists of making it difficult for people to get
things done. P.D.
33
I dont know.
34
Quests!
35
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)
36
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)
37
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?)
38
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
39
The metabolism of enterprise-competition-inventi
on has speeded up remarkably. It is the leaders
mission to increaseand managethe Metabolic Rate
of her or his organization.
40
We are in a brawl with no rules. Paul Allaire
41
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!)
42
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?)
43
If things seem under control, youre just not
going fast enough. Mario Andretti
44
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
45
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.
46
100 square feet
47
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
)
48
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
49
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
50
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
51
Inet allows you to dream dreams you could
never have dreamed before!
52
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?)
53
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
54
The corporate metabolism cannot be speeded up
and the new technologies cannot be fully
exploited unless all barriers to X-functional
communication (throughout the entire supply and
demand chain) are destroyed. The leader must
leadget directly involved in the minutiae of
this STRATEGIC task.
55
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits.
56
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
57
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
58
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?)
59
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
60
The new competitive realities demand that we turn
our backs on the ones who brung us. Every leader
needs a FORMAL forgetting strategy.
61
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
62
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987. SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997. Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
63
ForgetgtLearn The problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
64
FORGET IT IS MY MISSION AND MANTRA. WE MUST
SEVER MANY/MOST OF OUR TIES TO THE PAST AND
IMAGINE COMPLETELY NEW WORLDS. EVERYONE KNOWS
THAT FORGETTING IS MY PASSION. (Scale of 1 to
10?)
65
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
66
The Leadership11 Metaphysical Management
67
A brand new value proposition is emerging. We are
moving toward more and more ethereal products
and services. The leader must oversee this
processbecome the Metaphysician-in-Chief.
68
While everything may be better, it is also
increasingly the same. Paul Goldberger on
retail, The Sameness of Things, The New York
Times
69
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
70
Companies have defined so much best practice
that they are now more or less identical. Jesper
Kunde, Unique Now ... or Never
71
We make over three new product announcements a
day. Can you remember them? Our customers
cant! Carly Fiorina
72
09.11.2000 HP bids 18,000,000,000 for
PricewaterhouseCoopers consulting business!
73
These days, building the best server isnt
enough. Thats the price of entry. Ann
Livermore, Hewlett-Packard
74
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).
75
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)
76
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
77
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
78
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
79
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
80
WHAT CAN BROWN DO FOR YOU?
81
The Experience Ladder Experiences
Services Goods Raw Materials
82
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
83
1997-2001 gt600 10 to 18 400-600 49 to
32 lt400 41 to 50 Source Trading Up,
Michael Silverstein Neil Fiske
84
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
85
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
86
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
87
(Revised) Experience Ladder Dreams Come True
Awesome Experiences Solutions Services Goods Raw
Materials
88
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
89
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.
90
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?)
91
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
92
The Leadership11 Opportunity Management
93
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?)
94
Women the Marketspace.
95
????????? Home Furnishings 94 Vacations 92
(Adventure Travel 70/ 55B travel
equipment) Houses 91 D.I.Y. (major home
projects) 80 Consumer Electronics 51 (66
home computers) Cars 68 (90) All consumer
purchases 83 Bank Account 89 Household
investment decisions 67 Small business
loans/biz starts 70 Health Care 80
96
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.) Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
97
Read This Book EVEolution The Eight Truths
of Marketing to Women Faith Popcorn Lys
Marigold
98
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.
99
EVEolution Truth No. 1 Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
100
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
101
Women dont buy brands. They join
them. EVEolution
102
2.6 vs. 21
103
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.
104
Boomers Geezers.
105
2000-2010 Stats 18-44 -1 55 21 (55-64
47)
106
44-65 New Consumer Majority 45 larger
than 18-43 60 larger by 2010 Source Ageless
Marketing, David Wolfe Robert Snyder
107
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
108
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
109
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
110
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
111
I GET IT! WOMEN! BOOMERS GEEZERS! ITS WHERE
THE LOOT IS! WE ARE GOING STRATEGIC ON THIS!
(Scale of 1 to 10?)
112
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
113
The Leadership11 Portfolio Management
114
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.
115
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
116
THINK WEIRD The High Standard Deviation
Enterprise.
117
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
118
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
119
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
120
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
121
How do dominant companies lose there position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openware Systems/WSJ/06.01.2004 (commenting on
Nokia)
122
Employees Are there enough weird people in the
lab these days? V. Chmn., pharmaceutical house,
to a lab director (06.01)
123
We become who we hang out with!
124
I AM A V.C. I OBSESS ABOUT MY VARIOUS
ROSTERSEMPLOYEES, CUSTOMERS, ETCETERA. I
MEASURE MY ROSTERS WEIRDNESS QUOTIENT. (Scale
of 1 to 10?)
125
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
126
The Leadership11 Failure Management
127
Screwing up is more important than ever in
strange times. The screw-up rate is the best
indicator of sufficiently rapid adaptation. The
leader must manage the screw-up
processliterally.
128
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
129
Perfection is achieved only by institutions on
the point of collapse. C. Northcote Parkinson
130
DG to TP Sam is not afraid to fail.
131
Fail faster. Succeed sooner. David Kelley/IDEO
132
Fail. Forward. Fast. High-tech Exec
133
Reward excellent failures. Punish mediocre
successes. Phil Daniels, Sydney exec (and, de
facto, Jack)
134
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?)
135
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
136
The Leadership11 Cause Management
137
People sign up for causes worth pursuing.
Turning the enterprise into a cause-worth-committi
ng-to is a primary task of the leader.
138
G.H. Create a cause, not a business.
139
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
140
Demo Story A key perhaps the key to
leadership is the effective communication of a
story. Howard Gardner, Leading Minds An
Anatomy of Leadership
141
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?)
142
The Leadership11 1. Talent
Management 2. Metabolic Management 3. Technology
Management 4. Barrier Management 5. Forgetful
Management 6. Metaphysical Management 7.
Opportunity Management 8. Portfolio Management 9.
Failure Management 10. Cause Management 11.
Passion Management
143
The Leadership11 Passion Management
144
Passion moves mountains. Creating a passionate
enterprise is a modern leadership imperative.
145
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
146
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
147
BZ I am a Dispenser of Enthusiasm!
148
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for
Change. Otherwise, why bother? Just read
Dilbert. TPs final words CYNICISM SUCKS.
149
T. J. Peters 1942 2--- HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
150
T. J. Peters 1942 2--- HE WAS A PLAYER!
151
If you ask me what I have come to do in this
world, I who am an artist, I will reply I am
here to live my life out loud. Émile Zola
152
I AM AN ENTHUSIAST. MY ENTHUSIAM IS CONTAGIOUS.
WE HAVE FUN. WE AIM TO GO ON QUESTS AND CHANGE
THE WORLD. THAT IS MY COMMITMENT. THAT IS MY
LEGACY. THAT IS MY (LOUD) LIFE. (Scale of 1 to
10?)
153
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
154
In Toms world, its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
155
Successful Businesses Dozen Truths TPs
30-Year Perspective 1. Insanely Great Quirky
Talent. 2. Disrespect for Tradition. 3. Totally
Passionate (to the Point of Irrationality) Belief
in What We Are Here to Do. 4. Utter
Disbelief at the BS 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.
156
Sir Richards Rules Follow your passions. Keep
it simple. Get the best people to help
you. Re-create yourself. Play. Source
Fortune/10.03
157
Kevin Roberts Credo 1. 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!
158
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
159
HTSH Engage! Commit! Engage! Try! Fail! Get up!
Try again! Fail again! Try again! But never, ever
stop moving on! Progress for humanity is
engendered by those who join and savor the fray
by giving one hundred percent of themselves to
their dreams! Not by those timid souls who remain
glued to the sidelines, stifled by tradition, and
fearful of losing face or giving offense to the
reigning authorities. Key words Commit! Engage!
Try! Fail! Persist!
160
HTSH You Must Care Make the time each day to
offer an expression of appreciation to just one
of your fellow human beings. It is the
accumulation of such small kindnesses and acts
of recognition that add up to a life worth having
been lived. In short you must care. You must
wear your passion and compassion on your sleeve,
and attend assiduously to the moment. It will not
come round again. Key word Care
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