Tom Peters Seminar2001 We Are in a Brawl with No Rules! One Day/11.15.2001 - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Tom Peters Seminar2001 We Are in a Brawl with No Rules! One Day/11.15.2001

Description:

Tom Peters Seminar2001 We Are in a Brawl with No Rules! One Day/11.15.2001 – PowerPoint PPT presentation

Number of Views:757
Avg rating:3.0/5.0
Slides: 610
Provided by: Howie
Learn more at: http://www.tompeters.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! One Day/11.15.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!One Day/11.15.2001
2
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
3
Uncertainty We dont know when things will get
back to normal.Ambiguity We no longer know
what normal means.
4
BMcC (1) Hierarchy vs. Network organization.
(2) NWO Doctrine as center of gravity/source
of motivation distributed support
decision-makinglargely self-organizing outside
the military sphere.
5
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)
6
From Weapon v. Weapon To
Org structure v. Org structure
7
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
8
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
9
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
10
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
11
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
12
All Slides Available at tompeters.comNote
Lavender text in this file is a link.
13
TOPICS. BRAND INSIDE. Forces at Work I The
Destruction Imperative. Brand Org Lean,
Linked, Internet-driven, Virtual. Brand Work
The Professional Service Firm Model. The Heart
of the V.A. Revolution PSF Unbound. Brand You
Distinct or Extinct. Redefining the Work
Itself The WOW Project. Brand Talent The
Great War for Talent. Brand Talent The
Education Fiasco. Summary The High Standard
Deviation Enterprise The 5 Transformations
14
TOPICS. BRAND OUTSIDE. Forces at Work II The
Sameness Trap. Strategy 1A Use E-commerce to
Re-invent Everything. Strategy 1B Embracing an
e-Led Age of Self-determination. Strategy 2A
Women Rule. Strategy 2B Welcome to Old
World. Strategy 3A Design Matters.
Strategy 3B Its the Experience. Strategy 4
Brand Power.
15
TOPICS. BRAND LEADERSHIP. The Leadership50
Leading in Totally Screwed-Up Times
16
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
17
Forces _at_ Work IThe Destruction Imperative!
18
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 are in 87
F100 the 18 F100 survivors underperformed the
market by 20 just 2 (2), GE Kodak,
outperformed the market from 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
19
Message Are all CEOs bozos? Was Darwin a
genius, or what? So, Boss Man, whadda you say
about risk taking now?And all that (2 of
100 12 of 500) was in relatively placid times.
20
CEOs appointed after 1985 are 3X more likely to
be fired than CEOs appointed before 1985Warren
Bennis, MIT Sloan Management Review
21
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
22
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death.Jim Utterback,
Mastering the Dynamics of Innovation
23
The 1990s was a decade of multiple
revolutionspolitical, economic,
technologicalthat changed so thoroughly the way
we live that the past no longer seems a good
guide to the future (in fact the past seems
precisely the wrong guide). So it is in the world
of military affairs. The RMA is our opportunity
to use the new information technology to change
the very nature of the militaryin a way that
could reinvigorate American political, diplomatic
and economic leadership in the world for decades
to come. Bill Owens, Lifting the Fog of War
24
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
25
The New Ge WayDYB.com
26
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
27
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
28
White Collar Revolution!
29
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
30
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
31
A bureaucrat is an expensive microchip.Dan
Sullivan, consultant and executive coach
32
Automation75 of what we do 40 expert
decision rules!
33
IBMs Project eLiza!
34
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
35
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
36
Assetless CompanyJohn Bryan, CEO, on selling
all Sara Lees manufacturing
37
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
38
Brand InsideBrand Work The Professional
Service Firm Model
39
So what will be the Basic Building Block of the
New Org?
40
Every job done in W.C.W. is also done outside
for profit!
41
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
42
P.S.F. SummaryH.V.A. Projects (100)Pioneer
ClientsWOW Work (see below)Hot Talent (see
below)Adventurous cultureProprietary Point
of View (Methodology)W.W.P.F. (100)/Outside
Clients (25)
43
BMWs Designworks/USA gt50 from outside work
44
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
45
(1) Translate departmental affairs
into discrete W.W.P.F. Products.(2) 100
go on the Web.(3) Non-awesome are
outsourced (75??).(4) Remaining Centers of
Excellence are retained leveraged
to the hilt!
46
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
47
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
48
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
49
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
50
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
51
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
52
GEs Six Sigma ApproachOld view Out of
service 9 days. 4 days are transport, which is
client responsibility.New view ALL 9 DAYS ARE
OUR RESPONSIBILITY! Why? 9 days Clients
World.Source Steve Kerr, VP, GE
53
The primary strategic mission for CEO Jeffrey
Immelt is to hasten GEs transformation from a
low-margin manufacturer to a more lucrative
services company that sells solutions as much as
stuff.Newsweek/09.10.2001 (Welch raised share
of services revenue from 15 to 70)
54
In GEs world there are fewer but bigger
customers, so theres a vital need to maximize
the relationship.Newsweek/09.10.2001
55
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)
56
New Springs TurnkeyCollections.Flexible
sourcing.Packaging.Merchandising.Promotion.Sys
tems Site mgt.
57
We are a real estate facilities consulting
organization, not just an interior design
firm.Jean Bellas, founder, SPACE (from SMPS
Marketer)
58
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
59
Omnicom 57 (of 6B) from marketing services
60
Problem Everybody is going after the same space!
61
Assetless CompanyJohn Bryan, CEO, on selling
all Sara Lees manufacturing
62
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
63
The move toward outsourced manufacturing
represents an obvious opportunity for contract
manufacturers such as Flextronics 93M to 15B,
93-00, but its also a potential boon to
product innovation. The future of gadget-making
is not about making gadgets its about imagining
them. Someone else makes the imaginary real. All
that money that used to go to fund infrastructure
is going into design and innovation, says Flex
CEO Michael Marks.Wired/11.2001
64
Better Red than Dead?/Better Dead than Red?We
will see more and more outsourcing of discovery
processes.Craig Venter
65
Better Red than Dead?/Better Dead than Red?If
we completely outsourced all of our genetic
analysis, wed be held hostage by outside
people. Brian Spear, Director of
Pharmacogenomics, Abbott Labs
66
NC2001 Furniture company outsources all mfg. to
Asian firm. Asian firm gets financing, buys NC
company. Hmmm!!??
67
Brand InsideBrand You Distinct or Extinct
68
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
69
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
70
Sams Secret 1!
71
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
72
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Stan Davis Christopher
Meyer, futureWEALTH
73
Invent. Reinvent. Repeat.Source HP banner ad
74
Brand InsideRedefining the Work Itself The WOW
Project
75
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
76
Language matters! Wow! BHAG! Takes your breath
away!
77
Intimidate their users imaginations
Wheres the revolution? J Allard, on the Xbox
78
Lets make a dent in the universe.
Steve Jobs
79
Brand InsideWOW Projects for the
PowerlessGetting Started a Personal
Perspective
80
The following slide begins the Boss-Free
Implementation of Stuff That Matters Section.
The slides in this section are heavily
annotated.Use Normal or Notes Page View to
access the notes.
81
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
82
Worlds Biggest Waste Selling Up
83
THE IDEA Model F4 Find a Fellow Freak Faraway
84
Heart of the MatterF2F!/K2K!/1_at_T/R.F!A.Fre
ak to Freak/Kook to Kook/One at a Time/
Ready.Fire!Aim.
85
THE NUGGETDo Something. Do Anything.Get
Going.Now.
86
Opportunity ALWAYS Knocks VFCJ
StrategyVolunteer For Crappy Jobs
87
Is It The Oh-Hell-I-Wish-It-Were-Over
Memorial Day picnicor The First Annual
Seriously Kewl Celebration of Our Incredible
Staff
88
Is It Wrestle the damn Safety Manual into line
with the ridiculous new OSHA Regs?Or A
stealth opportunity to address the War for Talent
via a thoroughgoing review of how safety and
environmental issues contribute to making this a
Great Place to Work?
89
Reframers RulesRule 1 Never accept an
assignment as given! (Please.)Rule 2 Youre
never so powerful as when you are
powerless!Rule 3 Every small project
contains the entire enterprise DNA!
90
THE TOOLPrototyping Mania!
91
Think about It!?Innovation Reaction to the
PrototypeMichael Schrage
92
Boss-free Selling of a WOW! IdeaGet a Zany
WOW! Idea/Shop it with a coupla good
pals.Surface using your network a list of
operational folks who might be interested in
playing.Call, visit and choose a coupla
prospects.Engage the prospects they must own
it.Concoct a rough plan and a prototype
schedule. Move forward Ready. Fire! Aim..Keep
on recruitin.Get the Test Customer to recruit
some buddies for Round 2 tests Meanwhile
Customer 1 expands program
93
Get going with Round 2 prototypesStart
conscious buzz building Let the word of
successful tests trickle outHave the line
dudes put on a demo for, say, a coupla cool
regional bossesEtc.Etc.Have the growing
Network of Converts initiate a Major Program
ProposalEtc.Etc.
94
BOTTOM LINEThe Enemy!
95
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
96
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
97
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
98
Sales2001
99
The Sales25 Great Salespeople 1.
Know the product. (Find cool mentors, and use
them.)2. Know the company.3. Know the customer.
(Including the customers consultants.) (And
especially the corporate culture.)4. Love
internal politics at home and abroad.5.
Religiously respect competitors. (No badmouthing,
no matter how provoked.)6. Wire the customers
org. (Relationships at all levels
functions.)7. Wire the home teams org. and
vendors orgs. (INVEST Big Time time in
relationships at all levels functions.) (Take
junior people in all functions to client
meetings.)
100
Great Salespeople 8.
Never overpromise. (Even if it costs you your
job.) 9. Sell only by solving problems-creating
profitable opportunities. (Our product solves
these problems, creates these unimagined
INCREDIBLE opportunities, and will make you a ton
of moneyheres exactly how.) (IS THIS A
PRODUCT SALE OR A WOW-ORIGINAL SOLUTION YOULL
BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE
WRITTEN UP IN THE TRADE PRESS?)10. Will involve
anybodyincluding mortal enemiesif it enhances
the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.11. Know the Brand Story cold live
the Brand Story. (If not, leave.)
101
Great Salespeople 12.
Think Turnkey. (Its always your problem!)13.
Act as orchestra conductor You are responsible
for making the whole-damn-network respond.
(PERIOD.)14. Help the customer get to know the
vendors organization build up their
Rolodex.15. Walk away from bad business. (Even
if it gets you fired.)16. Understand the idea of
a good loss. (A bold effort thats sometimes
better than a lousy win.)17. Think those who
regularly say Its all a price issue suffer
from rampant immaturity shrunken
imagination.18. Will not give away the store to
get a foot in the door. 19. Are wary
respectful of upstartsthe real enemy.20. Seek
several cool customerswholl drag you into
Tomorrowland.
102
Great Salespeople
21. Use the word partnership obsessively,
even though it is way overused. (Partnership
includes folks at all levels throughout the
supply chain.)22. Send thank you notes by the
truckload. (NOT E-NOTES.) (Most are for little
things.) (50 of those notes are sent to those
in our company!) Remember birthdays. Use the word
we. 23. When you look across the table at the
customer, think religiously to yourself HOW CAN
I MAKE THIS DUDE RICH FAMOUS GET HIM-HER
PROMOTED? 24. Great salespeople can
affirmatively respond to the query in an HP
banner ad HAVE YOU CHANGED CIVILIZATION
TODAY?25. Keep your bloody PowerPoint slides
simple!
103
Brand Inside Starting a Wow Projects Epidemic
Demo mania! New Hall of Fame!
104
Premise Ordering Systemic Change is a Stupid
Waste of Time!
105
L.B.I.W.D. (Leading By Inducing Weird Demos)
106
The Flypaper/Epidemic Strategy Trolling for
would-be Revolutionary(ies). Age rank size of
org do not matter/passion rules (Gaps 27-yr-old
Rajat OSHA Maine Anthem NH). (Hmmmm. Maybe size
rank do matter??) (I wont help you get
promoted. I will help you start a
revolution/epidemic.) Help the infected one(s)
become carriers study epidemiology. MBSA.
107
MBSA!Managing By Storying Around/David
Armstrong
108
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
109
Stories of identity narratives that help
individuals think about and feel who they are,
where they come from, and where they are headed
constitute the single most powerful weapon in the
leaders arsenal.Howard Gardner, Leading
Minds An Anatomy of Leadership
110
Early in my career in the law I learned that
he who has the best story wins.JQ Adams/A
Hopkins to T Joadson/M Freeman
111
Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
112
Leaders aiming to change their world troll for
identify palpable heroes, who executed palpable
projectsthen they point to these people and say
to the masses, See, here it is, done by one of
your own. (And then they deep-dip a few of
those heroes to demo their seriousness.)
113
Boss Advice I The Poster Kids/ End
Run/Skunks StrategyChat up a cross-section
of the Org.Develop a tentative list of
Pioneers/Skunks.Hang with those Skunks,
discover their stuff Ive long wanted to
do/Encourage them to Do it!Begin to showcase
their developing results with your public stamp
of approval. Dip deepish and early - promote
a Super Skunk into the New Establishment.Incorp
orate the Skunks work into your Vision
Chatter/Welcome ALL aboard!
114
Boss Advice II Starting the Hmmmmm?
BuzzEvent Marketing Idea Faire/Internal
Tradeshow/Bragfest. Or Seminar Series, with
strange outsiders/insiders (not the usual
suspects) intense Web-based follow-up and
community creation (Neighborhoods of Common
Interest).Play Fund, around a topic of
importance. Small-ish grants. Easy application
process. Short-ish timeframes. (Gerstner _at_
American Express re AI.)Scholarships (not the
usual suspects). Sabbatical funds (contest?).
Placement on customer or supplier project teams
(not the usual suspects).
115
Each VP a V.C. Portfolio of high-risk
investments from all across the company analog
is WalMart exec merchandising.
116
Freaks need mentors/ guardians!
117
T.A. 3
118
Goal of the Year No. 1 Find-Develop-Mentor ONE
Extraordinary Person.CEO, large financial
advisory firm, April 2001
119
Boss Advice III The Flypaper StrategyDont
try to change the culture! Do create flypaper
which attracts Mavericks Pirates! Let the new
culture (which is already lurking around you)
find you!Publicize, at the appropriate moment,
the New Hall of Fame help the New Culture
Adherents create nurture Community!
120
Brand InsideBrand Talent The Great War for
Talent
121
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
122
The Talent Ten
123
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
124
Model 24/7 Sports Franchise GM
125
2. GreatnessOnly The Best!
126
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 (05.17.00)
127
3. PerformanceUp or out!
128
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 (05.17.00)
129
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
130
4. PayFork Over!
131
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)
132
What gets measured gets done. What gets paid
for gets done more. What gets paid a lot for
gets done a lot more.
133
5. Youth Grovel Before the Young!
134
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist 12/2000
135
6. DiversityMess Rules!
136
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and the
Competitive Edge
137
7. WomenBorn to Lead!
138
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
139
The New Economy Shout goodbye to command and
control!Shout goodbye to hierarchy!Shout
goodbye to knowing ones place!
140
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
diversitySource Judy B. Rosener, Americas
Competitive Secret
141
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
142
Investors are looking more and more for a
relationship with their financial advisers. They
want someone they can trust, someone who listens.
In my experience, in general, women may be better
at these relationship-building skills than are
men.Hardwick Simmons, CEO, Prudential
Securities
143
Its Girls, Stupid!1996 8.4M women, 6.7M men
in college (est 9.2 to 6.9 in 2007) more women
than men in high-level math and science
coursesMore girls in student govt., honor
societies girls read more books, outperform boys
in artistic and musical ability, study abroad in
higher numbersBoys do rule crime, alcohol,
drugs, failure to do homework (41)Source The
Atlantic Monthly (May2000)
144
Okay, you think Ive gone tooooo far. How about
this DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?
145
63 of 2,500 top earners in F5008 Big 5
partners 14 partners at top 250 law firms43
new med students 26 med faculty 7
deansSource Susan Estrich, Sex and Power
146
Encouraging signs CEO, HP. CEO, eBay. CEO, Avon.
CEO, Mirant. CEO, Xerox. President,
Pharmaceutical Group, Pfizer. President, Chevron
Products. Co-CEO, Kraft. President, PepsiCo. CEO,
Ogilvy Mather. COO, Enron Americas. COO,
Colgate-Palmolive. President, Southwest Airlines.
147
8. WeirdThe Cracked Ones Let in the Light!
148
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
149
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
150
9. OpportunityMake It an Adventure!
151
H.R. to H.E.D. ???Human
Enablement Department
152
10. Leading GeniusWe are all unique!
153
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
154
48 Players 48 Projects 48 different success
measures
155
MantraM3Talent Brand
156
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
157
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
158
Brand InsideBrand Talent The Education Fiasco
159
Losing the War to Bismarck
160
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!
161
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
162
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
163
An Unnatural Way to Learn
164
Schools Kafka-like rituals enforce sensory
deprivation on classes of children held in
featureless rooms sort children into rigid
categories by the use of fantastic measures such
as age-grading, or standardized test scores
train children to drop whatever they are occupied
with and to move as a body from room to room at
the sound of a bell, buzzer, horn, or klaxon
keep children under constant surveillance,
depriving them of private time and space John
Taylor Gatto, A Different Kind of Teacher
165
Kafka-like rituals (cont.) assign children
numbers constantly, feigning the ability to
discriminate qualities quantitatively insist
that every moment of time be filled with
low-level abstractions forbid children their
own discoveries, pretending to possess some vital
secret to which children must surrender their
active learning time to acquire.John Taylor
Gatto, A Different Kind of Teacher
166
Doing Stuff that Matters!
167
During the first years of life, youngsters all
over the world master a breathtaking array of
competences with little formal tutelage.
Howard Gardner, The Unschooled Mind
168
The Learners ManifestoThe brain is always
learning.Learning does not require
coercion.Learning must be meaningful.Learning
is incidental.Learning is collaborative.The
consequences of worthwhile learning are
obvious.Learning always involves
feelings.Learning must be free of risk.Frank
Smith, Insult to Intelligence
169
Toms Edu3M ManifestoManifesto for Education
in the 3rd Millennium
170
Education3MLearning is a normal state.Children
are learnavores.Prodigious feats of learning are
common as dirt. Watch a H.S. QB studying game
film.We learn at different rates.We learn in
different ways.Boys and girls learn very
differently.In a class of 25, there are 25
different trajectories.Learning in 40-minutes
blocks is bullshit.Learning for tests is utterly
insane.There are numerous rigorous evaluation
schemes, of which testing is but oneand
abnormal, by real world standards.
171
Education3MWe learn most/fastest/most
completely when we are passionate about what we
are learning and it matters to us. Salience
rules! Think EBI/LBI Education by
Interest/Learning by Internship.Classrooms are
abnormal places.We need changes of pace.
Japanese recesses after each class.Internationa
l test scores are not correlated with
hours-per-year in class.Big classes are slightly
problematic. Big schools suck. Period.
172
Education3MAll thisthe right stufffits the
NWW/New World of Work hand-in-glove. NWW Age
of Creativity.U.S. schools circa 2001 are a
vestige of the Prussian-Fordist model, more
interested in shaping behavior than stoking the
fires of lifelong learning.Cutting art-music
budgets is truly dumb.Learning is a matter of
Intensity of Engagement, not elapsed time.
Aargh 11 minutes on the Battle of
Gettysburg.Teachers need enough
space-time-flexibility to get to know kids as
individuals.Scientific discovery processes and
the teaching of science are utterly at odds.
Exploration vs. spoon-feeding.
173
Education3MOur toughest learning
achievementmastering our native languagedoes
not require schools, or even competent parents.
It does require a desperate need-to-know.Great
teachers are great learners, not
imparters-of-knowledge.Great teachers ask great
questionsthat launch kids on lifelong
quests.The world is not about right wrong
answers it is about the pursuit of increasingly
sophisticated questionsjust ask a ski instructor
or neurosurgeon.
174
Education3MMost schools spend most of their
time setting up contexts in which kids learn not
to like particular subjects. Evidence shows that
such anti-learning sticks!Vigorous exploration
is normal until you are incarcerated in a
school.Bite size education-learning is neither
education nor learning.Learning takes place
rapidly on the cheerleading squad, the football
team, the school newspaper, the drama club, at
the after-class job--just not in the
hyper-structured classroom.
175
Education3MThe school reform movement is a
giant step backwards embracing the
Prussian-Fordist paradigm with renewed vigorat
exactly the wrong time.There are large numbers
of superb schools, superb principals, superb
teachers sadly, they not only fail to infect the
largely timid rest, but are ordinarily
supplanted by wusses wimps.Alas, the teaching
profession does not ordinarily attract cool
dudes dudettes.Schools of education should
by and large have their charters revoked.
176
Education3MStability is dead education must
therefore educate for an unknowable, ambiguous,
changing future thence, learning to learn
change is far more important than mastery of a
static body of facts. Education must
develop in youth the capabilities for engaging
in intense concentrated involvement in an
activity. James Coleman, 1974. Hint It
doesnt. Hint Understatement.
177
Brand InsideReprise THINK WEIRD The High
Standard Deviation Enterprise
178
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
179
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
180
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
181
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
182
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
183
The Top Creators of Shareholder ValueAccept
depressed earnings for several quarters to
support hot productExpense rather than
capitalize new venture costsBonuses without
caps
Source Fortune (09.17.201)
184
Message TAKE SOMEONE NEW WEIRD TO LUNCH TODAY
OR TOMORROW. Inundate yourself with weird.
185
Brand InsideNewGov2001
186
WE NEED IDEAS!
187
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
188
Uncertainty We dont know when things will get
back to normal.Ambiguity We no longer know
what normal means.
189
BMcC (1) Hierarchy vs. Network organization.
(2) NWO Doctrine as center of gravity/source
of motivation distributed support
decision-makinglargely self-organizing outside
the military sphere.
190
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
191
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)
192
From Weapon v. Weapon To
Org structure v. Org structure
193
Ideas gt Leadership
194
NO Good govtYES EFFECTIVE Govt (in
altered/ambiguous times)
195
A Plea for virtual RESPONSIVE government
196
Agile.
197
WALLS MUST FALL!
198
Our military is very good at doing things as
they are supposed to be done, but it is not
always good at changing the way things ought to
be done. Highly professional militaries can be
very good at maintaining the institutions
traditions, mores and cultures in the face of
rapid and important change. Equating
professionalism with automatically defending the
status quo can be disastrous. This is the mindset
that drives service loyalties toward narrow
parochialism, and congeals organizations into
brittle shells. We end up ignoring opportunities
that could actually offer higher military
effectiveness. Bill Owens, Lifting the Fog of
War
199
The W.O.G. (Work-of-Government) Insta/ Targeted
WPTs (WOW (B.H.A.G.) Project Teams (with clout) )
200
Experiments rule!
201
Failures rule!
202
Talent matters!
203
New Heroes/Hall of Fame
204
IS/IT to the Max!
205
Streamlined procurement (esp. IS/IT)
206
P.S. The CONSTITUTION matters! (Life, liberty
the pursuit of happinessand the Bill of Rights)
REPRESENTATIVE GOVT matters. (Filter the worst
of mass sentimentsHobbes rules)
207
Case Bill Owens Lifting the Fog of War
208
The 1990s was a decade of multiple
revolutionspolitical, economic,
technologicalthat changed so thoroughly the way
we live that the past no longer seems a good
guide to the future (in fact the past seems
precisely the wrong guide). So it is in the world
of military affairs. The RMA is our opportunity
to use the new information technology to change
the very nature of the militaryin a way that
could reinvigorate American political, diplomatic
and economic leadership in the world for decades
to come. Bill Owens, Lifting the Fog of War
209
Our military is very good at doing things as
they are supposed to be done, but it is not
always good at changing the way things ought to
be done. Highly professional militaries can be
very good at maintaining the institutions
traditions, mores and cultures in the face of
rapid and important change. Equating
professionalism with automatically defending the
status quo can be disastrous. This is the mindset
that drives service loyalties toward narrow
parochialism, and congeals organizations into
brittle shells. We end up ignoring opportunities
that could actually offer higher military
effectiveness. Bill Owens, Lifting the Fog of
War
210
How dare you. If you dont support us, our
opponents will take advantage and use this to cut
the force. CNO staffer Flag officer to Bill
Owens, 6th Fleet Commander
211
Mike Boordas self-avowed priority was to
preserve and protect the size, budget and
structure of the U.S. Navyhis Navyirrespective
of any other considerationbecause he deeply
believed that the Navy was the core of Americas
military capability. My view over the years had
shifted toward the conviction that we in the Navy
need to implement major changes in order to
become more jointto work better and more closely
with the other services. Bill Owens, Lifting
the Fog of War
212
Many flaws remainedflaws not from poor
performance, but from an ingrained command
hierarchy and an outmoded concept of war that had
taken root during World War II and then during
the cold war. Desert Storm was a joint military
operation in name rather than in fact. The
battlefield was divided among service components.
The fiefdoms existed not only because of
tradition, service rivalry and the egos of the
commanders they were also there because of
technological limitations. We did not have the
communications capability to do it differently.
Bill Owens, Lifting the Fog of War
213
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
214
By combining powerful computer technology and
other modern information-based systems we could
make a revitalized, leaner military force that is
designed to outsee, outmaneuver and outfight any
foe. --Bill Owens, Lifting the Fog of War
215
RMA (1) Battlespace awareness. (2) C4I.
(Command, control, communications, computers
intelligence.) (3) Precision force use.
216
The RMA means creating a synergy in new
weapons, sensors and communications that is made
possible by the successful melding of the
technological applications with an
information-age military organization. Bill
Owens, Lifting the Fog of War
217
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
218
Forces _at_ Work IIThe Sameness Trap
219
Quality Not Enough!While everything may be
better, it is also increasingly the same.Paul
Goldberger on retail, The Sameness of Things,
The New York Times
220
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
221
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, working in similar jobs,
coming up with similar ideas, producing similar
things, with similar prices and similar
quality.Kjell Nordstrom and Jonas
Ridderstrale, Funky Business
222
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, A Unique Moment
223
10X/10X
224
Brand OutsideStrategy 1AUse E-Commerce to
Re-invent Everything!
225
Dells OptiPlex FacilityBig Job 6 to 8
hours.(80,000 per day)Parts Inventory 100
square feet.
226
Cisco!90 of 20B (50M/day)Annual savings
in service and support from customer
self-management 550M (P.S. C.Sat e gtgt C.Sat h)
227
Secret Cisco Community!Customer Engineer
Chat Rooms/Collaborative Design (1B free
consulting) (45,000 customer problems a week
solved via customer collaboration)
228
Webcor. Construction. Web site for each project.
Instant info on status to employees, subs,
architects. Mgt costs cut by 2/3rds. Huge time
shrinkage.Source Business Week (09.00)
229
Welcome to D.I.Y. Nation Changes in business
processes will emphasize self service. Your costs
as a business go down and perceived service
goes up because customers are conducting it
themselves. Ray Lane, Oracle
230
Psych 101 Strongest Force on Earth?My need to
be in perceived control of my universe!
231
WebWorld Everything Web as a way to run your
business innardsWeb as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industryWeb/B2B as
ultimate wake-up call to commodity
producersWeb as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
dataWeb as an Encompassing Way of LifeWeb
Everything (P.D. to after-sales)Web forces you
to focus on what you do bestWeb as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
232
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
233
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
234
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
235
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
236
Jargon Bath!Bureaucracy free Systemically
integrated Internet intense Knowledge based
Time and location free Instantly responsive
Customer centric Mass customization enabled.
237
Translation Bureaucracy free Flat org, no
B.S.Systemically integrated Whole supply chain
tightly wired/ friction freeInternet intense
Do it all via the WebKnowledge based Open
accessTime and location free Whenever,
whereverInstantly responsive Speed
demonsCustomer centric Customer calls the
shotsMass customization enabled Every product
and service rapidly tailored to client
requirements
238
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
239
Inet allows you to dream dreams you could
never have dreamed before!
240
Case CRM
241
UBIQUITY! Its the cars, not the tires, that
squeal NYT/Circuits/10.25.01) E-ZPass (6M in
NE), tests with McDs, gas stations and parking
lots next. OnStar (GM/1.5M). Plus black
boxes, GPS (the case of the 450 ticket), CA
smog offenders.
242
CRM has, almost universally, failed to live up
to expectations. --Butler Group (UK)
243
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. Rebuttal
(1) Service sucked in the pre-electronic age.
(2) NewGen believes in the screen! (So do I.)
244
One Persons OpinionTP to reporter Service
is MUCH better! Would you go back to bank
tellers and phone operators? Value that I place
on a smile 3 on a scale of 10. Value I place
on fast accurate digital response 11 on a
scale of 10!!
245
M. Rogers -5 defections 25 to 85 profit.
Lose 15 to 35 p.a. 69 defect as a result
of lousy sales or service experience. (QBut is
this the point???? A Yes. No.)
246
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
247
Customer Service is DEAD.One-to-One is
DEAD.Welcome to ??????? We live together in
seamless-responsive harmony with all Members of
the Value Chain. We Create together. We Fulfill
together. We Learn together. We Adjust together.
All old categories which imply separation and
linearity and hierarchy and do-it-to-themism
must die.
248
Inet allows you to dream dreams you could
never have dreamed before!
249
Message CRM Madness 600 CRM vendors. ???
Do it all or do something. Past
over-invest in low-value customers. Idea
better experience, not off-load work to customer.
Relationship f(dialogue knowledge
duration). Key new attitudes, DESTRUCTION of
functional barriers to info action.
250
Brand OutsideStrategy 1BEmbracing an e-Led
Age of Self-Determination
251
Parents, doctors, stockbrokers, even military
leaders are starting to lose the authority they
once had. There are all these roles premised on
access to privileged information. What we are
witnessing is a collapse of that advantage,
prestige and authority.Michael Lewis, next
252
Anne Busquet/ American ExpressNot Age of the
InternetIs Age of Customer Control
253
Amen!The Age of the Never Satisfied
CustomerRegis McKenna
254
Impact 1 Healthcare
255
HealthCare2001Consumerism X Demographics X
IS/Internet X Info Consolidators X Genetics
Devices YIKES!
256
1. Consumerism (Patient-centric Healthcare)
257
A seismic shift is underway in healthcare. The
Internet is delivering vast knowledge and new
choices to consumersraising their expectations
and, in many cases, handing them the controls.
Healthcare consumers are driving radical,
fundamental change.Deloitte Research, Winning
the Loyalty of the eHealth Consumer
258
Todays Healthcare Consumer skeptical and
demandingSource Ian Morrison, Healthcare in
the New Millennium
259
Consumer ImperativesChoiceControl (Self-care,
Self-management)Shared Medical
Decision-makingCustomer ServiceInformationBrand
ingSource Institute for the Future
260
Self-medication is the wave of the future,
whether the pharmaceutical industry likes it or
not.Wall Street Journal (5-23)
261
DTC gt ProfessionalsClaritinPravacholZybanEvis
taPropeciaPrilosecPrimeraSource JAMA
262
Consumerism HMO backlash (e.g., plans with
more choice). Alternative Medicine, Wellness
Prevention. Info availability (disease, health,
docs, support groups, outcomes). Self-care
(chronic disease). High expectations (genetics,
etc.) Boomers (see below).
263
He shook me up. He put his hand on my shoulder,
and simply said, Old friend, you have got to
take charge of your own medical care.
Hamilton Jordan, No Such Thing as a Bad Day
(on a conversation with a doctor pal, following
Jordans cancer diagnosis)
264
Savior for the Sickvs. Partner for Good
Health Source NPR/VPR 08.15.00
265
The curative model narrowly focuses on the
goal of cure. From many quarters comes evidence
that the view of health should be expanded to
encompass mental, social and spiritual
well-being. Institute for the Future
266
Whats needed are comprehensive strategies that
leverage the latest technology and provide the
services that eHealth consumers are demanding,
including convenience and customized services
such as online physician interaction or online
management of health benefits and customized
disease management programs.Deloitte Research,
Winning the Loyalty of the eHealth Consumer
267
Make time for your most important asset. Your
health.Ad for Mayo Clinic Executive Health
Program/Jacksonville, Orlando Airport
268
Message Patients arent. Consumers will rule.
269
2. Demographics The BOOMERS Reach 55!
270
Boomer WorldFrom jogging to plastic surgery,
from vegetarian diets to Viagra, they are
fighting to preserve their youth and defy the
effects of gravity.M.W.C. Howgill, Healthcare
Consumerism, the Information Revolution and
Branding
271
Message Boomer (1) There are l-o-t-s of us.
(2) We have the . (3) Were/Im in
charge! (4) Well take no guff from anyone.
(5) We know the emperor has no clothes.
272
3. The IS/Web REVOLUTION
273
Were in the Internet age, and the average
patient cant email their doctor.Donald
Berwick, Harvard Med School
274
Henry Lowe, U. of Pitt. School of Medicine
Broadband, Internet-based, multimedia
electronic medical records
275
Without being disrespectful, I consider the U.S.
healthcare delivery system the largest cottage
industry in the world. There are virtually no
performance measurements and no standards. Trying
to measure performance is the next revolution
in healthcare.Richard Huber, former CEO, Aetna
276
As unsettling as the prevalence of inappropriate
care is the enormous amount of what can only be
called ignorant care. A surprising 85 of
everyday medical treatments have never been
scientifically validated. For instance, when
family practitioners in Washington were queried
about treating a simple urinary tract infection,
82 physicians came up with an extraordinary 137
strategies.Demanding Medical Excellence
Doctors and Accountability in the Information
Age, Michael Millenson
277
In health care, geography is destiny.Dartmouth
Medical School 1996 report, from Demanding
Medical Excellence Doctors and Accountability in
the Information Age, Michael Millenson
278
Practice variation is not caused by bad or
ignorant doctors. Rather, it is a natural
consequence of a system that systematically
tracks neither its processes nor its outcomes,
preferring to presume that good facilities, good
intenti
About PowerShow.com