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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! One Day/10.31.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!One Day/10.31.2001
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
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
6
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)
7
From Weapon v. Weapon To
Org structure v. Org structure
8
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, talk
april2001
9
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
10
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
11
All Slides Available at tompeters.comNote
Lavender text in this file is a link.
12
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
13
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.
14
TOPICS. BRAND LEADERSHIP. The Leadership50
Leading in Totally Screwed Up Times
15
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
16
Forces _at_ Work IThe Destruction Imperative!
17
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
18
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.
19
CEOs appointed after 1985 are 3X more likely to
be fired than CEOs appointed before 1985Warren
Bennis, MIT Sloan Management Review
20
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
21
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
22
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
23
The New Ge WayDYB.com
24
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
25
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
26
White Collar Revolution!
27
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
28
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
29
A bureaucrat is an expensive microchip.Dan
Sullivan, consultant and executive coach
30
Automation75 of what we do 40 expert
decision rules!
31
IBMs Project eLiza!
32
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
33
Assetless CompanyJohn Bryan, CEO, on selling
all Sara Lees manufacturing
34
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
35
Brand InsideBrand Work The Professional
Service Firm Model
36
So what will be the Basic Building Block of the
New Org?
37
Every job done in W.C.W. is also done outside
for profit!
38
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
39
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)
40
BMWs Designworks/USA gt50 from outside work
41
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
42
(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!
43
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
44
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
45
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
46
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
47
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
48
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
49
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
50
The primary strategic mission for CEOJeffrey
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)
51
In GEs world there are fewer but bigger
customers, so theres a vital need to maximize
the relationship.Newsweek/09.10.2001
52
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)
53
New Springs TurnkeyCollections.Flexible
sourcing.Packaging.Merchandising.Promotion.Sys
tems Site mgt.
54
We are a real estate facilities consulting
organization, not just an interior design
firm.Jean Bellas, founder, SPACE (from SMPS
Marketer)
55
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
56
Problem Everybody is going after the same space!
57
Assetless CompanyJohn Bryan, CEO, on selling
all Sara Lees manufacturing
58
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
59
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
60
Better Red than Dead?/Better Dead than Red?We
will see more and more outsourcing of discovery
processes.Craig Venter
61
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
62
NC2001 Furniture company outsources all mfg. to
Asian firm. Asian firm gets financing, buys NC
company. Hmmm!!??
63
Brand InsideBrand You Distinct or Extinct
64
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
65
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
66
Sams Secret 1!
67
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
68
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
69
Invent. Reinvent. Repeat.Source HP banner ad
70
Brand InsideRedefining the Work Itself The WOW
Project
71
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
72
Language matters! Wow! BHAG! Takes your breath
away!
73
Intimidate their users imaginations
Wheres the revolution? J. Allard, on the Xbox
74
Lets make a dent in the universe.
Steve Jobs
75
Wanted ONE ArchitectA lean, elegant
programming product must present to each of its
users a coherent mental model of the application.
The most important action is the commissioning
of some one mind to be the projects architect,
who is responsible for the conceptual integrity
of all aspects of the product perceivable by the
user. The architect forms and owns the mental
model of the product that will be used to explain
its use to the user.Frederick Brooks,
Anniversary Edition of The Mythical Man-Month
76
The Strategy Demo mania! New Hall of Fame!
77
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.)
78
Brand InsideBrand ActionGetting Started a
Personal Perspective
79
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.
80
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
81
Worlds Biggest Waste Selling Up
82
THE IDEA Model F4 Find a Fellow Freak Faraway
83
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.
84
THE NUGGETDo Something. Do Anything.Get
Going.Now.
85
Opportunity ALWAYS Knocks VFCJ
StrategyVolunteer For Crappy Jobs
86
Is It The Oh-Hell-I-Wish-It-Were-Over
Memorial Day picnicor The First Annual
Seriously Kewl Celebration of Our Incredible
Staff
87
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?
88
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!
89
BOTTOM LINEThe Enemy!
90
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
91
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
92
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
93
Sales2001
94
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.)
95
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.)
96
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.
97
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!
98
Brand InsideBrand Talent The Great War for
Talent
99
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
100
The Talent Ten
101
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
102
Model 24/7 Sports Franchise GM
103
2. GreatnessOnly The Best!
104
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)
105
3. PerformanceUp or out!
106
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)
107
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
108
4. PayFork Over!
109
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)
110
What gets measured gets done. What gets paid
for gets done more. What gets paid a lot for
gets done a lot more.
111
5. Youth Grovel Before the Young!
112
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
113
6. DiversityMess Rules!
114
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
115
7. WomenBorn to Lead!
116
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
117
The New Economy Shout goodbye to command and
control!Shout goodbye to hierarchy!Shout
goodbye to knowing ones place!
118
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
119
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
120
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
121
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)
122
Okay, you think Ive gone tooooo far. How about
this DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?
123
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
124
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.
125
8. WeirdThe Cracked Ones Let in the Light!
126
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
127
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
128
9. OpportunityMake It an Adventure!
129
H.R. to H.E.D. ???Human
Enablement Department
130
10. Leading GeniusWe are all unique!
131
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
132
48 Players 48 Projects 48 different success
measures
133
MantraM3Talent Brand
134
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
135
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
136
Brand InsideBrand Talent The Education Fiasco
137
Losing the War to Bismarck
138
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!
139
How many artists are there in the room? Would
you please raise your hands. FIRST GRADE En mass
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
140
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
141
An Unnatural Way to Learn
142
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
143
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
144
Doing Stuff that Matters!
145
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
146
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
147
Toms Edu3M ManifestoManifesto for Education
in the 3rd Millennium
148
Education3MLearning is a normal state.Children
are learnavores.Prodigious feats of learning are
common as dirt. Watch an 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.
149
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 between each
class.International test scores are not
correlated with hours-per-year in class.Big
classes are slightly problematic. Big schools
suck. Period.
150
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.
151
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.
152
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.
153
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.
154
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.
155
Brand InsideReprise THINK WEIRD The High
Standard Deviation Enterprise
156
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
157
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
158
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
159
Employees Are there enough weird people in the
lab these days?V.Chmn., pharmaceutical house,
to a lab director (06.01)
160
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
161
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)
162
Message TAKE SOMEONE NEW WEIRD TO LUNCH TODAY
OR TOMORROW. Inundate yourself with weird.
163
Brand InsideNewGov2001
164
WE NEED IDEAS!
165
Ideas gt Leadership
166
NO Good govtYES EFFECTIVE Govt (in
altered/ambiguous times)
167
A Plea for virtual RESPONSIVE government
168
Agile.
169
WALLS MUST FALL!
170
The W.O.G. (Work-of-Government) Insta/ Targeted
WOW (B.H.A.G.) Project Teams (with clout)
171
Experiments rule!
172
Failures rule!
173
Talent matters!
174
New Heroes/Hall of Fame
175
IS/IT to the Max!
176
Streamlined procurement (esp. IS/IT)
177
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)
178
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
179
Forces _at_ Work IIThe Sameness Trap
180
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
181
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
182
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 Nordstrom and
Jonas Ridderstrale, Funky Business
183
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, A Unique Moment
184
10X/10X
185
Brand OutsideStrategy 1AUse E-Commerce to
Re-invent Everything!
186
Dells OptiPlex FacilityBig Job 6 to 8
hours.(80,000 per day)Parts Inventory 100
square feet.
187
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)
188
Secret Cisco Community!Customer Engineer
Chat Rooms/Collaborative Design (1B free
consulting) (45,000 customer problems a week
solved via customer collaboration)
189
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)
190
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
191
Psych 101 Strongest Force on Earth?My need to
be in perceived control of my universe!
192
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
193
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
194
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
195
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
196
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
197
Jargon Bath!Bureaucracy free Systemically
integrated Internet intense Knowledge based
Time and location free Instantly responsive
Customer centric Mass customization enabled.
198
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
199
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
200
Inet allows you to dream dreams you could
never have dreamed before!
201
Case CRM
202
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.
203
CRM has, almost universally, failed to live up
to expectations. --Butler Group (UK)
204
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.)
205
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!!
206
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.)
207
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
208
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.
209
Inet allows you to dream dreams you could
never have dreamed before!
210
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.
211
Brand OutsideStrategy 1BEmbracing an e-Led
Age of Self-Determination
212
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
213
Anne Busquet/ American ExpressNot Age of the
InternetIs Age of Customer Control
214
Amen!The Age of the Never Satisfied
CustomerRegis McKenna
215
Impact 1 Healthcare
216
HealthCare2001Consumerism X Demographics X
IS/Internet X Info Consolidators X Genetics
Devices YIKES!
217
1. Consumerism (Patient-centric Healthcare)
218
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
219
Todays Healthcare Consumer skeptical and
demandingSource Ian Morrison, Healthcare in
the New Millennium
220
Consumer ImperativesChoiceControl (Self-care,
Self-management)Shared Medical
Decision-makingCustomer ServiceInformationBrand
ingSource Institute for the Future
221
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).
222
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)
223
Savior for the Sickvs. Partner for Good
Health Source NPR/VPR 08.15.00
224
Make time for your most important asset. Your
health.Ad for Mayo Clinic Executive Health
Program/Jacksonville, Orlando Airport
225
2. Demographics The BOOMERS Reach 55!
226
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
227
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.
228
3. The IS/Web REVOLUTION
229
Were in the Internet age, and the average
patient cant email their doctor.Donald
Berwick, Harvard Med School
230
Henry Lowe, U. of Pitt. School of Medicine
Broadband, Internet-based, multimedia
electronic medical records
231
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
232
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
233
In health care, geography is destiny.Dartmouth
Medical School 1996 report, from Demanding
Medical Excellence Doctors and Accountability in
the Information Age, Michael Millenson
234
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
intentions and good training lead automatically
to good results. Providers remain more
comfortable with the habits of a guild, where
each craftsman trusts his fellows, than with the
demands of the information age.Michael
Millenson, Demanding Medical Excellence
235
CDC 1998 90,000 killed and 2,000,000 injured
from nosocomial hospital-caused drug errors
infections
236
Patient by patient, problem by problemdrug
reactions, hospital caused infectionsSalt Lake
Citys LDS Hospital has attacked treatment-caused
injuries and deaths. One of the secrets of LDSs
success is a custom-built clinical computer
system that may serve as a national model for how
to save patient lives.Demanding Medical
Excellence Doctors and Accountability in the
Information Age, Michael Millenson
237
Tufts Health to issue doctor report cards
Boston Globe 10.25.2001
238
4. Information Consolidators The Network Maestros
239
America has twice as many hospitals and
physicians as it needs.Med Inc., Sandy Lutz,
Woodrin Grossman John Bigalke
240
WebMD (or heirs assigns)
241
5. Genetics Devices
242
Recognizing that a single misspelled gene means
the difference between being poisoned and being
cured was the first victory for the new science
of pharmacogenetics.Newsweek (06.25.01)
243
Pharmacogenomics could fundamentally change the
nature of drug discovery and marketing, rendering
obsolete the pharmaceutical industrys practice
of spending vast amounts of time and money to
craft a single medicine with mass-market
appeal.The Industry Standard (05.28.01)
244
BIG DRUG MAKERS TRY TO POSTPONE CUSTOM REGIMENS.
Most drugs dont work well for about half the
patients for whom they are prescribed, and
experts believe genetic differences are part of
the reason. The technology for genetic testing is
now in use. But the technique threatens to be so
disruptive to the business of big drug companies
it could limit the market for some of their
blockbuster products that many of them are
resisting its widespread use.The Wall Street
Journal (06.18.2001)
245
There is no question in my mind that the future
of heart surgery is in robotics.Dr. Robert
Michler, OSU Med Center, upon the FDAs approval
of robotic partial-bypass surgery
246
Golden Age of Patient-centric, Genetics-driven
Healthcare Looms! Current status 1.3T. 70M
uninsured. 90K killed and 2M injured p.a. in
hospitals. 85 treatments unproven. Cure depends
on locale in which treated. 50 prescriptions
not work. 2X docs. 2X hospitals. IS primitive.
Accountability measurement nil. And everybodys
mad and feels powerless docs, patients, nurses,
insurers, employers, hospital administrators and
staff.
247
Message Embrace R R radical and rapid Change
or Become Historys Footnote
248
Brand OutsideStrategy 2AWomen Rule!
249
?????????Home Furnishings 94Vacations
92Houses 91Consumer Electronics 51 Cars
60 (90)All consumer purchases 83 Bank
Account 89Health Care 80
250
????80
251
Riding Lawnmowers
252
2/3rds working women/50 working wives gt
5080 checks61 bills53 stock (mutual fund
boom)43 gt 500K95 financial decisions/ 29
single handed
253
4.8T gt Japan9M/27.5M/3.6T gt Germany
254
New golfers 37Basketball 13.5M1 in 27
(70) 1 in 3 (96)
255
1874?
256
1874 Jock Strap1977 Jogbra1977 ...
25K1996 42M
257
Yeow!1970 12002 50
258
OPPORTUNITY NO. 1! No shit!
259
Carol Gilligan/ In a Different VoiceMen Get
away from authority, familyWomen ConnectMen
Self-orientedWomen Other-orientedMen
RightsWomen Responsibilities
260
FemaleThink/ PopcornMen and women dont think
the same way, dont communicate the same way,
dont buy for the same reasons.He simply
wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
261
Men seem like loose cannons. Men always move
faster through a stores aisles. Men spend less
time looking. They usually dont like asking
where things are. Youll see a man move
impatiently through a store to the section he
wants, pick something up, and then, almost
abruptly hes ready to buy. For a man,
ignoring the price tag is almost a sign of
virility.Paco Underhill, Why We Buy (Buy
this book!)
262
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
263
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
264
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
265
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
266
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
267
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
268
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
269
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
270
Women dont buy brands. They join
them.EVEolution
271
What If What if ExxonMobil or Shell dipped
into their credit card database to help commuting
women interview and make a choice of car pool
partners?What if American Express made a
concerted effort to connect up female
empty-nesters through on-line and off-line
programs, geared to help women re-enter the
workforce with todays skills?EVEolution
272
Not!!Year of the Woman
273
Enterprise Reinvention!RecruitingHiring/Rewardi
ng/PromotingStructure ProcessesMeasurementStra
tegyCulture VisionLeadershipTHE BRAND ITSELF!
274
Honey, are you sure you have the kind of money
it takes to be looking at a car like this?
275
27 March 2000 email to TP from Shelley Rae
Norbeck I make 1/3rd more money than my
husband does. I have as much financial pull in
the relationship as he does. Id say this is also
true of most of my women friends. Someone should
wake up, smell the coffee and kiss our asses long
enough to sell us something! We have money to
spend and nobody wants it!
276
STATEMENT OF PHILOSOPHY I am a businessperson.
An analyst. A pragmatist. The enormous social
good of increased womens power is clear to me
but it is not my bailiwick. My game is
haranguing business leaders about my fact-based
conviction that womens increasing power
leadership skills and purchasing power is the
strongest and most dynamic force at work in the
American economy today. Dare I say it as a
long-time Palo Alto resident THIS IS EVEN
BIGGER THAN THE INTERNET!Tom Peters
277
If we are single, they say we couldnt catch a
man. If we are married, they say we are
neglecting him. If we are divorced, they say we
couldnt keep him. If we are widowed, they say
we killed him.Kathleen Brown, on the joys of
female political candidacy
278
Stupid!
279
Ad from Furniture /Today (04.01)MEET WITH THE
EXPERTS! How Retailings Most Successful Stay
that WayPresenting Experts M 16F ??
(94 272)
280
0
281
The Furniture Industry
doesnt understand BRANDINGdoesnt understand
FASHIONdoesnt understand WOMENdoesnt
understand SPEED RESPONSIVENESS
VALUE-ADDED SERVICESdoesnt
understand EXCITING RETAIL
PRESENTATION
EXPERIENCE MARKETING. And is run
by old, conservative white guys who dont even
understand what they dont understand.
282
Prescription SHE is the Consumer.
(PERIOD.)SHE is the Brand. (PERIOD.)75 women
designers (Men CANNOT design for women.
PERIOD.)75 women reps.Cool retail spaces in
high-rent districts (a la Ethan Allen).Match
furniture with accessories i.e., create an
experience.FOCUS ON RELATIONSHIPS-FOR-LIFE,
not transactions.
283
Brand OutsideStrategy 2BWelcome to Old
World!
284
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
285
Subject Marketers StupidityIts 18-44,
stupid!
286
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
287
2000-2010 Stats18-44 -155 21(55-64
47)
288
NOT ACTING THEIR AGE As Baby Boomers Zoom into
Retirement, Will America Ever Be the
Same?USNWR Cover/06.01
289
Member Growth 1987 199718 34 2635
49 6350 118Source IHRSA
290
Aging/ElderlyIm in charge!
291
507T wealth (70)/2T annual income50 all
discretionary spending79 own homes/40M credit
card users41 new cars/48 luxury610B
healthcare spending/74 prescription drugs5 of
advertising targetsKen Dychtwald, Age Power
How the 21st Century Will Be Ruled by the New Old
292
Stupid!
293
Brand OutsideStrategy 2CWelcome to Green
World!
294
And 3 GREEN????? 50 to 36 Protect
Environment gt Economic Growth.58 to 34
Protect Plants Animals gt Preserve Private
Property Rights.
295
E.g. Genetically Altered FoodWould eat M,
71 F, 50Give to children M, 59 F,
37Pay more for non-altered M, 35 F,
47Source www.pulse.org USA Today
296
No Target MarketingYes Target Innovation
Target Delivery Systems
297
Brand OutsideStrategy 3ADesign Matters!
298
Unconventional Design MessagesNot about ...
Lu
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