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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! MASTER/11.30.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!MASTER/11.30.2001
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
From Weapon v. Weapon To
Org structure v. Org structure
6
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
7
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
8
1 day 2001 Years trade in 1949, years FEX in
1979, years global calls in 1984. 1 day London
FEX in 2001 30X years output in UK goods
services. Source Charles Handy, The Elephant
and the Flea
9
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
10
7 Rules for Leading/THRIVING in a
Recession1. Its ALREADY too late.2. Show up
tell the truthCREDIBILITY rules.3. Kill with
KINDNESS.4. Sharp pencils are imperativebut
dont forget that the CUSTOMER our TALENT
RISKY INVESTMENTS are still our long-term
Bread Butter. 5. Everythings different,
everythings the sameits the NEW ECONOMY,
more than ever, stupid!6. Use the trauma to
mount the bold initiatives you should have
long before mounted Flux OPPORTUNITY.7.
Were in a War of Organizational Modelsfrom
retail to the Pentagon. IDEAS MATTER MOST.
11
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
12
Forces _at_ Work IThe Destruction Imperative!
13
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
14
Message Are all CEOs bozos? Was Darwin a
genius, or what? So, Boss, whaddaya say about
risk taking now?And all that (2 of 100 12
of 500) was in relatively placid times.
15
CEOs appointed after 1985 are 3X more likely to
be fired than CEOs appointed before 1985Warren
Bennis, MIT Sloan Management Review
16
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
17
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
18
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
19
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
20
Japans Science Gap Rice farming culture
Uniqueness suppressed. Govt control of R D.
Promotion based on seniority. Consensus vs.
debate. (U.S. friends can be mortal enemies.)
Bias for C.I. vs. bold leaps. Lack of
competition and critical evaluation (peer
review). Syukuro Manabe What we need to create
is job insecurity rather than security to make
people compete more.Hideki Shirakawa, Nobel
laureate, chemistry
21
The New Ge WayDYB.com
22
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
23
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
24
Active mutators in placid times tend to die off.
They are selected against. Reluctant mutators in
quickly changing times are also selected
against.Carl Sagan Ann Druyan, Shadows of
Forgotten Ancestors
25
Chivalry is dead. The new code of conduct is an
active strategy of disrupting the status quo to
create an unsustainable series of competitive
advantages. This is not an age of defensive
castles, moats and armor. It is rather an age of
cunning, speed and surprise. It may be hard for
some to hang up the chain mail of sustainable
advantage after so many battles. But
hypercompetition, a state in which sustainable
advantages are no longer possible, is now the
only level of competition.Rich DAveni,
Hypercompetition Managing the Dynamics of
Strategic Maneuvering
26
Jane Jacobs Exuberant Variety vs. the Great
Blight of Dullness. F.A. Hayek Spontaneous
Discovery Process. Joseph Schumpeter the
Gales of Creative Destruction.
27
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

28
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank.Mark Sirower, The Synergy Trap
29
Lessons from the Bees!Since merger mania is
now the rage, what lessons can the bees teach us?
A simple one Merging is not in nature.
Natures process is the exact opposite one of
growth, fragmentation and dispersal. There is no
megalomania, no merging for mergings sake. The
point is that unlike corporations, which just get
bigger, bee colonies know when the time has come
to split up into smaller colonies which can grow
value faster. What the bees are telling us is
that the corporate world has got it all
wrong.David Lascelles, Co-director of The
Centre for the Study of Financial Innovation UK
30
Terror cells are superb, malevolent examples of
what Information Age organizations can be. So how
do you kill them? Soldiers used to idolize
Napoleon or Patton. Network-centric warriors
admire WalMart for using information
superiority to crush rivals. The Navys John
Arquilla calls for small, fast,
information-enabled units. Americas Secret
Weapon, Business 2.0 (DEC2001)
31
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
32
White Collar Revolution!
33
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
34
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
35
Automation75 of what we do 40 expert
decision rules!
36
IBMs Project eLiza!
37
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
38
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
39
Brand InsideBrand Work The Professional
Service Firm Model
40
So what will be the Basic Building Block of the
New Org?
41
Every job done in W.C.W. is also done outside
for profit!
42
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
43
TP to NAPM You are the Rock Stars of the
B2B Age!
44
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)
45
BMWs Designworks/USA gt50 from outside work
46
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
47
(1) Translate ALL departmental
activities 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!
48
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
49
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
50
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
51
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
52
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
53
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
54
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)
55
New Springs TurnkeyCollections.Flexible
sourcing.Packaging.Merchandising.Promotion.Sys
tems Site mgt.
56
Omnicom 57 (of 6B) from marketing services
57
We are a real estate facilities consulting
organization, not just an interior design
firm.Jean Bellas, founder, SPACE (from SMPS
Marketer)
58
Who was the number one employer of architecture
school grads in the U.S. last year?
59
Problem Everybody is going after the same space!
60
Assetless CompanyJohn Bryan, CEO, on selling
all Sara Lees manufacturing
61
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
62
Better Red than Dead?/Better Dead than Red?We
will see more and more outsourcing of discovery
processes.Craig Venter
63
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
64
NC2001 Furniture company outsources all mfg. to
Asian firm. Asian firm gets financing, buys NC
company. Hmmm!!??
65
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
66
Markets to networks. Hierarchies to networks.
Sellers and buyers to suppliers and users.
Ownership to access. (Age of Access.)
Marginalization of physical property. Weightless
economy. Protean generation. Outsourcing of
everything. Franchising of everything. (Business
format franchising.) (Leasing DNA.) Everything
is a service/platform for services delivery.
(Give away the goods, charge for the services.
VALUE THE RELATIONSHIP. Share of market to
Share of customer.) Every business is show
business. Source Jeremy Rifkin, The Age of
Access
67
Brand InsideBrand You Distinct or Extinct
68
2010 DemographicsBy 2010, full-time workers
will be in the minoritySource MIT study
(28August2000)
69
New World of Worklt 1 in 10 F5001 Manpower
Inc.Freelancers/I.C. 16M-25MTemps 3M (incl.
CEOs lawyers)Microbusinesses 12M-27MTotal
31M-55MSource Daniel Pink, Free Agent Nation
70
The fundamental unit of the new economy is not
the corporation, but the individual. Tasks arent
assigned and controlled through a stable chain of
command but are carried out autonomously by
independent contractors - e-lancers - who join
together in fluid and temporary networks to sell
goods and services. When the job is done, the
network dissolves and its members become
independent again, circulating through the
economy, seeking the next assignment.
Thomas Malone and Robert Laubacher

71
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
72
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
73
Sams Secret 1!
74
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
75
My ancestors were printers in Amsterdam from
1510 or so until 1750 and during that entire time
they didnt have to learn anything new.Peter
Drucker, Business 2.0 (08.22.00)
76
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker,Business 2.0
(22August2000)
77
E-LEARNING 2M students in U.S. 4,000 colleges
universities offer. Target Developing world.
E.g. U. of Melbourne McGill, part of U21 (with
Thompson Learning), expect 100K students by
2010mostly Asians. Armys 500M contract with
PWC (eArmyU)includes degrees _at_ 24 colleges.
Mixed models Fuqua9 to 11 weeks in residence
over 2 years. Dentist gets law degree25 to 30
hours per week. IBM trained 200K online in
2000saved 350M. Tricks Small classes,
required student involvement at U. of Phoenix
Online (76 growth in Y2K.). Source Business
Week (12.03.2001)
78
26.3
79
3 Weeks in MayTraining Prep 187Work
41(Other 17)
80
1 vs. 367
81
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it very much?
82
Conclusion We are not serious!
83
Invent. Reinvent. Repeat.Source HP banner ad
84
The time seems appropriate to rethink the
notions of self and identity in this rapidly
changing age Tara Lemmey, Project LENS, past
president Electronic Frontier Foundation
85
In Store International Equality, Intranational
InequalityThe new organization of society
implied by the triumph of individual autonomy and
the true equalization of opportunity based upon
merit will lead to very great rewards for merit
and great individual autonomy. This will leave
individuals far more responsible for themselves
than they have been accustomed to being during
the industrial period. It will also reduce the
unearned advantage in living standards that has
been enjoyed by residents of advanced industrial
societies throughout the 20th century.James
Davidson William Rees-Mogg,The Sovereign
Individual
86
Great Great Granddad Pushes the plow.Great
Granddad Horse now walks ahead of the
plow.Granddad Farm Hand to Factory
Factotum.Dad Factory Factotum to White Collar
Cubicle Slave.And You V.A. Player (Brand You)
or else!
87
Americans The Beautiful Re-inventorsBen
F.Ralph W.E.Dale C.N.V.P. Werner E./ESTTony
R./Coals DudeStephen
88
Brand You, Big Time!I AM AN ARMY OF ONE
89
When was the last time you asked, What do I
want to be? Sara Ann Friedman,
Work Matters
90
Message Distinct or Extinct.
91
Brand InsideRedefining the Work Itself The WOW
Project
92
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
93
Language matters! Wow! BHAG! Takes your breath
away!
94
Astonish me! / S.D.Build something great! /
H.Y.Immortal! / D.O.
95
Intimidate their users imaginations
Wheres the revolution? J Allard, on the Xbox
96
Lets make a dent in the universe.
Steve Jobs
97
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
per Harriet Rubin in The Princessa)
98
Your Current Project?1. Another
days work/Pays the rent.4. Of value.7.
Pretty Damn Cool/Definitely subversive.10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
99
Brand InsideWOW Projects for the
PowerlessGetting Started a Personal
Perspective
100
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
101
Worlds Biggest Waste Selling Up
102
THE IDEA Model F4 Find a Fellow Freak Faraway
103
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.
104
THE NUGGETDo Something. Do Anything.Get
Going.Now.
105
Opportunity ALWAYS Knocks VFCJ
StrategyVolunteer For Crappy Jobs
106
Is It The Oh-Hell-I-Wish-It-Were-Over
Memorial Day picnicor The First Annual
Seriously Kewl Celebration of Our Incredible
Staff
107
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?
108
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!
109
THE TOOLPrototyping Mania!
110
Think about It!?Innovation Reaction to the
PrototypeMichael Schrage
111
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
112
THE ProcessBuilding Buzz!
113
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
114
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.
115
BOTTOM LINEThe Enemy!
116
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
117
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
118
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
119
It is a glory to have broken such infamous
orders.John Adams, to Congress, on ignoring
his charter and negotiating successfully with the
Brits for Independence, against the will of the
French
120
Message to scientists It AINT about the
science. Its NEVER about the science. Its
ALWAYS about the PASSION for the IDEA.
121
Fact 1000s of PLAUSIBLE drug candidates. Winners
based mostly on desire tenacity of Project
Manager/Team
122
In a long and honorable career, a Ph.D.
scientist in a pharmaceutical house is not likely
statistically to experience a
success.Pharmaceutical Exec
123
TP Rubbish!
124
Statistically speaking, Churchill shouldnt
have been able to fend off Hitler. Statistically
speaking, DeGaulle shouldnt have been able to
revive the French. Statistically speaking,
Jefferson Adams Hamilton shouldnt have been
able to create America. Statistically
speaking, Pfizer or no Pfizer, aint none of us
gettin out of this alive.
125
I wonder
126
Will one of you be awoken some December
morning in Stockholm by candle-carryingkids?
127
Charles Handy on the alchemists Passion was
what drove these people, passion for their
product or their cause. If you care enough, you
will find out what you need to know. Or you will
experiment and not worry if the experiment goes
wrong. Passion as the secret to learning is an
odd secret to propose, but I believe that it
works at all levels and at all ages. Sadly,
passion is not a word often heard in the elephant
organizations, nor in schools, where it can seem
disruptive.
128
Rule 1(And there are no other rules) Assigning
people to projects they feel passionate about.
If you think something is really important,
follow your heartit energizes you and you give
your best performance. Thats how you get
scientists on a rollwhat for athletes is called
being in the zone. Lina Echeverria, fiber
optics research director, Corning
129
Walsh Heightshrimp. Armokay. Quicknessokay.
Speedslow. ZealPLANET CLASS. People cant
measure your heart. They look at my size, my arm
strength and knock me for thatJeff Garcia.
Source USA Today, 11.23.2001
130
AF General John Jumperthe PREDATOR!
131
IF YOU ARE NOT PREPARED TO BE FIRED OVER YOUR
BELIEFS YOU ARE WORKING ON THE WRONG PROJECT --
TP
132
If anyone can do it, John Rebus, you can. Ive
always had confidence in your sheer
pig-headedness and inability to listen to your
senior officers. from Ian Rankin, The Falls
133
Sales2001
134
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.)
135
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.)
136
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.
137
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!
138
Brand Inside Starting a Wow Projects Epidemic
Demo mania! New Hall of Fame!
139
Premise Ordering Systemic Change is a Stupid
Waste of Time!
140
Demos!Stories!Heroes!
141
L.B.I.W.D. (Leading By Inducing Weird Demos)
142
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
143
MBSA!Managing By Story-ing Around/David
Armstrong
144
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.)
145
Boss Advice I The Poster Kids StrategyChat
up the organization. Develop a tentative list of
Pioneers.Hang with those Pioneers, discover the
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 Pioneer into
the New Establishment.Incorporate the
Pioneers work into your Vision Chatter/Welcome
ALL aboard!
146
Boss Advice II The Flypaper StrategyEvent
Marketing Idea Fair/Internal Tradeshow/Bragfes
t. 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).
147
Each VP a V.C. Portfolio of high-risk
investments from all across the company.
148
Silicon Valley Success Failure?
SecretsPursuit of risk 4 of 20 in V.C.
portfolio go bust 6 lose money 6 do okay 3 do
well 1 hits the jackpotSource The Economist
149
Freaks need mentors/ guardians!
150
T.A. 3
151
SummaryDont 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!
152
Brand InsideBrand Talent The Great War for
Talent
153
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
154
Yikes What worries me is that I cant see why
any ambitious young person would want to join my
company, or stay here for long if they did join.
My most important job is to change that as fast
as I can.CEO, giant multinational, to Charles
Handy
155
The Talent Ten
156
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
157
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others.Warren Bennis Patricia Ward
Biederman, Organizing Genius
158
Model 24/7 Sports Franchise GM
159
2. GreatnessOnly The Best!
160
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)
161
3. PerformanceUp or out!
162
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)
163
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
164
4. PayFork Over!
165
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)
166
What gets measured gets done. What gets paid
for gets done more. What gets paid a lot for
gets done a lot more.
167
5. Youth Grovel Before the Young!
168
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
169
6. DiversityMess Rules!
170
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
171
7. WomenBorn to Lead!
172
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
173
The New Economy Shout goodbye to command and
control!Shout goodbye to hierarchy!Shout
goodbye to knowing ones place!
174
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
175
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
176
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
177
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)
178
Okay, you think Ive gone tooooo far. How about
this DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?
179
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
180
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.
181
8. WeirdThe Cracked Ones Let in the Light!
182
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
183
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
184
Would Craig Venter (Luciano Bennetton) come to
work for us?
185
I would like to think we could attract students
with green hair. We will take pink and blue and
orange hair, too.Shirley Tilghman, Princeton
186
Microsoft looks for people with bandwidththat
is, people who have interests in diverse fields,
with a high degree of conceptual skills and a
high tolerance for ambiguity, complexity and
paradox. Super-logical bit-heads (developers)
work in perfect fusion with artistically
sensitive designers. Per one exec, Designers
are invariably female, are talkative, live in
lofts, have vegetarian diets and wear round
objects on their ears. Developers are invariably
male, eat fast-food, and dont talkexcept to say
Not true. LMD (06.2000)
187
9. OpportunityMake It an Adventure!
188
H.R. to H.E.D. ???Human
Enablement Department
189
Titles!Manager HRIS to Manager Human Capital
Assets or Manager Employee MarketingIHRIM.lin
k (2-3.2001)
190
10. Leading GeniusWe are all unique!
191
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
192
48 Players 48 Projects 48 different success
measures
193
MantraM3Talent Brand
194
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
195
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
196
First StepsMake a list of the traits you really
want to unearth. (TP sense of humor GR
jaywalking.)Promote for TDS/Talent Development
Skills.Work up an EVP.
197
Brand InsideBrand Talent The Education Fiasco
198
FES/NOV2001 New Work. New World. New Education.
The Three Must Meet.
199
TP MoodAnger.Despair.Hopelessness.
200
Losing the War to Bismarck
201
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!
202
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
203
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
204
An Unnatural Way to Learn
205
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
206
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
207
Doing Stuff that Matters!
208
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
209
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
210
Toms Edu3M ManifestoManifesto for Education
in the 3rd Millennium
211
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.
212
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.
213
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.
214
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.
215
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.
216
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.
217
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.
218
Brand InsideReprise THINK WEIRD The High
Standard Deviation Enterprise
219
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
220
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
221
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
222
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
223
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
224
Elliott Masie, on desirable eLearning vendors I
want a sandbox partner, someone who will openly
say, This is not the last word we dont know
exactly where were going.
225
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)
226
Message TAKE SOMEONE NEW WEIRD TO LUNCH TODAY
OR TOMORROW. Inundate yourself with weird.
227
WEIRD IDEAS THAT WORK (1) Hire slow learners (of
the organizational code). (1.5) Hire people who
make you uncomfortable, even those you dislike.
(2) Hire people you (probably) dont need. (3)
Use job interviews to get ideas, not to screen
candidates. (4) Encourage people to ignore and
defy superiors and peers. (5) Find some happy
people and get them to fight. (6) Reward
success and failure, punish inaction. (7)
Decide to do something that will probably fail,
then convince yourself and everyone else that
success is certain. (8) Think of some
ridiculous, impractical things to do, then do
them. (9) Avoid, distract, and bore
customers, critics, and anyone who just wants to
talk about money. (10) Dont try to learn
anything from people who seem to have solved the
problems you face. (11) Forget the past,
particularly your companys success. Bob
Sutton, Weird Ideas that Work 11½ Ideas fro
Promoting, Managing and Sustaining Innovation
228
The GM/VC model of leadership.
229
Renewal The Weird 10 The High S.D.
Enterprise/IndividualPioneer Weird
AcquisitionsPioneer Weird Customers
Alliance Partners Measure the Customer-Partner
Portfolios S.D./Weirdness IndexDivide
Conquer/Sell-by Lessons from the Bees, Sir
Richard, Gary H.Pioneer Assignments/Pioneer
Projects/Pioneer Partners F2F Freak-to-Freak/
4F Find a Fellow Freak FarawayHire Weird
Diversity/Train Weird/Promote Weird/Pay Gobs
Promote Fast Cherish Six Sigma
Talent/Appoint a Weird BoardWeed Un-weird One
Sigma Talent, etc. Hang out with Weird
Univ. of Weird/Lunch with Weird/Read Surf
Weird/Vacate Weird R.A.F. to R.F.A. to F.F.F.
O.O.D.A. Loops/Prototyping Mania Sense of
Humor Rhapsodize Over Thine Cool
Failures!Re-enforce a Culture of
Disrespect/PassionatePiracy
230
Logic Cut from 1,000 brands to 500 brands, for
efficiencys sake. Need 10 p.a. growth in
reduced of brands to get guaranteed corporate
growth of 5. (AND YOU DONT GET AVERAGE GROWTH
IN EVERY BRANDDUH.) Hence, 10
across-the-board growth will mostly come from 40
growth in small of brands (Pareto 80/20 rule
blah, blah, blah). Axiom 40 growth will only
come from high-risk betsand accompanying
failures--across the portfolio. Hence, the VC
GM model.
231
Tomorrows Organizations Itinerant Potential
Machines
232
TALENT POOL TO DIE FOR. Youthful. Insanely
energetic. Value creativity. Risk taking is
routine. Failing is normal if youre
stretching. Want to make their bones in the
revolution.Love the new technologies. Well
rewarded. Dont plan to be around 10 years from
now.
233
TALENT POOL PLUS. Seek out and work with
worlds best as needed (its often needed). We
aim to change the world, and we need gifted
colleagueswho well may not be on our payroll.
234
BRASSY-BUT-GROUNDED-LEADERSHIP. Say I dont
knowand then unleash the TALENT. Have a vision
to be DRAMATICALLY DIFFERENTbut dont expect the
co. to be around forever. Will scrap pet
projects, and change course 180 degreesand take
a big write-off in the process. NO REGRETS FROM
SCREW-UPS WHOSE TIME HAS NOT-YET-COME. GREAT
REGRETS AT TIME WASTED ON ME TOO PRODUCTS
AND PROJECTS.
235
BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)
Visionary leaders matched by leaders with
shrewd business sense HOW DO WE TURN A PROFIT
ON THIS GORGEOUS IDEA? Appreciate market
creation as much as or more than market share
growth. ARE INSANELY AWARE THAT MARKET LEADERS
ARE ALWAYS IN PRECARIOUS POSITIONS, AND THAT
MARKET SHARE WILL NOT PROTECT US, IN TODAYS
VOLATILE WORLD, FROM THE NEXT KILLER IDEA AND
KILLER ENTREPRENEUR. (Gates. Ellison. Venter.
McNealy. Walton. Skilling. Case. Etc.)
236
ALLIANCE MANIACS. Dont assume that the best
resides within. WORK WITH A SHIFTING ARRAY OF
STATE-OF-THE-ART PARTNERS FROM ONE END OF THE
SUPPLY CHAIN TO THE OTHER. Including vendors
and consultants and especially PIONEERING
CUSTOMERS who will pull us into the future.
237
TECHNOLOGY-NETWORK FANATICS. Run the
whole-damn-company, and relations with all
outsiders, on the Internet at Internet speed.
Reluctant to work with those who dont share
this (radical) vision.
238
POTENTIAL MACHINES-ORGANISMS. Dont know whats
coming next. But are ready to jump at
opportunities, especially those that
challenge-overturn our own way of doing things.
239
Brand InsideNewGov2001
240
WE NEED IDEAS!
241
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
242
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.
243
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
244
From Weapon v. Weapon To
Org structure v. Org structure
245
Ideas gt Leadership
246
NO Good govtYES EFFECTIVE Govt (in
altered/ambiguous times)
247
A Plea for virtual RESPONSIVE government
248
Agile.
249
WALLS MUST FALL!
250
The W.O.G. (Work-of-Government) Insta/ Targeted
WPTs (WOW (B.H.A.G.) Project Teams (with clout) )
251
Experiments rule!
252
Failures rule!
253
Talent matters!
254
New Heroes/Hall of Fame
255
IS/IT to the Max!
256
Streamlined procurement (esp. IS/IT)
257
Case Bill Owens Lifting the Fog of War
258
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
259
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
260
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
261
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
262
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
263
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
264
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 th
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