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Title: Tom Peters


1
Tom Peters Re-Imagine!Business Excellence
in a Disruptive Age01.11.2004
2
Slides at tompeters.com
3
It is the foremost taskand responsibilityof
our generation to re-imagine our enterprises,
private and public. from the Foreword,
Re-imagine
4
Uncertainty is the only thing to be sure of.
Anthony Muh,head of investment in Asia,
Citigroup Asset Management If you dont like
change, youre going to like irrelevance even
less. General Eric Shinseki, Chief of Staff,
U. S. Army
5
September 11 amounts to World War IIIthe third
great totalitarian challenge to open societies in
the last 100 years. Thomas Friedman/NYT/01.08.20
04
6
The worlds new dimension (computers, Internet,
globalization, instantaneous communication,
widely available instruments of mass destruction
and so on) amounts to a new metaphysics that, by
empowering individual zealots or agitated tribes
with unappeasable grievances, makes the world
unstable and dangerous in radically new ways.
Lance Morrow/Evil
7
The World Must Learn to Live with a Wide-awake
China Headline/FT/11.03
8
Save the date. Dennis Kozlowski and Mark
Swartz. Martha Stewart. Scott Sullivan. John
Rigas. Walter Forbes and Kirk Shelton. Frank
Quattrone. Richard Scrushy. Miscl.
EnronniesSource Headline/Business
Day/NYT/01.08.2004
9
Behind Surging Productivity The Service Sector
Delivers. Firms Once Thought Immune to Boosting
Worker Output Are Now Big Part of the Trend
Headline/WSJ/11.03
10
As Economy Gains, Outsourcing Surges
Headline/Boston Globe/11.03
11
14 MILLION service jobs are in danger of being
shipped overseas The Dobbs Report/USNWR/11.03/r
e new UCB study
12
WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES?
Headline/ Fortune/ 11.03 (We should finally
admit that we do not and cannot know, and regard
that fact with serenity rather than anxiety.)
13
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/08.18.03
14
The proper role of a healthily functioning
economy is to destroy jobs and to put labor to
use elsewhere. Despite this truth, layoffs and
firings will always sting, as if the invisible
hand of free enterprise has slapped workers in
the face. Joseph Schumpeter
15
--79 of U.S. jobs in structurally changed
professions (permanently eliminated jobs)(40K
of 160K U.S. IBM)--As we trade we release more
labor from the service sector because our highly
skilled and highly paid workers lose their
competitive advantage. So we go to the next big
thing. We specialize in innovation. We develop
new products and start new industries. (Erica
Groshen, labor economist Fed of NY)Source
CNN/Money/01.07.2004
16
There is no job that is Americas God-given
right anymore. Carly Fiorina/ HP/ 01.08.2004
17
The world has arrived at a rare strategic
inflection point where nearly half its
populationliving in China, India and Russiahave
been integrated into the global market economy,
many of them highly educated workers, who can do
just about any job in the world. Were talking
about three billion people. Craig
Barrett/Intel/01.08.2004
18
/-The Boston Club Corporate Salute (10.28.03)
19
Either we modernize or we will be modernized by
the unremitting force of the markets. Gerhard
Schroeder
20
You must become an ignorant man againAnd see the
sun again with an ignorant eyeAnd see it clearly
in the idea of it. --Wallace
Stevens/Notes Toward a Supreme Fiction
21
A California biotechnology company has put the
entire sequence of the human genome on a single
chip, allowing researchers to conduct on the
complex relationships between the 30,000 genes
that make up a human being in a single
experiment. Page 1, Financial Times/10.03.2003
22
Sequenom/David Ewing Duncan/Wired11.02Sequenom
has industrialized the SNP single nucleotide
polymorphisms identification process. This,
Im told, is the first time a healthy human has
ever been screened for the full gamut of
genetic-disease markers. On the horizon
multi-disease gene kits, available at WalMart,
as easy to use as home-pregnancy tests. You
cant look at humanity separate from machines
were so intertwined were almost the same
species, and the difference is getting smaller.
23
Help! Theres nobody in the cockpit. In the
future, will the airlines no longer need
pilots?Grumman Global Hawk/ 24 hours/ Edwards
to South AustraliaSource The
Economist/12.21.2002
24
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
25
IT MAY SOMEDAY BE SAID THAT THE 21ST CENTURY
BEGAN ON SEPTEMBER 11, 2001. Al-Qaeda
represents a new and profoundly dangerous kind of
organizationone that might be called a virtual
state. On September 11 a virtual state proved
that modern societies are vulnerable as never
before.Time/09.09.2002
26
The deadliest strength of Americas new
adversaries is their very fluidity, Defense
Secretary Donald Rumsfeld believes. Terrorist
networks, unburdened by fixed borders,
headquarters or conventional forces, are free to
study the way this nation responds to threats and
adapt themselves to prepare for what Mr. Rumsfeld
is certain will be another attack. Business
as usual wont do it, he said. His answer is to
develop swifter, more lethal ways to fight. Big
institutions arent swift on their feet in
adapting but rather ponderous and clumsy and
slow. The New York Times/09.04.2002
27
From Weapon v. Weapon To
Org structure v. Org structure
28
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
29
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits.
30
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)
31
Dawn Meyerreicks, CTO of the Defense Information
Systems Agency, made one of the most fateful
military calls of the 21st century. After 9/11
her office quickly leased all the available
transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective.In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
32
The mechanical speed of combat vehicles has not
increased since Rommels day, so the difference
is all in the operational speed, faster
communications and faster decisions. Edward
Luttwak, on the unprecedented pace of the move
toward Baghdad
33
Our entire facility is digital. No paper, no
film, no medical records. Nothing. And its all
integratedfrom the lab to X-ray to records to
physician order entry. Patients dont have to
wait for anything. The information from the
physicians office is in registration and vice
versa. The referring physician is immediately
sent an email telling him his patient has shown
up. Its wireless in-house. We have 800
notebook computers that are wireless. Physicians
can walk around with a computer thats
pre-programmed. If the physician wants, well go
out and wire their house so they can sit on the
couch and connect to the network. They can review
a chart from 100 miles away.David Veillette,
CEO, Indiana Heart Hospital (HealthLeaders/12.2002
)
34
If early soldiers idealized Napoleon or Patton,
network-centric warriors admire WalMart, where
point-of-sale scanners share information on a
near real-time basis with suppliers and also
produce data that is mined to help leaders
develop new strategic or tactical plans. WalMart
is an example of translating information into
competitive advantage.Tom Stewart, Business 2.0
35
The New Infantry Battalion/New York
Times/12.01.2002Pentagons Urgent Search for
Speed. 270 soldiers (1/3rd normal complement)
140 robotic off-road armored trucks. Every
soldier is a sensor. Revolutionary
capabilities. Find-to-hit 45 minutes to 15
minutes in just one year.
36
Armies are like plants, immobile, firm-rooted,
nourished through long stems to the head
guerillas might be a vapour fighting
guerillas like eating soup with a
knifeSource T.E. Lawrence
37
Erics ArmyFlat.Fast.Agil
e.Adaptable.Light But Lethal.Talent/ I Am
an Army of One.Info-intense.Network-centric.
38
Float like a butterfly. Sting like a bee. Ali
39
To fight terrorism with an army is like trying
to shoot a cloud of mosquitoes with a machine
gun. Review of Terror in the Name of
God/NYT/11.2003
40
Rather than have massive armies that people can
go along and inspect, it is now about having
rapidly deployable expediency forces that can be
dropped by land, sea or air and with full
support. MoD official, on Defense Secretary
Geoff Hoons defense white paper (12.2003)
41
We must not only transform our armed forces but
the Defense Department that serves themby
encouraging a culture of creativity and
intelligent risktaking. We must promote a more
entrepreneurial approach one that encourages
people to be proactive, not reactive, and to
behave less like bureaucrats and more like
venture capitalists one that does not wait for
threats to emerge and be validated, but rather
anticipates them before they appear and develops
new capabilities to dissuade them and deter
them. Donald Rumsfeld, Foreign Affairs
42
Boyd
43
Eglin Flag 100 AGAINST ZERO DEFECTSGeneral,
if youre not having accidents, your training
program is not what it should be. You need to
kill some pilots.BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
44
Perfection is achieved only by institutions on
the point of collapse. C. Northcote Parkinson
45
OODA Loop/Boyd CycleUnraveling the
competition/ Quick Transients/ Quick Tempo (NOT
JUST SPEED!)/ Agility/ So quick it is
disconcerting (adversary over-reacts or
under-reacts)/ Winners used tactics that caused
the enemy to unravel before the fight (NEVER
HEAD TO HEAD)BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
46
Fast TransientsButtonhook turn (YF16
could flick from one maneuver to another faster
than any aircraft)BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
47
Blitzkrieg is far more than lightning thrusts
that most people think of when they hear the
term rather it was all about high operational
tempo and the rapid exploitation of
opportunity./ Arrange the mind of the
enemy.T.E. Lawrence/ Float like a butterfly,
sting like a bee.Ali BOYD The Fighter Pilot
Who Changed the Art of War (Robert Coram)
48
F86 vs. MiG/Korea/101Bubble canopy (360 degree
view)Full hydraulic controls (The F86 driver
could go from one maneuver to another faster than
the MiG driver)MiG faster in raw
acceleration and turning ability F86 quicker
in changing maneuversBOYD The Fighter Pilot
Who Changed the Art of War (Robert Coram)
49
ManeuveristsBOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
50
Thunder Run/3rd Infantry Division/04.07.2004/We
wanted to create as much chaos as possible.COL
David Perkins/Disorient and demoralizeDHR
51
I Believe 1.
Change will accelerate. DRAMATICALLY.2. We will
RE-INVENT THE WORLD IN THE NEXT TWO
GENERATIONS. (Business Health Care
Politics War Education Fundamentals of
Human Interaction.)3. OPPORTUNITIES are
matchless. 4. You are either ON THE BUS
or OFF THE BUS.5. I WANT TO PLAY! AND YOU?
52
How we feel about the evolving future tells us
who we are as individuals and as a civilization
Do we search for stasisa regulated, engineered
world? Or do we embrace dynamisma world of
constant creation, discovery and competition? Do
we value stability and control or evolution and
learning? Do we think that progress requires a
central blueprint, or do we see it as a
decentralized, evolutionary process?? Do we see
mistakes as permanent disasters, or the
correctable byproducts of experimentation? Do we
crave predictability or relish surprise? These
two poles, stasis and dynamism, increasingly
define our political, intellectual and cultural
landscape. Virginia Postrel, The Future and Its
Enemies
53
Successful Businesses Dozen Truths TPs
30-Year Perspective1. Insanely Great Quirky
Talent.2. Disrespect for Tradition.3. Totally
Passionate (to the Point of Irrationality) Belief
in What We Are Here to Do.4. Utter
Disbelief at the Bullshit that Marks Normal
Industry Behavior.5. A Maniacal Bias for
Execution and Utter Contempt for Those Who
Dont Get It.6. Speed Demons.7. Up or Out.
(Meritocracy Is Thy Name. Sycophancy Is Thy
Scourge.)8. Passionate Hatred of Bureaucracy.9.
Willingness to Lead the Customer and Take the
Heat Associated Therewith. (Mantra Satan
Invented Focus Groups to Derail True
Believers.)10. Reward Excellent Failures.
Punish Mediocre Successes. 11. Courage to Stand
Alone on Ones Record of Accomplishment
Against All the Forces of Conventional
Wisdom.12. A Crystal Clear Understanding of
Brand Power.
54
I. NEW BUSINESS. NEW CONTEXT.
55
The Leadership111. Talent
Management2. Metabolic Management3. Technology
Management4. Barrier Management5. Forgetful
Management6. Metaphysical Management7.
Opportunity Management8. Portfolio Management9.
Failure Management10. Cause Management11.
Passion Management
56
Sir Richards RulesFollow your
passions.Keep it simple.Get the best people
to help you.Re-create yourself.Play.Source
Fortune/10.03
57
All Bets Are Off.
58
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
59
Asias rise is the economic event of our age.
Should it proceed as it has over the last few
decades, it will bring the two centuries of
global domination by Europe and, subsequently,
its giant North American offshoot to an end.
Financial Times (09.22.2003)
60
Vernor Vinge/Mr. SingularityThe transition
time from human history to post-human singularity
time, Vinge thinks, will be astonishingly
shortmaybe one hundred hours from the first
moment of computer self-awareness to computer
world conquest.Esquire/12.2002
61
We are at a pivotal point in history. We are
at one of a half dozen turning points that have
fundamentally changed the way societies are
organized for governance. Philip Bobbitt, The
Shield of Achilles War, Peace, and the Course of
History
62
Theres going to be a fundamental change in
the global economy unlike anything we have had
since the cavemen began bartering.Arnold
Baker, Chief Economist, Sandia National
Laboratories
63
In 25 years, youll probably be able to get the
sum total of all human knowledge on a personal
device.Greg Blonder, VC was Chief Technical
Adviser for Corporate Strategy _at_ ATT Barrons
11.13.2000
64
I genuinely believe we are living through the
greatest intellectual moment in history.Matt
Ridley, Genome
65
We are in a brawl with no rules.Paul Allaire
66
S.A.V.
67
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
68
The Breaking of Nations Order and Chaos in the
Twenty-first CenturyRobert Cooper (as
interpreted by Tom Peters)
69
This is a dangerous world and it is going to
become more dangerous.We may not be
interested in chaos but chaos is interested in
us.Source Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
70
What happened after 1945 was not so much a
radically new system as the concentration and
culmination of the old one. Robert Cooper, on
the Cold War, from The Breaking of Nations Order
and Chaos in the Twenty-first Century
71
What has been emerging into the daylight since
1989 is not a rearrangement of the old system but
a new system. Behind this lies a new form of
statehood, or at least states that are behaving
in a radically different way from the past.
Robert Cooper, The Breaking of Nations Order
and Chaos in the Twenty-first Century
72
The image of peace and order through a single
hegemonic power center is wrong. It was not
the empires but the small states that proved to
be a dynamic force in the world. Empires are
ill-designed for promoting change. Holding an
empire together requires an authoritarian
political style innovation leads to
instability. Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
73
Read This!
74
The new century risks being overrun by both
anarchy and technology. The two great destroyers
of history may reinforce each other. Both the
spread of terrorism and that of weapons of mass
destruction point to a world in which Western
governments are losing control. The spread of the
technology of mass destruction represents a
potentially massive redistribution of power away
from the advanced industrial (and democratic)
states and toward smaller states that may be less
stable and have less of a stake in an orderly
world or more dramatically still, it may
represent a redistribution of power away from the
state itself and towards individuals, that is to
say terrorists or criminals. In the past to be
damaging, an ideological movement had to be
widespread to recruit enough support to take on
authority. Henceforth, comparatively small groups
will be able to do the sort of damage which
before only state armies or major revolutionary
movements could achieve. A few fanatics with a
dirty bomb or biological weapons will be able
to cause death on a scale not previously
envisaged. Emancipation, diversity, global
communicationall of the things that promise an
age of riches and creativitycould also bring a
nightmare in which states lose control of the
means of violence and people lose control of
their futures.Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
75
Reflect.
76
The two systemsthe modern based on balance and
the post-modern based on opennessdo not co-exist
well together. Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
77
Before we can talk about the security
requirements for today and tomorrow, we have to
forget the security rules of yesterday. Robert
Cooper, The Breaking of Nations Order and Chaos
in the Twenty-first Century
78
China Roars!TomPeters/01.01.2004
79
China has become a manufacturing hub for the
rest of the world in low-end labor-intensive
goodsand the rest of the world is becoming a
manufacturing hub for China in high-end,
capital-intensive goods. China may be a threat
to certain parts of the global supply chain that
rely on low-cost labor, but it represents an even
greater opportunity via production-efficiency
gains, economic welfare gains and long-term
dynamic potential. Its booming exports are more
than matched by booming industrial imports and
foreign investment opportunities. It has become
the new engine of global growth.Source Glen
Hodgson Mark Worrall/Export Development Canada,
in China Takes Off, David Hale Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
80
1990-2003 Exports 8X (380B) 6 global exports
2003 vs. 3.9 2000 16 of Total Global Growth in
2002.Source China Takes Off, David Hale
Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003
81
1998-2003 45,000,000 layoffs in state sector
offset by 450B in foreign investment foreign
companies account for 50 of exports vs. 31 in
Mexico, 15 in Korea.Source China Takes
Off, David Hale Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
82
50 of output from private firms, 37 from
state-owned firms 80 of workforce (incl. rural)
now in private employ.Source China Takes
Off, David Hale Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
83
Population growth 1 two-thirds of housing
privately owned, 90 of urban Chinese own a home
(vs. 61 in Japan)Source China Takes Off,
David Hale Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
84
200 cities with gt1,000,000 population.Source
China Takes Off, David Hale Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
85
200,000,000 unemployed must create 20,000,000
jobs per year to offset layoffs 400,000,000
elderly Chinese by 2030 (currently no pension
funds).Source China Takes Off, David Hale
Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003
86
397,000,000 fixed phone lines 90X since
1989.Source China Takes Off, David Hale
Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003
87
2003 China-Hong Kong leading producer in 8 of 12
key consumer electronic product areas (gt50
DVDs, digital cameras gt33.33 DVD-ROM drives,
personal desktop and notebook computers gt25
mobile phones, color TVs, PDAs, car
stereos).Source China Takes Off, David Hale
Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003
88
When the Chinese Consumer Is King Americas
mass market is second to none. Someday it will
just be second. Headline, New York
Times/12.14.2003
89
World economic output U.S.A., 21 EU, 16
China, 13 (2X since1991)Source New York
Times/12.14.2003
90
America, like everyone else, must get used to
being a loser as well as a gainer in the global
economy. In the end, the 21st century is
unlikely to be the American Century. When the
Chinese Consumer Is King/New York
Times/12.14.2003. The notion that God
intended Americans to be permanently wealthier
than the rest of the world, that gets less and
less likely as time goes on. Robert Solow,
Nobel laureate in economics/New York
Times/12.14.2003
91
2. The Destruction Imperative.
92
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
93
C.E.O. to C.D.O.
94
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown.Kevin Kelly,
New Rules for the New Economy
95
Analysts said we dont care about revenue, just
give us the bottom line. They preferred cost
cutting, as long as they could see 2 or 3 years
of EPS growth. I preached revenue and the
analysts eyes would glaze over. Now revenue is
in because so many got caught, and earnings
went to hell. They said, Oh my gosh, you need
revenues to grow earnings over time. Well,
Duh!Dick Kovacevich, Wells Fargo (in ABA
Banking Journal)
96
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
97
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did.Financial Times/11.28.2002
98
Its just a fact Survivors underperform.
Dick Foster
99
Rate of Leaving F5001970-1990 4XSource
The Company, John Micklethwait Adrian
Wooldridge (1974-200 One-half biggest 100
disappear)
100
Far from being a source of comfort, bigness
became a code for inflexibility. John
Micklethwait Adrian Wooldridge, The Company
101
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
102
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
103
Success Kills!The more successful a company,
the flatter its forgetting curve. Gary Hamel
and C.K. Prahalad
104
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
105
Conglomerates dont work. James Surowiecki,
The New Yorker (07.01,2002)
106
MERGERS Why Most Big Deals Dont Pay Off. A
BusinessWeek analysis shows that 61 of buyers
destroyed shareholder wealth. BusinessWeek/10.14
.2002
107
Market Share, Anyone? 240 industries
Market-share leader is ROA leader 29 of
the time profit / ROA leaders aggressively
weed out customers who generate low
returnsSource Donald V. Potter, Wall Street
Journal (15 June 1998)
108
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
109
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
110
Survival of the Fittest Not the Fattest/John
Kay/FT03.27.2003I have heard it from people
who make pharmaceuticals and from people who make
defense equipment. From executives in utilities
and executives in advertising. Among banks and
law firms. .. They all expect their industry to
develop the way the car industry has. In an
increasingly globalized marketplace, maturing
industries will become steadily more
concentrated. Only a small number of big
companies will survive.There is one problem
with these analogies. What is said about the
motor industry is not true.The peak of
concentration in the automobile industry was
reached in the early 1950s and since then there
has been a substantial decline. However you look
at it, small carmakers have been steadily gaining
market share at the expense of large ones. Back
in the 1960s, the 10 largest carmakers had a
market share of 85 percent today it is about 75
percent. Concentration has fallen, even though
weak firms have been repeatedly absorbed through
mergers.As markets evolve, differentiation
becomes steadily more important. Success in the
motor industry comes not from size or scale, but
from developing competitive advantages in
operations and marketing those advantages
internationally. The same is true in
pharmaceuticals and defense equipment, utilities
and banking, telecommunications and media.
111
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
112
The Industrial Revolution was about scale vast
factory complexes, skyscrapers and railway grids
concentrating power in the hands of rulers of
large territories not only responsible rulers
such as Bismarck and Disraeli, but Hitler and
Stalin too. But the post-Industrial Revolution
empowers any one with a cellular phone and a bag
of explosives. Americas military superiority
guarantees that such new adversaries will not
fight according to our notions of fairness they
will come at us by surprise, asymmetrically, at
our weakest points. Robert Kaplan, Warrior
Politics
113
TP on
Acquisitions1. Big Big Disaster.
(Statistically.) (There are exceptions e.g.,
Citigroup.)2. Big (GE, Cisco, Omnicom) acquires
small/specialist Good if you can
retain Top Talent.3. Odds on achieving
projected synergies among Mixed Big
cultures 10.4. Max Scale Advantages are
achieved at a smaller size than imagined.5.
Attacked by Big, Mediocre Medium marries
Mediocre Medium to bulk up. Result Big
Mediocrity or worse.6. Any sizeif Great
Focusedcan win, locally or globally.7.
Increasingly, Alliances deliver more value than
mergers and clearly abet flexibility.
114
A Bakers Dozen Merger
Messages Private Sector DHS/BTSD1. Attitude
Rules Opportunity or Pain in 2. Unique time
for Deep Re-assessment. (WE MUST RE-INVENT THE
ESSENTIAL IDEA OF HOMELAND SECURITY.)3. THIS
SORT OF THING ONLY HAPPENS ONCE EVERY SEVERAL
DECADES! (I.E. Dont blow the Main Chance!)4.
Avoid getting totally caught up in (necessary)
details. (KEEP YOUR EYE ON THE B-I-G
OPPORTUNITY.)5. Lets assume you only hold this
job for the next few months. MAKE A DAMN
DIFFERENCE EVERY DAMN DAY. 6. What happens in
the next few months is the principal basis by
which your entire professional career will be
judged.7. How well (IMAGINATIVELY!!!) you do
this matters to 280,000,000 Americans.8. Every
morning, say quietly to yourself, GROW UP.
Forget Age Old Turf Disputes. (TURF WARFARE
IS OSAMAs-TERRORISMs NO. 1 OPPORTUNITY.)9.
Inclusiveness matters. Be incredibly careful
about Respect Involvement.10. Score some Quick
Wins. (Rudys Rule.) Needed New Behaviors.
Focus on the Positives. (Bobs Rule.) 11.
BE INSANELY LAVISH IN PRAISE OF SMALL ACTS OF
COOPERATION. (Be publicly brutal to the
smallest act of turf warfare.)12. GOOD
DECISIONS MADE TODAY BEAT GREAT DECISIONS
DELAYED FOR MONTHS. MOMENTUM MORALE
MATTER. DELAY CANCER.13. VISIBILITY RULES!
115
The New Ge WayDYB.com
116
Top-performing Companies Extremely contentious
boards that regard dissent as an obligation and
that treat no subject as undiscussable Jeffrey
Sonnenfeld, Yale School of Management
117
Change the rules before somebody else does.
Ralph Seferian, VP, Oracle
118
Most of our predictions are based on very linear
thinking. Thats why they will most likely be
wrong.Vinod Khosla, in GIGATRENDS, Wired
04.01
119
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
120
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
121
RM A lot of companies in the Valley fail.RN
Maybe not enough fail.RM What do you mean
by that?RN Whenever you fail, it means
youre trying new things.Source Fast Company
122
The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles.Newsweek/ Paul Saffo
(03.02)
123
... natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... To invent
the human mind ... The Cobra Event
124
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
125
Axiom (Hypothesis) We have been screwed by
Benchmarking Best Practice C.I./Kaizen.
Axiom (Hypothesis) We need Masters of
Discontinuity/ Masters of Ambiguity in
discontinuous/ambiguous times.
126
Organize for performance customer
satisfaction.Disorganize for renewal
innovation.
127
Rose gardeners face a choice every spring how
to prune our roses. The long-term fate of a rose
garden depends on this decision. If you want to
have the largest and most glorious roses of the
neighborhood, you will prune hard. You will
reduce each rose plant to a maximum of three
stems. This represents a policy of low tolerance
and tight control. You force the plant to make
the maximum use of its available resources, by
putting them into the the roses core business.
However, if this is an unlucky year late frost,
deer, green-fly invasion, you may lose the main
stems or the whole plant! Pruning hard is a
dangerous policy in an unpredictable environment.
Thus, if you are in a spot where you know nature
may play tricks on you, you may opt for a policy
of high tolerance. You will leave more stems on
the plant. You will never have the biggest roses,
but you have a much-enhanced chance of having
roses every year. You will achieve a gradual
renewal of the plant. In short, tolerant pruning
achieves two ends (1) It makes it easier to cope
with unexpected environmental changes. (2) It
leads to a continuous restructuring of the plant.
The policy of tolerance admittedly wastes
resourcesthe extra buds drain away nutrients
from the main stem. But in an unpredictable
environment, this policy of tolerance makes the
rose healthier. Tolerance of internal weakness,
ironically, allows the rose to be stronger in the
long run.Arie De Geus, The Living Company
128
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
129
December 2000 Swiss House for Advanced Research
Education. Cambridge, Massachusetts. Xavier
Comtesse You never hear a Swiss say, I want to
change the world. We need to take more risks.
130
The Word(s) on Vitality Gary HamelSell By
jettison old crapSpin Out support
entrepreneursSpin In buy young firms
131
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
132
Just Say No I dont intend to be known as the
King of the Tinkerers. CEO, large financial
services company
133
2A. Yo, Jim . OrThe Case for Technicolor!
134
intrepid, unprincipled, reckless, predatory,
with boundless ambition, civilized in externals
but a savage at heart.
135
Herman Melville on JPJ intrepid, unprincipled,
reckless, predatory, with boundless ambition,
civilized in externals but a savage at heart.
from Evan Thomas, John Paul Jones Sailor, Hero,
Father of the American Navy
136
Huh?Humility The Surprise Factor in
Leadership bosses with Gung-ho Qualities and
Charisma May Be Out of Fashion Headline/FT/re
JCollins/10.03
137
Jim Tom. Joined at the hip. Not.
138
I. Good to GreatII. Built to LastIII. Quiet,
Humble Leaders
139
I. Good to GreatII. Built to LastIII. Quiet,
Humble Leaders
140
Good to Great Fannie Mae Kroger Walgreens
Philip Morris Pitney Bowes Abbott
Kimberly-Clark Wells Fargo
141
Good to Great Fannie Mae Kroger Walgreens
Philip Morris Pitney Bowes Abbott
Kimberly-Clark Wells Fargo
142
Good to Great Fannie Mae and Freddie Mac
receive as much as 164 billion in implicit
federal subsidies but have done little to
increase home ownership or reduce the cost of
home loans, according to a draft study by the
Federal Reserve. New York Times/12.23.03
(Average rate reduction is 7 basis points, or
.07)
143
Great Companies SET THE AGENDA. (Period.)
144
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Macys
Sears Litton Industries ITT The Gap
Limited WalMart PG 3M Intel IBM
Apple Nokia Cisco Dell MCI Sun Oracle
Microsoft Enron Schwab GE Southwest
Laker People Express Ogilvy Chiat/Day
Virgin eBay Amazon Sony BMW CNN
145
T B Atari, DEC, WANG?J vs. T HP/Carly F?
146
I. Good to GreatII. Built to LastIII. Quiet,
Humble Leaders
147
Built to Last v. Built to FlipThe problem with
Built to Last is that its a romantic notion.
Large companies are incapable of ongoing
innovation, of ongoing flexibility.Increasingl
y, successful businesses will be ephemeral. They
will be built to yield something of value and
once that value has been exhausted, they will
vanish.Fast Company
148
Warren Bennis Patricia Ward Biederman/
Organizing Genius Great Groups Dont Last Very
Long!
149
W.A. Mozart 1756 1791 HE CHANGED THE
WORLD AND ENRICHED HUMANITY
150
We are in a brawl with no rules.Paul Allaire
151
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
152
The difficulties arise from the inherent
conflict between the need to control existing
operations and the need to create the kind of
environment that will permit new ideas to
flourishand old ones to die a timely death. We
believe that most corporations will find it
impossible to match or outperform the market
without abandoning the assumption of continuity.
The current apocalypsethe transition from a
state of continuity to state of discontinuityhas
the same suddenness as the trauma that beset
civilization in 1000 A.D. Richard Foster
Sarah Kaplan, Creative Destruction (The
McKinsey Quarterly)
153
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically.Peter Drucker,
Business 2.0
154
But what if former head of strategic planning
at Royal Dutch Shell Arie De Geus is wrong in
suggesting, in The Living Company, that firms
should aspire to live forever? Greatness is
fleeting and, for corporations, it will become
ever more fleeting. The ultimate aim of a
business organization, an artist, an athlete or a
stockbroker may be to explode in a dramatic
frenzy of value creation during a short space of
time, rather than to live forever.Kjell
Nordström and Jonas Ridderstråle, Funky Business
155
Jane Jacobs Exuberant Variety vs. the Great
Blight of Dullness. F.A. Hayek Spontaneous
Discovery Process. Joseph Schumpeter the
Gales of Creative Destruction.
156
I. Good to GreatII. Built to LastIII. Quiet,
Humble Leaders
157
Huh?Quiet, workmanlike, stoic leaders bring
about the big transformations.--JC
158
Huh?Humility The Surprise Factor in
Leadership bosses with Gung-ho Qualities and
Charisma May Be Out of Fashion Headline/FT/re
JCollins/10.03 (TP scribble Nelson,
Wellington, Montgomery, Disraeli, Churchill,
Thatcher)
159
WellingtonNelsonDisraeliChurchillMontgomeryTh
atcher
160
Humble Pastels?T. Paine/P. Henry/A.
Hamilton/T. Jefferson/B. FranklinA. Lincoln/U.S.
Grant/W.T. ShermanTR/FDR/LBJ/RR/JFKPatton/Monty/
HalseyM.L. King/C. de Gaulle/M. Gandhi/W.
ChurchillPicasso/Mozart/Copernicus/Newton/Einstei
n/Djarassi/Watson H. Clinton/G. Steinem/I.
Gandhi/G. Mieir/M. Thatcher E. Shockley/A.
Grove/J. Welch/L. Gerstner/L. Ellison/B.
Gates/S. Jobs/S. McNealy/T. Turner/R. Murdoch/W.
Wriston A. Carnegie/J.P. Morgan/H. Ford/S.
Honda/J.D. Rockefeller/T.A. Edison
Rummy/Norm/Henry/Wolfie Elizabeth Cady
Stanton/Susan B. Anthony/Martha Cary
Thomas/Carrie Chapman Catt/Alice Paul/Anna
Elizabeth Dickinson/Arabella Babb
Mansfield/Margaret Sanger
161
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch, on GEs quality program
162
Roosevelts duplicity, Churchills
self-absorption We are all worms. But I do
believe that I am a glow-worm. (WSC) Imperial
and bold WSC and TR arrogance and
instability rough, sarcastic,
bullyingSource Jon Meacham, Franklin and
Winston, et al.
163
a vainglorious self-promoter spoiling for a
fight Arthur Koestler on Galileo
164
Herman Melville on JPJ intrepid, unprincipled,
reckless, predatory, with boundless ambition,
civilized in externals but a savage at heart.
from Evan Thomas, John Paul Jones Sailor, Hero,
Father of the American Navy
165
Audie Murphy was the most decorated soldier in
WW2. He won every medal we had to offer, plus 5
presented by Belgium and France. There was one
common medal he never won
166
the Good Conduct medal.
167
Men with no vices have very few virtues. A.
Lincoln
168
Jim Collins vs. Michael Maccobyquiet,
workmanlike, stoicvs. larger-than-life
leaders/ egoists, charmers, risk-takers with
big visions Carnegie, Rockefeller, Edison,
Ford, Welch, Jobs, Gates
169
In Toms world its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
170
The Re-imagineers Credo or, Pity the Poor
BrownTechnicolor Times demand Technicolor
Leaders and Boards who recruit Technicolor
People who are sent on Technicolor Quests to
execute Technicolor (WOW!) Projects in
partnership with Technicolor Customers and
Technicolor Suppliers all of whom are in
pursuit of Technicolor Goals and Aspirations
fit for Technicolor Times.WSC
171
In Italy for 30 years under the Borgias they had
warfare, terror, murder, bloodshedand produced
Michelangelo, da Vinci and the Renaissance. In
Switzerland they had brotherly love, 500 years of
democracy and peace, and what did they
producethe cuckoo clock.Orson Welles, as
Harry Lime, in The Third Man
172
II. NEW BUSINESS. NEW TECH.
173
3. The White Collar Revolution the Death of
Bureaucracy.
174
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
175
Steel 75,000,000 tons in 82 to 102,000,000 tons
in 02. 289, 000 steelworkers in 82 to 74,000
steelworkers in 02. Source Fortune/11.24.03
176
The coefficient of friction associated with the
grunge of business is amazing!Michael Schrage
177
A bureaucrat is an expensive microchip.Dan
Sullivan, consultant and executive coach
178
IBMs Project eLiza! Self-bootstrapping/
Artilects
179
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
180
PG Hires Out Employee Services to IBM
Burlington Free Press/09.10.03/on IBMs
10-year, 400M contract with PG (PG farmed out
IT to HP in May, Facilities to Jones Lang LaSalle
in June)
181
WHERE IS YOUR JOB GOING writing software,
designing chips, reading MRIs, processing
mortgages, preparing tax returns, managing
computer networks (etc GE Capitals 15,000 in
Delhi), preparing PP slides for McKinsey (350 in
Chennai), equity analysis of U.S. companies
(Morgan Stanley) Source Fortune/11.24.03
182
Know we know what all that fiber-optic cable is
good for BROADBANDS KILLER APP, IT TURNS OUT,
IS INDIA Fortune/11.24.03
183
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
184
The virtual corporation is research,
development, design, marketing, financing, legal,
and other headquarters functions with few or no
manufacturing capabilities a company with a
head but no body.Richard Rosecrance, The Rise
of the Virtual State
185
Ford Vehicle brand owner (design, engineer,
and market, but not actually make)Source The
Company, John Micklethwait Adrian Wooldridge
186
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes, upon naming UPS Company of the
Year in Y2000
187
Deep Blue Redux 2,240 EKGs 1,120 heart
attacks. Hans Ohlin (50 yr old chief of coronary
care, Univ of Lund/SW) 620. Lars Edenbrandts
software 738.Only this time it matters!
188
Most physicians believe that diagnosis cant be
reduced to a set of generalizationsto a
cookbook. How often does my intuition lead me
astray? The radical implication of the Swedish
study is that the individualized, intuitive
approach that lies at the center of modern
medicine is flawedit causes more mistakes than
it prevents. Atul Gawande, Complications
189
Probable parole violations Simple model (age,
of previous offenses, type of crime) beats M.D.
shrinks. 100 studies Statistical formulas gt
Human judgment. In virtually all cases,
statistical thinking equaled or surpassed human
judgment.Atul Gawande, Complications
190
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
191
Vernor Vinge/Mr. SingularityThe transition
time from human history to post-human singularity
time, Vinge thinks, will be astonishingly
shortmaybe one hundred hours from the first
moment of computer self-awareness to computer
world conquest.Esquire/12.2002
192
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years.Source BW
(01.28.02)
193
BW Cover/02.2003IS YOUR JOB NEXT? A New Round
of GLOBALIZATION Is Sending Upscale Jobs
Offshore. They Include Chip Design, Basic
Researcheven Financial Analysis. Can America
Lose These Jobs and Still Prosper?
194
Everybodys Doin It!The leading Indian
outsourcers reckon that the key to their
long-term prosperity is bagging ever larger deals
and moving ever higher up the value chain. The
Economist/01.11.2003
195
GE is a champion of Indias scientists,
technicians, business analysts and graduates,
thousands of whom work at the U.S. conglomerates
offshore service centers in India. They are the
low-cost, high capability vanguard of GEs
outsourcing to India. Along the way, GE has
transformed its cost structure, enhanced its
ability to provide technology services and
incubated a rare world-class industry in India.
FT/06.03.03
196
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/08.18.03
197
Outsourcing Trend Called Threat to
Middle-class Workforce USA Today/08.05.03 (Mgt
jobs moving 2000 0 2005
37,000)Loss of Factory Jobs May Have a Long
Fall to Bottom Boston Globe/08.10.03 (75,000
per month during last 18 months)The New Job
Reality Cover/USNWR/08.11.03 (The dearth of
jobs stems from factors signaling a sea change)
198
!!!!!!!!!ebookers PLC
199
Predicted U.S. High-wage Job Losses
2005
2015Managers
37,000 288,000Life sciences
3,700 37,000Design
6,000
30,000Architecture 32,000
184,000Bus Ops
61,000 348,000Computer
109,000 473,000Office
support 295,000
1,700,000Source Forrester Research
(BusinessWeek/08.25.03)
200
4. IS/ IT/ Web On the Bus or Off the Bus.
201
E-commerce is happening the way all the hype
said it would. Internet deployment is happening.
Broadband is happening. Everything we ever said
about the Internet is happening. And it is very,
very early. We cant even glimpse ITs potential
in changing the way people work and live. Andy
Grove (BusinessWeek/August 2003)
202
e-piphanyepicurious.com
203
100 square feet
204
Dells OptiPlex FacilityBig Job 6 to 8
hours.(80,000 per day)Parts Inventory 100
square feet.
205
Invisible Supplier Has Penneys Shirts All
Buttoned Up From Hong Kong, It Tracks Sales,
Restocks Shelves, Ships Right to the Store.
Headline, Wall Street Journal (09.11.03)
206
Our entire facility is digital. No paper, no
film, no medical records. Nothing. And its all
integratedfrom the lab to X-ray to records to
physician order entry. Patients dont have to
wait for anything. The information from the
physicians office is in registration and vice
versa. The referring physician is immediately
sent an email telling him his patient has shown
up. Its wireless in-house. We have 800
notebook computers that are wireless. Physicians
can walk around with a computer thats
pre-programmed. If the physician wants, well go
out and wire their house so they can sit on the
couch and connect to the network. They can review
a chart from 100 miles away. David Veillette,
CEO, Indiana Heart Hospital (HealthLeaders/12.2002
)
207
Dawn Meyerreicks, CTO of the Defense Information
Systems Agency, made one of the most fateful
military calls of the 21st century. After 9/11
her office quickly leased all the available
transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective.In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
208
The mechanical speed of combat vehicles has not
increased since Rommels day, so the difference
is all in the operational speed, faster
communications and faster decisions. Edward
Luttwak, on the unprecedented pace of the move
toward Baghdad
209
Supply Chain 2000When Joe Employee at
Company X launches his browser, hes taken to
Company Xs personalized home page. He can
interact with the entire scope of Company Xs
world customers, other employees, distributors,
suppliers, manufacturers, consultants. The
browser that is, the portal resembles a My
Yahoo for Company X and hooks into every network
associated with Company X. The real trick is that
Joe Employee, business partners and customers
dont have to be in the office. They can log on
from a cell phone, Palm Pilot, pager or home
office system.Red Herring (09.2000)
210
The Real News X1,000,000TowTruckNet.com
211
eRevolution40,000,000 Americans (1 of 2
singles/40 of American adults) went to an online
matchmaking site last month (USNWR/09.29.03)
212
flash mobs (!)
213
Q What will happen when a national party can
fit on a laptop?A See below.Source
Headline/Washington Post/OUTLOOK/12.14.2003
214
Open source is doing for mass innovation what
the assembly line did for mass production. Get
ready for the era when collaboration replaces the
corporation. Thomas Goetz/ Wired/11.2003
(Current methods are not fast enough, not
ambitious enough, or dont take advantage of our
collective creative potential.)
215
Impact No. 1/ Logistics Distribution
WalMart Dell Amazon.com Autobytel.com
FedEx UPS Ryder Cisco Etc. Etc. Ad
Infinitum.
216
Autobytel 400. WalMart 13.Source
BW(05.13.2002)
217
If early soldiers idealized Napoleon or Patton,
network-centric warriors admire WalMart, where
point-of-sale scanners share information on a
near real-time basis with suppliers and also
produce data that is mined to help leaders
develop new strategic or tactical plans. WalMart
is an example of translating information into
competitive advantage.Tom Stewart, Business 2.0
218
From Supply-chain Optimization To
Design-chain OptimizationSource Cadence Design
Systems
219
A Big Electronics Show, the Buzz Is All About
Connections headline, New York Times/
01.13.2003/ Consumer Electronics Show
220
m-On or Out of the LoopManagers in Finland
always keep their phones on. Customers expect
fast reactions. And if you cant reach a
superior, you make many decisions yourself.
Managers who want to influence decisions of
subordinates must keep their phones open. Risto
Linturi, Finnish m-guru, in Howard Rheingolds
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