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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! MASTER/09.19.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!MASTER/09.19.2001
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
Facts It could happen again. (2) It could be
much, much worse (e.g., nuclear satchel charges,
bio-agents). Quandaries (1) Who is the enemy?
(2) Where is the enemy? (3) How do you use
modern weapons forces to combat 50
hyper-fanatics armed with penknives and box
cutters? (4) How did we get into this pickle? (5)
Why are we so hated by some?
4
B, C, P, R, S know about as much as you and I
know. WE ARE IN A BRAWL WITH NO RULES.
5
The New War (1) Best offense Pen knives. (2)
Best defense CELL PHONES!
6
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
7
BmC (1) Hierarchy vs. Network organization.
(2) NWO Doctrine as center of
gravity/motivation, distributed support
decision-making, outside the military sphere.
8
Read 6 Nightmares Real Threats in a Dangerous
World and How America Can Meet Them, Anthony
Lake.Lifting the Fog of War, Admiral Bill Owens
9
All Slides Available at tompeters.com
10
More at tompeters.comSlides from this
seminarMaster Presentation, for in-depth
annotated Special Presentations Women Rule!,
Design!, etc..Cool Friends (referenced in
seminar).Discussions re this stuff.Calendar of
events. Note Lavender text in this file is a
link.
11
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
12
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
13
Pentium III 800MHz 42,893.00/Hermes Scarf
1,964.29Saving Private Ryan on DVD
874.75Mercedes-Benz 18.98Hot-rolled steel
0.19Source Fortune (3.20.00)
14
We are entering an era of no limits, with
nothing to brake the cascade of human
intelligence unleashed by the Information Age.
The Web essentially allows all the brains on
earth to communicate and share insights in real
time, around the globe, all the time.Jeffrey
Young, Cisco Unauthorized
15
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil, talk
april2001
16
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
17
CEOs appointed after 1985 are 3X more likely to
be fired than CEOs appointed before 1985Warren
Bennis, MIT Sloan Management Review
18
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 are in 87
F100 the 18 F100 survivors underperformed the
market by 20 just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
19
Message Are all CEOs bozos? Was Darwin a
genius, or what? So, Boss Man, whadda you say
about risk taking now?And all that (2 of
100 12 of 500) was in relatively placid times.
20
Good management was the most powerful reason
leading firms failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership.Clayton Christensen,
The Innovators Dilemma
21
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death.Jim Utterback,
Mastering the Dynamics of Innovation
22
BIG DRUG MAKERS TRY TO POSTPONE CUSTOM REGIMENS.
Most drugs dont work well for about half the
patients for whom they are prescribed, and
experts believe genetic differences are part of
the reason. The technology for genetic testing is
now in use. But the technique threatens to be so
disruptive to the business of big drug companies
it could limit the market for some of their
blockbuster products that many of them are
resisting its widespread use.The Wall Street
Journal (06.18.2001)
23
TPs Times Past with MUs HP. Xerox. IBM. DEC.
Kodak. Western Electric. Masters of the
Universe
24
The Internet is not going away but flawed
business models are. fool.com
25
Dotcoms drew old economy companies attention
to a new do it all way of getting consumers
interest e.g., convenience, selection, price _at_
amazon Revamped business-to-business
relationships, resulting in greater value,
efficiency, and better serviceSped up
decision-making and forced older firms to be
more adaptableCreated new activist board
modelsChanged the talent side of the equation
and encouraged healthy changes in the work
environment Source Leo Higdon, president,
Babson College
26
We are in a brawl with no rules.Paul Allaire
27
S.A.V.
28
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
29
The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
30
John Roths Rules Nortel1. Our strategies
must be tied to leading-edge customers on the
attack.2. Time cannot be sacrificed for better
quality, lower cost, or even better
decisions.3. It doesnt matter whether you
develop or acquire leading technology. Our job is
to provide the technology and products our
customers need.4. Success is achieved by leading
change, not waiting for it.5. We are paranoid
about our leadership willing to cannibalize our
own products to maintain our edge.Source
Abridged from The Wall Street Journal (07.25.00)
31
Our strategies must be tied to leading edge
customers on the attack. If we focus on the
defensive customers, we will also become
defensive.John Roth, CEO, Nortel
32
The highest performing companies have
well-developed systems for killing ideas their
customers dont want. As a result, these
companies find it very difficult to invest
adequate resources in disruptive
technologieslower margin opportunities that
their customers dont wantuntil they want them.
And by then its too late.Clayton Christensen,
The Innovators Dilemma
33
BIG DRUG MAKERS TRY TO POSTPONE CUSTOM REGIMENS.
Most drugs dont work well for about half the
patients for whom they are prescribed, and
experts believe genetic differences are part of
the reason. The technology for genetic testing is
now in use. But the technique threatens to be so
disruptive to the business of big drug companies
it could limit the market for some of their
blockbuster products that many of them are
resisting its widespread use.The Wall Street
Journal (06.18.2001)
34
It used to be that the big ate the small. Now
the fast eat the slow.Geoff Yang, IVP/
(Institutional Venture Partners)
35
Read It Closely We dont sell insurance
anymore. We sell speed. Peter Lewis,
Progressive
36
JY Who do you fear most, big companies or
start-ups?JC I have a list with a dozen little
companies Im tracking closely. Guys who can
start with a fresh sheet of paper have an
enormous advantage technologically. We have to
carefully integrate new capabilities into our
existing product line, they dont.Source
Cisco Unauthorized
37
Pharmacogenomics End of Blockbusters by
End-of-Decade (Reuters/5-22)Barrie James,
Pharma Strategy Consulting Were moving from a
blunderbuss approach to laser-guided munitions,
and it marks a sea change for the industry. The
implications for existing business models are
devastating. Allen Roses, SVP Genetic
Research, GlaxoSmithKline minibuster. Rob
Arnold, Euro head of life sciences, PWC Once
you start dealing with minority treatments, small
biotechs who are more nimble and dont need
500-million-a-year drugs to make money could be
at a real advantage.
38
Pharmacogenomics could fundamentally change the
nature of drug discovery and marketing, rendering
obsolete the pharmaceutical industrys practice
of spending vast amounts of time and money to
craft a single medicine with mass-market
appeal.The Industry Standard (05.28.01)
39
I Believe 1.
Change will accelerate. DRAMATICALLY.2. We will
RE-INVENT THE WORLD IN THE NEXT TWO
GENERATIONS. (Business Health Care
Politics Fundamentals of Human
Interaction.)3. OPPORTUNITIES are matchless. 4.
You are either ON THE BUS or OFF THE
BUS.5. THIS IS ALL GREAT FUN! I WANT TO
PLAY! AND YOU?
40
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
41
TOPICS. BRAND INSIDE. Forces at Work II The
Destruction Imperative. Brand Org Lean,
Linked, Internet-driven, Virtual. Brand Work
The Professional Service Firm Model. The Heart
of the V.A. Revolution PSF Unbound. Brand You
Distinct or Extinct. Redefining the Work
Itself The WOW Project. Brand Action Getting
Started (when You Are Powerless). Brand
Talent The Great War for Talent. Brand
Talent The Education Fiasco. Summary The
High Standard Deviation Enterprise.
42
TOPICS. BRAND OUTSIDE. Forces at Work II The
Sameness Trap. Strategy 1A Use E-commerce to
Re-invent Everything. Strategy 1B Healthcare et
al. Embracing an e-Led Age of Self-determination.
Strategy 2A Women Rule. Strategy 2B
Welcome to Old World. Strategy 2C Welcome to
Green World. Strategy 3A Design Matters.
Strategy 3B Its the Experience. Strategy 3B1
A case in Point The Four Seasons. Strategy 4
Brand Power.
43
TOPICS. BRAND LEADERSHIP. Passion Rules.
44
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
45
Forces _at_ Work IThe Destruction Imperative!
46
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
47
Damned If You Do, Damned If You Dont, Just
Plain DamnedSubtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
48
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
49
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

50
Our ideal acquisition is a small startup that
has a great technology product on the drawing
board that is going to come out in six to twelve
months. We buy the engineers and the next
generation product.
John Chambers, Cisco
51
Pentium III 800MHz 42,893.00/Cisco Engineer
19,000.00Hermes Scarf 1,964.29Saving Private
Ryan on DVD 874.75Mercedes-Benz
18.98Hot-rolled steel 0.19Source Fortune
(3.20.00)
52
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 (03-00)
53
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
54
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
55
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
56
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)
57
The Futility of Size Regarding this issue
the new process of virtualization fully asserts
itself. Virtualization is the recognition that
territorial size does not solve economic
problems. Economic access must become the
substitute for increasing domain.Richard
Rosecrance, The Rise of the Virtual State
58
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 (08.00)
59
The Word(s) on Vitality Gary HamelSell By
jettison old crapSpin Out support
entrepreneursSpin In buy young firms
60
The New Ge WayDYB.com
61
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
62
Paradox ReduxAtlanta 113,600 1 metro
areaLayoffs major BellSouth, Lockheed,
Coca-Cola
63
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
64
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
65
In Italy for thirty 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, The Third Man
66
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
67
Message Destroy to Create!
68
Jane Jacobs Exuberant Variety vs. the Great
Blight of Dullness. F.A. Hayek Spontaneous
Discovery Process. Joseph Schumpeter the
Gales of Creative Destruction.
69
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
70
Headline Bank of America to Cut 10,000
JobsMiddle-level and senior managers are
expected to be the principal targets of the job
cutbacks.Source The New York Times
(07.29.2000)
71
White Collar Revolution!
72
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
73
The Pincer 5Destructive entrepreneurs/ Global
CompetitionWhite Collar RobotsTHE INTERNET!
E.g. GM Ford DaimlerChryslerGlobal
Outsourcing E.g. India, MexicoSpeed!!
74
A bureaucrat is an expensive microchip.Dan
Sullivan, consultant and executive coach
75
Automation75 of what we do 40 expert
decision rules!
76
IBMs Project eLiza!
77
80,000?
78
The coefficient of friction associated with the
grunge of business is amazing!Michael Schrage
79
Assetless CompanyJohn Bryan, CEO, on selling
all Sara Lees manufacturing
80
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
81
Better Red than Dead?/Better Dead than Red?We
will see more and more outsourcing of discovery
processes.Craig Venter
82
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
83
RR on Assetless J.B. Sara LeeThe most
profitable businesses in the future will act as
knowledge brokers, linking insights into whats
available with insights into the customers
individual needs and preferences.
84
For a dollar a month, an Ohio insurance
company will rent you a GPS receiver to install
in your car. As part of your policy, it signals
how often, when, and which highways you drive and
into which neighborhoods you go. The premium you
pay reflects your actual driving risk.Stan
Davis Christopher Meyer, futureWEALTH
85
Cisco, Dell Brand-owning companies that sell
Customer SatisfactionSource David Schneider
Grady Means, MetaCapitalism e.g. Cisco owns 2
of 38 assembly plants
86
Message The W.C.R. is inevitable. Lead it. Or
get swallowed by it.
87
Karl Marx Meets Adam Smith Lessons from the
Bush (1) Specialization-excellence. (Or death.)
(2) Luck is irrelevant. (In a drought, drought
specialists survive.) (3) Bigger is not
necessarily better. (All hail the termites
bacteria!) (4) Efficiency matches
effectiveness no wasted motion, no bureaucratic
B.S., very low transaction costs. (Inet does
this. C.f. Dell.) (5) Hyper-interdependence.
(The power resides in the network
Self-organization is the rule. Inet redux. Viral
marketing. Farm-out is the norm.)
88
Brand InsideBrand Work The Professional
Service Firm Model
89
So what will be the Basic Building Block of the
New Org?
90
Every job done in W.C.W. is also done outside
for profit!
91
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
92
Credo W.W.P.F.WORK WORTH
PAYINGFOR
93
New OrleansApril 2000 NAPM
94
You are the Rock Stars of the B2B Age!
95
ChicagoNovember 1999HRMAC
96
support function / cost center /
bureaucratic dragor
97
Are you Rock Stars of the Age of Talent?
98
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) When Now!
99
BMWs Designworks/USA gt50 from outside work
100
Bill of (SELECTIVE) RightsYOU HAVE THE RIGHT TO
CHOOSE YOUR CLIENTS! (Wanna be-stay-get COOL
Work With Cool Clients!) (YOU ARE YOUR CLIENT
LIST.) (LIFE IS TOO SHORT TO WORK WITH JERKS.)
(Mass marketers TARGET INNOVATION. E.g.
African-Americans Hispanics the Aging
Population Greens Women)
101
Culture Change is not Corporate.Culture Change
is not a Program.Culture Change does not take
Years.Culture Change does not start
Today.Culture Change starts Right
Now!Culture Change Lives in the Moment!Culture
Change is Entirely in Your Hands!
102
What Do I Do First?One Minute
Excellence!Thomas Watson
103
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
104
11 September 2000
105
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
106
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
107
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
108
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
109
The primary strategic mission for CEOJeffrey
Immelt is to hasten GEs transformation from a
low-margin manufacturer to a more lucrative
services company that sells solutions as much as
stuff.Newsweek/09.10.2001 (Welch raised share
of services revenue from 15 to 70)
110
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
111
GEs New Six Sigma ApproachOld view Out of
service 9 days. 4 days are transport, which is
client responsibility.New view ALL 9 DAYS ARE
OUR RESPONSIBILITY! Why? 9 days Clients
World.Source Steve Kerr, VP, GE
112
In GEs world there are fewer but bigger
customers, so theres a vital need to maximize
the relationship.Newsweek/09.10.2001
113
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)
114
SpringsCollections.Flexible sourcing.Packaging
.Merchandising.Promotion.Design.Systems
Site mgt. Turnkey.
115
The -!! in the middleJim Clark on
Healtheon/WebMD twixt docs, patients,
insurers and providers 275B of 400B in waste
source Michael Lewis, The New New Thing
116
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
117
We are a real estate facilities consulting
organization, not just an interior design
firm.Jean Bellas, founder, SPACE (from SMPS
Marketer)
118
HSI/Hudson-Smith InternationalMission serves
as a vehicle for world-class athletes to receive
expert training and guidance alongside special
management and consultations. Mr. Hudson
strives to maximize each clients profitability,
exposure and success through a hands-on
management environment.Source USAToday
07.05.00 p.1E
119
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
120
100 goes on the Web.Non-awesome is
outsourced.Centers of Excellence are leveraged
to the hilt!
121
Masterful at SomethingEinstein. Niche.
(Service or Sector.) Community leader.
Orchestrator.Source Ellen Flynn-Heapes,
Creating Wealth Principles and Practices for
Design Firms
122
Service-Systems Paradox Cut GrowAutomate
75 of commodity service activitiesand/butA
dd value via people-intensive strategic/systems-i
ntegration activities (E.g. Could Suns
service/sysint business be 60 of revenues?)
(Hiring from PWC, etc.)
123
MessagesEvery Dept. PSFOr Get Outsourced/
eAutomated.Now.Do or Die!
124
Maybe one or more of your PSFs becomes the
tail that wags the dog called Market Cap?????
E.g. engineering-IS-logistics-customer service
125
THIS IS A BIG DEAL!
126
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
127
Problem Everybody is going after the same space!
128
The e-conomy is one of re-intermediation, where
new technologies make it possible to radically
increase complexity and efficiency with the
introduction of new marketplaces. In these
markets, value chains constantly reorganize as
the demands of the consumer and business
change.Thomas Koulopoulos, Delphi Group
129
Brand InsideBrand You Distinct or Extinct
130
2010 DemographicsBy 2010, full-time workers
will be in the minoritySource MIT study
(28August2000)
131
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
132
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

133
New Economy changes how firms treat
layoffsHeadline, USA Today (03.19.2001)
134
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
135
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
136
Thriving in 24/7 (Sally Helgesen)START AT THE
CORE. Nimbleness only possible if we locate
our inner voice, take regular inventory of where
we are. LEARN TO ZIGZAG. Think gigs. Think
lifelong learning. Forget old loyalty. Work on
optimism.CREATE OUR OWN WORK. Articulate your
value. Integrate your passions. I.D. your market.
Run your own business.WEAVE A STRONG WEB OF
INCLUSION. Build your own support network.
Master the art of looking people up.
137
Fail faster. Succeed sooner.David Kelley/IDEO
138
You are the storyteller of your own life, and
you can create your own legend or not.Isabel
Allende
139
AssignmentConstruct a 1/8-page or 1/4-page ad
for Brand You for the Yellow Pages
140
When was the last time you asked, What do I
want to be? Sara Ann Friedman,
Work Matters
141
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
142
Americans The Beautiful Re-inventorsBen
F.Ralph W.E.Dale C.N.V.P. Werner E./ESTTony
R./Coals DudeStephen
143
No prudent man dared to be too certain of
exactly who he was. Everyone had to be prepared
to become someone else. To be ready for such
perilous transmigrations was to become an
American.Daniel Boorstin
144
Brand You, Big Time!I AM AN ARMY OF ONE
145
THE I work for a company called Me STREET
JOURNALAdventures in Capitalism
146
THE rise up and flee your cubicle STREET
JOURNALAdventures in Capitalism
147
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.
148
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)
149
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
150
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)
151
T/D gt 1.0
152
26.3
153
3 Weeks in MayTraining Prep 187Work
41(Other 17)
154
1 vs. 367
155
T/D gt 1.0
156
1 (0.01) vs. 367 (3.67)
157
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?
158
Conclusion We are not serious!
159
Invent. Reinvent. Repeat.Source HP banner ad
160
Message Distinct or Extinct.
161
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
162
Work-Life BalanceMadeleine McGrath the
Suicide Hotline
163
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!
164
Brand InsideRedefining the Work Itself The WOW
Project
165
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
166
Every project we take on starts with a question
How can we do whats never been done
before?Stuart Hornery, CEO, Lend Lease
167
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!)
168
Astonish me! / S.D.Build something great! /
H.Y.Immortal! / D.O.
169
Words WOW! Insanely great! BHAG (Big Hairy
Audacious Goal). Make Something Great. Astonish
Me. Make It Immortal.
170
My GOAL Radicalize Audiences!Hint These are
Radical times!
171
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
per Harriet Rubin in The Princessa)
172
He who fears losing his reputation is sure to
lose it.Napoleon
173
Message PSF and WOW Projects are minimum W.C.R.
survival strategies. (And a better way to live.)
174
Message/Query Are Your Projects as Mad as the
Mad Times Demand?
175
On their deathbed, Nobody says, I didnt spend
enough time at the office. TP ON THEIR
DEATHBED NOBODY SAYS, WE DOUBLED MARKET SHARE.
We say, I remember that final drive. I remember
the pattern and hip fake that allowed me to snare
the ball.
176
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
177
Brand InsideBrand ActionGetting Started a
Personal Perspective
178
The following slide begins the Boss-Free
Implementation of Stuff That Matters Section.
The slides in this section are heavily
annotated.Use Normal or Notes Page View to
access the notes.
179
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
180
This is all I know in the world!Tom Peters
181
Worlds Biggest Waste Selling Up
182
Axiom Never waste compelling evidence on people
who dont agree with you, especially bosses. The
principal purpose of such evidence is to inflame
people who already agree with you to the point
that they will take hard action.
183
THE IDEA Model F4 Find a Fellow Freak Faraway
184
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.
185
And K2KKS2SSKook to Kooky
KustomerSkunk to Scintillating Supplier
186
I made a note. Im going after PIONEER CO.,
not the two establishment firms who were
formerly at the top of my 2001 target list. We
need a jolt. Things are going too well.Sales
Exec, high-tech superstar
187
THE NUGGETDo Something. Do Anything.Get
Going.Now.
188
Opportunity ALWAYS Knocks VFCJ
StrategyVolunteer For Crappy Jobs
189
Is It The Oh-Hell-I-Wish-It-Were-Over
Memorial Day picnicor The First Annual
Seriously Kewl Celebration of Our Incredible
Staff
190
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?
191
Is It Fix these bloody customer problems that
have cropped up with the new 2783B?Or A
chance to work with a hotshot, young division GM
on using the Internet/Internet Speed to
revisit the entire process of how we get customer
input before and during the fact into the
heart of the Product Design Process?
192
Little? Or B-I-G?U. Of Georgia Dean
Whats the best thing the federal government has
ever done for the South?G. McGovern The New
Deal?Dean No, school lunches. (Attendance
and test scores leaped.)
193
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!
194
Obeying the rules is obeying their rules.
Women can never be powerful as long as they try
to be in charge in the same way men take
charge.Harriet Rubin, The Princessa
Machiavelli for Women
195
THE TOOLPrototyping Mania!
196
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to
have.Michael Schrage

197
Think about It!?Innovation Reaction to the
PrototypeMichael Schrage
198
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.Micha
el Schrage, Serious Play
199
Sony Electronics has a well-earned reputation
for persistence. The companys first entry into a
new field often isnt very good. But, as it has
shown in laptops, Sony will keep trying until it
gets it right.Business Week (5/01)
200
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard.Seth Godin, Zooming
201
Fail faster. Succeed sooner.David Kelley/IDEO
202
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
per Harriet Rubin in The Princessa)
203
Success is the ability to go from failure to
failure without losing your enthusiasm.Winston
Churchill (as quoted by John Peterman)
204
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
205
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
206
THE SOFT STUFF Connect!
207
Message Its Community Organizing, stupid!See
Saul Alinskys Rules for Radicals
208
Are You A Viral Enthusiast?A Closer?
209
Message to scientists It AINT about the
science. Its NEVER about the science. Its
ALWAYS about the PASSION for the IDEA.
210
Fact 1000s of PLAUSIBLE drug candidates. Winners
based mostly on desire tenacity of Project
Manager/Team
211
Politics Rules!
212
Project Team Golden Leadership Triangle(1)
Champion-Maniac. (2) Implementer-Pol. (3)
Schedule Budgets Fanatic.
213
In a long and honorable career, a Ph.D.
scientist in a pharmaceutical house is not likely
statistically to experience a
success.Pharmaceutical Exec
214
TP Rubbish!
215
Statistically speaking, Churchill shouldnt
have been able to fend off Hitler. Statistically
speaking, de Gaulle 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
getting out of this alive.
216
I wonder
217
Will one of you be awoken some December
morning in Stockholm by candle-carryingkids?
218
SOME OF YOU IN THIS ROOM WILL BE ARCHITECTS OF A
SUCCESSFUL NEW DRUG. WHY SCIENTIFIC PROWESS,
3.7 PASSION DRIVE SALESMANSHIP POLITICAL
SAVVY, 96.3.
219
Mark McCormack on Championsprofound sense of
dissatisfactionpeak at the right
momentkiller instinct
220
A real superstar is mean in a particular way. He
is Michael Jordan or Cal Ripken, greedy for
records and history. Armored and self-contained,
his inner core is a hard knot of physical talent
and fierce will. Nothing penetrates that core,
and anybody or anything that gets too close is
out of his life.Michael Sokolove, The last
Straw
221
I think Im happy. It may not seem like Im
happy on my face, but Im also greedy. And Im
not done.Shaq ONeal, on why he didnt go nuts
when the Lakers finished the best NBA
post-season ever
222
Ace Greenberg Bear Stearns once said he didnt
give a hoot about job applicants education as
long as they had a deep desire to become rich.
Time (06.25.01)
223
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Sara Lawrence-Lightfoot, Respect

224
It is impossible to claim that all good teachers
use similar techniques some lecture nonstop and
others speak very little some stay close to
their material and others loose the imagination
some teach with the carrot and others with the
stick. But in every instance, good teachers share
one trait a strong sense of personal identity
infuses their work. Dr. A is really there when
he teaches. Mr. B has such enthusiasm for his
subject. You can tell that this is really Prof.
Cs life. Parker Palmer, The Courage to Teach
225
One student said she could not describe her good
teachers because they differed so greatly, one
from another. But she could describe her bad
teachers because they were all the same Their
words float somewhere in front of their faces,
like the balloon speech in cartoons. Parker
Palmer, The Courage to Teach
226
P.S. Mark McCormack 5,000 miles for a 5 min.
meeting.
227
The two most powerful things I know in
existence a kind word and a thoughtful
gesture.Ken Langone, CEO, Invemed Associates
from Ronna Lichtenberg, Its Not Business, Its
Personal
228
P.S. Women are more pre-disposed to the stuff in
this section. Right?
229
THE PROCESSSummary
230
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
231
Boss-free Selling of a WOW! Idea (cont.)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.
232
Boss Advice I The Poster Kids/ End
Run/Skunks StrategyChat up a cross-section
of the Org.Develop a tentative list of
Pioneers/Skunks.Hang with those Skunks,
discover their stuff Ive long wanted to
do/Encourage them to Do it!Begin to showcase
their developing results with your public stamp
of approval. Dip deepish and early - promote
a Super Skunk into the New Establishment.Incorp
orate the Skunks work into your Vision
Chatter/Welcome ALL aboard!
233
Boss Advice II Starting the Hmmmmm?
BuzzEvent Marketing Idea Faire/Internal
Tradeshow/Bragfest. Or Seminar Series, with
strange outsiders/insiders (not the usual
suspects) intense Web-based follow-up and
community creation (Neighborhoods of Common
Interest).Play Fund, around a topic of
importance. Small-ish grants. Easy application
process. Short-ish timeframes. (Gerstner _at_
American Express re AI.)Scholarships (not the
usual suspects). Sabbatical funds (contest?).
Placement on customer or supplier project teams
(not the usual suspects).
234
Boss Advice III The Flypaper StrategyDont
try to change the culture! Do create fly
paper 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!
235
The Flypaper/Epidemic Strategy Trolling for
would-be Revolutionary(ies). Age rank size of
org do not matter/passion rules (Gaps 27-yr-old
Rajat OSHA Maine Anthem NH). (Hmmmm. Maybe size
rank do matter??) (I wont help you get
promoted. I will help you start a
revolution/epidemic.) Help the infected one(s)
become carriers study epidemiology. MBSA.
236
QCC/Quick Culture ChangeHire Weird Promote
DeepRule of Three (3 Critical Mass)
237
The Golden Triangle (1) Creator-Inventor-Visionar
y (2) Talent Fanatic (3) Inspired Profit
Mechanic.
238
Project Team Golden Triangle(1)
Champion-Maniac. (2) Implementer-Pol. (3)
Schedule Budgets Fanatic.
239
Nassers Triad The Internet Is the New Job
1Brian Kelley, 40, head of global sales and
service (GE appliances) first non-car guy in
the jobKaren Francis, 38, eBusiness czar (Olds
brand boss)Marv Adams, 43, CIO (Bank Ones IT
infrastructure consolidator) All three are
direct reports
240
BOTTOM LINEThe Enemy!
241
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
242
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
243
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
244
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
245
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
246
In a long and honorable career, a scientist in a
pharmaceutical house is not likely
statistically to experience a success.Big
Pharma Exec
247
TP Bullshit!
248
Statistically speaking, Churchill shouldnt
have been able to fend off Hitler. De Gaulle
shouldnt have been able to revive the French.
King Jefferson Adams Hamilton shouldnt
have been able to change/create America.
Statistically speaking, Pfizer or no Pfizer,
aint none of us getting out of this alive.
249
SOME OF YOU IN THIS ROOM WILL BE ARCHITECTS OF A
SUCCESSFUL NEW DRUG. WHY SCIENTIFIC PROWESS, 4
PASSION DRIVE POLITICAL SAVVY, 96. (Hint
Worlds best politicians Would-be Nobel
laureates.)
250
Sales2001
251
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.)
252
Politics Rules!
253
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.)
254
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.
255
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 in great
technology companies can affirmatively respond to
the query in an HP banner ad HAVE YOU CHANGED
CIVILIZATION TODAY?25. Keep your bloody
PowerPoint slides simple!
256
Brand InsideBrand Talent The Great War for
Talent
257
The Case
258
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
259
Sellers Market Tomorrows HeadlineMolecula
r biologists are up 3 points, economists down
1/4, in moderate tradingfutureWEALTH, Stan
Davis and Christopher Meyer
260
Workers with good ideas, or the ability to
generate ideas, can write their own ticket. Were
talking about the democratization of
power.Nathan Myhrvhold
261
Dick Kovacevich (Wells Fargo) on TalentYou
dont just write a memo saying people are a
competitive advantage. You back that up with
training, incentives and the interpersonal
relationships developed over time that add up to
your employees caring more about their customers
than the employees of your competitors. I cant
overstate how differentiating that is, as opposed
to a silver bullet about figuring out some way to
segment the market.Source ABA Banking Journal
262
We have transitioned from an asset-based
strategy to a talent-based strategy.Jeff
Skilling, CEO, Enron
263
The Talent Ten
264
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
265
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)
266
Model 24/7 Sports Franchise GM
267
33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP, 26 games.
Sparky Anderson1 season.
268
Dept. Head I Sports G.M.Dept. Head II V.C.
269
G.M. The Recruitment and Development of Top
Talent. Period!V.C. Bets on Talent. Bets
on Projects. Period!
270
2. GreatnessOnly The Best!
271
Home Depot 7 new growth initiatives (20B to
100B in 5-7 years)Arthur Blank BEST PERSON IN
THE WORLD TO HEAD EACH INITIATIVEE.g. COO of
IKEA to head international expansionEd
Michaels, War for Talent (05.17.00)
272
3. PerformanceUp or out!
273
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)
274
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
275
4. PayFork Over!
276
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)
277
We value engineers like professional athletes.
We value great people at 10 times an average
person in their function.Jerry Yang, Yahoo
278
So-so plant manager, 1M per year. Pay 110,000
plus 60,000. Top plant manager, 3-4M per year.
Pay 135,000 plus 90,000. Net 2-3M for
50K.Source Ed Michaels et al., The War for
Talent, re Georgia-Pacific
279
What gets measured gets done. What gets paid
for gets done more. What gets paid a lot for
gets done a lot more.
280
5. Youth Grovel Before the Young!
281
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
282
Talented people are less likely to wait their
turn. We used to view young people as trainees
now they are authorities. Arguably this is the
first time the older generation can and must
leverage the younger generation very early in
their careers.Ed Michaels, War for Talent
(05.17.00)
283
Inexperience Is Bliss/The EconomistGen e
They welcome change.They think
differently.They are independent.They are
entrepreneurial.They want opportunity more
than money or security.They demand respect in
a way young people never could before.
284
EnronCOO Louise Kitchen, F, 29 created
EnronOnline as Skunkworks
285
6. DiversityMess Rules!
286
Where do good new ideas come from? Thats
simple! From differences. Creativity comes from
unlikely juxtapositions. The best way to maximize
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