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Tom Peters

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Title: Tom Peters


1
Tom Peters Re-imagine 2005Innovate!orDie!
InnoDie.BASECASE.1110.2005
2
I. Altered ContextII. Innovation ImperativeIII.
Leadership
3
I. Altered ContextII. Innovation ImperativeIII.
Leadership
4
Re-set the gauges to zero!
5
26m
6
43h
7
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
8
35/70
9
600,000350,00070,000
10
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
11
Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design excellence)Sourc
e The Straits Times/03.04.2004
12
Better By Design A National StrategyNZ
Design Excellence
13
SingaporeIrelandNew ZealandAustraliaThe
United States of AmericaThe United Arab
EmiratesChileIndiaMalaysiaThailandTaiwanKore
aThe PhilippinesGermanyItalyPortugal
14
Period!
15
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
16
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
17
Everything You Need to
Know about Strategy Toms Bakers Dozen
Axioms 1. Do you have awesome Talent
everywhere? Do you push that Talent to pursue
Audacious Quests? 2. Is your Talent Pool loaded
with wonderfully peculiar people who others
wouldcall problems? And what about your
Extended Community of customers, vendors et
al? 3. Is your Board of Directors as cool as your
product offerings and does it have50 percent
(or at least one-third) Women Members? 4.
Long-term, its a Top-line World Is creating a
culture that cherishes above all things
Innovation and Entrepreneurship your primary aim?
Remember Innovation not Imitation! 5. Are the
Ultimate Rewards heaped upon those who exhibit an
unswerving Bias for Action, to quote the
co-authors of In Search of Excellence? 6. Do you
routinely use hot, aspirational words-terms like
Excellence and B.H.A.G. (Big Hairy Audacious
Goal, per Jim Collins) and Lets make a dent in
the Universe (the Word according to Steve Jobs)?
Is Reward excellent failures, punish mediocre
successes your de facto or de jure motto? 7. Do
you subscribe to Jerry Garcias dictum We do
not merely want to be the best of the best, we
want to be the only ones who do what we do? 8.
Do you elaborate on and enhance Jerry Gs dictum
by adding, We subscribe to Best Sourcingand
only want to associate with the best of the
best. 9. Do you embrace the new technologies
with child-like enthusiasm and a revolutionarys
zeal? 10. Do you serve and satisfy customers
or go berserk attempting to provide every
customer with an awesome experience that does
nothing less than transform the way she or he
sees the world?11. Do you understand to your
very marrow that the two biggest under-served
markets are Women and Boomers-Geezers? And that
to take advantage of these two Monster Trends
(FACTS OF LIFE) requires fundamental re-alignment
of the enterprise? 12. Are your leaders
accessible? Do they wear their passion on their
sleeves? Does integrity ooze out of every pore of
the enterprise? Is We care your implicit
motto? 13. Do you understand business mantra 1
of the 00s DONT TRY TO COMPETEWITH WALMART
ON PRICE OR CHINA ON COST? (And if you get this
last idea, then see the 12 above!)
18
13. Do you understand Business Mantra 1 of the
00s DONT TRY TO COMPETE WITH WALMART ON PRICE
OR CHINA ON COST?
19
Innovateor Die!!!
20
Pathetic!
21
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
22
Never Home Free Sears, Macys WalMart,
Target, CostCoBankAmerica, Citigroup
Fidelity, Commerce Bank, Carlyle Group, Lending
Tree, PayPalIBM Microsoft, Google, Infosys,
SamsungUS Steel, Bethlehem Nucor????
McDonalds, StarbucksGM, Ford Honda, Hyundai,
TataATT/Western Electric Avaya, Cisco????
Sony, Nintendo, Nokia
23
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
24
I. Altered ContextII. Innovation ImperativeIII.
Leadership
25
Innovateor Die!!!
26
Brilliant!
27
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
28
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/032805
29
Resist!
30
Consolidate or else! This is it! Macys,
Kmart, Xerox, IBM, Microsoft, TimeWarnerAOL
31
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/11.29.04
32
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
33
Almost every personal friend I have in the world
works on Wall Street. You can buy and sell the
same company six times and everybody makes money,
but Im not sure were actually innovating. Our
challenge is to take nanotechnology into the
future, to do personalized medicine Jeff
Immelt/Fast Company/07.05
34
Sanford Weill, Citigroups Former Leader,
Frustrated As Empire Is DismantledHeadline/NYT
/07.21.05
35
Shremp is one of the last dinosaurs of Germany
Inc. He represents a strategy of acquiring assets
and building empires that just didnt work.
Arndt Ellinghorst/analyst/ Dresdner Kleinwort
Wasserstein
36
Mr Lampert should stick to investing, not
matchmaking. Gretchen Morgenson, Page 1, New
York Times Sunday Business, 1106.05, The Sears
Catalog of Problems (TP So why does this
S/the Same S keep happening?)
37
Theres A and then theres A.
38
Resist?
39
1103.2005/Headline/USA Today Time Warner
Announces 80 Higher Earnings Company Raises
Stock Buyback Goal TP When a so-so companys
stock is in the tank and shareholders are
restless and unimpressed with short-term earnings
boosts and when the company has excess cash on
hand and when the company has utterly no idea how
to invest the excess cash in anything exciting
that will offer a great return that will lift the
share price it can buy back a big hunk of its
stock which not only leads to a probable increase
in share price but also relieves the company of
the crushing burden of having to worry about
doing anything imaginative with the money and it
also puts new wealth in the hands of shareholders
who following the precepts of portfolio theory
can quit worrying for awhile about the hapless,
unimaginative leadership of the buyback company
and instead invest their newfound wealth in a
firm such as Google or Amgen which always is in
need of cash to fund a long list of very cool
ideas which probably will result in the creation
of can you believe it actual underlying and
perhaps even sustainable value.
40
Scale?
41
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
42
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
43
Spinoffs perform better than IPOs track record,
profits freed from the confines of the parent
more entrepreneurial, more nimble Jerry
Knight/Washington Post/08.05
44
Market Share, Anyone? 240 industries
Market-share leader is ROA leader 29 of the
time Source Donald V. Potter, Wall Street
Journal
45
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 returns
Source Donald V. Potter, Wall Street Journal
46
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
47
Focus!
48
Scales Limitations All Strategy Is Local True
competitive advantages are harder to find and
maintain than people realize. The odds are best
in tightly drawn markets, not big, sprawling
ones Title/Bruce Greenwald Judd
Kahn/HBR09.05
49
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
50
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality.Kjell
Nordström and Jonas Ridderstråle, Funky Business
51
Just Say No to Imitation!
52
Value innovation is about making the
competition irrelevant by creating uncontested
market space. We argue that beating the
competition within the confines of the existing
industry is not the way to create profitable
growth. Chan Kim Renée Mauborgne (INSEAD),
from Blue Ocean Strategy (The Times/London)
53
drive growth at a company famous for its
discipline and productivity, but rarely thought
of as a hive of creativity Point (Advertising
Age)/09.05These days both Intel and Microsoft
are scrambling to pay the piper for years of
design entropy WSJ/08.05
54
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

55
Immelt is now identifying technologies with GE
will systematically set out to build entirely new
industries StrategyBusiness, Fall 2005
56
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
57
The short road to ruin is to emulate the
methods of your adversary. Winston Churchill
58
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
59
GH/TP Get better vs Get different
60
This is not a mature category.
61
This is an undistinguished category.
62
When we did it right it was still pretty
ordinary.Barry Gibbons on Nightmare No. 1
63
Choose!
64
Duet Whirlpool washing machine to fabric
care system white goods a sea of
undifferentiated boxes 400 to 1,300 the
Ferrari of washing machines consumer They
are our little mechanical buddies. They have
personality. When they are running efficiently,
our lives are running efficiently. They are part
of my family. machine as aesthetic showpiece
laundry room to family studio / designer
laundry room (complements Sub-Zero refrigerator
and home-theater center)Source New York Times
Magazine/01.11.2004
65
1997-2001gt600 10 to 18400-600 49 to
32lt400 41 to 50Source Trading Up,
Michael Silverstein Neil Fiske
66
The mass market is dead. Consumers look for
either price or quality. The middle is
untenable. Walter Robb/COO/Whole
Foods/Investors Business Daily/06.20.05
67
Clients want either the best or the least
expensive there is no in between. from John
Di Julius, Secret Service
68
Cheap vs Cool The OptionsCheap Nowhere to
go except more cheap! Problem the inevitable
next Dell/next /WalMart arrives with new biz
model meanwhile you drift toward more
complexity/ sluggishness, especially if undertake
sizeable mergers.Cool From Cool (with
resonable costs) to Stay Cool/Better vs
Different. Continue/ Accelerate charge Up the
VA Ladder. Tactics (1) Up the experience
ladder, (2) Gamechanger Innovation. If not
Cool drifts/staggers toward untenable Middle.
69
Easy!
70
FLASH Innovation is easy!
71
Innovations Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
72
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
73
If you worship at the throne of the voice of
the customer, youll get only incremental
advances.Joseph Morone, President, Bentley
College
74
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid of
is some ignorant antagonist who has never had a
sword in his hand before he doesnt do the thing
he ought to do, and so the expert isnt prepared
for him he does the thing he ought not to do and
often it catches the expert out and ends him on
the spot. Mark Twain
75
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ/06.01.2004 (commenting on
Nokia)
76
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears KmartXerox . Kodak, IBM
77
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributedWilliam Gibson
78
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
79
We become who we hang out with!
80
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
81
Hard!
82
The Bottleneck is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma? At the top!
Gary Hamel/Strategy or Revolution/Harvard
Business Review
83
Bold!
84
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
85
Just Say No I dont intend to be known as the
King of the Tinkerers. CEO, large financial
services company
86
Beware of the tyranny of making Small Changes to
Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman, PepsiCo
87
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
88
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
89
We all live in Dell-WalMart-eBay-Google World!
90
the FedEx Economy headline/New York
Times/10.08.05
91
Power Tools for Power Solutions/ Strategies!
TP
92
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco, WalMart
are transforming the business landscape by
including technology experts on their boards, the
vast majority are missing out on ways to boost
productivity, competitiveness and shareholder
value.Source Burson-Marsteller
93
Fast!
94
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
95
Read It Closely We dont sell insurance
anymore. We sell speed. Peter Lewis,
Progressive
96
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
97
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
98
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
99
Furious! Bias for action
100
TP/BW on BigCo sin 1 too much talk, too little
do
101
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
102
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
103
We have a strategic plan. Its called doing
things. Herb Kelleher
104
I saw that leaders placed too much emphasis on
what some call high-level strategy, on
intellectualizing and philosophizing, and not
enough on implementation. People would agree on a
project or initiative, and then nothing would
come of it. Larry Bossidy Ram
Charan/Execution The Discipline of Getting
Things Done
105
Execution is a systematic process of rigorously
discussing hows and whats, tenaciously following
through, and ensuring accountability. Larry
Bossidy Ram Charan/ Execution The Discipline
of Getting Things Done
106
The Leaders Seven Essential
BehaviorsKnow your people and your
businessInsist on realismSet clear goals and
prioritiesFollow throughReward the
doersExpand peoples capabilitiesKnow
yourself Source Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
107
Action8/VPMR/Peters on BossidyKnowledge/Extern
al Focus (Competitors/Customers)Realism/Truth-te
llingVision Projects (Must add up to Vision)
MilestonesCommitment/EnergyRapidReviewCons
equences (/-)
108
Realism is the heart of execution. Larry
Bossidy Ram Charan/ Execution The Discipline
of Getting Things Done
109
The person who is a little less conceptual but
is absolutely determined to succeed will usually
find the right people and get them together to
achieve objectives. Im not knocking education or
looking for dumb people. But if you have to
choose between someone with a staggering IQ and
an elite education whos gliding along, and
someone with a lower IQ but who is absolutely
determined to succeed, youll always do better
with the second person. Larry Bossidy (Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done)
110
A man approached JP Morgan, held up an envelope,
and said, Sir, in my hand I hold a guaranteed
formula for success, which I will gladly sell you
for 25,000.Sir, JP Morgan replied, I do
not know what is in the envelope, however if you
show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.The
man agreed to the terms, and handed over the
envelope.JP Morgan opened it, and extracted a
single sheet of paper. He gave it one look, a
mere glance, then handed the piece of paper back
to the gent.And paid him the agreed-upon
25,000
111
1. Every morning, write a list of
the things that need to be done that
day.2. Do them. Source Hugh
MacLeod/tompeters.com/NPR
112
Measurable!
113
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher (out of 10) on a Weirdness/
Profundity/ Wow/ Gasp-worthy/
Game-changer Scale?
114
Immelt on Innovation breakthroughs Pull out
and fund ideas in each business that will
generate gt100M in revenue find best people to
lead (80 throughout GE)Source Fast
Company/07.05
115
Strategic Thrust OverlaySyscoMicrosoft
(Inet, Search)GE (6-Sigma, Workout, etc.)GSK
(7 CEDDs)Apple (Mac)Hyundai (et al.)
(Electronics, etc.)Different from Skunkworks
116
Personal!
117
Step 1 Buy a Mirror!
118
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
119
Summary/The SE22 Origins of Sustainable
Entrepreneurship
120
35 years in the baking
121
De-cent-ral-iz-a-tion!!
122
Ac-count-a-bil-ity!!
123
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized (GE, JJ,
Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
124
HPs Big Duh!Decentralize (90B)Undo
MatrixAccountabilitySource HP Says
Goodbye To Drama/BW/09.05/re Mark Hurds first
5 months
125
DePuySpine/JJ70/350game-changers!Still
decentralized after all these years!
126
SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partnersespecially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/Hyper-
smart/Independent people (GE, PepsiCo,
Microsoft) 16. Support Internal
Entrepreneurs/Intrapreneurs (3M, Microsoft) 17.
Ferret out Talent anywhere and everywhere/No
limits approach to retaining top talent
(Nike, Virgin, GE, PepsiCo)
127
SE22/Origins of Sustainable
Entrepreneurship 18. Unmistakable Results
Accountability focus from the get-go to the
grave (GE, New York Yankees, PepsiCo) 19. Up or
Out (GE, McKinsey, big consultancies and law
firms and ad agencies and movie studios
in general) 20. Competitive to a fault! (GE, New
York Yankees, News Corp/Fox,
PepsiCo) 21. Bi-polar Top Team, with Unglued
Innovator 1, powerful Control Freak 2
(Oracle, Virgin) (Watch out when 2 is
missing Enron) 22. Masters of Loose-Tight/Hard-no
sed about a very few Core Values,
Open-minded about everything else (Virgin)
128
Ac-count-a-bil-ity!!
129
De-cent-ral-iz-a-tion!!
130
HOW THE COAST GUARD GETS IT RIGHT Headline,
Time, 10.31.2005AutonomyFlexibilityPerhaps
the most important distinction ot the Coast
Guard is that it trusts itself
131
The key to Sustained Entrepreneurship is to
keep on sustained developin entrepreneurs
entrepreneurship.internally or
externally
132
SummaryWallopWalMart16Or Why its so
unbelievably easy to beat a GIANT Company
133
Just Say No
134
Exceeds expectations
135
Just Say Yes
136
798
137
415/SqFt/WalMart798/SqFt/Whole Foods
138
4X At London Drugs, everyone cares about
everything. Wynne Powell
139
No Excuses/Wegmans 184 Grocery stores are
all alike46 additional spend if customers
have an emotional connection to a grocery store
rather than are satisfied (Gallup)Going to
Wegmans is not just shopping, its an event.
Christopher Hoyt, grocery consultantYou
cannot separate their strategy as a retailer from
their strategy as an employer. Darrell Rigby,
Bain Co. 100 Best Companies to Work
for/Fortune
140
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
141
PSF!Donnellys Weatherstrip Service Weymouth
MA
142
The Small Guys Guide Wallop
WalMart16 Hands-on, emotional leadership.
(We are a great cool intimate joyful
dramatically different team working to transform
our Clients lives via Consistently Incredible
Experiences!) A community star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience, from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises,
including the professional services.)
143
The Small Guys Guide Wallop
WalMart16 Employer of choice. (A very cool,
well-paid place to work/learning and growth
experience in at least the short term marked by
notably progressive policies.) (THIS IS EMINENTLY
DO-ABLE!!) Sophisticated use of information
technology. (Small-ish is no excuse for small
aims/execution in IS/IT!) Web-power! (The Web
can make very small very big if the
product-service is super-cool and one
purposefully masters buzz/viral
marketing.) Innovative! (Must keep renewing and
expanding and revising and re-imagining the
promise to employees, the customer, the
community.)
144
The Small Guys Guide Wallop
WalMart16 Brand-Lovemark (Kevin Roberts)
Maniacs! (Branding is not just for big folks
with big budgets. And modest size is actually a
Big Advantage in becoming a local-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. How stupid.) Excellence! (A small player
per me has no right or reason to exist unless
they are in Relentless Pursuit of Excellence. One
earns the rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
145
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
146
PM Helen Clark appoints Pete Hodgson to a
Cabinet-level job Minister for Lord of the
Ringsc.f. New Zealand Better By Design
Airline to the Middle EarthSource Joe Pine
Jim Gilmore, The Experience Is the Marketing
147
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do.Jerry Garcia
148
Insanely Great
149
Gold Standard Cirque du Soleil!
150
Just Say No to Imitation!
151
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
152
Great Companies SET THE AGENDA. (Period.)
153
Walgreens vs London Drugs
154
I. Altered ContextII. Innovation ImperativeIII.
Leadership
155
Lead It Loud!
156
Ouch!
157
The Bottleneck is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma? At the top!
Gary Hamel/Strategy or Revolution/Harvard
Business Review
158
Create a Cause!
159
G.H. Create a cause, not a business.
160
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
161
Think Legacy!
162
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree, Herman
Miller
163
Find em!
164
The Secret Jack didnt have a vision!
165
Les Wexner (Jack) From sweaters to people!
166
Respect em!
167
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
168
Dont belittle! OD Consultant
169
  • 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

170
We behaved as if we were guests in their house.
We treated them not as a defeated people, but as
allies. Our success became their success. How
One Soldier Brought Democracy to Iraq The Mayor
of Ar Rutbah (MAJ James Gavrilis/USA Special
Forces
171
We were friendly and respectful whenever we met
a Bedouin or farmer, often sharing tea with them
in the middle of the open desert. Our behavior
sent the clearest message We cared more about
the people of Ar Rutbah than did the Fedayeen.
After all, we had done everything possible to
limit damage to civilian infrastructure and
private property. We treated enemy wounded and
distributed contraband food. I stopped our final
assult to institute a day-long cease-fire as a
gesture to the people of the city. How One
Soldier Brought Democracy to Iraq The Mayor of
Ar Rutbah (MAJ James Gavrilis/USA Special Forces
172
Make It a Grand Adventure!
173
Quests!
174
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
175
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to
discover their greatness.
176
"If your actions inspire others to dream more,
learn more, do more and become more, you are a
leader." John Quincy Adams
177
Get It! (Without Which There Is Nothing)
178
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
179
  • 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

180
The deepest human need is the need to be
appreciated.William James
181
Trumpet an Exhilarating Story!
182
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
183
A key perhaps the key to leadership is
the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
184
Live Your Story!
185
MBWA
186
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The
Mask of Command
187
You must be the change you wish to see in the
world.Gandhi
188
The First step in a dramatic organizational
change program is obviousdramatic personal
change! LH
189
Try It!
190
Sams Secret 1!
191
Fail faster. Succeed sooner.David Kelley/IDEO
192
Dispense Enthusiasm!
193
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
194
BZ I am a Dispenser of Enthusiasm!
195
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
196
RadiatePassion!
197
To change minds , leaders make particular use
of two tools the stories that they tell and the
lives that they lead. Howard Gardner, Changing
Minds
198
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
199
Insist on Excellence as the Norm!
200
Excellence!
201
Leader Job 1Paint Portraits of Excellence!
202
Keep It Simple!
203
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson/10.03
204
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
205
Stay Hungry. Stay Foolish. Steve Jobs
206
Avoid Moderation!
207
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
208
Nelsons secret Other admirals more
frightened of losing than anxious to win
209
Free the Lunatic Within
210
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
211
Forward, March!
212
In classical times when Cicero had finished
speaking, the people said, How well he spoke,
but when Demosthenes had finished speaking, they
said, Let us march. Adlai Stevenson
213
Let us march!
214
!
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