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Title: Tom Peters


1
Tom PetersEXCELLENCE. ALWAYS.Version.234
Women-Boomers-Geezers03 November 2006
2
Thank You!
3
FLOWERPOWER
4
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
5
The Jim Jeffords oversight!
6
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. Watergate, M Stewart,
BR And PERCEPTION IS ALL THERE IS!

7
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

8
WHY NOT JUST TELL THE TRUTH? Raymond Carver
9
If God spoke to me by saying, Mark, youre down
to your last three words What would you want to
say to your fellow humans that would make the
most positive impact? It would be a close call
between Love Thy Neighbor and Wash Your Hands
.Mark Pettus, M.D., The Savvy PatientThe
most important thing you can do to keep from
getting sick is to wash your hands.
CDC/National Center for Infectious Diseases
10
The older I get the less boring the basics
become!
11
A store is a store is a store is a store
12
The last word There is no last word.
13
Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
14
Tom PetersEXCELLENCE. ALWAYS.Discover
NetworkMerchant Advisory CouncilChicago/02
November 2006
15
5/42
16
HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.
HA. HA. HA.
17
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
18
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market just 2 (2), GE Kodak,
outperformed the market from 1917 to
1987.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
19
Ford, GM and Chrysler do not just make cars
expensively they make bad cars expensively.
Investec analyst, International Herald, 0805.06
20
Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
21
HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.
HA. HA. HA.
22
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
23
Message/Implication go for it!C.E.O. to
C.D.O.
24
EXCELLENCE. ALL . YOU. NEED. TO. KNOW.
25
25
26
20-minute rule Craig Johnson/30 yrs
27
EXCELLENCE. ALL . YOU. NEED. TO. KNOW.
28
25
29
?
30
A man without a smiling face must not open a
shop. Chinese Proverb
31
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote from the diary
of a Confederate soldier
32
EXCELLENCE. ALL. YOU. NEED. TO. KNOW.
ANYWHERE. ANY MARKET. ANY TIME.
33
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
34
1/100 Best Companies to Work for/2005
35
EXCELLENCE. ALL. YOU. NEED. TO. KNOW.
ANYWHERE. ANY MARKET. ANY TIME.
36
Jims Group
37
EXCELLENCE. SIBERIA.
38
Why in the world did you go to Siberia?
39
Raging Success P-SQUARED. C. E-CUBED.
40
People.Product.Customers.Execution.Enthusiasm.
Excellence.
41
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
42
Why in the world did you go to Siberia?
43
Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
44
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
45
Piersons entire focus was making airplanes.
Forgeards focus was blurred by ambition . He
wanted to move up and become co-chairman of
EADS. Newsweek, 1023.06
46
EXCELLENCE. INNOVATE. OR. DIE.
47
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
48
EXCELLENCE. INNOVATE. ALL. WRONG.
49
More Than 1 RD spending, last 25
years/USA?
50
GM
51
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo
52
Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
53
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
54
EXCELLENCE. INNOVATE. AXIOMATIC.
55
The Mess Is the Message! Period!
56
We are in a brawl with no rules. Paul Allaire
57
S.A.V.
58
EXCELLENCE. INNOVATE. TACTICS.
59
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. try it. Try it.
Try it. try it. Try it. Try it. Try it. Try it.
Try it.
60
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
61
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
62
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
63
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
64
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
65
Axiom We are in a brawl with no rules.
(PA)Implication The world will not be kind to
those who play by the rules. (TP)Strategy
S.A.V./R.F.A. (RP/TP)Axiom The
microprocessor plays by the rules.
66
tolerate encourage? failure
67
Sams Secret 1!
68
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
69
BonusThink!vs.do!Tom peters27 October 2006
70
Speed/ Tempo
71
the FedEx Economy headline/New York
Times/10.08.05
72
Any3 Anything/ Anywhere/ Anytime
73
re-imagine the value added equation
74
55B
75
Up, Up, Up, Up the Value-added Ladder.
76
The NEW Value-added LadderGamechanging
Solutions/ Implemented Customer
successServices/TransactionsManufactured
Goods/Things Extracted Raw Materials
77
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
78
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
79
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
80
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
81
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
82
The NEW Value-added Ladderspellbinding
Experiences Gamechanging SolutionsServicesGoods
Raw Materials
83
Furniture vs. DreamsWe do not sell furniture
at Domain. We sell dreams. This is accomplished
by addressing the half-formed needs in our
customers heads. By uncovering these needs, we,
in essence, fill in the blanks. We convert
needs into dreams. Sales are the inevitable
result. Judy George, Domain Home Fashions
84
Up, Up, Up, Up the Value-added Ladder.
85
The NEW Value-added Ladderdreams come
truespellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
86
Dream MerchantIBM
87
totally re-imagine the business around the
two staggering new opportunities
88
women.BOOMERS.GEEZERS.
89
women.BOOMERS.GEEZERS.
90
The Copenhagen (Self) Pact re This
TopicEarly!Loud!Repetitive!Aggressive!
Unfriendly!/rude!/ insulting!
91
women
92
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
93
Womens TrifectaBuy WealthLead
ECLIPSE OF MALES (Old/Retire Young/Poorly
educated)
94
Womens TrifectaBuy/all Wealth/all Lead/
better Eclipse of males/whoops
(Retire-old/Poorly educated-young)
95
1. Womens CONSUMER GOODS purchases. 2.
Womens COMMERCIAL GOODS purchases.3. WOMEN
ARE THE MARKET. Not an initiative. 4.
Women-owned BUSINESSES (absolute s,
acceleration, relative growth).5. Womens
brand of LEADERSHIP SKILLS.6. womens
strengths match needs of the new
value-added ladder.7. Womens DRAMATICALLY
INCREASING-commanding WEALTHabsolute,
relative. (Jobs. Longevity. Education.
Entrepreneurial. Decline of BOYS. Retirement of
MEN/Senior MEN.) 8. DEMOGRAPHIC TSUNAMI.
WOMEN. Women as solo HEADs-OF-HOUSEHOLD.
THE WOMaN- BOOMER-GEEZER. LOoooNG-TERM
PHENOMENON. Global phenomenon.9. SPEED of
change. mother of all megatrends.
96
1. Participation rate/2 of 3 new jobs,
last 30 years.2. Male workforce
departures/SENIOR male workforce
departures.3. Shrinking pay gap/same jobs.4.
More senior positions. Greater decision-
making/expenditure/org design authority. More
line jobs.5. Female solo head-of-household
growing.6. Longevity.7. Education.8. More
effective money management.
97
Not. Yet. Done.Loyalty programs M F
Difference Yawning gap (173 degrees)Forced
to do it e.g., a division aimed at Boomer Women
Exclusively. Just say no to trickle up Why
have the 5 chase the 95?)Men think theyre
doing their share (helping, sure, but the buck
stops with her) busy, busy, busythink Jims
Group)New forms of living together, playing
together as aging proceeds (commune, Beacon
Hill Assn, telemedicine, etc, etc, etc.)Grab
em early keep em Total Unmitigated Crap
(TP 100 brand switch. 100.)They didnt take
it seriously German bank exec, Bonn, FThis is
not a ing program. This is NEW Life 101.
This is Soooo Big it Staggers the Imagination.
(Will be paramount trend for 20 years.)The
Copenhagen Pact
98
Women are the majority market Fara
Warner/The Power of the Purse
99
Idiot is too kind a word.
100
Thats a very diverse team. Patrick Cescau,
CEO, Unilever 1 of 14 Board of Directors
members is a woman (not an exec) 2 of 7 Exec
Team members are Indians. (Source FT/24-25
June.) Approximately 85 of Unilevers
products are purchased by women.
101
Thats a VERY diverse team. Patrick
Cescau, CEO, Unilever 1 of 14 Board of
Directors members is a woman (not an exec) 2 of
7 Exec Team members are Indians. (Source
FT/24-25 June.) Approximately 85 of Unilevers
products are purchased by women.
102
Thats a VERY sick man. Tom Peters
103
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
104
EXCELLENCE. FOUND.DUH.
105
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
106
Women are the majority market Fara
Warner/The Power of the Purse
107
The Perfect Answer
Jill and Jack buy slacks in black
108
(No Transcript)
109
She knows more about the Volvo than the
salesman who greets her at the door. But how is
she treated? As if she has a low IQ , is
slightly hard of hearing , and really has no
right to be buying a luxury car and if she
brought a male friend with her, odds are 101
that the clueless salesperson spent most of his
time speaking to him . Selling to Men,
Selling to Women, Jeffery Tobias Halter
110
Women dont buy brands. They join
them.EVEolution
111
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
112
Women come out better on almost every count as
investors They are less likely to hold a losing
investment too long, and less likely to wait too
long to sell a winner theyre also less likely
to put too much money into a single investment or
to buy a reputedly hot stock without doing
sufficient research. Source The Merrill
report When It Comes to Investing, Gender A
Strong Influence on Behavior./Atlantic
113
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
114
10. Womens Market Opportunity No. 1.
115
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, 15 April 2006
116
P-l-e-a-s-e Read Fara Warner The Power of the
Purse
117
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
118
12.2002 -344M International Build Men
Children Source Fara Warner, The Power of the
Purse, From Minority to Majority McDonalds
Discovers the Woman Inside the Mom
119
Mostly Moms Women were either ignored in
favor of focusing on mengenerally considered the
industrys most frequent users and therefore its
most important consumersor they were cast in the
role of moms who were simply conduits to their
children. Fara Warner, The Power of the Purse,
From Minority to Majority McDonalds Discovers
the Woman Inside the Mom
120
We simply had stopped being relevant to women.
Kay Napier, SVP Marketing (Fara Warner, The
Power of the Purse, From Minority to Majority
McDonalds Discovers the Woman Inside the Mom)
121
Women in women-only focus groups told us that
all moms are women, but not all women are momsso
why werent we trying to reach all women? We
realized we should be finding the woman inside
the mom. Carol Koepke, marketing director (Fara
Warner, The Power of the Purse, From Minority to
Majority McDonalds Discovers the Woman Inside
the Mom)
122
McDonalds shifted its strategy toward women
from one of minority consumers who served as a
conduit to the important childrens market to one
in which women are the companys majority
consumers and the main driver behind menu and
promotion innovation. Fara Warner, The Power
of the Purse, From Minority to Majority
McDonalds Discovers the Woman Inside the Mom
123
New! New! New! New! New! Womens magazines a
medium that McDonalds had rarely
used Source Fara Warner, The Power of the
Purse, From Minority to Majority McDonalds
Discovers the Woman Inside the Mom
124
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
125
10.6
126
The growth and success of women-owned businesses
is one of the most profound changes taking place
in the business world today. Margaret
Heffernan, How She Does It
127
U.S. firms owned or controlled by Women 10.6
million (48 of all firms) Growth rate of
Women-owned firms vs all firms 3X Rate of jobs
created by Women-owned firms vs all firms
2X Ratio of total payroll of Women-owned firms
vs total for Fortune500 firms gt1.0 Ratio of
likelihood of Women-owned firms staying in
business vs all firms gt1.0 Growth rate of
Women-owned companies with revenues of
gt1,000,000 and gt100 employees vs all firms 2X
Source Margaret Heffernan, How She Does It
128
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
129
Economic Growth Is Driven by Women.
Headline, Economist, April 15, 2006, Leader,
page 14
130
Impact! Add It Up!Primary
markets/Everything (Men buy things that other
men will buy for women. I buy things that women
want.successful jeweler/F. Women are the
majority market Fara Warner/The Power of the
Purse. Women as Purchasing Officers, CIOs,
etc.)Greater global workforce participation rate
(bigger contributor to GDP growth than
technology, China, IndiaEconomist)Higher wages
(more seniority, promotionseven if not to CEO
greater pay equityeven if not equal)Business
decision makers (more seniority,
promotionseven if not to CEO)Women-owned
businesses (answer to the Glass Ceiling10.6M in
USA recipients of micro-lendingdeveloping
world)
131
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
value-added imperatives. Women are better
salespersons than men. Women buy almost
everythingcommercial as well as consumer
goods. So what exactly is the point of men?
132
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
133
Since 1970, women have held two out of every
three new jobs created. FT, 10.03.2006
134
1. Participation rate/2 of 3 new jobs,
last 30 years.2. Male workforce
departures/SENIOR male workforce
departures.3. Shrinking pay gap/same jobs.4.
More senior positions. Greater decision-
making/expenditure/organization design
authority. More line jobs.5. Female solo
head-of-household growing.6. Longevity.7.
Education.8. More effective money management.
135
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
136
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
137
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
138
New (4 of 7) Value-added Ladder Plays to
Womens Inherent Strengths! Lovemark/F Dreams
Come True/F Spellbinding Experiences/FGamechangi
ng Solutions/FServices/FGoods/MRaw Materials/M
139
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
140
boomers-geezers
141
Subject Marketers StupidityIts 18-44,
stupid!
142
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
143
One particularly puzzling category of
youth-obsession is the highly coveted target of
men 18-34, and its always referred to as highly
coveted category. Marketers have been distracted
by men age 18-34 because they are getting harder
to reach. So what? Who wants to reach them?
Beyond fast food and beer, they dont buy much of
anything. The theory is that if you get them
while theyre young, theyre yours for life.
What nonsense! Marti Barletta, PrimeTime Women
144
2000-2010 Stats18-44 -155 21(55-64
47)
145
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
146
BoomerBucks!Boomer turns 50 every 7 seconds.
2009 majority of U.S. households headed by
someone over 50. 2006-2016 U.S. population up
22.9 million 22.1 million in over-50 group.
2006 1 in 5 adults is F, over 50. Women
between 50-70 who are single 35. Age 45-54
highest average income, 59, 021 (national
average is 42,209). FASTEST GROWING INCOME
CATEGORY WOMEN, 55-64 (4X men in same category).
Women, age 60-64 50 still in workforce.
Highest net worth families, 55-64 (182,000).
People over 50 70 to 79 of all financial
assets 80 of all savings accounts 62 of all
large Wall Street asset accounts 66 of
invested in the stock market. Age 50 29 of
population, 40 of total consumer spending, 50
of discretionary spending. Next 2 decades
BOOMERS WILL INHERIT 14 TRILLION-25 TRILLION
(largest intergenerational transfer of wealth in
history). Marti Barletta, PrimeTime Women
147
Average of cars purchased per household,
lifetime 13Average of cars bought per
household after the head of household reaches
age 50 7Source Marti Barletta, PrimeTime Women
148
3Q/2006.312M. (18.)1.6B. (14.)Source
BusinessWeek, 1106.06, Harley Just Keeps on
Cruisin Aging customers? Sure. Nostalgia brand?
Definitely. So why is the stock at a record high?
149
Fifty-four years of age has been the highest
cutoff point for any marketing initiative Ive
ever been involved in. Which is pretty weird when
you consider age 50 is right about when people
who have worked all their lives start to have
some money to spend. Marti Barletta, PrimeTime
Women
150
Median Household Net Worthlt35 7K35-44
44K45-54 83K55-64 112K65-69 114K70-74
120Kgt74 100KSource U.S. Census
151
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
152
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
153
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
154
Magazine of the Year MoreSource Advertising
Age, 1023.2006, More Taps Power of 40-plus to
Draw Advertisers in Droves (More is breaking
through advertisers irrational obsession with
20-somethings )
155
Boomers-Geezers-Womens TrifectaBuy/all
Wealth/all time left/ lots
Eclipse of males/retire-die
156
BONUS.EXCELLENCE. OPPORTUNITY.ENORMOUS.GENERI
C DEMOGRAPHIC TSUNAMI. (UNPRECEDENTED IN
HISTORY.)
157
Demographic Upheaval!1/1/2008 60 of the Prime
Work Force (boomers), mostly white males, will
be able to retireat a rate of 10,000 per
day.As of 2005 75 of people entering the
workforce are women and minorities. As of 2008,
they will flood the management ranks as the
PWF retires.Programs for recruiting women and
minorities with the necessary intensity mostly
AWOL. Selling to Men, Selling to Women, Jeffery
Tobias Halter
158
We become who we spend time with!
159
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
160
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/Harvard Business Review
161
EXCELLENCE.1966. 2006.
162
4/40
163
De-centralizationexecutionaccountability615a.m
.
164
De-centralizationexecutionaccountability615a.m
.
165
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
166
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
167
De-centralizationexecutionaccountability615a.m
.
168
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
169
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
170
De-centralizationexecutionaccountability615a.m
.
171
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
172
De-centralizationexecutionaccountability615a.m
.
173
De-centralizationexecutionaccountability615a.m
.
174
EXCELLENCE. BEDROCK.TALENT.
175
Hire very good people!
176
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
177
INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!
178
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
179
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
180
EMPHASIZE THE SOFT SKILLS.
181
?
182
A Few Talent Lessons from the ArtsEach hired
and developed and inspired and evaluated in
unique ways (23 contributors 23 unique
contributions 23 pathways 23 distinct
personalities 23 sets of motivators)Attitude/En
thusiasm/Energy paramount!Re-lent-less!!!!!!!!!!!
Peculiar requisite (Each expected to make
unique/peculiar contribution)Practice is
cool (Practice stars Performance stars. See
George Leonards Mastery Twyla Tharps The
Creative Habit)Team and Individual equally
cherished Aspire to EXCELLENCE Obvious
(Excellence Cool)) Ex-e-cu-tionTalent Brand
DuhThe Project rulesEmotional language
OkayBit players? No! (All Vital)Standard
B.I.W. (Best. In. World.)Different events
Different rosters (Duh.)
183
PUT HR AT THE HEAD OF THE HEAD TABLE.
184
DD21M
185
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
186
LIVE FOR TALENT!
187
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
188
SO YOURE A PEOPLE PERSON? PROVE IT.
189
PARCs Bob Taylor Connoisseur of Talent
190
Brand Talent.
191
EXCELLENCE. BEDROCK.LEADERSHIP.
192
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)
193
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
194
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
195
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
196
You must be the change you wish to see in the
world.Gandhi
197
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
198
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
199
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
200
Leaders do people. Period. Anon.
201
PURPOSE.PASSION.Presence.Personal.PERSISTENCE.
PEOPLE.
202
No leader sets out to be a leader per se, but
rather to express him- or herself freely and
fully. That is, leaders have no interest in
proving themselves, but an abiding interest in
expressing themselves. Warren Bennis, On
Becoming a Leader
203
You only find oil if you drill wells. The
Hunters, by John Masters, Canadian O G
wildcatter
204
EXCELLE ALWAYS.
205
BonusThink!vs.do!Tom peters27 October 2006
206
Think!vs.do!
207
Never forget implementation , boys. In our work,
its what I call the last 98 percent of the
client puzzle. Al McDonald, former Managing
Director, McKinsey Co, to a project team that
included TP
208
The (Strange) Case of Peter Drucker Michael
Porter vs. The Non-linearistsHERBERT SIMON.
(Administrative Behavior.) JAMES MARCH. KARL
WEICK. (The Social Psychology of Organizing.)
EUGENE WEBB. Henry MINTZBERG. (The Rise and
Fall of Strategic Planning.) JAMES UTTERBACK.
THOMAS KUHN. (The Structure of Scientific
Revolutions.) CHARLES LINDBLOM. Daniel
goleman. INNOVATION BIOGRAPHERS.
(Transcontinental Railroad, Electrification,
Radio, Television, Containerization, DNA,
Computers, Military History, Etc.) MOST
POLITICAL SCIENTISTS. SILICON VALLEY. Etc.
209
Linearist Plan it!Non-linearist Try it!
210
Linearist think!Non-linearist do!
211
Linearist hypothesize!Non-linearist
experiment!
212
Linearist failure unnecessaryNon-linearist
failure life
213
Linearist agtbNon-linearist
bgtaAttitude shapes behaviorBehavior
shapes attitude
214
Linearist deliberate!Non-linearist
relentless! Do it right the first
time (Hero Phil Crosby) Never retreat (Hero
U.S. Grant)
215
Linearist logical!Non-linearist
passionate!
216
Linearist give me genius!Non-linearist
give me luck!
217
Linearist spotless academic record!Non-linear
ist a.d.d.
218
Linearist measured pace!Non-linearist
Tempo! Tempo! Tempo!
219
Linearist think! Plan! (r.a.f.)Non-linearist
Try it! Screw it up! Fix it! Try it again!
(r.f.a.) Ready. Aim. Fire.ready. Fire.
Aim. (Or, circa 2006 fire. Fire. Fire.)
220
Cheap ShotLinearist minimize
cost.Non-linearist maximize revenue.
221
Linearist marketing rules.Non-linearist
sales rules.
222
Linearist Background planning, marketing
finance.Non-linearist background sales
operations.
223
Linearist likes ideas.Non-linearist
likes people.
224
Linearist likes parts.Non-linearist
likes wholes.
225
Linearist office walls.Non-linearist
office none.
226
Linearist style meetings.Non-linearist
style m.b.w.a. Managing by wandering around
227
Linearist reads michael porter. Peter
drucker.Non-linearist reads waterman
peters. Tom clancy. Michael peterBob
tom tom
228
Linearist reads michael porter. Peter
drucker.Non-linearist reads doesnt
229
Linearist preferred baseball score
1-0.Non-linearist preferred baseball score
11-9.
230
Linearist preferred football score
7-0.Non-linearist preferred football score
41-38.
231
Linearist criminal record none.Non-lineari
st criminal record disorderly
conduct.Chronic jaywalking.
232
Linearist drives lincoln town car. Ford
explorer (weekends).Non-linearistdrives
bmw. Harley-davidson (weekends).
233
The (Strange) Case of Peter Drucker Michael
Porter vs. The Non-linearistsHERBERT SIMON.
(Administrative Behavior.) JAMES MARCH. KARL
WEICK. (The Social Psychology of Organizing.)
EUGENE WEBB. Henry MINTZBERG. (The Rise and
Fall of Strategic Planning.) JAMES UTTERBACK.
THOMAS KUHN. (The Structure of Scientific
Revolutions.) CHARLES LINDBLOM. Daniel
goleman. INNOVATION BIOGRAPHERS.
(Transcontinental Railroad, Electrification,
Radio, Television, Containerization, DNA,
Computers, Military History, Etc.) MOST
POLITICAL SCIENTISTS. SILICON VALLEY. Etc.
234
EXCELLE ALWAYS.
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