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HRmaster (short) Tom Peters/HR.com/10.26.2004

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Title: HRmaster (short) Tom Peters/HR.com/10.26.2004


1
HRmaster (short) Tom Peters/HR.com/10.26.2004
2
Slides at tompeters.com
3
V.A. Moment 1Y/2N Commerce Bank 2 Pizzas
JB Plastic Bulldozer MD
4
XYZ Corp Complete Vision Values Any Service
or Product is yours for absolutely NO CHARGE if
any employee saysor impliesto you at any point
Its Not My Fault. V. Big Cheese, Founder,
CEO Dictator
5
Employee Manual Item 1.0. I.N.M.F. F.O.
6
1
7
Tom Peters Re-Imagine! Business Excellence
in a Disruptive Age HR.com/Phoenix/26October2004

8
Re-imagine! Summer 2004 Not Your Fathers World
I.
9
26
10
Were now entering a new phase of business where
the group will be a franchising and management
company where brand management is central.
David Webster, Chairman, InterContinental Hotels
Group InterContinental will now have far more
to do with brand ownership than hotel ownership.
James Dawson of Charles Stanley
(brokerage) Source International Herald
Tribune, 09.16, on the sacking of CEO Richard
North, whose entire background is in finance
11
My Story.
12
A Coherent Story Context-Solution-Bedro
ck Context1 Intense Pressures (China/Tech/Competi
tion) Context2 Painful/Pitiful Adjustment (Slow,
Incremental, Mergers) Solution1 New
Organization (Technology, Web Revolution,
Virtual-BestSourcing,PSF
nugget) Solution2 No Option Value-added
Strategy (Services-
Solutions-Experiences-DreamFulfillment
Ladder) Solution3 Aesthetic VA Capstone
(Design-Brands) Solution4 New Markets (Women,
ThirdAge) Bedrock1 Innovation (New Work, Speed,
Weird, Revolution) Bedrock2 Talent (Best,
Creative, Entrepreneurial, Schools) Bedrock3
Leadership (Passion, Bravado, Energy, Speed)
13
Re-imagine Everything All Bets Are Off.
14
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
15
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
16
2. Re-imagine Permanence The Emperor Has No
Clothes!
17
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
18
3. Re-imagine Organizing I IS/IT Leads the
(Virtual) Way!
19
07.04/TP In Nagano Revenue 10B FTE
1 Maybe
20
Not out sourcing Not off shoring Not near
shoring Not in sourcing but Best Sourcing
21
4. Re-imagine the Organizing II The Professional
Service Firm (PSF) Imperative.
22
Sarah Papa, what do you do? Papa Im
overhead.
23
Sarah Daddy, what do you do? Papa I
manage a cost center.
24
Sarah Daddy, what do you do? Papa Im a
bureaucrat.
25
Answer PSF! Professional Service
Firm Department Head to Managing Partner,
Finance IS, etc. Inc.
26
Typically in a mortgage company or financial
services company, risk management is an
overhead, not a revenue center. Weve become more
than that. We pay for ourselves, and we actually
make money for the company. Frank Eichorn,
Director of Credit Risk Data Management Group,
Wells Fargo Home Mortgage (Source sas.com)
27
Eichorning Mantra Eichorn it!
28
5. Re-imagine Business Basic Value Proposition
PSFs Unbound/ The Solutions Imperative.
29
And the M Stands for ? Gerstners IBM
Systems Integrator of choice. (BW) IBM Global
Services 35B
30
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/07.19.
2004
31
6. Re-imagine Enterprise as Theater I A World
of Scintillating Experiences.
32
Experiences are as distinct from services as
services are from goods. Joseph Pine James
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
33
The Experience Ladder Experiences
Services Goods Raw Materials
34
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
35
7. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
36
The sun is setting on the Information
Societyeven before we have fully adjusted to its
demands as individuals and as companies. We have
lived as hunters and as farmers, we have worked
in factories and now we live in an
information-based society whose icon is the
computer. We stand facing the fifth kind of
society the Dream Society. Future products
will have to appeal to our hearts, not to our
heads. Now is the time to add emotional value to
products and services. Rolf Jensen/The Dream
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
37
Six Market Profiles 1.
Adventures for Sale 2. The Market for
Togetherness, Friendship and Love 3. The
Market for Care 4. The Who-Am-I Market 5. The
Market for Peace of Mind 6. The Market for
Convictions Rolf Jensen/The Dream Society
How the Coming Shift from Information to
Imagination Will Transform Your Business
38
Six Market Profiles 1.
Adventures for Sale/IBM 2. The Market for
Togetherness, Friendship and Love/IBM 3. The
Market for Care/IBM 4. The Who-Am-I Market/IBM 5.
The Market for Peace of Mind/IBM 6. The Market
for Convictions/IBM Rolf Jensen/The Dream
Society How the Coming Shift from
Information to Imagination Will Transform Your
Business
39
Experience Ladder/TP Dreams Come True Awesome
Experiences Solutions Services Goods Raw Materials
40
70s Cost (BCGs cost curves) 80s TQM-CI
(Japan) 90s Service 00s Solutions/Experiences
10s Dream Fulfillment
41
8. Re-imagine the Soul of Enterprise Design
Rules!
42
Having spent a century or more focused on other
goalssolving manufacturing problems, lowering
costs, making goods and services widely
available, increasing convenience, saving
energywe are increasingly engaged in making our
world special. More people in more aspects of
life are drawing pleasure and meaning from the
way their persons, places and things look and
feel. Whenever we have the chance, were adding
sensory, emotional appeal to ordinary function.
Virginia Postrel, The Substance of Style How
the Rise of Aesthetic Value Is Remaking Commerce,
Culture and Consciousness
43
9. Re-imagine the Fundamental Selling
Proposition It all adds up to THE BRAND
(THE STORY).
44
WHATS OUR DREAM?
45
WHATS OUR STORY?
46
Story gt Brand
47
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories. Rolf Jensen, Copenhagen
Institute for Future Studies
48
10. Re-imagine the Roots of Innovation THINK
WEIRD the High Value Added Bedrock.
49
Saviors-in-Waiting Disgruntled
Customers Off-the-Scope Competitors Rogue
Employees Fringe Suppliers Wayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
50
Measure Strangeness/Portfolio
Quality Staff Consultants Board Vendors Out-sourc
ing Partners (, Quality) Innovation Alliance
Partners Customers Competitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap) IS/IT HQ
Location Lunch Mates Language
51
11. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
52
????????? Home Furnishings 94 Vacations 92
(Adventure Travel 70/ 55B travel
equipment) Houses 91 D.I.Y. (major home
projects) 80 Consumer Electronics 51 (66
home computers) Cars 68 (90) All consumer
purchases 83 Bank Account 89 Household
investment decisions 67 Small business
loans/biz starts 70 Health Care 80
53
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. 10.
Womens Market Opportunity No. 1.
54
12. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
55
2000-2010 Stats 18-44 -1 55 21 (55-64
47)
56
The New Consumer Majority age 44-65 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
57
13. Re-imagine Excellence I The Talent Obsession.
58
Brand Talent.
59
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EM Source Ed
Michaels, War for Talent
60
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
61
14. Re-imagine Excellence II Meet the New Boss
Women Rule!
62
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure Title, Special
Report/BusinessWeek
63
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. Source Judy B. Rosener, Americas
Competitive Secret Women Managers
64
15. Re-imagine Excellence III New Education
for A New World
65
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that he
had refused to color within the lines, which was
a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
66
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
67
16. Re-imagine Leadership for Totally Screwed Up
Times The Passion Imperative.
68
In Toms world, its always better to try a
swan dive and deliver a colossal belly flop than
to step timidly off the board while holding your
nose. Fast Company /October2003
69
Start a Crusade!
70
G.H. Create a cause, not a business.
71
Make It a Grand Adventure!
72
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
73
I dont know.
74
Quests!
75
Organizing Genius / Warren Bennis and Patricia
Ward Biederman Groups 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.
76
Yes!!!!!!!!!!!!!!!!! free to do his or her
absolute best allow its members to discover
their greatness.
77
Reward excellent failures. Punish mediocre
successes. Phil Daniels, Sydney exec (and, de
facto, Jack)
78
Dispense Enthusiasm!
79
BZ I am a Dispenser of Enthusiasm!
80
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
81
4
82
New Economy. New Biz Degrees. Tom
Peters/10.23.2004
83
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
84
MBA
85
15 Leading Biz Schools Design/Core
0 Design/Elective 1 Creativity/Core
0 Creativity/Elective 4 Innovation/Core
0 Innovation/Elective 6 Source DMI/Summer 2002
86
There is little evidence that mastery of the
knowledge acquired in business schools enhances
peoples careers, or that even attaining the MBA
credential itself has much effect on graduates
salaries or career attainment. Jeffrey Pfeffer
(tenured professor, Stanford GSB/2004)
87
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
Press The winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat. Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
88
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
89
MFA (Master of Fine Arts)
90
The past few decades have belonged to a certain
kind of person with a certain kind of
mindcomputer programmers who could crank code,
lawyers who could craft contracts, MBAs who could
crunch numbers. But the keys to the kingdom are
changing hands. The future belongs to a very
different kind of person with a very different
kind of mindcreators and empathizers, pattern
recognizers and meaning makers. These
peopleartists, inventors, designers,
storytellers, caregivers, consolers, big picture
thinkerswill now reap societys richest rewards
and share its greatest joys. Dan Pink, A Whole
New Mind
91
(No Transcript)
92
The MFA is the new MBA. Dan Pink, A Whole New
Mind
93
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
94
MMM1 (Master of Metaphysical Management)
95
Were now entering a new phase of business where
the group will be a franchising and management
company where brand management is central.
David Webster, Chairman, InterContinental Hotels
Group InterContinental will now have far more
to do with brand ownership than hotel ownership.
James Dawson of Charles Stanley
(brokerage) Source International Herald
Tribune, 09.16, on the sacking of CEO Richard
North, whose entire background is in finance
96
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between. Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
97
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
98
MMM2/MM (Master of Metabolic Management/Master
of Madness)
99
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits.
100
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
101
How we feel about the evolving future tells us
who we are as individuals and as a civilization
Do we search for stasisa regulated, engineered
world? Or do we embrace dynamisma world of
constant creation, discovery and competition?
Do we value stability and control? Or evolution
and learning? Do we think that progress
requires a central blueprint? Or do we see it as
a decentralized, evolutionary process? Do we
see mistakes as permanent disasters? Or the
correctable byproducts of experimentation? Do
we crave predictability? Or relish surprise?
These two poles, stasis and dynamism,
increasingly define our political, intellectual
and cultural landscape. Virginia Postrel, The
Future and Its Enemies
102
We are in a brawl with no rules. Paul Allaire
103
If it works, its obsolete. Marshall McLuhan
104
If things seem under control, youre just not
going fast enough. Mario Andretti
105
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
106
MGLF (Master of Great Leaps Forward)
107
Re-imagine General Electric Welch was to a
large degree a growth-by-acquisition man. In the
late 90s, Immelt says, we became business
traders, not business growers. Today organic
growth is absolutely the biggest task of everyone
of our companies. If we dont hit our organic
growth targets, people are not going to get
paid. Immelt has staked GEs future growth on
the force that guided the company at its birth
and for much of its history breathtaking,
mind-blowing, world-rattling technological
innovation. GE Sees the Light/Business
2.0/July 2004
108
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim René Mauborgne, Think
for Yourself Stop Copying a Rival, Financial
Times/08.11.03
109
Innovation! NOT Imitation
110
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
111
Beware of the tyranny of making Small Changes to
Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman, PepsiCo
112
Bottom line No promotion to senior levels of
public or private enterprise should ever again be
granted to anyone who does not present a CV
saturated by a clear and compelling demonstration
of sustained commitment to Radical Change. Do we
wish for good strategists? Why not! But the
heart of the matter goes far beyond any plan, no
matter how brilliant. The heart of the matter is
Heart Will ... a record of upsetting apple
carts, dislodging establishments, and
fundamentally altering deep-rooted cultures to
embrace change of the most primal sort. I titled
my most recent book Re-imagine! Business
Excellence in a Disruptive Age. Excellence in a
disruptive age is not excellence amidst placid
waters. The notion of excellence itself changes
... dramatically. We need our public and private
Churchills, leaders who can re-imagine, who can
call forth wellsprings of daring and guts and
spirit and spunk, from one and all, to topple the
way things may have been for many generationsand
who inspire us to venture forth into todays and
tomorrows whitewaters with insouciance and
bravado and determination.
113
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
114
MTD (Master of Talent Development)
115
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EM Source Ed
Michaels, War for Talent
116
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure Title, Special
Report/BusinessWeek
117
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
118
GGWGTDw/oC (Guy/Gal Who Gets Things Done without
Certificate)
119
The Kotler Doctrine 1965-1980
R.A.F. (Ready.Aim.Fire.) 1980-1995
R.F.A. (Ready.Fire!Aim.) 1995-????
F.F.F. (Fire!Fire!Fire!)
120
We have a strategic plan. Its called doing
things. Herb Kelleher
121
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.
122
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
123
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people playedor does she keep wandering
back to strategy or philosophy? Larry Bossidy,
Honeywell/AlliedSignal, in Execution
124
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
125
DE! (Doctor of Enthusiasm) (!)
126
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
127
USNWR/What traits do successful activists
share? Studs Terkel, age 91 They have hope,
and they imbue others with hope.
128
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
129
New Economy Biz Degree Programs MBA (Master of
Business Administration) MFA (Master of Fine
Arts) MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or
Master of Madness) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) G/GWGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
130
3
131
Creativity Short Takes Tom Peters/10.26.2004
132
Frameworks
133
Age of Agriculture Industrial Age Age of
Information Intensification Age of Creation
Intensification Source Murikami Teruyasu,
Nomura Research Institute
134
Agriculture Age (farmers) Industrial Age (factory
workers) Information Age (knowledge
workers) Conceptual Age (creators and
empathizers) Source Dan Pink, A Whole New Mind
135
(No Transcript)
136
The Dawn of the Creative Age Theres a whole
new class of workers in the U.S. thats
38-million strong the creative class. At its
core are the scientists, engineers, architects,
designers, educators, artists, musicians and
entertainers whose economic function is to create
new ideas, new technology, or new content. Also
included are the creative professions of business
and finance, law, healthcare and related fields,
in which knowledge workers engage in complex
problem solving that involves a great deal of
independent judgment. Today the creative sector
of the U.S. economy, broadly defined, employs
more than 30 of the workforce (more than all of
manufacturing) and accounts for more than half of
all wage and salary income (some 2
trillion)almost as much as the manufacturing and
service sectors together. Indeed, the United
States has now entered what I call the Creative
Age. Americas Looming Creativity Crisis/
Richard Florida/ HBR/10.04
137
TPs New World of Work/Circa 1995 Context
White-collar Bloodbath Work WOW
Projects! Individual Brand You Org PSF
(Professional Service Firm) Model
138
7
139
Tom Peters Squares Off with Jim Collins.
Or The Case for Technicolor! Tom
Peters/03.16.2004
140
I. Good to Great II. Built to Last III. Quiet,
Humble Leaders
141
I. Good to Great II. Built to Last III. Quiet,
Humble Leaders
142
Good to Great Fannie Mae Kroger Walgreens
Philip Morris Pitney Bowes Abbott
Kimberly-Clark Wells Fargo
143
Great Companies SET THE AGENDA. (Period.)
144
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ Adventurers US Steel Ford Macys
Sears Litton Industries ITT The Gap
Limited WalMart PG 3M Intel IBM
Apple Nokia Cisco Dell MCI Sun Oracle
Microsoft Enron Schwab GE Southwest
Laker People Express Ogilvy Chiat/Day
Virgin eBay Amazon Sony BMW CNN
145
I. Good to Great II. Built to Last III. Quiet,
Humble Leaders
146
Built to Last v. Built to Flip The 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
147
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
148
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)
149
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
150
I. Good to Great II. Built to Last III. Quiet,
Humble Leaders
151
Huh? Humility The Surprise Factor in
Leadership bosses with Gung-ho Qualities and
Charisma May Be Out of Fashion Headline/FT/ re
JCollins/10.03 (TP scribble Nelson,
Wellington, Montgomery, Disraeli, Churchill,
Thatcher)
152
Wellington Nelson Disraeli Churchill Montgomery Th
atcher
153
Humble Pastels? T. Paine/P. Henry/A.
Hamilton/T. Jefferson/B. Franklin A. Lincoln/U.S.
Grant/W.T. Sherman TR/FDR/LBJ/RR/JFK Patton/Monty/
Halsey M.L. King/C. de Gaulle/M. Gandhi/W.
Churchill Picasso/Mozart/Copernicus/Newton/Einstei
n/Djarassi/Watson H. Clinton/G. Steinem/I.
Gandhi/G. Meir/M. Thatcher E. Shockley/A.
Grove/J. Welch/L. Gerstner/L. Ellison/B.
Gates/ S. Jobs/S. McNealy/T. Turner/R. Murdoch/W.
Wriston A. Carnegie/J.P. Morgan/H. Ford/S.
Honda/J.D. Rockefeller/ T.A. Edison
Rummy/Norm/Henry/Wolfie Elizabeth Cady
Stanton/Susan B. Anthony/Martha Cary
Thomas/Carrie Chapman Catt/Alice Paul/Anna
Elizabeth Dickinson/Arabella Babb
Mansfield/Margaret Sanger
154
the wildest chimera of a moonstruck mind The
Federalist on Jeffersons Louisiana Purchase
155
Herman Melville on JPJ intrepid, unprincipled,
reckless, predatory, with boundless ambition,
civilized in externals but a savage at heart.
from Evan Thomas, John Paul Jones Sailor, Hero,
Father of the American Navy
156
a vainglorious self-promoter spoiling for a
fight Arthur Koestler on Galileo
157
In my experience, all successful commanders are
prima donnas, and must be so treated. George
S. Patton
158
Jim Collins vs. Michael Maccoby quiet,
workmanlike, stoic vs. larger-than-life
leaders/ egoists, charmers, risk-takers with
big visions Carnegie, Rockefeller, Edison,
Ford, Welch, Jobs, Gates
159
In Italy for 30 years under the Borgias they had
warfare, terror, murder, bloodshedand produced
Michelangelo, da Vinci and the Renaissance. In
Switzerland they had brotherly love, 500 years of
democracy and peace, and what did they
producethe cuckoo clock. Orson Welles, as
Harry Lime, in The Third Man
160
5
161
Tom Peters The Talent50
162
The Talent50 1. People
first! 2. Soft is Hard. 3. FUNDAMENTAL PREMISE
We are in an Age of Talent/ Creativity/
Intellectual-capital Added. 4. Talent
excellence in every part of the
organization. 5. P.O.T./Pursuit Of Talent
Obsession. 6. HR sits at The Head Table. 7. HR is
cool.
163
The Talent50 8. Re-name
HR. (Talent Department, Center of Talent
Excellence) 9. Theres an HR Strategy 10. There
is a FORMAL Recruitment Strategy. 11. There is a
FORMAL Leadership Development
Strategy. 12. There is a world class Leadership
Development Center. 13. There is a
FORMAL-STRATEGIC HR Review Process. 14. The
Top100, and every units Top10, are
consciously managed.
164
The Talent50 15.
People/Talent Reviews are the FIRST
reviews. 16. HR Strategy Business
Strategy. 17. Make it a Cause Worth Signing Up
For.. 18. Set Sky High Standards. 19. Enlist
everyone in Challenge Century21. 20. Pursue
the Best! 21. Up or Out. 22. Ensure that the
Review Process has INTEGRITY. 23. Pay!
165
The Talent50 24. Training
I Train! Train! Train! 25. TII 100 business
people. 26. TIII 100 Leaders. 27. TIV Boss as
Trainer-in-Chief. 28. Open Communication I NO
BARRIERS. 29. Open Communication II Share
Information. (ALL!) 30. Respect! 31.
INTEGRITY! 32. Treat the Whole Individual.
166
The Talent50 33. Places of
grace. 34. MBWA The Rudy Rule. 35. Thank
You! 36. Promote for people skills. (ALL
ELSE IS SECONDARY.) 37. Honor youth. 38. Early
leadership assignments. 39. Fast Tracking is the
norm. 40. Create a System of Mentoring.
167
The Talent50 41.
Diversity! 42. Diversity starts on the Board of
Directors. 43. WOMEN RULE. 44. Weird
Wins. 45. We are all unique. 46. Bosses win
people over. 47. GOAL Adventures of Mutual
Discovery. 48. Foster Independence. 49.
Enthusiasm!
168
The Talent50 50. Talent Brand.
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