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Title: Tom Peters


1
Tom Peters Doing Better Business During
Tougher Times The Re-invention
ImperativeMakati Shangri-la/11FEB2003
2
Slides at tompeters.com
3
You must become an ignorant man againAnd see the
sun again with an ignorant eyeAnd see it clearly
in the idea of it. --Wallace
Stevens/Notes Toward a Supreme Fiction
4
I Believe 1.
Change will accelerate. DRAMATICALLY.2. We will
RE-INVENT THE WORLD IN THE NEXT TWO
GENERATIONS. (Business Health Care
Politics War Education Fundamentals of
Human Interaction.)3. OPPORTUNITIES are
matchless. 4. You are either ON THE BUS
or OFF THE BUS.
5
If you dont like change, youre going to like
irrelevance even less. General Eric Shinseki,
Chief of Staff, U. S. Army
6
All Bets Are Off.
7
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil
8
I genuinely believe we are living through the
greatest intellectual moment in history.Matt
Ridley, Genome
9
In 25 years, youll probably be able to get the
sum total of all human knowledge on a personal
device.Greg Blonder, VC was Chief Technical
Adviser for Corporate Strategy _at_ ATT Barrons
11.13.2000
10
Help! Theres nobody in the cockpit. In the
future, will the airlines no longer need
pilots?Grumman Global Hawk/ 24 hours/ Edwards
to South AustraliaSource The
Economist/12.21.2002
11
2. The Destruction Imperative.
12
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
13
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did.Financial Times/11.28.2002
14
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
15
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically.Peter Drucker,
Business 2.0 (08.00)
16
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
17
C.E.O. to C.D.O.
18
We are in a brawl with no rules.Paul Allaire
19
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
20
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
21
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
22
3. The White Collar Revolution the Death of
Bureaucracy.
23
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
24
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years.Source BW
(01.28.02)
25
A bureaucrat is an expensive microchip.Dan
Sullivan, consultant and executive coach
26
IBMs Project eLiza! Self-bootstrapping/
Artilects
27
Unless mankind redesigns itself by changing our
DNA through altering our genetic makeup,
computer-generated robots will take over the
world. Stephen Hawking, in the German magazine
Focus
28
4. IS/ IT/ Web On the Bus or Off the Bus.
29
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits.
30
100 square feet
31
The Real News X1,000,000TowTruckNet.com
32
Impact No. 1/ Logistics Distribution
WalMart Dell Amazon.com Autobytel.com
DHL FedEx UPS Ryder Cisco Etc. Etc.
Ad Infinitum.
33
Autobytel 400. WalMart 13.Source
BW(05.13.2002)
34
Case CRM
35
Anne Busquet/ American ExpressNot Age of the
InternetIs Age of Customer Control
36
Amen!The Age of the Never Satisfied
CustomerRegis McKenna
37
CRM has, almost universally, failed to live up
to expectations. Butler Group (UK)
38
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
39
WebWorld Everything Web as a way to run your
businesss innardsWeb as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industryWeb/B2B as
ultimate wake-up call to commodity
producersWeb as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
dataWeb as an Encompassing Way of LifeWeb
Everything (P.D. to after-sales)Web forces you
to focus on what you do bestWeb as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
40
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
41
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
42
Ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ all of that is
wrong for running an ebusiness.Ray Lane,
Kleiner Perkins
43
Theres no use trying, said Alice. One cant
believe impossible things. I daresay you
havent had much practice, said the Queen. When
I was your age, I always did it for half an hour
a day. Why, sometimes Ive believed as many as
six impossible things before breakfast.Lewis
Carroll
44
Inet allows you to dream dreams you could
never have dreamed before!
45
Supposejust supposethat the Web is a new world
were just beginning to inhabit. Were like the
earlier European settlers in the United States,
living on the edge of the forest. We dont know
whats there and we dont know exactly what we
need to do to find out Do we pack mountain
climbing gear, desert wear, canoes, or all three?
Of course while the settlers may not have known
what the geography of the New World was going to
be, they at least knew that there was a
geography. The Web, on the other hand, has no
geography, no landscape. It has no distance. It
has nothing natural in it. It has few rules of
behavior and fewer lines of authority. Common
sense doesnt hold here, and uncommon sense
hasnt yet emerged. David Weinberger, Small
Pieces Loosely Joined
46
A Big Electronics Show Is All About Connections
headline, New York Times/ 01.13.2003/ Consumer
Electronics Show gt COMDEX
47
Dawn Meyerreicks, CTO of the Defense
Intelligence Systems Agency, made one of the most
fateful military calls of the 21st century. After
9/11 her office quickly leased all the
available transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective.In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
48
The New Infantry Battalion/New York
Times/12.01.2002Pentagons Urgent Search for
Speed. 270 soldiers (1/3rd normal complement)
140 robotic off-road armored trucks. Every
soldier is a sensor. Revolutionary
capabilities. Find-to-hit 45 minutes to 15
minutes in just one year.
49
5. The PSF SolutionThe Professional Service
Firm Model.
50
So what will be the Basic Building Block of the
New Org?
51
Every job done in W.C.W. is also done outside
for profit!
52
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
53
Model PSF
54
(1) Translate ALL departmental
activities into discrete W.W.P.F.
Products.(2) 100 go on the Web.(3)
Non-awesome are outsourced (75??).(4)
Remaining Centers of Excellence are
retained leveraged to the hilt!
55
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)
56
6. The Heart of the Value Added Revolution PSFs
Unbound/ The Solutions Imperative.
57
Base Case The Sameness Trap
58
While everything may be better, it is also
increasingly the same.Paul Goldberger on
retail, The Sameness of Things, The New York
Times
59
When McDonalds first started exporting its
formula of quality, cleanliness and service, it
was something of a novelty. These days, quality,
cleanliness and service are a givenand people
are becoming more interested in what they are
eating. FT/12.21.2002
60
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
61
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, Unique now or never
62
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
63
The Big Day!
64
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
65
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
66
Gerstners IBM Systems Integrator of choice.
Global Services 35B. Pledge/99 Business
Partner Charter. 72 strategic partners, aim for
200. Drop many in-house programs/products.
(BW/12.01).
67
You are headed for commodity hell if you dont
have services.Lou Gerstner on IBMs coming
revolution (1997)
68
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
69
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
70
Keep In Mind Customer Satisfaction versus
Customer Success
71
E.g. UTC/Otis Carrier boxes to integrated
building systems
72
Leased AC Units of Coolth
73
No longer are we only an insurance provider.
Today, we also offer our customers the products
and services that help them achieve their dreams,
whether its financial security, buying a car,
paying for home repairs, or even taking a dream
vacation.Martin Feinstein, CEO, Farmers Group
74
Core Logic (1) 108X5 to 8X1/ eLiza/ 100sf.
(2) Dept. to PSF/ WWPF. (3) V.A. via PSFs
Unbound/ Solutions/ Customer Success.
75
7. The Solutions25.NO MORE SILOS. NO
MORE STOVEPIPES. (DAMN IT.)
76
1. Its the (OUR!) organization,
stupid!2. Friction free! 3. No STOVEPIPES!4.
Stovepiping is a F.O.Firing Offense.5. ALL on
the web! (ALL ALL.)6. Open access!6. Project
Managers rule! (E.g. Control the purse
strings and evals.)7. VALUE-ADDED RULES!
(Services Rule.) (Experiences Rule.) (Brand
Rules.)8. SOLUTIONS RULE! (We sell SOLUTIONS.
Period. We sell PRODUCTIVITY
PROFITABILITY. Period.)9. Solutions Our
culture. 10. Partner with B.I.C.
(Best-In-Class). Period.
77
12. All functions contribute equallyIS, HR,
Finance, Purchasing, Engineering,
Logistics, Sales, Etc.13. Project Management can
come from any function.14. WE ARE ALL IN SALES.
PERIOD.15. We all invest in wiring the
customer organization.16. WE ALL LIVE THE
BRAND. (Brand Solutions. That MAKE
MONEY FOR OUR CUSTOMER- PARTNER.)17. We
use the word PARTNER until we all want to
barf!18. We NEVER BLAME other parts of our
organization for screw-ups.19. WE AIM TO
REINVENT THIS INDUSTRY!20. We hate the word-idea
COMMODITY.
78
21. We believe in High tech, High touch.22. We
are DREAMERS.23. We deliver . (PROFITS.)
(CUSTOMER SUCCESS.)24. If we play the SOLUTIONS
GAME brilliantly, no one can touch us!25.
Our TEAM needs 100 I.C.s (Imaginative
Contributors). This is the ULTIMATE All Hands
affair!
79
KEY WORDS Partners with our Customers in
creating Memorable, Value-added Solutions/
Successes/ Experiences. WHICH REQUIRES Total
Enterprise Responsiveness beyond functional
walls.
80
8. A World of Scintillating/ Awesome/
Experiences.
81
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
82
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
83
Guinness as a brand is all about community. Its
about bringing people together and sharing
stories.Ralph Ardill, Imagination, in re
Guinness Storehouse
84
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
85
The Experience LadderExperiences
ServicesGoods Raw Materials
86
9. Experiences Embracing the Dream Business.
87
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
88
The marketing of Dreams (Dreamketing)Dreamketing
Touching the clients dreams.Dreamketing The
art of telling stories and entertaining.Dreamketi
ng Promote the dream, not the product.Dreamketin
g Build the brand around the main
dream.Dreamketing Build the buzz, the hype,
the cult.Source Gian Luigi Longinotti-Buitoni
89
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.
90
10. It all adds up to THE BRAND.
91
The Heart of Branding
92
WHO ARE WE?
93
WHATS OUR STORY?
94
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
95
Apple opposes, IBM solves, Nike exhorts, Virgin
enlightens, Sony dreams, Benetton protests.
Brands are not nouns but verbs.Source
Jean-Marie Dru, Disruption
96
HAVE MBAs KILLED OFF MARKETING? Prof Rajeev
Batra says What these times call for is more
creative and breakthrough reengineering of
product and service benefits, but we dont train
people to think like that. The way marketing is
taught across business schools is far too
analytical and data-driven. Weve taken away the
emphasis on creativity and big ideas that
characterize real marketing breakthroughs. In
India there is an added problem most senior
marketing jobs have been traditionally dominated
by MBAs. Santosh Desai, vice president, McCann
Erickson, an MBA himself, believes in India
engineer-MBAs, armed with this Lego-like
approach, tend to reduce marketing into neat
components. This reductionist thinking runs
counter to the idea that great brands must have a
core, unifying idea. Businessworld/India/04Nov2
002/Why Is Marketing Not Working?
97
11. Toward Work that Matters The WOW Project.
98
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
99
Measures
  • WOW!
  • Beauty!
  • Raving Fans!
  • Impact!

100
Legacy!
101
CEO Assignment2002 (Bermuda) Please leap
forward to 2007, 2012, or 2022, and write a
business history of Bermuda. What will have been
said about your company during your tenure?
102
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
103
12. WOW Projects for the Powerless A Surefire
Recipe.
104
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
105
Worlds Biggest Waste Selling Up
106
THE IDEA Model F4 Find a Fellow Freak Faraway
107
F2F!/K2K!/1_at_T/R.F!A.Freak to
Freak/ Kook to Kook/ One at a Time/
Ready.Fire!Aim.
108
BOTTOM LINEThe Enemy!
109
Joe J. Jones 1942 2002 HE WOULD HAVE
DONE SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
110
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
111
13. Bringing WOW Work to FruitionThe
Sales25.
112
The Sales25 Great Salespeople 1.
Know the product. (Find cool mentors, and use
them.)2. Know the company.3. Know the customer.
(Including the customers consultants.) (And
especially the corporate culture.)4. Love
internal politics at home and abroad.5.
Religiously respect competitors. (No badmouthing,
no matter how provoked.)6. Wire the customers
org. (Relationships at all levels
functions.)7. Wire the home teams org. and
vendors orgs. (INVEST Big Time time in
relationships at all levels functions.) (Take
junior people in all functions to client
meetings.)
113
Great Salespeople 8.
Never overpromise. (Even if it costs you your
job.) 9. Sell only by solving problems-creating
profitable opportunities. (Our product solves
these problems, creates these unimagined
INCREDIBLE opportunities, and will make you a ton
of moneyheres exactly how.) (IS THIS A
PRODUCT SALE OR A WOW-ORIGINAL SOLUTION YOULL
BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE
WRITTEN UP IN THE TRADE PRESS?)10. Will involve
anybodyincluding mortal enemiesif it enhances
the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.11. Know the Brand Story cold live
the Brand Story. (If not, leave.)
114
Great Salespeople 12.
Think Turnkey. (Its always your problem!)13.
Act as orchestra conductor You are responsible
for making the whole-damn-network respond.
(PERIOD.)14. Help the customer get to know the
vendors organization build up their
Rolodex.15. Walk away from bad business. (Even
if it gets you fired.)16. Understand the idea of
a good loss. (A bold effort thats sometimes
better than a lousy win.)17. Think those who
regularly say Its all a price issue suffer
from rampant immaturity shrunken
imagination.18. Will not give away the store to
get a foot in the door. 19. Are wary
respectful of upstartsthe real enemy.20. Seek
several cool customerswholl drag you into
Tomorrowland.
115
Great Salespeople
21. Use the word partnership obsessively,
even though it is way overused. (Partnership
includes folks at all levels throughout the
supply chain.)22. Send thank you notes by the
truckload. (NOT E-NOTES.) (Most are for little
things.) (50 of those notes are sent to those
in our company!) Remember birthdays. Use the word
we. 23. When you look across the table at the
customer, think religiously to yourself HOW CAN
I MAKE THIS DUDE RICH FAMOUS GET HIM-HER
PROMOTED? 24. Great salespeople can
affirmatively respond to the query in an HP
banner ad HAVE YOU CHANGED CIVILIZATION
TODAY?25. Keep your bloody PowerPoint slides
simple!
116
14. Re-inventing the Individual Brand You/ Me
Inc. (Or Else.)
117
If there is nothing very special about your
work, no matter how hard you apply yourself, you
wont get noticed, and that increasingly means
you wont get paid much either.Michael
Goldhaber, Wired
118
What strategic motto will dominate this
transition from nation-state to market-state? If
the slogan that animated the liberal,
parliamentary nation-states was make the world
safe for democracy, what will the forthcoming
motto be? Perhaps making the world available,
which is to say creating new worlds of choice and
protecting the autonomy of persons to choose.
Philip Bobbitt, The Shield of Achilles War,
Peace, and the Course of History
119
better material welfare vs. maximize the
opportunity of its people Philip Bobbitt, The
Shield of Achilles War, Peace, and the Course of
History
120
My ancestors were printers in Amsterdam from
1510 or so until 1750, and during that entire
time they didnt have to learn anything
new.Peter Drucker, Business 2.0 (08.22.00)
121
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker,Business 2.0
(22August2000)
122
26.3
123
3 Weeks in MayTraining Prep 187Work
41(Other 17)
124
1 vs. 367
125
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
126
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.
127
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Stan Davis Christopher
Meyer, futureWEALTH
128
Edward Jones Training Machine146
hours/employee/yearNew hires 4X avg.3.8 of
payroll 1, The 100 Best Companies To Work
For/Fortune/01.2003
129
15. Boss Job One The Talent Obsession.
130
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
131
Brand Talent.Duh.
132
The Talent Ten
133
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
134
Model 25/8/53 Sports Franchise GM
135
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
136
Visibly energetic/ Passionate/ Enthusiastic
about everything.Engaging/ Inspires
others. (Inspires the interviewer!)Loves
messes pressure. Impatient/ Action fanatic.A
finisher.Exhibits Fat WOW Project Portfolio.
(Loves to talk about her
work.)Smart.Curious/ Eclectic interests/ A
little (or more) weird.Well-developed sense of
humor/ Fun to be around. No. 1 re
bosses Exceptional talent selection
development record. (Former co-workers
Did you visibly grow while working with
X? / How has the department/team grown
on a world-class scale during Xs tenure?)
137
2. GreatnessOnly The Best!
138
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
139
3. PerformanceUp or out!
140
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
141
4. PayFork Over!
142
Top performing companies are two to four times
more likely than the rest to pay what it takes to
prevent losing top performers.Ed Michaels,
War for Talent (05.17.00)
143
5. Youth Grovel Before the Young!
144
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist 12/2000
145
6. DiversityMess Rules!
146
Where do good new ideas come from? Thats
simple! From differences. Creativity comes from
unlikely juxtapositions. The best way to maximize
differences is to mix ages, cultures and
disciplines.Nicholas Negroponte
147
7. WomenBorn to Lead!
148
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
149
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
150
Opportunity!
  • U.S.
    G.B. E.U. Ja.
  • M.Mgt. 41 29 18
    6
  • T.Mgt. 4 3 2
    lt1
  • Peak Partic. Age 45 22 27
    19
  • Coll. Stud. 52 50 48 26
  • Source Judy Rosener, Americas Competitive
    Secret

151
Norwegian Law Boards must have at least 40
women.
152
8. WeirdThe Cracked Ones Let in the Light!
153
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and
rebels.David Ogilvy
154
9. OpportunityMake It an Adventure!
155
H.R. to H.E.D. ???Human
Enablement Department
156
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and
  • thus be in charge of his or her own career.
  • Tim Hall et al., The New Protean Career
    Contract

157
10. Leading GeniusWe are all unique!
158
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
159
48 Players 48 Projects 48 different success
measures.
160
MantraM3Talent Brand
161
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
162
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
163
16. Brand Talent Addressing the Education
Fiasco
164
At the ultimate stage, competition among nations
will be competition among educational systems,
for the most productive and richest countries
will be those with the best education and
training.Richard Rosecrance, The Rise of the
Virtual State
165
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!
166
How many artists are there in the room? Would
you please raise your hands. FIRST GRADE En
masse the children leapt from their seats, arms
waving. Every child was an artist. SECOND GRADE
About half the kids raised their hands, shoulder
high, no higher. The hands were still. THIRD
GRADE At best, 10 kids out of 30 would raise a
hand, tentatively, self-consciously. By the time
I reached SIXTH GRADE, no more than one or two
kids raised their hands, and then ever so
slightly, betraying a fear of being identified by
the group as a closet artist. The point is
Every school I visited was participating in the
suppression of creative genius.Gordon
MacKenzie, Orbiting the Giant Hairball A
Corporate Fools Guide to Surviving with Grace
167
17. THINK WEIRD the HVA/ High Value Added
Bedrock.
168
THINK WEIRD The High Standard Deviation
Enterprise.
169
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
170
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
171
W.I.W?20 of 267 of top 10
172
PG Declining domestic sales in 20 of 26
categories 7 of top 10 categories. (The
billion-dollar problem.)Source Advertising
Age 01.21.2002/BofA Securities
173
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
174
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
175
Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
176
Top-performing Companies Extremely contentious
boards that regard dissent as an obligation and
that treat no subject as undiscussable Jeffrey
Sonnenfeld, Yale School of Management
177
WE BECOME WHO WE HANG OUT WITH!
178
Big Idea/sV.C. GMPortfolioRoster
179
18. Trends Women Roar.
180
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (home projects)
80Consumer Electronics 51 Cars 60
(90)All consumer purchases 83 Bank Account
89Health Care 80
181
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
182
Carol Gilligan/ In a Different VoiceMen Get
away from authority, familyWomen ConnectMen
Self-orientedWomen Other-orientedMen
RightsWomen Responsibilities
183
FemaleThink/ PopcornMen and women dont think
the same way, dont communicate the same way,
dont buy for the same reasons.He simply
wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
184
Men seem like loose cannons. Men always move
faster through a stores aisles. Men spend less
time looking. They usually dont like asking
where things are. Youll see a man move
impatiently through a store to the section he
wants, pick something up, and then, almost
abruptly hes ready to buy. For a man, ignoring
the price tag is almost a sign of
virility.Paco Underhill, Why We Buy (Buy
this book!)
185
Women's View of Male SalespeopleTechnically
knowledgeable assertive get to the point
pushy condescending insensitive to womens
needs.Source Judith Tingley, How to Sell to
the Opposite Sex (Martha Barletta, Marketing to
Women)
186
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
187
It is obvious to a woman when another woman is
upset, while a man generally has to physically
witness tears or a temper tantrum or be slapped
in the face before he even has a clue that
anything is going on. Like most female mammals,
women are equipped with far more finely tuned
sensory skills than men. Barbara Allan
Pease, Why Men Dont Listen Women Cant Read
Maps
188
Resting State 30, 90 A woman knows her
childrens friends, hopes, dreams, romances,
secret fears, what they are thinking, how they
are feeling. Men are vaguely aware of some short
people also living in the house.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
189
As a hunter, a man needed vision that would
allow him to zero in on targets in the distance
whereas a woman needed eyes to allow a wide arc
of vision so that she could monitor any predators
sneaking up on the nest. This is why modern men
can find their way effortlessly to a distant pub,
but can never find things in fridges, cupboards
or drawers.Barbara Allan Pease, Why Men
Dont Listen Women Cant Read Maps
190
Female hearing advantage contributes
significantly to what is called womens
intuition and is one of the reasons why a woman
can read between the lines of what people say.
Men, however, shouldnt despair. They are
excellent at imitating animal sounds.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
191
SensesVision Men, focused Women,
peripheral.Hearing Womens discomfort level I/2
mens.Smell Women gtgt Men.Touch Most sensitive
man lt Least sensitive women.Source Martha
Barletta, Marketing to Women
192
Initiate PurchaseMen Study facts
features.Women Ask lots of people for
input.Source Martha Barletta, Marketing to
Women
193
Editorial/Men Tables, rankings.Editorial/Women
Narratives that cohere.TP/Furniture Tech
Specs vs. Soul. Redwood (UK)High Point
furniture mart (04.2002)
194
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
195
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
196
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
197
Women dont buy brands. They join
them.EVEolution
198
Customer is King 4,440Customer is Queen
29Source Steve Farber/Google search/04.2002
199
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.4. Women buy lotsa stuff.5. WOMEN BUY
A-L-L THE STUFF.6. Womens Market Opportunity
No. 1.7. Men are (STILL) in charge.8. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.9.
Womens Market Opportunity No. 1.10. NO BULL!
200
19. The Passion Imperative The Leadership50
201
The Basic Premise.
202
1. Leadership Is a Mutual Discovery Process.
203
I dont know.
204
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
205
The Leadership Types.
206
2. Great Leaders on Snorting Steeds Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
207
25/8/53(Damn it!)
208
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
209
A leader is a dealer in hope.Napoleon
(TPs writing room pics)
210
4. Find the Businesspeople! (Type III
Leadership)
211
I.P.M. (Inspired Profit Mechanic)
212
5. All Organizations Need the Golden Leadership
Triangle.
213
The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
214
6. Leadership Mantra 1 IT ALL DEPENDS!
215
Renaissance Men are a snare, a myth, a delusion!
216
7. The Leader Is Rarely/Never the Best Performer.
217
33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP, 26 games.
Sparky Anderson1 season.
218
The Leadership Dance.
219
8. Leaders SHOW UP!
220
P.S. Mark McCormack 5,000 miles for a 5 min.
meeting!
221
9. Leaders LOVE the MESS!
222
Im not comfortable unless Im
uncomfortable.Jay Chiat
223
If things seem under control, youre just not
going fast enough.Mario Andretti
224
10. Leaders DO!
225
The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
226
11. Leaders Re-do.
227
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard.Seth Godin, Zooming
228
12. BUT Leaders Know When to Wait.
229
Tex Schramm The too hard box!
230
13. Leaders Are Optimists.
231
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
232
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
233
14. Leaders DELIVER!
234
Leaders dont want to win. Leaders need to
win.49
235
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
236
15. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
237
The Gus Imperative!
238
16. Leaders FOCUS!
239
To Dont List
240
17. Leaders Set CLEAR DESIGN SPECS.
241
Danger S.I.O. (Strategic Initiative Overload)
242
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
243
18. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
244
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
245
Its Relationships, Stupid.
246
19. Leaders Trust in TRUST!
247
Credibility!
248
If It Aint Broke Break It.
249
20. Leaders FORGET!/Leaders DESTROY!
250
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
251
21. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

252
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
253
22. Leaders HONOR THE USURPERS.
254
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision
255
23. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
256
Fail faster. Succeed sooner.David Kelley/IDEO
257
24. Leaders Make BIG MISTAKES!
258
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
259
Create.
260
25. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
261
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
262
26. Leaders Pursue DRAMATIC DIFFERENCE!
263
1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion)2ND Law REAL REASON TO
BELIEVE (Stand Deliver!)3RD Law DRAMATIC
DIFFERENCE (Execs Dont Get It intent to
purchase 100 unique 0 to 5)Source
Jump Start Your Business Brain, Doug Hall
264
27. Leaders Push Their Organizations W-a-y Up the
Value-added/ Intellectual Capital Chain
265
Gerstners IBM Systems Integrator of choice.
Global Services 35B. Pledge/99 Business
Partner Charter. 72 strategic partners, aim for
200. Drop many in-house programs/products.
(BW/12.01).
266
28. Leaders LOVE the New Technology!
267
100 square feet
268
29. Needed? Type IV Leadership Technology
Dreamer-True Believer
269
The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
270
Talent.
271
30. When It Comes to TALENT Leaders Always
Swing for the Fences!
272
Talent!Tina Brown The first thing to do is to
hire enough talent that a critical mass of
excitement starts to grow.Source
Business2.0/12.2002-01.2003
273
31. Leaders Manage Their EVP/Internal Brand
Promise.
274
MantraM3Talent Brand
275
Passion.
276
32. Leaders Expose Their PASSION!
277
G.H. Create a cause, not a business.
278
33. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
279
BZ I am a Dispenser of Enthusiasm!
280
34. Leaders Are in a Hurry
281
The Urgency Factor LEADERS have a distorted
sense of time. (E.g. Rummy thinks he asked
months ago it was the day before yesterday.)
282
35. Leaders Focus on the SOFT STUFF!
283
Soft Is Hard- ISOE
284
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for
Change. Otherwise, why bother? Just read
Dilbert. TPs final words CYNICISM SUCKS.
285
The Job of Leading.
286
36. Leaders Know Its ALL SALES ALL THE TIME.
287
TP If you dont LOVE SALES find another life.
(Dont pretend youre a leader.) (See TPs
The Project50.)
288
37. Leaders LOVE POLITICS.
289
TP If you dont LOVE POLITICS find another
life. (Dont pretend youre a leader.)
290
38. But Leaders Also Break a Lot of China
291
If youre not pissing people off, youre not
making a difference!
292
39. Leaders Give RESPECT!
293
  • 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

294
40. Leaders Say Thank You.
295
The two most powerful things in existence a
kind word and a thoughtful gesture.Ken
Langone, CEO, Invemed Associates from Ronna
Lichtenberg, Its Not Business, Its Personal
296
41. Leaders Are Curious.
297
TP/08.2001 The Three Most Important Letters
WHY?
298
42. Leadership Is a Performance.
299
It is necessary for the President to be the
nations No. 1 actor.FDR
300
43. Leaders Are The Brand
301
The BRAND lives (OR DIES) in the minutiae of
the leaders moment-to-moment actions.
302
You must be the change you wish to see in the
world. Gandhi
303
44. Leaders Have a GREAT STORY!
304
Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
305
Introspection.
306
45. Leaders Enjoy Leading.
307
Warren, I know you want to be president. But
do you want to do president?
308
46. Leaders KNOW THEMSELVES.
309
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they
are comfortable with their own skin. (Leaders
who are not comfortable with themselves become
petty control freaks.)
310
47. But Leaders have MENTORS.
311
The Gospel According to TP Upon having the
Leadership Mantle placed upon thine head, thou
shalt never hear the unvarnished truth again!
(Therefore, thy needs one faithful compatriot to
lay it on with no jelly.)
312
48. Leaders Take Breaks.
313
Breath deep!
314
The End Game.
315
49. Leaders ???
316
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES
317
50. Leaders Know WHEN TO LEAVE!
318
Thank You!
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