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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! Norfolk/09.18.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!Norfolk/09.18.2001
2
There will be more confusion in the business
world in the next decade than in any decade in
history. And the current pace of change will only
accelerate.Steve Case
3
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
4
Most of our predictions are based on very linear
thinking. Thats why they will most likely be
wrong.Vinod Khosla, in GIGATRENDS, Wired
04.01
5
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil, talk
april2001
6
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 are in 87
F100 the 18 F100 survivors underperformed the
market by 20 just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
7
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
8
We are in a brawl with no rules.Paul Allaire
9
S.A.V.
10
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!)
11
StructurePart I The OrganizationPart II The
MarketPart III The Leader
12
Forces _at_ Work IThe Destruction Imperative!
13
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)
14
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
15
The New Ge WayDYB.com
16
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
17
The OrganizationBasic Premise A White Collar
Revolution
18
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
19
The Pincer 5Destructive entrepreneurs/ Global
CompetitionWhite Collar RobotsTHE INTERNET!
E.g. GM Ford DaimlerChryslerGlobal
Outsourcing E.g. India, MexicoSpeed!!
20
A bureaucrat is an expensive microchip.Dan
Sullivan, consultant and executive coach
21
Automation75 of what we do 40 expert
decision rules!
22
IBMs Project eLiza!
23
The OrganizationWork The Professional Service
Firm Model
24
So what will be the Basic Building Block of the
New Org?
25
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
26
The OrganizationThe Heart of the Value Creation
Revolution PSF Unbound!
27
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
28
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
29
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
30
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
31
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
32
GEs New Six Sigma ApproachOld view Out of
service 9 days. 4 days are transport, which is
client responsibility.New view ALL 9 DAYS ARE
OUR RESPONSIBILITY! Why? 9 days Clients
World.Source Steve Kerr, VP, GE
33
The primary strategic mission for CEOJeffrey
Immelt is to hasten GEs transformation from a
low-margin manufacturer to a more lucrative
services company that sells solutions as much as
stuff.Newsweek/09.10.2001 (Welch raised share
of services revenue from 15 to 70)
34
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves
represent.ecompany.com/06.01 (E.g., UPS
Logistics manages the logistics of 4.5M Ford
vehicles, from 21 mfg. Sites to 6,000 NA dealers)
35
SpringsCollections.Flexible sourcing.Packaging
.Merchandising.Promotion.Design.Systems
Site mgt. Turnkey.
36
The OrganizationBrand You Distinct or
Extinct
37
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
38
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
39
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
40
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)
41
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)
42
Invent. Reinvent. Repeat.Source HP banner ad
43
The OrganizationRedefining the Work Itself The
WOW Project
44
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
45
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
per Harriet Rubin in The Princessa)
46
The OrganizationBrand ActionGetting Started
a Personal Perspective
47
The following slide begins the Boss-Free
Implementation of Stuff That Matters Section.
The slides in this section are heavily
annotated.Use Normal or Notes Page View to
access the notes.
48
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
49
Worlds Biggest Waste Selling Up
50
THE IDEA Model F4 Find a Fellow Freak Faraway
51
Heart of the MatterF2F!/K2K!/1_at_T/R.F!A.Fre
ak to Freak/Kook to Kook/One at a Time/
Ready.Fire!Aim.
52
THE NUGGETDo Something. Do Anything.Get
Going.Now.
53
Opportunity ALWAYS Knocks VFCJ
StrategyVolunteer For Crappy Jobs
54
Is It The Oh-Hell-I-Wish-It-Were-Over
Memorial Day picnicor The First Annual
Seriously Kewl Celebration of Our Incredible
Staff
55
Is It Wrestle the damn Safety Manual into line
with the ridiculous new OSHA Regs?Or A
stealth opportunity to address the War for Talent
via a thoroughgoing review of how safety and
environmental issues contribute to making this a
Great Place to Work?
56
Reframers RulesRule 1 Never accept an
assignment as given! (Please.)Rule 2 Youre
never so powerful as when you are
powerless!Rule 3 Every small project
contains the entire enterprise DNA!
57
THE SOFT STUFF Passion!
58
Message to scientists It AINT about the
science. Its NEVER about the science. Its
ALWAYS about the PASSION for the IDEA.
59
I wonder
60
Will one of you be awoken some December
morning in Stockholm by candle-carryingkids?
61
BOTTOM LINEThe Enemy!
62
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
63
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
64
Sales2001
65
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.)
66
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.)
67
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.
68
Great Salespeople
21. Use the word partnership obsessively,
even though it is way overused. (Partnership
includes folks at all levels throughout the
supply chain.)22. Send thank you notes by the
truckload. (NOT E-NOTES.) (Most are for little
things.) (50 of those notes are sent to those
in our company!) Remember birthdays. Use the word
we. 23. When you look across the table at the
customer, think religiously to yourself HOW CAN
I MAKE THIS DUDE RICH FAMOUS GET HIM-HER
PROMOTED? 24. Great salespeople in great
technology companies can affirmatively respond to
the query in an HP banner ad HAVE YOU CHANGED
CIVILIZATION TODAY?25. Keep your bloody
PowerPoint slides simple!
69
The OrganizationTalent The Great War for Talent
70
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
71
The Talent Ten
72
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
73
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent (05.17.00)
74
Model 24/7 Sports Franchise GM
75
2. GreatnessOnly The Best!
76
Home Depot 7 new growth initiatives (20B to
100B in 5-7 years)Arthur Blank BEST PERSON IN
THE WORLD TO HEAD EACH INITIATIVEE.g. COO of
IKEA to head international expansionEd
Michaels, War for Talent (05.17.00)
77
3. PerformanceUp or out!
78
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years.Ed
Michaels, War for Talent (05.17.00)
79
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
80
4. PayFork Over!
81
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)
82
What gets measured gets done. What gets paid
for gets done more. What gets paid a lot for
gets done a lot more.
83
5. Youth Grovel Before the Young!
84
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
85
6. DiversityMess Rules!
86
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and the
Competitive Edge
87
7. WomenBorn to Lead!
88
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
89
The New Economy Shout goodbye to command and
control!Shout goodbye to hierarchy!Shout
goodbye to knowing ones place!
90
Womens Stuff New Economy MatchImprov
skillsRelationship-centricLess rank
consciousnessSelf determinedTrust sensitive
IntuitiveNatural empowerment freaks less
threatened by strong peopleIntrinsic
motivation gt Extrinsic
91
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
92
Investors are looking more and more for a
relationship with their financial advisers. They
want someone they can trust, someone who listens.
In my experience, in general, women may be better
at these relationship-building skills than are
men.Hardwick Simmons, CEO, Prudential
Securities
93
Boys are trained in a way that will make them
irrelevant.Phil Slater
94
8. WeirdThe Cracked Ones Let in the Light!
95
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
96
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
97
Would Craig Venter (Luciano Benetton) come to
work for us?
98
9. OpportunityMake It an Adventure!
99
  • 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

100
H.R. to H.E.D. ???Human
Enablement Department
101
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!
102
10. Leading GeniusWe are all unique!
103
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
104
48 Players 48 Projects 48 different success
measures
105
Why Dont Most Biz Mgrs. Think This
Way?Coaching is winning players over. Phil
JacksonNot planning, implementing, clear
communication, getting the org chart right.
106
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
107
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
108
HR Folks YOU not marketing - OWN THE
BRAND PROMISE!(If you wish.)
109
The OrganizationBrand Talent The Education
Fiasco
110
Losing the War to Bismarck
111
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!
112
How many artists are there in the room? Would
you please raise your hands. FIRST GRADE En mass
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 was participating in the
suppression of creative genius.Gordon
MacKenzie, Orbiting the Giant Hairball A
Corporate Fools Guide to Surviving with Grace
113
Our education system is a second-rate,
factory-style organization, pumping out obsolete
information in obsolete ways. Schools are
simply not connected to the future of the kids
theyre responsible for.Alvin Toffler,
Business 2.0 (09.00)
114
The main crisis in school today is
irrelevance.Daniel Pink, Free Agent Nation
115
An Unnatural Way to Learn
116
Every time I pass a jailhouse or school, I feel
sorry for the people inside.Jimmy Breslin,
07.11.2001, on summer school in NYC If they
havent learned in the winter, what are they
going to remember from days when they should be
swimming?
117
Schools Kafka-like rituals enforce sensory
deprivation on classes of children held in
featureless rooms sort children into rigid
categories by the use of fantastic measures such
as age-grading, or standardized test scores
train children to drop whatever they are occupied
with and to move as a body from to room at the
sound of a bell, buzzer, horn, or klaxon keep
children under constant surveillance, depriving
them of private time and space John Taylor
Gatto, A Different Kind of Teacher
118
Kafka-like rituals (cont.) assign children
numbers constantly, feigning the ability to
discriminate qualities quantitatively insist
that every moment of time be filled with
low-level abstractions forbid children their
own discoveries, pretending to possess some vital
secret to which children must surrender their
active learning time to acquire.John Taylor
Gatto, A Different Kind of Teacher
119
Doing Stuff that Matters!
120
Education, at best, is ecstatic. At its best,
its most unfettered, the moment of learning is a
moment of delight. This essential and obvious
truth is demonstrated for us every day by the
baby and the preschool child. When joy is
absent, the effectiveness of the learning
process falls and falls until the human being is
operating hesitantly, grudgingly,
fearfully.George Leonard, Education and
Ecstasy 1968
121
Per George Miller Children as informavores,
who eat up new Knowledge.Frank Smith, Insult
to Intelligence
122
The Learners ManifestoThe brain is always
learning.Learning does not require
coercion.Learning must be meaningful.Learning
is incidental.Learning is collaborative.The
consequences of worthwhile learning are
obvious.Learning always involves
feelings.Learning must be free of risk.Frank
Smith, Insult to Intelligence
123
U.C. Ed Dean Walter Karp From the first grade
to the twelfth, from one coast to the other,
instruction in Americas classrooms is almost
entirely dogmatic. Answers are right and
answers are wrong, but mostly answers are
short.Frank Smith, Insult to Intelligence
124
Questions, questions, questions. They disturb.
They provoke. They exhilarate. They intimidate.
They make you feel a little bit like youve at
least temporarily lost your marbles. So much so
that at times Im positive that the ground is
shaking and shifting under our feet. Welcome to
Socrates Café.Christopher Phillips, Socrates
Cafe
125
Most important 3 letters Why?
126
The Horror We get it all wrong. We know how to
do it right!
127
The OrganizationReprise THINK WEIRD The High
Standard Deviation Enterprise
128
Saviors-in-WaitingDisgruntled CustomersFringe
CompetitorsRogue EmployeesEdge SuppliersWayne
Burkan, Wide Angle Vision Beat the Competition
by Focusing on Fringe Competitors, Lost
Customers, and Rogue Employees
129
Tomorrows Organizations Itinerant Potential
Machines
130
TALENT POOL TO DIE FOR. Youthful. Insanely
energetic. Value creativity. Risk taking is
routine. Failing is normal if youre
stretching. Want to make their bones in the
revolution. Love the new technologies. Well
rewarded. Dont plan to be around 10 years from
now.
131
TALENT POOL PLUS. Seek out and work with
worlds best as needed (its often needed). We
aim to change the world, and we need gifted
colleagueswho well may not be on our payroll.
132
BRASSY-BUT-GROUNDED-LEADERSHIP. Say I dont
knowand then unleash the TALENT. Have a vision
to be DRAMATICALLY DIFFERENTbut dont expect the
co. to be around forever. Will scrap pet
projects, and change course 180 degreesand take
a big write-off in the process. NO REGRETS FROM
SCREW-UPS WHOSE TIME HAS NOT-YET-COME. GREAT
REGRETS AT TIME WASTED ON ME TOO PRODUCTS
AND PROJECTS.
133
BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)
Visionary leaders matched by leaders with
shrewd business sense HOW DO WE TURN A PROFIT
ON THIS GORGEOUS IDEA? Appreciate market
creation as much as or more than market share
growth. ARE INSANELY AWARE THAT MARKET LEADERS
ARE ALWAYS IN PRECARIOUS POSITIONS, AND THAT
MARKET SHARE WILL NOT PROTECT US, IN TODAYS
VOLATILE WORLD, FROM THE NEXT KILLER IDEA AND
KILLER ENTREPRENEUR. (Gates. Ellison. Venter.
McNealy. Walton. Skilling. Case. Etc.)
134
ALLIANCE MANIACS. Dont assume that the best
resides within. WORK WITH A SHIFTING ARRAY OF
STATE-OF-THE-ART PARTNERS FROM ONE END OF THE
SUPPLY CHAIN TO THE OTHER. Including vendors
and consultants and especially PIONEERING
CUSTOMERSwho will pull us into the future.
135
TECHNOLOGY-NETWORK FANATICS. Run the
whole-damn-company, and relations with all
outsiders, on the Internet at Internet speed.
Reluctant to work with those who dont share
this (radical) vision.
136
POTENTIAL MACHINES-ORGANISMS. Dont know whats
coming next. But are ready to jump at
opportunities, especially those that
challenge-overturn our own way of doing things.
137
StructurePart I The OrganizationPart II The
MarketPart III The Leader
138
Forces _at_ Work IIThe Sameness Trap
139
Quality Not Enough!While everything may be
better, it is also increasingly the same.Paul
Goldberger on retail, The Sameness of Things,
The New York Times
140
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, working in similar jobs,
coming up with similar ideas, producing similar
things, with similar prices and similar
quality.Kjell Nordstrom and Jonas
Ridderstrale, Funky Business
141
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, A Unique Moment
142
The Market/ISStrategy 1AUse E-Commerce to
Re-invent Everything!
143
Dells OptiPlex FacilityBig Job 6 to 8
hours.(20,000 per day)Parts Inventory 2
hours, 100 square feet. (Overall, 5 days vs. 50
to 90 days target is 2.5 days)
144
Cisco!90 of 20B (50M/day)Annual savings
in service and support from customer
self-management 550M
145
Secret Cisco Community!C.Sat e gtgt C.Sat
HCustomer Engineer Chat Rooms/Collaborative
Design (1B free consulting) (45,000 customer
problems a week solved via customer collaboration)
146
Welcome to D.I.Y. Nation Changes in business
processes will emphasize self service. Your costs
as a business go down and perceived service
goes up because customers are conducting it
themselves. Ray Lane, Oracle
147
Anne Busquet/ American ExpressNot Age of
the InternetIs Age of Customer Control
148
The Age of the Never Satisfied
CustomerRegis McKenna
149
One cannot be tentative about this. Excuses like
channel conflict or marketing and sales arent
ready cannot be allowed. Delay and you risk
being cut out of your own market, perhaps not by
traditional competitors but by companies you
never heard of 24 months ago.Jack Welch
07.00/Forbes.com
150
WebWorld Everything Web as a way to run your
business 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
151
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
152
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
153
The Market/ISStrategy 1BHealthcare et al.
Embracing ane-Led Age of Self-Determination
154
The Web enables total transparency. People with
access to relevant information are beginning to
challenge any type of authority. The stupid,
loyal and humble customer, employee, patient or
citizen is dead.Kjell Nordstrom and Jonas
Ridderstrale, Funky Business
155
Parents, doctors, stockbrokers, even military
leaders are starting to lose the authority they
once had. There are all these roles premised on
access to privileged information. What we are
witnessing is a collapse of that advantage,
prestige and authority.Michael Lewis, next
156
Impact 1(?) Healthcare
157
HealthCare2001Consumerism X Demographics X
IS/Internet X Info Consolidators X Genetics
Devices YIKES!
158
1. Consumerism (Patient-centric Healthcare)
159
A seismic shift is underway in healthcare. The
Internet is delivering vast knowledge and new
choices to consumersraising their expectations
and, in many cases, handing them the controls.
Healthcare consumers are driving radical,
fundamental change.Deloitte Research, Winning
the Loyalty of the eHealth Consumer
160
We expect consumers to move into a position of
dominance in the early years of the new
century.Dean Coddington, Elizabeth Fischer,
Keith Moore Richard Clarke, Beyond Managed Care
161
Consumer ImperativesChoiceControl (Self-care,
Self-management)Shared Medical
Decision-makingCustomer ServiceInformationBrand
ingSource Institute for the Future
162
No one currently owns the eHealth Consumer.
Its an open playing field.Deloitte Research,
Winning the Loyalty of the eHealth Consumer
163
2. Demographics The BOOMERS Reach 55!
164
Boomer WorldFrom jogging to plastic surgery,
from vegetarian diets to Viagra, they are
fighting to preserve their youth and defy the
effects of gravity.M.W.C. Howgill, Healthcare
Consumerism, the Information Revolution and
Branding
165
Message Boomer (1) There are l-o-t-s of us.
(2) We have the . (3) Were/Im in
charge! (4) Well take no guff from from
anyone. (5) We know the emperor has no
clothes.
166
3. The IS/Web REVOLUTION
167
Were in the Internet age, and the average
patient cant email their doctor.Donald
Berwick, Harvard Med School
168
Without being disrespectful, I consider the U.S.
healthcare delivery system the largest cottage
industry in the world. There are virtually no
performance measurements and no standards. Trying
to measure performance is the next revolution
in healthcare.Richard Huber, former CEO, Aetna
169
A healthcare delivery system characterized by
idiosyncratic and often ill-informed judgments
must be restructured according to evidence-based
medical practice.Demanding Medical Excellence
Doctors and Accountability in the Information
Age, Michael Millenson
170
As unsettling as the prevalence of inappropriate
care is the enormous amount of what can only be
called ignorant care. A surprising 85 of
everyday medical treatments have never been
scientifically validated. For instance, when
family practitioners in Washington were queried
about treating a simple urinary tract infection,
82 physicians came up with an extraordinary 137
strategies.Demanding Medical Excellence
Doctors and Accountability in the Information
Age, Michael Millenson
171
CDC 1998 90,000 killed and 2,000,000 injured
from nosocomial hospital-caused drug errors
infections
172
In health care, geography is destiny.Dartmouth
Medical School 1996 report, from Demanding
Medical Excellence Doctors and Accountability in
the Information Age, Michael Millenson
173
Practice variation is not caused by bad or
ignorant doctors. Rather, it is a natural
consequence of a system that systematically
tracks neither its processes nor its outcomes,
preferring to presume that good facilities, good
intentions and good training lead automatically
to good results. Providers remain more
comfortable with the habits of a guild, where
each craftsman trusts his fellows, than with the
demands of the information age.Michael
Millenson, Demanding Medical Excellence
174
4. The Consolidators Fat or Thin?
175
Virtual health care webs force providers to
focus on their areas of excellence and to invest
in areas where they can generate a sustainable
competitive advantage.Healthcare.com Rx for
Reform, David Friend, Watson Wyatt Worldwide
176
WebMD (or heirs assigns)
177
5. Genetics Devices
178
Recognizing that a single misspelled gene means
the difference between being poisoned and being
cured was the first victory for the new science
of pharmacogenetics.Newsweek (06.25.01)
179
Pharmacogenomics could fundamentally change the
nature of drug discovery and marketing, rendering
obsolete the pharmaceutical industrys practice
of spending vast amounts of time and money to
craft a single medicine with mass-market
appeal.The Industry Standard (05.28.01)
180
Imagine the day that your surgeon performs your
heart bypass sitting at a computer thousands of
miles from the operating table. That day may come
sooner than you think.Newsweek (06.25.01)
181
There is no question in my mind that the future
of heart surgery is in robotics.Dr. Robert
Michler, OSU Med Center, upon the FDAs approval
of robotic partial-bypass surgery
182
Message Summary (1) An unparalleled time for
imagination and bold action. (2) A time of
unprecedented opportunities. (3) A time of
unprecedented risk.
183
Golden Age of Patient-centric, Genetics-driven
Healthcare Looms! Current status 1.3T. 70M
uninsured. 90K killed and 2M injured p.a. in
hospitals. 85 treatments unproven. Cure depends
on locale in which treated. 50 prescriptions
not work. 2X docs. 2X hospitals. IS primitive.
Accountability measurement nil. And everybodys
mad and feels powerless docs, patients, nurses,
insurers, employers, hospital administrators and
staff.
184
The Market/DemographicsStrategy 2AWomen Rule!
185
?????????Home Furnishings 94Vacations
92Houses 91Consumer Electronics 51 Cars
60 (90)All consumer purchases 83 Bank
Account 89Health Care 80
186
????80
187
Riding Lawnmowers
188
2/3rds working women/50 working wives gt
5080 checks61 bills53 stock (mutual fund
boom)43 gt 500K95 financial decisions/ 29
single handed
189
4.8T gt Japan9M/27.5M/3.6T gt Germany
190
New golfers 37Basketball 13.5M1 in 27
(70) 1 in 3 (96)
191
1874?
192
1874 Jock Strap1977 Jogbra1977 ...
25K1996 42M
193
Yeow!1970 12002 50
194
OPPORTUNITY NO. 1!
195
Carol Gilligan/ In a Different VoiceMen Get
away from authority, familyWomen ConnectMen
Self-orientedWomen Other-orientedMen
RightsWomen Responsibilities
196
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.
197
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!)
198
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
199
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
200
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
201
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings.Judy Rosener, Americas
Competitive Secret
202
I only really understand myself, what Im
really thinking and feeling, when Ive talked it
over with my circle of female friends. When days
go by without that connection, I feel like a
radio playing in an empty room.Anna Quindlen
203
What If What if ExxonMobil or Shell dipped
into their credit card database to help commuting
women interview and make a choice of car pool
partners?What if American Express made a
concerted effort to connect up female
empty-nesters through on-line and off-line
programs, geared to help women re-enter the
workforce with todays skills?EVEolution
204
Women dont buy brands. They join them.Faith
Popcorn, EVEolution
205
Not!!Year of the Woman
206
Enterprise Reinvention!RecruitingHiring/Rewardi
ng/PromotingStructure ProcessesMeasurementStra
tegyCulture VisionLeadershipTHE BRAND ITSELF!
207
Honey, are you sure you have the kind of money
it takes to be looking at a car like this?
208
27 March 2000 email to TP from Shelley Rae
Norbeck I make 1/3rd more money than my
husband does. I have as much financial pull in
the relationship as he does. Id say this is also
true of most of my women friends. Someone should
wake up, smell the coffee and kiss our asses long
enough to sell us something! We have money to
spend and nobody wants it!
209
STATEMENT OF PHILOSOPHY I am a businessperson.
An analyst. A pragmatist. The enormous social
good of increased womens power is clear to me
but it is not my bailiwick. My game is
haranguing business leaders about my fact-based
conviction that womens increasing power
leadership skills and purchasing power is the
strongest and most dynamic force at work in the
American economy today. Dare I say it as a
long-time Palo Altan THIS IS EVEN BIGGER THAN
THE INTERNET!Tom Peters
210
Ad from Furniture /Today (04.01)MEET WITH THE
EXPERTS! How Retailings Most Successful Stay
that WayPresenting Experts M 16F
??(272?)
211
0
212
The Market/DemographicsStrategy 2BWelcome to
Old World!
213
Age Power will rule the 21st century, and we
are woefully unprepared.Ken Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
214
Subject Marketers StupidityIts 18-44,
stupid!
215
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
216
2000-2010 Stats18-44 -155 21(55-64
47)
217
NOT ACTING THEIR AGE As Baby Boomers Zoom into
Retirement, Will America Ever Be the
Same?USNWR Cover/06.01
218
Member Growth 1987 199718 34 2635
49 6350 118Source IHRSA
219
Aging/ElderlyIm in charge!
220
507T wealth (70)/2T annual income50 all
discretionary spending79 own homes/40M credit
card users41 new cars/48 luxury610B
healthcare spending/74 prescription drugs5 of
advertising targetsKen Dychtwald, Age Power
How the 21st Century Will Be Ruled by the New Old
221
Brand OutsideStrategy 2CWelcome to Green
World!
222
And 3 GREEN????? 50 to 36 Protect
Environment gt Economic Growth.58 to 34
Protect Plants Animals gt Preserve Private
Property Rights.
223
E.g. Genetically Altered FoodWould eat M,
71 F, 50Give to children M, 59 F,
37Pay more for non-altered M, 35 F,
47Source www.pulse.org USA Today
224
No Target MarketingYes Target Innovation
Target Delivery Systems
225
The Market/The Experience FactorStrategy
3ADesign Matters!
226
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace.Norio
Ohga
227
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation.Steve Jobs
228
Design is WHAT WHY I LOVE. LOVE.
229
I LOVE my ZYLISS Garlic Peeler!
230
Design is WHY I GET MAD. MAD.
231
Wanted THE DESIGNER OF MY RADIO SHACK PHONE.
Major Reward!
232
Design is never neutral.
233
Hypothesis DESIGN is the principal difference
between love and hate!
234
THE BASE CASE I am a design fanatic.
Personally, though not artistic, Im a
cool-stuff guy. I love what I love and I hate
what I hate. Openly. But it goes much
further, far beyond the personal. Design has
become a professional obsession. I SIMPLY
BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL
REASON FOR EMOTIONAL ATTACHMENT or detachment
RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE.
Design, as I see it, is arguably the 1
determinant of whether a product-service-experienc
e stands out or doesnt. Furthermore, its one
of those things that damn few companies put
consistently on the front burner.
235
MessageServices are Not Intangible!You
give off hundreds of design cues daily!YOU
ARE A DESIGNER!
236
First Steps Beauty Contest!
  • Select one form/document invoice, air bill, sick
    leave policy, customer returns-claim form
  • Rate the selected doc on a scale of 1 to 10 1
    Bureaucratica Obscuranta/ Sucks 10 Work of
    Art on three dimensions Beauty, Grace, Clarity
  • Re-invent!
  • Repeat, with a new selection, every 15 working
    days.

237
The Market/The Experience FactorStrategy
3BIts the Experience!
238
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
239
The Starbucks Fix Is on We have
identified a third place. And I really believe
that sets us apart. The third place is that place
thats not work or home. Its the place our
customers come for refuge.Nancy Orsolini,
District Manager
240
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
241
The Experience LadderExperiences
ServicesGoods Raw Materials
242
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
243
Message Experience is the Last
80Experience applies to all work!
244
The Market/The Experience FactorStrategy
3CBRAND POWER!
245
WHO ARE YOU these days ?TP to Client
246
Most companies tend to equate branding with the
companys marketing. Design a new marketing
campaign and, voila, youre on course. They are
wrong. The task is much bigger. It is about
fulfilling our potential not about a new logo,
no matter how clever. WHAT IS MY MISSION IN
LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW
DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE
WORLD IS ACTUALLY UNIQUE? The brand has to give
of itself, the company has to give of itself, the
management has to give of itself. To put it
bluntly, it is a matter of whether or not you
want to be UNIQUE NOW.Jesper Kunde, A
Unique Moment
247
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
248
Scott Bedbury/ Nike, StarbucksA Great Brand
taps into emotions. Emotions drive most, if not
all, of our decisions. A brand reaches out with
a powerful connecting experience. Its an
emotional connecting point that transcends the
product.A Great Brand is a story thats never
completely told. A brand is a metaphorical story
that connects with something very deep - a
fundamental appreciation of mythology. Stories
create the emotional context people need to
locate themselves in a larger experience.
249
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, A Unique Moment on the
excellence of Nokia, Nike, Lego, Virgin et al.
250
Brand Promise Exercise (1) Who Are WE?
(poem/novella/song, then 25 words.) (2) List
three ways in which we are UNIQUE to our
Clients. (3) Who are THEY (competitors)? (ID, 25
words.) (4) List 3 distinct us/them
differences. (5) Try results on your
teammates. (6) Try em on a friendly Client. (7)
Big Enchilada Try em on a skeptical Client!
251
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 See the next
slide.)Source Jump Start Your Business Brain,
Doug Hall
252
2 QuestionsHow likely are you to purchase this
new product or service? (95 to 100 weighting
by execs)How unique is this new product or
service? (0 to 5)No exceptions in 20 years
Doug Hall, Jump Start Your Business Brain
253
StructurePart I The OrganizationPart II The
MarketPart III The Leader
254
The Leadership50Leading in Totally Screwed Up
Times
255
1. Leadership Is a Mutual Discovery Process.
256
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!
257
I dont know.
258
2. Great Leaders on Snorting Steeds Are Important
but Great Managers (Type I Leadership) are the
Bedrock of Organizations that Perform Over the
Long Haul.
259
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
260
4. Find the Businesspeople! (Type III
Leadership)
261
I.P.M. (Inspired Profit Maniac)
262
4A. The Golden Leadership Triangle.
263
The Golden Leadership Triangle (1)
Creator-Inventor-Visionary (2) Talent Fanatic
(3) Inspired Profit Mechanic.
264
Project Team Golden Triangle(1)
Champion-Maniac. (2) Implementer-Pol. (3)
Schedule Budgets Fanatic.
265
5. Leadership Mantra 1 IT ALL DEPENDS!
266
Renaissance Men are a snare, a myth, a delusion!
267
6. The Leader Is Rarely/Never the Best Performer.
268
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.
269
7. Leaders LOVE the MESS!
270
7A. Leaders Groove on AMBIGUITY!
271
Most of our predictions are based on very linear
thinking. Thats why they will most likely be
wrong.Vinod Khosla, in GIGATRENDS, Wired
04.01
272
8. Leaders DO!
273
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!)
274
8A. Leaders Re-do.
275
Sony Electronics has a well-earned reputation
for persistence. The companys first entry into a
new field often isnt very good. But, as it has
shown in laptops, Sony will keep trying until it
gets it right.Business Week (5/01)
276
8B. Leaders Are PLAYFUL.
277
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.Micha
el Schrage, Serious Play
278
Axiom Never trust a boss with no toys in
his/her office!
279
9. Leaders DELIVER!
280
Leaders dont want to win. Leaders need to
win.49
281
10. Leaders FOCUS!
282
To Dont List
283
11. Leaders Win Through LOGISTICS!
284
The Gus Imperative!
285
12. Leaders Know POWERLESS IS COOL!
286
Heart of the MatterF2F!/K2K!/
1_at_T/R.F.A.Freak to Freak/Kook to Kook/One
at a Time/ Ready.Fire!Aim.
287
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
288
13. Leaders Understand the Ultimate Power of
RELATIONSHIPS.
289
13A. Leaders Say Thank You.
290
The deepest human need is the need to be
appreciated.William James
291
14. Leaders Wire the Joint!
292
Winners wire. Losers are slaves to rank.
293
15. Leadership Is Improv!
294
16. Leaders Trust in TRUST!
295
Credibility!
296
16A. Leaders Dont Scapegoat.
297
17. Leaders Are Natural EMPOWERMENT FREAKS!
298
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
on almost every measureTitle, Special Report,
Business Week, 11.20.00
299
18. Leaders FORGET!/Leaders DESTROY!
300
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
301
19. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.
Lifes a Bitch
302
Damned If You Do, Damned If You Dont, Just
Plain DamnedSubtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
303
20. Leaders HONOR THE USURPERS in Their
Organizations!
304
Saviors-in-WaitingDisgruntled CustomersFringe
CompetitorsRogue EmployeesEdge SuppliersWayne
Burkan, Wide Angle Vision Beat the Competition
by Focusing on Fringe Competitors, Lost
Customers, and Rogue Employees
305
21. Leaders HANG OUT WITH FREAKS!
306
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
307
22. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
308
Fail faster. Succeed sooner.David Kelley/IDEO
309
22A. Leaders Make BIG MISTAKES!
310
22B. Leaders Honor Mistakes Create Blame-free
Cultures.
311
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
312
23. Leaders Set DESIGN SPECS.
313
Richards rules! (Innovative, high quality,
affordable, cheeky)
314
24. Leaders Know When to CHALLENGE (BURN) Design
Specs!
315
The chump-to-champ-to-chump cycle used to be
three generations. Now its about five
years.Bill McGowan
316
24A. Leaders Love to CREATE NEW MARKETS.
Leaders Know that THERES MORE TO LIFE THAN LINE
EXTENSIONS.
317
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

318
25. Leaders Dont Create Followers THEY CREATE
LEADERS!
319
Brand You, Big Time!I AM AN ARMY OF ONE
320
26. When It Comes to TALENT Leaders Always
Swing fore the Fences!
321
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent (05.17.00)
322
27. Leaders Win Followers Over
323
WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
324
PJ Coaching is winning players over.
325
28. Leaders have MENTORS.
326
29. Leaders LOVE RAINBOWS for Pragmatic Re
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