1. Re-imagine’s Requisites: The Leadership11 Tom Peters/12.04.2003

2. Slides at … tompeters.com

3. It is the foremost task—and responsibility— of our generation to re-imagine our enterprises, private and public. —from the Foreword, Re-imagine

4. “Uncertainty is the only thing to be sure of
“Uncertainty is the only thing to be sure of.” –Anthony Muh, head of investment in Asia, Citigroup Asset Management “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff, U. S. Army

5. “How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation, discovery and competition? Do we value stability and control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of experimentation? Do we crave predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel, The Future and Its Enemies

6. The Leadership11 1. Talent Management 2. Metabolic Management 3
The Leadership Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management

7. The Leadership11 Talent Management

8. In an age of value-added through imagination, creativity and intellectual capital … the leader’s Job One is the recruitment, development and retention of awesome talent.

9. Brand = Talent.

10. “When land was the scarce resource, nations battled over it
“When land was the scarce resource, nations battled over it. The same is happening now for talented people.” Stan Davis & Christopher Meyer, futureWEALTH

11. Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute

12. “The Creative Class derives its identity from its members’ roles as purveyors of creativity. Because creativity is the driving force of economic growth, in terms of influence the Creative Class has become the dominant class in society.” —Richard Florida, The Rise of the Creative Class (38M, 30%)

13. 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/

14. “The leaders of Great Groups love talent and know where to find it
“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

15. PARC’s Bob Taylor: “Connoisseur of Talent”

16. T.A.: 3

17. Model 25/8/53 Sports Franchise GM

18. “In most companies, the Talent Review Process is a farce
“In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.”—Ed Michaels

19. From “1, 2 or you’re out” [JW] to … “Best Talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent

20. “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 ( )

21. DD$21M

22. “Where do good new ideas come from. That’s simple. From differences
“Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.” Nicholas Negroponte

23. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, BusinessWeek,

24. Women’s 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, America’s Competitive Secret: Women Managers

25. The Cracked Ones Let in the Light “Our 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

26. thus be in charge of his or her own career.”
“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”

27. Leaders-Teachers Do Not “Transform People”
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, mostly—caveat: “they” don’t engage unless they’re “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 existed—and 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!

28. Quests!

29. What’s your company’s … EVP
What’s your company’s … EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

30. EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward Source: Ed Michaels et al., The War for Talent

31. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

32. Talent’s “Big Two” Rules GREAT Finance Dept
Talent’s “Big Two” Rules GREAT Finance Dept. = GREAT Football Team DIFFERENCES Among Cello Players = DIFFERENCES Among Hotel GMs

33. The Top 5 “Revelations” Better talent wins
The Top 5 “Revelations” Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on people’s dreams – they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent

34. Talent’s Rules 1. Talent = 25/8/53 2
Talent’s Rules 1. Talent = 25/8/ Some people are better than other people. Some people are a helluva lot better than other people 3. Think “Roster” 4. Think “V.C.” 5. Talent = Brand 6. Talent is what leaders do.

35. Talent Department

36. People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc.

37. I AM A TALENT FANATIC. I STACK UP WITH THE BEST FOOTBALL COACHES
I AM A TALENT FANATIC. I STACK UP WITH THE BEST FOOTBALL COACHES. OUR TALENT IS ON QUESTS TO RE-IMAGINE TOMORROW. THE TALENT I RECRUIT AND DEVELOP IS MY PREMIER LEGACY! (Scale of 1 to 10.)

38. The Leadership11 Metabolic Management

39. The “metabolism” of enterprise-competition-invention has speeded up remarkably. It is the leader’s mission to increase—and manage—the Metabolic Rate of her or his organization.

40. “How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation, discovery and competition? Do we value stability and control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of experimentation? Do we crave predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel, The Future and Its Enemies

41. “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

42. “If things seem under control, you’re just not going fast enough
“If things seem under control, you’re just not going fast enough.” Mario Andretti

43. “I’m not comfortable unless I’m uncomfortable.” —Jay Chiat

44. “The mechanical speed of combat vehicles has not increased since Rommel’s day, so the difference is all in the operational speed, faster communications and faster decisions.” —Edward Luttwak, on the unprecedented pace of the move toward Baghdad

45. Eric’s Army Flat. Fast. Agile. Adaptable. Light … But Lethal
Eric’s Army Flat. Fast. Agile. Adaptable. Light … But Lethal. Talent/ “I Am an Army of One.” Info-intense. Network-centric.

46. “Float like a butterfly. Sting like a bee.” —Ali

47. <1000A.D.: paradigm shift: 1000s of years 1000: 100 years for paradigm shift 1800s: > prior 900 years 1900s: 1st 20 years > 1800s 2000: 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

48. “We are in a brawl with no rules.” Paul Allaire

49. S.A.V.

50. “Strategy meetings held once or twice a year” to “Strategy meetings needed several times a week.”
Source: New York Times on Meg Whitman/eBay

51. Rate of Leaving F : 4X Source: The Company, John Micklethwait & Adrian Wooldridge ( : One-half biggest 100 disappear)

52. “Far from being a source of comfort, bigness became a code for inflexibility.” —John Micklethwait & Adrian Wooldridge, The Company

53. “Active mutators in placid times tend to die off
“Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against.” Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors

54. 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

55. “The secret of fast progress is inefficiency, fast and furious and numerous failures.” Kevin Kelly

56. The Kotler Doctrine: 1965-1980: R. A. F. (Ready. Aim. Fire
The Kotler Doctrine: : R.A.F. (Ready.Aim.Fire.) : R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

57. “We have a ‘strategic’ plan. It’s called doing things
“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher

58. “If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.” Seth Godin, Zooming

59. “The lesson is the importance of relentless readjustment
“The lesson is the importance of relentless readjustment. At Microsoft they never get it right, but they’re constantly, relentlessly adjusting. And somehow, through constant readjustment practice over time, they gradually weave their way to the right place.” —George Colony, Forrester Research

60. Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” Michael Schrage

61. Think about It!? Innovation = Reaction to the Prototype Michael Schrage
Call this … The Big DUH. You can’t get turned on by something … until … there is … SOMETHING TO GET TURNED ON BY. In Schrage-speak, the Reaction To The Prototype … IS THE INNOVATION.
Tom-speak: YOU AIN’T DONE NOTHIN’ ’TIL YOU’VE DONE … SOMETHIN’!

62. “If it works, it’s obsolete.” —Marshall McLuhan

63. Audie Murphy was the most decorated soldier in WW2
Audie Murphy was the most decorated soldier in WW2. He won every medal we had to offer, plus 5 presented by Belgium and France. There was one common medal he never won …

64. … the Good Conduct medal.

65. Herman Melville on JPJ: “intrepid, unprincipled, reckless, predatory, with boundless ambition, civilized in externals but a savage at heart.” —from Evan Thomas, John Paul Jones: Sailor, Hero, Father of the American Navy

66. Boyd

67. OODA Loop/Boyd Cycle “Unraveling the competition”/ Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ “So quick it is disconcerting” (adversary over-reacts or under-reacts)/ “Winners used tactics that caused the enemy to unravel before the fight” (NEVER HEAD TO HEAD) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

68. “Fast Transients” “Buttonhook turn” (YF16: “could flick from one maneuver to another faster than any aircraft”) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

69. “Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.”/ “Arrange the mind of the enemy.”—T.E. Lawrence/ “Float like a butterfly, sting like a bee.”—Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

70. “Maneuverists” BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

71. Read It Closely: “We don’t sell insurance anymore. We sell speed
Read It Closely: “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

72. The New Infantry Battalion/ New York Times/12. 01
The New Infantry Battalion/ New York Times/ “Pentagon’s 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.

73. WE ARE ON A PERMANENT HIGH. WE LIVE ON SPEED
WE ARE ON A PERMANENT HIGH. WE LIVE ON SPEED. WE TACK AND JIBE ON A NANOSECOND’S NOTICE. RECRIMINATION IS MINIMAL. ACTION RULES. I AM PROACTIVE AROUND THE CAUSE OF URGENCY. (Scale of 1 to 10.)

74. The Leadership11 Technology Management

75. The Internet and other associated technologies are changing … everything. The leader must take direct charge of the full-bore implementation of the new technologies. The wise leader is his own CIO.

76. “E-commerce is happening the way all the hype said it would
“E-commerce is happening the way all the hype said it would. Internet deployment is happening. Broadband is happening. Everything we ever said about the Internet is happening. And it is very, very early. We can’t even glimpse IT’s potential in changing the way people work and live.” —Andy Grove (BusinessWeek/August 2003)

77. 100 square feet

78. “Our entire facility is digital. No paper, no film, no medical records
“Our entire facility is digital. No paper, no film, no medical records. Nothing. And it’s all integrated—from the lab to X-ray to records to physician order entry. Patients don’t have to wait for anything. The information from the physician’s office is in registration and vice versa. The referring physician is immediately sent an telling him his patient has shown up. … It’s wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer that’s pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the network. They can review a chart from 100 miles away.” —David Veillette, CEO, Indiana Heart Hospital (HealthLeaders/ )

79. “Dawn Meyerreicks, CTO of the Defense Information 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 military’s 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/“Broadband’s New Killer App”/Business 2.0/ OCT2002

80. “Supply Chain” 2000: “When Joe Employee at Company X launches his browser, he’s taken to Company X’s personalized home page. He can interact with the entire scope of Company X’s world – customers, other employees, distributors, suppliers, manufacturers, consultants. The browser – that is, the portal – resembles a My Yahoo for Company X and hooks into every network associated with Company X. The real trick is that Joe Employee, business partners and customers don’t have to be in the office. They can log on from a cell phone, Palm Pilot, pager or home office system.” Red Herring ( )

81. “Hyperlinks subvert hierarchy!” The Cluetrain Manifesto

82. [ Words to Live By … “Hierarchy is an organization with its face toward the CEO and its ass toward the customer.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business]

83. WebWorld = Everything Web as a way to run your business’s innards Web as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry Web/B2B as ultimate wake-up call to “commodity producers” Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer data Web as an Encompassing Way of Life Web = Everything (P.D. to after-sales) Web forces you to focus on what you do best Web as entrée, at any size, to World’s Best at Everything as next door neighbor

84. “Ebusiness is about rebuilding the organization from the ground up
“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

85. “There’s no use trying,” said Alice
“There’s no use trying,” said Alice. “One can’t believe impossible things.” “I daresay you haven’t had much practice,” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.” Lewis Carroll

86. I’net … … allows you to dream dreams you could never have dreamed before!

87. “Suppose—just suppose—that the Web is a new world we’re just beginning to inhabit. We’re like the earlier European settlers in the United States, living on the edge of the forest. We don’t know what’s there and we don’t 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 doesn’t hold here, and uncommon sense hasn’t yet emerged.” David Weinberger, Small Pieces Loosely Joined

88. Case: CRM

89. Amen! “The Age of the Never Satisfied Customer” Regis McKenna

90. “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

91. “CRM has, almost universally, failed to live up to expectations
“CRM has, almost universally, failed to live up to expectations.” Butler Group (UK)

92. No! No! No! FT: “The aim [of CRM] is to make customers feel as they did in the pre-electronic age when service was more personal.”

93. CGE&Y (Paul Cole): “Pleasant Transaction” vs. “Systemic Opportunity
CGE&Y (Paul Cole): “Pleasant Transaction” vs. “Systemic Opportunity.” “Better job of what we do today” vs. “Re-think overall enterprise strategy.”

94. Here We Go Again: Except It’s Real This Time. Bank online: 24. 3M (10
Here We Go Again: Except It’s Real This Time! Bank online: 24.3M ( ); 2X Y Wells Fargo: 1/3rd; 3.3M; 50% lower attrition rate; 50% higher growth in balances than off-line; more likely to cross-purchase; “happier and stay with the bank much longer.” Source: The Wall Street Journal/

95. TECHNOLOGY CHANGES EVERYTHING. I AM A TRUE BELIEVER
TECHNOLOGY CHANGES EVERYTHING. I AM A TRUE BELIEVER. NOW IS THE MOMENT FOR INSANELY BOLD INVESTMENT AND TOTAL CORPORATE RE-IMAGINATION. (Scale of 1 to 10.)

96. The Leadership11 Barrier Management

97. The “corporate metabolism” cannot be speeded up and the new technologies cannot be fully exploited unless all barriers to X-functional communication (throughout the entire supply and demand chain) are destroyed. The leader must lead—get directly involved in the minutiae of this STRATEGIC task.

98. “IT MAY SOMEDAY BE SAID THAT THE 21ST CENTURY BEGAN ON SEPTEMBER 11, … “Al-Qaeda represents a new and profoundly dangerous kind of organization—one that might be called a ‘virtual state.’ On September 11 a virtual state proved that modern societies are vulnerable as never before.”—Time/

99. “The deadliest strength of America’s new adversaries is their very fluidity, Defense Secretary Donald Rumsfeld believes. Terrorist networks, unburdened by fixed borders, headquarters or conventional forces, are free to study the way this nation responds to threats and adapt themselves to prepare for what Mr. Rumsfeld is certain will be another attack. … “ ‘Business as usual won’t do it,’ he said. His answer is to develop swifter, more lethal ways to fight. ‘Big institutions aren’t swift on their feet in adapting but rather ponderous and clumsy and slow.’ ”—The New York Times/

100. From: Weapon v. Weapon To: Org structure v. Org structure

101. “Our military structure today is essentially one developed and designed by Napoleon.” Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

102. “The organizations we created have become tyrants
“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.

103. “In an era when terrorists use satellite phones and encrypted , US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that don’t talk to each other.” Boston Globe ( )

104. “Dawn Meyerreicks, CTO of the Defense Information 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 military’s 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/“Broadband’s New Killer App”/Business 2.0/ OCT2002

105. “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

106. Message: eCommerce is not a technology play
Message: eCommerce is not a technology play! It is a relationship, partnership, organizational and communications play, made possible by new technologies.

107. Message: There is no such thing as an effective B2B or Internet-supply chain strategy in a low-trust, bottlenecked-communication, six-layer organization.

108. “Ebusiness is about rebuilding the organization from the ground up
“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

109. 1. It’s the (OUR. ) organization, stupid. 2. Friction free. 3
1. It’s 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.

110. “Once devised in Riyadh, the tasking order took hours to get to the Navy’s six aircraft carriers—because the Navy had failed years earlier to procure the proper communications gear that would have connected the Navy with its Air Force counterparts. … To compensate for the lack of communications capability, the Navy was forced to fly a daily cargo mission from the Persian Gulf and Red Sea to Riyadh in order to pick up a computer printout of the air mission tasking order, then fly back to the carriers, run photocopy machines at full tilt, and distribute the documents to the air wing squadrons that were planning the next strike.” –Bill Owens, Lifting the Fog of War

111. 12. All functions contribute equally—IS, 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.”

112. 21. We believe in “High tech, High touch. ” 22. We are DREAMERS. 23
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!

113. KEY WORDS: Partners with our Customers in creating Memorable, Value-added Solutions/ Successes/ Experiences. WHICH REQUIRES: Total Enterprise Responsiveness … beyond functional walls.

114. BARRIERS MUST GO. PERIOD
BARRIERS MUST GO. PERIOD. I AM INTIMATELY INVOLVED WITH THE GRUBBY DETAILS OF TOTAL PROCESS RE-DESIGN. WE WILL NOT PARTNER WITH THOSE THAT DON’T “GET IT.” (Scale of 1 t0 10.)

115. The Leadership11 Forgetful Management

116. The new competitive realities demand that we turn our backs on the ones who brung us. Every leader needs a FORMAL “forgetting strategy.”

117. “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

118. “Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.” Kevin Kelly, New Rules for the New Economy

119. Cortez!

120. Leaders “dump the ones who brung ’em” —Nokia, HP, 3M, PerkinElmer, Corning, etc.

121. 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 S&P 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

122. “It’s just a fact: Survivors underperform.” —Dick Foster

123. Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” Dee Hock

124. Success Kills! “The more successful a company, the flatter its forgetting curve.” — Gary Hamel and C.K. Prahalad

125. “FORGET IT” IS MY MISSION AND MANTRA
“FORGET IT” IS MY MISSION AND MANTRA. WE MUST SEVER MANY/MOST OF OUR TIES TO THE PAST … AND IMAGINE COMPLETELY NEW WORLDS. EVERYONE KNOWS THAT “FORGETTING” IS MY PASSION. (Scale of 1 to 10.)

126. The Leadership11 Metaphysical Management

127. A brand new value proposition is emerging
A brand new value proposition is emerging. We are moving toward more and more ethereal “products” and “services.” The leader must oversee this process—become the Metaphysician-in-Chief.

128. “While everything may be better, it is also increasingly the same
“While everything may be better, it is also increasingly the same.” Paul Goldberger on retail, “The Sameness of Things,” The New York Times

129. “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

130. “Companies have defined so much ‘best practice’ that they are now more or less identical.” Jesper Kunde, Unique Now ... or Never

131. Gerstner’s IBM: Systems Integrator of choice. Global Services: $35B
Gerstner’s 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).

132. “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)

133. “Experiences are as distinct from services as services are from goods
“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

134. “Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ” Source: Jean-Marie Dru, Disruption

135. “The [Starbucks] Fix” Is on … “We have identified a ‘third place
“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 that’s not work or home. It’s the place our customers come for refuge.” Nancy Orsolini, District Manager

136. Experience: “Rebel Lifestyle
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

137. WHAT CAN BROWN DO FOR YOU?

138. The “Experience Ladder” Experiences Services Goods Raw Materials

139. Bob Lutz: “I see us as being in the art business
Bob Lutz: “I see us as being in the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation.” Source: NYT

140. It’s All About EXPERIENCES: “Trapper” to “Wildlife Damage-control Professional” Trapper: <$20 per beaver pelt. WDCP: $150/“problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay. Source: WSJ/

141. Moving Companies WSJ/ : “In Texas, They’ll fill your empty fridge with brie and wine. An outfit in New York promises quick high-speed Internet hookup. And when Allied Van Lines finishes unloading your couch, they’ll have a feng shui expert figure out the right spot. …”

142. DREAM: “A dream is a complete moment in the life of a client
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

143. “No longer are we only an insurance provider
“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 it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.” —Martin Feinstein, CEO, Farmers Group

144. The marketing of Dreams (Dreamketing) Dreamketing: Touching the clients’ dreams. Dreamketing: The art of telling stories and entertaining. Dreamketing: Promote the dream, not the product. Dreamketing: Build the brand around the main dream. Dreamketing: Build the “buzz,” the “hype,” the “cult.” Source: Gian Luigi Longinotti-Buitoni

145. (Revised) Experience Ladder Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials

146. HORCHOW.COM Furniture. Accessories. Dreams.

147. And Tomorrow … “Fifteen years ago companies competed on price
And Tomorrow … “Fifteen years ago companies competed on price. Now it’s quality. Tomorrow it’s design.” Robert Hayes

148. 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

149. “Design is treated like a religion at BMW.” Fortune

150. “We don’t have a good language to talk about this kind of thing
“We don’t have a good language to talk about this kind of thing. In most people’s 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

151. “The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. … The Dream Society is emerging this very instant—the shape of the future is visible today. Right now is the time for decisions—before the major portion of consumer purchases are made for emotional, nonmaterialistic reasons. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services.” —Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business

152. “We found that the pace of development from one societal type to another is accelerating. The agricultural society originated 10,000 years ago, the industrial society between 200 and 100 years ago, the information-based society 20 years ago.” —Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

153. “In Denmark, eggs from free-range hens have conquered over 50 percent of the market. Consumers do not want hens to live their lives in small, confining cages. They are willing to pay 15 percent to 20 percent more for the story about animal ethics. This is classic Dream Society logic. Both kind of eggs are similar in quality, but consumers prefer eggs with the better story. After we debated the issue and stockpiled 50 other examples, the conclusion became evident: Stories and tales speak directly to the heart rather than the brain. After a century where society was marked by science and rationalism, the stories and values are returning to the scene.” —Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

154. “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.]

155. New Market Realities Selling Dreams: How to Make Any Product Irresistible, Gian Luigi Longinotti-Buitoni The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business, Rolf Jensen Trading Up: The New American Luxury, Michael Silverstein & Neil Fiske

156. I FULLY COMPREHEND THAT THE “BASIC VALUE PREMISE” IS SHIFTING … DRAMATICALLY AND RAPIDLY. I AM WHOLLY COMMITTED TO BECOMING “MASTER METAPHYSICIAN.” (Scale of 1 to 10.)

157. The Leadership11 Opportunity Management

158. The two biggest (by far) “trends” are ignored—or at least not treated as Strategic Priority One—by most. Women! Boomers & Geezers! Why? (And … what does the leader plan to do about it?)

159. Women & the Marketspace.

160. ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (“home projects”) … 80% Consumer Electronics … 51% Cars … 60% (90%) All consumer purchases … 83% Bank Account … 89% Health Care … 80%

161. 2/3rds working women/ 50+% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500K 95% financial decisions/ 29% single handed

162. 1970-1998 Men’s median income: +0
Men’s median income: +0.6% Women’s median income: + 63% Source: Martha Barletta, Marketing to Women

163. $5+T > Japan 10M/28M/$3.6T > Germany

164. Yeow! … 1% 2002 … 50%

165. 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED
91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

166. Carol Gilligan/ In a Different Voice Men: Get away from authority, family Women: Connect Men: Self-oriented Women: Other-oriented Men: Rights Women: Responsibilities

167. FemaleThink/ Popcorn “Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons.” “He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections.”

168. “Men seem like loose cannons
“Men seem like loose cannons. Men always move faster through a store’s aisles. Men spend less time looking. They usually don’t like asking where things are. You’ll see a man move impatiently through a store to the section he wants, pick something up, and then, almost abruptly he’s ready to buy. For a man, ignoring the price tag is almost a sign of virility.” Paco Underhill, Why We Buy* (*Buy this book!)

169. Not a Morality Play “It is critical that we all understand that IBM is not marketing to women entrepreneurs because it is the thing to do, or even the right thing to do. We’re marketing to women entrepreneurs because it is a huge opportunity.” — Cherie Piebes

170. Women's View of Male Salespeople Technically knowledgeable; assertive; get to the point; pushy; condescending; insensitive to women’s needs. Source: Judith Tingley, How to Sell to the Opposite Sex (Martha Barletta, Marketing to Women)

171. Read This: Barbara & Allan Pease’s Why Men Don’t Listen & Women Can’t Read Maps

172. “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 Don’t Listen & Women Can’t Read Maps

173. “Resting” State: 30%, 90%: “A woman knows her children’s 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 Don’t Listen & Women Can’t Read Maps

174. “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 Don’t Listen & Women Can’t Read Maps

175. “Female hearing advantage contributes significantly to what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldn’t despair. They are excellent at imitating animal sounds.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

176. Senses Vision: Men, focused; Women, peripheral
Senses Vision: Men, focused; Women, peripheral. Hearing: Women’s discomfort level I/2 men’s. Smell: Women >> Men. Touch: Most sensitive man < Least sensitive women. Source: Martha Barletta, Marketing to Women

177. “When a woman is upset, she talks emotionally to her friends; but an upset man rebuilds a motor or fixes a leaking tap.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

178. “Women are more comfortable talking or thinking about people and relationships, while men prefer to contemplate things.” —research reported in the New York Times ( )

179. Editorial/Men: Tables, rankings
Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* *Redwood (UK)

180. “Where the Girls Are: They’re Online, Solving Puzzles and Making Up Characters in Narrative-driven Games” —Headline/WSJ/10.28

181. Read This Book … EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

182. EVEolution: Truth No. 1 Connecting Your Female Consumers to Each Other Connects Them to Your Brand

183. “The ‘Connection Proclivity’ in women starts early
“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

184. 2.6 vs. 21

185. “Women don’t buy brands. They join them.” EVEolution

186. 27 March 2000: 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. I’d 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!”

187. Psssst! Wanna see my “porn” collection?

188. 1. Men and women are different. 2. Very different. 3
1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

189. Boomers & Geezers.

190. Subject: Marketers & Stupidity “It’s 18-44, stupid!”

191. Subject: Marketers & Stupidity Or is it: “18-44 is stupid, stupid!”

192. Aging/“Elderly” $$$$$$$$$$$$ “I’m in charge!”

193. “NOT ACTING THEIR AGE: As Baby Boomers Zoom into Retirement, Will America Ever Be the Same?” USN&WR Cover/06.01

194. “Sixty Is the New Thirty” —Cover/AARP/11.03

195. 50+ $7T wealth (70%)/$2T annual income 50% all discretionary spending 79% own homes/40M credit card users 41% new cars/48% luxury cars $610B healthcare spending/ 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

196. “Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.”—Peter Francese, founding publisher, American Demographics

197. “ ‘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

198. No: “Target Marketing” Yes: “Target Innovation” & “Target Delivery Systems”

199. Wellness = $$$$$$$$ Currently $200B, $1T by 2013 (Source: Paul Zane Pilzer, The Wellness Revolution: The Next Trillion Dollar Industry)

200. I GET IT. WOMEN. BOOMERS & GEEZERS. IT’S WHERE THEW LOOT IS
I GET IT! WOMEN! BOOMERS & GEEZERS! IT’S WHERE THEW LOOT IS! WE ARE “GOING STRATEGIC” ON THIS! (Scale of 1 to 10.)

201. The Leadership11 Portfolio Management

202. We must think of the “rosters” of talent, customers, suppliers, leader, projects, initiatives—and the Board—in terms of portfolios. I.e.: Is our portfolio as strange as these strange times demand? The leader is a “V.C.” (venture capitalist) creating and managing several strategically vital portfolios.

203. Premise: “Ordering” Systemic Change is a Stupid Waste of Time!

204. Demos! Heroes! Stories!

205. Demo = Story “A key – perhaps the key – to leadership is the effective communication of a story.” Howard Gardner, Leading Minds: An Anatomy of Leadership

206. MBSA!* *Managing By Story-ing Around/David Armstrong

207. REAL Org Change: Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to reinvent gov’t”)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors/ Support Groups/ End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loops—act before the “bad guys” can react) C.f., Bob Stone, Lessons from an Uncivil Servant

208. “Some people look for things that went wrong and try to fix them
“Some people look for things that went wrong and try to fix them. I look for things that went right and try to build on them.” —Bob Stone/ Mr.Rego/ Lessons from an Uncivil Servant

209. JKC 1. Scour for renegades; wine & dine. 2. Go outside for funds.

210. Stories … Paint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renagades … Leadfrogs … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules

211. THINK WEIRD: The High Standard Deviation Enterprise.

212. Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

213. 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

214. COMPETITORS: “The best swordsman in the world doesn’t 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 doesn’t do the thing he ought to do, and so the expert isn’t 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

215. “To grow, companies need to break out of a vicious cycle of competitive benchmarking, imitation and pursuit.” —W. Chan Kim & Renee Mauborgne, “”Think for Yourself —Stop Copying a Rival,” Financial Times/o

216. Employees: “Are there enough weird people in the lab these days. ” V
Employees: “Are there enough weird people in the lab these days?” V. Chmn., pharmaceutical house, to a lab director (06.01)

217. 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

218. Boards: “Extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable” —Jeffrey Sonnenfeld, Yale School of Management

219. We become who we hang out with!

220. Message: TAKE SOMEONE NEW & WEIRD TO LUNCH TODAY OR TOMORROW
Message: TAKE SOMEONE NEW & WEIRD TO LUNCH TODAY OR TOMORROW. [Inundate yourself with weird.]

221. WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction (7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of some ridiculous, impractical things to do, then do them (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your company’s success. Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation

222. Kevin Roberts’ Credo 1. Ready. Fire. Aim. 2. If it ain’t broke
Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

223. Advice to Corporate Leaders: “Consider the metaphor of the windmill: You can harness raw power but you can’t control it. … Hire artists, clowns, or other disrupters to come in and challenge your corporate environment. … Hire a corporate anthropologist to analyze how tolerant your organization is of deviants and other innovators. … Once the anthropologist leaves, hire a shaman to drive out the evil spirits of conformity. …” Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

224. Deviants, Inc. “Deviance tells the story of every mass market ever created. What starts out weird and dangerous becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way out there.” Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

225. “ ‘Giant’ projects contain within them the almost certain seeds of mediocrity. The very fact of their size causes constant scrutiny and thence ‘political’ interference. Such ‘oversight’ drains the passion of the champions and risks—to the point of certainty—fatal ‘dumbing down’ and thence loss of the very distinction and quirkiness sought in the first place.”—Exec, Hollywood

226. Big Idea/s V.C. GM Portfolio Roster

227. I AM A “V.C.” I OBSESS ABOUT MY VARIOUS “ROSTERS”—EMPLOYEES, CUSTOMERS, ETCETERA. I MEASURE MY ROSTERS’ “WEIRDNESS QUOTIENT.” (Scale of 1 to 10.)

228. The Leadership11 Failure Management

229. Screwing up is more important than ever in strange times
Screwing up is more important than ever in strange times. The screw-up rate is the best indicator of sufficiently rapid adaptation. The leader must “manage” the screw-up process—literally.

230. “Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.” Kevin Kelly, New Rules for the New Economy

231. The [New] Ge Way DYB.com

232. “Perfection is achieved only by institutions on the point of collapse
“Perfection is achieved only by institutions on the point of collapse.” — C. Northcote Parkinson

233. Eglin Flag: “100% AGAINST ZERO DEFECTS” “General, if you’re not having accidents, your training program is not what it should be. … You need to kill some pilots.” BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

234. “The secret of fast progress is inefficiency, fast and furious and numerous failures.” Kevin Kelly

235. RM: “A lot of companies in the Valley fail
RM: “A lot of companies in the Valley fail.” RN: “Maybe not enough fail.” RM: “What do you mean by that?” RN: “Whenever you fail, it means you’re trying new things.” Source: Fast Company

236. “The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles.” —Newsweek/ Paul Saffo (03.02)

237. Silicon Valley Success [Failure
Silicon Valley Success [Failure?] Secrets “Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpot Source: The Economist

238. “. natural selection is death
“... natural selection is death. ... Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four billion years of death ... To invent the human mind ...” — The Cobra Event

239. DG to TP: “Sam is not afraid to fail. ”
DG to TP: “Sam is not afraid to fail.” * *NASA failing #1, from the shuttle disaster report (July 2003): “fear of retribution by lower-level employees.”

240. “Fail faster. Succeed sooner.” David Kelley/IDEO

241. Fail. Forward. Fast. –High-tech Exec

242. “No matter. Try again. Fail again. Fail better.” —Samuel Beckett

243. “Success is the ability to go from failure to failure without losing your enthusiasm.” —Winston Churchill

244. “The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles.” —Newsweek/ Paul Saffo (03.02)

245. Silicon Valley Success [Failure
Silicon Valley Success [Failure?] Secrets “Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpot Source: The Economist

246. “Reward excellent failures. Punish mediocre successes
“Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec (and, de facto, Jack)

247. WE DO NO “WITCH HUNTS”! WE FULLY UNDERSTAND THAT WE ARE AS GOOD AS OUR “EXCELLENT FAILURES.” WE CHERISH THE BOLD AND BLOODIED ONES. (Scale of 1 to 10.)

248. The Leadership11 Cause Management

249. People “sign up” for causes worth pursuing
People “sign up” for causes worth pursuing. Turning the enterprise into a cause-worth-committing-to is a primary task of the leader.

250. “I never, ever thought of myself as a businessman
“I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” —Richard Branson

251. 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?”

252. Ah, kids: “What is your vision for the future
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 you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”

253. No Small Thing! “Hey, I know I’ll have something to tell my Grandkids about.” —dot.com refugee

254. Herman Edwards: “I picked up one of those Jets books and I told them, ‘What you do as a football team is your legacy. When you’re 80 years old, what you’ve done will be in this book and no one can take that away from you. Your grandkids, your kids after that, they will know what you did. It’s about leaving your name in stone.” Source: The New York Times ( )

255. “Management has a lot to do with answers
“Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max DePree, Herman Miller

256. G.H.: “Create a ‘cause,’ not a ‘business.’ ”

257. “Vision is a love affair with an idea
“Vision is a love affair with an idea.”—Boyd Clarke & Ron Crossland, The Leader’s Voice

258. “Coca-Cola was Roberto Goizueta’s painting
“Coca-Cola was Roberto Goizueta’s painting. It was never finished, and he was never totally satisfied with it. But he had the Sistine Chapel in his head, and he was always working on it.” — Warren Buffett

259. WE WILL SUCCEED TO THE EXTENT THAT OUR TEAM “CAN’T WAIT FOR THE WEEKEND TO END.” WE AIM TO DENT THE UNIVERSE! (Scale of 1 t0 10.)

260. The Leadership11 Passion Management

261. Passion moves mountains
Passion moves mountains. Creating a “passionate enterprise” is a modern leadership imperative.

262. “A leader is a dealer in hope.” Napoleon (+TP’s writing room pics)

263. USN&WR/What traits do successful activists share
USN&WR/What traits do successful activists share? Studs Terkel, age 91: “They have hope, and they imbue others with hope.”

264. Hackneyed but none the less true: LEADERS SEE CUPS AS “HALF FULL.”

265. Half-full Cups: “[Ronald Reagan] radiated an almost transcendent happiness.” Lou Cannon, George ( )

266. “Leaders don’t ‘want to’ win. Leaders ‘need to’ win.” #49

267. “It is no use saying ‘We are doing our best
“It is no use saying ‘We are doing our best.’ You have got to succeed in doing what is necessary.” —WSC

268. BZ: “I am a … Dispenser of Enthusiasm!”

269. “You can’t behave in a calm, rational manner
“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch, on GE’s quality program

270. Message: Leadership is all about love
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. TP’s final words: CYNICISM SUCKS.]

271. Have you changed civilization today? Source: HP banner ad

272. “Dream as if you’ll live forever. Live as if you’ll die today
“Dream as if you’ll live forever. Live as if you’ll die today.” —James Dean

273. T. J. Peters 1942 – 2--- HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

274. T. J. Peters 1942 – 2--- HE WAS A PLAYER!

275. “May you live all the days of your life.” — Jonathan Swift

276. “If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud.” — Émile Zola

277. The Re-imagineer’s Credo … or, Pity the Poor Brown
The Re-imagineer’s Credo … or, Pity the Poor Brown* Technicolor Times demand … Technicolor Leaders and Boards who recruit … Technicolor People who are sent on … Technicolor Quests to execute … Technicolor (WOW!) Projects in partnership with … Technicolor Customers and … Technicolor Suppliers all of whom are in pursuit of … Technicolor Goals and Aspirations fit for … Technicolor Times. *WSC

278. Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1
Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.” 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.” 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of Brand Power.

279. Technicolor Action Failure Forget Destroy Weird Passion Enthusiasm Quest Audacity Grace Appreciation Portfolio/Roster

280. “In Tom’s world it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003

281. I AM AN … ENTHUSIAST. MY ENTHUSIAM IS CONTAGIOUS. WE HAVE FUN
I AM AN … ENTHUSIAST. MY ENTHUSIAM IS CONTAGIOUS. WE HAVE FUN. WE AIM TO GO ON “QUESTS” AND CHANGE THE WORLD. THAT IS MY COMMITMENT. THAT IS MY LEGACY. THAT IS MY (LOUD) LIFE. (Scale of 1 to 10.”

282. The Leadership11 1. Talent Management 2. Metabolic Management 3
The Leadership Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management