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1 Tom Peters Re-Imagine! Business Excellence in a Disruptive Age Dublin/12.March.2003

2 Slides at …

3 You must become an ignorant man again And see the sun again with an ignorant eye And see it clearly in the idea of it. --Wallace Stevens/Notes Toward a Supreme Fiction

4 If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, Chief of Staff, U. S. Army


6 1. All Bets Are Off.

7 IT MAY SOMEDAY BE SAID THAT THE 21 ST CENTURY BEGAN ON SEPTEMBER 11, 2001. … Al-Qaeda represents a new and profoundly dangerous kind of organizationone that might be called a virtual state. On September 11 a virtual state proved that modern societies are vulnerable as never before.Time/09.09.2002

8 The deadliest strength of Americas 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 wont do it, he said. His answer is to develop swifter, more lethal ways to fight. Big institutions arent swift on their feet in adapting but rather ponderous and clumsy and slow. The New York Times/09.04.2002

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

10 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.

11 Eric Shinsekis New Army Flat. Fast. Agile. Adaptable. Light … But Lethal. Talent/ I Am An Army Of One. Info-intense. Network-centric.

12 Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made one of the most fateful military calls of the 21 st century. After 9/11 … her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective. In effect, they Napsterized the battlefield by cutting out the middlemen (much of the militarys command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.Ned Desmond/Broadbands New Killer App/Business 2.0/ OCT2002

13 NOKIA Connecting People

14 A Big Electronics Show Is All About Connections headline, New York Times/ 01.13.2003/ Consumer Electronics Show > COMDEX

15 Our entire facility is digital. No paper, no film, no medical records. Nothing. And its all integratedfrom the lab to X-ray to records to physician order entry. Patients dont have to wait for anything. The information from the physicians office is in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. Its wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer thats pre-programmed. If the physician wants, well 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/12.2002)

16 If early soldiers idealized Napoleon or Patton, network-centric warriors admire Wal*Mart, where point-of-sale- scanners share information on a near real- time basis with suppliers and also produce data that is mined to help leaders develop new strategic or tactical plans. Wal*Mart is an example of translating information into competitive advantage. Tom Stewart, Business 2.0

17 We are in a brawl with no rules. Paul Allaire

18 Strategy meetings held once or twice a year to Strategy meetings needed several times a week. –Meg Whitman, CEO, eBay

19 2. The Destruction Imperative.

20 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

21 Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987. 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 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

22 Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times/11.28.2002

23 Its just a fact: Survivors underperform. Dick Foster

24 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

25 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

26 When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Committee, answered: Im sure there are success stories out there, but at this moment I draw a blank. Mark Sirower, The Synergy Trap

27 Conglomerates dont work James Surowiecki, The New Yorker (07.01,2002)

28 TP on Acquisitions 1. Big + Big = Disaster. (Statistically.) (There are exceptions; e.g., Citigroup.) 2. Big (GE, Cisco, Omnicon) acquires small/specialist = Good … if you can retain Top Talent. 3. Odds on achieving projected synergies among Mixed Big cultures: 10%. 4. Max Scale Advantages are achieved at a smaller size than imagined. 5. Attacked by Big, Mediocre Medium marries Mediocre Medium to bulk up. Result: Big Mediocrity … or worse. 6. Any sizeif Great & Focusedcan win, locally or globally. 7. Increasingly, Alliances deliver more value than mergers and clearly abet flexibility.

29 Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference. Peter Job, CEO, Reuters

30 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

31 Lessons from the Bees! Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Natures] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for mergings sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong. David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]

32 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

33 The Gales of Creative Destruction +29M = -44M + 73M +4M = +4M - 0M

34 The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly

35 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 youre trying new things. Source: Fast Company

36 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)

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

38 The [New] G e Way

39 Japans Science Gap * Rice farming culture: uniqueness suppressed. Govt control of R & D. Promotion based on seniority. Consensus vs. debate. (U.S.: friends can be mortal enemies.) Bias for C.I. vs. bold leaps. Lack of competition and critical evaluation (peer review). Syukuro Manabe: What we need to create is job insecurity rather than security to make people compete more. *Hideki Shirakawa, Nobel laureate, chemistry

40 December 2000: Swiss House for Advanced Research & Education. Cambridge, Massachusetts. Xavier Comtesse: You never hear a Swiss say, I want to change the world. We need to take more risks.

41 In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshedand produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they producethe cuckoo clock. Orson Welles, as Harry Lime, in The Third Man

42 Jim & Tom. Joined at the hip. Not.

43 Huh? Quiet, workmanlike, stoic leaders bring about the big transformations.--JC

44 Pastels? T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin A. Lincoln/U. S. Grant/W. T. Sherman TR/FDR/LBJ/RR/JFK M.L. King C. de Gaulle M. Gandhi W. Churchill M. Thatcher Picasso Mozart Copernicus/Newton/Einstein J. Welch/L. Gerstner/L. Ellison/B. Gates/S. Ballmer/S. Jobs/S. McNealy A. Carnegie/J. P. Morgan/H. Ford/J.D. Rockefeller/T. A. Edison

45 Warren Bennis & Patricia Ward Biederman/ Organizing Genius: Great Groups Dont Last Very Long !


47 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)

48 No Wiggle Room! Incrementalism is innovations worst enemy. Nicholas Negroponte

49 Just Say No … I dont intend to be known as the King of the Tinkerers. CEO, large financial services company (New York, 5-99)


51 3. The White Collar Revolution & the Death of Bureaucracy.

52 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

53 E.g. … Jeff Immelt: 75% of admin, back room, finance digitalized in 3 years. Source: BW (01.28.02)

54 IBMs Project eLiza!* * Self-bootstrapping/ Artilects

55 A bureaucrat is an expensive microchip. Dan Sullivan, consultant and executive coach

56 Deep Blue Redux*: 2,240 EKGs … 1,120 heart attacks. Hans Ohlin (50 yr old chief of coronary care, Univ of Lund/SW) : 620. Lars Edenbrandts software: 738. *Only this time it matters!

57 Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computer- generated robots will take over the world. – Stephen Hawking, in the German magazine Focus

58 4. IS/ IT/ Web … On the Bus or Off the Bus.

59 100 square feet

60 The Real News: X1,000,000

61 Impact No. 1/ Logistics & Distribution: Wal*Mart … Dell … … … FedEx … UPS … Ryder … Cisco … Etc. … Etc. … Ad Infinitum.

62 Autobytel: $400. Wal*Mart: 13%. Source: BW(05.13.2002)

63 WebWorld = Everything Web as a way to run your businesss innards Web as connector for your entire supply-demand chain Web as spiders 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 Worlds Best at Everything as next door neighbor

64 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

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

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

67 Read It Closely: We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

68 Theres no use trying, said Alice. One cant believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll

69 Inet … … allows you to dream dreams you could never have dreamed before!

70 Dont rebuild. Reimagine. The New York Times Magazine on the future of the WTC space in Lower Manhattan/09.08.2002

71 Supposejust supposethat the Web is a new world were just beginning to inhabit. Were like the earlier European settlers in the United States, living on the edge of the forest. We dont know whats there and we dont know exactly what we need to do to find out: Do we pack mountain climbing gear, desert wear, canoes, or all three? Of course while the settlers may not have known what the geography of the New World was going to be, they at least knew that there was a geography. The Web, on the other hand, has no geography, no landscape. It has no distance. It has nothing natural in it. It has few rules of behavior and fewer lines of authority. Common sense doesnt hold here, and uncommon sense hasnt yet emerged. David Weinberger, Small Pieces Loosely Joined

72 Case: CRM

73 Anne Busquet/ American Express Not: Age of the Internet Is: Age of Customer Control

74 Amen!The Age of the Never Satisfied Customer Regis McKenna

75 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 Nordström and Jonas Ridderstråle, Funky Business

76 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

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

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

79 Here We Go Again: Except Its Real This Time! Bank online: 24.3M (10.2002); 2X Y2000. Wells Fargo: 1/3 rd ; 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. B of A: 4M of 15M (… way beyond the early adopters). Source: The Wall Street Journal/10.21.2002


81 5. The PSF Solution: The Professional Service Firm Model.

82 So what will be the Basic Building Block of the New Org?

83 Every job done in W.C.W. is also done outside …for profit!

84 Answer: PSF! [Professional Service Firm] Department Head to … Managing Partner, HR [IS, etc.] Inc.

85 TP to NAPM: You are the … Rock Stars of the B2B Age!

86 Sarah: Daddy, what do you do? Daddy: Im a cost center.

87 Message: You are Re-invention Evangelists!

88 TP to HRMAC: You are the … Rock Stars of the Age of Talent!

89 DD$21M

90 eHR*/PCC** *All HR on the Web **Productivity Consulting Center Source: E-HR: A Walk through a 21 st Century HR Department, John Sullivan, IHRIM

91 Model PSF …

92 (1) Translate ALL departmental activities into discrete W.W.P.F. Products. (2) 100% go on the Web. (3) Non-awesome are outsourced (75%??). (4) Remaining Centers of Excellence are retained & leveraged to the hilt!

93 Typically in a mortgage company or financial services company, risk management is an overhead, not a revenue center. Weve become more than that. We pay for ourselves, and we actually make money for the company.Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source:

94 6. The Heart of the Value Added Revolution: PSFs Unbound/ The Solutions Imperative.

95 Base Case: The Sameness Trap

96 Companies have defined so much best practice that they are now more or less identical. Jesper Kunde, Unique now … or never

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

98 We make over three new product announcements a day. Can you remember them? Our customers cant! Carly Fiorina

99 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

100 The Internet is the most effective profit- killer on earth … it stimulates a TRUE FREE MARKET; and a real free market is the most dangerous of marketplaces for companies selling the SAME OLD STUFF. To those with COURAGE, free markets are greatthey help kill off the deadwood competitors who dont have the courage to changemaking way for them to LEVERAGE their DRAMATIC DIFFERENCE into profitable growth.Doug Hall

101 This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Gameboy 14 years in a row)? Its like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003

102 The Big Day!

103 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

104 These days, building the best server isnt enough. Thats the price of entry. Ann Livermore, Hewlett-Packard

105 Gerstners IBM: Systems Integrator of choice. Global Services: $35B. Pledge/99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12.01).

106 Is There a There There: The Ericsson Case 1. 50+% Mfg to Solectron/Flextronics 2. Substantial R&D to India 3. Division for licensing technology 4. JV with Sony on crown jewel handsets 5. Net: a wireless specialist that depends on services more than manufacturing, on knowledge more than metal Source: BW/11.04.02

107 We want to be the air traffic controllers of electrons. Bob Nardelli, GE Power Systems

108 Customer Satisfaction to Customer Success Were 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

109 Keep In Mind: Customer Satisfaction versus Customer Success

110 Nardellis goal ($50B to $100B by 2005): … move Home Depot beyond selling goods to selling home services. … He wants to capture home improvement dollars wherever and however they are spent. E.g.: house calls (At-Home Service: $10B by 05?) … pros shops (Pro Set) … home project management (Project Management System … a deeper selling relationship). Source: USA Today/06.14.2002

111 E.g. … UTC/Otis + Carrier: boxes to integrated building systems

112 Leased AC: Units of Coolth

113 A little-known fact: Siemens is now the worlds largest application service provider* to the health business. Digitally stored X rays, recordkeeping, the cameras that guide surgeons in the operating theaterall run on Siemens softwareForbes/09.16.2002 *E.g.: Siemens is giving Health South an all-digital hospital of the future.

114 UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

115 No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether its financial security, buying a car, paying for home repairs, or even taking a dream vacation. Martin Feinstein, CEO, Farmers Group

116 Omnicom: 57% (of $6B) from marketing services

117 Core Logic: (1) 108X5 to 8X1/ eLiza/ 100sf. (2) Dept. to PSF/ WWPF. (3) V.A. via PSFs Unbound/ Solutions/ Customer Success.


119 7. A World of Scintillating/ Awesome/ WOW Experiences.

120 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

121 Club Med is more than just a resort; its a means of rediscovering oneself, of inventing an entirely new me. Source: Jean-Marie Dru, Disruption

122 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

123 Guinness as a brand is all about community. Its about bringing people together and sharing stories. Ralph Ardill, Imagination, in re Guinness Storehouse

124 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

125 The Experience Ladder Experiences Services Goods Raw Materials

126 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 10.19.01

127 Lexus sells its cars as containers for our sound systems. Its marvelous. Sidney Harman/ Harman International

128 Its 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/05.21.2002

129 Car designers need to create a story. Every car provides an opportunity to create an adventure. … The Prowler makes you smile. Why? Because its focused. It has a plot, a reason for being, a passion. Freeman Thomas, co-designer VW Beetle; designer Audi TT

130 Hmmmm(?): Only Words … Story Adventure Smile Focus Plot Passion

131 First Step (?!): Hire a theater director, as a consultant or FTE!

132 Experience … Cirque du Soleil

133 DO YOU MEASURE UP?* *If not, why not?

134 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.]

135 Extraction & Goods: Male dominance Services & Experiences: Female dominance

136 Women dont buy brands. They join them. EVEolution

137 8. Experiences+: Embracing the Dream Business.

138 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

139 Emotional Design that Interprets Dreams Zero defects: Only the starting point. Love at first sight. Design for the five senses. Develop to expand the Main Dream. Design so as to seduce through the peripheral senses. Source: Gian Luigi Longinotti-Buitoni

140 Common Products Dream Products Maxwell House Starbucks BVD Victorias Secret Payless Ferragamo Hyundai Ferrari Suzuki Harley-Davidson Atlantic City Acapulco New Jersey California Carter Kennedy Conners Pele CNN Millionaire Source: Gian Luigi Longinotti-Buitoni

141 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

142 9. It all adds up to … THE BRAND.

143 The Heart of Branding …


145 Most companies tend to equate branding with the companys marketing. Design a new marketing campaign and, voilà, 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, Unique now … or never


147 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

148 Apple opposes, IBM solves, Nike exhorts, Virgin enlightens, Sony dreams, Benetton protests. … Brands are not nouns but verbs. Source: Jean-Marie Dru, Disruption



151 1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/One Great Thing. Source #1: Personal Passion) 2 ND Law: REAL REASON TO BELIEVE (Stand & Deliver!) 3 RD Law: DRAMATIC DIFFERENCE (Execs Dont Get It: See the next slide.) Source: Jump Start Your Business Brain, Doug Hall

152 2 Questions: How 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 BrainDoug Hall



155 Message: REAL Branding is personal. REAL Branding is integrity. REAL Branding is consistency & freshness. REAL Branding is the answer to WHO ARE WE? WHY ARE WE HERE? REAL Branding is why I/you/we [all] get out of bed in the morning. REAL Branding cant be faked. REAL Branding is a systemic, 24/7, all departments, all hands affair.

156 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

157 A great company is defined by the fact that it is not compared to its peers. Phil Purcell, Morgan Stanley

158 Brand = You Must Care!Success means never letting the competition define you. Instead you have to define yourself based on a point of view you care deeply about. Tom Chappell, Toms of Maine

159 Rules of Radical Marketing Love + Respect Your Customers! Hire only Passionate Missionaries! Create a Community of Customers! Celebrate Craziness! Be insanely True to the Brand! Sam Hill & Glenn Rifkin, Radical Marketing (e.g., Harley, Virgin, The Dead, HBS, NBA)


161 10. Toward Work that Matters: The WOW Project.

162 Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec

163 Language matters! Wow! BHAG! Takes your breath away!

164 Lets make a dent in the universe. Steve Jobs

165 Your Current Project? 1. Another days work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)

166 Measures –WOW! –Beauty! –Raving Fans! –Impact!

167 Language matters!

168 We shape our buildings. Thereafter they shape us.WSC

169 We shape our words. Thereafter they shape us.TJP

170 Astonish me! / S.D. Build something great! / H.Y. Immortal! / D.O.

171 11. WOW Projects for the Powerless: A Surefire Recipe.

172 Topic: Boss-free Implementation of STM /Stuff That MATTERS!

173 Worlds Biggest Waste … Selling Up

174 THE IDEA: Model F4 F ind a F ellow F reak F araway

175 F2F!/K2K!/ 1@T/R.F!A.* *Freak to Freak/ Kook to Kook/ One at a Time/ Ready.Fire!Aim.

176 And … K2KK* S2SS** *Kook to Kooky Kustomer **Skunk to Scintillating Supplier

177 BOTTOM LINE The Enemy!


179 Characteristics of the Also rans* Minimize risk Respect the chain of command Support the boss Make budget *Fortune, article on Most Admired Global Corporations

180 The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

181 12. Boss Work: Demos, Heroes, Stories … Or: Starting a WOW Projects Epidemic.

182 Premise: Ordering Systemic Change is a Stupid Waste of Time!

183 Demos! Heroes! Stories!

184 Leapfrog Group: Lead Frogs

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

186 MB S A!* *Managing By Story-ing Around/David Armstrong

187 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

188 REAL Org Change: Demos & Models (Model Installations, ReGo Labs)/ Heroes (mostly extant: burned to reinvent govt)/ 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 RunsPull Strategy (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field Real People Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loopsact before the bad guys can react) C.f., Bob Stone, Lessons from an Uncivil Servant


190 13. Re-inventing the Individual: Brand You/ You Inc./ Free Agent Nation (Or Else.)

191 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

192 What strategic motto will dominate this transition from nation-state to market- state? If the slogan that animated the liberal, parliamentary nation-states was make the world safe for democracy, what will the forthcoming motto be? Perhaps making the world available, which is to say creating new worlds of choice and protecting the autonomy of persons to choose. Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

193 In a global economy, the government cannot give anybody a guaranteed success story, but you can give people the tools to make the most of their own lives. WJC, from Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

194 New World of Work < 1 in 10 F500 #1: Manpower Inc. Freelancers/I.C.: 16M-25M Temps: 3M (incl. CEOs & lawyers) Microbusinesses: 12M-27M Total: 31M-55M Source: Daniel Pink, Free Agent NationDaniel PinkFree Agent Nation

195 Minimum New Work SurvivalSkillsKit2002 Mastery Rolodex Obsession (vert. to horiz. loyalty) Entrepreneurial Instinct CEO/Leader/Businessperson/Closer Mistress of Improv Sense of Humor Intense Appetite for Technology Groveling Before the Young Embracing Marketing Passion for Renewal

196 Sams Secret #1!

197 Minimum New Work SurvivalSkillsKit2001 Mastery Rolodex Obsession (vert. to horiz. loyalty) Entrepreneurial Instinct CEO/Leader/Businessperson/Closer Mistress of Improv Sense of Humor Intense Appetite for Technology Groveling Before the Young Embracing Marketing Passion for Renewal

198 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)

199 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)

200 26.3

201 3 Weeks in May Training & Prep: 187 Work: 41 (Other: 17)

202 1% vs. 367%

203 Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why dont businesspeople do it?

204 Edward Jones Training Machine* 146 hours/employee/year New hires: 4X avg. 3.8% of payroll * #1, The 100 Best Companies To Work For/Fortune/01.2003

205 Invent. Reinvent. Repeat. Source: HP banner ad

206 You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

207 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

208 T.T.D./Assignment Construct a 1/8-page or 1/4-page ad for Brand You … for the Yellow Pages

209 THE I work for a company called Me STREET JOURNAL Adventures in Capitalism

210 THE rise up and flee your cubicle STREET JOURNAL Adventures in Capitalism

211 Bill Parcells World/ Brand You World! BLAME NOBODY! EXPECT NOTHING! DO SOMETHING! NY Post (9/99)

212 14. Boss Job One: The Talent Obsession.

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

214 Sellers Market: Tomorrows Headline* Molecular biologists are up 3 points, economists down 1/4, in moderate trading *futureWEALTH, Stan Davis and Christopher Meyer

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

216 Talent! Tina Brown: The first thing to do is to hire enough talent that a critical mass of excitement starts to grow. Source: Business2.0/12.2002-01.2003

217 Brand = Talent.* *Duh.

218 The Talent Ten

219 1. Obsession P.O.T.* = All Consuming *Pursuit of Talent

220 Model 25/8/53 Sports Franchise GM* *48 = $500M

221 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

222 PARCs Bob Taylor: Connoisseur of Talent

223 Les Wexner: From sweaters to people!

224 2. Greatness Only The Best!

225 From 1, 2 or youre out [JW] to …Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent

226 3. Performance Up or out!

227 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

228 Message: Some people are better than other people. Some people are a helluva lot better than other people.

229 4. Pay Fork Over!

230 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)

231 5. Youth Grovel Before the Young!

232 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]

233 8 Minutes * Dr. Sugata Mira, NIIT/ New Delhi/ 1999** *Ignorance to Surfing **And then theres oya yubi sedai, the thumb generation

234 6. Diversity Mess Rules!

235 Where do good new ideas come from? Thats simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. Nicholas Negroponte

236 CM Prof Richard Florida on Creative Capital: You cannot get a technologically innovative place unless its open to weirdness, eccentricity and difference. Source: New York Times/06.01.2002

237 7. Women Born to Lead!

238 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report, Business Week, 11.20.00

239 The New Economy … Shout goodbye to command and control! Shout goodbye to hierarchy! Shout goodbye to knowing ones place!

240 Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, Americas Competitive Secret

241 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

242 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

243 Okay, you think Ive gone tooooo far. How about this: DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?

244 63 of 2,500 top earners in F500 8% Big 5 partners 14% partners at top 250 law firms 43% new med students; 26% med faculty; 7% deans Source: Susan Estrich, Sex and Power

245 Opportunity! U.S. G.B. E.U. Ja. M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1% Peak Partic. Age 45 22 27 19 % Coll. Stud. 52% 50% 48% 26% Source: Judy Rosener, Americas Competitive SecretJudy Rosener

246 Would Congress [the Boardroom] be a different place if half the members were women? From Sex and Power, Susan Estrich

247 Norwegian Law: Boards must have at least 40% women.

248 8. Weird The Cracked Ones Let in the Light!

249 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

250 A great idea always comes from one persons mind, someone who is, by definition, local. If you place 10 people in Brussels to conceive a European [ad/marketing] campaign, youll get nothing. Source: Jean-Marie Dru, Disruption

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

252 9. Opportunity Make It an Adventure!

253 H.R. to H.E.D. ??? H uman E nablement D epartment

254 Talent Department

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

256 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

257 10. Leading Genius We are all unique!

258 Beware Lurking HR Types … One size NEVER fits all. One size fits one. Period.

259 48 Players = 48 Projects = 48 different success measures.

260 MantraM3 Talent = Brand

261 Whats your companys … EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent

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

263 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 peoples 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

264 Addenda: A Word about Education

265 J. D. Rockefellers General Education Board (1906): In our dreams people yield themselves with perfect docility to our molding hands. … The task is simple. We will organize children and teach them in a perfect way the things their fathers and mothers are doing in an imperfect way. John Taylor Gatto, A Different Kind of Teacher

266 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! Jordan Ayan

267 How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a closet artist. The point is: Every school I visited was participating in the suppression of creative genius. Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fools Guide to Surviving with Grace

268 Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school- related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins


270 Message 2002 … BI > BO

271 Brand Inside Rules! I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game. Lou Gerstner, Who Says Elephants Cant Dance?

272 Brand Inside Rules! If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Lou Gerstner, Who Says Elephants Cant Dance?

273 15. THINK WEIRD … the HVA/ High Value Added Bedrock.

274 THINK WEIRD: The High Standard Deviation Enterprise.

275 We are crazy. We should do something when people say it is crazy. If people say something is good, it means someone else is already doing it. Hajime Mitarai, Canon

276 The Cortez Strategy!

277 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

278 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

279 If you worship at the throne of the voice of the customer, youll get only incremental advances. Joseph Morone, President, Bentley College

280 These days, you cant succeed as a company if youre consumer led – because in a world so full of so much constant change, consumers cant anticipate the next big thing. Companies should be idea- led and consumer- informed. Doug Atkin, partner, Merkley Newman Harty

281 Generally, disruptive technologies underperform established established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Clayton Christensen, The Innovators Dilemma

282 W.I.W? 20 of 26 7 of top 10*

283 *P&G: Declining domestic sales in 20 of 26 categories; 7 of top 10 categories. (The billion- dollar problem.) Source: Advertising Age 01.21.2002/BofA Securities

284 Primary Obstacles to Marketing-driven Change 1. Fear of cannibalism. 2. Excessive cult of the consumer/ customer driven/ slavery to demographics, market research and focus groups. 3.Creating sustainable advantage. Source: John-Marie Dru, Disruption

285 Account planning has become focus group balloting. Lee Clow

286 Chivalry is dead. The new code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of sustainable advantage after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition. Rich DAveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering

287 Ways to Raise a Purple Cow Think small. One vestige of the TV- industrial complex is a need to think mass. If it doesnt appeal to everyone, the thinking goes, its not worth it. Think of the smallest conceivable marketand describe a product that overwhelms it with remarkability. Go from there. Source: Seth Godin, Fast Company (02.2003)

288 HAVE MBAs KILLED OFF MARKETING? Prof Rajeev Batra says: What these times call for is more creative and breakthrough reengineering of product and service benefits, but we dont train people to think like that. The way marketing is taught across business schools is far too analytical and data- driven. Weve taken away the emphasis on creativity and big ideas that characterize real marketing breakthroughs. In India there is an added problem: most senior marketing jobs have been traditionally dominated by MBAs. Santosh Desai, vice president, McCann Erickson, an MBA himself, believes in India engineer-MBAs, armed with this Lego-like approach, tend to reduce marketing into neat components. This reductionist thinking runs counter to the idea that great brands must have a core, unifying idea. Businessworld/04Nov2002/Why Is Marketing Not Working?

289 COMPETITORS: The best swordsman in the world doesnt need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesnt do the thing he ought to do, and so the expert isnt prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot. Mark Twain

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

291 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

292 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


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

295 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) dont 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) Dont try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your companys success. Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation

296 Advice to Corporate Leaders: Consider the metaphor of the windmill: You can harness raw power but you cant 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)

297 Successful Businesses Dozen Truths: TPs 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 Dont 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 Ones Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of Brand Power.


299 16. Trends I: Women Roar.

300 Women & the Marketspace.

301 ????????? 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%

302 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

303 Yeow! 1970 … 1% 2002 … 50%

304 OPPORTUNITY NO. 1! * [* No shit!]

305 91% women: ADVERTISERS DONT UNDERSTAND US. (58% ANNOYED.) Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women)

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

307 FemaleThink/ Popcorn Men 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.Popcorn

308 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!) Paco Underhill

309 Shopping: A Guys Nightmare or a Girls Dream Come True? Buy it and be gone vs. Hang out and enjoy the experience Source: The Charleston [WV] Gazette/06.22.2002

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

311 Read This: Barbara & Allan Peases Why Men Dont Listen & Women Cant Read Maps

312 It is obvious to a woman when another woman is upset, while a man generally has to physically witness tears or a temper tantrum or be slapped in the face before he even has a clue that anything is going on. Like most female mammals, women are equipped with far more finely tuned sensory skills than men. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

313 Resting State: 30%, 90%: A woman knows her childrens friends, hopes, dreams, romances, secret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

314 As a hunter, a man needed vision that would allow him to zero in on targets in the distance … whereas a woman needed eyes to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub, but can never find things in fridges, cupboards or drawers. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

315 Female hearing advantage contributes significantly to what is called womens intuition and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldnt despair. They are excellent at imitating animal sounds. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

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

317 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 Dont Listen & Women Cant Read Maps

318 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

319 [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]

320 Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* TP/Furniture: Tech Specs vs. Soul. ** *Redwood (UK) **High Point furniture mart (04.2002)

321 Storytelling: Men start with the headline. Women start with the context. Source: Martha Barletta, Marketing to Women

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

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

324 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

325 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

326 Lowes … Gets it. 1989: 13%/lumber shop … 2002: >50%

327 War has broken out over your home-improvement dollar, and Lowes has superpower Home Depot on the defensive. Its not-so- secret ploy: Lure women.

328 Home Depot is still very much a guys chain. But women, according to Lowes research, initiate 80 percent of all home- improvement purchase decisions, especially the big ticket orders like kitchen cabinets, flooring and bathrooms. We focused on a customer nobody in home improvement has focused on. Dont get me wrong, but women are far more discriminating than men, says CEO Robert Tillman, 59, a Lowes lifer.

329 Mattel Sees Untapped Market for Blocks: Little GirlsHeadline, WSJ/04.06.02 Last year more than 90% of Lego sets purchased were for boys. Mattel says Ellowith interconnecting plastic squares, balls, triangles, squiggles, flowers and sticks, in pastel colors and with rounded cornerswill go beyond Legos linear play patterns.

330 Not ! Year of the Woman

331 Enterprise Reinvention! Recruiting Hiring/Rewarding/Promoting Structure Processes Measurement Strategy Culture Vision Leadership THE BRAND ITSELF!

332 Honey, are you sure you have the kind of money it takes to be looking at a car like this?

333 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 Alto resident … THIS IS EVEN BIGGER THAN THE INTERNET! Tom Peters

334 Ad from Furniture /Today (04.01): MEET WITH THE EXPERTS!: How Retailings Most Successful Stay that Way Presenting Experts: M = 16 ; F = ?? (94% = 272)

335 0

336 Please … just one couch or chair where my feet hit the ground! Owner, 5 furniture stores, UK

337 Stupid!

338 Stupid: Amazing, now that I think about it. A bunch of guys --developers, architects, contractors, engineers, bankers--sitting around designing shopping centers. And the end users will be overwhelmingly women!

339 Customer is King: 4,440 Customer is Queen: 29 Source: Steve Farber/Google search/04.2002

340 Notes to the CEO --Women are not a niche; so get this out of the Specialty Markets group. --The competition is starting to catch on. (E.g.: Nike, Nokia, Wachovia, Ford, Harley-Davidson, Jiffy Lube, Charles Schwab, Citigroup, Aetna.) --If you dip your toes in the water, what makes you think youll get splashy results? --Bust through the walls of the corporate silos. --Once you get her, dont let her slip away. --Women ARE the long run! Source: Martha Barletta, Marketing to Women

341 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 4. Women buy lotsa stuff. 5. WOMEN BUY A-L-L THE STUFF. 6. Womens Market = Opportunity No. 1. 7. Men are (STILL) in charge. 8. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 9. Womens Market = Opportunity No. 1. 10. NO SHIT.

342 17. Trends II: Boomer Bonanza/ Godzilla Geezer.

343 Subject: Marketers & Stupidity Its 18-44, stupid!

344 Subject: Marketers & Stupidity Or is it: 18-44 is stupid, stupid!

345 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

346 Aging/Elderly $$$$$$$$$$$$ Im in charge!

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

348 The Latest Golden –years Trend: Going Back to College Headline, Newsweek/06.10.02

349 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 21 st Century Will Be Ruled by the New Old

350 Advertisers pay more to reach the kid because they think that once someone hits middle age hes too set in his ways to be susceptible to advertising. … In fact this notion of impressionable kids and hidebound geezers is little more than a fairy tale, a Madison Avenue gloss on Hollywoods cult of youth.James Surowiecki (The New Yorker/04.01.2002)

351 Read This! Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

352 Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets motivations and needs are so poorly understood. Peter Francese, founding publisher, American Demographics

353 Households headed by someone 40 or older enjoy 91% ($9.7T) of our populations net worth. … The mature market is the dominant market in the U.S. economy, making the majority of expenditures in virtually every category. Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

354 Focused on assessing the marketplace based on lifetime value (LTV), marketers may dismiss the mature market as headed to its grave. The reality is that at 60 a person in the U.S. may enjoy 20 or 30 years of life. Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

355 While the average American age 12 or older watched at least five movies per year in a theater, those 40 and older were the most frequent moviegoers, viewing 12 or more a year. Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

356 Women 65 and older spent $14.7 billion on apparel in 1999, almost as much as that spent by 25- to 34-year- olds. While spending by the older women increased by 12% from the previous year, that of the younger group increased by only 0.1%. But who in the fashion industry is currently pursuing this market? Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

357 Take the Road Less TraveledAdvertising Age headline re Sony, upon targeting Zoomers, the neglected 34% of its customers who are age 50+

358 Age Power will rule the 21 st century, and we are woefully unprepared. Ken Dychtwald, Age Power : How the 21 st Century Will Be Ruled by the New Old

359 No : Target Marketing Yes : Target Innovation & Target Delivery Systems


361 18. The Passion Imperative: The Leadership 50

362 The Basic Premise.

363 1. Leadership Is a … Mutual Discovery Process.

364 I dont know.

365 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!

366 The Leadership Types.

367 2. Great Leaders on Snorting Steeds Are Important – but Great Talent Developers (Type I Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

368 25/8/53* (*Damn it!)

369 3. But Then Again, There Are Times When This Cult of Personality (Type II Leadership) Stuff Actually Works!

370 A leader is a dealer in hope. Napoleon (+TPs writing room pics)

371 4. Find the Businesspeople! (Type III Leadership)

372 I.P.M. (Inspired Profit Mechanic)

373 5. All Organizations Need the Golden Leadership Triangle.

374 The Golden Leadership Triangle: (1) Creator- Visionary … (2) Talent Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic.

375 6. Leadership Mantra #1: IT ALL DEPENDS!

376 Renaissance Men are … a snare, a myth, a delusion!

377 7. The Leader Is Rarely/Never the Best Performer.

378 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.

379 The Leadership Dance.

380 8. Leaders … SHOW UP!

381 The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command

382 9. Leaders … LOVE the MESS!

383 If things seem under control, youre just not going fast enough. Mario Andretti

384 10. Leaders DO!

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

386 11. Leaders Re -do.

387 If Microsoft is good at anything, its avoiding the trap of worrying about criticism. Microsoft fails constantly. Theyre eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power theyve gained in other markets to enforce their standard. Seth Godin, Zooming Seth Godin

388 If it works, its obsolete. Marshall McLuhan

389 12. BUT … Leaders Know When to Wait.

390 Tex Schramm: The too hard box!

391 13. Leaders Are … Optimists.

392 Hackneyed but none the less true: LEADERS SEE CUPS AS HALF FULL.

393 Half-full Cups: [Ronald Reagan] radiated an almost transcendent happiness. Lou Cannon, George (08.2000)

394 14. Leaders … DELIVER!

395 Leaders dont want to win. Leaders need to win. #49

396 It is no use saying We are doing our best. You have got to succeed in doing what is necessary. WSC

397 When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people playedor does she keep wandering back to strategy or philosophy? Larry Bossidy, Honeywell/AlliedSignal, in Execution

398 15. BUT … Leaders Are Realists/Leaders Win Through LOGISTICS!

399 The Gus Imperative!

400 16. Leaders FOCUS!

401 To Dont List

402 17. Leaders … Set CLEAR DESIGN SPECS.

403 Danger: S.I.O. (Strategic Initiative Overload)

404 JackWorld/ 1@T : (1) Neutron Jack. (Banish bureaucracy.) (2) 1, 2 or out Jack. (Lead or leave.) (3) Workout Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!

405 18. Leaders … Send V-E-R-Y Clear Signals About Design Specs!

406 Ridin with Roger: What have you done to DRAMATICALLY IMPROVE quality in the last 90 days?

407 Its Relationships, Stupid.

408 19. Leaders Trust in TRUST !

409 Credibility !

410 If It Aint Broke … Break It.

411 20. Leaders … FORGET!/ Leaders … DESTROY!

412 Cortez!

413 Leaders dump the ones who brung em Nokia, HP, 3M, PerkinElmer, Corning, etc.

414 21. BUT … Leaders Have to Deliver, So They Worry About Throwing the Baby Out with the Bathwater.

415 Damned If You Do, Damned If You Dont, Just Plain Damned. Subtitle in the chapter, Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity, Liberation Management (1992)

416 22. Leaders … HONOR THE USURPERS.

417 Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision

418 23. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

419 Fail faster. Succeed sooner. David Kelley/IDEO David KelleyIDEO

420 No matter. Try again. Fail again. Fail better. Samuel Beckett

421 Success is the ability to go from failure to failure without losing your enthusiasm. Winston Churchill (as quoted by John Peterman)

422 24. Leaders Make … BIG MISTAKES!

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

424 Create.


426 No one ever made it into the Business Hall of Fame on a record of line extensions.

427 26. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

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

429 Legacy!

430 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?

431 Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

432 27. Leaders Push Their Organizations W-a-y Up the Value-added/ Intellectual Capital Chain

433 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

434 28. Leaders LOVE the New Technology!

435 100 square feet

436 29. Needed? Type IV Leadership: Technology Dreamer-True Believer

437 The Golden Leadership Quadrangle: (1) Creator- Visionary … (2) Talent Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic. (4) Technology Dreamer-True Believer

438 Talent.

439 30. When It Comes to TALENT … Leaders Always Swing for the Fences!

440 Message: Some people are better than other people. Some people are a helluva lot better than other people.

441 31. Leaders Manage Their EVP/ Internal Brand Promise.

442 MantraM3 Talent = Brand

443 32. Leaders LOVE RAINBOWS – for Pragmatic Reasons.

444 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

445 Passion.

446 33. Leaders … Out Their PASSION!

447 G.H.: Create a cause, not a business.

448 !


450 BZBZ: I am a … Dispenser of Enthusiasm!

451 35. Leaders Are … in a Hurry

452 The Urgency Factor: LEADERS … have a distorted sense of time. (E.g.: Rummy thinks he asked months ago … it was the day before yesterday.)

453 The Job of Leading.

454 36. Leaders Know Its ALL SALES ALL THE TIME.

455 TP: If you dont LOVE SALES … find another life. (Dont pretend youre a leader.) (See TPs The Project50.)

456 37. Leaders LOVEPOLITICS.

457 TP: If you dont LOVE POLITICS … find another life. (Dont pretend youre a leader.)

458 38. But … Leaders Also Break a Lot of China

459 If youre not pissing people off, youre not making a difference!

460 39. Leaders Give … RESPECT!

461 It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say. Sara Lawrence-Lightfoot, Respect

462 40. Leaders Say Thank You.

463 The two most powerful things in existence: a kind word and a thoughtful gesture. Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, Its Not Business, Its Personal] Lichtenberg

464 The deepest human need is the need to be appreciated. William James

465 41. Leaders Are … Curious.

466 TP/08.2001: The Three Most Important Letters … WHY?

467 42. Leadership Is a … Performance.

468 It is necessary for the President to be the nations No. 1 actor. FDR

469 43. Leaders … Are The Brand

470 The BRAND lives (OR DIES) in the minutiae of the leaders moment- to-moment actions.

471 44. Leaders … Have a GREAT STORY!

472 Leaders dont just make products and make decisions. Leaders make meaning. – John Seeley Brown

473 Introspection.

474 45. Leaders … Enjoy Leading.

475 Warren, I know you want to be president. But do you want to do president?

476 46. Leaders … KNOW THEMSELVES.

477 Individuals (would-be leaders) cannot engage in a liberating mutual discovery process unless they are comfortable with their own skin. (Leaders who are not comfortable with themselves become petty control freaks.)

478 47. But … Leaders have MENTORS.

479 The Gospel According to TP: Upon having the Leadership Mantle placed upon thine head, thou shalt never hear the unvarnished truth again!* (*Therefore, thy needs one faithful compatriot to lay it on with no jelly.)

480 48. Leaders … Take Breaks.

481 Zombie! Zombie!

482 The End Game.

483 49. Leaders ??? :

484 Hire smart – go bonkers – have grace – make mistakes – love technology – start all over again.


486 50. Leaders Know WHEN TO LEAVE!

487 Thank You !

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