Presentation is loading. Please wait.

Presentation is loading. Please wait.

Tom Peters The Leadership 50 Leading in Totally Screwed-Up Times London/02October2002.

Similar presentations

Presentation on theme: "Tom Peters The Leadership 50 Leading in Totally Screwed-Up Times London/02October2002."— Presentation transcript:

1 Tom Peters The Leadership 50 Leading in Totally Screwed-Up Times London/02October2002

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

3 The Leadership 50

4 The Basic Premise.

5 1. Leadership Is a … Mutual Discovery Process.

6 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!

7 1A. Leaders … Cede Control.

8 I dont know.

9 1B. Leaders Try … Not to Screw Things Up

10 Ninety percent of what we call management consists of making it difficult for people to get things done. – P.D.

11 The Leadership Types.

12 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.

13 25/8/53* (*Damn it!)

14 Whoops: Jack didnt have a vision!

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

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

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

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

19 4A. All Organizations Need the Golden Leadership Triangle.

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

21 5. Leadership Mantra #1: IT ALL DEPENDS!

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

23 5A. The Leader Is Rarely/Never the Best Performer.

24 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.

25 The Leadership Dance.

26 6. Leaders … SHOW UP!

27 Rudy!

28 6A. Leaders … LOVE the MESS!

29 Im not happy unless Im uncomfortable. Jay Chiat

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

31 7. Leaders DO!

32 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!)

33 7A. Leaders Re -do.

34 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

35 If it works, its obsolete. Marshall McLuhan

36 8. BUT … Leaders Know When to Wait.

37 Tex Schramm: The too hard box!

38 9. Leaders … DELIVER!

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

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

41 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

42 9A. Leaders Are … Optimists.

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

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

45 10. BUT … Leaders Are Realists/Leaders Win Through LOGISTICS!

46 The Gus [Pagonis] Imperative!

47 11. Leaders FOCUS!

48 To Dont List

49 11A. Leaders … Set CLEAR DESIGN SPECS.

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

51 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!

52 11B. Leaders … Send V-E-R-Y Clear Signals About Design Specs!

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

54 Its Relationships, Stupid.

55 12. Leaders Trust in TRUST !

56 Credibility !

57 12A. Leaders Infuse the Dreaded-All Important Evaluation Process with CREDIBILITY!

58 25 = 100

59 13. Leaders … Understand the Ultimate Power of RELATIONSHIPS.

60 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 Judy Rosener

61 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

62 14. Leaders Know … Women Roar/ Women Rule.

63 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

64 If It Aint Broke … Break It.

65 15. Leaders … FORGET!/ Leaders … DESTROY!

66 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

67 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

68 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

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

70 Cortez!

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

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

73 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)

74 17. Leaders … HONOR THE USURPERS.

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

76 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

77 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

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

79 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

80 17A. Leaders … HANG OUT WITH FREAKS!

81 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

82 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)

83 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

84 Leaders know … WE BECOME WHO WE HANG WITH!

85 18. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

86 Sams Secret #1!

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

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

89 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)

90 Read This! Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

91 18A. Leaders Make … BIG MISTAKES!

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

93 Create.


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

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

97 20. Leaders Pursue DRAMATIC DIFFERENCE!

98 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: intent to purchase – 100%; unique – 0% to 5%) Source: Jump Start Your Business Brain, Doug HallDoug Hall

99 They [consumer goods company] have acquired a bunch of products, which is what everyone is doing. But whats the point, the message, the story line, the Big Idea that makes it all hang together? Exec, major consumer goods company

100 20A. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

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

102 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

103 Trends.

104 21. Leaders Get the … Big3 Trends

105 Trends I: Women Roar.

106 Trends II: Boomer Bonanza/ Godzilla Geezer.

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

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

109 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

110 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

111 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

112 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

113 Trends III: Green = $$$$$$

114 Of all the ways the company will be judged over the next decade, none will be greater than our response to the issue of climate change. William Clay FORD Jr.

115 And #3: GREEN?????: 50% to 36%: Protect Environment > Economic Growth. 58% to 34%: Protect Plants & Animals > Preserve Private Property Rights.

116 E.g.: Genetically Altered Food Would eat: M, 71%; F, 50% Give to children: M, 59%; F, 37% Pay more for non-altered: M, 35%; F, 47% Source: & USA Today

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

118 New Model.

119 22. Leaders … Understand the Enormity of the White Collar Revolution.

120 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

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

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

123 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!

124 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

125 23. Leaders … Turn All Departments into PSFs.

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

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

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

129 Model PSF …

130 (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!

131 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:

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

133 The Big Day!

134 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

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

136 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).

137 You are headed for commodity hell if you dont have services. Lou Gerstner on IBMs coming revolution (1997)

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

139 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

140 Keep In Mind: Customer Satisfaction versus Customer Success

141 Was: Bunch of Guys Who Make Circuit Breakers Division. Is: GE Industrial Systems.

142 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

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

144 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)

145 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

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

147 25. Leaders … Demolish Stovepipes!

148 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.

149 In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that dont talk to each other. Boston Globe (09.30.2001)

150 Once devised in Riyadh, the tasking order took hours to get to the Navys six aircraft carriersbecause 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

151 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

152 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 a virtual state proved that modern societies are vulnerable as never before.Time/09.09.2002

153 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

154 The … Solutions 25.

155 1. Its the (OUR!) organization, stupid! 2. Friction free! 3. No STOVEPIPES! 4. Stovepiping is a F.O.Firing Offense. 5. ALL on the web! (ALL = ALL.) 6. Open access! 6. Project Managers rule! (E.g.: Control the purse strings and evals.) 7. VALUE-ADDED RULES! (Services Rule.) (Experiences Rule.) (Brand Rules.) 8. SOLUTIONS RULE! (We sell SOLUTIONS. Period. We sell PRODUCTIVITY & PROFITABILITY. Period.) 9. Solutions = Our culture. 10. Partner with B.I.C. (Best-In-Class). Period.

156 12. All functions contribute equallyIS, HR, Finance, Purchasing, Engineering, Logistics, Sales, Etc. 13. Project Management can come from any function. 14. WE ARE ALL IN SALES. PERIOD. 15. We all invest in wiring the customer organization. 16. WE ALL LIVE THE BRAND. (Brand = Solutions. That MAKE MONEY FOR OUR CUSTOMER- PARTNER.) 17. We use the word PARTNER until we all want to barf! 18. We NEVER BLAME other parts of our organization for screw-ups. 19. WE AIM TO REINVENT THIS INDUSTRY! 20. We hate the word-idea COMMODITY.

157 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!

158 Innovation & Speeds New Basics* 1. XFTs are the culture. 2. Project-centric. 3. Open talent market. 4. Cause-based projects. 5. Ubiquitous open systems. ISat home & throughout supply chain. Web based. 6. F-L-A-T. *Innovation, Speed, CRM, Experience/ Solution demand this

159 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

160 [ Words to Live By … Hierarchy is an organization with its face toward the CEO and its ass toward the customer. Kjell Nordström and Jonas Ridderstråle, Funky Business]

161 Supply Chain 2000: When Joe Employee at Company X launches his browser, hes taken to Company Xs personalized home page. He can interact with the entire scope of Company Xs 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 dont have to be in the office. They can log on from a cell phone, Palm Pilot, pager or home office system. Red Herring (09.2000)

162 26. Leaders Know that the HVA/Solutions Revolution rests upon: Experiences … Dream Fulfillment … Design.

163 A World of Scintillating/ Awesome/ WOW Experiences.

164 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

165 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

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

167 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

168 The Experience Ladder Experiences Services Goods Raw Materials

169 The [Mostly Ignored] Soul of Experiences: Design Rules!

170 Designs place in the universe.

171 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

172 Design is treated like a religion at BMW. Fortune

173 We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation. Steve Jobs

174 Bottom Line.

175 Design is … WHAT & WHY I LOVE. LOVE.

176 Design is … WHY I GET MAD. MAD.

177 Design is never neutral.

178 Hypothesis: DESIGN is the principal difference between love and hate!

179 THE BASE CASE: I am a design fanatic. Though not artistic, I love cool stuff. But it goes [much] further, far beyond the personal. Design has become a professional obsession. I SIMPLY BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or detachment] RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is arguably the #1 DETERMINANT of whether a product-service-experience stands out … or doesnt. Furthermore, its another one of those things that damn few companies put – consistently – on the front burner.

180 Message (?????): Men cannot design for womens needs.

181 Perhaps the macho look can be interesting … if you want to fight dinosaurs. But now to survive you need intelligence, not power and aggression. Modern intelligence means intuitionits female. Source: Philippe Starck, Harvard Design Magazine (Summer 1998)

182 Technology.

183 27. Leaders LOVE the New Technology!

184 100 square feet

185 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

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

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

188 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

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

190 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 David Weinberger

191 28. Needed? Type IV Leadership: Technology Dreamer-True Believer

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

193 Talent.

194 29. When It Comes to TALENT … Leaders Always Swing for the Fences!

195 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 (05.17.00)Ed Michaels

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

197 30. Leaders Dont Create Followers: THEY CREATE LEADERS!

198 I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader

199 Brand You, Big Time! I AM AN ARMY OF ONE

200 31. Leaders Win Followers Over

201 WHAT AN IDIOT: Instead of employees being in the drivers seat, now were in the drivers seat.

202 PJ: Coaching is winning players over.

203 32. Leaders Manage Their EVP/ Internal Brand Promise.

204 MantraM3 Talent = Brand

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

206 33. Leaders LOVE KIDS.

207 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]

208 8 Minutes * Dr. Sugata Mira, NIIT/ New Delhi/ 1999** *Ignorance to Surfing **And then theres oya yubi sedai, the thumb generation

209 Passion.

210 34. Leaders … Out Their PASSION!

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

212 Vision is a love affair with an idea. Boyd Clarke & Ron Crossland, The Leaders Voice

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


215 BZBZ: I am a … Dispenser of Enthusiasm!

216 36. Leaders Focus on the SOFT STUFF!

217 Soft Is Hard - ISOE

218 36A. Leaders Know … Culture Change Takes But a Minute. (No Bull!)

219 What Do I Do First? One Minute Excellence!* *Thomas Watson

220 Culture Change is not Corporate. Culture Change is not a Program. Culture change does not take Years. Culture Change does not start Today. Culture Change starts Right Now! Culture Change Lives in the Moment! Culture Change is Entirely in Your Hands!

221 The Job of Leading.

222 37. Leaders Know Its ALL SALES ALL THE TIME.

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

224 37A. Leaders LOVEPOLITICS.

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

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

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

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


230 39. Leaders Give … RESPECT!

231 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

232 40. Leaders Say Thank You.

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

234 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

235 40A. Leaders Are … Graceful.

236 My favorite word is grace – whether its amazing grace, saving grace, grace under fire, Grace Kelly. How we live contributes to beauty – whether its how we treat other people or the environment. Celeste Cooper, designer

237 Rodales on Grace … elegance … charm … loveliness … poetry in motion … kindliness.. benevolence … benefaction … compassion … beauty

238 41. Leaders Are … Curious.

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

240 42. Leadership Is a … Performance.

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

242 43. Leaders … Are The Brand

243 WHO ARE YOU [these days] ? TP to Client

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

245 You must be the change you wish to see in the world. Gandhi

246 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

247 44. Leaders … Have a GREAT STORY!

248 A key – perhaps the key – to leadership is the effective communication of a story. Howard Gardner Leading Minds: An Anatomy of Leadership

249 45. Leaders Seed & Pursue & Recognize (Weird) Demos.

250 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/ Confessions of an Uncivil Servant

251 Leaders aimed on changing their world identify palpable heroes, who executed palpable projects they point to these people and say to the masses, See, here it is, done by one of your own. (And then they deep-dip a few of those heroes to demo their seriousness.)

252 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, Confessions of an Uncivil Servant

253 Each VP a V.C.: Portfolio of high-risk investments in people & ideas from all across the company.

254 Introspection.

255 46. Leaders … Enjoy Leading.

256 Warrens Whoops Moment …

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

258 47. Leaders LAUGH!

259 47A. But … Leaders Know Its My Fault.

260 You recruited em. You hired em. You trained em. You evaluated em. You motivated em.

261 48. Leaders … Take Breaks.

262 Zombie! Zombie!

263 The End Game.

264 49. Leaders ??? :


266 Its only business, not personal … IT ALWAYS IS PERSONAL.

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


269 50. Leaders Know WHEN TO LEAVE!

270 Thank You !

Download ppt "Tom Peters The Leadership 50 Leading in Totally Screwed-Up Times London/02October2002."

Similar presentations

Ads by Google