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1 Tom Peters Re-Imagine! Business Excellence in a Disruptive Age Amsterdam/15.05.2003

2 Slides at …

3 1.All Bets Are Off.

4 Uncertainty is the only thing to be sure of. Anthony Muh, head of investment in Asia, Citigroup Asset management (FT/03.27.2003)

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

6 2. The Destruction Imperative.

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

8 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

9 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

10 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)

11 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

12 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

13 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

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

15 Survival of the Fittest Not the Fattest/John Kay/FT03.27.2003 Survival of the Fittest Not the Fattest/John Kay/FT03.27.2003 I have heard it from people who make pharmaceuticals and from people who make defense equipment. From executives in utilities and executives in advertising. Among banks and law firms... They all expect their industry to develop the way the car industry has. In an increasingly globalized marketplace, maturing industries will become steadily more concentrated. Only a small number of big companies will survive. There is one problem with these analogies. What is said about the motor industry is not true.The peak of concentration in the automobile industry was reached in the early 1950s and since then there has been a substantial decline. However you look at it, small carmakers have been steadily gaining market share at the expense of large ones. Back in the 1960s, the 10 largest carmakers had a market share of 85 percent; today it is about 75 percent. Concentration has fallen, even though weak firms have been repeatedly absorbed through mergers. As markets evolve, differentiation becomes steadily more important. Success in the motor industry comes not from size or scale, but from developing competitive advantages in operations and marketing those advantages internationally. The same is true in pharmaceuticals and defense equipment, utilities and banking, telecommunications and media.

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

17 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

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

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

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

21 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

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

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

24 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

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

26 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.

27 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

28 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

29 100 square feet

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

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

32 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

33 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

34 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

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

36 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

37 Case: CRM

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

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

40 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

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

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

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

44 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. Source: The Wall Street Journal/10.21.2002

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

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

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

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

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

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

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

52 DD$21M

53 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

54 Model PSF …

55 (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!

56 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:

57 BMWs Designworks/USA: >50% from outside work

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

59 Base Case: The Sameness Trap

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

61 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

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

63 The Big Day!

64 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

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

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

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

68 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

69 Keep In Mind: Customer Satisfaction versus Customer Success

70 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.

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

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

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

74 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

75 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

76 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

77 The Experience Ladder Experiences Services Goods Raw Materials

78 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

79 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

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

81 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

82 Experience … Cirque du Soleil

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

84 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.] Jesper Kunde

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

86 8. Experiences+: Embracing the Dream Business.

87 DREAM: A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be. Gian Luigi Longinotti-Buitoni

88 The marketing of Dreams (Dreamketing) Dreamketing: Touching the clients dreams. Dreamketing: The art of telling stories and entertaining. 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

89 9. The [Mostly Ignored] Soul of Experiences: Design Rules!

90 Designs place in the universe.

91 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

92 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

93 Bottom Line.

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

95 Design is … WHY I GET MAD. MAD.

96 Design is never neutral.

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

98 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.

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

100 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)

101 Step No. 1: NOTEBOOK POWER! [Start recording the awesome & the awful]

102 User … STOP BLAMING YOURSELF! (Don Norman/ Design of Everyday Things )

103 10. Design+ = Beautiful Systems.

104 Fred S.s mediocre thesis. Herb K.s napkin.

105 K.I.S.S.: Gordon Bell (VAX daddy): 500/50. Chas. Wang (CA): Behind schedule? Cut least productive 25%.

106 Systems: Must have. Must hate. / Must design. Must un- design.

107 Mgt. Team includes … EVP (S.O.U.B.)

108 Executive Vice President, Stomping Out Unnecessary Bullshit

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

110 First Steps: Beauty Contest! 1.Select one form/document: invoice, air bill, sick leave policy, customer returns-claim form. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions: Beauty. Grace. Clarity. Simplicity. 3. Re-invent! 4. Repeat, with a new selection, every 15 working days.

111 11. It all adds up to … THE BRAND.

112 The Heart of Branding …



115 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

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


118 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

119 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 Brain

120 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



123 12. Toward Work that Matters: The WOW Project.

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

125 Lets make a dent in the universe. Steve Jobs

126 13. WOW Projects for the Powerless: A Surefire Recipe.

127 Worlds Biggest Waste … Selling Up

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

129 BOTTOM LINE The Enemy!


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

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

133 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

134 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

135 Sams Secret #1!

136 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

137 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)

138 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)

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

140 15. Boss Job One: The Talent Obsession.

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

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

143 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

144 The Talent Ten

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

146 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

147 PARCs Bob Taylor: Connoisseur of Talent

148 2. Greatness Only The Best!

149 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 TalentEd Michaels

150 3. Performance Up or out!

151 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

152 Message: Some people are better than other people. Some people are a hell of a lot better than other people.

153 4. Pay Fork Over!

154 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)

155 5. Youth Grovel Before the Young!

156 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]

157 6. Diversity Mess Rules!

158 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

159 7. Women Born to Lead!

160 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

161 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

162 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

163 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

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

165 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 Secret

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

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

168 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

169 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)

170 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

171 9. Opportunity Make It an Adventure!

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

173 Talent Department

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

175 10. Leading Genius Brand = Talent

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

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

178 Talents Big Two Rules GREAT Finance Dept. = GREAT Football Team DIFFERENCES Among Cello Players = DIFFERENCES Among Hotel GMs

179 16. Brand Talent+: Addressing the Education Fiasco

180 At the ultimate stage, competition among nations will be competition among educational systems, for the most productive and richest countries will be those with the best education and training. Richard Rosecrance, The Rise of the Virtual State

181 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

182 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!

183 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

184 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

185 17. THINK WEIRD … the HVA/ High Value Added Bedrock.

186 THINK WEIRD: The High Standard Deviation Enterprise.

187 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

188 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

189 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

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

191 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

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

193 *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

194 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)

195 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?

196 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

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

198 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

199 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

200 Corporate consciousness is predictably centered around the mainstream. The best customers, biggest competitors, and model employees are almost invariably the focus of attention. Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


202 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 Bob Sutton

203 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.

204 18. Trends I: Women Roar.

205 ????????? 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%

206 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

207 $4.8T > Japan 9M/27.5M/$3.6T > Germany

208 Yeow! 1970 … 1% 2002 … 50%

209 91% women: ADVERTISERS DONT UNDERSTAND US. (58% ANNOYED.) Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women)

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

211 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

212 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

213 How Many Gigs You Got, Man? Hard to believe … Different criteria Every research study weve done indicates that women really care about the relationship with their vendor. Robin Sternbergh/ IBM

214 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)

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

216 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

217 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

218 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

219 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

220 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

221 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

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

223 Initiate Purchase Men: Study facts & features. Women: Ask lots of people for input. Source: Martha Barletta, Marketing to Women

224 Women werent comfortable in our stores. So I figured out where they would be comfortablemost likely their own homes. The [first Nike Goddess] store has more of a residential feel. I wanted it to have furniture, not fixtures. Above all, I didnt want it to be girlie. John Hoke, designer, Nike

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

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

227 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

228 2.6 vs. 21

229 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

230 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.

231 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.

232 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.

233 Women dont buy brands. They join them. EVEolution

234 Not ! Year of the Woman

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

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

237 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

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

239 0

240 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

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

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

243 19. Trends II: Boomer Bonanza/ Godzilla Geezer.

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

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

246 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

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

248 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

249 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

250 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

251 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

252 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

253 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

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

255 20. The Passion Imperative: The Leadership 50

256 The Basic Premise.

257 1. Leadership Is a … Mutual Discovery Process.

258 I dont know.

259 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!

260 The Leadership Types.

261 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.

262 25/8/53* (*Damn it!)

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

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

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

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

267 5. All Organizations Need the Golden Leadership Triangle.

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

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

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

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

272 The Leadership Dance.

273 8. Leaders … SHOW UP!

274 Rudy!

275 9. Leaders … LOVE the MESS!

276 Im not comfortable unless Im uncomfortable. Jay Chiat

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

278 10. Leaders DO!

279 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!)

280 11. Leaders Re -do.

281 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

282 12. BUT … Leaders Know When to Wait.

283 Tex Schramm: The too hard box!

284 13. Leaders Are … Optimists.

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

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

287 14. Leaders … DELIVER!

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

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

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

291 The Gus Imperative!

292 16. Leaders FOCUS!

293 To Dont List

294 17. Leaders … Set CLEAR DESIGN SPECS.

295 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!

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

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

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

299 Its Relationships, Stupid.

300 19. Leaders Trust in TRUST !

301 Credibility !

302 If It Aint Broke … Break It.

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

304 Cortez!

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

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

307 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)

308 22. Leaders … HONOR THE USURPERS.

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

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

311 Fail faster. Succeed sooner. David Kelley/IDEO

312 24. Leaders Make … BIG MISTAKES!

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

314 Create.

315 25. Leaders Pursue DRAMATIC DIFFERENCE!

316 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

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

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

319 Legacy!

320 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?

321 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?

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

323 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

324 28. Leaders LOVE the New Technology!

325 100 square feet

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

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

328 Talent.

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

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

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

332 MantraM3 Talent = Brand

333 32. Leaders LOVE RAINBOWS – for Pragmatic Reasons.

334 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

335 Passion.

336 33. Leaders … Out Their PASSION!

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


339 BZ: I am a … Dispenser of Enthusiasm!

340 35. Leaders Focus on the SOFT STUFF!

341 Soft Is Hard - ISOE

342 Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TPs final words: CYNICISM SUCKS.]

343 The Job of Leading.

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

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

346 37. Leaders LOVEPOLITICS.

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

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

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

350 39. Leaders Give … RESPECT!

351 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

352 40. Leaders Say Thank You.

353 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]

354 41. Leaders Are … Curious.

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

356 42. Leadership Is a … Performance.

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

358 You cant lead a cavalry charge if you think you look funny on a horse. John Peers, CEO, Technology, Inc.

359 43. Leaders … Are The Brand

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

361 44. Leaders … Have a GREAT STORY!

362 Leaders dont just make products and make decisions. Leaders make meaning. – John Seely Brown

363 Introspection.

364 45. Leaders … Enjoy Leading.

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

366 46. Leaders … KNOW THEMSELVES.

367 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.)

368 47. But … Leaders have MENTORS.

369 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.)

370 48. Leaders … Take Breaks.

371 Zombie! Zombie!

372 The End Game.

373 49. Leaders ??? :

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


376 50. Leaders Know WHEN TO LEAVE!

377 Have you changed civilization today? Source: HP banner ad

378 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

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