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Tom Peters’ eXCELLENCE21: 21 Survival Propositions eCustomerServiceWorld/05.12.2002.

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1 Tom Peters’ eXCELLENCE21: 21 Survival Propositions eCustomerServiceWorld/05.12.2002

2 Slides at …

3 P1. “ECM”= Life & Death

4 “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 organization—one that might be called a ‘virtual state.’ On September 11 th a virtual state proved that modern societies are vulnerable as never before.”—Time/09.09.2002

5 “The deadliest strength of America’s new adversaries is their very fluidity, Defense Secretary Donald Rumsfeld believes. Terrorist networks, unburdened by fixed borders, headquarters or conventional forces, are free to study the way this nation responds to threats and adapt themselves to prepare for what Mr. Rumsfeld is certain will be another attack. … “ ‘Business as usual won’t do it,’ he said. His answer is to develop swifter, more lethal ways to fight. ‘Big institutions aren’t swift on their feet in adapting but rather ponderous and clumsy and slow.’ ”— The New York Times/09.04.2002

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

7 “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 don’t talk to each other.” Boston Globe (09.30.2001)

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

9 “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.

10 “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 military’s command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/ OCT2002

11 “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

12 Eric’s Army Flat. Fast. Agile. Adaptable. Light … But Lethal. Brand You/ Talent/ “I Am An ARMY Of One.” Info-intense. Network-centric.

13 The New Infantry Battalion/ New York Times/12.01.2002 “Pentagon’s Urgent Search for Speed.” 270 soldiers (1/3 rd normal complement); 140 robotic off-road armored trucks. “Every soldier is a sensor.” “Revolutionary capabilities.” Find-to-hit: 45 minutes to 15 minutes … in just one year.

14 P2. All Bets Are Off.

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

16 “There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.” Steve Case

17 “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)

18 P3. Destroy.

19 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

20 “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

21 “The difficulties … arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourish—and old ones to die a timely death. … We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. … The current apocalypse—the transition from a state of continuity to state of discontinuity—Has the same suddenness [as the trauma that beset civilization in 1000 A.D.]” Richard Foster & Sarah Kaplan, “Creative Destruction” (The McKinsey Quarterly)

22 “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 Innovator’s Dilemma

23 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

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

25 No Wiggle Room! “Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

26 C.E.O. to C.D.O.

27 “I don’t intend to be known as the ‘King of the Tinkerers.’ ” CEO, large financial services company

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

29 Built to Last v. Built to Flip “The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.” “Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish.” Fast Company (03-00)

30 Huh? “Quiet, workmanlike, stoic leaders bring about the big transformations.”--JC

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

32 !

33 P4. Embrace the White Collar Revolution.

34 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

35 IBM’s Project eLiza!* * “Self-bootstrapping”/ “Artilects”

36 There Is No Such Thing as the Tooth Fairy. IBM Self-healing eServers* *Approximate TV ad copy (11.2002)

37 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 Edenbrandt’s software: 738. *Only this time it matters!

38 “Doctors are faced with the very real threat of irrelevance in ten years. You’ll go to a lab, have a blood sample drawn, and a readout of your genetic deficiencies will be produced—along with ‘Doctor’s Orders’ for appropriate treatment; only there won’t be any doctor. ” —Leading Pediatric Cardiologist (11.2002)

39 Sequenom/David Ewing Duncan/Wired11.02 “Sequenom has industrialized the SNP [single nucleotide polymorphisms] identification process.” “This, I’m told, is the first time a healthy human has ever been screened for the full gamut of genetic-disease markers.” “On the horizon: multi-disease gene kits, available at Wal*Mart, as easy to use as home-pregnancy tests.” “You can’t look at humanity separate from machines; we’re so intertwined we’re almost the same species, and the difference is getting smaller.”

40 “A bureaucrat [or a doctor?] is an expensive microchip.” Dan Sullivan, consultant and executive coach


42 Nextel, Phoenix, Etc., 2.5G, 3G, 4G Windows Symbian Java Bluetooth Wi-Fi PCs-PDAs-Cell“phones” E-business vs. M-business Etc.

43 Outsider’s view: (1) Billions are being spent, even in a down market. (2) NOBODY HAS A CLUE AS TO WHO THE WINNERS—AND LOSERS— WILL BE. (3) Yet you must play. Now. Hard. Fast.

44 100 square feet

45 The Real “News”: X1,000,000

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

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

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

49 “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

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

51 The New Infantry Battalion/ New York Times/12.01.2002 “Pentagon’s Urgent Search for Speed.” 270 soldiers (1/3 rd normal complement); 140 robotic off-road armored trucks. “Every soldier is a sensor.” “Revolutionary capabilities.” Find-to-hit: 45 minutes to 15 minutes … in just one year.

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

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

54 “Don’t rebuild. Reimagine.” The New York Times Magazine on the future of the WTC space in Lower Manhattan/09.08.2002

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

56 P6. CRM = No Halfway.

57 Anne Busquet/ American Express Not: “Age of the Internet” Is: “Age of Customer Control”

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

59 “Parents, doctors, stockbrokers, even military leaders are starting to lose the authority they once had. There are all these roles premised on access to privileged information. … What we are witnessing is a collapse of that advantage, prestige and authority.” Michael Lewis, next

60 “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

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

62 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.” Rebuttal: (1) Service sucked in the “pre-electronic” age. (2) NewGen believes in the screen! (So do I.)

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

64 We Are Starting to Get It Right Bank online: 24.3M (10.2002); 2X Y2000. Wells Fargo: 1/3 rd ; 3.3M; 50% lower attrition rate; 50% higher growth in balances than off- line; more likely to cross-purchase; “happier and stay with the bank much longer.” B of A: 4M of 15M (“… way beyond the early adopters”). Source: The Wall Street Journal/10.21.2002

65 P7. Embrace the “PSF Solution” (“PSF” = Professional Service Firm Model.)

66 Every job done in W.C.W. is also done “outside” …for profit!

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

68 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

69 Model PSF …

70 (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!

71 “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve 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:

72 P8. Embrace the Heart of the Value Added Revolution: PSFs Unbound/ The “Solutions Imperative.”

73 The Big Day!

74 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

75 “These days, building the best server isn’t enough. That’s the price of entry.” Ann Livermore, Hewlett-Packard

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

77 “We aim to be the air traffic controllers of electrons.” Bob Nardelli, GE Power Systems

78 “Customer Satisfaction” to “Customer Success” “We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?” Bob Nardelli, GE Power Systems

79 Keep In Mind: Customer Satisfaction versus Customer Success

80 Nardelli’s 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

81 “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)

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

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

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

85 Model2002/3/4/5/?? Dell* + IBM** = Magic *Cut (ALL) the bullshit **Add (LOTSA) “soft”/“integrative”/“experiences” value

86 P9. Required: The Solutions 25.* *NO MORE “SILOS.” NO MORE “STOVEPIPES.” (DAMN IT.)

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

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

89 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!

90 The Real “New Economy” “Imagine a chess game in which, after every half dozen moves, the arrangement of the pieces on the board stays the same but the capabilities of the pieces randomly change. Knights now move like bishops, bishops like rooks … Technology does that. It rubs out boundaries that separate industries. Suddenly new competitors with new capabilities will come at you from new directions. Lowly truckers in brown vans become geeky logistics experts. …” Business 2.0 (8.2001)

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

92 P10. Beyond “Solutions”: A World of Scintillating/ Awesome/ WOW “Experiences.”

93 “ 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

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

95 “Guinness as a brand is all about community. It’s about bringing people together and sharing stories. ” — Ralph Ardill, Imagination, in re Guinness Storehouse

96 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


98 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

99 “Lexus sells its cars as containers for our sound systems. It’s marvelous.” —Sidney Harman/ Harman International

100 The “Experience Ladder” Experiences Services Goods Raw Materials

101 It’s All About EXPERIENCES: “Trapper” to “Wildlife Damage-control Professional” Trapper: <$20 per beaver pelt. WDCP: $150/“problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay. Source: WSJ/05.21.2002

102 “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.]

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

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

105 P11. Experiences+: Embracing the “Dream Business.”

106 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

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

108 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

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

110 P12. The [Mostly Ignored] “Soul” of “Experiences”: Design Rules!

111 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

112 “We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation.” Steve Jobs

113 Design “is” … WHAT & WHY I LOVE. LOVE.

114 All Time No.1 (TP) Ziplocs

115 Design “is” … WHY I GET MAD. MAD.

116 Design is never neutral.

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

118 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 doesn’t. Furthermore, it’s another “one of those things” that damn few companies put – consistently – on the front burner.

119 Message (?????): Men cannot design for women’s needs.

120 “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 intuition—it’s female. ” Source: Philippe Starck, Harvard Design Magazine (Summer 1998)

121 P13. Design+ = “Beautiful” Systems.

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

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

124 “ Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – P.D.

125 P14. “It” all adds up to … THE BRAND.

126 “WHO ARE WE?”

127 “Most companies tend to equate branding with the company’s marketing. Design a new marketing campaign and, voilà, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To put it bluntly, it is a matter of whether – or not – you want to be … UNIQUE … NOW.” Jesper Kunde, Unique … now or never


129 “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

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



133 P15. The Necessary Bedrock: Turn Work into … WOW Projects!

134 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

135 “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec

136 “Let’s make a dent in the universe.” Steve Jobs


138 If you are not prepared to be fired over your beliefs … you are working on the wrong project - TP

139 P16. Re-invent Yourself: Brand You (Or Else.)

140 “If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed, and that increasingly means you won’t get paid much either.” Michael Goldhaber, Wired

141 “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

142 Vernor Vinge/Mr. Singularity “The transition time from human history to post-human singularity time, Vinge thinks, will be astonishingly short—maybe one hundred hours from the first moment of computer self- awareness to computer worls conquest.”—Esquire/12.2002

143 P17. Boss Job One: The Talent Obsession.

144 Brand = Talent.

145 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

146 The Talent Ten

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

148 Model 25/8/53 Sports Franchise GM

149 “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

150 2. Greatness Only The Best!

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

152 3. Performance Up or out!

153 “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

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

155 4. Pay Fork Over!

156 “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)

157 5. Youth Grovel Before the Young!

158 “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]

159 6. Diversity Mess Rules!

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

161 7. Women Born to Lead!

162 “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

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

164 63 of 2,500 top earners in F500 8% Big 5 partners 14% partners at top 250 law firms 43% new med students; 26% med faculty; 7% deans Source: Susan Estrich, Sex and Power

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, America’s Competitive Secret

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

167 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

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

169 9. Opportunity Make It an Adventure!

170 “H.R.” to “H.E.D.” ??? H uman E nablement D epartment

171 10. Leading Genius We are all unique!

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

173 What’s your company’s … EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent

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

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


177 THINK WEIRD: The High Standard Deviation Enterprise.

178 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

179 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

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

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

182 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


184 P19. Trends I: Women Roar.

185 ????????? 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%

186 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

187 1970-1998 Men’s median income: +0.6% Women’s median income: + 63% Source: Martha Barletta, Marketing to Women

188 $4.8T > Japan 9M/27.5M/$3.6T > Germany

189 Business Purchasing Power Purchasing mgrs. & agents: 51% HR: >>50% Admin officers: >50% Source: Martha Barletta, Marketing to Women

190 Women-owned Bus. U.S. employees > F500 employees worldwide Source: Martha Barletta, Marketing to Women

191 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

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

193 Men: Individual perspective. “Core unit is ‘me.’ ” Pride in self-reliance. Women: Group perspective. “Core unit is ‘we.’ ” Pride in team accomplishment. Source: Martha Barletta, Marketing to Women

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

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

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

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

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

199 “It is obvious to a woman when another woman is upset, while a man generally has to physically witness tears or a temper tantrum or be slapped in the face before he even has a clue that anything is going on. Like most female mammals, women are equipped with far more finely tuned sensory skills than men.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

200 “Resting” State: 30%, 90%: “A woman knows her children’s friends, hopes, dreams, romances, secret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

201 “As a hunter, a man needed vision that would allow him to zero in on targets in the distance … whereas a woman needed eyes to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub, but can never find things in fridges, cupboards or drawers.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

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

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

204 “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, America’s Competitive Secret

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

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

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

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

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

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

211 “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

212 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 today’s skills?” EVEolution

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

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

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

216 STATEMENT OF PHILOSOPHY: I am a businessperson. An analyst. A pragmatist. The enormous social good of increased women’s power is clear to me; but it is not my bailiwick. My “game” is haranguing business leaders about my fact-based conviction that women’s 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

217 Ad from Furniture /Today (04.01): “MEET WITH THE EXPERTS!: How Retailing’s Most Successful Stay that Way” Presenting Experts: M = 16 ; F = ?? (94% = 272)

218 0

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

220 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 you’ll get splashy results? --Bust through the walls of the corporate silos. --Once you get her, don’t let her slip away. --Women ARE the long run! Source: Martha Barletta, Marketing to Women

221 P20. Trends II: Boomer Bonanza/ Godzilla Geezer.

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

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

224 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

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

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

227 Member Growth: 1987 – 1997 18 – 34: 26% 35 – 49: 63% 50+: 118% Source: IHRSA

228 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

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

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

231 “Households headed by someone 40 or older enjoy 91% ($9.7T) of our population’s 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

232 “The mature market cannot be dismissed as entrenched in its brand loyalties.” —Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

233 “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

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

235 “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

236 “Take the Road Less Traveled”—Advertising Age headline re Sony, upon targeting “Zoomers,” the neglected 34% of its customers who are age 50+

237 “ ‘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

238 No : “Target Marketing” Yes : “Target Innovation” & “Target Delivery Systems”

239 P21. The Leadership 50

240 The Basic Premise.

241 1. Leadership Is a … Mutual Discovery Process.

242 Leaders-Teachers Do Not “Transform People”! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostly—caveat: “they” don’t engage unless they’re “mad about something”) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers- leaders) had never dreamed existed—and then the leaders-mentors-teachers (6) applaud like hell, stage “photo-ops,” and ring the church bells 100 times to commemorate the bravery of their “followers’ ” explorations!

243 “I don’t know.”

244 The Leadership Types.

245 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.

246 25/8/53* (*Damn it!)

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

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

249 4. Find the “Businesspeople”! (Type III Leadership)

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

251 5. All Organizations Need the Golden Leadership Triangle.

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

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

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

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

256 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0. Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson—1 season.

257 The Leadership Dance.

258 8. Leaders … SHOW UP!

259 Rudy!

260 9. Leaders … LOVE the MESS!

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

262 10. Leaders DO!

263 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!)

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

265 11. Leaders Re -do.

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

267 12. BUT … Leaders Know When to Wait.

268 Tex Schramm: The “too hard” box!

269 13. Leaders Are … Optimists.

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

271 14. Leaders … DELIVER!

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

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

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

275 The “Gus Imperative”!

276 16. Leaders FOCUS!

277 “To Don’t ” List

278 17. Leaders … Set CLEAR DESIGN SPECS.

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

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

281 Ridin’ with Roger: “What have you done to DRAMATICALLY IMPROVE quality in the last 90 days?”

282 It’s Relationships, Stupid.

283 19. Leaders Trust in TRUST !

284 Credibility !

285 If It Ain’t Broke … Break It.

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

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

288 Cortez!

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

290 “Damned If You Do, Damned If You Don’t, 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)

291 22. Leaders … HONOR THE USURPERS.

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

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

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

295 24. Leaders Make … BIG MISTAKES!

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

297 Create.

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

299 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

300 26. Leaders Pursue DRAMATIC DIFFERENCE!

301 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 Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to 5%) Source: Jump Start Your Business Brain, Doug Hall

302 27. Leaders LOVE the New Technology!

303 100 square feet

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

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

306 Talent.

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

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

309 30. Leaders “Manage” Their EVP/ Internal Brand Promise.

310 MantraM3 Talent = Brand

311 31. Leaders LOVE RAINBOWS – for Pragmatic Reasons.

312 “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

313 Passion.

314 32. Leaders … Out Their PASSION!

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

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

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

322 35. Leaders Focus on the SOFT STUFF!

323 “Soft” Is “Hard” - ISOE

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

325 The “Job” of Leading.

326 36. Leaders Know It’s ALL SALES ALL THE TIME.

327 TP: If you don’t LOVE SALES … find another life. (Don’t pretend you’re a “leader.”) (See TP’s The Project50.)

328 37. Leaders LOVE “POLITICS.”

329 TP: If you don’t LOVE POLITICS … find another life. (Don’t pretend you’re a “leader.”)

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

331 If you’re not pissing people off, you’re not making a difference!

332 39. Leaders Give … RESPECT!

333 “It was much later that I realized Dad’s 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

334 40. Leaders Say “ Thank You.”

335 “The two most powerful things in existence: a kind word and a thoughtful gesture.” Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

336 41. Leaders Are … Curious.

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

338 42. Leadership Is a … Performance.

339 “It is necessary for the President to be the nation’s No. 1 actor.” FDR

340 43. Leaders … Are The Brand

341 The BRAND lives (OR DIES) in the “minutiae” of the leader’s moment- to-moment actions.

342 44. Leaders … Have a GREAT STORY!

343 Leaders don’t just make products and make decisions. Leaders make meaning. – John Seeley Brown

344 Introspection.

345 45. Leaders … Enjoy Leading.

346 “Warren, I know you want to ‘be’ president. But do you want to ‘do’ president?”

347 46. Leaders … KNOW THEMSELVES.

348 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.)

349 47. But … Leaders have MENTORS.

350 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.)

351 48. Leaders … Take Breaks.

352 Zombie! Zombie!

353 The End Game.

354 49. Leaders ??? :

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


357 50. Leaders Know WHEN TO LEAVE!

358 Thank You !

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