1. Tom Peters Seminar2001 Rollercoaster Days: Learning to … Rock & Roll! Denver 06.06.01

2. More at … tompeters.com Slides from this seminar; Master Presentation, for in-depth; annotated Special Presentations [Women Rule!, Design!, etc.]. “Cool Friends” (referenced in seminar). Discussions re this stuff. Calendar of events. Lavender text in this file is a link.

3. “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

4. prior 900 years 1900s: 1 st 20 years > 1800s 2000: 10 years for paradigm shift 21 st century: 1000X tech change than 20 th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”) Ray Kurzweil, talk april2001

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

6. S.A.V.

7. 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!)

8. “It used to be that the big ate the small. Now the fast eat the slow.” Geoff Yang, IVP/ (Institutional Venture Partners)

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

10. John Roth’s “Rules” [Nortel] 1. Our strategies must be tied to leading-edge customers on the attack. 2. Time cannot be sacrificed for better quality, lower cost, or even better decisions. 3. It doesn’t matter whether you develop or acquire leading technology. Our job is to provide the technology and products our customers need. 4. Success is achieved by leading change, not waiting for it. 5. We are paranoid about our leadership – willing to cannibalize our own products to maintain our edge. Source: Abridged from The Wall Street Journal (07.25.00)

11. Structure Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

12. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

13. Forces @ Work I The Destruction Imperative!

14. 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

15. “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: I’m sure there are success stories out there, but at this moment I draw a blank.” Mark Sirower, The Synergy Trap

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

17. “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, CiscoJohn Chambers

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

19. The [New] G e Way DYB.com

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

21. Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987. S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies that Are Built to Last Underperform the Market

22. “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. Brand Inside Brand Org: Lean, Linked, Electronic & Malleable

24. Headline: “Bank of America to Cut … 10,000 Jobs” “Middle-level and senior managers are expected to be the principal targets of the job cutbacks.” Source: The New York Times (07.29.2000)

25. White Collar Revolution!

26. 108 X 5 vs. 8 X 1* * 540 vs. 8 (-98.5%)

27. The Pincer 5 “Destructive” entrepreneurs/ Global Competition “White Collar Robots” THE INTERNET! [E.g.: GM + Ford + DaimlerChrysler] Global Outsourcing [E.g.: India, Mexico] Speed!!

28. “A bureaucrat is an expensive microchip.” Dan Sullivan, consultant and executive coach

29. Automation+ 75% of what we do: 40 “expert” decision rules!

30. IBM’s Project Eliza!

31. 80,000?

32. “Assetless Company” John Bryan, CEO, on selling all Sara Lee’s manufacturing

33. “Don’t own nothin’ if you can help it. If you can, rent your shoes.” F.G.

34. Cisco, Dell = Brand-owning companies who sell Customer Satisfaction Source: David Schneider & Grady Means, MetaCapitalism [e.g.: Cisco owns 2 of 38 assembly plants]

35. Brand Inside Brand Work: The Professional Service Firm Model & The WOW Project

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

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

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

39. “P.S.F.”: Summary H.V.A. Projects (100%) Pioneer Clients WOW Work (see below) Hot “Talent” (see below) “Adventurous” “culture” Proprietary Point of View (Methodology) W.W.P.F. (100%)/Outside Clients (25%++) When: Now!

40. 11 September 2000

41. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

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

43. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Etc. … Etc.

44. “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.” ecompany.com/06.01 (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. Sites to 6,000 NA dealers)

45. 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

46. Maybe one [or more] of your “PSFs” becomes the tail that wags the dog called Market Cap????? [E.g.: engineering- IS-logistics-customer service]

47. The Raw Material … The WOW Project!

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

49. “Every project we take on starts with a question: How can we do what’s never been done before?” Stuart Hornery, CEO, Lend Lease

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

51. “Learn not to be careful.” Photographer Diane Arbus to her students (Careful = The sidelines, per Harriet Rubin in The Princessa)Harriet Rubin

52. Brand Inside Brand You: Distinct … or Extinct

53. “New Economy changes how firms treat layoffs” Headline, USA Today (03.19.2001)

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

55. “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

56. 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

57. “You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, ‘Where do you see yourself in 5 years?’ you’ll ask, ‘If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow?’ ” Stan Davis & Christopher Meyer, futureWEALTH

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

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

60. Brand Inside Brand Talent: The Great War for Talent

61. The Case

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

63. The Talent Ten

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

65. 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 (05.17.00)

66. “We have transitioned from an asset-based strategy to a talent-based strategy.” Jeff Skilling, CEO, Enron

67. 2. Greatness Only The Best!

68. Home Depot: 7 new growth initiatives ($20B to $100B in 5-7 years) Arthur Blank: BEST PERSON IN THE WORLD TO HEAD EACH INITIATIVE E.g.: COO of IKEA to head international expansion Ed Michaels, War for Talent (05.17.00)

69. 3. Performance Up or out!

70. “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 (05.17.00)

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

72. 4. Pay Fork Over!

73. “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)

74. So-so plant manager, $1M per year. Pay: $110,000 plus $60,000. Top plant manager, $3-4M per year. Pay: $135,000 plus $90,000. Net: $2-3M for $50K. Source: Ed Michaels et al., The War for Talent, re Georgia-Pacific

75. What gets measured gets done. What gets paid for gets done more. What gets paid a lot for gets done a lot more.

76. 5. Youth Grovel Before the Young!

77. “Talented people are less likely to wait their turn. We used to view young people as trainees; now they are authorities. Arguably this is the first time the older generation can – and must – leverage the younger generation very early in their careers.” Ed Michaels, War for Talent (05.17.00)

78. 6. Diversity Mess Rules!

79. “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

80. 7. Women Born to Lead!

81. “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

82. Women and new- economy management …

83. The New Economy … Shout goodbye to “command and control”! Shout goodbye to hierarchy! Shout goodbye to “knowing one’s place”!

84. “Guys want to put everybody in their hierarchical place. Like, should I have more respect for you, or are you somebody that’s south of me?” Paul Biondi, Mercer Consultants [from It’s Not Business, It’s Personal, Ronna Lichtenberg]Ronna Lichtenberg

85. Women’s Stuff = New Economy Match Improv skills Relationship-centric Less “rank consciousness” Self determined Trust sensitive Intuitive Natural “empowerment freaks” [less threatened by strong people] Intrinsic [motivation] > Extrinsic

86. Women’s Strengths: Link [rather than rank] workers; favor interactive-collaborative leadership style; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi- dimensional feedback; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, America’s Competitive Secret

87. “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 day’s events? Who is better at keeping in touch with others?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

88. “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

89. “Boys are trained in a way that will make them irrelevant.” Phil Slater

90. It’s Girls, Stupid! 1996: 8.4M women, 6.7M men in college (est: 9.2 to 6.9 in 2007); more women than men in high-level math and science courses More girls in student govt., honor societies; girls read more books, outperform boys in artistic and musical ability, study abroad in higher numbers Boys do rule: crime, alcohol, drugs, failure to do homework (4:1) Source: The Atlantic Monthly (May2000)

91. Okay, you think I’ve gone tooooo far. How about this: DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?

92. 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

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

94. 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

95. Axiom: Never hire anyone without an aberration in their background!

96. QCC/Quick Culture Change Hire Weird Promote Deep Rule of Three (3 = Critical Mass)

97. Enron COO: Louise Kitchen, F, 29; created EnronOnline as “Skunkworks”

98. Nasser’s Triad*: The Internet Is the New Job 1 Brian Kelley, 40, head of global sales and service (GE appliances); first non-“car guy” in the job Karen Francis, 38, eBusiness czar (Olds brand boss) Marv Adams, 43, CIO (Bank One’s IT infrastructure consolidator) * All three are “direct reports”

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

100. Project Team Golden Triangle (1) Champion-Maniac. (2) Implementer-Pol. (3) Schedule & Budgets Fanatic.

101. 9. Opportunity Make It an Adventure!

102. “Firms will not ‘manage the careers’ of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.” Tim Hall et al., “The New Protean Career Contract”

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

104. 10. Leading Genius We are all unique!

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

106. 48 Players = 48 Projects = 48 different success measures

107. Obsession Greatness Performance Pay Youth Diversity Women Weird Opportunity Leading Genius

108. HR Folks: YOU – not “marketing” - “OWN” THE “BRAND PROMISE”! (If you wish.)

109. MantraM3 Talent = Brand

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

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

112. First Steps Make a list of the traits you really want to unearth. (TP & “sense of humor;” GR & jaywalking.) Promote for TDS /Talent Development Skills. Work up an EVP.

113. Goal of the Year No. 1*: Find- Develop-Mentor ONE Extraordinary Person. *CEO, large financial advisory firm, April 2001

114. Brand Inside Brand Action: Getting Started … a Personal Perspective

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

116. World’s Biggest Waste … Selling “Up”

117. THE IDEA: F4 F ind a F ellow F reak F araway

118. Heart of the Matter F2F!/K2K!/1@T/R.F.A.* *Freak to Freak/Kook to Kook/ One at a Time/ Ready.Fire!Aim.

119. THE NUGGET Do Something. Do Anything. Get Going. Now.

120. Opportunity ALWAYS Knocks VFCJ* “Strategy” *Volunteer For Crappy Jobs

121. Is It … “The Oh-Hell-I-Wish-It-Were- Over Memorial Day picnic” or “The First Annual S eriously K ewl C elebration of Our Incredible Staff”

122. Is It … Wrestle the damn Safety Manual into line with the ridiculous new OSHA Regs? Or … A stealth opportunity to address the War for Talent via … a thoroughgoing review of how safety and environmental issues contribute to making this a Great Place to Work?

123. Reframers’ Rules: Rule 1: Never accept an assignment as given! (Please.) Rule 2: You’re never so powerful as when you are “powerless”! Rule 3: Every “small” project contains the entire enterprise DNA!

124. BOTTOM LINE The Enemy!

125. Joe J. Jones 1942 – 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

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

127. 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

128. Brand Inside Reprise: THINK WEIRD: The High Standard Deviation Enterprise

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

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

131. “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

132. “The highest performing companies have well-developed systems for killing ideas their customers don’t want. As a result, these companies find it very difficult to invest adequate resources in disruptive technologies—lower margin opportunities that their customers don’t want—until they want them. And by then it’s too late.” Clayton Christensen, The Innovator’s Dilemma

133. Button-down Org H.S.D.E.. Acquire for market share Suck up to biggest customers Pursue “strategic vendors” Bigger is better Accept assignments as given Hire 4.0s from “top schools” Promote when they’ve “paid their dues” Appoint a “prestigious” board Hang out with my pals R.A.F. Be “professional” at all times/Honor thine elders Acquire for innovation Partner with cool customers Seek out pioneering vendors Break it up … to refresh Reframe all tasks to innovate Hire “intriguing,” wherever Promote tomorrow if the work product is weird and WOW Appoint an interesting, headstrong board Take a freak to lunch today F.F.F. Stay loose, stay cool/The hell with thine elders

134. “But don’t we need some grout between the tiles?”

135. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

136. Forces @ Work II The Commodity Trap

137. Quality Not Enough! “While everything may be better, it is also increasingly the same.” Paul Goldberger on retail, “The Sameness of Things,” The New York Times

138. “We make over three new product announcements a day. Can you remember them? Our customers can’t!” Carly Fiorina

139. “The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business

140. “Companies have defined so much ‘best practice’ that they are now more or less identical.” Jesper Kunde, A Unique Moment Jesper Kunde

141. 10X/10X

142. Brand Outside Strategy 1 : Use E-Commerce to Re-invent Everything!

143. OVERVIEW

144. Tomorrow Today: Cisco! 90% of $20B (=$50M/day) 75% mfg. outsourced; 50% of orders routed to supplier who ships direct Gross margin:65%; Net margin: 28% Annual savings in service and support from customer self-management: $550M

145. Enron eWorld: “Price a structured trade,” per John Arnold, 26: Early 1999: 30 times a day. Late 2000: 30 times per … minute. Long-term gas contract. 1989: 9 months, 400+ deals. Late 90s: 2 weeks, 2 per week. Late 2000: 5 such deals per day Source: www.ecompany.com (1/2001)www.ecompany.com

146. COMMUNITY SERVICES!

147. Tomorrow Today: Cisco! 90% of $20B; save $550M C.Sat e >> C.Sat H Customer Engineer Chat Rooms/Collaborative Design ($1B “free” consulting) (45,000 customer problems a week solved via customer collaboration)

148. Webcor. Construction. Web site for each project. Instant info on status to employees, subs, architects. Mgt costs cut by 2/3rds. Huge time shrinkage. Source: Business Week (09.00)

149. Welcome to D.I.Y. Nation! “Changes in business processes will emphasize self service. Your costs as a business go down and perceived service goes up because customers are conducting it themselves.” Ray Lane, Oracle

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

151. RADICAL STRATEGIES REQUIRED

152. “One cannot be tentative about this. Excuses like ‘channel conflict’ or ‘marketing and sales aren’t ready’ cannot be allowed. Delay and you risk being cut out of your own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago.” Jack Welch [07.00/Forbes.com]Forbes.com

153. GE & the Web Purchasing: 2000: $6B; 2001: $15B Sales: 1999: $1B; 2000: $7B; 2001: $20B+ Source: Business 2.0 (05.01)

154. WebWorld = Everything Web as a way to run your business’ 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

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

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

157. “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

158. A DREAMER’S MEDIUM!

159. “There is 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

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

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

162. Message: Survivors will move all their operations to the Web. Now. Web = Encompassing … or else.

163. Brand Outside Strategy 1A : Healthcare et al.: Embracing an e-Led Age of Self-Determination

164. The control revolution. The potentially monumental shift in control from institutions to individuals made possible by new technology such as the Internet. Source: Introduction, The Control Revolution, Andrew Shapiro

165. “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 Nordstrom and Jonas Ridderstrale, Funky Business

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

167. Impact #1(?): Healthcare

168. HealthCare2001 Consumerism X Demographics X Internet X Genetics & Devices Revolution = YIKES!

169. “We expect consumers to move into a position of dominance in the early years of the new century.” Dean Coddington, Elizabeth Fischer, Keith Moore & Richard Clarke, Beyond Managed Care

170. “Consumerism”: HMO backlash (e.g., plans with more choice). Alternative Medicine, Wellness & Prevention bias. Info availability (disease, health, docs, support groups, outcomes). Boomers (“I’m in charge!” Discretionary $$$$ to spend: cosmetic surgery, vision improvement, fertility, etc.). Self-care (chronic disease). High expectations (genetics, etc.) …

171. Consumer Imperatives Choice Control (Self-care, Self-management) Shared Medical Decision-making Customer Service Information Branding Source: Institute for the Future

172. “Savior for the Sick” vs. “Partner for Good Health” Source: NPR/VPR 08.15.00

173. Determinants of Health Access to care: 10% Genetics: 20% Environment: 20% Health Behaviors: 50% Source: Institute for the Future

174. “In many ways, the nursing profession is the most qualified to respond to current changes in the health system. Nurses’ training focuses more on the behavioral and preventive aspects of health care than does that of physicians.” Institute for the Future

175. Make time for your most important asset. Your health. Ad for Mayo Clinic Executive Health Program/Jacksonville, Orlando Airport

176. Boomer World! “From jogging to plastic surgery, from vegetarian diets to Viagra, they are fighting to preserve their youth and defy the effects of gravity.” M.W.C. Howgill, “Healthcare Consumerism, the Information Revolution and Branding”

177. Info Revolution Consumerism (research, consultation, B2C, etc.) Clinical Info Systems (guidelines and outcome measurement, etc.) 100% Web-based (internal) Systems Electronic Medical Records Patient-physician email (!!!) Telehealth-Remote Monitoring (biosensors, home testing, etc.) Telemedicine (consultation, invasive treatment, “global medical village,” etc.)

178. Henry Lowe, U. of Pitt. School of Medicine: “Broadband, Internet-based, ‘multimedia’ electronic medical records”

179. Detroit Med Center: $100M IS Makeover Experiment: Surgical residents equipped with Palm IIIxe. Med Director: “It’s not unusual to have a team of 5 or 6 residents responsible for the patients of 25 doctors. For each resident, that could mean seeing 40 patients spread across 10 floors and 5 buildings.” Records work was manual; but “Now you export the list of patients to your Palm, with the room number for each patient and with lab results from the last 72 hours.”

180. “Without being disrespectful, I consider the U.S. healthcare delivery system the largest cottage industry in the world. There are virtually no performance measurements and no standards. Trying to measure performance … is the next revolution in healthcare.” Richard Huber, former CEO, Aetna

181. “A healthcare delivery system characterized by idiosyncratic and often ill-informed judgments must be restructured according to evidence- based medical practice.” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

182. “As unsettling as the prevalence of inappropriate care is the enormous amount of what can only be called ignorant care. A surprising 85% of everyday medical treatments have never been scientifically validated. … For instance, when family practitioners in Washington were queried about treating a simple urinary tract infection, 82 physicians came up with an extraordinary 137 strategies.” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

183. “With little fanfare, a gathering revolution is transforming the everyday practice of medicine. Owing more to laptops than lab coats, this is an information revolution, one that is beginning to yield answers to the most basic questions that haunt those who are sick: Who shall live and who shall die?” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

184. “In health care, geography is destiny.” Dartmouth Medical School 1996 report, from Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

185. Various studies: 1 in 3, 1 in 5, 1 in 7, 1 in 20 patients “harmed by treatment” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

186. “With meticulous detail, historical accuracy, and an uncommon understanding of the clinical field, Millenson documents our struggle to reach accountability.” Journal of the American Medical Association, on Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

187. “Patient by patient, problem by problem—drug reactions, hospital caused infections—Salt Lake City’s LDS Hospital has attacked treatment- caused injuries and deaths. One of the secrets of LDS’s success is a custom- built clinical computer system that may serve as a national model for how to save patient lives.” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

188. Genetics & Devices Pharmacogenomics (“mini”busters, rational drug design, personalized medicine, gene therapy, vaccines--20% to 50% prescriptions not work) Neural Stem Cells Minimally invasive surgery Advanced imaging

189. Pharmacogenomics: End of Blockbusters by End-of-Decade (Reuters/5-22) Barrie James, Pharma Strategy Consulting: “We’re moving from a blunderbuss approach to laser- guided munitions, and it marks a sea change for the industry. The implications for existing business models are devastating.” Allen Roses, SVP Genetic Research, GlaxoSmithKline: “minibuster.” Rob Arnold, Euro head of life sciences, PWC : “Once you start dealing with minority treatments, small biotechs who are more nimble and don’t need $500-million-a-year drugs to make money could be at a real advantage.”

190. “There is no question in my mind that the future of heart surgery is in robotics.” Dr. Robert Michler, OSU Med Center, upon the FDA’s approval of robotic partial- bypass surgery

191. Is your strategy centered around customer-client- patient-citizen empowerment & self- determination? Hint: This means letting go of traditional sources of power!

192. Brand Outside Strategy 2A : Women Rule!

193. ????????? Home Furnishings … 94% Vacations … 92% Houses … 91% Consumer Electronics … 51% Cars … 60% (90%) All consumer purchases … 83% Bank Account … 89% Health Care … 80%

194. ???? 80%

195. Riding Lawnmowers

196. 48% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500K 95% financial decisions/ 29% single handed

197. Women … 50+% (!!!) of Web users; 6 of 10 new users; 83% of wired women are primary decision makers for family healthcare, finances, education. Source: Business Week; Jupiter Communications

198. $4.8T > Japan 9M/27.5M/$3.6T > Germany

199. New golfers … 37% Basketball … 13.5M 1 in 27 (’70) … 1 in 3 (’96)

200. 1874?

201. 1874 … Jock Strap 1977 … Jogbra 1977... 25K 1996 … 42 M

202. Yeow! 1970 … 1% 2002 … 50%

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

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

205. 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.”

206. “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!)

207. Women and Healthcare Women are … more dissatisfied, frustrated by the way they are treated and spoken down to by physicians, seek more information, are more pressed for time … and make 75% of health care decisions and control 2/3 of health care $$$$ [and constitute 2/3 of health care employees]. Source: Patricia Braus, Marketing Healthcare to Women

208. Women and Financial Advisors Women want … a plan, to be listened to, to be taken seriously, to read about it, to think about it. Women do not want … an in-your-face sales pitch Source: Kathleen Boyle, Wheat Boyle Butcher Singer

209. “Women Beat Men at Art of Investing” Source: Miami Herald, reporting on a study by Profs. Terrance Odean and Brad Barber, UC Davis (Cause: Guys are “in and out” of stocks more often; women choose carefully and hold on for the long term)

210. Marketing to Women: Help Them Save Time! 80% … work 86% … cook 58% … run errands with kids 38% … take child to school 21% … go to the gym 21% … take outside classes

211. 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

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

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

214. “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

215. “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

216. [“I only really understand myself, what I’m really thinking and feeling, when I’ve talked it over with my circle of female friends. When days go by without that connection, I feel like a radio playing in an empty room.” Anna Quindlen]

217. 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

218. The New New Jiffy Lube “In the male mold, Jiffy Lube was going all out to deliver quick, efficient service. But, in the female mold, women were being turned off by the ‘let’s get it fixed fast, no conversation required’ experience.” New JL: “Control over her environment. Comfort in the service setting. Trust that her car is being serviced properly. Respect for her intelligence and ability.” EVEolution

219. “Women don’t buy brands. They join them.” Faith Popcorn, EVEolution Faith Popcorn

220. Not!! “Year of the Woman”

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

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

223. THIS JUST MIGHT BE THE BIGGEST “THING” IN THIS SEMINAR. [PLEASE: THINK ABOUT IT!]

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

225. 27 March 2000: email to TP from Shelley Rae Norbeck “I make 1/3 rd more money than my husband does. I have as much financial ‘pull’ in the relationship as he does. I’d say this is also true of most of my women friends. Someone should wake up, smell the coffee and kiss our asses long enough to sell us something! We have money to spend and nobody wants it!”

226. 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 Altan … THIS IS EVEN BIGGER THAN THE INTERNET! Tom Peters

227. “If we are single, they say we couldn’t catch a man. If we are married, they say we are neglecting him. If we are divorced, they say we couldn’t keep him. If we are widowed, they say we killed him.” Kathleen Brown, on the joys of female political candidacy

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

229. 0

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

231. Message: WHAT AN [overlooked] OPPORTUNITY!

232. Some Possible First Steps Data! (market research/best practices) Women as project managers/critical mass for many/most new product & marketing teams Strategic recruitment & promotion program (D&T) “Critical Mass” of women on the Board (“rule of three”)

233. Brand Outside Strategy 2B : Welcome to “Old World”!

234. “ ‘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

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

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

237. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

238. [ Member Growth: 1987 – 1997 18 – 34: 26% 35 – 49: 63% 50+: 118% Source: IHRSA]

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

240. 50+ $7T wealth (70%)/$2T annual income 50% all discretionary spending 79% own homes/40M credit card users 41% new cars/48% luxury $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

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

242. Priorities: Aging/“Elderly” Experiences … Convenience … Comfort … Access … Respect!

243. “If you’re 35 years old and younger, you’re still acquiring possessions. If you’re between 35 and 50, you’re buying services. And if you’re over 60, you’re buying experiences. Much of our marketing culture is Gen X, and they’re focusing on themselves and Gen Y, and not doing a particularly great job of focusing on boomers and seniors.” Paco Underhill, Business Week OnLine, 01.04.01Business Week OnLine

244. Message: WHAT AN [overlooked] OPPORTUNITY!

245. Brand Outside Strategy 2C : Welcome to “Green World”!

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

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

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

249. Message: WHAT AN [overlooked] OPPORTUNITY!

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

251. Brand Outside Strategy 3A : Design Matters!

252. 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

253. “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

254. Unconventional [Design] Messages Not about... “Lumpy Objects”! Not about... $79,000 objects

255. The I.D. [International Design] Forty* Airstream … Alfred A. Knopf … Apple Computer … Amazon.com … Bloomberg … Caterpillar … CNN … Disney … FedEx … Gillette … IBM … Martha Stewart … New Balance … Nickelodeon … Patagonia … The New York Yankees … 3M … Etc. * List No. 1, 1999

256. P.S. Web = PURE DESIGN MEDIUM

257. Unconventional [Design] Messages Not about... “Lumpy Objects”! Not about... $79,000 objects

258. Design Transforms even the [Biggest] Corporations! TARGET … “the champion of America’s new design democracy” (Time) “Marketer of the Year 2000” (Advertising Age)

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

260. I LOVE my ZYLISS Garlic Peeler!

261. Design “is” … WHY I GET MAD. MAD.

262. Wanted: Dead [preferably] or Alive: THE DESIGNER OF MY RADIO SHACK PHONE. Major Reward!

263. Design is never neutral.

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

265. THE BASE CASE: I am a design fanatic. Personally, though not “artistic,” I’m a cool-stuff guy. I love what I love and I hate what I hate. [Openly.] 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 “one of those things” … that damn few companies put – consistently – on the front burner.

266. Internal “Services” are Not Intangible: You “give off” hundreds of design cues … daily! YOU ARE A DESIGNER!

267. First Steps: “Beauty Contest”! Select one form/document: invoice, air bill, sick leave policy, customer returns- claim form 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 Re-invent! Repeat, with a new selection, every 15 working days.

268. Radical Simplicity !

269. Great design = One-page business plan (Jim Horan)

270. Life 101: Contracts What are the 5 (not, 4, not 6) Main Points? Please summarize on ONE page. (ENGLISH, PLEASE.) (Let the bloody lawyers and agents do their masturbatory acts on the “last 98%.”) Understand that if it’s “good,” we’ll all be healthy & wealthy & wise; if it’s bad, somebody’s lawyer will figure a Way Out … fast. (McK: If you ever have a Problem, we’re gone tomorrow a.m.)

271. “Revenues on the Web are determined almost completely by usability.” Jakob Nielsen (The Economist 04.28.01)

272. SWA Simple!!!!!!!!!!!! (customers call because the process is so easy they can’t believe they’re done) 30% of revenues directly from site (vs. 6% for others) Source: Business Week (09.00)

273. The Complexity Conundrum Complex problems call for complex systems. Complexifiers take refuge behind complex systems. (Complexifiers complexify complex systems.) Those who make the history books are simplifiers. If you can’t explain it in one page of prose, it ain’t worth explaining.

274. Message: Design is the wellspring of branding. Great design takes guts and is “soul deep.”

275. Message: Men cannot design for women’s needs.

276. Design Rules! [Literally] Palm Beach County’s U.C.B. * [*Utterly Confusing Ballot]

277. Brand Outside Strategy 3B : It’s the Experience!

278. “ 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

279. “The [Starbucks] Fix” Is on … “We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.” Nancy Orsolini, District Manager

280. 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

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

282. Hmmmm(?): “Only” Words … Story Adventure Smile Focus Plot Passion

283. Plot Williams Sonoma = 5 [was 10] Crate & Barrel = 8 Sharper Image = 9+ Smith & Hawken = 8+ Garnet Hill = 9 L.L. Bean = 4 [was 9+] Colonial Williamsburg = ?

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

285. 1940: Cake from flour, sugar (raw materials economy): $1.00 1955: Cake from Cake mix (goods economy): $2.00 1970: Bakery-made cake (service economy): $10.00 1990: Party @ Chuck E. Cheese (experience economy) $100.00

286. Message: “Experience” is the “Last 80%” “Experience” applies to all work!

287. Client: “We’re not like Nike! We sell paper clips, 9mm bolts, who can be bothered?” JK: “The whole world can be bothered if you brand them well. Nike does not actually sell shoes. Nike sells the experience of using Nikes, the feeling of being a winner. And they condense the message into just three words: Just Do It! It is a question of being the only one, of offering the market something unique.” Source: Jesper Kunde, A Unique MomentJesper Kunde

288. Extraction & Goods: Male dominance Services & Experiences: Female dominance

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

290. HR eTraining Director: Hire a GAME Designer!

291. HP Revisited PWC Consultants lead Business Re-invention Process (“Experience Economy”) Fabulous Customer Service (“Service Economy”) Terrific Servers (“Goods Economy”)

292. Brand Outside Strategy 4 : BRAND POWER!

293. “WHO ARE YOU [these days] ?” TP to Client

294. “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

295. “In the funky village, real competition no longer revolves around marketshare. We are competing for attention – mindshare and heartshare.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business

296. “Most companies tend to equate branding with the company’s marketing. Design a new marketing campaign and, voila, 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, A Unique Moment

297. Scott Bedbury/ Nike, Starbucks “A Great Brand taps into emotions. Emotions drive most, if not all, of our decisions. A brand reaches out with a powerful connecting experience. It’s an emotional connecting point that transcends the product. “A Great Brand is a story that’s never completely told. A brand is a metaphorical story that connects with something very deep - a fundamental appreciation of mythology. Stories create the emotional context people need to locate themselves in a larger experience.”

298. “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, A Unique Moment [on the excellence of Nokia, Nike, Lego, Virgin et al.]

299. Jesper Kunde’s Challenge: All business processes should be aligned with the Brand Promise. Think … Brand Driven Systems!

300. Remember! Talent = Brand* * And don’t forget Hal R.

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

302. Edgartown MA: A&P Fun in the Sun Store DO THE EMPLOYEES BUY THIS ACT ?

303. “Brand Promise” Exercise: (1) Who Are WE? (poem/novella/song, then 25 words.) (2) List three ways in which we are UNIQUE … to our Clients. (3) Who are THEY (competitors) ? (ID, 25 words.) (4) List 3 distinct “us”/”them” differences. (5) Try “results” on your teammates. (6) Try ’em on a friendly Client. (7) Big Enchilada: Try ’em on a skeptical Client!

304. 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: See the next slide.) Source: Jump Start Your Brain, Doug Hall

305. 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

306. “WHO ARE WE?”

307. WHAT’S OUR STORY?

308. “EXACTLY HOW ARE WE DRAMATICLY DIFFERENT?”

309. “ WHY DOES IT MATTER TO THE CLIENT?”

310. “EXACTLY HOW DO I PASSIONATELY CONVEY THAT DIFFERENCE TO THE CLIENT ”

311. Message: REAL Branding is personal. REAL Branding is integrity. REAL Branding is consistency & freshness. REAL Branding is the answer to WHO ARE WE? WHY ARE WE HERE? REAL Branding is why I/you/we [all] get out of bed in the morning. REAL Branding can’t be faked. REAL Branding is a systemic, 24/7, all departments, all hands affair.

312. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

313. #49

314. I. Personal Stuff …

315. Indefatigable “indefatigable” … “courage” … “love the thrill of the hunt” … “must not have just a desire to win, but a need to win” … “enjoy doing things they don’t know how to do” … “seek out discomfort zones in order to gain new experiences” … “willing to piss people off” … “LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON ROLLER BLADES”

316. Dare to Care! “LEADERS CARE!” … “The true definition of leadership is service.” … “genuinely care” … “Leaders CARE!” … “Leadership is service.” … “LEADERS SERVE.”

317. Real! “Leaders are living individuals whom employees can smell, feel, touch their presence” [the elevator test] … “Leaders love their work. Their passion is infectious.” … “If you love what you do, it shows. You can’t fake love and succeed.”

318. II. Tactics …

319. “Leaders have a kid alive in them.” … “Leadership is the PROCESS of ENGAGING PEOPLE in CREATING a LEGACY of EXCELLENCE.” …

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

321. “I don’t know.” Karl Weick

322. “The leader who says ‘I don’t know’ essentially says that the group is facing a new ballgame where the old tools of logic may be its undoing rather than its salvation. To drop these tools is not to give up on finding a workable answer. It is only to give up on one means of answering that is ill-suited to the unstable, the unknowable, the unpredictable. To drop the heavy tools of rationality is to gain access to lightness in the form of intuitions, feelings, stories, experience, active listening, shared humanity, awareness in the moment, capability for fascination, awe, novel words and empathy.” - Karl Weick

323. BossMessage2001: YOU CAN’T KEEP UP! YOU DON’T HAVE THE ANSWERS!

324. Priority #1

325. “To Don’t ” List

326. Brand Leadership Passion Rules!

327. 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.]

328. “Leadership is a performance. You have to be conscious of your behavior, because everybody else is.” Carly Fiorina

329. “You must be the change you wish to see in the world.” Gandhi

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

331. “Stories of identity – narratives that help individuals think about and feel who they are, where they come from, and where they are headed – constitute the single most powerful weapon in the leader’s arsenal.” Howard Gardner, Leading Minds: An Anatomy of Leadership

332. “Create a Cause, not a ‘business.’ ” Gary Hamel, Fortune (06.00), on re-inventing a company (Exemplar #1: Charles Schwab)

333. “As Ministers of The Republic of Tea, our not-so-covert mission is to carry out a Tea Revolution.” Ron Rubin & Stuart Avery Gold, success@life

334. “Our free and open immigration policies welcome all who wish to flee the tyranny of coffee crazed lives and escape the frazzled fast paced race-to-stay-in-one-place existence that it fuels. In our tiny land, we have come to learn that coffee is about speeding up and losing sight, while tea is about slowing down and taking a look. Because tea is not just a beverage, it is a consciousness altering substance that allows for a way of getting in touch with and taking pleasure from the beauty and the wonder that life has to offer.” Ron Rubin & Stuart Avery Gold, success@life

335. Ben ZanderBen Zander: “ I am a dispenser of enthusiasm.”

336. “Entusiasmatore” Word invented by Silvio Berlusconi, meaning enthusiast-salesman

337. “A leader is a dealer in hope.” Napoleon

338. “I’d rather regret the things I have done than the things I have not.” Lucille Ball

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

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