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A Passion for Passion: The Motivational Speech Tom Peters/12June04

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1 A Passion for Passion: The Motivational Speech Tom Peters/12June04

2 Setting the Scene

3 “Uncertainty is the only thing to be sure of
“Uncertainty is the only thing to be sure of.” —Anthony Muh, head of investment in Asia, Citigroup Asset Management “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff, U. S. Army

4 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

5 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 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

6 “I’m not comfortable unless I’m uncomfortable.” —Jay Chiat

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

8 A Bias for Action

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

10 “We have a ‘strategic’ plan. It’s called doing things
“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher

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

12 Fail. Forward. Fast.

13 Sam’s Secret #1!

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

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

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

17 Seek Out Weird!

18 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

19 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

20 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

21 “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Rene Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/

22 “The short road to ruin is to emulate the methods of your adversary
“The short road to ruin is to emulate the methods of your adversary.” — Winston Churchill

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

24 We become who we hang out with!

25 Innovation Source No. 1*: PPPs/Personally Pissed-off People “Branson started Virgin Atlantic because flying other airlines was so dreadful.” —Fortune/ *And there is no No. 2!

26 Innovation Index: How many of your Top 5 Strategic Initiatives score 7 or higher (out of 10) on a “Weirdness/Profundity Scale”?

27 I Don’t Know!

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

29 “I don’t know.”

30 Quests!

31 thus be in charge of his or her own career.”
“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”

32 Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

33 Leaders-Teachers Do Not “Transform People”
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!

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

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

36 Doing Leadership

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

38 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver—0
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.

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

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

41 “To Don’t ” List

42 Best Talent Wins!

43 “14 MILLION service jobs are in danger of being shipped overseas” —The Dobbs Report/USN&WR/11.03/re new UCB study

44 “WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES. ” —Headline/ Fortune/ 11
“WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES?” —Headline/ Fortune/ (“We should finally admit that we do not and cannot know, and regard that fact with serenity rather than anxiety.”)

45 “Over the last decade the biggest employment gains came in occupations that rely on people skills and emotional intelligence and among jobs that require imagination and creativity. … Trying to preserve existing jobs will prove futile—trade and technology will transform the economy whether we like it or not. Americans will be better off if they strive to move up the hierarchy of human talents. That’s where our future lies.” —Michael Cox, Richard Alm and Nigel Holmes/“Where the Jobs Are”/NYT/

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

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

48 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/

49 “The leaders of Great Groups love talent and know where to find it
“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

50 PARC’s Bob Taylor: “Connoisseur of Talent”

51 Les Wexner: From sweaters to people!

52 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

53 “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

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

55 Talent Department

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

57 Diversity Pays!

58 “The Creative Class derives its identity from its members’ roles as purveyors of creativity. Because creativity is the driving force of economic growth, in terms of influence the Creative Class has become the dominant class in society.” —Richard Florida, The Rise of the Creative Class (38M, 30%)

59 “Where do good new ideas come from. That’s simple. From differences
“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

60 “Diversity defines the health and wealth of nations in a new century
“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

61 CM Prof Richard Florida on “Creative Capital”: “You cannot get a technologically innovative place unless it’s open to weirdness, eccentricity and difference.” Source: New York Times/

62 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

63 “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, BusinessWeek,

64 Women Rule!

65 “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, BusinessWeek,

66 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: Women Managers

67 “TAKE THIS QUICK QUIZ: Who manages more things at once
“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

68 “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

69 “Internationally, the United States ranked sixtieth in women’s political leadership, behind Sierra Leone and tied with Andorra.” —Marie Wilson, Closing the Leadership Gap

70 Opportunity! M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1%
U.S. G.B. E.U. Ja. M.Mgt % 29% 18% 6% T.Mgt % 3% 2% <1% Peak Partic. Age % Coll. Stud % 50% 48% 26% Source: Judy Rosener, America’s Competitive Secret

71 “Are men obsolete?” —Headline, USN&WR/06.03.03

72 Brand You: Distinct or Extinct!

73 “Income Confers No Immunity as Jobs Migrate” —Headline/USA Today/02.04

74 “There is no job that is America’s God-given right anymore
“There is no job that is America’s God-given right anymore.” —Carly Fiorina/ HP/

75 “One Singaporean worker costs as much as … … in Malaysia … in Thailand … in China … in India.” Source: The Straits Times/

76 “JUST GOT LAID OFF? HIRE YOURSELF!”—Cover story, Forbes, 12 May 2003

77 “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

78 Minimum New Work SurvivalSkillsKit2003 Mastery Rolodex Obsession (vert
Minimum New Work SurvivalSkillsKit2003 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

79 “My ancestors were printers in Amsterdam from 1510 or so until 1750, and during that entire time they didn’t have to learn anything new.” Peter Drucker, Business 2.0 ( )

80 “Knowledge becomes obsolete incredibly fast
“Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line.” Peter Drucker, Business 2.0 (22August2000)

81 R.D.A. Rate: 15%?, 25%? Therefore: Formal “Investment Strategy”/R.I.P.

82 Personal “Brand Equity” Evaluation
I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing]. My current Project is challenging me … New things I’ve learned in the last 90 days include … My public “recognition program” consists of … Additions to my Rolodex in the last 90 days include … My resume is discernibly different from last year’s at this time …

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

84 The Rule of Positioning “If you can’t describe your position in eight words or less, you don’t have a position.” — Jay Levinson and Seth Godin, Get What You Deserve!

85 Thriving in 24/7 (Sally Helgesen) START AT THE CORE
Thriving in 24/7 (Sally Helgesen) START AT THE CORE. Nimbleness only possible if we “locate our inner voice,” take regular inventory of where we are. LEARN TO ZIGZAG. Think “gigs.” Think lifelong learning. Forget “old loyalty.” Work on optimism. CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your own business. WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of “looking people up.”

86 “Nobody gives you power. You just take it.”—Roseanne

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

88 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

89 It’s in Your Hands!

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

91 THE IDEA: Model F4 Find a Fellow Freak Faraway
Topic #1: THE MAIN IDEA. You need at first a [one!!!!] buddy who shares your peculiar passion … and who will play with you. [Play = Big Word. Much more later.]

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

93 Joe J. Jones 1942 – 2003 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!
Tragedy! [Doesn’t remind you of Churchill or Gandhi or Betty Friedan, does it?]

94 Educate for a Creative Society

95 “My education was a prolonged and concerted attack on my individuality
“My education was a prolonged and concerted attack on my individuality.” —Neil Crofts, Authentic

96 “He wasn’t one who went along with his peers” —SPC Joe Darby’s history teacher

97 “My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’ ” Jordan Ayan, AHA!

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

99 Education3M Stability is dead; “education” must therefore “educate” for an unknowable, ambiguous, changing future; thence, learning to learn & change is far more important than mastery of a static body of “facts.” “Education” must “develop in youth the capabilities for engaging in intense concentrated involvement in an activity.” [James Coleman, 1974.] [Hint: It doesn’t.] [Hint: Understatement.]

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

101 Make Dreams Come True!

102 A Sea of Sameness

103 “The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Kjell Nordström and Jonas Ridderstråle, Funky Business

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

105 “Companies have defined so much ‘best practice’ that they are now more or less identical.” Jesper Kunde, Unique Now ... or Never

106 “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/

107 From Products and Services to Scintillating Experiences

108 “Experiences are as distinct from services as services are from goods
“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

109 “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

110 “The [Starbucks] Fix” Is on … “We have identified a ‘third place
“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

111 Experience: “Rebel Lifestyle
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

112 Bob Lutz: “I see us as being in the art business
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

113 WHAT CAN BROWN DO FOR YOU?

114 The “Experience Ladder” Experiences Services Goods Raw Materials

115 Duet … Whirlpool … “washing machine” to “fabric care system” … white goods: “a sea of undifferentiated boxes” … $400 to $1,300 … “the Ferrari of washing machines” … consumer: “They are our little mechanical buddies. They have personality. When they are running efficiently, our lives are running efficiently. They are part of my family.” … “machine as aesthetic showpiece” … “laundry room” to “family studio” / “designer laundry room” (complements Sub-Zero refrigerator and home-theater center) Source: New York Times Magazine/

116 >$600: 10% to 18% $400-$600: 49% to 32% <$400: 41% to 50% Source: Trading Up, Michael Silverstein & Neil Fiske

117 “Clients want either the best or the least expensive; there is no in between.” —John Dijulius, Secret Service

118 “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.]

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

120 Dream Marketing

121 DREAM: “A dream is a complete moment in the life of a client
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

122 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

123 (Revised) Experience Ladder Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials

124 Safe, On-time and. “We defined personality as a market niche
Safe, On-time and “We defined personality as a market niche. We seek to amaze, surprise, entertain.” — Herb Kelleher, SWA / LUV

125 Furniture vs. Dreams “We do not sell ‘furniture’ at Domain
Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams. This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions

126 “The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.” — from the Ritz-Carlton Credo

127 “The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. … The Dream Society is emerging this very instant—the shape of the future is visible today. Right now is the time for decisions—before the major portion of consumer purchases are made for emotional, nonmaterialistic reasons. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services.” —Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business

128 “In Denmark, eggs from free-range hens have conquered over 50 percent of the market. Consumers do not want hens to live their lives in small, confining cages. They are willing to pay 15 percent to 20 percent more for the story about animal ethics. This is classic Dream Society logic. Both kind of eggs are similar in quality, but consumers prefer eggs with the better story. After we debated the issue and stockpiled 50 other examples, the conclusion became evident: Stories and tales speak directly to the heart rather than the brain. After a century where society was marked by science and rationalism, the stories and values are returning to the scene.” —Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

129 Six Market Profiles 1. Adventures for Sale 2
Six Market Profiles 1. Adventures for Sale 2. The Market for Togetherness, Friendship and Love 3. The Market for Care 4. The Who-Am-I Market 5. The Market for Peace of Mind 6. The Market for Convictions Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

130 The Bedrock: Great Design!

131 And Tomorrow … “Fifteen years ago companies competed on price
And Tomorrow … “Fifteen years ago companies competed on price. Now it’s quality. Tomorrow it’s design.” Robert Hayes

132 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

133 “Design is treated like a religion at BMW.” Fortune

134 “We don’t have a good language to talk about this kind of thing
“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

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

136 Design “is” … WHY I GET MAD. MAD.

137 Design is never neutral.

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

139 THE BASE CASE: I am a design fanatic
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. This is my core argument.

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

141 Trends Worth Trillion$$$: Pursue the “BIG 2” Underserved Markets

142 Women!

143 ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%

144 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

145 $5+T > Japan 10M/28M/$3.6T > Germany

146 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED
91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

147 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.”

148 “Men seem like loose cannons
“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!)

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

150 “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

151 “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

152 “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

153 Senses Vision: Men, focused; Women, peripheral
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

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

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

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

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

158 “The ‘Connection Proclivity’ in women starts early
“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

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

160 Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

161 2.6 vs. 21

162 1. Men and women are different. 2. Very different. 3
1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

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

164 Ad from Furniture /Today (04. 01): “MEET WITH THE EXPERTS
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)

165

166 “And even if they manage to get the age thing right, [Marti] Barletta says companies still tend to screw up in fairly predictable ways when they add women to the equation. Too often, their first impulse is to paint the brand pink, lavishing their ads with flowers and bows, or, conversely, pandering with images of women warriors and other cheesy clichés. In other cases they use language intended to be empathetic that come across instead as borderline offensive. ‘One bank took out an ad saying, We recognize women’s special needs,’ says Barletta. ‘No offense, but doesn’t that sound like the Special Olympics?’ ” —Fast Company/03.04

167 Boomers & Geezers

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

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

170 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

171 44-65: “New Consumer Majority”
44-65: “New Consumer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

172 “The New Consumer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder, Ageless Marketing

173 “Baby-boomer Women: The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing

174 “Sixty Is the New Thirty” —Cover/AARP/11.03

175 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 21st Century Will Be Ruled by the New Old

176 “Households headed by someone 40 or older enjoy 91% ($9
“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

177 “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

178 “Women 65 and older spent $14
“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

179 “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

180 Possession Experiences /“Desires for things”/Young adulthood/to 38 Catered Experiences/ “Desires to be served by others”/Middle adulthood Being Experiences/“Desires for trancending experiences”/Late adulthood Source: David Wolfe and Robert Snyder/Ageless Marketing

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

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

183 “The baby-boom generation is the first wellness generation
“The baby-boom generation is the first wellness generation.” —Paul Zane Pilzer/ The Wellness Revolution: The Next Trillion Dollar Industry

184 Wellness = $$$$$$$$ Currently $200B, $1T by 2013 (Source: Paul Zane Pilzer, The Wellness Revolution: The Next Trillion Dollar Industry)

185 Brand It!

186 The Heart of Branding …

187 “WHO ARE WE?”

188 “WHAT’S OUR STORY?”

189 “We are in the twilight of a society based on data
“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

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

191 “EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?”

192 “If you are not one of the major players, you have to take a position that is contrary to the global trend.” “We have to ask ourselves: How can we be different? We have to find out what we can be best in the world at.” Source: IBM Business Consulting Services/ The Global CEO Study 2004

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

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

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

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

197 Message … Is Not >> Is

198 Branding: Is-Is Not “Table” TNT is not: TNT is: TNT is not: Juvenile Contemporary Old-fashioned Mindless Meaningful Elitist Predictable Suspenseful Dull Frivolous Exciting Slow Superficial Powerful Self-important

199 The Vision Thing

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

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

202 “Vision is a love affair with an idea
“Vision is a love affair with an idea.”—Boyd Clarke & Ron Crossland, The Leader’s Voice

203 “Management has a lot to do with answers
“Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

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

205 Leaders don’t just make products and make decisions
Leaders don’t just make products and make decisions. Leaders make meaning. – John Seely Brown

206 “Leadership is the PROCESS of ENGAGING PEOPLE in CREATING a LEGACY of EXCELLENCE.”

207 Leaders Are “Dealers in Hope”

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

209 USN&WR/What traits do successful activists share
USN&WR/What traits do successful activists share? Studs Terkel, age 91: “They have hope, and they imbue others with hope.”

210 BZ: “I am a … Dispenser of Enthusiasm!”

211 Hackneyed but none the less true: LEADERS SEE CUPS AS “HALF FULL.”

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

213 “I’m not sure about his politics, but that’s not what made him great
“I’m not sure about his politics, but that’s not what made him great. He inspired people. He made us all feel better about ourselves.” —bystander, California, during RR funeral

214 You Must Care!

215 Sara Lawrence-Lightfoot, Respect
“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

216 Amen! “What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

217 “I didn’t have a ‘mission statement’ at Burger King. I had a dream
“I didn’t have a ‘mission statement’ at Burger King. I had a dream. Very simple. It was something like, ‘Burger King is 250,000 people, every one of whom gives a shit.’ Every one. Accounting. Systems. Not just the drive through. Everyone is ‘in the brand.’ That’s what we’re talking about, nothing less.” — Barry Gibbons

218 “The deepest human need is the need to be appreciated.” William James

219 “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]

220 “We look for ... “... listening, caring, smiling, saying ‘Thank you,’ being warm.” — Colleen Barrett, President, Southwest Airlines

221 “Soft” Is “Hard” - ISOE

222 Message: Leadership is all about love
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.]

223 “Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Don’t do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always.” — Dee Hock

224 Technicolor

225 “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

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

227 “It’s no longer enough to be a ‘change agent
“It’s no longer enough to be a ‘change agent.’ You must be a change insurgent—provoking, prodding, warning everyone in sight that complacency is death.” —Bob Reich

228 “You can’t behave in a calm, rational manner
“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

229 “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003

230 The Re-imagineer’s Credo … or, Pity the Poor Brown
The Re-imagineer’s Credo … or, Pity the Poor Brown* Technicolor Times demand … Technicolor Leaders and Boards who recruit … Technicolor People who are sent on … Technicolor Quests to execute … Technicolor (WOW!) Projects in partnership with … Technicolor Customers and … Technicolor Suppliers all of whom are in pursuit of … Technicolor Goals and Aspirations fit for … Technicolor Times. *WSC

231 T. J. Peters 1942 – 2--- HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

232 T. J. Peters 1942 – 2--- HE WAS A PLAYER!

233 Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1
Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.” 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.” 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of Brand Power.

234 “Sir Richard’s Rules: “Follow your passions. “Keep it simple
“Sir Richard’s Rules: “Follow your passions. “Keep it simple. “Get the best people to help you. Re-create yourself. “Play.” Source: Fortune/10.03

235 Kevin Roberts’ Credo 1. Ready. Fire. Aim. 2. If it ain’t broke
Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

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

237 “the wildest chimera of a moonstruck mind” —The Federalist on Jefferson’s Louisiana Purchase

238 “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.” — Émile Zola

239 HTSH

240 HTSH: Engage. Commit. Engage. Try. Fail. Get up. Try again. Fail again
HTSH: Engage! Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. Key words: Commit! Engage! Try! Fail! Persist!

241 HTSH: You Must Care Make the time each day to offer an expression of appreciation to just one of your fellow human beings. It is the accumulation of such “small” kindnesses and acts of recognition that add up to a life worth having been lived. In short … you must care. You must wear your passion and compassion on your sleeve, and attend assiduously to the moment. It will not come ’round again. Key word: Care

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

243 “Life is not a journey to the grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ” —anon.


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