Presentation is loading. Please wait.

Presentation is loading. Please wait.

Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005.

Similar presentations


Presentation on theme: "Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005."— Presentation transcript:

1 Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE

2 I. Altered Context II. Innovation Imperative III. Leadership

3

4 Re-set the gauges to zero !

5 26 m

6 43 h

7 THREE BILLION NEW CAPITALISTS Clyde Prestowitz

8 35/70

9 600, ,000 70,000

10 One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India. Source: The Straits Times/

11 Thaksinomics (after Thaksin Shinawatra, PM)/ Bangkok Fashion City: managed asset reflation (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/

12 Better By Design: A National Strategy NZ = Design Excellence

13 Singapore Ireland New Zealand Australia The United States of America The United Arab Emirates Chile India Malaysia Thailand Taiwan Korea The Philippines Germany Italy Portugal

14 Period !

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

16 It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin

17 Everything You Need to Know about Strategy: Toms Bakers Dozen Axioms 1. Do you have awesome Talent … everywhere? Do you push that Talent to pursue Audacious Quests? 2. Is your Talent Pool loaded with wonderfully peculiar people who others would call problems? And what about your Extended Community of customers, vendors et al? 3. Is your Board of Directors as cool as your product offerings … and does it have 50 percent (or at least one-third) Women Members? 4. Long-term, its a Top-line World: Is creating a culture that cherishes above all things Innovation and Entrepreneurship your primary aim? Remember: Innovation … not Imitation! 5. Are the Ultimate Rewards heaped upon those who exhibit an unswerving Bias for Action, to quote the co- authors of In Search of Excellence? 6. Do you routinely use hot, aspirational words-terms like Excellence and B.H.A.G. (Big Hairy Audacious Goal, per Jim Collins) and Lets make a dent in the Universe (the Word according to Steve Jobs)? Is Reward excellent failures, punish mediocre successes your de facto or de jure motto? 7. Do you subscribe to Jerry Garcias dictum: We do not merely want to be the best of the best, we want to be the only ones who do what we do? 8. Do you elaborate on and enhance Jerry Gs dictum by adding, We subscribe to Best Sourcingand only want to associate with the best of the best. 9. Do you embrace the new technologies with child-like enthusiasm and a revolutionarys zeal? 10. Do you serve and satisfy customers … or go berserk attempting to provide every customer with an awesome experience that does nothing less than transform the way she or he sees the world? 11. Do you understand … to your very marrow … that the two biggest under-served markets are Women and Boomers-Geezers? And that to take advantage of these two Monster Trends (FACTS OF LIFE) requires fundamental re-alignment of the enterprise? 12. Are your leaders accessible? Do they wear their passion on their sleeves? Does integrity ooze out of every pore of the enterprise? Is We care your implicit motto? 13. Do you understand business mantra #1 of the 00s: DONT TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST? (And if you get this last idea, then see the 12 above!)

18 13. Do you understand Business Mantra #1 of the 00s: DONT TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST?

19 Innovate or Die!!!

20 Pathetic !

21 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

22 Never Home Free … Sears, Macys Wal*Mart, Target, CostCo BankAmerica, Citigroup Fidelity, Commerce Bank, Carlyle Group, Lending Tree, PayPal IBM Microsoft, Google, Infosys, Samsung US Steel, Bethlehem Nucor ???? McDonalds, Starbucks GM, Ford Honda, Hyundai, Tata AT&T/Western Electric Avaya, Cisco ???? Sony, Nintendo, Nokia

23 I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious: Buy a very large one and just wait. Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

24 I. Altered Context II. Innovation Imperative III. Leadership

25 Innovate or Die!!!

26 Brilliant !

27 A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success. Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/ )

28 Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasnt turned his back on the old ways. But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.BW/032805

29 Resist !

30 Consolidate or else! This is it! * *Macys, Kmart, Xerox, IBM, Microsoft, TimeWarnerAOL …

31 Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companiesthose that failed to make a leap or, if they did, failed to sustain itoften tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness. Jim Collins/Time/

32 When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Committee, answered: Im sure there are success stories out there, but at this moment I draw a blank. Mark Sirower, The Synergy Trap

33 Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes money, but Im not sure were actually innovating. … Our challenge is to take nanotechnology into the future, to do personalized medicine … Jeff Immelt/Fast Company/07.05

34 Sanford Weill, Citigroups Former Leader, Frustrated As Empire Is Dismantled Headline/NYT/

35 Shremp is one of the last dinosaurs of Germany Inc. He represents a strategy of acquiring assets and building empires that just didnt work. Arndt Ellinghorst/analyst/ Dresdner Kleinwort Wasserstein

36 Mr Lampert should stick to investing, not matchmaking. Gretchen Morgenson, Page 1, New York Times Sunday Business, , The Sears Catalog of Problems (TP: So why does this S***/the Same S*** keep happening?)

37 Theres A and then theres A.

38 Resist?

39 /Headline/USA Today: Time Warner Announces 80% Higher Earnings: Company Raises Stock Buyback Goal TP: When a so-so companys stock is in the tank and shareholders are restless and unimpressed with short-term earnings boosts and when the company has excess cash on hand and when the company has utterly no idea how to invest the excess cash in anything exciting that will offer a great return that will lift the share price it can buy back a big hunk of its stock which not only leads to a probable increase in share price but also relieves the company of the crushing burden of having to worry about doing anything imaginative with the money and it also puts new wealth in the hands of shareholders who following the precepts of portfolio theory can quit worrying for awhile about the hapless, unimaginative leadership of the buyback company and instead invest their newfound wealth in a firm such as Google or Amgen which always is in need of cash to fund a long list of very cool ideas which probably will result in the creation of … can you believe it … actual underlying and perhaps even sustainable value.

40 Scale ?

41 I dont believe in economies of scale. You dont get better by being bigger. You get worse. Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

42 Scale? Microsofts Struggle With Scale Headline, FT, Troubling Exits at Microsoft Cover Story, BW, Too Big to Move Fast? Headline, BW,

43 Spinoffs perform better than IPOs … track record, profits … freed from the confines of the parent … more entrepreneurial, more nimble Jerry Knight/Washington Post/08.05

44 Market Share, Anyone? 240 industries: Market-share leader is ROA leader 29% of the time Source: Donald V. Potter, Wall Street Journal

45 Market Share, Anyone? 240 industries; market-share leader is ROA leader 29% of the time Profit / ROA leaders: aggressively weed out customers who generate low returns Source: Donald V. Potter, Wall Street Journal

46 Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. Clayton Christensen, The Innovators Dilemma

47 Focus !

48 Scales Limitations:All Strategy Is Local: True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones Title/Bruce Greenwald & Judd Kahn/HBR09.05

49 Different ! * *Dramatic Difference (DH), Remarkable Point of view (SG)

50 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 s imilar quality. Kjell Nordström and Jonas Ridderstråle, Funky Business

51 Just Say No to … Imitation!

52 Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable growth. Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)

53 drive growth at a company famous for its discipline and productivity, but rarely thought of as a hive of creativityPoint (Advertising Age)/09.05 These days both Intel and Microsoft are scrambling to pay the piper for years of design entropyWSJ/08.05

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

55 [Immelt] is now identifying technologies with GE will systematically set out to build entirely new industriesStrategy+Business, Fall 2005

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

57 The short road to ruin is to emulate the methods of your adversary. Winston Churchill

58 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 cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats 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)? Its 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. Theyre 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 takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/

59 GH/TP: Get better vs Get different

60 This is not amature category.

61 This is an undistinguished category.

62 When we did it right it was still pretty ordinary. Barry Gibbons on Nightmare No. 1

63 Choose !

64 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/

65 >$600: 10% to 18% $400-$600: 49% to 32% <$400: 41% to 50% Source: Trading Up, Michael Silverstein & Neil Fiske

66 The mass market is dead. Consumers look for either price or quality. The middle is untenable. Walter Robb/COO/Whole Foods/Investors Business Daily/

67 Clients want either the best or the least expensive; there is no in between. from John Di Julius, Secret Service

68 Cheap vs Cool: The Options Cheap: Nowhere to go except more cheap! Problem: the inevitable next Dell/next /Wal*Mart arrives with new biz model; meanwhile you drift toward more complexity/ sluggishness, especially if undertake sizeable mergers. Cool: From Cool (with resonable costs) to Stay Cool/Better vs Different. Continue/ Accelerate charge Up the VA Ladder. Tactics: (1) Up the experience ladder, (2) Gamechanger Innovation. If not: Cool drifts/staggers toward untenable Middle.

69 Easy !

70 FLASH: Innovation is easy !

71 Innovations 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

72 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

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

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

75 How do dominant companies lose their position? Two-thirds of the time, they pick the wrong competitor to worry about. Don Listwin, CEO, Openwave Systems/WSJ/ (commenting on Nokia)

76 Kodak …. Fuji GM …. Ford Ford …. GM IBM …. Siemens, Fujitsu Sears … Kmart Xerox …. Kodak, IBM

77 Dont benchmark, futuremark! Impetus: The future is already here; its just not evenly distributedWilliam Gibson

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

79 We become who we hang out with!

80 Measure Strangeness/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we benchmark against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

81 Hard !

82 The Bottleneck is at the Top of the Bottle Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top! Gary Hamel/Strategy or Revolution/Harvard Business Review

83 Bold !

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

85 Just Say No … I dont intend to be known as the King of the Tinkerers. CEO, large financial services company

86 Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things. Roger Enrico, former Chairman, PepsiCo

87 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

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

89 We all live in Dell-Wal*Mart- eBay-Google World!

90 the FedEx Economy headline/New York Times/

91 Power Tools for Power Solutions/ Strategies! TP

92 5% F500 have CIO on Board: While some of the worlds most admired companies Tesco, Wal*Mart are transforming the business landscape by including technology experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value. Source: Burson-Marsteller

93 Fast !

94 It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin

95 Read It Closely: We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

96 Strategy meetings held once or twice a year toStrategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay

97 He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. / Col. John Boyd

98 The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

99 Furious ! [ Bias for action ]

100 TP/BW on BigCo sin #1: too much talk, too little do

101 Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

102 Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

103 We have a strategic plan. Its called doing things. Herb Kelleher

104 I saw that leaders placed too much emphasis on what some call high- level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

105 Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

106 The Leaders Seven Essential Behaviors *Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers *Expand peoples capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

107 Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling * Vision * Projects (Must add up to Vision) * Milestones *Commitment/Energy * RapidReview *Consequences (+/-)

108 Realism is the heart of execution. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

109 The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy (Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done)

110 A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …

111 1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

112 Measurable !

113 Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a Weirdness/ Profundity/ Wow/ Gasp-worthy/ Game-changer Scale?

114 Immelt on Innovation breakthroughs: Pull out and fund ideas in each business that will generate >$100M in revenue; find best people to lead (80 throughout GE) Source: Fast Company/07.05

115 Strategic Thrust Overlay* Sysco Microsoft (Inet, Search) GE (6-Sigma, Workout, etc.) GSK (7 CEDDs) Apple (Mac) Hyundai (et al.) (Electronics, etc.) *Different from Skunkworks

116 Personal !

117 Step #1: Buy a Mirror!

118 The First step in a dramatic organizational change program is obvious dramatic personal change! RG

119 Summary/The SE22: Origins of Sustainable Entrepreneurship

120 35 years in the baking …

121 De-cent- ral-iz- a-tion!!

122 Ac-count- a-bil-ity!!

123 SE22/Origins of Sustainable Entrepreneurship 1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, Fox, Stanford University, MIT) 2. Perpetually determined to outdo oneself, even to the detriment of todays $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx) 3. Treat History as the Enemy (GE) 4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony) 5. Use Strategic Thrust Overlays to Attack Monster Problems (Sysco, GSK, GE, Microsoft) 6. Establish a Be on the COOL Team Ethos. (Most PSFs, Microsoft) 7. Encourage Vigorous Dissent/Genetically Noisy (Intel, Apple, Microsoft, CitiGroup, PepsiCo) 8.Culturally as well as organizationally Decentralized (GE, J&J, Omnicom) 9. Multi-entrepreneurship/Many Independent-minded Stars (GE, PepsiCo)

124 HPs Big Duh! Decentralize ($90B) Undo Matrix Accountability Source: HP Says Goodbye To Drama/ BW/09.05/re Mark Hurds first 5 months

125 DePuySpine/J&J* 70/3 50+ game-changers! *Still decentralized after all these years!

126 SE22/Origins of Sustainable Entrepreneurship 10. Keep decentralizingtireless in pursuit of wiping out Centralizing Tendencies (J&J, Virgin) 11. Scour the world for Ingenious Alliance Partnersespecially exciting start-ups (Pfizer) 12. Acquire for Innovation, not Market Share (Cisco, GE) 13. Dont overdo pursuit of synergy (GE, J&J, Time Warner) 14. Execution/Action Bias: Just do it … dont obsess on how it fits the business model. (3M, J & J) 15. Find and Encourage and Promote Strong-willed/Hyper- smart/Independent people (GE, PepsiCo, Microsoft) 16. Support Internal Entrepreneurs/Intrapreneurs (3M, Microsoft) 17. Ferret out Talent … anywhere and everywhere/No limits approach to retaining top talent (Nike, Virgin, GE, PepsiCo)

127 SE22/Origins of Sustainable Entrepreneurship 18. Unmistakable Results & Accountability focus from the get-go to the grave (GE, New York Yankees, PepsiCo) 19. Up or Out (GE, McKinsey, big consultancies and law firms and ad agencies and movie studios in general) 20. Competitive to a fault! (GE, New York Yankees, News Corp/Fox, PepsiCo) 21. Bi-polar Top Team, with Unglued Innovator #1, powerful Control Freak #2 (Oracle, Virgin) (Watch out when #2 is missing: Enron) 22. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything else (Virgin)

128 Ac-count- a-bil-ity!!

129 De-cent- ral-iz- a-tion!!

130 HOW THE COAST GUARD GETS IT RIGHT Headline, Time, *Autonomy *Flexibility *Perhaps the most important distinction ot the Coast Guard is that it trusts itself

131 The key to Sustained Entrepreneurship is to keep on [sustained] developin entrepreneurs [entrepreneurship]. * *internally or externally

132 Summary: WallopWal*Mart16* *Or: Why its so unbelievably easy to beat a GIANT Company

133 Just Say No…

134 Exceeds expectations

135 Just Say Yes…

136 $798

137 $415/SqFt/Wal*Mart $798/SqFt/Whole Foods

138 4X: At London Drugs, everyone cares about everything. Wynne Powell

139 No Excuses/Wegmans: #1* 84%: Grocery stores are all alike 46%: additional spend if customers have an emotional connection to a grocery store rather than are satisfied (Gallup) Going to Wegmans is not just shopping, its an event. Christopher Hoyt, grocery consultant You cannot separate their strategy as a retailer from their strategy as an employer. Darrell Rigby, Bain & Co. * 100 Best Companies to Work for/Fortune

140 The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

141 PSF! Donnellys Weatherstrip Service Weymouth MA

142 The Small Guys Guide: Wallop Wal*Mart16 * Hands-on, emotional leadership. (We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!) * A community star! (Sell local-ness per se. Sell the hell out of it!) * An incredible experience, from the first to last momentand then in the follow-up! (These guys are cool! They get me! They love me!) * DESIGN DRIVEN! (Design is a premier weapon-in- pursuit-of-the sublime for small-ish enterprises, including the professional services.)

143 The Small Guys Guide: Wallop Wal*Mart16 * Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) * Sophisticated use of information technology. (Small-ish is no excuse for small aims/execution in IS/IT!) * Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.) * Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.)

144 The Small Guys Guide: Wallop Wal*Mart16 * Brand-Lovemark* (*Kevin Roberts) Maniacs ! (Branding is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local- regional-niche lovemark.) * Focus on women-as-clients. (Most dont. How stupid.) *Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the rightone damn day and client experience at a time!to beat the Big Guys in your chosen niche!)

145 7X. 730A- 800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

146 PM Helen Clark appoints Pete Hodgson to a Cabinet-level job: Minister for Lord of the Rings* *c.f. New Zealand: Better By Design; Airline to the Middle Earth Source: Joe Pine & Jim Gilmore, The Experience Is the Marketing

147 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

148 Insanely Great

149 Gold Standard: Cirque du Soleil !

150 Just Say No to … Imitation!

151 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 cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats 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)? Its 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. Theyre 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 takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/

152 Great Companies … SET THE AGENDA. (Period.)

153 Walgreens vs London Drugs

154 I. Altered Context II. Innovation Imperative III. Leadership

155 Lead It …Loud !

156 Ouch!

157 The Bottleneck is at the Top of the Bottle Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top! Gary Hamel/Strategy or Revolution/Harvard Business Review

158 Create a Cause !

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

160 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

161 Think Legacy !

162 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

163 Find em !

164 The Secret: Jack didnt have a vision!

165 Les Wexner (Jack+) : From sweaters to … people!

166 Respect em !

167 Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

168 Dont belittle! OD Consultant

169 It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say. Sara Lawrence-Lightfoot, Respect

170 We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success. How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah (MAJ James Gavrilis/USA Special Forces

171 We were friendly and respectful whenever we met a Bedouin or farmer, often sharing tea with them in the middle of the open desert. Our behavior sent the clearest message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all, we had done everything possible to limit damage to civilian infrastructure and private property. … We treated enemy wounded and distributed contraband food. I stopped our final assult to institute a day-long cease-fire as a gesture to the people of the city. How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah (MAJ James Gavrilis/USA Special Forces

172 Make It a Grand Adventure !

173 Quests!

174 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.

175 Yes!!!!!!!!!!!!!!!!! free to do his or her absolute best … allow its members to discover their greatness.

176 "If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams

177 Get It ! (Without Which There Is Nothing)

178 What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

179 It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say. Sara Lawrence-Lightfoot, Respect

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

181 Trumpet an Exhilarating Story !

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

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

184 Live Your Story !

185 MBWA

186 The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command

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

188 The First step in a dramatic organizational change program is obviousdramatic personal change! LH

189 Try It !

190 Sams Secret #1!

191 Fail faster. Succeed sooner. David Kelley/IDEO

192 Dispense Enthusiasm !

193 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

194 BZ: I am a … Dispenser of Enthusiasm!

195 A man without a smiling face must not open a shop. Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

196 Radiate Passion !

197 To change minds, leaders make particular use of two tools: the st ories that they tell and the lives that they lead. Howard Gardner, Changing Minds

198 Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

199 Insist on Excellence as the Norm !

200 Excellence !

201 Leader Job 1 Paint Portraits of Excellence !

202 Keep It Simple !

203 Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson/10.03

204 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

205 Stay Hungry. Stay Foolish. Steve Jobs

206 Avoid … Moderation!

207 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

208 Nelsons secret: [Other] admirals more frightened of losing than anxious to win

209 Free the Lunatic Within …

210 You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch

211 Forward, March !

212 In classical times when Cicero had finished speaking, the people said, How well he spoke, but when Demosthenes had finished speaking, they said,Let us march. Adlai Stevenson

213 Let us march !

214 !


Download ppt "Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005."

Similar presentations


Ads by Google