1. Tom Peters’ Re-Imagine! Leading Change, Developing Talent, Driving Innovation, Adding Value, Achieving Excellence AERCE/Madrid/21March2006

2. Slides* at … tompeters.com *Also, “Long”

3. Re-imagine! Not Your Father’s World I.

4. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz

5. Re-imagine! Not Your Father’s World II.

6. “Income Confers No Immunity as Jobs Migrate” —Headline/USA Today/02.2004

7. “ There is no job that is America’s God-given right anymore.” —Carly Fiorina/HP/January2004

8. Sydney Morning Herald/ 25October2005 Qantas. Lay off thousands of mechanics. Maintenance to China.

9. “There is no job that is Australia’s God-given right anymore.” —Tom Peters/10.26.2005

10. Re-imagine! Not Your Father’s World III.

11. “A focus on cost-cutting and efficiency has helped many organizations survive, 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

12. The General’s Story.

13. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

14. Everybody’s Story.

15. “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003

17. “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/2004

18. Better By Design: A National Strategy NZ = Design Excellence

19. New Zealand Thailand Spain Portugal Ireland Singapore Taiwan Philippines UAE Chile

20. “ ‘MADE IN TAIWAN’: From Cheap Manufacturing to Chic Branding” —Headline/Advertising Age/06.05

21. Taiwan, Your Partner in InnoValue Poster/Bucharest/03.06

22. 1. Re-imagine Permanence: The Emperor Has No Clothes!

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. 2. Re-imagine: Innovate or Die!!

25. No Option!

26. “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 hasn’t turned his back on the old ways. But in his GE, the new imperatives are risk- taking, sophisticated marketing and, above all, innovation.” —BW/2005

27. Resist !

28. “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

29. Different ! * *“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

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

31. “[Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industries” —Strategy+Business, Fall 2005

32. Focus !

33. Big Winners “Mature” industry … Specialty (No competition) … Smaller than competitors 4 Traits: Sweet spot … Agility … Discipline … FOCUS Source: Alfred Marcus, Big Winners and Big Losers: The 4 Secrets of Long-term Business and Failure

34. “We will not, I repeat not, pretend to be ‘all things to all people.’ ” —CEO, Investec (03.06)

35. BOLD !

36. “ Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

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

38. Action !

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

40. “ 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

41. Measurable !

42. Innovation Index : How many of your Top 5 Strategic Initiatives/Key Projects score 8 (out of 10) or higher on a “Rule- breaking”/“Wow”/ “Game-changing” Scale?

43. Personal !

44. Step #1: Buy a Mirror!

45. “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG

46. 3. Re-imagine Business’s Fundamental Value Proposition: Fighting “Inevitable Commoditization” via “The ‘Gamechanging Solutions’ Imperative.”

47. Up, Up, Up, Up the Value-added Ladder.

48. $55B

49. And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” ) IBM Global Services* (*Integrated Systems Services Corp.): $55B

50. Huge: Customer Satisfaction versus Customer Success

51. The Value-added Ladder/Stuff ‘n’ Things Goods Raw Materials

52. The Value-added Ladder/Stuff & Transactions Services Goods Raw Materials

53. The Value-added Ladder/Opportunity-seeking Gamechanging Solutions Services Goods Raw Materials

54. 4. Re-imagine Enterprise as Theater I: A World of Spellbinding “Experiences.”

55. “ Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

56. “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

57. The Value-added Ladder/Memorable Connection Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

58. Beyond the “Transaction”/ “Satisfaction” Mentality “Good hotel”/ “Happy guest”/ “Exceeded Expectations” vs. “Great Vacation”/ “Great Conference”/ “Operation Personal Renewal”

59. 5. Re-imagine Enterprise as Theater II: Embracing the “Dream Business.”

60. 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

61. “ 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

62. The Value-added Ladder/Emotion Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

63. Club, IBM … Dream Merchants !

64. Up, Up, Up, Up the Value-added Ladder.

65. The Value-added Ladder: “Managed Asset Reflation” Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

66. 6. Re-imagine the Customer I: Trends Worth Trillion$$$ … Women Roar.

67. “Women are the majority market” —Fara Warner/The Power of the Purse

68. The Perfect Answer Jill and Jack buy slacks in black…

70. 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. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

71. 10. Women’s Market = Opportunity No. 1.

72. 7. Re-imagine the Customer II: Trends Worth Trillion$$$ … Boomer Bonanza/ Godzilla Geezer.

73. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

74. 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

75. “The New Customer 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

76. 8. Re-imagine the Individual: Welcome to a Brand You World … Distinct or Extinct

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. Distinct … or … Extinct

79. 9. Re-imagine Excellence I: The Talent Obsession.

80. “Human creativity is the ultimate economic resource.” —Richard Florida, The Rise of the Creative Class

81. “The Creative Age is a wide-open game.” —Richard Florida

82. “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

83. A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

84. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

85. Brand = Talent.

86. 10. Re-imagine Excellence II: Meet the New Boss … Women Rule!

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

88. “For all the myths of equality that Europe tells itself, the Continent is by and large a woeful place for a woman who aspires to lead.” —Newsweek/0227.06

89. “To be a leader in consumer products, it’s critical to have leaders who represent the population we serve.” —Steve Reinemund/CEO/PepsiCo

90. 11. Re-imagine Excellence III: New Education for a Creative Age.

91. “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!

92. 15 “Leading” Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002 Research by Thomas Lockwood

93. 12. Re-imagine Leadership for Totally Screwed-Up Times: The Passion Imperative.

94. Create a Cause!

95. “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” —Howard Schultz, Starbucks (IBD/09.05)

96. Find ’em !

97. “Leaders ‘do’ people. Period.” —Anon.

98. Make It a Grand Adventure !

99. 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.”

100. “The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance

101. Live Your Story !

102. “I’m always stopping by our stores— at least 25 a week. I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. … I try to be a sponge to pick up as much as I can. …” —Howard Schultz Source: Fortune, “Secrets of Greatness,” 0320.2006

103. Demand Action!

104. “ This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

105. Try It !

106. Sam’s Secret #1!

107. Cherish Realism!

108. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

109. Dispense Enthusiasm!

110. “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

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

112. Avoid … Moderation!

113. 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

114. Free the Lunatic Within!

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