1. Lessons in Leadership: Tom Peters SeminarM3 Rollercoaster Days: Learning to … Rock & Roll! Nashville 04.19.2001

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

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

4. “In 25 years, you’ll probably be able to get the sum total of all human knowledge on a personal device.” Greg Blonder, VC [was Chief Technical Adviser for Corporate Strategy @ AT&T] [Barron’s 11.13.2000]

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

6. “The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically.” Peter Drucker, Business 2.0 (08.00)

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

8. S.A.V.

9. TP: “So nobody really knows what they’re doing?” CL: “Pretty much right.” TP: “Will this channel cannibalize that? WHO KNOWS?” CL: “Right.” TP: “So?” CL: “Well, you just gotta cut the crap, and try something. And see what happens. Don’t form a ‘Debating Society.’ ” TP: “Amen!”

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

11. “Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.” John Roth, CEO, Nortel

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

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

14. CEOs appointed after 1985 are 3X more likely to be fired than CEOs appointed before 1985 34% of F100 companies have replaced their CEOs since 1995 Warren Bennis, MIT Sloan Management Review

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

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

17. Forces @ Work I The Destruction Imperative!

18. 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

19. “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

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

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

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

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

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

25. RM: “A lot of companies in the Valley fail.” RN: “Maybe not enough fail.” RM: “What do you mean by that?” RN: “Whenever you fail, it means you’re trying new things.” Source: Fast Company

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

27. Brand Inside Brand Org: Lean, Linked, Electronic & Malleable

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

29. White Collar Revolution!

30. 108 X 5 vs. 8 X 1* * 540 vs. 8 (-98.5%)

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

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

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

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

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

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

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

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

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

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

41. Credo: W.W.P.F. “WORK WORTH PAYING FOR”

42. New Orleans April 2000: NAPM

43. You are the … Rock Stars of the B2B Age!

44. Chicago November 1999: HRMAC

45. “support function” / “cost center” / “bureaucratic drag” or …

46. Are you “Rock Stars of the Age of Talent”

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

48. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business! (31K bods)

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

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

51. Mystery Co. Turnkey. Collections. Flexible sourcing. Packaging. Merchandising. Promotion. Design. Systems & Site mgt.

52. % Rev From Service: GE (80%) … IBM (80%) … HP … Sun????

53. GE … IBM … HP … Sun … UT … UPS … FedEx … Bud … Lexington … Springs … ?????

54. The Raw Material … The WOW Project!

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

56. Brand Inside Brand You: Distinct … or Extinct

57. 2010 “Demographics”: By 2010, full-time workers will be in the minority Source: MIT study (28August2000)

58. “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

59. Minimum New Work SurvivalSkillsKit2001 Mastery Rolodex Obsession (vert. to horiz. “loyalty”) Finishing Skills Entrepreneurial Instinct CEO/Leader/Businessperson Mistress of Improv Sense of Humor Intense Appetite for Technology Groveling Before the Young Embracing “Marketing” Passion for Renewal

60. “Success is the ability to go from failure to failure without losing your enthusiasm.” Winston Churchill (as quoted by John Peterman)

61. “Fail faster. Succeed sooner.” DK/IDEO DKIDEO

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

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

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

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

66. The Case

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

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

69. The Talent Ten

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

71. From “1, 2 or you’re out” [JW] to … “Best Talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent (05.17.00)

72. 2. Greatness Only The Best!

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

74. 3. Performance Up or out!

75. “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” Ed Michaels, War for Talent (05.17.00)

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

77. 4. Pay Fork Over!

78. “Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.” Ed Michaels, War for Talent (05.17.00)

79. “We value engineers like professional athletes. We value great people at 10 times an average person in their function.” Jerry Yang, Yahoo

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

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

82. 5. Youth Grovel Before the Young!

83. “Why focus on these late teens and twenty- somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. … For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. … The Internet has triggered the first industrial revolution in history to be led by the young.” The Economist [12/2000]

84. “One of the problems with Time Inc. is we tend to hang around too long after you’re done doing what you’re doing – I’m a classic example. It’s hard not to hang around, but it doesn’t do good things for the young talent that is ready” Dan Okrent, Editor at Large, Time Inc.

85. 6. Diversity Mess Rules!

86. “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

87. “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

88. 7. Women Born to Lead!

89. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, Business Week, 11.20.00

90. Women and new- economy management …

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

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

93. “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

94. “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

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

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

97. Read This! “Winning the Talent War for Women: Sometimes It Takes a Revolution” Douglas McCracken, HBR [11-12/2000]

98. “Deloitte was doing a great job of hiring high- performing women; in fact, women often earned higher performance ratings than men in their first years with the firm. Yet the percentage of women decreased with step up the career ladder. … Most women weren’t leaving to raise families; they had weighed their options in Deloitte’s male- dominated culture and found them wanting. Many, dissatisfied with a culture they perceived as endemic to professional service firms, switched professions.” Douglas McCracken, “Winning the Talent War for Women” [HBR]

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

100. 63 of 2,500 top earners in F500 8% Big 5 partners 14% partners at top 250 law firms 43% new med students; 26% med faculty; 7% deans Source: Susan Estrich, Sex and Power

101. Guys’ No. 1 Strength: Lack of thoughtfulness. TRY SOMETHING. ANYTHING. NOW.

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

103. 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

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

105. 9. Opportunity Make It an Adventure!

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

107. “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”

108. 10. Leading Genius We are all unique!

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

110. 44 Players = 44 Projects = 44 different success measures

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

112. It’s your fault!* *Sam Culbert

113. Talent Ten 1. Obsession 2. Greatness 3. Performance 4. Pay 5. Youth 6. Diversity 7. Women 8. Weird 9. Adventurous 10. Uniqueness

114. MantraM3 Talent = Brand

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

116. EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward [EVP = “The company’s fingerprint” = B.P.] Source: Ed Michaels et al., The War for Talent

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

118. The following slide begins the “Boss-Free Implementation of Stuff That Matters” Section. The slides in this section are heavily annotated. Use Normal or Notes Page View to access the notes.

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

120. “This is all I ‘know’ in the world!” Tom Peters

121. THE IDEA “4Fs”: F ind a F ellow F reak F araway

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

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

124. “Lead” customers! K2K redux!

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

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

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

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

129. R.F!A.: Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” Michael Schrage

130. Think about It!? Innovation = Reaction to the Prototype Michael Schrage

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

132. BOTTOM LINE The Enemy!

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

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

135. 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

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

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

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

139. The Three Levels of Innovation Transformational Substantial Incremental Source: Dick Foster, Business 2.0 (05.01) Note: Each level requires totally different processes!

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

141. N.W.O.: Was Is Is Pine-paneled Office Address: 1 Big Man Plaza Secretary Suit Formal Rank conscious Pretense (“Failures are for fools.”) I love “Yes men” Self-contained Seat 9B, UA233 Address: Anne@Corp.com Typing: 60 WPM Casual M-F Approachable We are a HOT Team Screwing up is as normal as breathing I love Misfits! I love partners

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

143. Forces @ Work II The Commodity Trap

144. “Our basic business belief is that we don’t want a parity product.” Stephen Sanger, CEO, General Mills

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

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

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

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

149. 10X/10X

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

151. OVERVIEW

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

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

154. “This is the first meter of a 10-kilometer race. Eventually, all markets will come to resemble today’s foreign exchange market.” Hamid Biglari, Head of Corporate Strategy, Citigroup, in “GIGATRENDS”, Wired 04.01

155. eWorld/USPS Woes 86% of 880,000,000 SS checks, tax refunds and other govt. payments are electronic Source: Industry Standard 03.05.01

156. COMMUNITY SERVICES!/ CUSTOMER CONTROL!

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

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

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

160. RADICAL STRATEGIES REQUIRED

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

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

163. “We’ve put the word out to all of our suppliers: by the end of the year [2000] we’ll only do purchasing over the Internet.” John Paterson, C.P.O., IBM [$50B from 18,000 suppliers]

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

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

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

167. “Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.” Ray Lane, Kleiner Perkins

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

169. I’net … … allows you to dream dreams you could never have imagined before!

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

171. Message 2001: Only idiots pull in their [investment] horns during a downturn.

172. Brand Outside Strategy 2 : Women Rule!

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

174. “80% ! ”

175. Riding Lawnmowers

176. 48% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500K 95% financial decisions/ 29% single handed

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

178. $4.8T > Japan 9M/27.5M/$3.6T > Germany

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

180. 1874?

181. 1874 … Jock Strap 1977 … Jogbra 1977... 25K 1996 … 42 M

182. Yeow! 1970 … 1% 2002 … 50%

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

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

185. 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.”Popcorn

186. “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!) Paco Underhill

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

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

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

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

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

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

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

194. “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

195. “Women speak and hear a language of connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information,establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange feelings.” Judy Rosener, America’s Competitive Secret Judy Rosener

196. [“The Hollywood scripts that men write tend to be direct and linear, while women’s compositions have many conflicts, many climaxes, and many endings.” Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World] Helen Fisher

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

198. What If … “What if ExxonMobil or Shell dipped into their credit card database to help commuting women interview and make a choice of car pool partners?” “What if American Express made a concerted effort to connect up female empty-nesters through on-line and off-line programs, geared to help women re-enter the workforce with today’s skills?” EVEolution

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

200. Not!! “Year of the Woman”

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

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

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

204. 27March2000: email to TP from Shelley Rae Norbeck “I make 1/3 rd more money than my husband does. I have as much financial ‘pull’ in the relationship as he does. I’d say this is also true of most of my women friends. Someone should wake up, smell the coffee and kiss our asses long enough to sell us something! We have money to spend and nobody wants it!”

205. STATEMENT OF PHILOSOPHY: I am a businessperson. An analyst. A pragmatist. The enormous social good of increased women’s power is clear to me; but it is not my bailiwick. My “game” is haranguing business leaders about my fact-based conviction that women’s increasing power – leadership skills and purchasing power – is the strongest and most dynamic force at work in the American economy today. Dare I say it as a long-time Palo Altan … THIS IS EVEN BIGGER THAN THE INTERNET! Tom Peters

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

207. Brand Outside Strategy 3 : Welcome to “Old World”!

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

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

210. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

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

212. TP to IHRSA: Look this way! I am your ideal body type!

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

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

215. 50+ $7T wealth (70%)/$2T annual income 50% all discretionary spending 79% own homes 40M credit card users 41% new cars/48% luxury/5M auto loans $610B healthcare spending 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21 st Century Will Be Ruled by the New Old

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

217. 60>20* *Italy, first time in human history Source: Ken Dychtwald, Age Power

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

219. Brand Outside Strategy 4 : Design Matters!

220. 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

221. “What’s imperative is the creation of a style that becomes a culture linking you to the community. You can only do that through good design.” – Anita Roddick Source: Design Council [UK]

222. “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

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

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

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

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

227. I LOVE my ZYLISS Garlic Peeler!

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

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

230. Design is never neutral.

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

232. THE BASE CASE: I am a design fanatic. Personally, though not “artistic,” I’m a cool-stuff guy. I love what I love and I hate what I hate. But it goes [much] further, far beyond the personal. Design has become a professional obsession. I – SIMPLY – BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or detachment] RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is arguably the #1 determinant of whether a product-service-experience stands out … or doesn’t. Furthermore, it’s “one of those things” … that damn few companies put – consistently – on the front burner.

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

234. First Steps: “Beauty Contest”! Select one form/document: invoice, air bill, sick leave policy, customer returns- claim form Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on three dimensions: Beauty, Grace, Clarity Re-invent! Repeat, with a new selection, every 15 working days.

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

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

237. Brand Outside Strategy 5 : It’s the Experience!

238. “ 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

239. “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

240. 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

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

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

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

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

245. 1940: Cake from flour, sugar (raw materials economy): $1.00 1955: Cake from Cake mix (goods economy): $2.00 1975: Bakery-made cake (service economy): $10.00 1990: Party @ Chuck E. Cheese (experience economy) $100.00

246. Message: “Experience” is the “last 80%.” “Experience” applies to all work!

247. Brand Outside Strategy 6 : BRAND POWER!

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

249. “The idea that business is just a numbers affair has always struck me as preposterous. For one thing, I’ve never been particularly good at numbers, but I think I’ve done a reasonable job with feelings. And I’m convinced that it is feelings – and feelings alone – that account for the success of the Virgin brand in all of its myriad forms.” Richard Branson

250. “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

251. “Most companies tend to equate branding with the company’s marketing. Design a new marketing campaign and, voila, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To put it bluntly, it is a matter of whether – or not – you want to be … UNIQUE … NOW.” Jesper Kunde, A Unique Moment

252. 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 MaineTom’s of Maine

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

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

255. Remember! Talent = Brand

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

257. Vineyard Haven MA: A&P Fun in the Sun Store DO THE EMPLOYEES BUY THIS ACT ??

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

259. “WHO ARE WE?”

260. “WHO AM I ?” [“Me and the Brand Promise, a Passionate Saga” – We hope!]

261. “EXACTLY HOW AM I/ ARE WE DIFFERENT?”

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

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

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

265. Leadership 2001 Talent-obsessed (Great>>>Good) Opportunity Structure (Fast & Cool & Accountable & Rewarding) Pursuit of a Cause (Brand-driven) Content-driven (“PSF”/WOW! Projects) State-of-the-Art (Technology!) Adventuresome Culture (Disrespect, Short Memory, Sense of Humor) Culture of Hyper-urgency Enthusiast-in-Chief

266. Brand Leadership Passion Rules!

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

268. “Leaders achieve their effectiveness chiefly through the stories they relate. In addition to communicating stories, leaders embody those stories.” Howard Gardner, Leading Minds: An Anatomy of Leadership

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

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

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

272. Brand Leadership: ENTHUSIASM RULES! Ben Zander: “ I am a dispenser of enthusiasm.”

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

274. Message: Leadership is all about 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.]

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