1. Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age Kuala Lumpur/03March2004

2. Slides at … tompeters.com

3. I. NEW BUSINESS. NEW CONTEXT.

4. “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

5. 1. All Bets Are Off.

6. Jobs Technology Globalization

7. “14 MILLION service jobs are in danger of being shipped overseas” — The Dobbs Report/USN&WR/11.03/re new UCB study

8. “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/08.18.03

9. “The proper role of a healthily functioning economy is to destroy jobs and to put labor to use elsewhere. Despite this truth, layoffs and firings will always sting, as if the invisible hand of free enterprise has slapped workers in the face.” —Joseph Schumpeter

10. Jobs Technology Globalization

11. 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

12. “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]

13. “A California biotechnology company has put the entire sequence of the human genome on a single chip, allowing researchers to conduct on the complex relationships between the 30,000 genes that make up a human being in a single experiment.” —Page 1, Financial Times/10.03.2003

14. Jobs Technology Globalization

15. “Asia’s rise is the economic event of our age. Should it proceed as it has over the last few decades, it will bring the two centuries of global domination by Europe and, subsequently, its giant North American offshoot to an end.” —Financial Times (09.22.2003)

16. “The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India and Russia—have been integrated into the global market economy, many of them highly educated workers, who can do just about any job in the world. We’re talking about three billion people.” —Craig Barrett/Intel/01.08.2004

17. China Roars!

18. 1990-2003: Exports 8X ($380B); 6% global exports 2003 vs. 3.9% 2000; 16% of Total Global Growth in 2002. Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

19. World economic output: U.S.A., 21%; EU, 16%; China, 13% (2X since1991) Source: New York Times/12.14.2003

20. 1998-2003: 45,000,000 layoffs in state sector; offset by $450B in foreign investment; foreign companies account for 50+% of exports vs. 31% in Mexico, 15% in Korea. Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

21. 2003: China-Hong Kong leading producer in 8 of 12 key consumer electronic product areas (>50%: DVDs, digital cameras; >33.33%: DVD-ROM drives, personal desktop and notebook computers; >25% mobile phones, color TVs, PDAs, car stereos). Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

22. “As China becomes the world’s factory and Flextronics becomes the biggest electronics manufacturer in China, policy makers and analysts wonder wether there will be a future for manufacturing in Singapore, Malaysia, North America or Europe.” —Asia Inc./02.2004

23. “With a Small Car, India Takes Big Step Onto Global Stage” —Headline, p. 1, WSJ, 02.05.2004

24. “INDIA—The Next Manufacturing Hub?” —Asia Inc./02.04

25. All Bets Are Off!

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

27. “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

28. “How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation, discovery and competition? Do we value stability and control? Or evolution and learning? Do we think that progress requires a central blueprint? Or do we see it as a decentralized, evolutionary process? Do we see mistakes as permanent disasters? Or the correctable byproducts of experimentation? Do we crave predictability? Or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel, The Future and Its Enemies

29. 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 Nonsense 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.

30. It is the foremost task— and responsibility— of our generation to re-imagine our enterprises, private and public. —from the Foreword, Re-imagine

31. 2. The Destruction Imperative.

32. “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

33. C.E.O. to C.D.O.

34. 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 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

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

36. 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

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

38. Winning the Merger Game Is Possible --Lots of deals --Little deals --Friendly deals --Stay close to core competence --Strategy is easy to understand Source: “The Mega-merger Mouse Trap”/Wall Street Journal02.17.2004/ David Harding & Sam Rovit, Bain & Co./re Comcast-Disney

39. “The secret of fast progress is inefficiency, fast and furious and numerous failures.” Kevin Kelly

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

41. Silicon Valley Success [Failure?] Secrets “Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpot Source: The Economist

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

43. Just Say No … “I don’t intend to be known as the ‘King of the Tinkerers.’ ” CEO, large financial services company

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

45. II. NEW BUSINESS. NEW TECH.

46. 3. IS/ IT/ Web: “On the Bus” or “Off the Bus.”

47. 100 square feet

48. “Invisible Supplier Has Penney’s Shirts All Buttoned Up: From Hong Kong, It Tracks Sales, Restocks Shelves, Ships Right to the Store.” —Headline, Wall Street Journal (09.11.03)

49. “ Our entire facility is digital. No paper, no film, no medical records. Nothing. And it’s all integrated—from the lab to X-ray to records to physician order entry. Patients don’t have to wait for anything. The information from the physician’s office is in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. … It’s wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer that’s pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the network. They can review a chart from 100 miles away.” — David Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)

50. “Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made one of the most fateful military calls of the 21 st century. After 9/11 … her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. “The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective. “In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen (much of the military’s command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/ OCT2002

51. “The mechanical speed of combat vehicles has not increased since Rommel’s day, so the difference is all in the operational speed, faster communications and faster decisions.” —Edward Luttwak, on the unprecedented pace of the move toward Baghdad

52. “flash mobs” (!)

53. The Real “News”: X1,000,000 TowTruckNet.com

54. “MIT Everywhere: EVERY LECTURE, EVERY LECTURE, EVERY QUIZ, ALL ONLINE, FOR FREE. MEET THE GLOBAL GEEKS GETTING AN MIT EDUCATION, OPEN SOURCE-STYLE.” —Headline/Wired/09.03

55. “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

56. “The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.” —Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits.

57. From: Weapon v. Weapon To: Org structure v. Org structure

58. “Our military structure today is essentially one developed and designed by Napoleon.” Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

59. Eric Shinseki’s Army Flat. Fast. Agile. Adaptable. Light … But Lethal. “I Am an Army of One.” Info-intense. Network-centric.

60. 4. The White Collar Revolution.

61. Steel: 75,000,000 tons in ’82 to 102,000,000 tons in ’02. 289, 000 steelworkers in ’82 to 74,000 steelworkers in ’02. Source: Fortune/11.24.03

62. 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

63. E.g. … Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 years. Source: BW (01.28.02)

64. “Organizations will still be critically important in the world, but as ‘organizers,’ not ‘employers’!” — Charles Handy

65. Ford: “Vehicle brand owner” (“design, engineer, and market, but not actually make”) Source: The Company, John Micklethwait & Adrian Wooldridge

66. III. NEW BUSINESS. NEW VALUE PROPOSITION.

67. 5. The “PSF Solution”: The Professional Service Firm Model.

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

69. TP to HRMAC: You are the … Rock Stars of the Age of Talent!

70. DD$21M

71. 6. The Heart of the Value Added Revolution: PSFs Unbound/ The “Solutions Imperative.”

72. Base Case: The Sameness Trap

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

74. “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

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

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

77. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

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

79. Gerstner’s IBM: Systems Integrator of choice. Global Services: $35B. Pledge/’99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12.01).

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

81. “Customer Satisfaction” to “Customer Success” “We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?” Bob Nardelli, GE Power Systems

82. Keep In Mind: Customer Satisfaction versus Customer Success

83. The Ericsson Case 1. 50+% Mfg to Solectron/Flextronics 2. Substantial R&D to India 3. Division for licensing technology 4. JV with Sony on “crown jewel” handsets 5. Result: “a wireless specialist that depends on services more than manufacturing, on knowledge more than metal” Source: BW/11.04.02

84. Flextronics -- $14B; 100K employees; 60% p.a. growth (’93-’00) -- “contract mfg” to EMS/Electronics Manufacturing Services (design, mfg, logistics, repair); “total package of outsourcing solutions” (Pamela Gordon, Technology Forecasters) -- “The future of manufacturing isn’t just in making things but adding value” (3,500 design engineers) Source: Asia Inc./02.2004

85. E.g. … UTC/Otis + UTC/Carrier: boxes to “integrated building systems”

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

87. “SCS”/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company/02.04

88. WHAT CAN BROWN DO FOR YOU?

89. Omnicom: 60% (of $7B) from marketing services

90. “ ‘Architecture’ is becoming a commodity. Winners will be ‘Turnkey Facilities Management’ providers.” SMPS Exec

91. “No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.” —Martin Feinstein, CEO, Farmers Group

92. And the Winners Are … Televisions –12% Cable TV service +5% Toys -10% Child care +5% Photo equipment -7% Photographer’s fees +3% Sports Equipment -2% Admission to sporting event +3% New car -2% Car repair +3% Dishes & flatware -1% Eating out +2% Gardening supplies -0.1% Gardening services +2% Source: WSJ/05.16.03

93. IBM/Q3/10.15.03/Rev: +5% Services/Consulting: +11% Software: +5% Hardware: -5% PCs: -2% Technology/Chips: -33%

94. Turnkey Nation/s HP … Sun … Farmers Group … Northwestern Mutual Financial Network … IBM … AT&T … Ericsson … GE Power Systems … GE Industrial Systems … Ford … Siemens … Home Depot … Deere … UTC Otis … UTC Carrier … UPS … Springs Industries … RCI … Equity Office Properties … Omnicom … India … Singapore … Etc.

95. IV. NEW BUSINESS. NEW BRAND.

96. 7. A World of Scintillating “Experiences.”

97. “ 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

98. “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

99. “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

100. 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

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

102. 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 10.19.01

103. “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.]

104. TGR

105. 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/01.11.2004

106. Dell + IBM + Harley Davidson* = Magic! *Frictionless throughout Supply-chain + EncompassingSolutions + Scintillating Experience

107. 8. Experiences+: Embracing the “Dream Business.”

108. 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

109. 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

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

111. “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

112. 9. The [Mostly Ignored] “Soul” of “Experiences”: Design Rules!

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

114. 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

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

116. “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

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

118. 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

119. 10. “It” all adds up to … THE BRAND.

120. The Heart of Branding …

121. “WHO ARE WE?”

122. “WHAT’S OUR STORY?”

123. “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

124. “EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?”

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

126. “EXACTLY HOW DO I PASSIONATELY CONVEY THAT DRAMATIC DIFFERENCE TO THE CLIENT ?”

127. 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)

128. V. NEW BUSINESS. NEW MARKETS.

129. 11. Trends Worth Trillion$$$ I: Women Roar.

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

131. $5+T > Japan 10M/28M/$3.6T > Germany

132. 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

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

134. 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.”

135. Women's View of Male Salespeople Technically knowledgeable; assertive; get to the point; pushy; condescending; insensitive to women’s needs. Source: Judith Tingley, How to Sell to the Opposite Sex (Martha Barletta, Marketing to Women)

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

137. “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

138. “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

139. “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

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

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

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

143. “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

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

145. 2.6 vs. 21

146. Not ! “Year of the Woman”

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

148. Norwegian Law: Boards must have at least 40% women.

149. 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.

150. 12. Trends Worth Trillion$$$ II: Boomer Bonanza/ Godzilla Geezer.

151. 44-65: “New Consumer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

152. “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

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

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

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

156. 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 21 st Century Will Be Ruled by the New Old

157. “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

158. “The mature market cannot be dismissed as entrenched in its brand loyalties.” —Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

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

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

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

162. VI. NEW BUSINESS. NEW YOU.

163. 13. Re-inventing the Individual: Welcome to a Brand You World

164. “In a global economy, the government cannot give anybody a guaranteed success story, but you can give people the tools to make the most of their own lives.” —WJC, from Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

165. “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%)

166. “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

167. “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 (08.22.00)

168. “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)

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

170. 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 …

171. 14. Boss Job One: The Talent Obsession.

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

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

174. “Historically, smart people have always turned to where the money was. Today, money is turning to where the smart people are.” —FT/06.03.03

175. Brand = Talent.

176. “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

177. PARC’s Bob Taylor: “Connoisseur of Talent”

178. 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

179. “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

180. “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)

181. “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

182. 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

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

184. 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

185. Opportunity! U.S. G.B. E.U. Ja. M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1% Peak Partic. Age 45 22 27 19 % Coll. Stud. 52% 50% 48% 26% Source: Judy Rosener, America’s Competitive Secret

186. What’s your company’s … EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

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

188. Talent Department

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

190. 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

191. 15. Brand Talent+: Addressing the Education Fiasco.

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

193. J. D. Rockefeller’s General Education Board (1906): “ In our dreams people yield themselves with perfect docility to our molding hands. … The task is simple. We will organize children and teach them in a perfect way the things their fathers and mothers are doing in an imperfect way.” John Taylor Gatto, A Different Kind of Teacher

194. “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!

195. “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

196. 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

197. VII. NEW BUSINESS: WEIRD RULES

198. 16. THINK WEIRD … the HVA/ High Value Added Bedrock.

199. 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

200. 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

201. “If you worship at the throne of the voice of the customer, you’ll get only incremental advances.” Joseph Morone, President, Bentley College

202. Primary Obstacles to “Marketing-driven Change” 1. Fear of “cannibalism.” 2. “Excessive cult of the consumer”/ “customer driven”/ “slavery to demographics, market research and focus groups.” 3.Creating “sustainable advantage.” Source: John-Marie Dru, Disruption

203. “Chivalry is dead. The new code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of ‘sustainable advantage’ after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition.” Rich D’Aveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering

204. “HAVE MBAs KILLED OFF MARKETING? Prof Rajeev Batra says: ‘What these times call for is more creative and breakthrough reengineering of product and service benefits, but we don’t train people to think like that.’ The way marketing is taught across business schools is far too analytical and data- driven. ‘We’ve taken away the emphasis on creativity and big ideas that characterize real marketing breakthroughs.’ In India there is an added problem: most senior marketing jobs have been traditionally dominated by MBAs. Santosh Desai, vice president, McCann Erickson, an MBA himself, believes in India engineer-MBAs, armed with this Lego-like approach, tend to reduce marketing into neat components. ‘This reductionist thinking runs counter to the idea that great brands must have a core, unifying idea.’ ”—Businessworld/04Nov2002/“Why Is Marketing Not Working?”

205. 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

206. “To grow, companies need to break out of a vicious cycle of competitive benchmarking, imitation and pursuit.” —W. Chan Kim & Renee Mauborgne, “”Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03

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

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

209. Suppliers: “There is an ominous downside to strategic supplier relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply.” Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

210. Boards: “Extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable” —Jeffrey Sonnenfeld, Yale School of Management

211. “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

212. 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!

213. WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction. (7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your company’s success. Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation

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

215. VIII. NEW BUSINESS. NEW LEADERSHIP.

216. 17. The Passion Imperative: The Leadership 50

217. The Basic Premise.

218. 1. Leadership Is a … Mutual Discovery Process.

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

220. “I don’t know.”

221. Quests!

222. 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.”

223. The Leadership Types.

224. 2. Great Leaders on Snorting Steeds Are Important – but Great Talent Developers (Type I Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

225. 25/8/53

226. 3. But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!

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

228. 4. Find the “Businesspeople”! (Type III Leadership)

229. I.P.M. (Inspired Profit Mechanic)

230. 5. All Organizations Need the Golden Leadership Triangle.

231. The Golden Leadership Triangle: (1) Creator- Visionary … (2) Talent Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic.

232. The Essential Tension — Keeper of the Flame of Creation (Brahma = Creator) — Keeper of the Flame of Preservation (Vishnu = Preserver) — Keeper of the Flame of Destruction (Shiva = Destroyer)

233. 6. Leadership Mantra #1: IT ALL DEPENDS!

234. Renaissance Men are … a snare, a myth, a delusion!

235. 7. The Leader Is Rarely/Never the Best Performer.

236. The Leadership Dance.

237. 8. Leaders … SHOW UP!

238. “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

239. 9. Leaders … LOVE the MESS!

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

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

242. 10. Leaders DO!

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

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

245. 11. Leaders Re -do.

246. “If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.” Seth Godin, Zooming

247. 12. BUT … Leaders Know When to Wait.

248. Tex Schramm: The “too hard” box!

249. 13. Leaders Are … Optimists.

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

251. Half-full Cups: “[Ronald Reagan] radiated an almost transcendent happiness.” Lou Cannon, George (08.2000)

252. 14. Leaders … DELIVER!

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

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

255. 15. BUT … Leaders Are Realists/Leaders Win Through LOGISTICS!

256. The “Gus Imperative”!

257. 16. Leaders FOCUS!

258. “To Don’t ” List

259. It’s T-H-R-E-E, Stupid! “I used to have a rule for myself that at any point in time I wanted to have in mind — as it so happens, also in writing, on a little card I carried around with me — the three big things I was trying to get done. Three. Not two. Not four. Not five. Not ten. Three.” — Richard Haass, The Power to Persuade

260. 17. Leaders … Set CLEAR DESIGN SPECS.

261. Danger: S.I.O. (Strategic Initiative Overload)

262. JackWorld/ 1@T : (1) Neutron Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. (Lead or leave.) (3) “Workout” Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!

263. 18. Leaders … Send V-E-R-Y Clear Signals About Design Specs!

264. Ridin’ with Roger: “What have you done to DRAMATICALLY IMPROVE quality in the last 90 days?”

265. If It Ain’t Broke … Break It.

266. 19. Leaders … FORGET!/ Leaders … DESTROY!

267. 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

268. 20. BUT … Leaders Have to Deliver, So They Worry About “Throwing the Baby Out with the Bathwater.”

269. “Damned If You Do, Damned If You Don’t, Just Plain Damned.” Subtitle in the chapter, “Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)

270. 21. Leaders … HONOR THE USURPERS.

271. Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision

272. 22. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

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

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

275. 23. Leaders Make … BIG MISTAKES!

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

277. Create.

278. 24. Leaders Know that THERE’S MORE TO LIFE THAN “LINE EXTENSIONS.” Leaders Love to CREATE NEW MARKETS.

279. No one ever made it into the Business Hall of Fame on a record of “line extensions.”

280. 25. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

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

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

283. AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers US Steel … Ford … Macy’s … Sears … Litton Industries … ITT … The Gap … Limited … Wal*Mart … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Oracle … Microsoft … Enron … Schwab … GE … Southwest … Laker …People Express … Ogilvy … Chiat/Day … Virgin … eBay … Amazon … Sony … BMW … CNN …

284. Legacy!

285. CEO Assignment2002 (Bermuda): “Please leap forward to 2007, 2012, or 2022, and write a business history of Bermuda. What will have been said about your company during your tenure?”

286. Ah, kids: “What is your vision for the future?” “What have you accomplished since your first book?” “Close your eyes and imagine me immediately doing something about what you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”

287. “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 DePree, Herman Miller

288. 26. Leaders Push Their Organizations W-a-y Up the Value-added/ Intellectual Capital Chain

289. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

290. 27. Leaders LOVE the New Technology!

291. 100 square feet

292. 28. Needed? Type IV Leadership: Technology Dreamer-True Believer

293. The Golden Leadership Quadrangle: (1) Creator- Visionary … (2) Talent Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic. (4) Technology Dreamer-True Believer

294. Talent.

295. 29. When It Comes to TALENT … Leaders Always Swing for the Fences!

296. Talent’s Rules 1. Talent = 25/8/53 2. Some people are better than other people. Some people are a helluva lot better than other people 3. Think “Roster” 4. Think “V.C.” 5. Talent = Brand 6. Talent is what leaders do.

297. 30. Leaders Don’t Create “Followers”: THEY CREATE LEADERS!

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

299. 31. Leaders “Win Followers Over”

300. WHAT AN IDIOT: “Instead of employees being in the driver’s seat, now we’re in the driver’s seat.”

301. PJ: “Coaching is winning players over.”

302. “The Cold War armies were not great armies, because all the decisions were made by generals and politicians. In great armies, the job of generals is to back up their sergeants.” —COL Tom Wilhelm, from Robert Kaplan, “The Man Who Would Be Khan,” The Atlantic, 03.2004

303. Passion.

304. 32. Leaders … Out Their PASSION!

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

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

307. 33. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

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

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

310. “I’m looking for insane commitment.” —Twyla Tharp, The Creative Habit

311. “… a powerful and madly exuberant work” —LA Times on Frank Gehry’s Walt Disney Concert Hall (10.03)

312. 34. Leaders Are … in a Hurry

313. The Urgency Factor: LEADERS … have a distorted sense of time. (E.g.: Rummy thinks he asked months ago … it was the day before yesterday.)

314. 35. Leaders Focus on the SOFT STUFF!

315. “Soft” Is “Hard ” - ISOE

316. 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.]

317. The “Job” of Leading.

318. 36. Leaders Know It’s ALL SALES ALL THE TIME.

319. TP: If you don’t LOVE SALES … find another life. (Don’t pretend you’re a “leader.”) (See TP’s The Project50.)

320. 37. Leaders LOVE “POLITICS.”

321. TP: If you don’t LOVE POLITICS … find another life. (Don’t pretend you’re a “leader.”)

322. 38. But … Leaders Also Break a Lot of China

323. If you’re not pissing people off, you’re not making a difference!

324. 39. Leaders Give … RESPECT!

325. “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

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

327. 40. Leaders Say “ Thank You.”

328. “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]

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

330. 41. Leaders Are … Curious.

331. TP/08.2001: The Three Most Important Letters … WHY?

332. 42. Leadership Is a … Performance.

333. “It is necessary for the President to be the nation’s No. 1 actor.” FDR

334. 43. Leaders … Are The Brand

335. The BRAND lives (OR DIES) in the “minutiae” of the leader’s moment- to-moment actions.

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

337. 44. Leaders … Have a GREAT STORY!

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

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

340. Introspection.

341. 45. Leaders … Enjoy Leading.

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

343. 46. Leaders … KNOW THEMSELVES.

344. Individuals (would-be leaders) cannot engage in a liberating mutual discovery process unless they are comfortable with their own skin. (“Leaders” who are not comfortable with themselves become petty control freaks.)

345. 47. But … Leaders have MENTORS.

346. The Gospel According to TP: Upon having the Leadership Mantle placed upon thine head, thou shalt never hear the unvarnished truth again!* (*Therefore, thy needs one faithful compatriot to lay it on with no jelly.)

347. 48. Leaders … Take Breaks.

348. Zombie! Zombie!

349. The End Game.

350. 49. Leaders ??? :

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

352. “LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON ROLLER BLADES”

353. 50. Leaders Know WHEN TO LEAVE!

354. “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

355. “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

356. 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

357. Thank You !