1. Tom Peters Seminar2001 We Are in a Brawl with No Rules! Norfolk/09.18.2001

2. “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

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

4. “Most of our predictions are based on very linear thinking. That’s why they will most likely be wrong.” Vinod Khosla, in “GIGATRENDS,” Wired 04.01

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. 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

7. “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

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

9. S.A.V.

10. 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!)

11. Structure Part I: The Organization Part II: The Market Part III: The Leader

12. Forces @ Work I The Destruction Imperative!

13. “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)

14. 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

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

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

17. The Organization Basic Premise: A White Collar Revolution

18. 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

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

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

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

22. IBM’s Project eLiza!

23. The Organization Work: The Professional Service Firm Model

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

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

26. The Organization The Heart of the Value Creation Revolution: PSF Unbound!

27. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

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

29. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Delphi … Etc. … Etc.

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

31. “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

32. GE’s New Six Sigma Approach Old view: Out of service 9 days. 4 days are transport, which is client responsibility. New view: ALL 9 DAYS ARE OUR RESPONSIBILITY! Why? 9 days = Client’s World. Source: Steve Kerr, VP, GE

33. “The primary strategic mission for [CEOJeffrey] Immelt is to hasten GE’s transformation from a low-margin manufacturer to a more lucrative services company that sells solutions as much as stuff.” Newsweek/09.10.2001 (Welch raised share of services revenue from 15% to 70%)

34. “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)

35. Springs Collections. Flexible sourcing. Packaging. Merchandising. Promotion. Design. Systems & Site mgt. = Turnkey.

36. The Organization Brand You: Distinct … or Extinct

37. “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

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

39. “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

40. [“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)]

41. “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)

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

43. The Organization Redefining the Work Itself: The WOW Project

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

45. “Learn not to be careful.” Photographer Diane Arbus to her students (Careful = The sidelines, per Harriet Rubin in The Princessa)

46. The Organization Brand Action: Getting Started … a Personal Perspective

47. 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.

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

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

50. THE IDEA: Model F4 F ind a F ellow F reak F araway

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

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

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

54. 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”

55. 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?

56. 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!

57. THE SOFT STUFF Passion !

58. Message to “scientists”: It AIN’T about the science. It’s NEVER about the science. It’s ALWAYS about the PASSION for the IDEA.

59. I wonder …

60. Will one of you be awoken some December morning in Stockholm by candle-carrying kids?

61. BOTTOM LINE The Enemy!

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

63. 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

64. Sales2001

65. The Sales25: Great Salespeople … 1. Know the product. (Find cool mentors, and use them.) 2. Know the company. 3. Know the customer. (Including the customer’s consultants.) (And especially the “corporate culture.”) 4. Love internal politics at home and abroad. 5. Religiously respect competitors. (No badmouthing, no matter how provoked.) 6. Wire the customer’s org. (Relationships at all levels & functions.) 7. Wire the home team’s org. and vendors’ orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)

66. Great Salespeople … 8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating profitable opportunities. (“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?) 10. Will involve anybody—including mortal enemies—if it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass. 11. Know the Brand Story cold; live the Brand Story. (If not, leave.)

67. Great Salespeople … 12. Think “Turnkey.” (It’s always your problem!) 13. Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD.) 14. Help the customer get to know the vendor’s organization & build up their Rolodex. 15. Walk away from bad business. (Even if it gets you fired.) 16. Understand the idea of a “good loss.” (A bold effort that’s sometimes better than a lousy win.) 17. Think those who regularly say “It’s all a price issue” suffer from rampant immaturity & shrunken imagination. 18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstarts—the real enemy. 20. Seek several “cool customers”—who’ll drag you into Tomorrowland.

68. Great Salespeople … 21. Use the word “partnership” obsessively, even though it is way overused. (“Partnership” includes folks at all levels throughout the supply chain.) 22. Send thank you notes by the truckload. (NOT E- NOTES.) (Most are for “little things.”) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word “we.” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?” 24. Great salespeople in great technology companies can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY? 25. Keep your bloody PowerPoint slides simple!

69. The Organization Talent: The Great War for Talent

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

71. The Talent Ten

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

73. 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)

74. Model 24/7: Sports Franchise GM

75. 2. Greatness Only The Best!

76. 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)

77. 3. Performance Up or out!

78. “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)

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

80. 4. Pay Fork Over!

81. “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)

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

83. 5. Youth Grovel Before the Young!

84. “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]

85. 6. Diversity Mess Rules!

86. “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

87. 7. Women Born to Lead!

88. “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

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

90. 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

91. “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

92. “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

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

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

95. 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

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

97. Would Craig Venter (Luciano Benetton) come to work for us?

98. 9. Opportunity Make It an Adventure!

99. “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”

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

101. Leaders-Teachers Do Not “Transform People”! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostly—caveat: “they” don’t engage unless they’re “mad about something”) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers- leaders) had never dreamed existed—and then the leaders-mentors-teachers (6) applaud like hell, stage “photo-ops,” and ring the church bells 100 times to commemorate the bravery of their “followers’ ” explorations!

102. 10. Leading Genius We are all unique!

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

104. 48 Players = 48 Projects = 48 different success measures

105. Why Don’t Most Biz Mgrs. Think This Way? “Coaching is winning players over.” * Phil Jackson *Not: “planning,” “implementing,” “clear communication,” “getting the org chart right.”

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

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

108. HR Folks: YOU – not “marketing” - “OWN” THE “BRAND PROMISE”! (If you wish.)

109. The Organization Brand Talent+: The Education Fiasco

110. Losing the War to Bismarck

111. “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! Jordan Ayan

112. “How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass 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 was participating in the suppression of creative genius.” Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace

113. “Our education system is a second-rate, factory-style organization, pumping out obsolete information in obsolete ways. [Schools] are simply not connected to the future of the kids they’re responsible for.” Alvin Toffler, Business 2.0 (09.00)

114. “The main crisis in school today is irrelevance.” Daniel Pink, Free Agent Nation Daniel Pink

115. An Unnatural Way to “Learn”

116. “Every time I pass a jailhouse or school, I feel sorry for the people inside.” Jimmy Breslin, 07.11.2001, on “summer school” in NYC [“If they haven’t learned in the winter, what are they going to remember from days when they should be swimming?”]

117. Schools’ “Kafka-like rituals”: “enforce sensory deprivation on classes of children held in featureless rooms … sort children into rigid categories by the use of fantastic measures such as age-grading, or standardized test scores … train children to drop whatever they are occupied with and to move as a body from to room at the sound of a bell, buzzer, horn, or klaxon … keep children under constant surveillance, depriving them of private time and space … John Taylor Gatto, A Different Kind of Teacher

118. Kafka-like rituals (cont.): “assign children numbers constantly, feigning the ability to discriminate qualities quantitatively … insist that every moment of time be filled with low- level abstractions … forbid children their own discoveries, pretending to possess some vital secret to which children must surrender their active learning time to acquire.” John Taylor Gatto, A Different Kind of Teacher

119. Doing Stuff that Matters!

120. “Education, at best, is ecstatic. At its best, its most unfettered, the moment of learning is a moment of delight. This essential and obvious truth is demonstrated for us every day by the baby and the preschool child. … When joy is absent, the effectiveness of the learning process falls and falls until the human being is operating hesitantly, grudgingly, fearfully.” George Leonard, Education and Ecstasy [1968]

121. Per George Miller: Children as “informavores,” who “eat up new Knowledge.” Frank Smith, Insult to Intelligence

122. The Learner’s Manifesto The brain is always learning. Learning does not require coercion. Learning must be meaningful. Learning is incidental. Learning is collaborative. The consequences of worthwhile learning are obvious. Learning always involves feelings. Learning must be free of risk. Frank Smith, Insult to Intelligence

123. U.C. Ed Dean Walter Karp: “From the first grade to the twelfth, from one coast to the other, instruction in America’s classrooms is almost entirely dogmatic. Answers are ‘right’ and answers are ‘wrong,’ but mostly answers are short.” Frank Smith, Insult to Intelligence

124. “Questions, questions, questions. They disturb. They provoke. They exhilarate. They intimidate. They make you feel a little bit like you’ve at least temporarily lost your marbles. So much so that at times I’m positive that the ground is shaking and shifting under our feet. Welcome to Socrates Café. Christopher Phillips, Socrates Cafe

125. Most important 3 letters: Why?

126. The Horror: We get it all wrong. We know how to do “it” right!

127. The Organization Reprise: THINK WEIRD: The High Standard Deviation Enterprise

128. 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

129. Tomorrow’s Organizations: Itinerant Potential Machines

130. TALENT POOL TO DIE FOR. Youthful. Insanely energetic. Value creativity. Risk taking is routine. Failing is normal … if you’re stretching. Want to ‘make their bones” in “the revolution.” Love the new technologies. Well rewarded. Don’t plan to be around 10 years from now.

131. TALENT POOL PLUS. Seek out and work with “world’s best” as needed (it’s often needed). “We aim to change the world, and we need gifted colleagues—who well may not be on our payroll.”

132. BRASSY-BUT-GROUNDED-LEADERSHIP. Say “I don’t know”—and then unleash the TALENT. Have a vision to be DRAMATICALLY DIFFERENT—but don’t expect the co. to be around forever. Will scrap pet projects, and change course 180 degrees—and take a big write-off in the process. NO REGRETS FROM SCREW-UPS WHOSE TIME HAS NOT-YET- COME. GREAT REGRETS AT TIME & $$$ WASTED ON “ME TOO” PRODUCTS AND PROJECTS.

133. BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.) “Visionary” leaders matched by leaders with shrewd business sense: “HOW DO WE TURN A PROFIT ON THIS GORGEOUS IDEA?” Appreciate “market creation” as much as or more than “market share growth.” ARE INSANELY AWARE THAT MARKET LEADERS ARE ALWAYS IN PRECARIOUS POSITIONS, AND THAT MARKET SHARE WILL NOT PROTECT US, IN TODAY’S VOLATILE WORLD, FROM THE NEXT KILLER IDEA AND KILLER ENTREPRENEUR. (Gates. Ellison. Venter. McNealy. Walton. Skilling. Case. Etc.)

134. ALLIANCE MANIACS. Don’t assume that “the best resides within.” WORK WITH A SHIFTING ARRAY OF STATE-OF-THE-ART PARTNERS FROM ONE END OF THE “SUPPLY CHAIN” TO THE OTHER. Including vendors and consultants and … especially … PIONEERING CUSTOMERS—who will “pull us into the future.”

135. TECHNOLOGY-NETWORK FANATICS. Run the whole-damn-company, and relations with all outsiders, on the Internet … at Internet speed. Reluctant to work with those who don’t share this (radical) vision.

136. POTENTIAL MACHINES-ORGANISMS. Don’t know what’s coming next. But are ready to jump at opportunities, especially those that challenge-overturn our own “way of doing things.”

137. Structure Part I: The Organization Part II: The Market Part III: The Leader

138. Forces @ Work II The Sameness Trap

139. 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

140. “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

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

142. The Market/IS Strategy 1A : Use E-Commerce to Re-invent Everything!

143. Dell’s OptiPlex Facility Big Job: 6 to 8 hours. (20,000 per day) Parts Inventory: 2 hours, 100 square feet. (Overall, 5 days vs. 50 to 90 days; target is 2.5 days)

144. Cisco! 90% of $20B (=$50M/day) Annual savings in service and support from customer self-management: $550M

145. Secret Cisco: Community! 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)

146. 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

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

148. “The Age of the Never Satisfied Customer” Regis McKenna

149. “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]Forbes.com

150. WebWorld = Everything Web as a way to run your business’ 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

151. “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

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

153. The Market/IS Strategy 1B : Healthcare et al.: Embracing an e-Led Age of Self-Determination

154. “The Web enables total transparency. People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business

155. “Parents, doctors, stockbrokers, even military leaders are starting to lose the authority they once had. There are all these roles premised on access to privileged information. … What we are witnessing is a collapse of that advantage, prestige and authority.” Michael Lewis, next

156. Impact #1(?): Healthcare

157. HealthCare2001 Consumerism X Demographics X IS/Internet X Info Consolidators X Genetics & Devices = YIKES!

158. 1. Consumerism (Patient- centric Healthcare)

159. “A seismic shift is underway in healthcare. The Internet is delivering vast knowledge and new choices to consumers—raising their expectations and, in many cases, handing them the controls. [Healthcare] consumers are driving radical, fundamental change.” Deloitte Research, “Winning the Loyalty of the eHealth Consumer”

160. “We expect consumers to move into a position of dominance in the early years of the new century.” Dean Coddington, Elizabeth Fischer, Keith Moore & Richard Clarke, Beyond Managed Care

161. Consumer Imperatives Choice Control (Self-care, Self-management) Shared Medical Decision-making Customer Service Information Branding Source: Institute for the Future

162. “No one currently ‘owns’ the eHealth Consumer. It’s an open playing field.” Deloitte Research, “Winning the Loyalty of the eHealth Consumer”

163. 2. Demographics : The BOOMERS Reach 55!

164. Boomer World “From jogging to plastic surgery, from vegetarian diets to Viagra, they are fighting to preserve their youth and defy the effects of gravity.” M.W.C. Howgill, “Healthcare Consumerism, the Information Revolution and Branding”

165. Message Boomer: (1) “There are l-o-t-s of us.” (2) “We have the $$$$$$. (3) “We’re/ I’m in charge!” (4) “We’ll take no guff from from anyone.” (5) “We know the emperor has no clothes.”

166. 3. The IS/Web REVOLUTION

167. “We’re in the Internet age, and the average patient can’t email their doctor.” Donald Berwick, Harvard Med School

168. “Without being disrespectful, I consider the U.S. healthcare delivery system the largest cottage industry in the world. There are virtually no performance measurements and no standards. Trying to measure performance … is the next revolution in healthcare.” Richard Huber, former CEO, Aetna

169. “A healthcare delivery system characterized by idiosyncratic and often ill-informed judgments must be restructured according to evidence- based medical practice.” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

170. “As unsettling as the prevalence of inappropriate care is the enormous amount of what can only be called ignorant care. A surprising 85% of everyday medical treatments have never been scientifically validated. … For instance, when family practitioners in Washington were queried about treating a simple urinary tract infection, 82 physicians came up with an extraordinary 137 strategies.” Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

171. CDC 1998: 90,000 killed and 2,000,000 injured from nosocomial [hospital-caused] drug errors & infections

172. “In health care, geography is destiny.” Dartmouth Medical School 1996 report, from Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

173. “Practice variation is not caused by ‘bad’ or ‘ignorant’ doctors. Rather, it is a natural consequence of a system that systematically tracks neither its processes nor its outcomes, preferring to presume that good facilities, good intentions and good training lead automatically to good results. Providers remain more comfortable with the habits of a guild, where each craftsman trusts his fellows, than with the demands of the information age.” Michael Millenson, Demanding Medical Excellence

174. 4. The “Consolidators”: Fat or Thin?

175. “Virtual health care webs force providers to focus on their areas of excellence and to invest in areas where they can generate a sustainable competitive advantage.” Healthcare.com: Rx for Reform, David Friend, Watson Wyatt Worldwide

176. WebMD (or heirs & assigns)

177. 5. Genetics & Devices

178. “Recognizing that a single misspelled gene means the difference between being poisoned and being cured was the first victory for the new science of pharmacogenetics.” Newsweek (06.25.01)

179. “Pharmacogenomics could fundamentally change the nature of drug discovery and marketing, rendering obsolete the pharmaceutical industry’s practice of spending vast amounts of time and money to craft a single medicine with mass-market appeal.” The Industry Standard (05.28.01)

180. “Imagine the day that your surgeon performs your heart bypass sitting at a computer thousands of miles from the operating table. That day may come sooner than you think.” Newsweek (06.25.01)

181. “There is no question in my mind that the future of heart surgery is in robotics.” Dr. Robert Michler, OSU Med Center, upon the FDA’s approval of robotic partial- bypass surgery

182. Message Summary: (1) An unparalleled time for imagination and bold action. (2) A time of unprecedented opportunities. (3) A time of unprecedented risk.

183. Golden Age of Patient-centric, Genetics- driven Healthcare Looms! Current status: $1.3T. 70M uninsured. 90K killed and 2M injured p.a. in hospitals. 85% treatments unproven. Cure depends on locale in which treated. 50% prescriptions not work. 2X docs. 2X hospitals. IS primitive. Accountability & measurement nil. And everybody’s mad and feels powerless: docs, patients, nurses, insurers, employers, hospital administrators and staff.

184. The Market/Demographics Strategy 2A : Women Rule!

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

186. ???? 80%

187. Riding Lawnmowers

188. 2/3rds working women/ 50+% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500K 95% financial decisions/ 29% single handed

189. $4.8T > Japan 9M/27.5M/$3.6T > Germany

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

191. 1874?

192. 1874 … Jock Strap 1977 … Jogbra 1977... 25K 1996 … 42 M

193. Yeow! 1970 … 1% 2002 … 50%

194. OPPORTUNITY NO. 1!

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

196. 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.”

197. “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

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

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

200. “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

201. “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

202. [“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]

203. 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

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

205. Not!! “Year of the Woman”

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

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

208. 27 March 2000: 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!”

209. 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

210. Ad from Furniture /Today (04.01): “MEET WITH THE EXPERTS!: How Retailing’s Most Successful Stay that Way” Presenting Experts: M = 16 ; F = ?? (272?)

211. 0

212. The Market/Demographics Strategy 2B : Welcome to “Old World”!

213. “ ‘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

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

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

216. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

217. “NOT ACTING THEIR AGE : As Baby Boomers Zoom into Retirement, Will America Ever Be the Same?” USN&WR Cover/06.01

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

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

220. 50+ $7T wealth (70%)/$2T annual income 50% all discretionary spending 79% own homes/40M credit card users 41% new cars/48% luxury $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

221. Brand Outside Strategy 2C : Welcome to “Green World”!

222. And #3: GREEN ?????: 50% to 36%: Protect Environment > Economic Growth. 58% to 34%: Protect Plants & Animals > Preserve Private Property Rights.

223. E.g.: Genetically Altered Food Would eat: M, 71%; F, 50% Give to children: M, 59%; F, 37% Pay more for non-altered: M, 35%; F, 47% Source: www.pulse.org & USA Today

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

225. The Market/The Experience Factor Strategy 3A : Design Matters!

226. 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

227. “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

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

229. I LOVE my ZYLISS Garlic Peeler!

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

231. Wanted: THE DESIGNER OF MY RADIO SHACK PHONE. Major Reward!

232. Design is never neutral.

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

234. 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. [Openly.] 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.

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

236. 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.

237. The Market/The Experience Factor Strategy 3B : 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. The “Experience Ladder” Experiences Services Goods Raw Materials

242. 1940: Cake from flour, sugar (raw materials economy): $1.00 1955: Cake from Cake mix (goods economy): $2.00 1970: Bakery-made cake (service economy): $10.00 1990: Party @ Chuck E. Cheese (experience economy) $100.00

243. Message: “Experience” is the “Last 80%” “Experience” applies to all work!

244. The Market/The Experience Factor Strategy 3C : BRAND POWER!

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

246. “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 Jesper Kunde

247. “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

248. Scott Bedbury/ Nike, Starbucks “A Great Brand taps into emotions. Emotions drive most, if not all, of our decisions. A brand reaches out with a powerful connecting experience. It’s an emotional connecting point that transcends the product. “A Great Brand is a story that’s never completely told. A brand is a metaphorical story that connects with something very deep - a fundamental appreciation of mythology. Stories create the emotional context people need to locate themselves in a larger experience.”

249. “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, A Unique Moment [on the excellence of Nokia, Nike, Lego, Virgin et al.]

250. “Brand Promise” Exercise: (1) Who Are WE? (poem/novella/song, 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!

251. 1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion) 2 ND Law: REAL REASON TO BELIEVE (Stand & Deliver!) 3 RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: See the next slide.) Source: Jump Start Your Business Brain, Doug HallDoug Hall

252. 2 Questions “How likely are you to purchase this new product or service?” (95% to 100% weighting by execs) “How unique is this new product or service?” (0% to 5%*) *No exceptions in 20 years – Doug Hall, Jump Start Your Business Brain

253. Structure Part I: The Organization Part II: The Market Part III: The Leader

254. The Leadership50 Leading in Totally Screwed Up Times

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

256. Leaders-Teachers Do Not “Transform People”! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostly—caveat: “they” don’t engage unless they’re “mad about something”) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers- leaders) had never dreamed existed—and then the leaders-mentors-teachers (6) applaud like hell, stage “photo-ops,” and ring the church bells 100 times to commemorate the bravery of their “followers’ ” explorations!

257. “I don’t know.”

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

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

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

261. I.P.M. (Inspired Profit Maniac)

262. 4A. The Golden Leadership Triangle.

263. The Golden Leadership Triangle: (1) Creator- Inventor-Visionary … (2) Talent Fanatic … (3) Inspired Profit Mechanic.

264. Project Team Golden Triangle (1) Champion-Maniac. (2) Implementer-Pol. (3) Schedule & Budgets Fanatic.

265. 5. Leadership Mantra #1: IT ALL DEPENDS!

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

267. 6. The Leader Is Rarely/Never the Best Performer.

268. 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0. Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson—1 season.

269. 7. Leaders LOVE the MESS!

270. 7A. Leaders Groove on AMBIGUITY!

271. “Most of our predictions are based on very linear thinking. That’s why they will most likely be wrong.” Vinod Khosla, in “GIGATRENDS,” Wired 04.01

272. 8. Leaders DO!

273. 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!)

274. 8A. Leaders Re -do.

275. “Sony Electronics has a well- earned reputation for persistence. The company’s first entry into a new field often isn’t very good. But, as it has shown in laptops, Sony will keep trying until it gets it right.” Business Week (5/01)

276. 8B. Leaders Are PLAYFUL.

277. “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation.” Michael Schrage, Serious Play Michael Schrage

278. Axiom: Never trust a “boss” with no toys in his/her office!

279. 9. Leaders DELIVER!

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

281. 10. Leaders FOCUS!

282. “To Don’t ” List

283. 11. Leaders Win Through LOGISTICS!

284. The “Gus Imperative”!

285. 12. “Leaders” Know: ‘POWERLESS’ IS COOL!

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

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

288. 13. Leaders Understand the Ultimate Power of RELATIONSHIPS.

289. 13A. Leaders Say “Thank You.”

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

291. 14. Leaders Wire the Joint!

292. Winners wire. Losers are slaves to rank.

293. 15. Leadership Is Improv!

294. 16. Leaders Trust in TRUST !

295. Credibility !

296. 16A. Leaders Don’t Scapegoat.

297. 17. Leaders Are Natural EMPOWERMENT FREAKS!

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

299. 18. Leaders FORGET!/ Leaders DESTROY!

300. “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

301. 19. BUT … Leaders Have to Deliver, So They Worry About “Throwing the Baby Out with the Bathwater.” [Life’s a Bitch…]

302. “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)

303. 20. Leaders … HONOR THE USURPERS … in Their Organizations!

304. 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

305. 21. Leaders HANG OUT WITH FREAKS!

306. 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

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

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

309. 22A. Leaders Make BIG MISTAKES!

310. 22B. Leaders Honor Mistakes & Create “Blame-free ‘Cultures.’ ”

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

312. 23. Leaders Set DESIGN SPECS.

313. Richard’s rules! (Innovative, high quality, affordable, cheeky)

314. 24. Leaders Know When to CHALLENGE (BURN) Design Specs!

315. “The ‘chump-to- champ-to-chump cycle’ used to be three generations. Now it’s about five years.” Bill McGowan

316. 24A. Leaders Love to CREATE NEW MARKETS. Leaders Know that THERE’S MORE TO LIFE THAN “LINE EXTENSIONS.”

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

318. 25. Leaders Don’t Create “Followers”: THEY CREATE LEADERS!

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

320. 26. When It Comes to TALENT … Leaders Always Swing fore the Fences!

321. 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)

322. 27. Leaders “Win Followers Over”

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

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

325. 28. Leaders have MENTORS.

326. 29. Leaders LOVE RAINBOWS – for Pragmatic Reasons.

327. “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

328. 29A. Leaders Pursue Poets!

329. “Expose yourself to the best things humans have done, and then try to bring those things into what you’re doing.” Steve Jobs

330. 30. Leaders “Manage” Their EVP.

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

332. 31. Leaders Know “It’s My Fault.”

333. 32. Leaders LOVE the New Technology!

334. “Believe in the Internet … MORE THAN EVER.” Andy Grove, Cover quote, Wired (June 200 1 )

335. 33. Leaders Out Their PASSION!

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

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

338. 34. Leaders Know: ENERGY BEGETS ENERGY!

339. BZ: “I am a … DISPENSER OF ENTHUSIASM!”

340. 35. Leaders Know It’s ALL SALES ALL THE TIME.

341. Sales2001

342. 36. Leaders Give … RESPECT!

343. “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

344. 37. Leaders … SHOW UP!

345. Rudy!

346. 38. Leadership Is a Performance. BELIEVE IT.

347. “You must be the change you wish to see in the world.” --M.G.

348. 39. Leaders Have a GREAT STORY!

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

350. 40. Leaders Create BUZZ!

351. 41. Leaders Pursue DRAMATIC DIFFERENCE!

352. 1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion) 2 ND Law: REAL REASON TO BELIEVE (Stand & Deliver!) 3 RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to 5%) Source: Jump Start Your Business Brain, Doug Hall

353. 42. Leaders Focus on the SOFT STUFF!

354. 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.]

355. 43. Leaders KNOW They Can Make a Difference!

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

357. 44. Leaders LISTEN!

358. See Stephen!

359. 45. Leaders LOVE “POLITICS.”

360. 46. Leaders SERVE.

361. Robert Greenleaf: Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness

362. 47. Leaders KNOW THEMSELVES.

363. 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.)

364. 48. Leaders Are Graceful.

365. “My favorite word is grace – whether it’s amazing grace, saving grace, grace under fire, Grace Kelly. How we live contributes to beauty – whether it’s how we treat other people or the environment.” Celeste Cooper, designer

366. 49. Leaders ??? :

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

368. “ ‘It’s only business, not personal’ … IT ALWAYS IS PERSONAL.”

369. “Hire smart – go bonkers – have grace – make mistakes – love technology – start all over again.”

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

371. 50. Leaders Know WHEN TO LEAVE!

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