1. Tom Peters’ Vision21 Expo Management/ Sao Paulo/11.08.2002

2. Slides at … tompeters.com

3. 1. We Are in a … Brawl with No Rules.

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

5. “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

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

7. 2. TECHNICOLOR TIMES! (Passion Moves Mountains!)

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

9. “Don’t rebuild. Reimagine
“Don’t rebuild. Reimagine.” The New York Times Magazine on the future of the WTC space in Lower Manhattan/

10. 3. DESTRUCTION RULES!

11. 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

12. “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

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

14. C.E.O. to C.D.O.

15. “Change the rules before somebody else does
“Change the rules before somebody else does.” —Ralph Seferian, VP, Oracle

16. 4. “Kaizen” (Continuous Improvement) Is Very … Dangerous … Stuff.

17. “Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

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

19. “The difficulties … arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourish—and old ones to die a timely death. … We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. … The current apocalypse—the transition from a state of continuity to state of discontinuity—Has the same suddenness [as the trauma that beset civilization in 1000 A.D.]” Richard Foster & Sarah Kaplan, “Creative Destruction” (The McKinsey Quarterly)

20. 5. Forget It! (“Learning” = Easy. “Forgetting” = Nigh on Impossible.)

21. “Most of our predictions are based on very linear thinking
“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

22. 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

23. 6. Innovation Is Easy: Hang Out with Freaks
6. Innovation Is Easy: Hang Out with Freaks (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.)

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

25. 7. Charge Up the Value-added Chain: Sell “Solutions”/ “Success”/ “Experiences”/ “Dream Fulfillment.”

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

27. “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

28. Step 1: “Satisfaction” to “Solutions” & “Success”

29. Gerstner’s IBM: Systems Integrator of choice. Global Services: $35B
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).

30. “We want to be the air traffic controllers of electrons
“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. Keep In Mind: Customer Satisfaction versus Customer Success

33. Step 2: Solutions+ = Awesome Experiences

34. “Experiences are as distinct from services as services are from goods
“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

35. “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

36. “Guinness as a brand is all about community
“Guinness as a brand is all about community. It’s about bringing people together and sharing stories.”—Ralph Ardill, Imagination, in re Guinness Storehouse

37. Experience: “Rebel Lifestyle
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

38. Step 3: Experiences+ = Dream Fulfillment

39. “No longer are we only an insurance provider
“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

40. DREAM: “A dream is a complete moment in the life of a client
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

41. 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

42. 8. Action … ALWAYS Takes Precedence.

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

44. “Strategy meetings held once or twice a year” to “Strategy meetings needed several times a week”
Source: New York Times on Meg Whitman/eBay

45. 9. Screw-ups are … the … Mark of Excellence.

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

47. 10. TALENT TIME! (He/She Who Has the Best “Roster” Rules!)

48. 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 ( )

49. 25/8/53* (*Damn it!)

50. 11. Diversity’s Hour Is Now!

51. “Diversity defines the health and wealth of nations in a new century
“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

52. 12. SHE … Is the Best Leader!

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

54. 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

55. 13. eALL. (IS/IT: Half-way = No Way.)

56. 100 square feet

57. “Ebusiness is about rebuilding the organization from the ground up
“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

58. “The organizations we created have become tyrants
“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.

59. Impact No. 1/ Logistics & Distribution: Wal. Mart … Dell … Amazon
Impact No. 1/ Logistics & Distribution: Wal*Mart … Dell … Amazon.com … Autobytel.com … FedEx … UPS … Ryder … Cisco … Etc. … Etc. … Ad Infinitum.

60. Autobytel: $400. Wal*Mart: 13%. Source: BW(05.13.2002)

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

62. Case: CRM

63. “CRM has, almost universally, failed to live up to expectations
“CRM has, almost universally, failed to live up to expectations.” Butler Group (UK)

64. CGE&Y (Paul Cole): “Pleasant Transaction” vs. “Systemic Opportunity
CGE&Y (Paul Cole): “Pleasant Transaction” vs. “Systemic Opportunity.” “Better job of what we do today” vs. “Re-think overall enterprise strategy.”

65. 14. The … WHITE-COLLAR REVOLUTION Will … Devour Everything in Its Path.

66. 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

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

68. IBM’s Project eLiza!* * “Self-bootstrapping”/ “Artilects”

69. 15. Take Charge of Your Destiny! BrandYou Moment! DISTINCT … OR EXTINCT!

70. “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

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

72. “Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computer-generated robots will take over the world.” – Stephen Hawking, in the German magazine Focus

73. 16. Avoid the … Epitaph from Hell.

74. Joe J. Jones 1942 – 2002 HE WOULD HAVE DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!
Tragedy! [Doesn’t remind you of Churchill or Gandhi or Betty Friedan, does it?]

75. 17. YOUR CALENDAR KNOWS ALL. (You = Calendar.)

76. “To Don’t ” List

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

78. JackWorld/1@T: (1) Neutron Jack. (Banish bureaucracy
(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!

79. “Conglomerates don’t work” —James Surowiecki, The New Yorker (07

80. 18. Management Role 1: GET OUT OF THE WAY. (Clear the Way
18. Management Role 1: GET OUT OF THE WAY. (Clear the Way.) (“Manager” = Hurdle Removal Professional.)

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

82. 19. WHAT MATTERS IS STUFF THAT MATTERS.

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

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

85. 20. DISPENSE ENTHUSIASM!

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

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

88. 21. LOVE THE MESS! SHOOT FOR THE STARS!

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

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

91. 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

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