1. Tom Peters’ 2002 We Are In A Brawl With No Rules! GE Industrial Systems/01.06.2002

2. All Slides Available at … tompeters.com

3. Confusion Reigns.

4. “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

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

6. 7 Rules for Leading/THRIVING in a Recession+ 1. It’s ALREADY too late. 2. Show up & tell the truth—CREDIBILITY rules. 3. Kill with KINDNESS. 4. Sharp pencils are imperative—but don’t forget that the CUSTOMER & our TALENT & RISKY INVESTMENTS are still our long-term Bread & Butter. 5. Everything’s different, everything’s the same—it’s the NEW ECONOMY, more than ever, stupid! 6. “Use” the trauma to mount the bold initiatives you should have long before mounted: Flux = OPPORTUNITY. 7. We’re in a War of Organizational Models—from retail to the Pentagon. IDEAS MATTER MOST.

7. SWA = American + Continental + Delta + Northwest + United + USAirways. (And: No post-0911 layoffs.) Source: Boston Globe (12.22.2001)

8. New Org I: A White Collar Revolution.

9. 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

10. IBM’s Project eLiza !

11. “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

12. New Org II: IS/IT … “On the Bus” or “Off the Bus.”

13. Dell’s OptiPlex Facility Big Job: 6 to 8 hours. (80,000 per day) Parts Inventory: 100 square feet.

14. Cisco! 90% of $20B (=$50M/day) Annual savings in service and support from customer self-management: $550M (P.S.: C.Sat e >> C.Sat h)

15. Secret Cisco: Community! Customer Engineer Chat Rooms/Collaborative Design ($1B “free” consulting) (45,000 customer problems a week solved via customer collaboration)

16. “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

17. 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

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

19. Case: CRM

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

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

22. New Org III: The SOLUTIONS IMPERATIVE.

23. Animating Force: The Sameness Trap

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

25. “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

26. The Big Day!

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. “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)

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

32. “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

33. Omnicom: 57% (of $6B) from marketing services

34. Who was the number one employer of architecture school grads in the U.S. last year?

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

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

37. Bottom Line: The … Solutions Imperative

38. 1. It’s the (OUR!) organization, stupid! 2. Friction free! 3. No STOVEPIPES! 4. “Stovepiping” is an F.O.—Firing Offense. 5. ALL on the web! (ALL = ALL.) 6. Open access! 6. Project Managers rule! (E.g.: Control the purse strings and evals.) 7. VALUE-ADDED RULES! (Services Rule.) (Experiences Rule.) (Brand Rules.) 8. SOLUTIONS RULE! (We sell SOLUTIONS. We sell PRODUCTIVITY & PROFITABILITY & CUSTOMER SUCCESS.) 9. Solutions = “Our ‘culture.’ ” 10. Partner with/Acquire B.I.C. (Best-In-Class).

39. 11. All functions contribute equally—IS, HR, Finance, Purchasing, Engineering, Logistics, Sales, Etc. 12. Project Management can come from any function. 13. WE ARE ALL IN SALES. 14. We all invest in “wiring” the customer organization. 15. WE ALL “LIVE THE BRAND.” (Brand = Solutions … that MAKE MONEY FOR OUR CUSTOMER- PARTNER.) 16. We use the word “PARTNER” until we all want to barf! 17. We NEVER BLAME other parts of our organization for screw-ups. 18. WE AIM TO REINVENT THIS INDUSTRY! 19. We hate the word-idea “COMMODITY.”

40. 20. We believe in “High tech, High touch.” 21. We are DREAMERS. 22. We deliver. (PROFITS.) (CUSTOMER SUCCESS.) 23. If we play the “SOLUTIONS GAME” brilliantly, no one can touch us! 24. Our TEAM needs 100% I.C.s (Imaginative Contributors). This is the ULTIMATE “All Hands” affair! 25. This is a hoot!

41. Solutions+ : It’s the EXPERIENCE.

42. “ 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

43. 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

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

45. 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

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

47. Ladder Position Customer Measure Solutions Success (Experience) Services Satisfaction Goods Six-sigma

48. Redefining the Work Itself I: B.H.A.G.s and WOW Projects.

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

50. Each VP a V.C.: Portfolio of high-risk investments … from all across the company.

51. Brand = Talent

52. Model 24/7*: Sports Franchise GM *25/8/53

53. 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)

54. “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) Ed Michaels

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

56. 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

57. MantraM3 Talent = Brand

58. The Bdrock of H.V.A.: THINK WEIRD.

59. 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

60. 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

61. 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

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

63. 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

64. It all adds up to … THE BRAND.

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

66. 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 Source: Jump Start Your Business Brain, Doug Hall

67. “WHO ARE WE?”

68. “EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?”

69. Message GE Industrial Systems … a $20B company in 2005.

70. 1. Recession = Opportunity. Speed rules! 1A. Recession = Paradox. I.e., “Blocking and tackling” AND B.H.A.G.s. 2. IS/IT/Web: “On the bus” or “Off the bus.” 3. Pursue “Solutions”/ “Experiences” (Measure via “Customer Success—ONLY.) 3A. It is/takes a team & project-driven revolution. E.g.: Death to STOVEPIPES. 4. Solutions “Strategy” = B.I.W. Talent. 5. Pursue “Weird” (I.e.: employees, customers, vendors, acquisitions). 6. Solutions = V.A. = Opportunity = BRAND = $$$$B.

71. Thank You !