1. Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age South Africa/18August2003

2. Slides at … tompeters.com

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

4. I. NEW BUSINESS. NEW CONTEXT.

5. “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

6. You must become an ignorant man again And see the sun again with an ignorant eye And see it clearly in the idea of it. --Wallace Stevens/“Notes Toward a Supreme Fiction”

7. 1. The Destruction Imperative.

8. “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)

9. 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

10. 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

11. “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

12. “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)

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

14. “MERGERS: Why Most Big Deals Don’t Pay Off. A BusinessWeek analysis shows that 61% of buyers destroyed shareholder wealth.” —BusinessWeek/10.14.2002

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

16. Just Say No … “I don’t intend to be known as the ‘King of the Tinkerers.’ ” CEO, large financial services company (New York, 5-99)

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

18. II. NEW BUSINESS. NEW TECH.

19. 2. The White Collar Revolution & the Death of Bureaucracy.

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

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

22. BW Cover/02.2003 “ IS YOUR JOB NEXT? A New Round of GLOBALIZATION Is Sending Upscale Jobs Offshore. They Include Chip Design, Basic Research—even Financial Analysis. Can America Lose These Jobs and Still Prosper?”

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

24. “The virtual corporation is research, development, design, marketing, financing, legal, and other headquarters functions wth few or no manufacturing capabilities – a company with a head but no body.” Richard Rosecrance, The Rise of the Virtual State

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

26. 3. IS/ IT/ Web … “On the Bus” or “Off the Bus.”

27. 100 square feet

28. “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.

29. “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

30. “A Big Electronics Show Is All About Connections” —headline, New York Times/ 01.13.2003/ Consumer Electronics Show > COMDEX

31. 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

32. “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

33. “Suppose—just suppose—that the Web is a new world we’re just beginning to inhabit. We’re like the earlier European settlers in the United States, living on the edge of the forest. We don’t know what’s there and we don’t know exactly what we need to do to find out: Do we pack mountain climbing gear, desert wear, canoes, or all three? Of course while the settlers may not have known what the geography of the New World was going to be, they at least knew that there was a geography. The Web, on the other hand, has no geography, no landscape. It has no distance. It has nothing natural in it. It has few rules of behavior and fewer lines of authority. Common sense doesn’t hold here, and uncommon sense hasn’t yet emerged.” David Weinberger, Small Pieces Loosely Joined

34. Case: CRM

35. Amen! “The Age of the Never Satisfied Customer” Regis McKenna

36. “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

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

38. No! No! No! FT: “The aim [of CRM] is to make customers feel as they did in the pre- electronic age when service was more personal.”

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

40. Here We Go Again: Except It’s Real This Time! Bank online: 24.3M (10.2002); 2X Y2000. Wells Fargo: 1/3 rd ; 3.3M; 50% lower attrition rate; 50% higher growth in balances than off-line; more likely to cross-purchase; “happier and stay with the bank much longer.” Source: The Wall Street Journal/10.21.2002

41. III. NEW BUSINESS. NEW VALUE PROPOSITION.

42. 4. The “PSF Solution”: The Professional Service Firm Model.

43. Sarah: “Daddy, what do you do?” Daddy: “I’m a ‘cost center,’ honey.”

44. Bobby: “Daddy, what do you do?” Daddy: “I’m what they call ‘overhead,’ son.”

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

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

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

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

49. DD$21M

50. eHR*/PCC** *All HR on the Web **Productivity Consulting Center Source: E-HR: A Walk through a 21 st Century HR Department, John Sullivan, IHRIM

51. Model PSF …

52. (1) Translate ALL departmental activities into discrete W.W.P.F. “Products.” (2) 100% go on the Web. (3) Non-awesome are outsourced (75%??). (4) Remaining “Centers of Excellence” are retained & leveraged to the hilt!

53. “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that. We pay for ourselves, and we actually make money for the company.” —Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

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

55. Base Case: The Sameness Trap

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

57. “When McDonald’s first started exporting its formula of quality, cleanliness and service, it was something of a novelty. … These days, quality, cleanliness and service are a given—and people are becoming more interested in what they are eating.” —FT/12.21.2002

58. “When we did it ‘right’ it was still pretty ordinary.” Barry Gibbons on “Nightmare No. 1”

59. “Customers will try ‘low cost providers’ … because the Majors have not given them any clear reason not to.” Leading Insurance Industry Analyst

60. “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

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

62. Fight ’til Death! “I thought, ‘What a dreadful mission I have in life.’ I’d love to get six-thousand restaurants up to spec, but when I do it’s ‘Ho-hum.’ It’s bugged me ever since. It’s one of the great paradoxes of modern business. We all know distinction is key, and yet in the last twenty years we have created a plethora of ho-hum products and services. Just go fly in an airplane. It could be such an enlightening experience. Ho-hum. We swim in an ocean of ho-hum, and I’m going to fight it. I’m going to die fighting it.” — Barry Gibbons

63. The Big Day!

64. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

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

66. 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).

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

68. “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

69. Keep In Mind: Customer Satisfaction versus Customer Success

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

71. Leased AC: Units of “Coolth”

72. Nardelli’s goal ($50B to $100B by 2005): “… move Home Depot beyond selling ‘goods’ to selling ‘home services.’ … He wants to capture home improvement dollars wherever and however they are spent.” E.g.: “house calls” (At-Home Service: $10B by ’05?) … “pros shops” (Pro Set) … “home project management” (Project Management System … “a deeper selling relationship”). Source: USA Today/06.14.2002

73. “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)

74. “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

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

76. 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

77. Core Logic: (1) 108X5 to 8X1/ eLiza/ 100sf. (2) Dept. to PSF/ WWPF. (3) V.A. via PSFs Unbound/ “Solutions”/ “Customer Success.”

78. IV. NEW BUSINESS. NEW BRAND.

79. 6. A World of Scintillating/ Awesome/ WOW “Experiences.”

80. “ 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

81. “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

82. “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

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

84. 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

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

86. 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

87. First Step (?!): Hire a theater director, as a consultant or FTE!

88. “Quality Service” “... Superb, graceful, beautiful, divine, wonderful, an aesthetic gesture” — James Hillman, Kinds of Power

89. Words! — Magician of Magical Moments — Maestro of Moments of Truth — Recruiter of Raving Fans — Impresario of First Impressions — Wizard of WOW — Captain of Brilliant Comebacks — Director of Electronic Customer Experiences — Conductor of Customer Intimacy — King of Customer Community — Queen of Customer Retention — CEO of Ownership Experience — Managing Director of After-sales Experience

90. “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.]

91. Extraction & Goods: Male dominance Services & Experiences: Female dominance

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

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

94. Ladder Position Measure Solutions Success (Experiences) Services Satisfaction Goods Six-sigma

95. 7. The [Mostly Ignored] “Soul” of “Experiences”: Design Rules!

96. Design’s place in the universe.

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

98. 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

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

100. “The new Beetle fails at most categories. The only thing it doesn’t fail in is drop-dead charm.” Jerry Hirshberg, Nissan Design International

101. Object of Desire! “Every now and then, a design comes along that radically changes the way we think about a particular object. Case in point: the iMac. Suddenly, a computer is no longer an anonymous box. It is a sculpture, an object of desire, something that you look at.” Katherine McCoy & Michael McCoy, Illinois Institute of Technology

102. “The good 10 percent of American product design comes out of big-idea companies that don’t believe in talking to the customer. They're run by passionate maniacs who make everybody’s life miserable until they get what they want.” Bran Ferren, Applied Minds/Wired 1-2001

103. “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

104. Check Out the Language: “Tomorrow it’s design …” “Design is the only thing …” “Design is … religion...” “Drop-dead charm …” “Object of desire …” “Passionate maniacs …” “Fundamental soul …”

105. Bottom Line.

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

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

108. Design is never neutral.

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

110. Step No. 1: NOTEBOOK POWER! [Start recording the awesome & the awful]

111. User … STOP BLAMING YOURSELF! (Don Norman/ Design of Everyday Things )

112. The Designer’s Ring “For years I thought that Dante should have established a ‘designer’s ring’ in his Hell. If any designer’s product raised a blister, caused a bruise, ripped a stocking, or caused any of the thousand things that frustrate us with the products we use, that designer would be assigned the designer’s ring in Hell and forced to use that product for all of eternity.” — James Pirki, designer and professor, Syracuse University

113. Message (?????): Men cannot design for women’s needs.

114. “Perhaps the macho look can be interesting … if you want to fight dinosaurs. But now to survive you need intelligence, not power and aggression. Modern intelligence means intuition—it’s female. ” Source: Philippe Starck, Harvard Design Magazine (Summer 1998)

115. 8. The Ultimate Market Megatrend: Women Roar.

116. ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (“home projects”) … 80% Consumer Electronics … 51% Cars … 60% (90%) All consumer purchases … 83% Bank Account … 89% Health Care … 80%

117. 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

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

119. 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.”

120. “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!)

121. 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)

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

123. “It is obvious to a woman when another woman is upset, while a man generally has to physically witness tears or a temper tantrum or be slapped in the face before he even has a clue that anything is going on. Like most female mammals, women are equipped with far more finely tuned sensory skills than men.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

124. “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

125. “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

126. “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

127. Senses Vision: Men, focused; Women, peripheral. Hearing: Women’s discomfort level I/2 men’s. Smell: Women >> Men. Touch: Most sensitive man < Least sensitive women. Source: Martha Barletta, Marketing to Women

128. “When a woman is upset, she talks emotionally to her friends; but an upset man rebuilds a motor or fixes a leaking tap.” Barbara & Allan Peace, Why Men Don’t Listen & Women Can’t Read Maps

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

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

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

132. “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

133. 2.6 vs. 21

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

135. Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

136. Not ! “Year of the Woman”

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

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

139. “Customer is King”: 4,440 “Customer is Queen”: 29 Source: Steve Farber/Google search/04.2002

140. Notes to the CEO --Women are not a “niche”; so get this out of the “Specialty Markets” group. --The competition is starting to catch on. (E.g.: Nike, Nokia, Wachovia, Ford, Harley-Davidson, Jiffy Lube, Charles Schwab, Citigroup, Aetna.) --If you “dip your toes in the water,” what makes you think you’ll get splashy results? --Bust through the walls of the corporate silos. --Once you get her, don’t let her slip away. --Women ARE the long run! Source: Martha Barletta, Marketing to Women

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

142. 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.

143. 9. “It” all adds up to … THE BRAND.

144. The Heart of Branding …

145. “WHO ARE WE?”

146. “WHAT’S OUR STORY?”

147. “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

148. “EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?”

149. 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 Hall

150. 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

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

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

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

154. DO THE HOUSEKEEPERS & CLERKS “BUY IT”? [ARE YOU V-E-R-Y SURE?]

155. Branding: Is-Is Not “Table” TNT is not: TNT is: TNT is not : Juvenile Contemporary Old-fashioned Mindless Meaningful Elitist Predictable Suspenseful Dull Frivolous Exciting Slow Superficial Powerful Self-important

156. Message … Is Not >> Is

157. V. NEW BUSINESS. NEW WORK.

158. 10. Toward Work that Matters: The WOW Project.

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

160. Language matters! Wow! BHAG! “Takes your breath away!”

161. Your Current Project? 1. Another day’s work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)

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

163. 11. WOW Projects for the “Powerless”: A Surefire Recipe.

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

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

166. F2F!/K2K!/ 1@T/R.F!A.* *Freak to Freak/ Kook to Kook/ One at a Time/ Ready.Fire!Aim.

167. And … K2KK* S2SS** *Kook to Kooky Kustomer **Skunk to Scintillating Supplier

168. BOTTOM LINE The Enemy!

169. Joe J. Jones 1942 – 2002 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

170. Audie Murphy was the most decorated soldier in WW2. He won every medal we had to offer, plus 5 presented by Belgium and France. There was one common medal he never won …

171. … the Good Conduct medal.

172. 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

173. 12. Boss Work: Demos, Heroes, Stories … Or: Starting a WOW Projects Epidemic.

174. Premise: “Ordering” Systemic Change is a Stupid Waste of Time!

175. Demos! Heroes! Stories!

176. “Some people look for things that went wrong and try to fix them. I look for things that went right and try to build on them.” —Bob Stone/ Mr.Rego/ Lessons from an Uncivil Servant

177. Leapfrog Group: “Lead Frogs”

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

179. MB S A!* *Managing By Story-ing Around/David Armstrong

180. Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” Michael Schrage

181. He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. / Col. John Boyd

182. REAL Org Change: Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to reinvent gov’t”)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors / Support Groups / End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loops—act before the “bad guys” can react) C.f., Bob Stone, Lessons from an Uncivil Servant

183. Stories … Paint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renagades … Leadfrogs … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules

184. VI. NEW BUSINESS. NEW YOU.

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

186. “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

187. Minimum New Work SurvivalSkillsKit2002 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

188. “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)

189. “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)

190. 26.3

191. 3 Weeks in May “Training” & Prep: 187 “Work”: 41 (“Other”: 17)

192. 1% vs. 367%

193. Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why don’t businesspeople do it?

194. Edward Jones’ Training Machine* 146 hours/employee/year New hires: 4X avg. 3.8% of payroll * #1, “The 100 Best Companies To Work For”/Fortune/01.2003

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

196. 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 …

197. “You are the storyteller of your own life, and you can create your own legend or not.” Isabel Allende

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

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

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

201. Brand = Talent.

202. The Talent Ten

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

204. Model 25/8/53 Sports Franchise GM* *48 = $500M

205. “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

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

207. Les Wexner: From sweaters to people!

208. 2. Greatness Only The Best!

209. 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

210. 3. Performance Up or out!

211. “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

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

213. 4. Pay Fork Over!

214. “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)

215. 5. Youth Grovel Before the Young!

216. “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]

217. 8 Minutes * —Dr. Sugata Mira, NIIT/ New Delhi/ 1999** *Ignorance to Surfing **And then there’s oya yubi sedai, the “thumb generation”

218. 6. Diversity Mess Rules!

219. “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

220. 7. Women Born to Lead!

221. “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

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

223. 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

224. “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

225. 9. Opportunity Make It an Adventure!

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

227. “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”

228. Talent Department

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

230. 10. Leading Genius We are all unique!

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

232. 48 Players = 48 Projects = 48 different success measures.

233. MantraM3 Talent = Brand

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

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

236. Talent’s “Big Two” Rules GREAT Finance Dept. = GREAT Football Team DIFFERENCES Among Cello Players = DIFFERENCES Among Hotel GMs

237. 15. Meet the New Boss: Women Rule!

238. “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

239. Lawrence A. Pfaff & Assoc. — 2 Years, 941 mgrs (672M, 269F); 360º feedback — Women: 20 of 20; 15 of 20 with statistical significance, incl. decisiveness, planning, setting stds.) — “Men are not rated significantly higher by any of the raters in any of the areas measured.” (LP)

240. 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

241. “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

242. “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

243. “Thank you” 17 Men: 8 4 Women: 19

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

245. 16. Brand Talent+: Addressing the Education Fiasco

246. “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!

247. “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

248. 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

249. 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

250. The NAESP …

251. Attributes of Those Who “Made” the 10th Grade History Book –Committed! –Determined to make a difference! –Focused! –Passionate! –Irrational about their life’s project! –Ahead of their time / Paradigm busters! –Impatient! / Action Obsessed

252. Attributes of Those Who “Made” the 10 th Grade History Book –Made lots of people mad! –Flouted the chain of command! –Creative / Quirky / Peculiar! / Rebels! / Irreverent! –Masters of improv / Thrive on chaos / Exploit chaos!

253. Attributes of Those Who “Made” the 10 th Grade History Book –Made lots of people mad! –Flouted the chain of command! –Creative / Quirky / Peculiar! / Rebels! / Irreverent! –Masters of improv / Thrive on chaos / Exploit chaos!

254. Attributes of Those Who “Made” the 10 th Grade History Book –Forgiveness > Permission –Bone honest! –Flawed as the dickens! – “In touch” with their followers’ aspirations –Damn good at what they do!

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

256. VII. NEW BUSINESS: (NEW) BRAND INSIDE RULES

257. Message 2002 … BI > BO

258. Brand Inside Rules! “I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game” —Lou Gerstner, Who Says Elephants Can’t Dance?

259. Brand Inside Rules! “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.” —Lou Gerstner, Who Says Elephants Can’t Dance?

260. 17. THINK WEIRD … the HVA/ High Value Added Bedrock.

261. “We are crazy. We should do something when people say it is ‘crazy.’ If people say something is ‘good’, it means someone else is already doing it.” Hajime Mitarai, Canon

262. THINK WEIRD: The High Standard Deviation Enterprise.

263. 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

264. 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

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

266. “These days, you can’t succeed as a company if you’re consumer led – because in a world so full of so much constant change, consumers can’t anticipate the next big thing. Companies should be idea- led and consumer- informed.” Doug Atkin, partner, Merkley Newman Harty

267. “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?”

268. 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

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

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

271. 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

272. BOARDS: “Extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable” —Jeffrey Sonnenfeld, Yale School of Management, on top performers

273. We become who we hang out with!

274. 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

275. Deviants, Inc. “Deviance tells the story of every mass market ever created. What starts out weird and dangerous becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way out there.” Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

276. Big Idea/s V.C. GM Portfolio Roster

277. VIII. NEW BUSINESS. NEW LEADERSHIP.

278. 18. The Passion Imperative: The Leadership 50

279. The Basic Premise.

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

281. 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!

282. “I don’t know.”

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

284. The Leadership Types.

285. 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.

286. 25/8/53* (*Damn it!)

287. Whoops: Jack didn’t have a vision!

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

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

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

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

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

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

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

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

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

297. 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.

298. The Leadership Dance.

299. 8. Leaders … SHOW UP!

300. Rudy!

301. 9. Leaders … LOVE the MESS!

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

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

304. 10. Leaders DO!

305. 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!)

306. “You miss 100 percent of the shots you don’t take.” — Wayne Gretsky

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

308. 11. Leaders Re -do.

309. “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

310. “If it works, it’s obsolete.” —Marshall McLuhan

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

312. Tex Schramm: The “too hard” box!

313. 13. Leaders Are … Optimists.

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

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

316. 14. Leaders … DELIVER!

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

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

319. “When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played—or does she keep wandering back to strategy or philosophy?” —Larry Bossidy, Honeywell/AlliedSignal, in Execution

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

321. The “Gus Imperative”!

322. 16. Leaders FOCUS!

323. “To Don’t ” List

324. 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

325. 17. Leaders … Set CLEAR DESIGN SPECS.

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

327. 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!

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

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

330. If It Ain’t Broke … Break It.

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

332. 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

333. Cortez!

334. Leaders “dump the ones who brung ’em” — Nokia, HP, 3M, PerkinElmer, Corning, etc.

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

336. “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)

337. 21. Leaders … HONOR THE USURPERS.

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

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

340. DG to TP: “Sam is not afraid to fail.” * *NASA failing #1, from the shuttle disaster report (July 2003): “fear of retribution by lower-level employees.”

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

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

343. 23. Leaders Make … BIG MISTAKES!

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

345. Create.

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

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

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

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

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

351. Legacy!

352. 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?”

353. 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’?”

354. “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

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

356. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

357. 27. Leaders LOVE the New Technology!

358. 100 square feet

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

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

361. Talent.

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

363. 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.

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

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

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

367. 31. Leaders “Win Followers Over”

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

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

370. “ I didn’t have a ‘mission statement’ at Burger King. I had a dream. Very simple. It was something like, ‘Burger King is 250,000 people, every one of whom gives a shit.’ Every one. Accounting. Systems. Not just the drive through. Everyone is ‘in the brand.’ That’s what we’re talking about, nothing less.” — Barry Gibbons

371. Passion.

372. 32. Leaders … Out Their PASSION!

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

374. “Coca-Cola was Roberto Goizueta’s painting. It was never finished, and he was never totally satisfied with it. But he had the Sistine Chapel in his head, and he was always working on it.” — Warren Buffett

375. 33. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

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

377. “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

378. “I overcame every single one of my personal shortcomings by the sheer passion I brought to my work.” “Don’t become too predictable.” “Swim upstream. Go the other way. Ignore conventional wisdom.” Source: Sam Walton Hint: All this gets much harder as you become bigger.

379. 34. Leaders Are … in a Hurry

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

381. 35. Leaders Focus on the SOFT STUFF!

382. “Soft” Is “Hard ” - ISOE

383. 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.]

384. The “Job” of Leading.

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

386. “Everybody lives by selling something.” — Robert Louis Stevenson

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

388. 37. Leaders LOVE “POLITICS.”

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

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

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

392. 39. Leaders Give … RESPECT!

393. “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

394. “Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Don’t do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always.” — Dee Hock

395. Trust “ ‘Empowerment’ has become the biggest gap between walk and talk in America. I hear CEOs stand at podiums and say, ‘How do we get rid of five thousand more?’ We should forget the word empowerment and go back to plain English. Empowerment is nothing more than a fancy word for trust.” — Barry Gibbons

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

397. 40. Leaders Say “ Thank You.”

398. “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]

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

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

401. 41. Leaders Are … Curious.

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

403. 42. Leadership Is a … Performance.

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

405. Seven Seconds to Make an Impression — Amp up your attitude [It’s energy, stupid!] — Recognize “face value” [no “poker face”] — Give your message a mission [don’t forget your agenda] Source: Roger Alles, CEO, Fox News, Fast Company

406. 43. Leaders … Are The Brand

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

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

409. 44. Leaders … Have a GREAT STORY!

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

411. “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

412. Leaders don’t just make products and make decisions. Leaders make meaning. – John Seeley Brown

413. Stories … Paint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renagades … Leadfrogs … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules

414. Introspection.

415. 45. Leaders … Enjoy Leading.

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

417. 46. Leaders … KNOW THEMSELVES.

418. 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.)

419. 47. But … Leaders have MENTORS.

420. 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.)

421. 48. Leaders … Take Breaks.

422. Zombie! Zombie!

423. The End Game.

424. 49. Leaders ??? :

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

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

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

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

429. 50. Leaders Know WHEN TO LEAVE!

430. 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 Bullshit 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.

431. It is the foremost task— and responsibility— of our generation to re-imagine our enterprises, private and public —from the Foreword, Re-imagine: Business Excellence in a Disruptive Age

432. Have you changed civilization today? Source: HP banner ad

433. T. J. Peters 1942 – 2--- HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

434. T. J. Peters 1942 – 2--- HE WAS A PLAYER!

435. “May you live all the days of your life.” — Jonathan Swift

436. “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

437. “Dream as if you’ll live forever. Live as if you’ll die today.” —James Dean