1. Lessons in Leadership: Tom Peters SeminarM3 Rollercoaster Days: Learning to … Rock & Roll! St Louis/24Jan2001

2. More at … tompeters.com Slides from this seminar; Master Presentation, for in-depth; annotated Special Presentations [Women Rule!, Design! etc.]. “Cool Friends” (referenced in seminar). Discussions re this stuff. Calendar of events. Etc.

3. “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

4. “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)

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

6. S.A.V.

7. 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!)

8. John Roth’s “Rules” [Nortel] 1. Our strategies must be tied to leading-edge customers on the attack. 2. Time cannot be sacrificed for better quality, lower cost, or even better decisions. 3. It doesn’t matter whether you develop or acquire leading technology. Our job is to provide the technology and products our customers need. 4. Success is achieved by leading change, not waiting for it. 5. We are paranoid about our leadership – willing to cannibalize our own products to maintain our edge. Source: Abridged from The Wall Street Journal (07.25.00)

9. “It used to be that the big ate the small. Now the fast eat the slow.” Geoff Yang, IVP/ (Institutional Venture Partners)

10. Read It Again: “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

11. Dotcoms … Drew old economy companies’ attention to a new “do it all” way of getting consumers’ interest [e.g., convenience, selection, price @ amazon] Revamped business-to-business relationships, resulting in greater value, efficiency, and better service Sped up decision-making and forced older firms to be more adaptable Created new [activist] board models Changed the talent side of the equation and encouraged healthy changes in the work environment Source: Leo Higden, president, Babson College

12. Structure Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

13. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

14. Forces @ Work I The Destruction Imperative!

15. 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

16. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: I’m sure there are success stories out there, but at this moment I draw a blank.” Mark Sirower, The Synergy Trap

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

18. “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, Cisco

19. Lessons from the Bees! Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Nature’s] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for merging’s sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong.” David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]

20. Built to Last v. Built to Flip “The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.” “Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish.” Fast Company (03-00)

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

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

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

24. Brand Inside Brand Org: Lean, Linked, Electronic & Malleable

25. Headline: “Bank of America to Cut … 10,000 Jobs” “Middle-level and senior managers are expected to be the principal targets of the job cutbacks.” Source: The New York Times (07.29.2000)

26. White Collar Revolution!

27. 108 X 5 vs. 8 X 1* * 540 vs. 8 (-98.5%)

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

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

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

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

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

33. “We have transitioned from an asset-based strategy to a talent-based strategy.” Jeff Skilling, COO, Enron

34. Cisco, Dell = Brand-owning companies who sell Customer Satisfaction Source: David Schneider & Grady Means, MetaCapitalism [e.g.: Cisco owns 2 of 38 assembly plants]

35. RR on “Assetless” [J.B.] Sara Lee “The most profitable businesses in the future will act as knowledge brokers, linking insights into what’s available with insights into the customer’s individual needs and preferences.”

36. Advance Paradigm Data on 165,000,000 prescriptions per year; docs and insurers have access to records Reduces med errors; saves $2.88 per scrip [prescribing errors]; docs save $14,000 per year in review time Rev in ’99: $2B; $477M in ’98 Source: Business Week (09.00)

37. Brand Inside Brand Work: The Professional Service Firm Model & The WOW Project

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

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

40. New Orleans April 2000: NAPM

41. You are the … Rock Stars of the B2B Age!

42. Chicago November 1999: HRMAC

43. “support function” / “cost center” / “bureaucratic drag” or …

44. Are you “Rock Stars of the Age of Talent”

45. Credo: W.W.P.F. “WORK WORTH PAYING FOR”

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

47. “P.S.F.”: Summary H.V.A. Projects (100%) Pioneer Clients WOW Work (see below) Hot “Talent” (see below) “Adventurous” “culture” Proprietary Point of View (Methodology) W.W.P.F. (100%)/Outside Clients (25%) When: Now!

48. The Raw Material … The WOW Project!

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

50. “Every project we take on starts with a question: How can we do what’s never been done before?” Stuart Hornery, CEO, Lend Lease

51. Brand Inside Brand You: Distinct … or Extinct

52. 2010 “Demographics”: By 2010, full-time workers will be in the minority Source: MIT study (28August2000)

53. “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

54. Minimum New Work SurvivalSkillsKit2000 Mastery Rolodex Obsession (vert. to horiz. “loyalty”) Finishing Skills Entrepreneurial Instinct CEO/Leader/Businessperson Mistress of Improv Sense of Humor Intense Appetite for Technology Groveling Before the Young Embracing “Marketing” Passion for Renewal

55. Assignment Construct a 1/8-page or 1/4-page ad for Brand You … for the Yellow Pages

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

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

58. “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

59. “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)

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

61. “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)

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

63. Brand Inside Brand Talent: The Great War for Talent

64. The Case

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

66. The Talent Ten

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

68. From “1, 2 or 3” [JW] to … “Best talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent (05.17.00)

69. 2. Greatness Only The Best!

70. 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)

71. 3. Performance Up or out!

72. “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)

73. 4. Pay Fork Over!

74. So-so plant manager, $1M per year. Pay: $110,000 plus $60,000. Top plant manager, $3-4M per year. Pay: $135,000 plus $90,000. Net: $2-3M for $50K. Source: Ed Michaels et al., The War for Talent, re Georgia Pacific

75. “We value engineers like professional athletes. We value great people at 10 times an average person in their function.” Jerry Yang, Yahoo

76. “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)

77. 5. Youth Grovel Before the Young!

78. “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]

79. “Talented people are less likely to wait their turn. We used to view young people as trainees; now they are authorities. Arguably this is the first time the older generation can – and must – leverage the younger generation very early in their careers.” Ed Michaels, War for Talent (05.17.00)

80. “Inexperience Is Bliss”/The Economist Gen e: They welcome change. They think differently. They are independent. They are entrepreneurial. They want opportunity more than money or security. They demand respect in a way young people never could before.

81. 6. Diversity Mess Rules!

82. “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

83. “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

84. 7. Women Born to Lead!

85. “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

86. “On average, women and men possess a number of different innate skills. And current trends suggest that many sectors of the twenty- first-century economic community are going to need the natural talents of women.” Helen Fisher, The First Sex: The Natural Talents of Women and How They are Changing the World

87. Women and new- economy management …

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

89. 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

90. “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

91. “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

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

93. It’s Girls, Stupid! 1996: 8.4M women, 6.7M men in college (est: 9.2 to 6.9 in 2007); more women than men in high-level math and science courses More girls in student govt., honor societies; girls read more books, outperform boys in artistic and musical ability, study abroad in higher numbers Boys do rule: crime, alcohol, drugs, failure to do homework (4:1) Source: The Atlantic Monthly (May2000)

94. Read This! “Winning the Talent War for Women: Sometimes It Takes a Revolution” Douglas McCracken, HBR [11-12/2000]

95. “Deloitte was doing a great job of hiring high- performing women; in fact, women often earned higher performance ratings than men in their first years with the firm. Yet the percentage of women decreased with step up the career ladder. … Most women weren’t leaving to raise families; they had weighed their options in Deloitte’s male- dominated culture and found them wanting. Many, dissatisfied with a culture they perceived as endemic to professional service firms, switched professions.” Douglas McCracken, “Winning the Talent War for Women” [HBR]

96. “The process of assigning plum accounts was largely unexamined. … Male partners made assumptions: ‘I wouldn’t put her on that kind of company because it’s a tough manufacturing environment.’ ‘That client is difficult to deal with.’ ‘Travel puts too much pressure on women.’ ” Douglas McCracken, “Winning the Talent War for Women” [HBR]

97. Message S. Estrich: Re-invent the Culture!

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

99. 63 of top 2,500 earners in F500 8% Big 5 partners 14% partners at top 250 law firms 7% movie directors 43% new med students; 26% med faculty; 7% deans 28% women VPs in line jobs Source: Susan Estrich, Sex and Power

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

101. 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

102. Axiom: Never hire anyone without an aberration in their background!

103. 9. Opportunity Make It an Adventure!

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

105. “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”

106. 10. Leading Genius We are all unique!

107. One size NEVER fits all. One size fits one. Period.

108. 44 Players = 44 Projects = 44 different success measures

109. Insights from 80,000 managers: “People don’t change much. “Don’t waste time trying to put in what was left out. “Try to draw out what was left in. “That is hard enough.” Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently

110. Employee retention & satisfaction: Overwhelmingly, based on their immediate manager! Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently

111. Managing: “The people thing” [Inspire one] [Cool!] Leading: “The vision thing” [Inspire all] [Cool!]

112. MantraM3 Talent = Brand

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

114. EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward [EVP = “The company’s fingerprint” = B.I.] Source: Ed Michaels et al., The War for Talent

115. Brand Inside Brand Action: Getting Started … a Personal Perspective

116. The following slide begins the “Boss-Free Implementation of Stuff That Matters” Section. The slides in this section are heavily annotated, as are scattered slides elsewhere in the presentation. Use Normal or Notes Page View to access the notes.

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

118. “This is all I ‘know’ in the world!” Tom Peters

119. THE IDEA “4Fs”: F ind a F ellow F reak F araway

120. Heart of the Matter F2F!* *Freak to Freak … or K2K [Kook to Kook]

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

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

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

124. 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”

125. 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?

126. Is It … Fix these bloody customer problems that have cropped up with the new 2783B? Or … A chance to work with a hotshot, young division GM on … using the Internet/Internet Speed to revisit the entire process of how we get customer input – before and during the fact – into the heart of the Product Design Process?

127. 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!

128. THE TOOL Prototyping Mania!

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

130. Fail. Forward. Fast. High-tech exec, PA

131. “Success is the ability to go from failure to failure without losing your enthusiasm.” Winston Churchill (as quoted by John Peterman)

132. THE SOFT STUFF Connect!

133. Message: It’s Community Organizing, stupid! See: Saul Alinsky’s Rules for Radicals

134. BOTTOM LINE The Enemy!

135. Epitaph from Hell … Joe T. Jones 1942 – 2000 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

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

137. 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

138. Brand Inside Reprise: THINK WEIRD: The High Standard Deviation Enterprise

139. N.W.O.: Was Is Is Pine-paneled Office Address: 1 Big Man Plaza Secretary Suit Formal Rank conscious Pretense (“Failures are for fools.”) I love “Yes men” Self-contained Seat 9B, UA233 Address: Anne@Corp.com Typing: 60 WPM Casual M-F Approachable We are a HOT Team Screwing up is as normal as breathing I love Misfits! I love partners

140. Renewal = The Weird 10 = The “High S.D.” Enterprise/Individual Pioneer [Weird] Acquisitions Pioneer [Weird] Customers & Alliance Partners [Measure the Customer-Partner Portfolios’ S.D./Weirdness Index] Divide & Conquer/“Sell-by” [Lessons from the Bees, Sir Richard, Gary H.] Pioneer Assignments/Pioneer Projects/Pioneer Partners [F2F: Freak-to-Freak/ 4F: Find a Fellow Freak Faraway] Hire Weird [Diversity] /Train Weird/Promote Weird/Pay Gobs & Promote Fast & Cherish “Six Sigma” Talent/Appoint a Weird Board Weed Un-weird [“One Sigma” “Talent,” etc.] Hang out with Weird [Univ. of Weird] /Lunch with Weird/ Read & Surf Weird/Vacate Weird R.A.F. to R.F.A. to F.F.F. [O.O.D.A. Loops/Prototyping Mania] Sense of Humor [Rhapsodize Over Thine Cool Failures!] Re-enforce a “Culture of Disrespect”/PassionatePiracy

141. 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

142. Enron’s secret: the Memory less Enterprise

143. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

144. Forces @ Work II The Commodity Trap

145. 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

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

147. “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

148. Brand Outside Strategy 1 : Lead the Customer!

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

150. “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

151. “Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.” John Roth, CEO, Nortel

152. Nypro!

153. Elliott Masie, on desirable eLearning vendors: “I want a ‘sandbox partner,’ someone who will openly say, ‘This is not the last word; we don’t know exactly where we’re going.’ ”

154. Brand Outside Strategy 2 : Use E-Commerce to Re-invent Everything!

155. OVERVIEW

156. Tomorrow Today: Cisco! 90% of $20B (=$50M/day) 75% mfg. outsourced; 50% of orders routed to supplier who ships direct Gross margin: 65%; Net margin: 28% Annual savings in service and support from customer self-management: $550M

157. Enron eWorld: 30 times a day (“price a structured trade”/early 1999, per John Arnold, 26); late 2000: 30 times per … minute. Long-term gas contract, 1989: 9 months, 400+ deals; late 90s: 2 weeks, 2 per week; late 2000: 5 such deals per day Source: www.ecompany.com (1-2/2001)www.ecompany.com

158. COMMUNITY SERVICES!/ CUSTOMER CONTROL!

159. Tomorrow Today: Cisco! 90% of $20B; save $550M 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)

160. 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

161. “The concept of being always on, always connected, is very powerful. … Companies are going to need to reach consumers across all the different transmission media and devices – across wireless, on cell phones, into cars, onto airplanes, into cabs, into the home and TV set. … It’s not just the message – now you’ve got a connection, what do you do with that?” Marc Andreessen [Mosaic, Netscape, Loudcloud]

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

163. “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

164. “Savior for the Sick” vs. “Partner for Good Health” Source: NPR/VPR 08.15.00

165. “Online Medical Records Seen Empowering Patients” Source: Headline, Boston Globe, 07.31.2000, re 1K docs and 700K patients @ CareGroup

166. drkoop.com: “The best prescription is knowledge.”

167. Sooooo … Is your strategy centered around customer-client empowerment & self- determination? Hint: This means letting go of traditional sources of power!

168. Corporate Resistance to “It” “It all goes back to fear of losing control!” The Cluetrain Manifesto The Cluetrain Manifesto

169. Simplicity !

170. “Most companies would do more business on the Internet if they fired their entire marketing department and replaced it with people who could produce interactive content that actually made it easier for users to buy.” Jakob Nielsen, Nielsen Norman Group

171. SWA Simple!!!!!!!!!!!! (customers call because the process is so easy they can’t believe they’re done) 30% of revenues directly from site (vs. 6% for others) Source: Business Week (09.00)

172. RADICAL STRATEGIES REQUIRED

173. “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]07.00/Forbes.com

174. “We’ve put the word out to all of our suppliers: by the end of the year [2000] we’ll only do purchasing over the Internet.” John Paterson, C.P.O., IBM [$50B from 18,000 suppliers]

175. 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

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

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

178. “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. … “In a true ebusiness, customers can come to your Website and evaluate products, be connected to the supply chain to get commitment for delivery and pricing. It also includes all the tangential services like billing and customer service, which should be automatic and simultaneous.” Ray Lane, Kleiner Perkins

179. A DREAMER’S MEDIUM!

180. “There is 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

181. I’net … … allows you to dream dreams you could never have imagined before!

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

183. ENRON operates networks throughout the world to develop and enhance energy and broadband communication services. Networks, unlike vertically integrated business structures, facilitate the flow of information and expertise. We can spot market signals faster and respond more quickly. Networks empower individuals, freeing them to craft innovative and substantive solutions to customer problems. Networks are the foundation of our knowledge-based businesses, and they provide exceptional returns and value for our shareholders.’ from the 2000 Annual Report

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

185. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting bus! (31,000 bods)

186. Brand Outside Strategy 3 : Design Matters!

187. 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

188. “What’s imperative is the creation of a style that becomes a culture linking you to the community. You can only do that through good design.” – Anita Roddick Source: Design Council [UK]

189. “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

190. “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

191. “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

192. Message: “Great - Cool Stuff” Matters. Great & Cool Trumps Not-So-Great & Ho Hum!

193. Unconventional [Design] Messages Not about... “Lumpy Objects”! Not about... $79,000 objects

194. The I.D. [International Design] Forty* Airstream … Alfred A. Knopf … Apple Computer … Amazon.com … Bloomberg … Caterpillar … CNN … Disney … FedEx … Gillette … IBM … Martha Stewart … New Balance … Nickelodeon … Patagonia … The New York Yankees … 3M … Etc. * List No. 1, 1999

195. Design Transforms even the [Biggest] Corporations! TARGET … “the champion of America’s new design democracy” (Time) “Marketer of the Year 2000” (Advertising Age)

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

197. I LOVE my ZYLISS Garlic Peeler!

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

199. Wanted: Dead [preferably] or Alive: THE DESIGNER OF MY RADIO SHACK PHONE. Major Reward!

200. Design is never neutral.

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

202. 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.

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

204. 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.

205. Design Rules! [Literally] Palm Beach County’s U.C.B. * [*Utterly Confusing Ballot]

206. Brand Outside Strategy 4 : It’s the Experience!

207. “ 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

208. “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

209. 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

210. “Car designers need to create a story. Every car provides an opportunity to create an adventure. … “The Prowler makes you smile. Why? Because it’s focused. It has a plot, a reason for being, a passion.” Freeman Thomas, co-designer VW Beetle; designer Audi TT

211. Hmmmm(?): “Only” Words … Story Adventure Smile Focus Plot Passion

212. Plot Williams Sonoma = 5 [was 10] Crate & Barrel = 8 Sharper Image = 9+ Smith & Hawken = 8+ Garnet Hill = 9 L.L. Bean = 4 [was 9+] Colonial Williamsburg = ?

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

214. 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 1985: Party @ Chuck E. Cheese (experience economy) $100.00

215. Brand Outside Strategy 5 : Women Rule!

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

217. ???? 80+%

218. Riding Lawnmowers

219. 48% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500K 95% financial decisions/ 29% single handed

220. Women … 50+% (!!!) of Web users; 6 of 10 new users; 83% of wired women are primary decision makers for family healthcare, finances, education. Source: Business Week; Jupiter Communications

221. $4.8T > Japan 9M/27.5M/$3.6T > Germany

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

223. 1874?

224. 1874 … Jock Strap 1977 … Jogbra 1977... 25K 1996 … 42 M

225. Yeow! 1970 … 1% 2002 … 50%

226. OPPORTUNITY NO. 1! * [* No shit!]

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

228. 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.”

229. “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!)

230. Women and Healthcare Women are … more dissatisfied, frustrated by the way they are treated and spoken down to by physicians, seek more information, are more pressed for time … and make 75% of health care decisions and control 2/3 of health care $$$$ [and constitute 2/3 of health care employees]. Source: Patricia Braus, Marketing Healthcare to Women

231. Women and Financial Advisors Women want … a plan, to be listened to, to be taken seriously, to read about it, to think about it. Women do not want … an in-your-face sales pitch Source: Kathleen Boyle, Wheat Boyle Butcher Singer

232. “Women Beat Men at Art of Investing” Source: Miami Herald, reporting on a study by Profs. Terrance Odean and Brad Barber, UC Davis (Cause: Guys are “in and out” of stocks more often; women choose carefully and hold on for the long term)

233. JBQ: Stop Treating Women Investors Like Idiots! “Why all this focus on women and our lack of investment guts? A far greater problem, it seems to me, is trigger-happy speculation, mostly by men. The kind of guys whose family savings went south with the dot-coms. Imagine a list of their money mistakes: Shoot from the hip. Overtrade their accounts. Believe they’re smarter than the market. Think with their mouse rather than their brain. Praise their own genius when stocks go up. Hide their mistakes from their wives.” Source: Newsweek 01.08.01

234. Marketing to Women: Help Them Save Time! 80% … work 86% … cook 58% … run errands with kids 38% … take child to school 21% … go to the gym 21% … take outside classes

235. How Many Gigs You Got, Man? “Hard to believe … Different criteria” “Every research study we’ve done indicates that women really care about the relationship with their vendor.” Robin Sternbergh/ IBM

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

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

238. “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

239. “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 [from EVEolution]

240. 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

241. The New New Jiffy Lube “In the male mold, Jiffy Lube was going all out to deliver quick, efficient service. But, in the female mold, women were being turned off by the ‘let’s get it fixed fast, no conversation required’ experience.” New JL: “Control over her environment. Comfort in the service setting. Trust that her car is being serviced properly. Respect for her intelligence and ability.” EVEolution

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

243. Not!! “Year of the Woman”

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

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

246. THIS JUST MIGHT BE THE BIGGEST “THING” IN THIS SEMINAR. [PLEASE: THINK ABOUT IT!]

247. Psssst! Wanna see my “porn” collection?

248. 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!”

249. 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

250. “If we are single, they say we couldn’t catch a man. If we are married, they say we are neglecting him. If we are divorced, they say we couldn’t keep him. If we are widowed, they say we killed him.” Kathleen Brown, on the joys of female political candidacy

251. Speaking of Enormous [Missed] [Huge] Opportunities...

252. Subject: Marketers & Stupidity It’s 18-44, stupid!

253. Subject: Marketers & Stupidity Or is it: 18-44 is stupid, stupid!

254. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

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

256. Priorities: Aging/“Elderly” Experiences … Convenience … Comfort … Access … Respect!

257. “Such a critical mass of older women with a tradition of rebellion and independence and a way of making a living has not occurred before in history.” Gerda Lerner, historian

258. Brand Outside Strategy 6 : BRAND POWER!

259. “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

260. “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

261. Brand = You Must Care! “Success means never letting the competition define you. Instead you have to define yourself based on a point of view you care deeply about.” Tom Chappell, Tom’s of Maine

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

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

264. Brand Outside Reprise: Wimps & Weenies Need Not Apply!

265. Lead the Customer: Why Tough Guts! Failures!

266. Re-invention via ecommerce: Why Tough Total commitment to total enterprise [and supply chain] reinvention!

267. Design: Why Tough True-believer-dom-ship Encompassing/Cultural

268. Ing-ing/Experience: Why Tough Total Reorientation

269. Women’s Market: Why Tough Encompassing Attitude CULTURAL!

270. Brand Power: Why Tough Way of Life Forever! Passion Rules! Touches Everything! It Am Me [Personal!]

271. Message : Not for the Faint of Heart!

272. Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

273. Brand Leadership Passion Rules!

274. “Leadership is a performance. You have to be conscious of your behavior, because everybody else is.” Carly Fiorina

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

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

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

278. “Create a Cause, not a ‘business.’ ” Gary Hamel, Fortune (06.00), on re- inventing a company (Exemplar #1: Charles Schwab)

279. Brand Leadership: ENTHUSIASM RULES! “I am a dispenser of enthusiasm.”/ Ben Zander

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

281. “[Ronald Reagan] radiated an almost transcendent happiness.” Lou Cannon, George (08.2000)

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