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XAlwaysLONG_1419_101306 - Tom Peters’ Tom EXCELLENCE ....

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Unformatted text preview: Tom Peters’ Tom EXCELLENCE . ALWAYS. XAlways.LONG.1419.13October2006 X.AL. X.AL. XCELLENCE. ALWAY CELLENCE. AL Slides* at … tompeters.com *also “long” tom peters’ “excellence. Always.” tom “excellence. 1. Excellence! Always! Excellence 2. context. 3,000,000,000 new capitalists! 3. Innovate or die! Innovate 4. Revenue Matters Most! Revenue 5. Up+Up+Up+up the “Value-added Ladder”! Up (commodity to “ gamechanging solution” to “breathtaking experience” to “lovemark”) 6. Make . Much. Money. Damn it! Damn (women-Boomers-geezers) (women-Boomers-geezers) 7. Action!/Try It!/Execution! 8. Best “roster” wins! 9. Emotional Leadership!/ Emotional Leading for excellence! excellence 10. Excellence! Always! Always The Irreducible209+/ The Irreducible209+/ The Sales122/ 60TIBs/ 60TIBs/ Tom-A-to, Tom-ah-to A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, “What, if anything,” he asked, “do you believe ‘for sure’?” Gary Hamel, Jim Collins, etc. Finally, he’d had enough. I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before 209 items. Hence “The 209 I knew it, a few days later, the list had grown to Irreducible209” that follows. Tom Peters 1. Hare 1, Tortoise 0. (Hare­y times.) 1. 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (“Motivator” #1.) (Can’t be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Exuberance. (Move mountains. No alt.) 12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.) EXCELLENCE. EXCELLENCE. ALL YOU NEED TO KNOW. 25 25 “Everyone lives by selling something.” something.” . – Robert Louis Stevenson A Few Biases You Should Know About Few *I am not a macro-economist. am not *I am wholly biased by 30 years (1970-2000) in Silicon Valley. am Valley *I would rather work for eBay than BankAmerica. *I believe that the Giant Merger Game is the single greatest believe waste of energy in the world of business. *Economies of scale are wildly over-rated. *I find the entire notion of “career” to be disturbing and a little silly. *I find the notion of “built to last” hilarious. *Between 1965 and 1980 I turned 179.9 degrees from “Mr Big Government” to “Mr ‘Cool’ Entrepreneur.” (Thank you, Frank Perdue.) *Joseph Schumpeter (“gales of creative destruction”) and F.A. Hayek ”) are my economist “gods”; JK Galbraith is my b ête noir. *“Innovation” is a wonderfully messy & chaotic process—not “Innovation” messy chaotic amenable to “strategic plans.” *I believe in Luck. (Fooled by Randomness—best book I’ve ever read.) A Few Biases You Should Know About *I find most strategic plans (and strategic planners) to be amusing. *I am not … Mike Porter. am Mike *I am not … Peter Drucker. am Peter *I am not … Jim Collins. am Jim *I believe that the resilience of Giant Companies is believe wildly-absurdly over-rated. *I believe that America’s productivity edge comes from car dealers more than Giant Cos. *No “business model” is “the last word.” *I am a Great Believer in “the basics”: product, people, am customers, execution. (Hence there is nothing very interesting, save one thing, in In Search of Excellence.) In *I believe that EXCELLENCE is a legitimate aspiration for each of us; and that any lesser aspiration is unconscionable. Execution. (Discipline.) Execution Accountability. Action, a Bias for. (S.A.V./R.F.A.) Relentless. Experimentation. (“Innovate or Die.” “He who makes …”) Adaptability. (Plan B; “We eat …”) “In the moment.” (Bertolucci.) Senility. Exuberance. Fun. Technicolor. Wow! (Extreme Language.) Wow! Quest-Adventure. By Invitation. Talent. Roster. ($21M.) Weird. (Hangin’ Out + Bottlenecks.) D-squared/“Dramatic Difference.” Up-Up-Up the “VA Ladder.” Trifecta: Wow Projects-Brand You-PSF. (No Option.) Trifecta: Design. Women. 4-40/D.E.A.615. (60TIBs; IRR209.) EXCELLENCE. TOM PETERS. TOM THE “ERAS.” TP’s TP’ “23Passions” “23Passions” by date: 1942-2006 B>A* (R.F.A.) (*Behavior drives Attitude) … ’71-’06 B>A* (*Behavior Implementation = #1 … ’73-’77 (’06) “Soft is Hard” (“Management Style”) … ’77-’79 (’06) “Soft (“Management (Org) Structure>Strategy … ’77-’83 (’06) Strategy-Structure+/ “McKinsey 7-S” Model ... ’77-’81 Action>Planning … ’74-’06 Action>Planning Mess = Reality ... ’77-’06 Skunkworks/Skunks (“Offline” Innovation/Innovators) … ’84-’91 Skunkworks/Skunks MBWA … ’80-’85 (’06) Excellence I … ’79-’84 Mid-size biz is cool … ’84-’89 (’06) Customer service … ’84-’88 Innovation … ’87-’92 Free trade/Hayek … ’90-’92 New Org Models … ’92-’96 PSF … ’92-’06 WOW! (WOW Projects) … ’93-’06 Brand You … ’94-’00 Design … ’94-’06 Women (Markets-Leaders) … ’96-’06 EXCELLENCE II … ’06-?? Healthcare (Quality-Wellness-PatientCentric) … ’06-?? Exuberance-Passion (Soft is Hard) … ’42-’06 (Soft TOM PETERS. TOM THE “DAMN ITS.” To The Mat: The “5 Damn Its” Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. M.I.A. Action! * Implementation! ** The Work Itself! *** *R.F.A. **Execution ***WOW Projects! “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client percent puzzle.” —Al McDonald TOM PETERS. TOM THE DEAL. Revolution-Transformation. (No long runs on Broadway-Senility.) (No “Soft”>“Hard.” “Soft”>“Hard.” (Culture or Bust.) (Culture Execution-Action. Execution-Action. (Do>Think.) (Do>Think.) Clean Sheet of Paper. Clean (Web2.0, Transparency, New Org Form—Itinerant Potential Machines.) (Web2.0, PSF-Brand You-Wow Projects. Up-Up-Up the VA Ladder. Up-Up-Up (Gamechanging Solutions-Eyepopping Experiences-Dream Merchants-Lovemarks.) (Gamechanging Weird. Weird. (Innovation “Easy.”) (Innovation Energy-Enthusiasm-Relentlessness. Excellence. Always. That’s a Big Big Number …. THREE BILLION BILLION NEW CAPITALISTS CAPITALISTS —Clyde Prestowitz Schools & Shifting Tectonic Plates In: "economics, technology, social customs and globalization." Out: Socialism in general ("one short chapter"). Chinese communism before the 1979 economic revolution ("a sentence"). Mao ("only once­­in a chapter on etiquette"). Source: The New York Times, p1, 0901.2006, on reported on revised history textbooks for high school seniors in Shanghai, China. “ There is no job that is Amer ica’s God­ given r ight anymore.” “ There is no job that is _____’s God­given r ight anymore.” “Income Confers Income No Immunity as No Jobs Migrate” Jobs —Headline/USA Today/02.2004 “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ (500 of 900 Research) Research headline/FT/0327 December 9, 2005: “Ogre to Slay? Outsource It to Chinese” (New York Times, page 1—news section). The page “factory”: Fuzhou, China. The workers: youngsters logging 12-hour shifts. Their clientele: youngsters from “Seoul to San Francisco.” The “work”: The Chinese youngsters are playing the early levels of video games for their affluent “clients,” who want to avoid the pain and time associated with those annoying first few levels. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14 That’s a small small Number …. 26 26 m 43 43 h Those are Big Big Numbers …. 1 Houston/ Houston/ Month/15 Savings, internal investment, external investment > 50% GDP 50% Those are Big Big Issues …. Unparalleled in “Our” Professional Lifetime Terrorism Middle East instability China screw-ups Globalization backlash Energy dependence Environmental threats Life sciences “Cold War” with China Fraying American fabric Debt H5N1 U.S. impotence in the face of Asia’s rise “This is a dangerous world and it is going to become more dangerous.” “We may not be interested in chaos but chaos is interested in us.” us Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century EXCELLENCE. EVERYWHERE. EVERYWHERE. ASPIRATION. NECESSITY. “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003 “Thaksinomics” (after Thaksin Shinawatra) “Bangkok “managed asset reflation” asset Fashion City”: (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/2004 Spain Portugal Italy Ireland Singapore Taiwan Thailand Malaysia Singapore Philippines UAE Oman Chile Botswana Romania New Zealand New “Better By Design”: A National Strategy NZ = Design Excellence Excellence “THE FUTURE BELONGS THE TO … SMALL POPULATIONS … WHO BUILD EMPIRES OF THE EMPIRES OF MIND … AND WHO IGNORE THE MIND TEMPTATION OF—OR DO NOT HAVE THE OPTION OF—EXPLOITING NATURAL RESOURCES.” Source: Juan Enriquez/As the Future Catches You Spain Portugal Italy Ireland Singapore Thailand Malaysia Singapore Philippines UAE Oman Chile Botswana Romania New Zealand Taiwan “ ‘MADE IN TAIWAN’: “ ‘ From Cheap Manufacturing to Chic Chic Branding ” —Headline/Advertising Age/06.05 Taiwan, Your Taiwan, Your Partner in InnoValue Poster/Bucharest/03.06 Spain Portugal Italy Ireland Singapore Thailand Malaysia Philippines Dubai Oman Chile Botswana Romania Australia New Zealand Taiwan EXCELLENCE. EVERYWHERE. EVERYWHERE. NECESSITY. ROOTS. Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification Age Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind “ Human c reativit y is the ultimate economic resource.” —Richard Florida, The Rise of the Creative Class “ The Creative Age is a wide ­ open g ame .” —Richard Florida, The Rise of the Creative Class “You can’t build You a ‘real economy’ on services, finance, advertising, etc.” advertising, London circa 1976: deliberately aims st to be the “capital of the 21 “capital century” century” London circa 2006: Austin, Austin SF, Seattle, Boston, RaleighSF, Durham, Portland, Durham, Minneapolis, WashingtonMinneapolis, Baltimore, Sacramento, Baltimore, Denver Denver CI/Top10 Metro*: CI/Bottom10: Detroit, Norfolk, Cleveland, Milwaukee, Grand Rapids, Memphis, Jacksonville, Greensboro, New Orleans, Buffalo, Louisville *> 1M/49 total Source: Richard Florida, The Rise of the Creative Class EXCELLENCE. THE MANDATE. MANDATE. “If you don’t like If change, you’re going to like irrelevance even irrelevance less.” less.” —General Eric Shinseki, Chief of Staff. U. S. Army “It is not the strongest of It not the species that survives, nor the most intelligent, nor but the one most responsive to change.” —Charles Darwin to “The most The successful people are those who are good at ‘plan B’.” —James Yorke, mathematician, on chaos theory in The New Scientist “Forbes100” from 1917 to 1987 : 39 members of the 39 Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly underperformed the market; under 2 GE Kodak GE Kodak just (2%), & , outperformed the market from out 1917 to 1987. S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 74 12 (2.4%) of 500 outperformed the market from 1957 to 1997. 12 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for Buy a very large one and just wait.” and myself?’ The answer seems obvious: —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies Top in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of Korea’s half 30 largest conglomerates.” 30 Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005) S&P Stability Ratings* 1985 Low Risk 41% Average Risk 24% High Risk 2006 35% 35% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006) 13% 14% 73% Flat as a Pancake (Or Worse) Flat Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE Day of Shame/end of a glorious era glorious “I do not accept personal responsibility for what happened.” — Patricia Dunn/0928.2006 “It is generally much easier to kill an or g anization than change it substantially.” “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 We believe that most corporations will find it impossible to cor ossible match or outperform the market match erform without abandoning the assumption without tion of continuity. … The current apocalypse—the transition of die a timely death. … 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) C.E.O. C.E.O. to C.D.O. C.D.O. DYB.com (Practical) Implication? Implication “Go for it!” (Why not— alternative is slow death, at best) Axiom: “We are in a brawl with no rules.” (PA) no Implication: “The world will not be kind to those who ‘play by the rules’.”* (TP) the Strategy: S.A.V./R.F.A. (RP/TP+) S.A.V./R.F.A. *Axiom: The microprocessor plays by the rules. Keep Austin Weird Keep “Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also changing selected against.” against —Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors “Natural selection is death. ... Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four billion years of death ... to invent the human mind ...” — The Cobra Event “The secret of fast progress is inefficiency, fast and furious and numerous failures.” —Kevin Kelly “ Uncertainty is the only thing to be sure of.” –Anthony Muh, head of investment in Asia, Citigroup Asset Management “The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles.” —Newsweek/Paul Saffo TP#1*: Netscape! Netscape! *Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?) “A lot of companies in the Valley fail.” RMcK: “Maybe not enough fail.” “Maybe not enough fail.” RMcK: “What do you mean by that?” RN: “Whenever you fail, it “Whenever you fail, it means you’retrying new things.” RN: Source: Fast Company “Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.” —Kevin Kelly, New Rules for the New Economy New Economy?! Sergey + Larry Sergey > Harvard/370 Harvard/ “Reward excellent failures. Punish Punish mediocre successes.” Phil Daniels, Sydney exec Joe J. Jones Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM! “It is the foremost task—and It responsibility—of our generation to re-imagine enterprises and institutions, public public and private.” from the back cover of Re-imagine! EXCELLENCE. STARTERS. STARTERS. HORRORS. Radio City Music Hall September 2005 Franchise Lost! TP: [600] “ How many of you r eally crave a new Chevy?” “ Ford , GM and Chr y sler do not just make cars expensively … they make bad cars expensively.” My (Les’s) Dinner with Henri JUSWHATIZZITUMAKE? My (Les’s) Dinner with Henri JUST WHAT IS IT YOU MAKE? Sluggish + Obese + Unimaginative + More Sluggish + More Obese + More Unimaginative + Even More Sluggish + Even More Obese + Even More Unimaginative = NISSAN + RENAULT + N ISSAN GM = Innovative Challenger for Toyota???? Toyota???? ?????????????? ?????????????? Crappy Management (GM) + Crappy (GM) Arrogant-Overstretched Management (Carlos G) = Great (Carlos Management Management Oh, Great … Ford: Airplane guy. GM: CFO. Small cars HQ: LA. Big cars HQ: Dallas. Small cars HQ: Corporate HQ: Atlanta. CEO: Roger Enrico or Lou Gerstner or Meg Whitman. COO: Bob Nardelli. Chairman: George Steinbrenner or Jack Welch or Ross Perot. Vice­chairman & CFO: Warren Buffett. Chief Marketing Officer: Brenda Barnes. Chief Branding Officer: Phil Knight (or Howard Schultz). Chief Innovation Officer: Steve Jobs or Jeff Immelt. Chief/Supply Chain: Raid Wal*Mart or CostCo or Dell. Chief/Dealer Relations: Carl Sewell. “Not long ago, I heard one studio chief utter the unthinkable: ‘What ‘What would happen if I made a movie I actually looked forward to seeing?’ ” —Peter Bart, Editor in forward Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06) Did one of ’em ever turn to the other and say: “Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought will forth for my daughter for hter Alice, age 17, because Alice, of this deal?” Did one of ’em ever turn to the other and say: “Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly will brought forth for our customers because of customers this deal?” this VALUE ADDED #1 ADDED EXCELLENCE. STARTERS. STARTERS. BASICS. K.I.S.S. P.P.C.E.E.E. P.P.C.E.E.E. People. Product. Clients. Execution. Enthusiasm. Excellence. “To me business isn’t about To wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” —Richard Branson essentials BASICS BASICS K.I.S.S. People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. “It is not the strongest of It not the species that survives, nor the most intelligent, nor but the one most responsive to change.” —Charles Darwin to BASICS BASICS K.I.S.S. BASICS BASICS K.I.S.S. People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. Relentlessness. “One of my superstitions had always been when I started to go anywhere or to do anything, not to not turn back, or stop, until the turn thing intended was accomplished.” —Grant "The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all to progress depends upon the unreasonable man.” unreasonable —GB Shaw, Man and Superman: The Revolutionists' Handbook. “Success seems to be Success largely a matter of hanging on after others have let go.” have —William Feather, author* (*c.f. Woody Allen: “90% of success is showing up.”) showing “The first 90% of a project takes 90% of the time. The last 10% takes the other 90% of the time.” —Richard Templar, The Rules of Management The BASICS BASICS K.I.S.S. BASICS BASICS K.I.S.S. People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. Relentlessness. Senility. Forget>“Learn” “ The problem is never how to get new, innovative thoughts into your mind, but how to g et the old ones out .” —Dee Hock “A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” —Jim Utterback, Mastering the Dynamics of Innovation Wanted* ** : Corporate Senility! Senility! *Desperately! ** “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” —Dee Hock People. Product. Clients. Execution. Enthusiasm. Excellence. People. Product. Invention. Senility. Quests. Try it. ry Screw it up. Clients. weirdos Execution. Tempo. Relentlessness. Enthusiasm. Boldness. Character. Mbwa. Systems. Profit. Excellence. People. Product. Invention. Senility. Quests. Try it. ry Screw it up. Clients. weirdos Execution. Tempo. Relentlessness. Enthusiasm. Boldness. Character. Mbwa. Systems. Profit. Excellence. Always. EXCELLENCE. STARTERS. STARTERS. BASICS. K.I.S.S. Enthusiasm Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction artistic inclination Relentlessness Self-reliance “Closer” (Execution) “Closer” engagement engagement excellence EXCELLENCE. STARTERS. STARTERS. BASICS. K.I.S.S. The “4Es” “4E Enthusiasm! Exuberance! Execution! Execution! Excellence! Excellence! EXCELLENCE. STARTERS. STARTERS. BASICS. K.I.S.S. MBA-On-A-Single-Slide P=R-C P=R–C = MBA MBA P=R–C = MBA = 25 = MBWA 25 EXCELLENCE. STARTERS. STARTERS. BASICS. K.I.S.S. ‘levera g e its g lobal foot p rint to p rovide effective financial solutions for its customers b y p rovidin g a g atewa y “I assume that it is just saying that it is there to ‘help its customers wherever they are’.” wherever —Charles Handy EXCELLENCE. THE WORD. THE Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity To The Mat: The “5 Damn Its” Women. PSF. Brand you. R.f.a. EXCELLENCE. EXCELLENCE. ALWAYS. ALWAYS. EXCELLENCE. GAMECHANGER. GAMECHANGER. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 1. Action 2. Close to the Customer 2. Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 4. Peo 5. Hands On, Value-Driven 5. Hands 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties” ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 $85,000 EI: $10,000 yields $140,050 $140,050 *Forbes/Excellence Index /Basket of 32 publicly traded stocks EXCELLENCE. EXCELLENCE. CIRCA 2006. CIRCA X06/Excellence2006: The Bedrock Baker’s Dozen 1. A Bias For Action/Culture of Execution = Job One! Bias 2. DECENTRALIZATION! ACCOUNTABILITY! DECENTRALIZATION! 3. Fail. Forward. Fast. Fail. 4. Velocity! Tempo! “Metabolic Management” Matters! 4. Velocity! “Metabolic 5. INNOVATE … or Die. INNOVATE 6. A Damn Good Product. A Damn Cool Product. 6. Good Cool 7. Ride the Value Added Curve to the Sky: Insure 7. “Gamechanging Solutions”; Provide “Spellbinding Experiences”; Become a “Dream Merchant”; Strive to Be Experiences”; a “Lovemark;” Seek “Tattoo Brand” status. “Lovemark;” 8. Relentlessly Pursue the “Big Two” Markets: Women, Relentlessly Women, Boomers & Geezers. Boomers 9. Best Talent Wins! Women Rule! HR at the Head Table! Best Women 10. Educate for Creativity, Entrepreneurship & “Brand You” 10. Independence. Independence. 11. Demanded: Radical Technology Strategies! Demanded: 12. Passion! Enthusiasm! Energy! Excitement! Relentlessness! 12. Passion! 13. No Less Than EXCELLENCE. Ever. 13. No Ever. EXCELLENCE. GAMECHANGER. GAMECHANGER. (MAYBE.) Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press “The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.” Approximately 640 Index entries: Customer/s 640 (service, retention, loyalty), worker/s), 4. People ( 0. Innovation ( employees, motivation, morale, product development, research & development, new products), 0. EXCELLENCE. CAUSES. CAUSES. ADVERSARIES. Causes/1966-2006 Women/Market opportunity Women/Leaders (right for the times) Women/Leaders (right Design/Design-as-soul Wow! (Hot language) Wow! (Hot Weird! Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Passion!/Enthusiasm!/Exuberance! (as Brand You (or else) (or Brand PSF = Bedrock (add value or bust—every group must (add PSF demonstrate economic viability) demonstrate PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) (increasing Sales/+R HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) (best Brand New VA Ladder/Products-Services-SOLUTIONS-EXPERIENCESDREAMKETING (Dream Marketing)-LOVEMARK DREAMKETING (Dream Different > > Better Boomers & Geezers/marketing to new “mega-segment” Adversaries B-schools (crappy at soft skills, implementation, leadership) B-schools (crappy Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Dilbert (accepting Bigness per se (severe scale limitations—even at Microsoft) (severe Bigness White guys! (not really, but enough already) (not White 18-44 emphasis in marketing (geezers > youth for foreseeable future) (geezers 18-44 -Cost > +Revenue (cost cutting more important than organic revenue growth) -Cost CI (continuous improvement in an age of discontinuous world) (continuous LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE Them-Us Them-Us “Them” Strategy Planning Marketing Markets Customers Micro-segmentation Cost minimization Synergy/“Efficiencies” “Strategic” supplier Process Effectiveness Men Leadership Standardization Big clients Prestigious Board “Us” EXECUTION EXECUTION Action Action Selling/Sales Selling/Sales Customers Customers Clients Clients Big Stuff (Women, Boomers) Big Revenue maximization Revenue Decentralization Decentralization Pioneering supplier Pioneering Project Project Excellence Excellence Women Women Management + Leadership Management Exceptionalism (53 = 53) Exceptionalism COOL clients COOL INTERESTING Board INTERESTING “Them” “Us” Big Mid-size Mid-size Growth by merger Organic growth Organic Buy market share Create NEW markets Create Efficient, streamlined Value-creating “PSF” Value-creating “department” Certainty-predictability Ambiguity-opportunity Ambiguity-opportunity Fearful of losing Aggressive pursuit Aggressive of winning Plan Prototype Prototype Careful evaluation Another prototype Another Revised plan Another prototype Another People/Employees Talent Talent Effective HR department Rockin’ Talent Development Center Development of Excellence Benchmark against the Benchmark against the Benchmark “best”-“industry leader” “coolest” “coolest” “Them” “Us” Benchmark “Future”mark “Future”mark Orderly career progression “Up or Out” (PDQ) “Up Head Heart Heart IQ EQ EQ “Professional” Passionate Passionate Stoic, humble leaders Noisy, emotional Noisy, “characters” in charge Hire for Resume Hire for intangibles Hire Measured-thoughtful Relentless, pig-headed Relentless, approach determination determination Teamwork comes first Teamwork and disruptive Teamwork individuals equal billing Listen to customers Lead customers Lead Customer “involvement” Intimate-Seamless Intimate-Seamless customer inter-twining “Them” “Us” MBM (Management MBWA MBWA by memo) MBA MFA MFA Shareholder Value Great people-product rule Great comes first Work smart Work hard Work Built to last Built to Rock the World Built Reward successes Reward (EXCELLENT) Reward failures Quality first! Design 1T Design Quality first Innovation 1T Innovation High-quality Jaw-dropping Experience Jaw-dropping transaction CVs demo consistent CVs feature Magic Moments CVs performance Good grades Cool stuff Cool Operational excellence World-rocking INNOVATION World-rocking “Them” “Us” Brand Lovemark Lovemark Best analysis wins Best STORY wins Best “Beyond politics” Politics-is-life, the Politics-is-life, rest is details Outsource Bestsource Bestsource “Motivate” Send on QUESTS Send “Motivate” Invite Invite Measured language HOT language HOT Product-Service Gamechanging SOLUTION, Gamechanging Thrilling EXPERIENCE, DREAM come true, LOVEMARK Pastel Technicolor Better Different Different “Mission success” “Mission EXCELLENCE” “Mission Very good EXCELLENCE. ALWAYS. EXCELLENCE. Porter. Porter. Drucker. Bennis. Peters. Importance of Success Factors by Various “Gurus”/Biased Estimates by Tom Peters Strategy Systems Passion Execution Strategy Systems Passion Execution Porter 50% 50% 20 20 15 15 Drucker Drucker 35% 30 15 20 Bennis Bennis 25% 20 30 30 Peters Peters 15% 25 25 25 25 35 35 Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50% 50% 20 20 Drucker 25% Bennis Peters 20 10 35 35 25 15 25% 20 30 25 25 15% 20 40 40 25 25 good words. good Bad words. Words that may NOT be used in my presence: “Motivate” “Motivate” “In the end, management doesn’t change culture. Management invites invites the workforce itself to change the culture.” —Lou Gerstner Words that may NOT be used in my presence: “Marketing” “Marketing” Sell Sell Sell Words that may NOT be used in my presence: “Motivate” … “Motivate” “Market” … “MBA” … “Plan” (mostly) (mostly) “Market” … “Worker” … “Job” … “Task” … “Exceeds expectations” … “HR” … “Employee evaluation” … “Man” (mostly) … “Shareholder Value” Value” Words that MAY be used in my presence: “Invite” (v. … “Sell” (v. “Market”) … “People” (we’d like (v. to serve) (v. “Market segment”) … “Client” (v. “Customer”) (v. (v. “OJT/MFA” (v. “MBA”) … “Act”/ “Execute” (v. “Plan”) (v. (v. … “Talent” (v. “Worker”) … “Quest”/“Adventure-in(v. EXCELLENCE” (v. “Job”) … “Wow Project” (v. “Task”) (v. EXCELLENCE” (v. … “Rockin’ (profit-makin’) PSF” (v. “Department”) … (v. “Theater” (v. “Office”) … “Breathtaking Experience” (v. “Transaction” that “Exceeds expectations”) … (v. “Talent Fanatics Inc” (v. “HR”) … “Brand You (v. adventure” (v “Career development”) “Annual Report (v development session” … (v. “Employee evaluation”) … (v. “Woman” (v. “Man”) … (v. “Motivate”) “Motivate”) Words that MAY be used in my presence: … “Wow!” (v. “Nice”) … “Bloody(v. minded” minded” (v. “Committed”) … “Thank you! (v. “____”) … (v. (v. “Attack”/Innovate (v. “defend”/Entrench) (v. … “Great stuff. Great people. ‘Do it’ “Great fanatics.” (v. “shareholder value”) … fanatics.” “EXCELLENCE. ALWAYS.” ALWAYS.” (v. “Good work”) (v. “shareholder value”) (v. Radically Thrilling Language! Radically Thrilling.” —BMW Z4 (ad) EXCELLENCE: MANAGEMENT VERSUS (??) VERSUS LEADERSHIP LEADERSHIP RIGHT THINGS. RIGHT THINGS RIGHT. Not! “Leadership is doing Leadership the right things. Management is doing things right.” things —WB et al. The Twain SHALL Meet! Leadership: Invite Invite Associates/Colleagues/Talent to join a Gaspworthy Adventure in EXCELLENCE which will provide matchless Personal and Professional Growth and be of Dramatically Different Service to selected Clients Management: Do it! Do “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client percent puzzle.” —Al McDonald EXCELLENCE. “OTHER.” “OTHER.” Re-imagine! Speech: Story Line in 100 Words or Less Tom Peters/2006 Re-imagine! Speech: Story Line in 100 Words or Less 1. Wildly altered context (technology, China-India, global terrorism, etc) global 2. Only answer: adaptive skills and bold-breathtaking innovation (top-line focus rather than cost-cutting focus) (top-line 3. Race way, way up the value-added curve (implemented “gamealtering solutions” rather than “services,” “experiences” rather altering than “transactions,” and much more) than 4. As part of value-added exercise, pursue Ripe & Enormous “new” 4. markets—Women, Boomers & Geezers markets—Women, 5. Radical (!!!) use of IS-IT 6. A “Roster” of Weird & Wondrous & Entrepreneurial “Talent” “Roster” engaged in “Wow Projects” engaged 7. “Metabolic Leadership” (Passionate-Radical Leaders who instill a Metabolic Discipline of Execution, a Quick Tempo-Adaptive Culture and Discipline an appetite to “Eat Radical Change for Breakfast”) an (96 words by my count) Everything You Need to Know about “Strategy”: Tom’s Baker’s Dozen Axioms 1. Do you have Awesome Talent … Everywhere? Do you push that Talent to pursue … Awesome Do Gaspworthy Quests? Gaspworthy 2. Is your Talent Pool loaded with Wonderfully Peculiar People who others would 2. Talent Wonderfully call “problems”? And what about your Extended Community of customers, vendors et al? 3. Is your Board of Directors as Cool as your product offerings … and does it have 3. Board Cool 50 percent (or at least one-third) Women Members? 4. Long-term, it’s a “Top-line World”: Is creating a “culture” that cherishes above all things 4. “Top-line Is Innovation and Entrepreneurship your primary aim? Remember: Innovation … not Imitation! Innovation 5. Are the Ultimate Rewards heaped upon those who exhibit an Unswerving “Bias for Action,” to 5. Unswerving quote the co-authors of In Search of Excellence? In 6. Do you routinely use hot, Aspirational Words-terms like “Excellence ” and B.H.A.G. (Big Hairy Aspirational and Audacious Goal, per Jim Collins) and “Let’s make a dent in the Universe” (the Word according to Steve Jobs)? Is “Reward excellent failures, punish mediocre successes” your de facto “Reward motto? motto? 7. Do you subscribe to Jerry Garcia’s dictum: “We do not merely want to be the best of the best, we 7. want to be the only ones who do what we do” ? want 8. Do you elaborate on and enhance Jerry G’s dictum by adding, “We subscribe to ‘Best Sourcing’— 8. ‘Best and only want to associate with the ‘best of the best’.” and 9. Do you Embrace the New Technologies with child-like enthusiasm and a revolutionary’s zeal? Embrace 10. Do you “serve” and “satisfy” customers … or “go berserk” attempting to provide every customer 10. “go with an “awesome experience” that does nothing less than transform the way she or he sees “awesome the world? the 11. Do you understand … to your very marrow … that the two biggest under-served markets are 11. Women and Boomers-Geezers? And that to “take advantage” of these two Monster “Trends” Women Boomers-Geezers And (FACTS OF LIFE) requires fundamental re-alignment of the enterprise? (FACTS 12. Are your leaders Accessible? Do they wear their Passion on their sleeves? Does Integrity ooze Do Passion Integrity out of every pore of the enterprise? Is “We care” your implicit motto? “We This I Believe: Tom’s Super-TIB25 1. TECHNICOLOR Times. 1. TECH Times 2. Passion! Enthusiasm! Energy! 2. Passion! 3. Action/R.F.A./O.O.D.A. Speed. 3. Action/R.F.A./O.O.D.A. 4. Screw-ups. BIG SCREW-Ups! 4. BIG 5. Mess! Improv! 5. Mess! 6. Revolution! Re-imagine! 6. Revolution! 7. INNOVATE OR DIE! 7. 8. Decentralize! 8. Decentralize! 9. Bulk is BULL! (Mergers don’t work. FOCUS Does!) Bulk 10 “Different” > “Better” 11. eALL/Power Tools for Power Strategies! 12. Forgetting/Destruction. 12. Forgetting/Destruction. 13. Hot Language Matters! 13. Hot 14. WOW!/WOW Projects. 14. WOW!/WOW 15. VA Bedrock: The “PSF.” (Professional Service Firm.) 15. VA 16. Daring. 16. Daring. 17. Talent Time! Leaders “Do” People! 17. Talent 18. Talent+/Diversity. 18. Talent+/Diversity. 19. Talent++/Women Rule! 19. Talent++/Women 20. “Brand You” Universe. 20. “Brand 21. Design! 21. D esign! 22. Gasp-worthy Experiences/Lovemarks. 22. Gasp-worthy 23. New Market Demographics/Women/Boomers & Geezers/Green/Wellness. 23. New 24. Grace. G race. 25. EXCELLENCE! EXCELLENCE EXCELLENCE. ALWAYS. ALWAYS. EXCELLENCE. ASPIRATION. ASPIRATION. “ Why in the world did you go to S iber ia ?” The Peters Principles: Enthusiasm. Enthusiasm. Emotion. Excellence. Energy. Excellence. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Profit. Design. Quality. Entrepreneurialism. Wow. Wow. An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service wholehearted of others.*** **Excellence. Always. Business* ** (*at its best): ***Employees, Customers, Suppliers, Communities, Owners, Temporary partners Business* (*at its “excellent” best) can be: An “excellent” An emotional, vital, audacious, innovative, joyful, frightening, risky, creative, entrepreneurial endeavor that breathes life & fire into our work & life & elicits maximum concerted human potential concerted in the wholehearted effort to help others ** in [**employees, clients, suppliers, communities, owners, temporary partners] succeed & profit & imagine & reach places they’d never dreamed they could go. they’d The Ultimate Creative Creative Endeavor. Endeavor. Business: The Ultimate Personal DevelopmentPersonal Growth Experience. Business: The Ultimate Transcendent Service Opportunity. Opportunity Business: “To me business isn’t about To wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” —Richard Branson essentials “No leader sets out to be a leader per se, but rather to express him­ or herself freely and fully. That is leaders have no interest in proving themselves, but an abiding interest in expressing themselves.” —Warren Bennis, On Becoming a Leader “The role of the Director is to create a space where the actors and actresses become more than they’ve ever been before, more than they’ve dreamed of being.” of can —Robert Altman, Oscar acceptance speech “Astonish me!” (SD). “Build something great!” “Make it immortal!” “Insanely great” “Insanely (DO) (SJ) (SJ) (HY). In-sane-ly great” EXCELLENCE. HTSH. HTSH. HTSH/Hands That Shape Humanity: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Commit! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. reigning Key words: Commit! Engage! Try! Fail! Persist! Commit! *HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu Foundation exhibit A Comment on Tom Peters in the Context of the Reagan Revolution … “Tom Peters and Steve Jobs did more to make to business cool ‘for the rest business of us’ than any others.” —Rich Karlgaard, publisher, Forbes EXCELLENCE. DEFINED. DEFINED. SET SET THE THE AGENDA.* AGENDA Great Companies … (PERIOD.) * “disturb the sleep of … AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … US Toyota GM … ITT … The Gap … Limited … GM The Limited Wal*Mart … Tesco … P&G … 3M … Intel Wal*Mart Tesco P&G Intel … IBM … Apple … Nokia … Cisco … IBM Apple Nokia Cisco Dell … MCI … Sun … Microsoft … Dell MCI Microsoft Google … Enron … Schwab … GE … Google Enron Schwab GE Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon Ogilvy Virgin eBay Amazon … Sony … Amgen … BMW … CNN … Sony Amgen BMW Nike Nike Built to Last vs Built for Impact “But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it The ultimate aim of a business organization, an aim anization, artist, an athlete or a stockbroker may be to explode in a dramatic ma lode frenzy of value creation during a frenz short space of time, rather than to short ace live forever.” live will become ever more fleeting. —Kjell Nordström and Jonas Ridderstråle, Funky Business TP#1*: Netscape! Netscape! *Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?) Built to Last vs Built to Change/Rock Built Change Rock the World World GM25/50-75: GM “Built to last”???? last” “Life is occupied in both perpetuating itself and in surpassing itself. If all it does is maintain itself, then living is only not dying.” —Simone de Beauvoir “… Longevity has its place, but I’m not “… concerned about that now. I just want to do God’s will, and He’s allowed me to go up the mountain. And I’ve looked over. And I have seen the Promised Land. And I don’t mind. … I may not get there with you. …” —MLK/Memphis “In Tom’s world, it’s In always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” your —Fast Company /October2003 No “last word” No S&P Stability Ratings* 1985 Low Risk 41% Average Risk 24% High Risk 2006 35% 35% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006) 13% 14% 73% No “Last word” “Last models. Period. Period. U.S. Steel U.S. Ford Ford GM GM IBM Macy’s Sears Microsoft? Dell? Wal*Mart? “Seeking Growth in Urban Areas, Wal*Mart Gets Cold Shoulder” —WSJ (09.25.06) Shoulder” Flat as a Pancake (Or Worse) Flat Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE EXCELLENCE. EXCELLENCE. ASPIRATION. ASPIRATION. YOU & ME. YOU EXCELLENCE. YOU & ME. YOU “The First step in a The First step ‘dramatic’ ‘organizational change program’ is obvious change —dramatic personal change!” —RG change “Work on me first.” —Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations “This is the true joy of Life, the This being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself the to making you happy.” —GB Shaw/Man and Superman “Life is not a journey to the Life grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ” —anon. ride!’ "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting … ‘GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine) not A “position” is A “position” is an “accomplishment.” —TP Be-Do Be-Do VALUE ADDED #2 ADDED EXCELLENCE. REVENUE. REVENUE. MATTERS. MOST. “Analysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so They said, ‘Oh my gosh, you need revenues to grow earnings over time.’ Well, Duh!” Well, many got caught, and earnings went to hell. —Dick Kovacevich, Wells Fargo BASICS BASICS K.I.S.S. P=R– C R C *Chief R evenue O* Officer EXCELLENCE. SELL. SELL. SELL. SELL. “Everyone lives by selling something.” something.” . – Robert Louis Stevenson Sell Sell Sell This is not about … not “customer centrism” “integrated marketing” etc. etc. etc. It is about … It is … sellin’ a whole lotta stuff and having customers go bananas with love love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses. M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. Sell (Life = Sales.) Do. (Execution- Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit support. Execution. AdoptionClient “Culture Change.”) Product. (“It.”) Innovation. (Design. Creativity. “Buzz-building.” Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) “Culture” Change. (Lasting impact.) Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.) Implementation.) *B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action) R C *Chief R evenue O* Officer MBA-On-A-Single-Slide P=R-C Incidentally … I ncidentally … “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 Kane­Benson TP.27 … TP.27 on Selling (Short) (Personal) Out-prepare!! (huge time commitment!) Out-prepare!! Learn the “culture” Practice! Care-Empathy Listen-Empathetic listening (SC) “Listen”-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-“Authenticity”!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (“Best story wins”) Selling: Yourself! (Brand you) “Obvious” Wow! No exaggeration! Spell out commitments! SIMPLE timeline Sell “inside”-First! Thorough! Relationships-“Way down”!! Time!!!! (E.g., build trust) Ooze integrity Introduce to rest of team, esp. “mechanics” SBWA (5K for 5M) Remember: Close! Gotta-make-a-profit (be ready to walk away!) “Good loss” Don’t dis competitors!! Make her-him-target SUCCESSFUL (in a personal way) “It’s always It’s alwa showtime.” showtime.” —David D’Alessandro, Career Warfare GE (more or less): GE The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/0402.2006 See below (End of presentation) presentation) VALUE ADDED #3 ADDED EXCELLENCE. VALUE ADDED. VALUE UP THE LADDER. EXCELLENCE. EXCELLENCE. VALUE-ADDED LADDER I. SOLVE IT. $55B $55B And the “M” Stands for … ? “Systems Integrator of choice.”/BW Gerstner’s IBM: (“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” ) IBM Global Services* IBM Services Corp.): (*Integrated Systems $55B Planetary Rainmaker-in-Chief! “Palmisano’s strategy is “Palmisano’s to expand tech’s borders by pushing users—and entire industries—toward entire toward radically different radicall business models. The payoff for IBM business would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year —that technology $500 companies have never been able to touch.” —Fortune “By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, Investors have grasped that this is not a passing fancy, ed but a potential restructuring of the way the world operates and how value will be the erates created in the future.” —Narayana Murthy, chairman’s letter, created but the game has changed forever. Infosys Annual Report “Big Brown’s New Bag: UPS Traffic Manager for Corporate Cor orate America” America Aims to Be the Aims —Headline/BW/2004 “SCS”/Supply Chain SCS”/Supply Solutions: 750 locations; Solutions $2.5B; fastest growing division; 19 acquisitions, including a bank including Source: Fast Company MasterCard Advisors Advisors “Security ‘devices’” to “Turnkey security solutions” (A/C, elevators, DIY, solutions” photo shops, etc, etc) Home Depot Business ToolBox: Payroll processing. Credit ToolBox: card processing. Personnel paperwork. Mobile phones. Shipping. Health insurance. 12K customers (plumbers, insurance electricians, small homebuilders and contractors). Source: Forbes, 0918.06 Gamechanging “Solutions”: Bet-the-Company IBM UPS Xerox MasterCard GE BestBuy I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by BestBuy. IV. Flagship of BestBuy Flagship Wholesale “Solutions” Strategy Makeover. Huge: Customer Satisfaction Satisfaction versus Customer Success Success p, p, Up, Up, Up, Up Up the Value-added Ladder. The Value-added Ladder/ STUFF ‘N’ THINGS STUFF Goods Raw Materials The Value-added Ladder/Stuff & TRANSACTIONS TRANSACTIONS Services Goods Raw Materials The Value-added Ladder/ OPPORTUNITY-SEEKING OPPORTUNITY-SEEKING Gamechanging Solutions Solutions Services Goods Raw Materials Era #1/Obvious Value: “Our ‘it’ works, is Era “Our delivered on time” (“Close”) delivered Era #2/Augmented Value: “How our ‘it’ can add value—a ‘useful it’ ” (“Solve”) add Era #3/Complex Value Networks: “How our ‘system’ can change you and deliver ‘business advantage’ ” (“Culture‘business Strategic change”) Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale “The business of selling is not just about matching viable It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in solution. solutions to the customers that require them. the market is our attention to managing change and making change stick in our customers’ organization.”* (*E.g.: CRM failure rate/Gartner: 70%) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale VALUE ADDED #3A #3A To The Mat: The “5 Damn Its” Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. EXCELLENCE. EXCELLENCE. NECESSITY. OPPORTUNITY. OPPORTUNITY. afraid of irrelevance; ‘outsourcing’ is just another y ou’ve become ir relevant to y our way of saying that … Chicago: HRMAC Sarah: Mom: “ Mom, what do you do?” “I’m ‘overhead.’” ‘overhead.’ “support function” / support “cost center”/ “overhead” “overhead” or … or Are you … “Rock Stars of Rock the Age of Talent” the EXCELLENCE. EXCELLENCE. SOLVE IT. NO OPTION. PSF. (PSF++) Department Head to … Managing Partner, Partner IS Inc. IS [HR, R&D, etc.] “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become We pay for ourselves, and we ourselves actually make money for actuall the company.” the more than that. —Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com) Mantra: “Eichorn it!” “Eichorn Answer: PSF Core Mechanism: “Game-changing Solutions” PSF PSF (Professional Service Firm “model”/The Organizing Principle) + Brand You (“Distinct” or “Extinct”/The Talent) + Wow! Projects (“Different” vs “Better”/The Work) The New Enterprise Value-Added Equation/Mark2006 (1) 100% “WOW PROJECTS” (1) (New Org “DNA”/“The Work”) (New + (2) Incredible “TALENT” Transformed into “TALENT” Transformed (3) Entrepreneurial “BRAND YOUs” and “BRAND (4) Launched on Awesome “QUESTS FOR EXCELLENCE” “QUESTS = (5) Internal “Rockin’ PSFs” (Staff Depts. Morphed into Wildly “Rockin’ Innovative Professional Service Firms) … rofessional ervice irms) (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from “Superior Products & Services” to “ENCOMPASSING SOLUTIONS” & “GAME-CHANGING CLIENT SUCCESS” “GAME-CHANGING Big Idea/“Meta”-Idea/Premier “Engine of Value Added” (1) The Talent: “Best Roster” of Entrepreneurial(1) The minded Brand Yous. minded Brand (2) The (Virtual) Organization: Internal or (2) The Internal External “PSF”/Professional Service Firm “PSF”/Professional working with “Best Anywhere” = Engine of Value Added through the Application of Creative “Intellectual Capital” “Intellectual (3) The Work Product: “Game Changer”/ (3) The “Game “Gaspworthy” WOW Projects WOW Core Mechanism: “Game-changing Solutions” PSF PSF (Professional Service Firm “model”/The Organizing Principle) + Brand You (“Distinct” or “Extinct”/The Talent) + Wow! Wow! Projects Projects (“Different” vs “Better”/The Work) “Astonish me!” (SD). “Build something great!” “Make it immortal!” “Insanely great” “Insanely (DO) (SJ) (SJ) (HY). “Solutions World”: The Mega-PSF Mega-PSF Big Idea: “Corporation” as Mega-“PSF” Mega-“PSF” (Professional Service Firm*) Firm*) * “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/Applying Intellectual Capital (“Work Product”) Core Mechanism: “Game-changing Solutions” Brand You(S) Brand (“Distinct” or “Extinct”/The Talent) + Wow! Project(s) (“Different” vs “Better”/The Work) = PSF(S) (Professional Service Firm “model”/The Organizing Principle) = “Corporation” as “Corporation” “Mega-PSF” “Mega- Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age* (creators) *Murakami Teruyasu: “Age of Creation Intensification” Source: Dan Pink, A Whole New Mind The “PSF35”: The Thirty-Five Professional Service Firm Marks of Excellence Marks The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW CRYSTAL (E very Practice Group: “If you can’t explain your position in eight (E words or less, you don’t have a position”—Seth Godin) words 2. DRAMATIC DIFFERENCE (“We are the only ones who do what 2. DRAMATIC we do”—Jerry Garcia) we 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) Best 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change 5. the World) the 6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the 8. OBSESSED Universe”—Steve Jobs) Universe”—Steve 9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ” I-banking/ 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE 10. DO WORD (IDEA) “RADICAL” WORD ????? Do good (excellent?!) work (excellent?!) Do Make a lot of money Pointed Point of View! View! R.POV8* R.POV8 *Remarkable Point Of View/8 Words or less/“If you can’t state your position in eight words or less you don’t have a position.”—SG “If you can’t write your back of a business card, you ain’t got a card movie idea on the movie.” —Samuel Goldwyn The PSF35: The Client Experience 11. Always team with client: “full partners in 11. achieving memorable results” (Wanted: “Chimeras (Wanted: of Moonstruck Minds”!) 12. We will seek assistance Anywhere to assemble the Best-inPlanet Team for the Project 13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” 14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go) 15. IMPLEMENTATION IS NOT COMPLETE UNTIL NOT COMPLETE THE CLIENT HAS EXPERIENCED “CULTURE CHANGE” 16. IMPLEMENTATION IS NOT COMPLETE UNTIL NOT COMPLETE SIGNIFICANT “TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (“Teach a man to fish …”) (“Teach 17. The Final Exam: DID WE MAKE A DRAMATIC, DID LASTING, GAME-CHANGING DIFFERENCE? “The business of selling is not just about matching viable solutions to the customers that require them. It’s It’s equally about managing the change process the customer the rocess will need to go through to through implement the solution and im lement achieve the value promised by the solution.”* the (*E.g.: CRM failure rate/Gartner: 70%) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale The PSF35: The People & The Leadership 18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD) 18. TALENT 19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old, 19. EYE same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as 21. “Billings”/“Rainmaking”) 22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?) new 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO 23. DAY #“R” [R = Retirement] [R 24. Office/Practice Leaders Evaluated Primarily on 24. Mentoring-Team Building Skills Mentoring-Team 25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE) 25. “PROPRIETARY” 26. Team Leadership Skills Valued Early 27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views and The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is 28. EAT-SLEEP-BREATHE-OOZE my message”—Gandhi) my 29. Excellence+ in EXECUTION … 100.00% of the Time 29. EXECUTION (No such thing as a “small sins”/World Series Ring to (No the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On 30. The Verge Team The 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR 31. CIRQUE DU SOLEIL CIRQUE 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, 32. PROPRIETARY old EDS) old 33. Web (Technology) Obsession 34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point 34. BRAND/“LOVEMARK” of View Worth BROADCASTING: “You must be the of change you wish to see in the world”—Gandhi) change 35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as PASSION! much a place at the Head Table in a “PSF” as in a much widgets factory: “You can’t behave in a calm, rational widgets manner. You’ve got to be out there on the lunatic fringe”—Jack Welch) fringe”—Jack The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE 28. EAT-SLEEP-BREATHE-OOZE is my message”—Gandhi) is INTEGRITY (“My life 29. Excellence+ in EXECUTION … 100.00% of the Time 29. EXECUTION 100.00% 30. “Drop everything”/“Swarm” to Support a Harried-On The Verge Team The 31. SPEND 31. SPEND ON R&D LIKE A TECH FIRM. 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, 32. PROPRIETARY Chiat Day, IDEO, old EDS) Chiat 33. BRAND 33. BRAND MANIACS (Organize Around a Point of View Worth (Organize BROADCASTING) BROADCASTING) 34. PASSION! PASSION! 35. 35. ENTHUSIASM! EXCELLENCE. ALWAYS. EXCELLENCE. “PSF” Nirvana Counselor Counsel Trusted Advisor Answer: PSF PSF + BY + WP = VA WP PSF + BY + WP + DD + WP E = UVA PSF + BY + WP + DD + E = UVA PSF (Professional Service PSF Firm) + BY (Brand You) + WP BY WP (WOW Projects) + DD (Dramatic Difference) DD + E (Excellence) = UVA (Unassailable UVA Value-Added) Answer: PSF “Big Brown’s New Bag: UPS Traffic Manager for Corporate America” Aims to Be the —Headline/BW/2004 I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by BestBuy. IV. Flagship of BestBuy Flagship Wholesale “Solutions” Strategy Makeover. Static/Imitative Integrity. Quality. Continuous Improvement. Superior Service (Exceeds Expectations.) (Exceeds Superior Completely Satisfactory Transaction. Smooth Evolution. Market Share. Dynamic/Different Dramatic Difference! Disruptive! Insanely Great! (Quality++++) (Quality++++) Insanely Life-(Industry-)changing Experience! Game-changing! WOW! Surprise! Delight! Breathtaking! Punctuated Equilibrium! Market Creation! EXCELLENCE = EXCELLENCE Flawless EXECUTION EXECUTION + Continuous IMPROVEMENT IMPROVEMENT + Brilliantly Trained PEOPLE PEOPLE + Gamechanging QUESTS + WEIRD Gamechanging QUESTS Rosters + Rosters GASPWORTHY Results GASPWORTHY EXCELLENCE. ATTITUDE. ATTITUDE. TRANSFORMATION. PSF. Are you the … “Principal al Engine of Value En Added” Added” *E.g.: Your R&D budget as robust as the New Products team? Fleet Manager Rolling Stock Cost Minimization Officer vs/or Chief of Fleet Lifetime Value Maximization Maximization Strategic Supply-chain Executive Strategic Customer Experience Director Experience (via drivers) Cost (at All Costs*) Minimization Professional? Or/to: Full Partner-Leader Full “Purchasing Officer” Thrust #1: in Lifetime Value-added Maximization? Maximization (*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain) “Technology Executive” (workin’ in a hospital) HCare CIO: Full-scale, Accountable (life or death) Accountable Member-Partner of XYZ Hospital’s Senior Healing-Services Team (who Healin Or/to: happens to be a techie) PSF Transformation: Credit Department/Trek Was Is Credit Dept Financial Services Financial Hammer on dealers until they pay Make dealers successful so they Make CAN pay CAN AR sold to 3rd party commercial co. Trek is the commercial financial Trek Company Company 23 employees 12 employees 12 Oversee peak AR of $70M Oversee peak AR of $160M Oversee Identify risky dealers Identify opportunities Identify Cost Center Profit Center Profit No products Products: Consulting, MC/Visa, Products: Stored value of gift cards, Gift card Stored peripherals, Online payments peripherals, Source: John Burke/0330.06 Trapper: <$20 per <$20 beaver pelt. Source: WSJ WDCP*: $150 to remove WDCP* “problem beaver”; $750- $1,000 for flood-control piping … so that beavers can stay. stay. * “Wildlife Damage-control Professional” Source: WSJ VALUE ADDED #3B #3B WOW! WOW The Project. “Let’s make a Let’s dent in the universe!” universe!” —Steve Jobs 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 WE WORLD. (Insane!/Insanely (Insane!/Insanely Great!/WOW!) “Astonish me!” (S.D). “Build something great!” “Make it immortal!” (H.Y.). (D.O.) If you are not prepared to I f you are not prepared to be f ired over your beliefs … you are working on the wrong project. —TP Will you actually remember it as worthwhile 10 years 10 from now?” from —S.H. You! = You! Your Project Portfolio! Portfolio! not A “position” is A “position” is an “accomplishment.” —TP WOW! Projects: WOW Nuts & Bolts (a few) Playmate!* Playmate!* Playpen! *Can be Client, supplier … as well as Insider Playmate!* Playmate!* Playpen! Prototype! *Can be Client, supplier … as well as Insider Where to look for “Playmates”: F.F.F.F. F.F.F.F. (Find a Fellow Freak Faraway) The “Sri Lanka Stratagem” Stratagem” Forward, march: BIG B IG Division, BIG Customer, BIG Vendor, Where NOT to look for “Playmates”: UP UP Culture of Prototyping “Effective prototyping may be the the most valuable core competence an innovative competence organization can hope to have.” —Michael Schrage Prototype mania/ mania/ maniac!* THE PROJECT 50 WOW! WOW Projects Epidemic: Demos, Epidemic: Starting a Heroes, Stories! Heroes, Premise: “Order ing” Systemic Change is a Waste of T ime! “Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR “Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” —Bob Stone (Mr ReGo) Demos! Demos! Heroes! Stories! Stories! Demo = Story “A key – perhaps the key – to leadership is the effective communication of a story.” —Howard Gardner, Leading Minds: An Anatomy of Leadership Best story wins! story REAL Org Change: Demos Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to Heroes reinvent gov’t”)/ Stories & Storytellers (Props!)/ Stories Storytellers Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Chroniclers Cheerleaders & Recognition (Pos>>Neg, Volume)/ Cheerleaders Recognition New Language (Hot/Emotional/WOW)/ Seekers New Seekers (networking mania)/ Protectors/ Support Groups/ Protectors Support End Runs—“Pull Strategy” (weird alliances, weird End customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ (3 People” Speed (O.O.D.A. Loops—act before the “bad guys” can react) Speed C.f., Bob Stone, Lessons from an Uncivil Servant C.f., Lessons JKC 1. Scour for renegades; wine & dine. 2. Go outside for funds. JKC JKC “Make your own McKinsey” (AP) Build a “School on top of a school”/Continuing­Exec Ed (The Parallel Universe Strategy) Strategy) Stories … Paint me a picture Paint … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Experiments Renegades … Skunkworks … Demo Funds … V.C. … G.M. V.C. … Roster … Portfolio … Roster Stone’s Rules … JKC’s Rules JKC’s He who has the quickest O.O.D.A. Loops* wins! wins! Tempo: Tempo: *Observe. Orient. Decide. Act. / Col. John Boyd Subversive Change Be(very)ware “genetic constraints” (history’s looong arm) You must “do” Gandhi Hire weird (fulltime or temp) Find the extant crazies (troll for them via offers to join weird project Find teams) teams) Create a (quiet) “Crazies Club”/Keep extendin’ the Web Create “boondocks projects” by the truckload (with partners of Create every flavor) every Understand: Yours is a “protection racket” Sky High Standards!! (There’s a deadly serious reason for “all Sky this”—life or death) this”—life TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway; Kelly TP Johnson; John Boyd Johnson; “ Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.” —Margaret Mead SP: “But can you turn a ‘defensive player’ into an ‘offensive player’?” TP: “Yes! Work with him/her to re­frame their principal project to the point that their ego is fully engaged and it becomes something of a ‘life compulsion.’ ” * * “If you and I had $150K in the bank and on the line and the day before the opening the Fire Inspector …” VALUE ADDED #3C #3C EXCELLENCE. EXCELLENCE. VALUE-ADDED LADDER II. EXPERIENCE IT. “Experiences Experiences are as distinct from services as services are from goods.” are —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage “The [Starbucks] Fix” Is on … “We have “We identified a ‘third place.’ 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 Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43year-old accountant to dress in year-old black leather, ride through small towns and have people be afraid towns of him.” Harley exec, quoted in Results-Based Leadership “Club Med Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ” entirely Source: Jean-Marie Dru, Disruption WHAT CAN BROWN WHAT DO FOR YOU? p, p, Up, Up, Up, Up Up the Value-added Ladder. The Value-added Ladder/ MEMORABLE CONNECTION MEMORABLE Spellbinding Spellbinding Experiences Experiences Gamechanging Solutions Services Goods Raw Materials Beyond the “Transaction”/ “Satisfaction” Mentalit y “Good hotel”/ “Happy guest”/ “Exceeded Expectations” vs. “Great Vacation”/ Vacation”/ “Great Conference”/ Conference “Operation Personal Personal Renewal” Renewal Warren Goes Shopping … Shopping Q: “Why did you buy Jordan’s Jordan’s Furniture?” A: “Jordan’s is spectacular. It’s all showmanship.” showmanship Warren Buffet Source: interview/ Boston Sunday Globe/12.05.2004 C X O* *Chief e X per ience Off icer “Most executives have Most no idea how to add value to a market in the metaphysical world. But metaphysical that is what the market will cry out for in the future. There is no lack of ‘physical’ products to choose between.” Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.] Extraction & Goods: Male Male dominance Services & Experiences: Female dominance Female EXCELLENCE. EXPERIENCE. EXPERIENCE. BONUS. Where Are Your Where “2-cent Candies”? Beltramo’s checkout. SFFD door-to-door firehazard check. Carpet installer booties. Singapore candies @ Immigration And You? blanket at blanket at outside table Stockholm: (August) Jim J im Jeffords oversight! The … FLOWER POWER “Courtesies of a small and Courtesies trivial character are the ones which strike deepest in the grateful and appreciating heart.” heart.” —Henry Clay VALUE ADDED #3D #3D EXCELLENCE. DRAMATIC. DRAMATIC. DIFFERENCE. DOABLE. similar s imilar similar s imilar “The ‘surplus society’ has a surplus of companies, employing similar s imilar similar s imilar people, with educational backgrounds, coming up with similar s imilar similar s imilar s imilar ideas, producing things, with prices and quality.” —Kjell Nordström and Jonas Ridderstråle, Funky Business This is not a not “mature category.” T his is an un distingui shed categor y.” “When we did it When ‘right’ it was still pretty ordinary.” pretty —Barry Gibbons on “Nightmare No. 1” $798 $798 $415/SqFt/Wal*Mart $415 $798/SqFt/Whole Foods #1/100 #1/100 “Best Companies to Work for”/2005 Wegmans Wegmans 7X. 730A7X. 800P. 800P. F12A.* F12A *’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a. “It’s simple, really, It’s Tom. Hire for s, and, Tom. above all, promote for above all s.” —Starbucks middle manager/field “A man without a man smiling face must not open a shop.” open —Chinese Proverb EXCELLENCE. #1T. #1T. Donnelly’s Weatherstrip Service Service Weymouth MA EXCELLENCE. #1T. #1T. Jim’s Group Jim’s Jim Penman/“Empire Builders”/MT / Jan/Feb 2006/Australia Jim’s Group: Jim Penman.* 1984: Jim’s Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. franchisees Dog washing. Handyman. Fencing. Paving. Pool care. Etc. Pool “People first.” Private. Small staff. Franchisees “People can leave at will. 0-1 complaint per year is norm; cut bad ones quickly. norm; *Ph.D. cross-cultural anthropology; mowing on the side Source: MT/Management Today (Australia), Jan-Feb 2006 The “Missing 900M” Will the Boat Sink the Will Water: The Life of China’s Peasants China’s —Chen Guidi and Wu Chuntao EXCELLENCE. #1T. #1T. Cirque C irque du Soleil! And the Winner is … 1. Audacity of Vision 1. Audacity 2. Innovation/R&D/Design 2. Innovation/R&D/Design 3. Talent Acquisition & Development 3. Talent 4. Resultant “Experience” 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. “Wow!” 10. Lovemark! 10. Lovemark! “Every time we come to a Every comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘What is me What impossible that I am going to do today?’” —Daniel Lamarre, president, toda Cirque du Soleil EXCELLENCE. NO EXCUSES. NO WallopWal*Mart16* WallopWal*Mart16* *Or: Why it’s so ABSURDLY EASY ABSURDLY to BEAT a GIANT Company BEAT GIANT The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a “miniWal*Mart.) *Never attack the monsters head business and lukewarm customers.) business on! (Instead steal niche *“Dramatically Different” Different (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) COME *Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) ain’t *Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!) ON “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or NeimanMarcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive The thing that all The these companies have in common is that they have nothing common in common. in looking in the rearview mirror. They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company The “Small Guys” Guide: Wallop Wal*Mart16 *Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”) Experiences!”) *A community out of it!) out star! (“Sell” local-ness per se. Sell the hell *An An incredible experience, from the first to last moment—and then in the follow-up! (“These guys moment—and are cool! They ‘get’ me! They love me!”) are *DESIGN DRIVEN! (“Design” is a premier weapon-inpursuit-of-the sublime for small-ish enterprises, including the pursuit-of-the professional services.) professional The “Small Guys” Guide: Wallop Wal*Mart16 *Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) policies.) *Sophisticated use of information Sophisticated technology. (Small-“ish” is no excuse for “small technology (Small-“ish” aims”/execution in IS/IT!) aims”/execution *Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.) purposefully *Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.) employees, The “Small Guys” Guide: Wallop Wal*Mart16 *Brand-Lovemark* (*Kevin Roberts) Maniacs! Brand-Lovemark* (*Kevin (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regionalsize niche “lovemark.”) *Focus on women-as-clients. (Most don’t. How stupid.) Excellence! * (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!) niche!) what I’ve Learned about “Small Business” “Small tom peters: tom Passion for PRODUCT. Passion OBSESSION With Product. LOVE The Product. LOVE The Aim To Be “ONLY ONES WHO DO WHAT WE DO.” Aim “ONLY Keep ADDIN’ Stuff. Keep ADDIN’ Invest “UNWISELY” in R&D. Reside Permanently In The DISCOMFORT Zone. Reside DISCOMFORT “Unhealthy” PARANOIA Is A Good Thing. “Unhealthy” Is Add Clients That PUSH-PULL. SELL. SELL. SELL. SELL. SELL. Go For Broke: CUSTOMER CONTACT PEOPLE. Go CUSTOMER PERFECTION: Customer Contact People. Hire for ATTITUDE. Hire ATTITUDE. INVITE On An Adventure. INVITE On GREAT CFO/Biz Guy-Gal. GREAT NASTY CFO/Biz Guy-Gal. NASTY QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic-Project Manager-I.P.M. (I.P.M. = Inspired Profit Mechanic) Manager-I.P.M. (I.P.M. Seminars + Travel: 65% Seminars Research & Writing: 40-50%* Research 40-50% Admin/“Stuff”: 15% *Greater than 100%; considerable research-writing is performed on the road GREAT Logo. GREAT DESIGN! “OVERDO” Marketing Materials. “OVERDO” WOMEN Roar. WOMEN Rule. WOMEN Buy. WOMEN WOMEN Diversity = $$$$$$ Diversity $$$$$$ Be RELENTLESS. Cut And RUN. Be RELENTLESS. RUN. Product Includes-Features the PACKAGING. Define Your DRAMATIC DIFFERENCE (R.P.O.V.8) (R.P.O.V.8) Best STORY Wins. Best STORY DRESS For Success. First Goal: AMUSE Yourself. First AMUSE Know YOURSELF. Know YOURSELF. DON’T Do Stuff You Hate. DON’T “Over-invest” In RELATIONSHIPS. RELATIONSHIPS. (R.O.I.R.: Return On Investment in Relationships) (R.O.I.R.: SYSTEMATICALLY “Manage” Relationships. “Work” The SUPPORT PEOPLE In Client Orgs. “Work” SUPPORT BLOG As If Your Life Depended On It. As SOPHISTICATED Use Of Infotech. RESPONSE To Problems. Make ’Em PAY. Make PAY. CLOSE The Sale. CLOSE The Invest BIGTIME In PR. BIGTIME Media FRIENDLY. Media FRIENDLY. Live-To-SCHMOOZE. Fun/Laughter = $$$$ MBWA: Stay In Touch. MBWA: “You Must Be The Change You Wish To See In The World”/GANDHI 5K For 5M. 5K 5M. Your CALENDAR Never Lies. Never OUT: Pastels. IN: Technicolor Pastels. IN: JUST SAY “NO” TO C.E.O.: CIO/Chief Innovation Officer. JUST CIO/Chief CSO/Chief Sales Officer. CWO/ CSO/Chief CWO Chief Wow Officer EXCELLENCE Is Very Cool. Is “MICRO-MANAGE” Your Reputation. “MICRO-MANAGE” Wear Your Integrity On Your SLEEVE. Wear SLEEVE. KEEP Your Promises. EXECUTION!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! “A Man Without A Smiling Face MUST NOT Open His Shop.” Open RECOGNITION! RECOGNITION! Work HARD, Not Smart. HARD, “Insanely Great.” THE STANDARD. “Insanely THE “A man without a man smiling face must not open a shop.” open —Chinese Proverb Tom/2006/Q97-Q100 Study more. Renew more. Tailor more. Offer more. Listen more. Market more. Practice more. Challenge more. Socialize more. Smile more. Follow-up more. Plan execution more. Cost control more. The Fab Five: What Every Small Biz Needs Success = DDMMPR/ Success "D-squared, M-squared, PR” = DramDiff + Money-Financial iff oney-Financial Acumen + Good “Marketing” arketing” Instincts + Stellar People + eople Resilience Hmmm … Hmmm Bacteria. Bacteria. Productivity of small. Failure rate of Big Mergers. Failure rate of Big Companies. Terrorists. Galbraith vs Hayek. (“Left tail” limits.) (“Left Productivity Pandemic IMAOA: Institute of Modest Advances in (Many, Many) Ordinary Activities “While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.” —WSJ, “Wildcat Producer Sparks Oil Boom in Montana,” 0405.2006 A Few Biases You Should Know About Few *I am not a macro-economist. am not *I am wholly biased by 30 years (1970-2000) in Silicon Valley. am Valley *I would rather work for eBay than BankAmerica. *I believe that the Giant Merger Game is the single greatest believe waste of energy in the world of business. *Economies of scale are wildly over-rated. *I find the entire notion of “career” to be disturbing and a little silly. *I find the notion of “built to last” hilarious. *Between 1965 and 1980 I turned 179.9 degrees from “Mr Big Government” to “Mr ‘Cool’ Entrepreneur.” (Thank you, Frank Perdue.) *Joseph Schumpeter (“gales of creative destruction”) and F.A. Hayek ”) are my economist “gods”; JK Galbraith is my b ête noir. *“Innovation” is a wonderfully messy & chaotic process—not “Innovation” messy chaotic amenable to “strategic plans.” *I believe in Luck. (Fooled by Randomness—best book I’ve ever read.) Small Giants: Companies That Choose To Be Great Instead Of Big Instead —by Bo Burlingham Small Giants/Bo Burlingham "First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create." "Second, the leaders had overcome the enormous pressures on overcome successful companies to take paths they had not chosen and did successful not necessarily want to follow." "Third, each company had an extraordinarily intimate extraordinarily relationship with the local city, town, or county in which it did relationship business ­­ a relationship that went well beyond the usual concept of `giving back.'" "Fourth, they cultivated exceptionally intimate relationships with exceptionally customers and suppliers, based on personal contact, one­on­one customers interaction, and mutual commitment to delivering on promises." Small Giants/Bo Burlingham "Fifth, the companies also had what struck me as unusually intimate workplaces." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion." The Small*Mart Revolution: How Local Businesses Are Beating Local Competition Competition —Michael Shuman I [“Bacteria Man”] HEREBY PLEDGE: When asked, “What are some examples of companies stepping up to today’s challenges?” NEVER AGAIN … I will … … offer an example of a Giant Company; instead I’ll refer to Cirque du Soleil, Donnelly’s Weatherstrip Service, 3K tanning salons, 10.6M women­owned businesses (or the typically/95+% female recipients of micro­lending) …* *There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%” Q: Why isn’t the mainstream Why isn’t the mainstream business press interested in the “missing 90%” of the Economy? A(?): (1) Ad revenue. (1) Ad revenue. (2) Hard work. VALUE ADDED #3E #3E EXCELLENCE. EXCELLENCE. VALUE-ADDED LADDER III. DREAM IT. D REAM IT. DREAM: “A dream is a complete DREAM dream moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.” become —Gian Luigi Longinotti-Buitoni The Marketing of Dreams (Dreamketing) Dreamketing: Touching the clients’ dreams. Touching Dreamketing: The art of telling stories The and entertaining. and Dreamketing: Promote the dream, Promote not the product. Dreamketing: Build the brand around Build the main dream. the Dreamketing: Build the “buzz,” the Build “hype,” the “cult.” “hype,” Source: Gian Luigi Longinotti-Buitoni Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams. This is We accomplished by addressing the halfformed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions “No longer are we only an insurance Today, we also offer our customers the products and services that help them achieve their dreams — achieve provider. whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.” —Martin Feinstein, CEO, Farmers Group Six Market Profiles 1. Adventures for Sale 2. The Market for Togetherness, Friendship and Love 3. The Market for Care 4. The Who-Am-I Market 5. The Market for Peace of Mind 6. The Market for Convictions Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business Six Market Profiles 1. Adventures for Sale/ IBM-UPS IBM-UPS 2. The Market for Togetherness, Friendship and Love/ IBM-UPS IBM-UPS 3. The Market for Care/ IBM-UPS IBM-UPS 4. The Who-Am-I Market/ IBM-UPS IBM-UPS 5. The Market for Peace of Mind/ IBM-UPS IBM-UPS 6. The Market for Convictions/ IBM-UPS IBM-UPS Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business p, p, Up, Up, Up, Up Up the Value-added Ladder. The Value-added Ladder/ EMOTION EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials The (NEW) Value-added Ladder Dreams Come True Spellbinding Experiences Spellbinding Gamechanging Solutions Gamechanging Services Goods Raw Materials C DM * BASICS BASICS K.I.S.S. “Dreams Come True”: IBM “The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the We stand facing the We fifth kind of society: the fifth the Dream Society. … Future products will Dream computer. have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services.” Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business EXCELLENCE. EXCELLENCE. VALUE-ADDED LADDER IV. LOVE IT. L OVE IT. “Brands have Brands run out of juice. They’re dead.” dead —Kevin Roberts/Saatchi & Saatchi Kevin Roberts: Lovemarks! L ovemarks Brand …………………………………………………. Lovemark Recognized by consumers ………………. Loved by People Generic ………………………………………………… Personal Presents a narrative ………………….. Creates a Love story The promise of quality ……………… A touch of Sensuality Symbolic ………………………………………………….. Iconic Defined ………………………………………………….. Infused Statement ………………………………………………….. Story Defined attributes ……………………... Wrapped in Mystery Wrapped Values ………………………………………………………. Spirit Professional …………………………... Passionately Creative Advertising agency ………………………….. Ideas company Source: Kevin Roberts, Lovemarks “When we were working through the essentials of a Mystery Lovemark, was always at the top of the list.” —Lovemarks: The Future Beyond Brands, Kevin Roberts “Lovemarks are Lovemarks owned by the people who love them.” them.” —Lovemarks: The Future Beyond Brands, Kevin Roberts Tattoo Brand: What % of Tattoo users would tattoo the brand name on their body? Top 10 “Tattoo Brands”* Harley .… 18.9% Disney .... 14.8 Coke …. 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom Top 10 “Tattoo Brands”* Harley .… 18.9% Disney .... 14.8 Coke …. 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex …. 5.6 Your name here … ?? Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom p, p, Up, Up, Up, Up Up the Value-added Ladder. The Value-added Ladder/ ECSTASY ECSTASY Lovemark L ovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials C L O* *Chief L ovemar k Officer Damn it … Damn Lovemark?! Lovemark?! IBM UPS PSF Logistics “Department” HR “Department” p, p, Up, Up, Up, Up Up the Value-added Ladder. Ladder.2006: 4 of 7! Ladder.2006: Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials EXCELLENCE. EXCELLENCE. SOUL I. THE STORY. “Storytelling Storytelling is the core of culture.” of —Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell Best story wins! story Market Power = Market Story Power Story C ST O* *Chief S tor ytelling Officer “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 Com anies the basis of their stories and myths. Companies will need to and understand that their products are less important than their stories.” —Rolf Jensen, Copenhagen Institute for Future Studies EXCELLENCE. SOUL II. SOUL DESIGN. Franchise Lost! TP: [600] “ How many of you crave r eally a new Chevy?” NYC/IIR/061205 All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance Design is the only Desi thing that differentiates one thin product from another in the roduct marketplace.” —Norio Ohga market and features. “Design is treated like a religion like BMW.” —Fortune at “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 Design is the fundamental soul fundamental soul of a man-made creation.” creation.” meaning of design. —Steve Jobs “With its carefully conceived mix of colors and textures, Starbucks Starbucks aromas and music, is more indicative of our era than the iMac. It is to the Age of Aesthetics what McDonald’s was to the Age of Convenience or Ford was to the Age of Mass Production—the touchstone success story, the exemplar of … the aesthetic ‘Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste,’ writes see, imperative. … CEO Howard Schultz.” -—Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness Marketing “Magic”* The “Missing 95%”: The Unconscious! *E.g. ZMET/Zaltman Metaphor Evaluation Technique Westin’s … Westin’s Heavenly H eavenly Bed DHL DHL D C O* *Chief D esign Officer THE DESIGN49 DESIGN49 EXCELLENCE. EXCELLENCE. SYSTEMS. SYSTEMS. DESIGN. K.I.S.S. DESIGN. “One bank is currently claiming to … ‘levera g e its g lobal foot p rint to p rovide effective financial solutions for its customers b y p rovidin g a g atewa y to diverse markets .” “I assume that it is just saying that it is there to ‘help its customers wherever they are’.” wherever —Charles Handy EXCELLENCE. EXCELLENCE. SYSTEMS. SYSTEMS. DESIGN. K.I.S.S. DESIGN. “Between the local people and the top [of FEMA] seem to be about seven or eight layers of people who need to get a life.” —Mayor Bill White, Houston 450/8 450/8 "A business unit strategy should be less than fifty pages long and should be easy to understand. Its essence should be describable in one page ... If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan.” — Larry Bossidy “Seek honest, minimalist management. Look for companies run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. If management can’t explain the business in plain English, move on to another firm. If you see phrases like ‘creating knowledge­based value in emerging markets’ … someone is trying to pull the wool over your eyes, you lazy Fool. Run.” —Seth Jayson, “Stocks for the Lazy Investor,” The Motley Fool First Steps: “Beauty Contest”! 1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/Sucks; 10 = Work of Art] on four dimensions: Beauty. Grace. y. Grace Clarity. Simplicity. Clarity. Simplicit 3. Re­invent! 4. Repeat, with a new selection, every 15 working days. EXCELLENCE. EXCELLENCE. SYSTEMS. SYSTEMS. DESIGN. K.I.S.S. DESIGN. “I wanted GE to operate with the wanted speed, informality, and open communication of a corner store. Corner stores often have strategy right. With their limited resources, they have to rely on laser-like focus on doing one thing very well.” —Jack Welch/ Fortune/04.05 thing Run It R un It off a Blackber r y! Lee’s Rule: EXCELLENCE. EXCELLENCE. NEW VALUE NEW EQUATION. EQUATION. NEW “C-levels”. R C *Chief Revenue R evenue O* Officer C X O* *Chief e X per ience Off icer C DM * C F O* *Chief Festivals Officer PI* C *Chief Portal Impresario C C O* *Chief C onversations Officer C L O* *Chief Lovemark Officer L ovemark C S O* *Chief S eduction Officer C ST O* *Chief Stor ytelling Officer S tor D C *Chief Design D esign O* Officer ta C O* *Chief talent acquisition Officer talent fa C O* *Chief freaks acquisition Officer freaks Q C O* *Chief quest-meister quest-meister T C O* *Chief Thr ills Officer T hr TR C O* *Chief Transcendence Officer T ranscendence W C *Chief WOW Officer W OW Officer O* ! C *Chief O* ! Officer EXCELLENCE. WHAT MATTERS. WHAT “What Isn’t What Matter Is What Matters” Matters” —section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell VA “Teaching Moment” “ Andy pointed to a molding, about halfway up the wall …” VALUE ADDED #4 ADDED To The Mat: The “5 Damn Its” Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. not. not. Yet. Done. women. women. BOOMERS. GEEZERS. women. OOMER . Amazon Reviewer: “‘Trends’ [TP-MB book] is old news!” (1 of 5 stars) TP: “Repeating it doesn’t make it It ain’t old if it hasn’t been implemented!” implemented ‘old.’ What the hell do W hat the hell do I have to do to make my point? Tom Peters/10.10.2006 The Copenhagen (Self) Pact re “This Topic”: The *Early! *Loud! *Repetitive! *Aggressive! *Unfriendly!/rude!/ insulting! women. women. Women’s Trifecta+ Women’s *Buy *Wealth *Lead +ECLIPSE OF MALES Women’s Trifecta+ Women’s *Buy/all *Wealth/all *Lead/ better better +Eclipse of males/whoops +Eclipse (Retire-old/Poorly educated-young) 1. Women’s CONSUMER GOODS purchases. 1. purchases 2. Women’s COMMERCIAL GOODS purchases. 2. purchases 3. WOMEN ARE THE MARKET. Not an “initiative.” ARE Not 4. Women-owned BUSINESSES (absolute #s, 4. Women acceleration, relative growth). 5. Women’s “brand” of LEADERSHIP SKILLS. SKILLS. 6. women’s strengths match needs of the new match “value-added ladder” 7. Women’s DRAMATICALLY INCREASING-commanding WEALTH—absolute, relative. (Jobs. Longevity. (Jobs. WEALTH—absolute, Education. Entrepreneurial. Decline of BOYS. Retirement of MEN/Senior MEN.) 8. DEMOGRAPHIC TSUNAMI. WOMEN. Women as 8. DEMOGRAPHIC TSUNAMI WOMEN. solo HEADs-OF-HOUSEHOLD. THE WOMaNBOOMER-GEEZER. LOoooNG-TERM PHENOMENON. Global phenomenon. 9. SPEED of “change.” mother of all “megatrends.” SPEED 1. Participation rate/2 of 3 new jobs, last Participation rate/2 30 years. 2. Male workforce departures/SENIOR male departures workforce departures. 3. Shrinking pay gap/same jobs. 3. Shrinking pay 4. More senior positions. Greater decisionmaking/expenditure/org design authority. authority More line jobs. 5. Female solo head-of-household growing. 5. solo 6. Longevity. 6. Longevity 7. Education. 7. Education 8. More effective money management. 8. money management Not. Yet. Done.* Not. Loyalty programs: M F “Difference” = Yawning gap (173+ degrees) Forced to do it: eg a division aimed at Bomer Women … Exclusively. Just say no to “trickle up”: Why have the 5% chase the 95%?) Just Men think they’re doing their share (helping, sure, but the buck Men stops with her); busy, busy, busy—think Jim’s Group) stops New forms of living together, playing together as aging proceeds New (“commune”, Beacon Hill Assn, telemedicine, etc, etc, etc.) (“commune”, “Grab ‘em early & keep ‘em”: Total Unmitigated Crap (TP: 100% brand switch. 100%.) “They didn’t take it seriously” —German bank exec, Bonn, F This is not a $%^&ing “program.” This is “NEW Life 101.” This is Soooo Big it Staggers the Imagination. (Will be paramount “trend” for 20 years.) *The Copenhagen Pact Boomers. Boomers. geezers. Boomers’-Geezers’ Trifecta Boomers’-Geezers’ *Buy/all *Wealth/all *time left/ lots lots Boomers’-Geezers’-Womens’ Trifecta+ Boomers’-Geezers’-Womens’ *Buy/all *Wealth/all *time left/ lots lots *Eclipse of males/retire-die *Eclipse not. not. Yet. Done. Just Say “No” (!): Just Launch an “Initiative Objections Ob Don’t believe the DATA Don’t believe the ENORMITY of the opportunity Don’t believe the UBIQUITY of the opportunity Think they “GET IT” See it as an “Initiative” Flies in the face of CONVENTIONAL MARKETING WISDOM Don’t see it as … THE ESSENCE OF STRATEGIC POSITIONING Fail to understand-TAKE FULL ADVANTAGE “Everything must be Fail changed” (It’s a “Culture” issue) changed” Look at it analytically; miss the need for OBSESSION Subconsciously threatened!!?? Occasion to make JOKES You either believe You “all this.” Or don’t. * O r don’t. *No middle ground at the level of Extreme Commitment I’m suggesting Don’t “get D on’t “get it” = Stupid * E-nor-mous E-nor-mous Strat-eg-ic Strat-eg-ic pp-or-tun-ity pp-or-tun-it Amazon Reviewer: “‘Trends’ [TP-MB book] is old news!” (1 of 5 stars) TP: “Repeating it doesn’t make it It ain’t old if it hasn’t been implemented!” implemented ‘old.’ EXCELLENCE. EXCELLENCE. NEW MARKETS. ENORMOUS. ENORMOUS. OPPORTUNITIES. OPPORTUNITIES. “ Idiot” is too kind a word. “ That’s a very diverse* team.” —Patrick Cescau, CEO, Unilever** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) **Approximately 85% 85 of Unilever’s products are purchased by … women. “That’s a VERY diverse team.” —Patrick Cescau, CEO, Unilever* ** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) **Approximately 85% of Unilever’s products are purchased by … women. “That’s a VERY sick man.” —Tom Peters “ Idiots” is too kind a word. Weenie of W eenie of the year, 2006 ???????? 6/44 & EXCELLENCE. FOUND. FOUND. DUH. “To be a leader in To consumer products, it’s critical to have leaders who represent the population we serve.” population —Steve Reinemund/PepsiCo “EXCELLENCE.” EXCELLENCE.” AARGH. AARGH. 2005 G ood Thinkin g , Gu y s! “Kodak Sharpens Digital Focus “Kodak On Its Best Customers: On Women” Women” EXCELLENCE. OPPORTUNITY. OPPORTUNITY. ENORMOUS. WOMEN. Just Say No. Just Men M en “Women are the majority the market” —Fara Warner/The Power of the Purse ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Vacations Houses … 91% D.I.Y. (major “home projects”) … 80% D.I.Y. Consumer Electronics … 51% (66% home computers) Consumer Cars … 68% (90%) Cars All consumer purchases … 83% consumer purchases 83% Bank Account … 89% Bank Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80% Women Women Household spending: 80% 80% Investment decisions: 53% 53% Home improvement purchase decisions: 80% 80% New cars: 60%+ 60%+ Computers: 60% 60% Managers and professionals, overall: 51% 51% New businesses started: 70%* (*Women-owned 70% businesses as a share of all new businesses: Employee growth, 3X; Sales growth, 4X.) Source: Marti Barletta, PrimeTime Women (2007) USA/F.Stats: Short ’n (Very) Sweet >50% of stock ownership, $13T total wealth (2X in 15 years) >$7T consumer & biz spending (>50% GDP; > Japan GDP); >$7T >80% consumer spdg (Consumer = 70% all spdg) 57% BA degrees (2002); = ed & social strata, no wage gap 57% 60% Internet users; >50% primary users of electronic equipment >50% biz trips WimBiz: Employees > F500; 10M+: 33% all US Biz Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The The Power of the Purse Women > 50% of Household Income in >50% of households. In 48% of the 55% of households/married couples, women provide >50% of income. 27% of households are headed by a single female. 75% of married female execs with the rank of VP or above out earn their spouse. Women control 51% of private wealth in the U.S.; head 40% of households with >$600K assets; 47% of market investors are women. women. Major Credit Union: pre Y2K, modal customer was 53-year-old family Major man; today, 46-year-old single working woman. man; Commercial: 51% purchasing managers are women. Women make >80% consumer purchases; businesswomen make >90% Women of household purchasing decisions. Women: 70% of travel decisions; purchase 57% of consumer electronics; write 80% of personal checks; purchase >50% of cars (primary influence >80%). purchase Source: Don’t Think Pink: What Really Makes Women Buy—and How to Increase Your Share of This Crucial Market, Lisa Johnson & Andrea Learned 1970-1998 1970-1998 Men’s median income: +0.6% Women’s median income: Women’s + 63% 63% Source: Martha Barletta, Marketing to Women Commercial Purchasing Power Purchasing mgrs. & agents: 51% Purchasing 51% HR: >>50% HR: >>50% Admin officers: >50% Admin >50% Source: Martha Barletta, Marketing to Women 91% 91 women: ADVERTISERS “DON’T UNDERSTAND US.” UNDERSTAND .” (58% “ANNOYED.”) (58% Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women) “The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women Thanks, Thanks, Marti Barletta! Marti Barletta The Perfect Answer J ill and J ack buy slacks in black… “She knows more about the [Volvo] than the salesman who greets her at the door. But how is she treated? As if she has a low IQ , is slightly hard of hearing , and really low hard has no right to be buying a luxury car; and if she brought a male friend with her, odds are 10:1 that the clueless salesperson spent most of his time speaking to him .” —Selling to Men, Selling speaking to Women, Jeffery Tobias Halter EVEolution: EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold EVEolution: Truth No. 1 Connecting Your Connecting Female Consumers to Each Other Connects Them to Your Brand Them “The ‘Connection Proclivity’ in The 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.’ ” boy EVEolution Week #8: testosterone time!* time! *Louann Brizendine, Neuropsychiatrist, The Female Brain. Week #8/Testosterone surge kills: communication cells; grows: sex & aggression cells. Also/E.g.: 10X to 20X, F eye contact/look for emotional signals by 3 months. Later: F, more sentences that begin with “Let’s …”; more likely to take turns “Women speak and hear a language Women of connection and intimacy, and men connection intimacy speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and information establish status and show independence. Women inde communicate to create relationships, relationshi encourage interaction, and exchange interaction and feelings.” feelin .” —Judy Rosener, America’s Competitive Secret “Women don’t buy They join them.” join brands. EVEolution The TRANSACTION Model Selling to men: The RELATIONAL Model Selling to Women: Source: Selling to Men, Selling to Women, Jeffery Tobias Halter Editorial/Men: Tables, rankings.* Editorial/Men Tables, Editorial/Women: Narratives that cohere.* Narratives *Redwood (UK) Purchasing Patterns Women: Harder to convince; Harder more loyal once convinced. more Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women “The ‘Connection Proclivity’ in The 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.’ ” boy EVEolution “Women speak and hear a language Women of connection and intimacy, and men connection intimacy speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and information establish status and show independence. Women independence communicate to create relationships, relationships encourage interaction, and exchange interaction and feelings.” feelings.” —Judy Rosener, America’s Competitive Secret “A woman can effortlessly speak 6,000 to 8,000 words a day, use an additional 2,000­3,000 vocal sounds and 8,000­10,000 gestures and body signals. A man utters 2,000­4,00 words, 1,000­2,000 vocal sounds and makes 2,000­ 3,000 body language signals. In other words, women communicate three times more than men.” —Barbara and Allan Pease (from Selling to Men, Selling to Women, Jeffery Tobias Halter) 2.6 vs. 2.6 vs. 21 21 “Women come out better on almost every count as on investors … They are less likely to investors hold a losing investment too long, and less likely to wait too long to sell a winner; they’re also less likely to put too much money into a single investment or to buy a reputedly hot stock without doing sufficient research.” Source: The Merrill report: “When It Comes to Investing, Gender A Strong Influence on Behavior.”/Atlantic 1. Men and women are different. 1. 2. Very different. 3. VERY, VERY DIFFERENT. 3. VERY, 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. 6. WOMEN 7. Women’s Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY 9. MEN CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1. No. P-l-e-a-s-e Read … Fara Warner: The Power of the Purse Purse Cases! Cases! Cases! Cases! McDonald’s (“mom-centered” to “majority consumer”; not via kids) Home Depot (“Do it [everything!] Herself”) P&G (more than “house cleaner”) DeBeers (“right-hand rings”/$4B) DeBeers AXA Financial Kodak (women = “emotional centers of the household”) Nike (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want “friends,” not a blond stereotype) Source: Fara Warner/The Power of the Purse Fara “To help revive the company’s sales To and profits, McDonald’s shifted its McDonald’s strategy toward women from one of ‘minority’ consumers who served as a conduit to the important children’s market to one in which women are the majority consumers and the main ma drivers behind menu and promotion drivers innovation.” —Fara Warner, The Power of the Purse innovation.” Faith, Lys, Marti, Fara … Targeting the New Professional Woman: How to Market and Sell to Today’s 57 57 Million Working Women Million —Gerry Myers “Goldman Sachs in Tokyo has developed an Goldman Tokyo index of 115 companies poised to benefit from women’s increased purchasing power; from over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” —Economist, April 15 rise EXCELLENCE. OPPORTUNITY. OPPORTUNITY. WOMEN BUSINESS OWNERS. 0.6 1 “The growth and success of women­owned businesses is one of the most profound changes taking place in the business world today.” — Margaret Heffernan, How She Does It U.S. firms owned or controlled by Women: 10.6 U.S. million (48% of all firms) million Growth rate of Women-owned firms vs all firms: 3X 3X Rate of jobs created by Women-owned firms vs all Rate firms: 2X firms: 2X Ratio of total payroll of Women-owned firms vs total Ratio for Fortune500 firms: >1.0 for >1.0 Ratio of likelihood of Women-owned firms staying in Ratio business vs all firms: >1.0 business >1.0 Growth rate of Women-owned companies with Growth revenues of >$1,000,000 and >100 employees vs all firms: 2X firms: 2X Source: Margaret Heffernan, How She Does It 94% 94 of loans to … of women* women *Microlending; “Banker to the poor”; Grameen Bank; Muhammad icrolending; Yunus; 2006 Nobel Peace Prize winner Yunus; WOMEN. WOMEN. DOMINATE. ECONOMIC. GROWTH. GROWTH. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14 “Economic Growth Is Driven by … Women.” —Headline, Economist, April 15, 2006, Leader, page 14 Economist “Since 1970, women Since 1970 women have held two out of two every three new jobs created.” jobs —FT, 10.03.2006 “Forget China, India and the et Internet: Economic Growth Is Driven by Internet: Women.” [Headline.] “Even today in the modern, developed world, Women surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents’ old age. Yet it is time for parents to think again. Girls may now be a Girls better investment.” “Girls get better grades in school than boys, and in most better developed countries more women than men go to university. Women will Women thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. … And women are more likely to provide sound count advice on investing their parents’ nest—e.g.: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades. Those women have Those contributed more to global GDP growth than have either new technology or the the new giants, India and China.” new Source: Economist, April 15, Leader, page 14 Continuing on page 73: “A Guide to Womenomics: The Guide Future of the World Economy Lies Increasingly in Future Female Hands.” (Headline.) More stats: Around the globe since 1980, Female women have filled “two new jobs for everyone taken by a man.” “Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors.” Re consumption, Goldman Sachs in Tokyo has developed an index of 115 Re companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in “Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” A couple of final by assertions: (1) It is now agreed that “the single best investment that can be made in the developing world” is educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the U.S., have the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have the lowest fertility rates. Source: Economist, April 15, page 73 Q: No. 1 contributor to No. developing country economic improvement? A: More education for women. More Source: Many* (*On a related note, eBay founder Pierre Omidyar Source: and his wife just gave $100M to Tufts—its biggest gift ever—to support micro-lending; women typically are support the recipients of 90% of micro-loans because they use the $$$ more productively than men.) “Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” —Economist, April 15 of Repeat: Repeat: Impact! Add It Up! Primary markets/Everything (“Men buy things that other men will buy for women. I buy things that women want.”— successful jeweler/F. “Women are the majority market” —Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.) Greater global workforce participation Greater rate (“bigger contributor to GDP growth than technology, China, rate India”—Economist) Higher wages (more seniority, promotions—even if not to CEO; greater pay equity—even if not equal) Business “decision makers” (more seniority, promotions—even if not to CEO) Women-owned businesses (answer to the Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing world) 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women’s work force participation rates have soared worldwide. Women are closing in on “same pay for same job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s leadership strengths are exceptionally well Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & value­added imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. So what exactly is … the point of men? what exactly is the point of men “One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” — thought Aude Zieseniss de Thuin, Financial Times, 10.03.2006 New World, New “Girl Power”? New “Not long ago I was talking with a group of girls at Greenfield High, in northern New Jersey, about Mary Pipher’s bestselling book, Reviving Ophelia. … The girls’ reaction to Ophelia was one of confusion. They disagreed with the book’s premise—that girls are robbed of vitality and self­esteem as they enter adolescence. According to Pipher, our sexist society causes girls ‘to stifle their creative spirit and natural impulses, which ultimately destroys their self­esteem.’ ‘Who are the girls in this book?’ asked Sarah, a Greenfield sophomore. ‘I mean, I feel sorry for them, but they’re pretty much losers. We’re not at all like them.’ From what I could see, she was right. The girls I met were vital. They appeared more confident than many of the boys. They had not ‘lost their voice.’ … They neither feared competition from boys nor the consequences of out­performing them.” —Dan Kindlon, Alpha Girls COROLLARY. EXCELLENCE. WOMEN. WOMEN. RULE. “AS AS LEADERS, WOMEN RULE: RULE New Studies find that female managers outshine their male counterparts in almost every measure” Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor Imperatives interactive-collaborative leadership style [empowerment beats top-down decision making]; [empowerment sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional victory, favor feedback; value technical & interpersonal skills, individual & group contributions equally; readily individual accept ambiguity; honor intuition as well as honor pure “rationality”; inherently flexible; appreciate cultural diversity. —Judy B. Rosener, cultural America’s Competitive Secret: Women Managers Women’s Negotiating Strengths Women’s *Ability to put themselves in their *Ability counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch” New (4 of 7) Value-added “Ladder”: New Plays to Women’s Inherent Strengths! Lovemark/F Dreams Come True/F Spellbinding Experiences/F Gamechanging Solutions/F Services/F Goods/M Raw Materials/M “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 Selling Women Can Outsell Men, Nicki Joy & Susan Kane-Benson Women The Core Argument: Women [Ought to] Rule! The 1. We are in a War for Talent. 2. The war will intensify. 3. There is a severe shortage of effective leaders at all levels. 4. Women are under-represented in our leadership ranks at or near the top. 5. Women and men are different; “new science” reinforces this view. 6. Women’s strengths match the New Economy’s leadership needs—to a striking degree. 7. Women are also the principal purchasers of goods and services—retail and commercial. 8. Ergo, women are a large part of “the answer” 8. to the War for Talent/leadership shortage issue/opportunity. EXCELLENCE. OPPORTUNITY. OPPORTUNITY. ENORMOUS. BOOMERS. GEEZERS. “ Idiots” is too kind a word. Stupid Fr*&^ing Idiot-Marketers! Stu “Critics describe evening news in unflattering terms— They’re old! They’re They’re set in their ways! They won’t buy iPods!” Source: Advertising Age, 05.08.06 ??????????? ??????????? ??????????? ???? “Gen Y Sits on Top of Consumer “Gen Food Chain: They’re savvy shopper with money and influence” —Headline, USA with Just Say No. Just 1 8­ 44 Subject: Marketers & Stupidity Subject: “IIt’s 18-44, t’s stupid!” stupid!” Subject: Marketers & Stupidity Subject: Or is it: “ 18­44 is stupid, stupid!” “One particularly puzzling category of youth­obsession is the highly coveted target of men 18­34, and it’s always referred to as ‘highly coveted category.’ Marketers have been distracted by men age 18­34 because they are getting harder to reach. So what? Who wants to reach them? Beyond fast food and beer, they don’t buy much of anything. … The theory is that if you ‘get them while What What nonsense!” nonsense they’re young, they’re yours for life.’ —Marti Barletta, PrimeTime Women 2000-2010 Stats 18-44: -1% -1% 55+: +21% (55-64: +47%) BoomerBucks! BoomerBucks! Boomer turns 50: every 7 seconds. 2009: majority of U.S. households headed by someone over 50. 2006­2016: U.S. population up 22.9 million; 22.1 million in over­50 group. 2006: 1 in 5 adults is F, over 50. Women between 50­70 who are single: 35%. Age 45­54: highest average income, $59, 021 (national average is $42,209). FASTEST GROWING INCOME CATEGORY: WOMEN, 55­64 (4X men in same category). Women, age 60­64: 50% still in workforce. Highest net worth: families, 55­64 ($182,000). People over 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. Next 2 decades: BOOMERS WILL INHERIT $14 TRILLION­$25 TRILLION (“largest intergenerational transfer of wealth in history”). —Marti Barletta, PrimeTime Women —Marti PrimeTime 55-64 vs 25-34 E.g.: New cars & trucks: 20% more spending. Meals at full-service restaurants: +29%. Airfare: +38%. Sports equipment: +58%. Motorized recreational vehicles: +103%. Wine: 113%. Maintenance, repairs and home insurance: +127%. Vacation homes: +258%. Housekeeping & yard services: +250% to +500%. Source: Marti Barletta, PrimeTime Women Average # of cars purchased per household, “lifetime”: 13 13 Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women 50+ 50+ $7T wealth (70%)/ $2T annual income $2T 50% all discretionary spending 79% own homes 40M credit card users 41% new cars/48% luxury cars $610B healthcare spending/ 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old “Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.” —Marti Barletta, some PrimeTime Women Median Household Net Worth Median <35: $7K 35-44: $44K 45-54: $83K 55-64: $112K 65-69: $114K 70-74: $120K >74: $100K Source: U.S. Census “New Customer Majority” * Majority” 44-65: *45% larger than 18-43; 60% larger by 2010 “The New Customer Majority The is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” thousands —David Wolfe & Robert Snyder, Ageless Marketing “Marketers attempts at Marketers reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.” understood —Peter Francese, founding publisher, American Demographics Possession Experiences /“Desires Possession for things”/Young adulthood/to 38 things Catered Experiences/ “Desires to be “Desires served by others”/Middle adulthood served Being Experiences/“Desires for /“Desires transcending experiences”/Late experiences”/Late adulthood adulthood Source: David Wolfe and Robert Ageless Marketing Ageless “Older people have an image problem. As a culture, we’re conditioned toward youth. … When we think of youth, we think ‘energetic and colorful;’ when we think of middle age or ‘mature,’ we think ‘tired and washed out.’ and when we think of ‘old’ or ‘senior,’ we think either ‘exhausted and gray’ or, more likely, we just dont think. … The The financial numbers are absolutely inarguable—the Mature Market has the inarguable the money. Yet advertisers remain astonishingly money indifferent to them. …” —Marti Barletta, PrimeTime Women “Baby-boomer Baby-boomer Women: The Women The Sweetest of Sweet Spots for Marketers” Marketers” —David Wolfe and Robert Snyder, Ageless Marketing “WOMAN of the Year: She’s the most powerful consumer in America. And as she starts in to turn sixty this month, the sixty affluent baby boomer is doing what she’s always done— redefining herself.” —Joan Hamilton, Town & Country, JAN06 “Sixty Is the New Thirty” Thirty —Cover/AARP —Cover/ “‘Age Power’ will “‘ rule the 21st century, and we rule are woefully unprepared.” are Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old “Road Signs of the Times: Creating an easier-to-read typeface for aging drivers” —The New York Times BONUS. BONUS. EXCELLENCE. EXCELLENCE. OPPORTUNITY. OPPORTUNITY. ENORMOUS. SINGLE-PERSON SINGLE-PERSON HOUSEHOLDS. HOUSEHOLDS. Fastest growing demographic: Single-person Households (>50% in Households London, Stockholm, etc) Source: Richard Scase % of homes purchased by single women: 1981, 10%;2005, 20% % of homes purchased by single men: 1981, 10%; 2005, 9% Source: USA Today/02.15.06 Women PURCHASERS. Women Women business owners. WOMEN WEALTH CONTROLLERS. WELL-PAID WOMEN WORKERS. WOMEN LEADERS. Boomer-Geezer PURCHASERS. BOOMER-GEEZER WEALTH BOOMER-GEEZER CONTROLLERS. CONTROLLERS. Single-person HHs (Urban) BONUS. BONUS. EXCELLENCE. OPPORTUNITY. ENORMOUS. GENERIC DEMOGRAPHIC GENERIC TSUNAMI. (UNPRECEDENTED IN HISTORY.) (UNPRECEDENTED Demographic Upheaval! Demographic 1/1/2008: 60% of the Prime Work Force 60% (“boomers”), mostly white males, will be able to retire—at a rate of 10,000 10,000 per day. As of 2005: 75% of people entering the workforce 75% are women and minorities. As of 2008, they will “flood the management ranks” as the “flood PWF retires. Programs for recruiting women and minorities with the necessary intensity: mostly AWOL. Selling to Men, Selling to Women, Jeffery Tobias Halter not. not. Yet. Done. What the hell do I W hat the hell do I have to do to make my point? Tom Peters The Copenhagen (Self) Pact re “This Topic”: The *Early! *Loud! *Repetitive! *Aggressive! *Unfriendly!/rude!/ insulting! Women’s Trifecta+ Women’s *Buy/all *Wealth/all *Lead/ better better +Eclipse of males/whoops +Eclipse (Retire-old/Poorly educated-young) Boomers’-Geezers’ Trifecta Boomers’-Geezers’ *Buy/all *Wealth/all *time left/ lots lots Boomers’-Geezers’-Womens’ Trifecta+ Boomers’-Geezers’-Womens’ *Buy/all *Wealth/all *time left/ lots lots *Eclipse of males/retire-die *Eclipse Just Say “No” (!): Just Launch an “Initiative You either believe You “all this.” Or don’t. * O r don’t. *No middle ground at the level of Extreme Commitment I’m suggesting Don’t “get D on’t “get it” = Stupid * E-nor-mous E-nor-mous Strat-eg-ic Strat-eg-ic pp-or-tun-ity pp-or-tun-it Amazon Reviewer: “‘Trends’ [TP-MB book] is old news!” (1 of 5 stars) TP: “Repeating it doesn’t make it It ain’t old if it hasn’t been implemented!” implemented ‘old.’ VALUE ADDED #5 ADDED EXCELLENCE. INNOVATE. OR. DIE. DIE. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately Only the constant pursuit of innovation can ensure long-term success.” long-term render them obsolete. —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and dealmaking. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on But in his GE, the new imperatives are risknew taking, sophisticated histicated marketing and, above all, marketin innovation.” —BW/2005 innovation the old ways. More than $$$$ #1 R&D spending, last 25 years? GM GM New Economy?! Genentech09, Genentech09, Amgen09 Amgen09 > Merck09 (70K-3/394B-5) Pathet P athet ic ! “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for Buy a very large one and just wait.” and myself?’ The answer seems obvious: —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics “Forbes100” from 1917 to 1987: 39 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly underperformed the market; under 2 just (2%), GE & Kodak, GE Kodak outperformed the market from out 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 Korea: Welcome to the “Club of Shattered Dreams.” Of Korea’s Top Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of half Korea’s 30 largest conglomerates.” Source: KET Issue Report, Kim Jong Nyun “TOO BIG TO TOO GROW: Why Wall GROW: Street has soured on many of corporate America’s most admired and feared companies” and —headline, Newsweek, 0313.06 Market Share, Anyone? — 240 industries: MarketMarketshare leader is ROA leader 29% of the time 29% — Profit /ROA leaders: “aggressively weed “aggressively out customers who generate low returns” Source: Donald V. Potter, Wall Street Journal Rate of Leaving F500 1970-1990: 4X 4X Source: The Company, John Micklethwait & Adrian Wooldridge (1974-200: One-half biggest 100 disappear) Headhunter “Excellence”? (CEO Performance vs S&P 500) Korn Ferry/Tom Neff: +1.1% Korn +1.1% Heidrick & Struggles/ Heidrick Gerry Roche: -5.2% -5.2% “I don’t believe in economies of You don’t get better by being bigger. You get worse.” worse scale. —Dick Kovacevich/Wells Fargo “The slumping giant needs to put But size remains a handicap.” handica more pep in its funds. … —Fortune on Fidelity Fidelity Magellan/1128.05 (“There’s a practical limitation to running a fund of that size.”—Chris Traulsen, analyst, Morningstar) Scale? “Microsoft’s Struggle With Scale” Scale” —Headline, FT, 09.2005 “Troubling Exits at Microsoft” Exits —Cover Story, BW, 09.2005 “Too Big to Move Fast?” —Headline, BW, 09.2005 “[Dell’s] predicament may be intractable. Dell remained slavishly loyal to its core idea of ultra­efficient supply­chain management and direct sales to customers, even as rivals have stepped up their game. … Instead of adapting, critics say, Dell cut costs in ways that compromised customer service and, possibly, product quality.” —BW, 0904 “They’re a one­trick pony. It was a great trick for over 10 years.” —tech exec/BW “Dell’s culture is not inspirational or aspirational. This is when they need to be imaginative, but [Dell’s] culture only wants to talk about execution.” —Geoffrey Moore “There are some organizations where people think they’re a hero if they invent a new thing. Being a hero at Dell means saving money.” —Kevin Rollins, CEO “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 “Not a single company that Not qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, acquisition comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/Time/2004 “After Sprint and Nextel Merge, After Customers and Executives Leave: Combining Wireless Giants Multiplies Their Problems as They Slip Behind Rivals” Slip —Headline, p1, WSJ, 1011.06 (Boston Globe Sunday, 10.08, WSJ 1011.06 on how much too much Boston Scientific paid for Guidant) on “Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes but I’m not sure we’re actually innovating. … Our challenge is to innovating money, take nanotechnology into the future, to do personalized medicine …” —Jeff Immelt/2005 “Since 2003 companies acquired in LBOs borrowed $70 billion to pay dividends to their LBO owners. Can this business model succeed? I don’t think so.” —Barton Briggs, “The Global Investor,” Forbes There’s “A” “ A” and then there’s “A.” “A.” Winning the Merger Game Is Possible --Lots of deals --Little deals --Friendly deals --Stay close to core competence --Strategy is easy to understand Source: “The Mega-merger Mouse Trap”/Wall Street Journal/02.17.2004 / David Harding & Sam Rovit, Bain & Co./re Comcast-Disney “Conglomerates Conglomerates don’t work.” don’t —James Surowiecki, The New Yorker “Acquisitions are about buying market share. Our challenge is to create markets. There create is a big difference.” —Peter Job, former CEO, Reuters Free at Last: Most Recent Chapter in a Long-running Saga Freescale Freescale Semiconductor* Semiconductor *$16B Spinoffs Spinoffs systematically perform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble” entrepreneurial, —Jerry Knight/ Washington Post/ 08.05 No “last word” No S&P Stability Ratings* 1985 2006 Low Risk 41% 13% Average Risk High Risk 24% 35% 35% 14% 73% *Likelihood of stable longterm earnings growth Source: Fortune (2 October 2006) No “Last word” “Last models. Period. Period. U.S. Steel U.S. Ford Ford GM GM IBM Macy’s Sears Microsoft? Dell? Wal*Mart? “Seeking Growth in Urban Areas, Wal*Mart Gets Cold Shoulder” —WSJ (09.25.06) Shoulder” EXCELLENCE. INNOVATION. INNOVATION. THE REAL STORY. To The Mat: The “5 Damn Its” Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION ABOUT IS WRONG MESSY M ESSY RULES: DEAL RULES: WITH IT; WITH LIMITS TO LIMITS “STRATEGY” “STRATEGY” The Mess Is the Message! Period! “Recently I asked three corporate executives what decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.” —Russell Ackoff (from Henry Mintzberg, The Rise and Fall of Strategic Planning) The Perils of Conservatism/ The Industry Leadership “ ‘Good management’ was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms industries. 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.” lost —Clayton Christensen, The Innovator’s Dilemma “A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” —Jim Utterback, Mastering the Dynamics of Innovation The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States —Charles Beard (1913) The Box: How the Shipping Container Made the World Smaller and The the World Economy Bigger —Marc Levinson the Tube: The Invention of Television —David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill Jonnes and The Soul of a New Machine —Tracy Kidder Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox The Blitzkrieg Myth —John Mosier Lessons Need-driven A thousand “parents” Messy Evolutionary “Trivial” Relentless Experimentation Trial & many, many eRRORs Trial many, “Real heroes” seldom around when the battle is won Loooong time for systemic adaptation/s (many innovations) (bill of lading, standard time) Not … “Plan-driven” The product of “Strategic Thinking/Planning” The product of “focus groups” Get mad. Do Get something about it. Now. Now. “A man of great mediocrity.” —General George Patton about General Omar Bradley …… “A third-rate general. He never General did anything or won any battle that any other general could not have won as well or better.” —General Omar could Bradley about Sir Bernard Montgomery …… “If you want to end Bradley the war in any reasonable time, you will have to remove Ike’s hand from the control of the land battle.” —Sir Ike’s Bernard Montgomery about General Dwight Eisenhower …… “One Bernard thing that might help win this war is to get someone to shoot King.” —General Dwight Eisenhower about Admiral Ernest shoot King …… “Eisenhower, though supposed to be running King the land war, is on the golf links at Rhiems—entirely detached and taking practically no part in running the war.” —Sir Alan Brooke …… “If the unhelpful British attitude war.” —Sir continues, then I shall go home.” —General Dwight continues, Eisenhower Eisenhower Source: David Irving, The War Between the Generals: Inside the Allied High Command Fooled by Randomness: The Randomness The Hidden Role of Chance in Life and the Markets the —Nassim Nicholas Taleb “This book is about luck disguised and perceived as non­luck (that is, skills) and more generally randomness disguised and perceived as non­randomness. It manifests itself in the shape of the lucky fool, defined as a person who benefited from a disproportionate share of luck but attributed his success to some other, generally precise reason.” “We underestimate the share of randomness in just about everything, a point that might not merit a book—except when it is the specialist who is the fool of all fools.” “Mild success can be explainable by skills and labor. Wild success is attributable to variance.” Source: Fooled by Randomness: The Hidden Role of Chance in Life and the Markets —Nassim Nicholas Taleb “ We are in a brawl with no r ules.” —Paul Allaire S.A.V. S.A.V. Axiom: “We are in a brawl with no rules.” (PA) no Implication: “The world will not be kind to those who ‘play by the rules’.”* (TP) the Strategy: S.A.V./R.F.A. (RP/TP+) S.A.V./R.F.A. *Axiom: The microprocessor plays by the rules. What “We” Know “For Sure” About Innovation Big mergers [by & large] don’t work Scale is over­rated Strategic planning is the last refuge of scoundrels Focus groups are counter­productive “Built to last” is a chimera (stupid) Success kills “Forgetting” is impossible Re­imagine is a charming idea “Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox­like brains) “Tipping points” are easy to identify … long after they will do you any good “Facts” aren’t All information making it to the top is filtered to the point of danger and hilarity “Success stories” are the illusions of egomaniacs (and “gurus”) If you believe the memoirs of CEOs you should be institutionalized “Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing “Top teams” are “Dittoheads” CEOs have little effect on performance “Expert” prediction is rarely better than rolling the dice First-level Scientific Success: Success: Beyond Brains First-level Scientific Success The smartest guy in the room wins” Or … First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”) Passion Energy Relentlessness (Grant-ian) Enthusiasm Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (“gets” the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (“ground up more pig brains”) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (“Work-life balance”? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck Blitzkrieg? Blitzkrieg? Case: Reality Germans cross Meuse into France. Whoops: French intelligence completely drops the ball. (Loses track of the Germans—no kidding.) Germans keep advancing; outrun supply lines; no land-air co-ordination. Hitler orders advance stopped. General never gets the word. General marches to Paris, virtually unopposed. Germans shocked. After the fact, Germans label it “Blitzkrieg.” Case: Lessons Learned Do something. Get lucky. Get Attribute luck to superior planning. Attribute Get medals. Mintzberg+ Mintzberg+ “Apparently our society, not unlike the Greeks with their Delphic oracles, takes great comfort in believing that very talent ‘seers’ removed from the hurly­burly world of reality can tell foretell coming events.” —Len Sayles/Columbia “Recently I asked three corporate executives what decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.” —Russell Ackoff (from Henry Mintzberg, The Rise and Fall of Strategic Planning) “The most thoughtful and articulate strategies tend to come from big banks. But their actual results seldom bear that out. When you walk the streets and look at what’s happening, the gap between strategy and execution becomes obvious. We have to see with our own eyes what customers are experiencing.” —Thomas Brown, CEO, Second Curve Capital [hedge fund] , on their annual “branch hunt” “Mr Brown’s favorite experience came at a Chase branch where he opened a checking account. When a Chase employee asked where he currently did business, he said he was a Citibank customer. ‘I’m surprised you want to switch,’ she replied matter of factly, ‘I have my account at Citibank.” —Bill Taylor, “Get Out of That Rut and Into the Shower,” NYT, 0813.06 “Nothing is more dangerous in war than theoreticians.” —Marshall Petain Source: John Mosier, The Blitzkrieg Myth, ,“War as Pseudoscience: 1920-1939” The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States —Charles Beard (1913) The Box: How the Shipping Container Made the World The Smaller and the World Economy Bigger —Marc Levinson Smaller Tube: The Invention of Television —David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill Jonnes and The Soul of a New Machine —Tracy Kidder Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox The Blitzkrieg Myth —John Mosier Utterback+ Utterback+ “A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” —Jim Utterback, Mastering the Dynamics of Innovation “Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely to 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 “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” —Peter Job, CEO, Reuters Wendell Phillips, abolitionist: “Republics Wendell “Republics exist only on the tenure of being constantly agitated. There is no republican road to safety but in constant distrust.” Source: Louis Menand, The Metaphysical Club: A Story of Ideas in America Happy 50! Happy 26April2006 Lessons Need-driven A thousand “parents” Messy Evolutionary “Trivial” Experimentation trial & ERROR trial ERROR Loooong time for systemic adaptation/s (many innovations) (bill of lading, standard time) Not … “Plan-driven” The product of “Strategic Thinking/Planning” The product of “focus groups” Get mad. Do something about it. Now. it. Ubiquitous “Politics” Ubiquitous “A man of great mediocrity.” —General George Patton about General Omar Bradley …… “A third-rate general. He never General did anything or won any battle that any other general could not have won as well or better.” —General Omar could Bradley about Sir Bernard Montgomery …… “If you want to end Bradley the war in any reasonable time, you will have to remove Ike’s hand from the control of the land battle.” —Sir Ike’s Bernard Montgomery about General Dwight Eisenhower …… “One Bernard thing that might help win this war is to get someone to shoot King.” —General Dwight Eisenhower about Admiral Ernest shoot King …… “Eisenhower, though supposed to be running King the land war, is on the golf links at Rhiems—entirely detached and taking practically no part in running the war.” —Sir Alan Brooke …… “If the unhelpful British attitude war.” —Sir continues, then I shall go home.” —General Dwight continues, Eisenhower Eisenhower Source: David Irving, The War Between the Generals: Inside the Allied High Command InnoTacs InnoTacs We become become who we hang out with! out Innovation’s Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees “Future-defining customers may account for only 2% to 3% of your total, 2% 3% CUSTOMERS: but they represent a crucial window on the future.” future.” Adrian Slywotzky, Mercer Consultants Suppliers: “There is an ominous There downside to strategic supplier relationships. An SSR supplier is relationships. 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 Axiom: Never use a vendor who is not in the top quartile (decile?) in their quartile industry on R&D spending! * *Inspired by Hummingbird “The best swordsman in “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; COMPETITORS: 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 Employees: “Are there enou g h “ Are there weird p eo p le in the lab these days?” V. Chmn., pharmaceutical house, to a lab director Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) freak (2) Freaks are fun. (Freaks are also a pain.) (Freaks are Freaks never boring.) (3) We need freaks. Especially in freaky times. (Hint: freaks Especially These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically freaks-in-our-midst make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5) Freaks are the only (ONLY) ones who succeed—as in, Freaks make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to Freaks them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.) organizations fa C O* *Chief freaks acquisition Officer freaks Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) (#, Out-sourcing Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Competitors (who Strategic Initiatives Product Portfolio (LineEx v. Leap) (LineEx IS/IT Projects HQ Location Lunch Mates Language Board “ 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 to p!” At Keep Austin Weird Keep futuremark futuremark “ To grow, companies need To to break out of a vicious cycle of competitive benchmarking and imitation.” imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003 “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying The thing that The all these companies have in all anies common is that they have nothing common in common. They are outliers. They’re on the fringes. in to drive looking in the rearview mirror. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company “How do dominant companies lose their position? TwoTwo- thirds of the time, they pick the wrong competitor to worry competitor about.” about —Don Listwin, CEO, Openwave Systems/WSJ Kodak …. Fuji Kodak GM …. Ford Ford …. GM IBM …. Siemens, Fujitsu Sears …. Kmart Sears …. Xerox …. Kodak, IBM “Don’t Don’t benchmark, futuremark!” futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson Planners Planners vs Searchers “Where planners * raise high expectations but take no responsibility for meeting them, searchers prefer to work case-by-case, using trial and error to tailor solutions to individual problems, fully aware that most remedies must be homegrown.” —WSJ, 0822.06 (on malaria eradication, and hedge fund manager Lance Laifer) [*“Planners [WHO, World Bank, etc] see poverty as a technical engineering problem that their answers will solve.” —William Easterly] “All sorts of approaches need to be tried and we need feedback.” —Roger Bate Find ’em! Find “Somewhere in your Somewhere organization, groups of people are already doing things alread differently and better. To differentl create lasting change, find these areas of positive deviance and fan the flames.” deviance —Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR “Some people look for Some things that went wrong and try to fix them. I look for things that went right, and things try to build off them.” try —Bob Stone (Mr ReGo) Stories … Paint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renegades … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules Rules Demos! Demos! Heroes! Stories! Stories! The “Sri Lanka Stratagem” Stratagem” Forward, march: “Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.” —Margaret Mead Portfolio Thinking G.M. V.C. M.B.S.A. (Brand Yous) (Wow Projects!) (Demos. Heroes. Stories.) invite ’em! invite “In the end, management doesn’t change culture. Management invites invites the workforce itself to change the culture.” —Lou Gerstner “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 [Yet] 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, is of people is very, very hard. Who Says Elephants Can’t Dance “[Dell’s] predicament may be intractable. Dell remained slavishly loyal to its core idea of ultra­efficient supply­chain management and direct sales to customers, even as rivals have stepped up their game. … Instead of adapting, critics say, Dell cut costs in ways that compromised customer service and, possibly, product quality.” —BW, 0904 “They’re a one­trick pony. It was a great trick for over 10 years.” —tech exec/BW “Dell’s culture is not inspirational or aspirational. This is when they need to be imaginative, but [Dell’s] culture only wants to talk about execution.” —Geoffrey Moore “There are some organizations where people think they’re a hero if they invent a new thing. Being a hero at Dell means saving money.” —Kevin Rollins, CEO send ’em on a quest! quest! “The role of the Director is to create a space where the actor or actress can become more than they’ve ever been more ’ve before, more than they’ve before more ’ve dreamed of being.” —Robert Altman, dreamed Oscar acceptance Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” her “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.” Leadership’s Mt Everest/Mt Excellence “free to do his or her free absolute best” … absolute “allow its members to discover their greatness.” discover Concoct a Parallel universe! universe! “SkunkWorks”/ “ParallelUniverse” “the 1% 1% solution” Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC) “Venture” Venture” fund: Gerstner/Amex, fund: Dow/Marriott, Grove/Intel, Bedbury/Starbucks “Strategic Thrust Overlay”* Sysco Microsoft (I’net, Search) GE (6-Sigma, Workout, etc.) GSK (7 CEDDs) Apple (Mac) Hyundai (et al.) (Electronics, etc.) *Different from Skunkworks Build a “School on top of a school” (The Parallel school” Universe Strategy) The “Sri Lanka Stratagem” Stratagem” Forward, march: y it. Try it. Try it. Try i it. y it. Try it. Try it. Try i y it. Try it. Try it. Try i Try Try y it. Try it. Try it. Try i it. y it. Try it. Try it. try it i y it. Try it. Try it. Try i Try “This is so simple it sounds stupid, but it is amazing you only find oil if you drill wells. drill how few oil people really understand that You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter You only find oil if you drill wells. drill Source: The Hunters, by John Masters, Canadian O & G wildcatter drill. drill. “While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as wildcatters Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.” —WSJ, “Wildcat Producer Sparks Oil Boom in Montana,” 0405.2006 “We have a We ‘strategic plan.’ It’s called doing things.” things — Herb Kelleher do hings. hings. “Experiment Experiment fearlessly” fearlessly” Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1 House House Newtonian (Experimental method) Newtonian (Experimental Acknowledge what don’t know Fast tries Controlled experimentation-Hypotheses tests (eg, stop all drugs, add back one at a time) In a rush (life & death) yet scientifically orderly (life Measured risk taking Aggressive risk taking (What’s the alternative?) Sky high staff standards Impatient Dismissive of “normals” Students as peers Brainstorm Calm though life and death at stake (must view results of experiments as cleanly as possible) Egocentric (but allow data to sway) Tenacious Curious! Obsessed “ We ground up more pig brains!” “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg READY. READY. FIRE! AIM. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985) READY. READY. FIRE! S.A.V. S.A.V. “You miss 100 percent of the shots percent you never take.” you —Wayne —Wayne Gretzky Excellence1982: The Bedrock “Eight Basics” A Bias for Action Bias 1. 1. 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties” 8. “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client percent puzzle.” —Al McDonald “The first 90% of a project takes 90% of the time. The last 10% takes the other 90% of the time.” —Richard Templar, The Rules of Management The Importance of Success Factors by Various “Gurus”/ Estimates (Unreliable) by Tom Peters Strategy Systems Passion/ Execution Leadership Porter 45% 45 20 20 Drucker 35% 30 30 15 Bennis 20% 20 35 35 Peters 15% 20 30 15 20 25 35 35 tolerate [encourage?] failure failure “FAIL, FAIL FAIL, AGAIN. FAIL BETTER.” BETTER.” —Samuel Beckett “ Fail . Forward. Fast.” High Tech CEO, Pennsylvania “Fail faster. Succeed Sooner.” David Kelley/IDEO Sam’s Secret #1! #1! “Reward excellent failures. Punish Punish mediocre successes.” Phil Daniels, Sydney exec Read This! Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation Innovation Speed/ Tempo Tempo “We don’t sell insurance anymore. We sell We speed.” speed Peter Lewis, Progressive “Strategy meetings held once or twice a year” to “Strategy meetings Strategy needed several times a week” week Source: New York Times on Meg Whitman/eBay Speed/ Tempo/ Tempo/ is-it Wal*Mart (!) (!) & Katrina Katrina FedEx Fed Economy” Economy “the —headline/New York Times/10.08.05 Anything/ Anywhere/ Anytime Anytime “Any3”: “UPS used to be a trucking company Now it’s a technology technolo company with com trucks.” trucks with technology. —Forbes “Our entire facility is digital. No paper, no film, no medical records. Nothing. And it’s all integrated film, —from the lab to X-ray to records to physician order —from entry. Patients don’t have to wait for anything. The information from the physician’s office is in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. … It’s wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer that’s pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the network. They can review a chart from 100 miles away.” —David Veillette, CEO, Indiana chart Heart Hospital (HealthLeaders/12.2002) Power Tools For Power Strategies Strategies Sysco! Sysco! Go for the Bold *Bold/Aggressive/$$$$ * Bold/GameChanger Bold/GameChanger * Bold/Creative Destruction Bold/Creative * Bold/“Cool” Supplier Portfolio * Bold/Web Fanaticism 5% F500 have CIO 5% on Board: “While some of the on world’s most admired companies—Tesco, companies— Wal*Mart —are transforming the business Wal*Mart landscape by including technology experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value.” Source: Burson-Marsteller Clarity Clarity JackWorld/ 1@T : (1) Neutron Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. Jack. (Lead or leave.) (3) “Workout” Jack. Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. Jack. (5) Internet Jack. Jack. Internet (1-5/Throughout) TALENT JACK! TALENT bet the farm farm “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and dealmaking. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on But in his GE, the new imperatives are risk-taking, im sophisticated marketing and, so above all, innovation.” —BW/2005 above the old ways. “[Immelt] is now identifying technologies with which GE systematically set out to build entirely new industries” industries will … —Strategy+Business, Fall 2005 Immelt on “Innovation breakthroughs”: Pull out and fund ideas in each business that will generate >$100M in revenue; find best people to lead (80 throughout GE) lead Source: Fast Company/07.05 “ I don’t intend to be known as the ‘King of the T inkerers.’ ” No Wiggle Room! No “Incrementalism “Incrementalism is innovation’s worst enemy.” worst Nicholas Negroponte “Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Big Things.” Big —Roger Enrico, former Chairman, PepsiCo Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free *Small, gradual changes are always easier to make and sustain *We can’t change because our brains become “hardwired” early in life Source: Fast Company/05.2005 “Reward excellent failures. Punish Punish mediocre successes.” Phil Daniels, Sydney exec focus focus “We will not, I We not repeat not, pretend not pretend to be ‘all things to all people.’” all —CEO, Investec (03.06) The Benefits of … “FOCUSED EXCELLENCE” Shouldice/Hernia Repair: 1% recurrence. 1% Avg: 90 min, 10%-15% 90 10%-15% 30 min, 30 recurrence. Source: Complications, Atul Gawande 1997-2001/Washing Machines >$600: 10% to 18% $400-$600: 49% to 32% $400-$600: 49 to 32 <$400: 41% to 50% Source: Trading Up, Michael Silverstein & Neil Fiske “All Strategy Is Local: “All True competitive advantages are harder to find and maintain than people realize. The odds than Focus: are best in tightly drawn are markets, not big, markets, sprawling ones” —Title/ Bruce Greenwald & Judd Kahn/HBR09.05 Conscious measurement measurement Innovation Index: How many of Innovation your Top 5 Strategic Top Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird”/ or “Weird” “Profound”/ “Wow”/“Game“Profound” “Wow” “Gamechanger” Scale? changer” personal personal Buy a Mirror! Mirror! Step #1: Inno64: Innovation Strategies Strategies & Tactics Parallel universe /Exec Ed v res MBA Parallel End run regnant powers/JKC Find done deals­practicing mavericks/Stone­ReGo Bell curves2016 in 2006 Non­industry benchmarking Everything = Portfolio V.C.s all! Hot language/Wow­Astonish me­Insanely great­immortal­Make something great Lead customers/PW­Embraer Lead suppliers /Top decile R&D Weird alliances Mottos/Paul Arden (“Whatever You Think Think the Opposite”) Hire freaks/Enough weird people? Weird Boards!!! CEO track record of Innovation (nobody starts at 45!) CEO track record of Innovation (nobody starts at 45!) System/GE­Immelt “Strategic thrust overlay” Calendar Big Delta easier than Small MBWA with freaks­weirdos/JKC MBWA/Boonies’ labs V.C.­formal/Intel Acquire weird Children’s crusade Old farts crusade Go Global at any size Stop listening to customers Talent!/Unusual sources­Hire innovators­V.C.s Eschew giant mergers Remember: scale economies max out early Remember: scale economies max out early Assisted suicide! (“Built to last” = Chimera­snare­ delusion) Burn your press clippings “Forgetting” “strategy” Fire all strategic planners Tempo! Final product bears little relation to starting notion Design! Design! Design! (“culture,” not program) All innovation: Pissed­off people Gut feel rules! Focus groups suck Weird focus groups okay Be­Do philosophy Celebrations Celebrations Culture­little as well as big Inno (“everyone­an­ innovator”) Life = Wow Projects Acknowledge messiness­pursue serendipity (Blitzkrieg­Containers­Science­Jim Utterback) R.F.A. Culture of execution 4/40: decentralization, execution, accountability, 615AM EVP (S.O.U.B.)/Systems­process “un­design” Diversity for diversity’s sake Women­Women­Women/customers (they “are the market,” not a “segment”)­leaders Boomers­Geezers (“all the money”) CRO (Chief Revenue Officer) “culture”/top­line CRO (Chief Revenue Officer) “culture”/top­line obsessed CIO (Chief INNOVATION Officer) Laughter Facility­space configuration Experiments­prototypes “Reward excellent failures. Punish mediocre successes.” Bizarrely high incentives (& penalties) We are what we eat/We are who we hang out with (E.g.: Staff­Consultants­Vendors­Out­sourcing Partners/#, Quality­ Innovation Alliance Partners­Customers­Competitors/who we “benchmark” against ­Strategic Initiatives ­Product Portfolio/LineEx v. Leap­IS/IT Projects­HQ Location­Lunch Mates­ Language­Board) What “We” Know “For Sure” About Innovation Big mergers [by & large] don’t work Scale is over­rated Strategic planning is the last refuge of scoundrels Focus groups are counter­productive “Built to last” is a chimera (stupid) Success kills “Forgetting” is impossible Re­imagine is a charming idea “Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox­like brains) “Tipping points” are easy to identify … long after they will do you any good “Facts” aren’t All information making it to the top is filtered to the point of danger and hilarity “Success stories” are the illusions of egomaniacs (and “gurus”) If you believe the memoirs of CEOs you should be institutionalized “Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing “Top teams” are “Dittoheads” CEOs have little effect on performance “Expert” prediction is rarely better than rolling the dice VALUE ADDED #6 ADDED EXCELLENCE. INNOVATION. INNOVATION. REVOLUTION. ORGANIZATION. Excellence: The SE22: ORIGINS OF SUSTAINABLE ENTREPRENEURSHIP ENTREPRENEURSHIP SE22/Origins of Sustainable Entrepreneurship 1. Genetically disposed to Innovations that upset apple carts (3M, Apple, 1. FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, FedEx, Fox, Stanford University, MIT) Fox, 2. Perpetually determined to outdo oneself, even to 2. the detriment of today’s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx) (Apple, 3. Treat History as the Enemy (GE) (GE) 3. 4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony) (Apple, 4. 5. Use “Strategic Thrust Overlays” to Attack Monster Problems (Sysco, 5. GSK, GE, Microsoft) GSK, 6. Establish a “Be on the COOL Team” Ethos. (Most PSFs, Microsoft) (Most 6. 7. Encourage Vigorous Dissent/Genetically “Noisy” (Intel, Apple, 7. Microsoft, CitiGroup, PepsiCo) Microsoft, 8. 8. “Culturally” as well as Culturally” organizationally Decentralized organizationally (GE, J&J, Omnicom) (GE, 9. Multi-entrepreneurship/Many Independent-minded Stars (GE, PepsiCo) (GE, PepsiCo) 9. HP’s Big “Duh”! Decentralize ($90B) Decentralize ($90B) Undo “Matr ix” Undo “ Matr Accountability Source: “HP Says Goodbye To Drama”/ BW/09.05/re Mark Hurd’s first 5 months DePuySpine/J&J* 70/3 game-changers! *Still decentralized after all these years! “No Need for Economies of Scale: Illinois Tool Revs Up Innovation by Keeping Its 655 Units Separate Separate and Focused” Focused Source: Headline, BW, 1031.05 (“commodity” producer; R&D = 1%; Top 100 patent recipient—66th in ’04) ($12B rev in ’04; CEO David Speer: focus, lean, customer intimacy, entrepreneurial, employee participation) “‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.” —Brian Joffe/BIDvest “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner TP “Lessons Learned” Innovation = DisDis (Disciplined Disorganization) Luck is a very good thing.* ** (*More “lessons” later: E.g., If you hire a bunch of disciplined weirdos and (*More try a lot of weird stuff, the odds of getting lucky go up remarkably) (**Career success depends on convincing others that you knew what the hell you were doing all along. Good news: Say it long enough and you will believe it. Great news: Keep saying it and you, too, can become a “guru.”) Great SE22/Origins of Sustainable Entrepreneurship 10. Keep decentralizing—tireless in pursuit of wiping out Centralizing Tendencies (J&J, Virgin) (J&J, 11. Scour the world for Ingenious Alliance Partners— 11. especially exciting start-ups (Pfizer) (Pfizer) 12. Acquire for Innovation, not Market Share (Cisco, GE) (Cisco, 12. 13. Don’t overdo “pursuit of synergy” (GE, J&J, Time Warner) (GE, 13. 14. Execution/Action Bias: Just do it … don’t obsess on how it “fits the business model.” (3M, J & J) how 15. Find and Encourage and Promote Strong-willed/ Hyper-smart/Independent people (GE, PepsiCo, Microsoft) (GE, 16. Support Internal Entrepreneurs (3M, Microsoft) 17. Ferret out Talent anywhere/“No limits” approach to retaining top talent (Virgin, GE, PepsiCo) (Virgin, SE22/Origins of Sustainable Entrepreneurship 18. Unmistakable Results & Accountability focus from the get-go to the grave (GE, New York Yankees, PepsiCo) (GE, 19. Up 19. Up 20. 20. or Out (GE, McKinsey, big consultancies and law firms and ad agencies and movie studios in general) firms Competitive to a fault! (GE, New York Yankees, News (GE, Corp/Fox, PepsiCo) Corp/Fox, 21. “Bi-polar” Top Team, with “Unglued” Innovator #1, powerful Control Freak #2 (Oracle, Virgin) (Watch out when (Oracle, #2 is missing: Enron) #2 22. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything else Core (Virgin) (Virgin) “HOW THE COAST GUARD HOW GETS IT RIGHT” GETS —Headline, Time, 10.31.2005 Time *Autonomy *Flexibility *“Perhaps the most important distinction of the Coast Guard is that it trusts itself” Itinerant. Potential. Machines. Machines. TALENT POOL TO DIE FOR. Youthful. TALENT Insanely energetic. Value creativity. Risk taking is routine. Failing is normal … if taking you’re stretching. Want to “make their bones” in “the revolution.” Love the new technologies. Well rewarded. Don’t plan to be around 10 years from now. to In-Cab University *Business. Humanities. Science. *Business. Personal growth. *Listen in truck, transmit assignments via cellphone or Wi-Fi at truck stops *$225 per credit hour; several big fleets paying *Stephen Fraser, 38: “Rather than driving all day and dreaming about lottery winnings, I’m actually using my mind.” TALENT POOL PLUS. Seek out and TALENT work with “world’s best” as needed (it’s often needed). “We aim to change the world, and we need gifted colleagues—who well may not be on our payroll.” our BRASSY-BUT-GROUNDED-LEADERSHIP. BRASSY-BUT-GROUNDED-LEADERSHIP. Say “I don’t know”—and then unleash the TALENT. Have a vision to be DRAMATICALLY DIFFERENT—but don’t expect the co. to be around forever. Will scrap pet projects, and change course 180 degrees—and take a big write-off in the process. NO REGRETS FROM SCREW-UPS WHOSE TIME HAS NOT-YET-COME. GREAT REGRETS AT TIME & $$$ GREAT WASTED ON “ME TOO” PRODUCTS AND PROJECTS. BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.) BRASSY-BUT-GROUNDED-LEADERSHIP. “Visionary” leaders matched by leaders with shrewd business sense: “HOW DO WE TURN A PROFIT ON THIS GORGEOUS IDEA?” Appreciate “market creation” as much as or more than “market share growth.” ARE INSANELY AWARE THAT MARKET LEADERS ARE ALWAYS IN PRECARIOUS POSITIONS, AND THAT MARKET SHARE WILL NOT PROTECT US, IN TODAY’S VOLATILE WORLD, FROM THE NEXT KILLER IDEA AND KILLER ENTREPRENEUR. (Gates. IDEA Ellison. Venter. McNealy. Walton. Case. Etc.) Ellison. ALLIANCE MANIACS. Don’t assume ALLIANCE that “the best resides within.” WORK WITH A SHIFTING ARRAY OF STATEWITH OF-THE-ART PARTNERS FROM ONE OF-THE-ART END OF THE “SUPPLY CHAIN” TO THE OTHER. Including vendors and THE Including consultants and … who especially … PIONEERING CUSTOMERS … will “pull us into the future.” “pull TECHNOLOGY-NETWORK FANATICS. TECHNOLOGY-NETWORK Run the whole-damn-company, and relations with all outsiders, on the Internet … at Internet speed. Reluctant to work with those who don’t share this (radical) vision. those POTENTIAL MACHINES-ORGANISMS. POTENTIAL Don’t know what’s coming next. But are ready to jump at opportunities, especially those that challenge-overturn our own “way of doing things.” “way “Crazy Times Call for Crazy Crazy Organizations” Crazy —Subtitle, The Tom Peters Seminar (1993) “ORGANIZATION” = STRATEGY: THE GUERRILLA ADVANTAGE “New Era of War, and U.S. Isn’t New Ready Conflicts of Future: Nations vs. Networks” —Headline/p1/ International Herald Tribune / vs. 31.07.2006 Opening: “Pound for pound and pounding, the Israeli military is one of the world’s finest. But Hezbollah, with the discipline and ferocity of its fighters and its ability to field advanced weaponry, has taken Israel by surprise. Now that surprise has rocketed back to Washington and across the U.S. military.” “We are into the first great war between nations and networks. This proves the growing strength of networks as a threat to American national security.” —John Arguilla, USNPGS, from “Net Warfare 101” Small units … agile … lethal … invisible … guerrilla … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … [hierarchy] improvisational … etc. improvisational “ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE: Agile. (Sluggish.) Wily. (Big footprint.) Always moving. (Seldom moving.) Agile. Wily. Always Brownian motion per se bewilders the enemy. (Blind despite NewTech.) Brownian Momentum comes from small wins. (Small wins invisible, too small scale to Momentum execute.) Goal is converts, not territory. (Protect territory.) Offense. Goal Offense. (Defense.) Travel light; very high “tooth to tail” ratio. (Travel heavy, low Travel “tooth to tail.) Live off the land. (Tortuous supply chain.) Live UNPREDICTABLE; BEHAVIOR NEARLY RANDOM. (VERY PREDICTABLE; UNPREDICTABLE; LONG PLANNING CYCLE; OBSERVABLE FOOTPRINT.) Dug in but not LONG dug in. (Dug in but vulnerable.) No HQ; floating HQ. (Big HQ at home and dug away.) Few fixed assets. (Mostly fixed assets.) Scroungers mentality. Few Scroungers (Methodical & complex.) Mobile communications. (Fixed Mobile (Fixed communications.) Everything, including people, disposable. (Tight “asset Everything, management,” materials & humans.) No fortress to guard. (Big fortresses No which must be guarded.) Replaceable leaders. (Formal, rule-based Replaceable hierarchy.) Self-healing network, like Internet. (Network far more fixed.) Self-healing Hackers mentality. (Planner’s mentality.) DECENTRALIZED. Hackers DECENTRALIZED. (CENTRALIZED.) KIAs are celebrated. (KIAs are the ultimate loss.) (CENTRALIZED.) KIAs Natural reorganizations following cell division model. (Methodical, highNatural friction change.) Few formal layers. (Lotsa formal layers.) Few rules. friction Few Few (Lotsa rules.) (Lotsa “ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE: Management By Vision. (Management by law-rule books.) Miniaturized but Management (Management deadly weapons. (Fixed weapons.) Invent your own arsenal. (Gazilliondeadly Invent year weapons acquisition cycle.) Multiplier impact by spreading year confusion. (Need set-piece victories to satisfy constituents.) Passion. confusion. Passion. (Supportive at the level of car decals.) Little value on current rules. (Value Little of life paramount.) Ad hoc; RFA or FFF. (R.A.F. / Ready. Aim. Aim. Aim. Ad Fire.) SIMPLE PHILOSOPHY THAT BINDS, FLEXIBLE ORG, FLEXIBLE OPS. (COMPLEX PHILOSOPHY, INFLEXIBLE ORG, INFLEXIBLE OPS.) OPS. Different time frame; a 1,000 year conflict. (Need to show progress daily.) Different Attract youth with more energy and zeal than good sense. (Mature and Attract inflexible and cautious and methodical.) Minimum need to spin; as easy to spin a loss as a win. (Battle plans designed & distorted & diluted to to produce spin per se.) Ad hoc. (Due process.) “Media” looks for wins; Ad media values small wins. (Media fixated by SNAFUs; small wins beneath media the radar.) Win when enemy over-reacts. (Lose if over-react.) Ubiquitous webs. (Ubiquitous bureaucracy.) Recruit, support, impact Ubiquitous follows Virus Model; recruit via Buzz. (All is formal.) Value of conventional follows scale declining exponentially. (Still citizens of a “big is beautiful” age.) scale Virtually no way to lose; a loss is a win as much or more than a win is a win. (Virtually no way to win; a win is often a loss as much as a loss is a win. loss.) loss.) “It is not the strongest of not the species that survives, nor the most intelligent, nor but the one most responsive to change.” —Charles Darwin to “Active mutators in placid Active times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against.” also —Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors “The most The successful people are those who are good at plan B.” are —James Yorke, mathematician, on chaos theory, in The New Scientist “If things seem under If control, you’re just not going fast enough.” going —Mario Andretti Inflexibility and mass are favored in static times. Flexible and ephemeral are favored in chaotic times. favored Bacteria Bacteria rule! Sizeable cases are virtually irrelevant anomalies. Stephen Jay Gould: [e.g. humans] Three Models Three Orchestral: Stable. Hierarchical. Centralized. Stable. Group matters. Scores. Detached. Group Freeform Jazz: Organic. Edge of chaos. Individual matters. (Requires genius.) SelfIndividual organizing leadership. Inward focused. (Can be organizing too far ahead of customer.) too Rock ‘n’ Roll: Scores + Improvisation. Group + Individual. Distributed leaders. Customer focused. focused. Source: Peter Cook, Sex, Leadership and Rock ‘n’ Roll Muhammad Yunus: Muhammad Banker to the Poor/ Father of Father “microlending”/ “microlending”/ 2006 nobel peace prize winner “It’s not people who aren’t It’s credit-worthy. It’s banks that aren’t people worthy.” that Muhammad Yunus Grameen Bank: “Borrowing Group” Grameen Self­formed; 5 members; Group approves all loan requests, but individual liability; 8 Groups to a “Center” Weekly payment, 1­year loan (5% to Group Fund; if one defaults, no more loans to Group) No legal instrument 1st loan about $15 (housing loan possible only after 3 successful 1­ year loans; property to wife’s name) Lend to two, then six weeks later two more; Chairman last Process purposefully aims to exclude non­resilient people Source: Muhammad Yunus, Banker to the Poor Grameen Bank/Bangladesh Grameen Typical 1st loan: $15. $15 98% recovery rate 94% to women 1/3rd out of poverty; 1/3rd up to 1/3 non-poverty threshold non-poverty Muhammad Yunus, Banker to the Poor 94% off loans to … 94 o women women MBWA, Grameen Style! MBWA, “Conventional banks ask their clients to come “Conventional to their office. It’s a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials.” government .” Source: Muhammad Yunus, Banker to the Poor “There is one thing [I don’t like about Grameen] . I used to enjoy beating my wife. But the Group came to me and argued with me and shouted at me. Who gave them the right to shout at me? The borrowing group threatened they will get really mean if I beat my wife again.” Husband of borrower, to Muhammad Yunus [from Banker to the Poor] “The Grameen loan is The not simply cash. It becomes a kind of ticket to self-discovery and self-exploration.” self-exploration Muhammad Yunus VALUE ADDED #7 ADDED EXCELLENCE. EXCELLENCE. ACTION. M.I.A. Action! * Implementation! ** The Work Itself! *** *R.F.A. **Execution ***WOW Projects! “We design intelligent strategies—but they fall miles short of their for one reason. Poor organizational effectiveness which in turn leads to a gaping ‘implementation deficit.’ Tom, I want you to get a handle on the best thinking and best practices from around the world.” —Ron Daniel (1977*) *TP/1977/first (?) Stanford Ph.D. thesis studying implementation per se. 1979-2006 Still missing after all these years … “Ninety percent of what Ninety we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker things “too much talk, too little do” little TP/BW on BigCo Sin #1: Excellence1982: The Bedrock “Eight Basics” A Bias for Action Bias 1. 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties” “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP “Operations is Operations is policy.” policy.” —Fred Malek (1974) “Execution is strategy.” “Execution is (1983) —TP “METABOLIC METABOLIC MANAGEMENT” MANAGEMENT” The Leadership11 1. Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management “The secret of fast The progress is inefficiency, fast inefficienc fast and furious and numerous failures.” numerous —Kevin Kelly “Active mutators in placid Active times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against.” also —Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors “How we feel about the evolving future tells us who we are as Do we search for stasis—a regulated, engineered stasis ineered world? Or do we embrace dynamism world? —a world of constant creation, world discovery and competition? Do we value discover individuals and as a civilization: stability and control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of experimentation? Do we crave predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel, The Future and Its Enemies “ If things seem under control, you’re just not going fast enough.” —Mario Andretti “The most The successful people are those who are good at plan B.” plan —James Yorke, mathematician, on chaos theory in The New Scientist “ I’m not comfortable unless I’m uncomfortable.” —Jay Chiat “ If it works, it’s obsolete.” —Marshall McLuhan Boyd on TEMPO TEMPO He who has the quickest O.O.D.A. Loops* wins! Loops *Observe. Orient. Decide. Act./Col. John Boyd “The stuff has got to The be implicit. If it is explicit, you can’t do it fast enough.” fast —John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Tempo!* 70-10 *Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech 70-10/Nebraska/ Unk QB 643 yards Unk K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/“Re-arrange the mind of the “By changing the chan geometry of the game, and pushing geometr ame, the limits of space and time on the the ace gridiron, Mike Leach is taking Texas Tech to some far out places.” enemy”—T.E. Lawrence)/ —Michael Lewis (NY Times, on Mike Leach/Texas Tech) “In war, delay is fatal.” —Napoleon “The The only way to whip an army is only to go out and fight it.” —Grant “ … demonstrating the tactic that would become his hallmark: the immediate move to seek out the enemy and attack him” —John Mosier, enemy on Grant “A good plan executed right good now is far preferable to a ‘perfect’ plan executed next week.” —Patton plan Relentless!* Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong VALUE ADDED #7A #7A EXCELLENCE. ACTION. ACTION. ROOTS. GRANT GRANT NELSON BOYD FISHER BOSSIDY PEROT MASTERS HERB McDONALD PETERS-WATERMAN HAMLET+ GRANT GRANT “The only way to whip an army is to go out and fight it.” —Grant Source: John Mosier, Grant “He never credited the enemy with the capacity to take the He offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired of whipping them yet” [at a very low point]/195 “Both sides seemed defeated and whoever assumed the offensive was sure to win.”/200 … “inchoate bond [between Grant and soldiers]”/201 … “The genius of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed.”/202 “If anyone other than whatever 202 Grant had been in command, the Union army certainly would have retreated.”/204 Lincoln (urged to fire Grant): “I can’t spare this retreated.” man; he fights.”/205 “Grant turned defeat into Union victory.”/206 man; 205 “moved on intuition, which he often could not explain or justify.”/208 “instinctive recognition that victory lay in relentlessly relentlessly hounding a defeated army into surrender.”/213 Nathan Bedford Forrest, successful Confederate commander: “amenable to no known rules of procedure, was a law unto himself for all military acts, and was constantly doing the unexpected at all times acts, and places.”/213 “The genius of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed.” —Jean Edward Smith/GRANT “A generation of American officers had been schooled to believe generation the art of generalship required rigid adherence to certain textbook theorems.”/151 “The nature of Grant’s greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point] class in tactics … carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to recognize and respond to opportunities presented.”/152-3 “Grant recognize .”/152-3 had an aversion to digging in.”/153 “Grant had an intangible advantage. He knew what he wanted.”/153 “Grant’s seven-mile dash advantage. changed the course of the war.”/157 “The one who attacks first will be victorious.”/158 “dogged”/159 “unconditional surrender”/162 “dogged” 159 “simplicity and determination”/166 “quickness of mind that allowed him to make on the spot adjustments … [his] battles were not elegant set-piece operations”/166 “[other Union general] preferred elegant 166 preparation to execution … became a friend of detail … suffered preparation from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not hesitate to arrest him” [following great victory]/172 … “learned how to withstand attacks from the rear” [Army politics]/179 “The commanding general would be in the field”/228 Lincoln: The “What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him.”/231 “retains his hold upon the affections of his men”/232 “Grant’s moral courage—his willingness to choose a path from which there could be no return—set him apart from most commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions.”/233 “ … modest … honest … full 233 nothing could perturb … never faltered …”/233 “plan was breathtakingly simple but fraught with peril”/235 “demonstrating the flexibility that had become his hallmark”/238 “But like any West Point trained general, he had difficulty comprehending what Grant was up to …”/240 “recognized the value of momentum … throw off balance … blitzkrieg … traveling light … headquarters in the saddle”/243 “acted as quartermaster”/243 [rushed away so that he saddle” 243 couldn’t receive Halleck’s order] … “like Lord Nelson … telescope to his blind eye” … “pressing ahead on his own”/245 “focus on the to 245 enemy’s weakness rather than his own”/250 enemy’s “recognized the value of recognized momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddle” —Jean Edward Smith/GRANT the “The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.” — Napoleon on Simplicity, from Napoleon on Project Management by Jerry Manas. “Above all the troops appreciated Grant’s unassuming manner. Most Above generals went about attended by a retinue of immaculately tailored staff officers. Grant usually rode alone, except for an orderly or two to carry messages if the need arose. Another soldier said the soldiers looked on Grant ‘as a friendly partner, not an arbitrary commander.’ Instead of cheering as he rode by, they would ‘greet him as they would address one of their neighbors at home. ‘Good morning, General,’ ‘Pleasant day, General’ … There was no nonsense, no sentiment; only a plain businessman of the republic, there for the one single purpose of getting that command over the river in the shortest time possible.’” [Grant: 5-feet 8-inches with a slouch]/232 After the victory at Chattanooga: “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’”/ 281 “Grant was unhappy about going into winter the quarters. He saw no reason to keep the army idle, and the pause would give the rebels time to reorganize.”/282 would “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*” *quote within a quote from diary of a Confederate soldier From LEE KENNETT’s SHERMAN: “Grant tended to be a simple SHERMAN “Grant listener when these two strategies [for taking Vicksburg] were being discussed. His own preference may have been impelled as much by natural inclination as by any arguments he heard. He wrote afterward: ‘One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished.’”/ 202 until CWVA to MBWA: “In these CWVA days of telegraph and steam I can command while traveling ommand hile and visiting about.” —U.S. Grant isiting Managing by wandering around” —HP circa 1980 Source: Ulysses S. Grant, by Geoffrey Perret TP’s take: Intuition takes precedence (listen attentively but act on TP’s Intuition intuition) … Move today > perfect plan tomorrow [subsequent Move Patton line] … Great advantage: When moving, you know what you’re up to and you’re moving [the one sitting still is, thence, always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient. Decide. Act. Disorient enemy] … Action! ... Keep moving! … Decide. Action! Keep Engage! … Offense! [weakness-strength: can’t even imagine enemy Engage! counter-attacking; little conception of defense] … Momentum! …. Keep ’em off balance … … Adjust … Adapt … … Opportunism! … Adjust Adapt Opportunism Constantly revise in accordance with conditions and opportunities in the field [life = excellence at “Plan B”] … Doggedness … Relentless!! [trait shaped in early childhood] … Never retreat … Relentless!! Simplicity! … Wide latitude for division commanders … minimum Simplicity! Wide written orders, conferences, etc … keep his own council … HQ is Grant & his horse … no retinue! … commune with soldiers/exude no commune /exude quiet confidence/Approachable … decent … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … total victory/ Share demand “unconditional surrender”—G’s first claim to fame [Nelson: other Admirals avoid loss, friend and foe as in Grant’s case vs Nelson’s seek victory] … [Life 101: politics between the Generals: E.g., Grant & Halleck] E.g., "The art of war is simple enough. Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on." —Grant, courtesy Richard Cauley at tompeters.com (original source unknown) “One of my superstitions had always been when I started to go anywhere not to not turn back , or stop, until turn or to do anything, the thing intended was accomplished.” —Grant NELSON NELSON “[other] “[other] admirals more frightened of losing than anxious to win” than On NELSON: The Nelson Baker’s Dozen 1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan executed with vigor right now tops a ‘perfect’ plan executed next week.”) executed 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING “GOAL”/“MISSION”/“PURPOSE”/“QUEST” 3. “Conversation”: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absent swift/Micromanagement 5. LED BY “LOVE” (Lambert), NOT “AUTHORITY” (Identify with sailors!) 5. (Lambert), (Identify 6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops: React more 6. quickly than opponent, destroy his “world view”) quickly 7. VIGOR! (Zander: leader as “Dispenser of Enthusiasm”) 7. (Zander: 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (“Duty” first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In 10. Harm’s Way) (Gandhi: “You must be the change you wish to see in the world”/ Harm’s Giuliani: Show up!) Giuliani: 11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”) (Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”) 12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”) 12. 13. Others principal shortcoming: “ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN” Source: Andrew Lambert, Nelson: Britannia’s God of War Source: Nelson: Nelson’s Way: A Baker’s Dozen/Short 1. Simple scheme. 2. Noble purpose! 2. Noble 3. Engage others. 4. Find great talent, let it soar! 4. Find 5. Lead by Love! 5. Lead 6. Trust your gut, not the focus group: Seize the Moment! 6. Trust 7. Vigor! 7. Vigor! 8. Master your craft. 8. 9. Work harder than the next person. 10. Show the way, walk the talk, exude confidence! Start a Passion 10. Show Epidemic! Epidemic! 11. Change the rules: Create your own game! 11. Change 12. Shake of the pain, get back up off the ground, the timing may 12. well be well right tomorrow! (E.g., Get lucky!) (E.g., 13. By hook or by crook, quash your fear of failure, savor your 13. quirkiness quirkiness and participate fully in the fray! and Source: Andrew Lambert, Nelson: Britannia’s God of War BOYD BOYD He who has the quickest “O.O.D.A. Loops”* wins! Loops”* *Observe. Orient. Decide. Act. /Col. John Boyd “Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd “Re-arrange the mind of the enemy” —T.E. Lawrence enemy” “Float like a butterfly, sting like a bee” —Ali like BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) F86 vs. MiG/Korea/10:1 Bubble canopy (360 degree view) Full hydraulic controls (“The F86 driver could go from one maneuver to another faster than the MiG driver”) MiG: “faster in raw acceleration and turning ability”; F86: “quicker in changing maneuvers” BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) “kept the enemy off-balance; they knew Delta Company [RVN] could show up anywhere, anytime” anytime” USMC COL Mike Wyly: BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) FISHER FISHER Fisherisms Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world. Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas. Life is phrases. Source: Jan Morris, Fisher’s Face, Or, Getting to Know the Admiral BOSSIDY BOSSIDY “ I saw that leaders placed too much emphasis on what some call high­level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “Execution is the job of the the business business leader.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “Execution is a systematic process process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done The Leader’s Seven Essential Behaviors *Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers *Expand people’s capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) (Competitors/Customers) Knowledge/External *Realism/Truth-telling *Vision *Projects (Must add up to Vision) (Must *Milestones *Commitment/Energy *RapidReview *Consequences (+/-) Consequences (+/-) “The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.” —Larry Bossidy (Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done) Duct Tape Rules! “Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineer ing schools. He believed that they only teach you what you can’t do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, ‘Andrew Higgins won the war for us. He did it without engineers.’ ” —Stephen Ambrose/Fast Company “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client percent puzzle.” —Al McDonald PEROT PEROT READY. READY. FIRE! AIM. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985) READY. READY. FIRE! AIM. READY. READY. FIRE! MASTERS MASTERS “This is so simple it sounds stupid, but it is amazing you only find oil if you drill wells. drill how few oil people really understand that You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter You only find oil if you drill wells. drill Source: The Hunters, by John Masters, Canadian O & G wildcatter drill. drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter HERB HERB doing things. things. — Herb Kelleher McDONALD McDONALD “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client percent puzzle.” —Al McDonald PETERSPETERSWATERMAN “Do it. Do Fix it. Try it.” Try Tom Peters/Business Week/07.1978 (Principal #1/first anticipation of “Excellence”) In Search of Excellence/1982/The Bedrock “Eight Basics” A Bias for Action Bias 1. 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties” PETERS: THE “ACT. THINK.” “ACT. CHRONICLES “Think” vs “Do” A>B A>B vs B>A CK Chesterton: “How do I know what I think until I see what I say?” Reporter: “Mr Drucker, why are you still giving speeches at 90?” PD: “How else can I figure out what I’m thinking?” TP: No plan, total accountability accountability TK: Perfect plan, no accountability* accountability* *LG & IBM “My only goal is to My have no goals. The have goal, every time, is that film, that very film, moment.” moment —Bernardo Bertolucci “Experiment Experiment fearlessly” fearlessly” Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1 Power of the … Power “Small Win”/ “Small String of String (TP/1977; KW;EJW) “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg HAMLET+ HAMLET+ “By indirections By find directions out.” out.” —Hamlet, II. i “My only goal is to My have no goals. The goal, every time, is that film, that very moment.” moment —Bernardo Bertolucci VALUE ADDED #8 ADDED EXCELLENCE. 4/40. 4/40. 4/40 4/40 De-centDe-central-iza-tion! “‘Decentralization’ is “‘Decentralization’ not a piece of paper. not It’s not me. It’s not either in your heart, heart or not.” or —Brian Joffe/BIDvest “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner “HOW THE COAST GUARD GETS IT RIGHT” —Headline, Time, 10.31.2005 *Autonomy *Flexibility *“Perhaps the most important distinction of the Coast Guard is that it trusts itself” The True Logic* of Decentralization: 6 divisions = 6 “tries” 6 divisions = 6 DIFFERENT leaders = divisions DIFFERENT 6 INDEPENDENT “tries” = Max INDEPENDENT probability of “win” probability 6 divisions = 6 very DIFFERENT divisions very leaders = 6 very INDEPENDENT very “tries” = Max probability of “far far out”/”3-sigma” “win” out *“Driver”: Law of Large #s Ex-eEx-ecu-tion! “Execution is the job of the the business business leader.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “Execution is a systematic process process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “I saw that leaders placed too much emphasis on what some call ‘highlevel strategy,’ on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative—and then nothing would come of it.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for But if you have to choose ou between someone with a staggering IQ between ering and an elite education who’s gliding along, and someone with a lower IQ but alon and who is absolutely determined to who succeed, you’ll always do better with the do second person.” —Larry Bossidy/Execution: dumb people. The Discipline of Getting Things Done "I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.” —Andy Grove “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client percent puzzle.” —Al McDonald Ac-countAc-counta-bil-ity! “Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done “robust robust dialogue” dialogue” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “GE has set a standard of GE candor. … There is no puffery. … There isn’t an ounce of denial in the place.” place —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune) 6:15A.M. 6:15A.M. ???????? Work Hard > Work Work Smart Work A man approached JP Morgan, held up an envelope, and said, “Sir, JP held in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.” gladly “Sir,” JP Morgan replied, “I do not know what is in the envelope, “Sir,” however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.” gentleman The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. JP He gave it one look, a mere glance, then handed the piece of paper back to the gent. back And paid him the And agreed-upon $25,000 … agreed-upon 1 . Ever y mor ning, wr ite a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR DECENTRALIZATION. DECENTRALIZATION. EXECUTION. ACCOUTABILITY. 6:15A.M. EXCELLENCE. BEDROCK. BEDROCK. TALENT. Hire very ver good people! people! “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia­Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to years.” $80 —Ed Michaels, War for Talent million in 2 ta C O* *Chief talent acquisition Officer talent CRO/Chief Recruiting Officer: #1 strategic issue in “commoditized” world, enormous financial services company. Agent turnover. 15% retention after 4 years. 15% (Industry average is 11% … “ because that’s the way it is” ) INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE! EXCELLENCE! “In the end, management doesn’t change culture. Management invites invites the workforce itself to change the culture.” —Lou Gerstner Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” her “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.” greatness Leadership’s Mt Everest/Mt Excellence “free to do his or her “free absolute best” … absolute “allow its members to discover their greatness.” greatness.” “The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” dreamed —Robert Altman, Oscar acceptance “No matter what the situation, [the great manager’s] first response is always to think about the individual concerned and how things can be arranged to help hel that individual experience that erience success.” —Marcus Buckingham, success The One Thing You Need to Know Q C O* *Chief quest-meister EMPHASIZE THE “SOFT SKILLS.” SKILLS.” “It’s simple, really, It’s Tom. Hire for s, and, Tom. above all, promote for above all s.” —Starbucks middle manager/field A Few Lessons from the Arts Each hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lent-less! “Practice is cool” (G Leonard/Mastery) Team and individual Team Aspire to EXCELLENCE = Obvious Obvious Ex-e-cu-tion Talent = Brand = Duh “The Project” rules Emotional language Bit players. No. B.I.W. (everything) Delta events = Delta rosters (incl leader/s) PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION. MISSION. DD$21M DD A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Putting HR on a HR par with finance and marketing. marketing. Second: SO YOU’RE A “PEOPLE PERSON”? PROVE IT. PROVE “Leaders Leaders ‘do’ people. Period.” Period.” —Anon. From sweaters to … Les Wexner: people! PARC’s Bob Taylor: “Connoisseur of Talent” of “The leaders of Great Groups The love talent and know where love to find it. They revel in the talent of others.” talent —Warren Bennis & Patricia Ward Biederman, Organizing Genius LIVE FOR TALENT! TALENT! Our Mission To develop and manage talent; to apply that talent, throughout the world, throughout for the benefit of clients; for to do so in partnership; to to do so with profit. to WPP Portfolio Thinking G.M. V.C. M.B.S.A. (Brand Yous) (Wow Projects!) (Demos. Heroes. Stories.) EVP/ EVP/ IBP?* What’s your company’s … *Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability Source: Ed Michaels, The War for Talent; TP “We are a ‘Life We Success’ Company.” Company.” Dave Liniger, founder, RE/MAX Brand = Talent. Talent. “The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique Discover ue about each person and erson capitalize on it.” —Marcus Buckingham, ca The One Thing You Need to Know Re-imagine Re-ima People Power: The Talent50 The Talent50 1. People first! 2. Soft is Hard. 2. 3. FUNDAMENTAL PREMISE: We are in an 3. Age of Talent/ Creativity/Intellectualcapital Added. 4. Talent “excellence” in every part of the organization. 5. P.O.T./Pursuit Of Talent = Obsession. 6. HR sits at The Head Table. 7. HR is “cool.” The Talent50 8. Re-name “HR.” (Talent Department, Center of 8. Talent Excellence) 9. There’s an HR Strategy 10. There is a FORMAL Recruitment Strategy. 11. There is a FORMAL Leadership Development 11. Strategy. 12. There is a “world class” Leadership Development Center. 13. There is a FORMAL-STRATEGIC HR Review Process. 14. The “Top100,” and every unit’s Top10, are consciously managed. The Talent50 15. “People/Talent Reviews” are the FIRST reviews. 16. HR Strategy = Business Strategy. 17. Make it a Cause Worth Signing Up For.. 18. Set Sky High Standards. 19. Enlist everyone in Challenge Century21. 20. Pursue the Best! 21. Up or Out. 22. Ensure that the Review Process has INTEGRITY. 23. Pay! The Talent50 24. Training I: Train! Train! Train! 25. TII: 100% “business people.” 26. TIII: 100% Leaders. 27. TIV: Boss as Trainer-in-Chief. 28. Open Communication I: NO BARRIERS. 29. Open Communication II: Share Information. (ALL!) 30. Respect! 31. INTEGRITY! 32. Treat the Whole Individual. The Talent50 33. Places of “grace.” 34. MBWA: The “Rudy Rule.” 35. Thank You! 36. Promote for “people skills.” (ALL ELSE IS SECONDARY.) 37. Honor youth. 38. Early leadership assignments. 39. Fast Tracking is the norm. 40. Create a System of Mentoring. The Talent50 41. Diversity! 42. Diversity starts on the Board of Directors. 43. WOMEN RULE. 44. Weird Wins. 45. We are all unique. 45. 46. Bosses “win people over.” 46. 47. GOAL: Adventures of Mutual Discovery. 48. Foster Independence. 49. Enthusiasm! Talent = Brand. Brand. 50. Marcus Buckingham: The One Thing You Need to Know Need “No matter what the situation, No [the great manager’s] first response is [the always to think about the individual concerned and how things can be arranged to help that individual experience success.” —Marcus Buckingham, success.” The One Thing You Need to Know “The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces Discover what is unique about each person and capitalize on it.” on move differently. … —Marcus Buckingham, The One Thing You Need to Know “The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” —Marcus Buckingham, The One Thing You performance.” Need to Know VALUE ADDED #8A #8A EXCELLENCE. WOMEN. WOMEN. RULE. “AS AS LEADERS, WOMEN RULE: RULE New Studies find that female managers outshine their male counterparts in almost every measure” 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women’s work force participation rates have soared worldwide. Women are closing in on “same pay for same job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. So what exactly is the point of men? So men VALUE ADDED #9 ADDED EXCELLENCE.TA EXCELLENCE.TA LENT PLUS. EXCELLENCE. (HEALTHCARE.) (HEALTHCARE.) HEALTH. HEALTH? HEALTH State of Healthcare/U.S.A. *Spend more per capita *Overall system performance/WHO: 37th *Relatively low life expectancy *High # of uninsured Source: Consulting, 07-08.06 State of Healthcare/U.S.A. *Spend more per capita *Overall system performance/WHO: 37th *Relatively low life expectancy *High # of uninsured Source: Consulting, 07-08.06 ISSUES. Quality (100K+ deaths) Quality (100K+ “Evidence/Outcomes-based” medicine IS/IT-in-health(care) revolution Wellness/Prevention Health“care” to Health “culture” transformation Wash your hands! Home-care (as the population rapidly ages) Home-care (as Med-school re-orientation “Public health” emphasis Childhood Obesity Mind-boggling (15 years?) social-moral-technological impact of life sciences (“the Singularity”?) (“the H5N1/WMDs/Environmental degradation Risk assessment (private, public) (private, Risk Market opportunity Public vs/+ Private responsibilities & partnerships Public Africa! (Unconscionable failure to attend to/staggering Health consequences for all) (Unconscionable REPORT CARD. CARD Re-imagine Healthcare: Reportcard2006 Evidence-based/Outcomes-based ……………….………...... D Pay-for-performance ………………………………………….… D IS/IT (general) ………………………………..………………..…. CUse of information (for decisionmaking-measurement) .… CEMR (Electronic Medical Records) ……………………..….... D CPOE (Computerized Physician Order Entry) ……….……. C-/D Quality/100K+ unnecessary deaths …………..……… D-(kind) Acute care to chronic care-home care shift ………….….... D/DAcute-care to Prevention/Wellness Obsession…..… FPatient-centric/Client-centric………………………………….. D Docs’ acceptance of “evidence-based” …………............… D/D“Revolutionary”-intensity Incentives re evidence …..……. DChildhood obesity epidemic …………………………….. DH5N1 preparedness ………………………………….…….. D Corporate focus on Prevention/Wellness…………..…..…..... C-/D Individual focus on Prevention/Wellness…………………..… D Individuals’ health education/self-management …….…...…. CWorkforce acceptance of self-responsibility ….…….…...….. CWorkforce transition to “Brand You” attitude……..……..….. C-/D 3 March 2006/Tom Peters T.T.D./ T.T.D./ ACTION. NOW. Visible Signs/Measures (Creech) (Creech) TRAIN. TRAIN. TRAIN. (P.S.) TRAIN. (P.S.) Med school, Nursing school curriculum (P.S.) Med (P.S.) BOLD!/Big change EASIER than modest change (P.S., etc.) (P.S., EXCELLENCE. ONLY. ALWAYS. DAMN IT. EVP/Patient Safety P.S.O.s Fund the living hell out of it (P.S.) CEO (etc): REFLECT IT IN CALENDAR EMERGENCY STATUS H.M.O.s: Big/ENORMOUS (+/-) incentives for H.M.O.s: docs, hospitals, etc, etc docs, BOARD: Patient Safety Committee BOARD: WPCC Committee Patient Safety BALDRIDGE (POTUS?) CERTIFICATION/RE-CERTIFICATION CERTIFICATION/RE-CERTIFICATION for One & All (P.S., etc) (P.S., WPOCC Rules!!!!!!! (Wellness/ Prevention/Obesity/ChronicCare) Prevention/Obesity/ChronicCare) WPOCC: N.G.A. (AK) INSURANCE COMPANY VISIBILITY/ SPONSORSHIP/MEGA-INCENTIVES Awards Galore P.S./WPOCC) BOARD Committee: H5N1 HHS: Split HC & PWO (Ontario) Write off ½ of med school loan if “pay” with 3-5 years Write service in Public Health service Glamorize Family Practice, Public Health, etc FAT legislation?? (Almost certainly) (Density, HFCS, FAT Transfats, etc., etc.) (A FIRST FOR TP) Transfats, SUE the hell out of One & All re Obesity (Cigarettes II) Research LEAP @ N.I.H. (Etc, Etc, ETC) Research INCENTIVES @ SCHOOLS (BIG!!) EMR: Intensify!!!!!!!!!!!!! No leadership position in AHA (AMA?) (DEANs?) (Etc?) without “Safety tour” No Medical Chief (>150 beds?) No without “Safety tour” without FORGET ABOUT ME!!! (Except FORGET Wellness, ChroniCare) Wellness, VIGOROUSLYSUPPORT Home Care American OBESITY = African AIDs (??) ELIMINATE/OBLITERATE HIGH FRUCTOSE CORN SYRUP! ELIMINATE/OBLITERATE TRANSFATS! (HFTC/TF = The Real “WMDs”) FDA: Kill! Kill! Kill! (Please) CEO Bonus: 50+%: P.S./WPOCC CEO OBNOXIOUS labels Incentives for BILLBOARDS Natl Advertising Council PARENTING education, etc. THIS IS NOT A THIS NOT “PROGRAM” (P.S./WPOCC) (P.S./WPOCC) STATE OF STATE EMERGENCY Bust B ust fat Health: Health: Century21.Job # 1 Quality! Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1! Q ualit y! 2 38 m s a/k/a T he Killing “ When I climb Mount Rainier I face less r isk of death than I’ll face on the operating table.” —Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (1212.2005) “Quality”: C OULD IT TRULY BE THIS HealthGrades/Denver: 195,000 195,000 hospital deaths per year in the U.S., 2000-2002 = 390 full jumbos/747s in the drink per year. Comments: “ This should give you pause when you go to the hospital.” —Dr. Kenneth Kizer, National Quality Forum. “ There is little evidence that patient safety has improved in the last f ive years .” —Dr. Samantha Collier Source: Boston Globe/07.27.04 1,000,000 “serious 1,000,000 medication errors per year” … “illegible handwriting, misplaced decimal points, and missed drug interactions and allergies.” allergies.” Source: Wall Street Journal /Institute of Medicine 90,000 killed 90,000 killed and 2,000,000 2,000,000 injured from injured hospital-caused drug errors & infections errors CDC 1998: “BAD MEDICINE: This teenager BAD [Jehan Nassif] died because of a [Jehan medical bungle. So do 18,000 other Australians each year. Why our hospitals keep making fatal mistakes.” mistakes.” —cover, The Bulletin (Australia), 09.05.2006 (“… up to 16% of hospitalized patients will suffer an adverse event; 50% of these will be preventable and 10% of these will lead to permanent disability or death.”) (equivalent, on a per capita basis, to about 200,000 in the United States —which is about 200,000 the actual U.S. number) Dear Mr. & Mrs. Smith, XYZ hospital regrets to inform you ……. …………………………………………………………………… …………………………………………………………………… ………………………………………………………………… …………………………………………………………………… ………………………. Sincerely, A. S. Jackson, Administrator T. D. Jones, M.D., Chief Medical Officer L.S. Donald, CFO W.N. Arnold, CIO “Mr Gandhi, what do you think about western civilization?”* Reporter: “I think it would be a very good idea.” Gandhi: *Upon the occasion of Gandhi’s historic visit to England About Time! 100,000 Lives 100,000 Campaign* Campaign* *Don Berwick/Institute for Healthcare Improvement Childhood Obesity > Terrorism Terrorism Source: Mike Levitt/Secretary HHS HEALTH HEALTH TP Recommendation #1: Dubai Healthcare City Dubai to to Dubai Health City* *Cleveland Clinic and Canyon Ranch Wash your hands. Wash Apply #50 sunscreen. Apply #50 Banish trans fat Banish trans Banish high fructose corn syrup. Banish high Exercise “30-7.” Breathe. Stockpile for H5N1.* (*not Tamiflu!) Stockpile H5N1 (*not Avoid hospitalization. Avoid hospitalization. Take charge of your health. Take of “If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and Wash Your Hands . W ash Your Hands A close third would be Move, Move, Move .” —Mark Pettus, M.D., M ove, Move, Move The Savvy Patient “The most important thing you can do to keep from getting sick is to hands . ” wash your w ash your —CDC/National Center for Infectious Diseases Primary “Success Factors”: Primary “Sanitary revolution”: mortality in major cities down mortality down 55% 55 between 1850 and 1915 and Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation 20%: not get 20%: prescriptions filled 50%: use meds inconsistently Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation Only Effective Strategy? “Curve “Curve Shifting” Shifting” Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation “BUMP INTO FACTOR”: Extra-size portions, eat more. Higher % shelf space snacks, more obesity. More liquor stores, more crime. High vs low fat: Japanese who emigrate to U.S. suffer 3X 3X increase in heart disease. increase Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation Behavioral Primacy! E.g.: plate size, E.g.: location of platters, 6.5 feet = -63% 6.5 Source: Brian Wansink, Mindless Eating Mindless (20 lbs per year; 200 decisions per day) (In Search of Excellence, office spacing and office communication; Sprint; communication; density of FF outlets) Sprint/Overland Park KS: Slow elevators, distant parking lots with infrequent buses, “food court” as “poorly” placed court” as possible, etc. Source: New York Times WELLNESS WELLNESS Why wasn’t I “informed” until age 59? Why Aging reversal!!!! “Fixes” Diet Extreme exercise Meditation Supplements Eliminate all alcohol (Meds) HEALTHCARE HEALTHCARE MEETS HEALTH: The Case of HEALTH: the PLANETREE ALLIANCE ALLIANCE Planetree: Planetree A Radical Model for New Healthcare/Healing/ Healthcare/Healing/ Wellness Excellence Wellness Excellence Tom Peters/17 September 2006 “It was the goal of the Planetree Unit to help patients not only get well faster but also to stay well longer.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel “Much of our current healthcare is about curing . Curing is good. curing . Curing is good. But healing is spiritual, and healing is better, because we can heal many people we cannot cure.” —Leland Kaiser, “Holistic Hospitals” The 9 Planetree Practices 1. The Importance of Human Interaction The 2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information 3. Healing Partnerships: The importance of Including Friends and Family 4. Nutrition: The Nurturing Aspect of Food 5. Spirituality: Inner Resources for Healing 6. Human Touch: The Essentials of Communicating Caring Through Massage 7. Healing Arts: Nutrition for the Soul 8. Integrating Complementary and Alternative Practices into Conventional Care 9. Healing Environments: Architecture and Design Conducive to Health Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 1. The Importance of Human Interaction Human “There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Kindness is free Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 139,380 former patients from 225 hospitals: Press Ganey Assoc: none of THE top 15 factors determining Patient Satisfaction referred to patient’s atient atisfaction health outcome outcome PS directly related to Staff Interaction directl related Staff Interaction PS directly correlated with Employee directl correlated Satisfaction Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel “Perhaps the simplest and most profound of all human interactions is KINDNESS. … But if it is so simple, it is surprising how frequently it is absent from our healthcare environments. … Many staff members report verbal ‘abuse ’ by physicians, managers and coworkers.” — Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel “Planetree is about Planetree human beings caring for other human beings.” beings.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (“Ladies and gentlemen serving ladies and gentlemen”—4S credo) 2. Informing and Empowering Diverse Populations: Consumer Consumer Health Libraries and Patient Information Patient Planetree Health Resources Center/1981 Planetree Planetree Classification System Consumer Health Librarians Volunteers Classes, lectures Health Fairs Griffin’s Mobile Health Resource Center Open Chart Policy Patient Progress Notes Care Coordination Conferences (Est goals, Care timetable, etc.) timetable, Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 3. Healing Partnerships: The Importance of Including Including Friends and Family Friends “ When hospital staff members are asked to list the attr ibutes of the ‘per fect patient and family,’ their response is usually a passive patient with no family.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel “ Patients are str ipped of control, their clothes are taken away, they have little say over their schedule, and they are deliberately separated from their family and fr iends. Healthcare professionals control all of the information about their patients’ bodies and access to the people who can answer questions and connect them with helpful resources. Families are treated more as intruders than loved ones.” —Putting Patients “Family members, close friends and ‘significant others’ can have a far greater impact on patients’ experience of illness, and on their long­term health and happiness, than any healthcare professional.” —Through the Patient’s Eyes “A 7-year follow-up of women diagnosed with breast cancer showed that those who confided in confided in at least one person in the 3 months at least one person after surgery had a 7-year survival 72.4% 72.4 rate of , as compared to 56.3% for those who didn’t have a 56.3% confidant.” —Institute for the Future Institute of Medicine/ “Crossing the Quality Chasm” Respect for preferences Involvement in Decision Making Access to care Coordination of care Information and education Physical comfort Emotional support Involvement of Friends and Family Continuity of care Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Care Partner Programs Care (IDs, discount meals, etc.) Unrestricted visits (“Most Planetree hospitals have eliminated visiting restrictions altogether.”) (ER at one hospital “has a policy of never separating the patient from the family, and there is no limitation on how many family members may be present.”) Collaborative Care Conferences Clinical Guidelines Discussions Family Spaces Pet Visits (POP: Patients’ Own Pets) Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 4. Nutrition: The Nurturing Aspect of Food Aspect Meals are central events Meals vs “ There, you’re fed.” * *Irony: Focus on “nutrition” has reduced focus on “food” and “service” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Kitchen Kitchen Beautiful cutlery, plates, etc Chef reputation Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Aroma therapy Aroma (eg “smell of baking cookies”) Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 5. Spirituality: Inner Resources for Healing Healing Spirituality: Meaning and Connectedness in Life 1. Connected to supportive and caring group 2. Sense of mastery and control 3. Make meaning out of disease/ 3. Make find meaning in suffering Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Griffin: redesign chapel (waterfall, redesign quiet music, open prayer book) Other: music, flowers, portable music, labyrinth Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 6. Human Touch: The Essentials of Communicating Communicating Caring Through Massage Massage “ Massage is a power ful way to communicate car ing.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Mid-Columbia Medical Center/Center for Mind and Bod y Massage for every patient scheduled for Massage ambulatory surgery (“Go into surgery with (“Go a good attitude”) good Infant massage Infant Staff massage (“caring for the caregivers”) Staff (“caring Healing environments: chemo! Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 7. Healing Arts: 7. Nutrition for Nutrition the Soul Planetree: “Environment conducive to healing” Color! Light! Brilliance! Form! Art! Music! Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Florence Nightingale/Notes on Nursing/patient’s need for beauty, windows, “ People say the effect is only on the mind. It is no such thing. The effect is on the body, too.” flowers: Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day) ; the Griffin: 5 pianos ; pianos volunteers (120-140 hrs arts & volunteers entertainment per month). Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 8. Integrating Complementary and Alternative Practices into Conventional Care into CAM (Complementary & Alternative Medicine): 83M in US (42%) (42%) 83M CAM visits 243M, greater than to PCP (Primary Care Physician) (With min insurance coverage) Care W-Educated-Hi inc Don’t tell PCP (40%) (40%) Don’t OTA: <30% procedures used in conventional OTA: medicine have undergone RCTs (randomized medicine clinical trials) clinical Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Griffin IMC/Integrative Medicine Center Massage Acupuncture Meditation Chiropractic Nutritional supplements Aroma therapy Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel 9. Healing Environments: Architecture and Architecture Design Conducive Design to Health “Planetree Look” Woods and natural materials Indirect lighting Homelike settings Goals: Welcome patients, friends and Goals: family … Value humans over technology .. Enable patients to participate in their care … Provide flexibility to personalize the care of each patient … Encourage caregivers to be responsive to patients … Foster a connection to nature and beauty Foster Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Sound Sound Texture Lighting Color Smell Taste Sacred space Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Access to nurses station: “Happen to” vs “Happen with” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel Conclusion: Caring/Growth “Experience” “Experience Care!/Love!/Spirit! Care!/Love!/Spirit! Self-Control! Connect!/learn!/ involve!/Engage! Understanding!/Growth! Understanding!/Growth! De-stress!/heal! Whole patient & family & friends! be well!/stay well! be F.Y.I. F.Y.I. Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results: Financially successful. Expanding programs-physically. Expanding Growing market share. Only hospital in “100 Best Cos to Work for”— for”— 7 consecutive years, consecutive currently #6. currently —“Five-Star Hospitals,” Joe Flower, strategy+business (#42) Lear n more about Planetree/ L ear The Planetree Alliance: www.planetree.org www.planetree.org VALUE ADDED #10 #10 To The Mat: The “5 Damn Its” Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. EXCELLENCE. INDIVIDUAL. INDIVIDUAL. BRAND YOU. “One of the defining One characteristics [of the change] is that it will be less driven by less countries or corporations and more driven by real people. It will more unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.” —Clyde Prestowitz, Three Billion New Capitalists Core Mechanism: “Game-changing Solutions” PSF PSF (Professional Service Firm “model”/The Organizing Principle) + Brand You (“Distinct” or “Extinct”/The Talent) + Wow! Projects (“Different” vs “Better”/The Work) “If there is nothing very If special about your work, no matter how hard you work, apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” either.” —Michael Goldhaber, Wired New Work SurvivalKit.2006 1. MASTERY! (Best/Absurdly Good at Something!) MASTERY! 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!) “Manage” 3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From “USP”/UNIQUE Rolodex vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! ENTREPRENEURIAL 6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Master Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) Sense 9. Comfortable with Your Skin (Bring “interesting you” to work!) Comfortable 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Intense Web site? Do you Blog?) 11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer) EMBRACE 12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) PASSION 13. EXECUTION EXCELLENCE! (Show up on time! Leave last!) EXECUTION ACTING: Think of a person as a “troupe of actors.” (“Many truths about oneself” which must all be understood if one is to know oneself.) Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life “ You can make more fr iends in two months b y becomin g interested in other p eo p le than you can in two years by tr ying to get other people interested in you.” —Dale Carnegie Be Be “To To somebody or to Do something” Do BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) “This is the true joy of Life, the This being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” —GB Shaw/ making Man and Superman “You are the storyteller You of your own life, and you can create your own legend or not.” legend —Isabel Allende “Make each day a Make Masterpiece!” Masterpiece!” —JW 12January2006 Happy 300 , Brand Happy Brand You! You! th th “In Tom’s world, it’s In always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” your —Fast Company “Life is not a journey to the grave Life with the intention of arriving safely in a pretty and well-preserved body in —but rather a skid in broadside, —but thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ” —anon. ride!’ Distinct … or Distinct … Extinct E xtinct Joe J. Jones Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM! Getting to WOW Through Mastery of … 25. The Sales Sales Getting Things Done: Getting The Power & Implementation34. Implementation Presentation Excellence: The PresX56 PresX56 The Interviewing Excellence: Excellence: The IntX31 The “IIt’s always t’s always showtime.” showtime.” —David D’Alessandro, Career Warfare “When was the last time you asked, ‘What do I want to be?’ ” —Sara Ann Friedman, Work Matters EXCELLENCE. EXCELLENCE. THE WORK MATTERS. The Work Matters! “What we do matters to us. Work may not be the most important thing in our lives or the only thing. We may work because we must, but we still want to love, to feel pride in, to respect ourselves for what we do and to make a difference.” —Sara Ann Friedman, Work Matters: Women Talk About Their Jobs and Their Lives “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 “How Would You Play How Today If You Knew Today You Could Not Play Not Tomorrow” Tomorrow” Source: Slogan for Loyola’s lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman) “She made us close our eyes and hear the singers she was passionate about: Roberta Flack and Aretha Franklin. ‘Listen to the joy in their voices,’ urged ‘It’s not the words or the It’s music. They sing with such music. The great passion, such heart and assion, soul. You can feel how the singers love what soul Diane. they’re doing. It’s not just a job to them. If you want to excel at anything, you must be passionate. Otherwise, why waste your time?’ ” Source: Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman VALUE ADDED #11 #11 EXCELLENCE. EXCELLENCE. MOTIVATIONAL MOTIVATIONAL STUFF. STUFF. “Do one thing Do every day that scares you.” scares —Eleanor Roosevelt “ARE YOU BEING ARE REASONABLE? Most people are reasonable; that’s why they only do reasonably well.” well.” Source: Paul Arden, Whatever You Think Think the Opposite "The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook. “If it’s not fun you’re If not doing not it right.” —Fran Tarkenton “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*” *quote within a quote from diary of a Confederate soldier Stop Doing It! Doing “The one thing you need The one thin you to know about sustained individual success: Discover what you don’t stop stop like doing and doing it.” doing —Marcus Buckingham, The One Thing You Need to Know Start Doing It! Doing “ A year from now you may wish You had started today.” started —Karen Lamb BONUS Stating the Obvious: THE PROBLEM IS RARELY THE PROBLEM. PROBLEM. THE PROBLEM IS THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* ** *Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS! OFTEN AS NOT/MORE OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING PROBLEM IS NOT MUCH OF A PROBLEM. PERCEPTION IS ALL THERE IS. PERIOD.* PERIOD *From Whole Foods to IBM to the corner deli Relationships (of all varieties): THERE THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL THREE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE. RUPTURE. POWER WORDS! POWER “ I’m sor r y.” Stating the Obvious II: MORE POWER WORDS/IDEAS WORDS/IDEAS hank You! hank MBWA* MBWA *5,000 miles for a 5­minute face­to ­face meeting (courtesy super­ agent Mark McCormick) FLOWER POWER POWER IDEAS! POWER You must care. —General Melvin Zais Only O nly connect! —E.M. Forster, Howards End Only connect! Only connect! That was the whole of her sermon. Only connect the prose and the passion, and both will be exalted, And human love will be seen at its height. Live in fragments no longer. Only connect ... —E.M. Forster, Howards End bedrock behaviors behaviors Home Run Being there! * ** *** **** *No more, no less **“A body can pretend to care, but they can’t pretend to be there.” — Texas Bix Bender *** GEN Melvin Zais on COs and inspections ****Silence is golden! [Utter silence is golden-er.] Period! Shake hands Smile Eye contact Period+! Shake hands Smile Eye contact Thank you Flowers Open pose ROIR Period+! Shake hands Smile Eye contact Thank you Flowers Open pose ROIR VALUE ADDED #11A #11A Peter & Mary on their fellow humans humans Drucker on his fellow humans fellow Source: Interview, Management Today (Australia); 01-02.2006 “The purpose of The professional schools is to educate competent to mediocrities.”* —PD mediocrities *Warren Bennis & Peter Drucker: On Organizing Genius, Drucker communication to Bennis:“ It should have been ‘organizing idiots.’” Source: Management Today (Australia); 01-02.2006 Mary oliver+ Mary on her/their fellow humans fellow “ Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver “Every child is born Every an artist. The trick is to remain an artist.” to — Picasso “The key question isn’t ‘What fosters The creativity?’ But it is why in God’s name isn’t everyone creative? Where was the human ever potential lost? How was it crippled? I think potential therefore a good question might be not not why do people create? But why do people not not create or innovate? We have got to abandon that sense of amazement in the that face of creativity, as if it were a miracle if anybody created anything.” anybody —Abe Maslow Joe J. Jones Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM! “We make our own traps.” “We construct our own cage.” “We build our own roadblocks.” Source: Douglas Kennedy, State of the Union “[The novel] traced the very ordinary life of a very ordinary woman— a life with few moments of high drama, but which was also It was a It theme I often discussed with my students—how we can never consider anybody’s life ‘ordinary,’ how every human existence is a novel with its own compelling narrative. Even if, on the own remarkable. The extraordinary in the ordinary. surface, it seems prosaic, the fact remains that each individual life is charged with contradictions and complexities. And no matter much we wish to keep things simple and uneventful, we cannot help but collide mess. It is our destiny—because mess, the drama we create for ourselves, is an intrinsic part of being alive.” —Hannah, from State of the Union by Douglas Kennedy “If you ask me what I have come to do in this world, I who am an artist, I will I am here to live my life out live loud.” loud reply: — Émile Zola The Work Matters! The “What we do matters to us. Work “What may not be the most important thing in our lives or the only thing. We may work because we must, but we still want to love, to feel pride in, ride to respect ourselves for what we do to ect and to make a difference.” —Sara Ann and Friedman, Work Matters: Women Talk About Their Jobs and Their Lives “… the delight of being totally within one’s “… own element—of identifying fully with one’s work and seeing it as an expression of one’s character … this affection must be so strong that it persists during leisure hours and even makes its way into dreams … the mind knows no deadlines or constraints and is open to its inner energies …” —Robert Grudin/ The Grace of Great Things: Creativity and Innovation “This is the true joy of Life, the This being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” —GB Shaw/ making Man and Superman “Self-reliance never comes ‘naturally’ to adults because they have been so conditioned to think nonauthentically that it feels wrenching to do otherwise. … Self Reliance is a last resort to which a person is driven in desperation only when he or she realizes ‘that imitation is imitation is suicide, that he must take himself for suicide that better, for worse, as his portion.’ ” — better, Lawrence Buell, Emerson “For Marx, the path to social betterment was through collective resistance of the proletariat to the economic injustices of the capitalist system that produced such misshapenness and For Emerson, the key was to jolt olt individuals into realizing the untapped power individuals ed ower of energy, knowledge and creativity of which of all people, at least in principle, are capable. all able. He too hated all systems of human He stems oppression; but his central project, and the ression; ect, basis of his legacy, was to unchain individual basis was minds.” minds fragmentation. —Lawrence Buell, Emerson Ger-on-iGermo! “Life is not a journey to the grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what Wow, a ride!’ ” —anon. ride!’ "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘GERONIMO!’ ” Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982) "The object of life's journey is not to arrive at the grave safely in a well preserved body, but rather to skid in sideways, totally worn out, shouting, 'Holy Shit, What a Ride!!!’ ” — Mavis Leyrer (feisty OCTOGENARIAN, living in Seattle) HANDS THAT SHAPE SHAPE HUMANITY. HTSH/Hands That Shape Humanity: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Commit! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those in any station who join and savor the fray by giving one hundred percent of one themselves to their modest or immodest dreams! Not by those fearful souls who remain dreams! glued to the sidelines, stifled by tradition, awash in cynicism and petrified of losing face or giving offense to the reigning authorities. giving Key words: Commit! Engage! Try! Fail! Persist! Commit! *HTST/Hands That Shape Humanity, Tom Peters’ contribution of “most important advice”—for a Bishop Tutu exhibit in South Africa “IIt’s always t’s alwa showtime.” showtime.” —David D’Alessandro, Career Warfare VALUE ADDED #12 #12 EXCELLENCE. AWOL: THE SCHOOLS FIASCO. “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 His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’ ” skills grade in art at such a young age? —Jordan Ayan, AHA! “How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a ‘closet artist.’ The point is: Every school I visited Every was participating in the systematic suppression of creative genius.” Source: Gordon MacKenzie, Orbiting the Giant Hairball 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 school­related evaluations are poor predictors of economic success,’ Stanley concluded. What did predict success was a willingness to take risks. Yet the success­failure 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 15 “Leading” Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002/Research by Thomas Lockwood M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. Talk Listen Sell (Life = Sales.) Do. (Execution-Implementation.) Do Talent. (Recruit-Develop-Retain.) Project Talent. Management. (Create. Solicit support. Execution. Management. Adoption-Client “Culture Change.”) Product. (“It.”) Product. Innovation. (Design. Creativity. “Buzz-building.” Innovation. Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) Leadership. E.Q. “Culture” Change. (Lasting impact.) “Culture” Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. Creation. (Life.) *B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action) New Economy Biz Degree Programs MBA (Master of Business Administration) Administration MMM1 (Master of Metaphysical Management) Metaphysical MMM1 MMM2 (Master of Metabolic Management) Metabolic MMM2 MGLF (Master of Great Leaps Forward) Leaps MTD (Master of Talent Development) Talent W/MwGTDw/oC (Woman/Man Who Gets Things Done without Certificate) Done DE (Doctor of Enthusiasm) Enthusiasm Fact: Last 4 Deans … Finance, Economics, Accounting, Finance. Economics, Query: WILL THERE EVER BE ONE FROM THE “TOP LINE” SIDE: INNOVATION (Ha, Ha), ENTREPRENEURSHIP, ENTREPRENEURSHIP, MARKETING, SALES (Ha Ha)? OR MARKETING, THE “PEOPLE” SIDE: HR? HR VALUE ADDED #13 #13 EXCELLENCE. BEDROCK. BEDROCK. LEADERSHIP. EXCELLENCE. BEDROCK. BEDROCK. PURPOSE. “I never, ever thought of never, myself as a businessman. I was interested in creating things I would be proud of.” would Richard Branson — “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a ‘Who do do we intend to be?’ we to be leader always is: Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller “In 1933, Thomas J. Watson Sr. gave a speech at the World’s Fair, ‘World Peace through We stood for something, right?” right?” World Trade.’ —Sam Palmisano “People want to be part of People something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” fight —Howard Schultz, Starbucks (IBD/09.05) Ah, kids: “What is your vision for the future?” “What have you accomplished since your first book?” accomplished “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’?” better EXCELLENCE. THE STORY. THE THE MESSAGE. “To change minds effectively, leaders make particular use stories stories that they tell and the lives lives of two tools: the that they lead.” —Howard Gardner, Changing Minds Message clarity = CALENDAR + MBWA + Language + Perceived MBWA INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible support + Prototypes + Tolerance for Failure/“Good losses” + Promotions Failure/“Good + Tempo + Resilience + Celebration + Tempo Perceived RELENTLESSNESS + Perceived Training Training EXCELLENCE. BY INVITATION. INVITATION. “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 [Yet] 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 is of people is very, very hard. Elephants Can’t Dance “In the end, management doesn’t change culture. Management invites invites the workforce itself to change the culture.” —Lou Gerstner EXCELLENCE. BETTER IS BETTER. BETTER. Hire up! Hire Source: Doris Kearns Goodwin, Team of Rivals EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENERGY. ENERGY. PASSION. PASSION. “Before you can inspire with Before emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.” you — Winston Churchill “Nothing is so Nothing contagious as enthusiasm.” enthusiasm.” —Samuel Taylor Coleridge “ Enthusiasm, the ultimate vir us.” “Whenever anything is Whenever being accomplished, I have learned, it is being done by a monomaniac with a mission.” —Peter Drucker mission.” “Most important, upped the upped energy level at energy level he Motorola.” Motorola.” —Fortune on Ed Zander/08.05 Q: “If it were your $100K [life’s savings] and my $100K, what sort of Waiters would we look for?” A: “Enthusiasts!” “Enthusiasts!” EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENERGY. ENERGY. PASSION. PASSION. EXUBERANCE. Ex-ub-erEx-ub-erance! Exuberance: The Passion for Life, by Kay Redfield Jamison+ Exuberance: “I believe exuberance is incomparably more important than we acknowledge. If, as has been claimed, enthusiasm finds the opportunities and energy makes the most of them, a mood of mind that yokes the two of them is formidable indeed.” “The Greeks bequeathed to us one of the most beautiful words in our language—the word ‘enthusiasm’—en theos —a god within. The grandeur of human actions is measured by the inspiration from which they spring. Happy is he who bears a god within, and who obeys it.”—Louis Pasteur “Exuberance is, at its quick, contagious. As it spreads pell­mell through a group, exuberance excites, it delights, and it dispels tension. It alerts the group to change and possibility.” Exuberance: The Passion for Life, by Kay Redfield Jamison+ “A leader is someone who creates infectious enthusiasm.”—Ted Turner “‘Glorious’ was a term [John] Muir would invoke time and again … despite his conscious attempts to eradicate it from his writing. ‘Glorious’ and ‘joy’ and ‘exhilaration’: no matter how often he scratched out these words once he had written them, they sprang up time and again …” “To meet Roosevelt, said Churchill, ‘with all his buoyant sparkle, his iridescence,’ was like ‘opening a bottle of champagne.’ Churchill, who knew both champagne and human nature, recognized ebullient leadership when he saw it.” Exuberance: The Passion for Life, by Kay Redfield Jamison+ “At a time of weakness and mounting despair in the democratic world, Roosevelt stood out by his astonishing appetite for life and by his apparently complete freedom from fear of the future; as a man who welcomed the future eagerly as such, and conveyed the feeling that whatever the times might bring, all would be grist to his mill, nothing would be too formidable or crushing to be subdued. He had unheard of energy and gusto … and was a spontaneous, optimistic, pleasure­loving ruler with unparalleled capacity for creating confidence.”—Isaiah Berlin on FDR Exuberance: The Passion for Life, by Kay Redfield Jamison+ “Churchill had a very powerful mind, but a romantic and unquantitative one. If he thought about a course of action long enough, if he achieved it alone in his own inner consciousness and desired it passionately, he convinced himself it must be possible. Then, with incomparable invention, eloquence and high spirits, he set out to convince everyone else that it was not only possible, but the only course of action open to man.”—C.P. Snow “We are all worms. But I do believe that I am a glow­worm.”—Churchill on Churchill “The multitudes were swept forward till their pace was the same as his.”—Churchill on T.E. Lawrence “He brought back a real joy to music.”—Wynton Marsalis on Louis Armstrong The Cup Challenge Challenge Tom Peters/0214.2006 For a forthcoming event, I was asked to provide some possible “sayings” on leadership, six “sayings” words or less, designed go on words coffee mugs distributed as gifts. coffee The results, a hasty draft, follow … “Passion!” “Energy!” “Enthusiasm!” “Passion! Energy! Enthusiasm!” "Enthusiasm! Enthusiasm! Enthusiasm!" "Enthusiasm Moves Mountains!" "Enthusiasm "Nothing Matches Enthusiasm as a 'Motivator'!" "Nothing “Technicolor Times Demand Technicolor Actions” “Technicolor Times Demand Technicolor People” “Wow. Now.” “Re-imagine!” “Re-imagine! Re-do! Re-vise! Re-vo-lu-tion!” “Enthusiasm, the Ultimate the Virus!” Virus!” "Respect!" "Respect!" “Leaders ‘Do’ People. Period.” “Credibility. Asset No. 1.” “Tell the Truth.” “Truth Wins.” “Challenge. Challenge. Challenge.” “Two Big Goals. Tops.” “Focus. Your Calendar Never Lies” “Good Story. Good Leader.” “Best Story Wins.” “Live the Story.” “Change the World. Accept Nothing Less.” "Dream!" "Dream!" “Dream. The Only Worthwhile Reality.” “Beware Those Who Agree With You” “Seek Dissidents. Nurture Dissidents. Cherish Seek Dissidents” Dissidents” Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do. Do “Excellence!” “Demand Excellence!” “Demand Excellence. The Greatest Gift.” “Excellence, Life’s Gold Standard” Excellence, “Stop Talking! Start Doing!” “Execute. Execute. Execute.” “‘Good Execution’ Beats ‘Good Strategy’” “Agility Trumps Size” "Women make the best bosses!" "Women “Women Rule. Believe It.” "You must care!" "You “Listen.” “Ask. ‘Why?’” “‘Different’ beats ‘Better.’” “‘ “‘Distinct’ or ‘Extinct.’” “Innovate or Die” “‘Me Too’ = ‘Me Dead’” “Talent Time!” “Best Talent Wins.” “Moderation Fails in Immoderate Times” “No Less No Than Than Excellence. Excellence. Ever.” Ever.” EXCELLENCE. RELENTLESSNESS. RELENTLESSNESS. RE-LENTRE-LENTLESSNESS BLOOD-YBLOOD-YMIND-EDNESS Bloodyminded: Unreasonably Unreasonably stubborn stubborn Source: The Random House Dictionary of the English Language “It is no use saying It ‘We are doing our best.’ You have got to best.’ succeed in doing what is necessary.” what — WSC "The reasonable man adapts himself The to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, man.” Man and Superman: The Revolutionists' Handbook. “This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his determination, but also it is the first known example of a very important Grant had an extreme, almost phobic dislike hobic of turning back and retracing of his steps. If he set out for somewhere, he would get there his peculiarity of his character: somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on—turning back was not an option for him.” —Michael Korda, Ulysses Grant First-level Scientific Success The smartest guy in the room wins” Or … First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”) Patience (long -Impatience (in Passion Energy Relentlessness (Grant-ian) Relentlessness Enthusiasm Enthusiasm Driven (nuts!) Driven (Brutal?) Competitiveness (Brutal?) Entrepreneurial Pragmatic (R.F!A.) Pragmatic (R.F!A.) Scrounge (“gets” the logistics-infrastructure bit) Scrounge (“gets” Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! Pursuit (Oceanic) High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (“ground up more pig brains”) Prolific (“ground Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (“Work-life balance”? Ha!) Mono-dimensional (“Work-life Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) (methodological Exceptionally Luck “Whenever anything is Whenever being accomplished, I have learned, it is being done by a monomaniac with a mission.” —Peter Drucker mission.” Charles Handy on the “Alchemists” “Passion was what drove these people, passion for their product or their cause. product If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment Passion Passion goes wrong. as the secret to learning is an odd secret to propose, but I believe that it works passion at all levels and at all ages. Sadly, is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.” EXCELLENCE. AGILITY. AGILITY. “The most The successful people are those who are good at plan B.” are —James Yorke, mathematician, on chaos theory, in The New Scientist EXCELLENCE. SHOWING UP. SHOWING 25 25 MBWA MBWA “ You must be be the change you wish to see in the world.” Gandhi You = Your calendar* calendar* *Calendars NEVER lie!! NEVER 5,000 miles for a 5 min. miles min meeting! meeting Mark McCormack: “The First step in a The First step ‘dramatic’ ‘organizational change program’ is obvious change —dramatic personal change!” —RG change Message clarity = CALENDAR + MBWA + Language + Perceived INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible support + Prototypes + Tolerance for Failure/“Good losses” + Promotions + Tempo + Resilience + Celebration + Perceived RELENTLESSNESS + Training EXCELLENCE. STRETCH. STRETCH. The greatest danger The 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 Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation! Avoid Sir Richard’s Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson EXCELLENCE. KABOOM. KABOOM. No Wiggle Room! “Incrementalism “Incrementalism is innovation’s worst enemy.” worst —Nicholas Negroponte “Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Big Things.” Big —Roger Enrico, former Chairman, PepsiCo Line Extensions: 86 percent of new percent of new products. 62 percent of revenues. 39 percent of profit. Source: Blue Ocean Strategy, Chan Kim and Renée Mauborgne Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free Small, gradual changes are always easier to make and sustain * *We can’t change because our brains become “hardwired” early in life Source: Fast Company EXCELLENCE. OFFENSE. OFFENSE. “[other] “[other] admirals more frightened of losing than anxious to win” than On NELSON: "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine) You only find oil if you drill oil wells. wells —The Hunters, by John Masters, Canadian O & G wildcatter Insanely great” EXCELLENCE. THE LEADERSHIP23. THE Leadership23/ML 1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 6. Accountability. 7. Meritocracy. 8. Leaders “do” people. Mentor. (“Success creation business.”) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests. Leadership23/ML 13. Legacy. 14. Best story wins. 15. On the edge. (“Wildest chimera of a moonstruck mind.”) 16. “Reward excellent failures. Punish mediocre successes.” 17. Different > Better. (“Only ones who do what we do.”) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. “To Don’t.” Two. 22. Excellence. Always. 23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”) Enthusiasm Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction Relentlessness Self-reliance “Closer” (Execution) excellence Leaders: gotta gotta say it! “No leader sets out to be a leader per se, but rather to express but him- or herself freely and fully. That is, leaders have no fully That interest in proving themselves, but an abiding interest in expressing themselves.” —Warren Bennis, On Becoming a Leader “Everyone lives by Everyone selling something.” sellin —Robert Louis Stevenson “IIt’s always t’s showtime.” showtime.” —David D’Alessandro, Career Warfare VALUE ADDED #13A #13A EXCELLENCE. EXCELLENCE. LET US MARCH. “In classical times when In Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let Let march.’” march us —Adlai Stevenson Let us march. march “No leader sets out to be a leader per se, but rather to express him­ or herself freely and fully. That is leaders have no interest in proving themselves, but an abiding interest in expressing themselves.” —Warren Bennis, On Becoming a Leader EXCELLENCE. THRILLS. TRANSCENDENCE. WOW. NOW. ! Radically Thrilling Language! “Radically Radically Thrilling.” Thrilling.” —BMW Z4 (ad) T C O* *Chief T hr ills Officer Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity TR C O* *Chief Transcendence Officer T ranscendence W C *Chief WOW Officer W OW Officer O* ! C *Chief O* ! Officer EXCELLENCE. TECHNICOLOR. EXCELLE EX ALWAYS. “ A year from now you may wish You had started today.” —Karen Lamb "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine) You only find oil if you drill oil wells. wells —The Hunters, by John Masters, Canadian O & G wildcatter “IIt’s always t’s showtime.” showtime.” —David D’Alessandro, Career Warfare “I don’t know “ I don’t know if ‘it’ is ‘possible.’ I do know it’s ‘ necessar y.’” TP/Chile: TP/Chile EXCELLE EX ALWAYS. VALUE ADDED #14 #14 ONE WORD+ ONE ONE WORD+ Drill more wells R.F.A. Accountability Realism Decentralization Execution Action bias Most mistakes wins 6:15am Energy Enthusiasm Do>Plan Act>Think Behavior>Attitude Passion ONE WORD+ Emotion Intuition Sell O.O.D.A. Integrity Weird Appreciate Celebrate Respect Listen Wander Calendar rules Calendar doesn’t lie “To don’t Max priorities = 3 ONE WORD+ 5 min/5,000 miles Women Decency Grace Innovate or Die Re­imagine Fight irrelevance Just Do It Care (You Must) Flowers (Say It With) I’m sorry Thank You Insanely Great Silence 2­cent candy ONE WORD+ MBWA Why? PSF Wow! ! (red) Buy a Mirror Know thyself Invite Quest Adventure Talent Brand You Lovemark Experience Dreamketing ONE WORD+ Gasp­worthy Insanely great Different>better Impact>longevity Dramatic Difference Only ones do what we do Smile $798 7­7­7 Design rules Beautiful Systems 450/8 VP S.O.U.B. Women buy all Women lead better ONE WORD+ Boomers­geezers own all 2.6/21 25 25 3,000,000,000 (900,000,000) 26 minutes 43 hours Perception Is All There Is Enthusiasm: The Ultimate Virus The Irreducible209+ The Irreducible209+ The Sales122 60TIBs 60TIBs Tom-A-to,Tom-ah-to The Irreducible209 The Irreducible209 A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, MikePorter, “What, “What, if anything,” he asked, “do you believe ‘for sure’?” sure’?” Gary Hamel, Jim Collins, etc. Finally, he’d had enough. I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before 209 items. Hence “The I knew it, a few days later, the list had grown to Irreducible209” that follows. Tom Peters 1. Hare 1, Tortoise 0. (Hare­y times.) 1. 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (“Motivator” #1.) (Can’t be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Passion. Enthusiasm. Exuberance. (Move mountains. No alt.) Exuberance. 12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.) 15. Men. Women. Different. Contend. Connect. 15. Men. Women. Different. Contend. Connect. 16. Women. Buy. All. (RU listening?) 17. Quality. (“Mind­blowing.” Beyond 6­Sigma.) 18. Re-invent. Re-pot. (Required.) 19. Jaywalk. 20. Big change. Small # of people. (Always.) 21. Experiment. Now. 22. Failure. Normal. 23. Most failures, most success. Most (Fail. Forward. Fast.) 24. “Reward excellent failures. Punish mediocre successes.” mediocre 25. Women leaders. (Altered times.) 26. Extremism. (Good business. Bad politics.) 27. Innovation source. Only. Extreme irritation. 28. Smile. 29. You must care. 29. You must care. 30. Mentor. (Highest ROI.) 31. Best “roster” wins. 32. Wow. (Okay in biz.) 33. We all have customers. (Biz. Personal.) 34. All contacts = Experiences. 35. Cirque du Soleil. (Peerless.) 36. Leaders create space for growth. 37. Quests. (Only.) 38. High aspirations, “high” results. (Self­fulfilling prophecy.) 39. Attitude 1, Skills 0. (Mostly.) (Attitude 1, Skill 0.3?) 40. Sometimes: Skill 1, Attitude 0.1. 41. Must “love,” not “like.” 42. Wegmans.” (No excuses. “Mere” groceries.) 43. Less than your best. Cheating. 44. Brand You. (No alt.) 44. Brand You. (No alt.) 45. Self­sufficiency. (Biggest LT turn­on.) 46. In the moment. 47. The moment wins. 48. Tomorrow = Never. 49. Action 1, Plan 0.1. 49. 50. “Execution” can be a “system.” 51. Realism. 52. Own up. Move on. 53. Accountability. 54. Work hard > Work smart. (Mostly.) 55. Feedback. Necessary. Fast. (R.F.A. in “RFA times.”) 56. Customers. Listen. Lead. (Paradox.) 57. “On stage.” Always. (GW, FDR, RG = Supreme actors.) 58. Master statistical analysis. 58. Master statistical analysis. 59. Excellence = Set the table. 60. Legacy. (Will it have mattered?) 61. “Great.” (Why not?) 62. Radicals rule. (Think … Olympics.) 63. !!! = Good. 64. Red 1, Brown 0. (Red times.) 65. Talk. Listen. (“Big 2.” Master.) 66. Politics. (Normal­inevitable state of affairs. Master.) 67. Student. Forever. 68. “Why?” (Question #1.) 69. Don’t belittle. 70. Respect. 71. All we have: this moment. (“Moments matter most”?) 72. Now. (Procrastination. Death.) 73. Exercise. 73. Exercise. 74. Paint. (Leader. Portraits of Excellence.) 75. Best story wins. 76. “You must be the change you wish to see in the world.” to 77. Two “big ones.” Max. (Priorities.) 78. No “I” in Team. (“I” in Win.) 79. “I” in Win. (No “I” in Team.) 80. Different 1, Better 0. (Better = 0.1) 81. Imitation = Mistake. (Learn, from who?) 82. Choose/battle the “right” competitor. 83. Schools. Creativity. Entrepreneurship. (Not.) 84. MBAs. Creativity. Entrepreneurship. Leadership. (Not.) 85. Design. Under-rated. Wildly. (Still.) (Everything.) 86. You = Calendar. (Calendar. Never. Lies.) 86. 87. Laugh. 88. Handshake. (Quantity. Quality.) 89. Don’t fold your hands in front of your chest. Ever. (Never.) 90. Grace. (“Works” in biz.) 91. Weird. Wins. (Weird times.) 92. Crazy times. Crazy orgs. 93. Internet. All. 94. Women. Boomers­Geezers. Market. All. 95. Passion. (Repeat. So what?) 96. Energy. (Repeat. So what?) 97. Hustle. (Repeat. So what?) 98. Enthusiasm. (Repeat. So what?) 99. Exuberance. (Repeat. So what?) 100. Smile. (Repeat. So what?) 101. Care. (Repeat. So what?) 102. Simplicity. Redundancy. Resilience. Bloody102. mindedness. Visible optimism. (Success.) mindedness. 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?) 105. Fun. (Biz. Why not?) 106. Joy. (Biz. Why not?) 107. Sales = Life. 108. Marketing = Life. 109. Long-term. “Top line.” c.r.o. 110. Great company = Creates the most individual success stories. (RE/MAX) individual 111. Talent first, performance byproduct. 112. Sustained Wow* 1, “Shareholder value,” 0.2 (*Product, People.) 113. Commitment. by invitation only. 114. Creativity. by invitation only. Creativity. 115. HR = #1. (Ought to.) 115. 116. Face-to-face. (5K miles, 5 minutes.) 117. 116. Negotiation. Make all winners. (Save face.) 118. Grace makes enemies friends. 119. Network. 120. Invest in relationships. (Think ROIR. Invest ROIR Return On Investment in Relationships.) Return Relationships.) 118. Relationship investment. Forethought. Calendar item. Intensity. 119. Innovation. Easy. (Hang out with weird.) 120. Weird = Win. (Weird times.) 121. “The bottleneck is at the top of the bottle.” 122. Good Board = Weird Board. (At least, surprising.) 123. No contention, no progress. R.O.I.R.* R.O.I.R. *Return On Investment In Relationships 124. “Crucial conversations.” “Crucial 124. “Crucial conversations.” “Crucial confrontations.” (Study. Learn. Do.) 125. Honest feedback. 126. Gaspworthy. Yes. 127. “Insanely great.” 128. “Astonish me.” 129. “Make it immortal.” 130. “Will you remember it in 20 years?” 131. No small opportunities. (Reframe.) 132. One playmate, one playpen = Enough. 133. End run. Sensible. 134. Allies are there for the finding. 135. Find successes. Build on successes. (Pos > Neg. Encourage > Fix.) 136. Somebody’s doing it today. Find ’em. 137. Someone is living 2016 in 2006. (Find ’em. Study ’em.) 138. Don’t “benchmark.” “futuremark.” 138. Don’t 139. “PMA.” It works. (Positive. Mental. 139. “PMA.” It works. (Positive. Mental. Attitude.) 140. There are no experts. (You are the expert.) 141. Life is short. 142. “Sustained success.” Fat chance. Make today matter. (“Sustained.” Ha.) 143. Collaborate. (Networked world.) 144. Go solo. (Individual. Unit of Intellectual Capital.) 145. There are no “perfect” plans. (Do. Wins.) 146. Plans motivate. (Right or wrong. Sense of purpose.) 147. Never rest. 148. Get some sleep. 149. Winning = Embracing paradox. 150. Ambiguity = Opportunity. 151. Resilience. 151. Resilience. 152. Relentless-ness. 153. None. Above. Comeuppance. None. No. “ultimate.” “business model.” No. (GM. Sears. U.S. Steel. DEC.) 154. Be yourself. Period. 155. Never work with jerks. Including customers. (Life. Too short.) 156. Under-promise, over-deliver. 157. Talent. (Powerful word.) 158. “Customer = Anyone whose actions affect your results.” 159. Competition stinks. (Seek the soft spots where you can dominate.) 160. K.I.S.S./Keep It Simple, Stupid. 161. Beauty. (Good biz word.) 162. “See the beauty in a hamburger bun.” (Go. Ray.) 163. Own up. Quick. ( Denial. Cancer.) 163. Own up. Quick. ( Denial. Cancer.) 164. Celebrate. Often. 165. 78 people = 78 approaches. (Each. Unique.) 166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non­stop.) 167. Get out of the way. (You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) 171. Be intolerant of “sour.” (1 = Major pollution) 172. No “quick trigger” on promotion. (Too important.) 173. Evaluation = Lots of study­time. 174. Evaluation = “Life or death” to evaluee. 175. “360” evaluation. No fad. 176. Exit when you’re done. (Done. Sooner than you think.) 177. Today. Now. My Project. Am. Is. I. Period. 177. Today. Now. My Project. Am. Is. I. Period. 178. “Beautiful” systems. (Good biz phrase. Not oxymoron.) 179. Build on strengths > Fix weaknesses. 180. “To don’t” = “To do.” (“To don’t” > “To do” ?) 181. Leaders “Do” People. (Period.) 182. Leaders enjoy leading. 183. Serious leadership training = Serious. 184. Priorities. Obvious. (Or else.) 185. 5 “Priorities” = 0 Priorities. (3 “Priorities” = 0 Priorities?) 186. People. First. Last. Always. 187. It. Is. Always. The. People. 188. Handshake. (Quantity. Quality.) (Quantity. 188. 189. Don’t fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) 191. Employee Entrance = Guest Employee Entrance. 192. Put the customer … SECOND. Put SECOND (Thanks, Hal.) 193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers don’t work. Small acquisitions can/do work—if you don’t screw with their energy. 195. Instinctively “head for the front 195. line.” (In all contexts.) 196. Success = DDMMPR/"D-squared, Success M-squared, PR” = DramDiff + iff Money-Financial Acumen + Good “Marketing” Instincts + Stellar People arketing” + Resilience (The “fab five”: What. Every. Small. Biz. Needs.) (Big too.) 197. Core Mechanism (“Game­changing Solutions”): PSF (Professional Service Firm “model”) + Wow! Projects (“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”) 198. 2011/2016 has already happened. Find it. 199. Kids “know” kids. Oldies “know” oldies. 199. Women “know” women. (Staff accordingly.) 200. Everybody is my customer. 201. Cosset “vendors.” 202. I want to run a Housekeeping department. (And you?) 203. The military doesn’t follow the “military model.” (Initiative = Excellence.) 204. No such thing as “going to absurd lengths” to serve the Customer. (HSM & Lefties.) 205. Forget the “customer.” All = “Clients.” 206. It takes decades to get over “sleights.” (So don’t sleight.) 207. Don’t “dumb down.” Ever. NO LESS THAN EXCELLENCE. EXCELLENCE. EVER. EXCELLENCE. EXCELLENCE. ALWAYS. 208. 208. 209. Work In Progress XXX. One size fits. One. Only. (Evaluations. Period.) XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.) XXX. First impression. Matters. Shapes all that comes. Hard to overcome. (Understatement.) XXX. Jerks. Don’t work with. (Life = Too short.) XXX. Manage [the hell out of] first impressions. XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.) XXX. Manage [the hell out of] last impressions. XXX. Plain English. XXX. K.I.S.S. (450/8.) XXX. $798. $55,000,000,000. 3,000,000,000. XXX. 7AM-7PM. 6:15AM. XXX. Donnelly Weatherstrip rules. XXX. Managers do things right. Leaders do the right thing. NOT. GE (more or less): The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff About Tom Peters/0402.2006 This list was first prepared for GE Energy sales & This list was first prepared for marketing people in January. It started with a half­ dozen items, and grew like Topsy. Possibly, given its origins, it’s a little tilted toward complex, engineering­ based sales. In any event, it makes a perfect companion to “The Irreducibles209.” This, too, is effectively a list of “irreducibles.” Tom Peters 1. “Strategy” overrated, simply “doin’ stuff” underrated. See Kelleher and 1. “Strategy” overrated, simply “doin’ stuff” underrated. See Kelleher and Bossidy: “We have a ‘strategic plan,’ it’s called doing things.”—Herb Kelleher. “Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done. Action has its own logic—ask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What are you personally great at? (Key word: “great.”) Play to strengths! “Distinct or Extinct.” You should aim to be “outrageously good”/B.I.W. at a niche area (or more). 3. Are you a “personality,” a de facto “brand” in the industry? The Dr Phil of ... 4. Opportunism (with a little forethought) mostly wins. (“Successful people are the ones who are good at Plan B.”) 5. Little starts can lead to big wins. Most true winners—think search & Google—start as something small. Many big deals—Disney & Pixar—could have been done as little­er deals if you’d had the guts to jump before the value became obvious. “Everyone lives by Everyone selling something.” selling —Robert Louis Stevenson 6. Non­obvious targets have great potential. Among many other things, 6. Non­obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the “non­obvious” are often good Partners for technology experiments. 7. The best relationships are often (usually?) not “top to top”! (Often the best: hungry division GMs eager to make a mark.) 8. IT’S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE FUNCTIONS. 9. In any public­sector business, you must become an avid student of “the politics,” the incentives and constraints, mostly non­economic, facing all of the players. Politicians are usually incredibly logical—if you (deeply!) understand the matrix in which they exist. 10. Relationships from within our firm are as important—often more important—as those from outside—again broad is as important as deep. Allies—avid supporters!—within and from non­obvious places may be more important than relationships at the Client organization. Goal: an “insanely unfair ‘market share’” of insiders’ time devoted to your projects! C(I)>C(X) C(I) 11. Interesting outsiders are essential to innovative proposal and sales 11. Interesting outsiders are essential to innovative proposal and sales teams. An “exciting” sales­proposal team is as important as a prestigious one. 12. Is the proposal­sales team weird enough—weirdos come up with the most interesting, game­changer ideas. Period. 13. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.) 14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time. 15. Don’t short­change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that “makes my day” for a key Client player—and watch the whole gig be torpedoed. 16. “Sticking with it” sometimes pays, sometimes not—it takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.) 17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don’t get hung up—particularly in tech firms—on what industries­countries “women can’t do.” (Or some such bullshit.) 18. Work incessantly on your “story”—most economic value springs from a good story (think Perrier)! In sensitive public or quasi­public negotiations, a compelling story is of immense value—politics is about the tension among competing stories. (If you don’t believe me, ask Karl Rove or James Carville.) (“Storytelling is the core of culture.” —Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell) 19. Call this 18A, or 18 repeat: Become a first­rate Storyteller! (“A key – perhaps the key – to leadership is the effective communication of a story.”—Howard Gardner, Leading Minds: An Anatomy of Leadership) 20. Risk Assessment & Risk Management is more about stories than advanced math—i.e., brilliant scenario construction. 21. Good listeners are good sales people. Period. 22. Lousy listeners are lousy sales people. Period. 23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening “skills” are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso “listener” is as rare as a virtuoso cello player.) (“If you don’t listen, you don’t sell anything.”—Carolyn Marland/MD/Guardian Group) 24. Things that are funny to me (American) are often­mostly not funny to 24. Things that are funny to me (American) are often­mostly not funny to those in other cultures. (Humor is as fine­edged as it gets, and rarely travels.) 25. You don’t know Jack Squat about other peoples’ cultures—especially if you are a typically myopic American. (Like me.) 26. Are you a great interviewer? It’s a make or break skill. (Think Barbara Walters’ skill at extracting unwanted truths from pros in persona­ protection ... in front of 10s of millions of people. 27. Are you a great (not merely “good”) presenter? Mastering presentation skills is a life’s work—with stupendous payoff. 28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are “the essence of [sales] life”—and usually picked­up in an amateurish fashion. Mistake! (Become a “professional student” of these two areas, achieve Mastery.) 29. Are you good at flowers? Think: FLOWER POWER! (see Harvey Mackay’s “Mackay 66”—what you should know about a Client; e.g., birthdays & anniversaries.) (My “flowers budget” is out of control. Hooray for me.) 30. You can’t do it all—be clear at what you are good at, bad at, indifferent at. Hubris sucks. FLOWER POWER 31. The point is not to prove yourself.” (That’s ego­talk.) Let the best 31. The point is not to “prove yourself.” (That’s ego­talk.) Let the best person present to the Client—perhaps a “lower level” geek. (“Control freaks” get their just desserts in the long haul—or sooner.) 32. The numbers will more or less take care of themselves over the long haul—if the relationship/s is/are solid gold. 33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy. 34. Never stop growing­broadening­deepening the relationship. The key to “indispensability” is to get the Client more and more … and more … and then more … imbedded in “our” web. Hence the so­called “selling process” is only the first step! 35. USE THE WORD “WE” … CONSTANTLY & RELIGIOUSLY! (E.g.: “We”— the Client & me—“are going to change the world with this service.”) 36. Don’t waste your time on jerks—it’ll rarely work out in the mid­ to long­ term. 37. Genius is walking away from lousy “scores” (deals)—and accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.) “If you don’t listen, listen, you don’t sell you don’t anything.” —Carolyn Marland/ Managing Director/ 38. You haven’t a clue as to how this situation will actually play out—be 38. You haven’t a clue as to how this situation will actually play out—be prepared to move fast in a different direction. 39. Keep your word. 40. KEEP YOUR WORD. 41. Underpromise (i.e., don’t over­promise; i.e., cut yourself a little slack) even if it costs you business—winning is a long­term affair. Over­promising is Sign #1 of a lack of integrity. You will pay the piper. 42. There is such a thing as a “good loss”—if you’ve tested something new and developed good relationships. A half­dozen honorable, ingenious losses over a two­year period can pave the way for a Big Victory in a New Space in year 3. 43. It’s a competitive world out there. New, innovative products are harder to sell than old stand­bys. Nonetheless, you will be a long­term star to the extent that you are willing to push the harder­to­sell­at­the­moment Innovative Products that cement long­term Client success (Indispensability!) —even if it means a #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGING—hopefully) COMPETITIVE ADVANTAGE! “ You can make more friends in You two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” interested —Dale Carnegie 44. Think “legacy”—what the hell is all this really about for you and the 44. Think “legacy”—what the hell is all this really about for you and the world? (“Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver) 45. THERE ARE NO “MODERATES” IN THE HISTORY BOOKS! 46. Keep it simple! (Damn it!) No matter how “sophisticated” the product. If you can’t explain it in a phrase, a page, or to your 14­year­old ... you haven’t got it right yet. 47. Know more than the next guy. Homework pays. (of course it’s obvious— but in my work it is too often honored in the breach.) 48. Regardless of project size, winning or losing invariably hinges on a raft of “little stuff.” Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!—or, “one man’s little stuff is another man’s 7.6 Richter deal­breaker.” 49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the egg on your face—he will always remember you!) 50. Don’t hold grudges. (It is the ultimate in small mindedness—and incredibly wasteful and ineffective. There’s always tomorrow.) 51. IT’S ALWAYS “THE POLITICS”—wee private­sector deal or giant public 51. sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.) 52. To beat the “turnover problem” in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid­level (& lower!!) “plodding” “careerists.” The invisible careerists are the bedrock upon which repeated success is built! (My “Capitol Hill Axiom”: It’s the 24­year­old LA who in the end briefs the Senator right before she goes to the Floor to vote.) 53. Speaking of “she”: Gender differences are Enormous—dealing with a woman and dealing with a man are different kettles of fish—you must become an A+ student of gender differences. (E.g.: Men are typically more interested in the short­term “score.” Women are more interested in the long­term consequences.) 54. “LITTLE PEOPLE” OFTEN HAVE BIG FRIENDS. 55. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with increased respect for you and your team. 56. Never, ever dump on a competitor—the Tom Watson IBM glory­days 56. Never, ever dump on a competitor—the Tom Watson IBM glory­days mantra. 57. Never forget the “Law of Cousins!” In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time. 58. Speaking of “favors,” jail sucks. 59. Work hard beats work smart. (Mostly.) 60. REPEAT: HE/SHE WHO HAS THE MOST­BEST RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... WORK OF THE SALESPERSON. 61. Mano v mano “hardball” is seldom the answer—end runs based and patient multi­level relationship building via deeper­wider networks win. 62. If the deal is wired from below, truly wired, than the so­called “big negotiations” are essentially irrelevant. 63. If every quarter is a “little better” than the prior quarter—then you are not taking any serious risks. 64. Phones beat email. “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge 65. A THREE­MINUTE CALL TODAY CAN AVOID A GAME­LOSER OF A 65. A THREE­MINUTE CALL TODAY CAN AVOID A GAME­LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didn’t someone say, “Pride goeth before the fall”? 66. Be hyper­organized about relationship management—you are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch­as­catch can. (Football analogies are cute—but deep political understanding pays the private­school tuition.) 67. Obsess on ROIR (Return On Investment In Relationships). 68. “THANK YOU” NOTES: World’s highest­return investment!! 69. The way to anyone’s heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.) 70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners—among adversaries at least as much as among “partners.” 71. Your colleagues’ successes are your successes. Period. (Trust me, my greatest personal success—financially as well as artistically—has been creating a bigger pond in which everyone wins, even if my “market share” is down.) 72. Lend a helping hand, especially when you don’t have the time. E.g. 72. Lend a helping hand, especially when you don’t have the time. E.g. share relationships—the more you give away the more you get in return (just like they say in church). 73. Listen up: “It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth­grade 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 Lawrence­Lightfoot, Respect. (I.e., Respect is Cool.) 74. Mentoring is a thrill—and the practical payoff is enormous. The best mentors have the whole world working its buns off for them! 75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON­ENTHUSIASTS—THEY ARE CANCERS. (“Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge. “A man without a smiling face must not open a shop.”—Chinese Proverb.) 76. IT’S ALWAYS YOUR PROBLEM—you sold it to them. 77. It’s never over: While there may be an excellent service activity in your 77. It’s never over: While there may be an excellent service activity in your company, the “relationship” belongs to You! Hence the “aftersales” “moments of truth” are at least as—if not more than*­­important to the Continuing Relationship as the sale “transaction” itself. (*I vote for “more than.”) You’ll get your biggest “points” with the Client for being an effective after­the­fact go­between with your company. 78. Don’t get too hung up on “systems integration”—first & foremost, the individual bits have got to work. 79. For God’s sake don’t over promise on “systems integration”—it’s nigh on impossible to deliver. 80. On the other hand … winners clamber Up the Value­added Ladder, and offer ever so much more than “mere” product. ALL SUCCESSFUL SALES PEOPLE ARE IN THE “SOLUTIONS BUSINESS”—no matter how jargony that may sound. 81. “Systems” / “Solutions” selling means grappling directly with “culture 81. “Systems” / “Solutions” selling means grappling directly with “culture change” in Client organizations. (“The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution”— Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale) 82. Shit happens. That’s what they pay you for. 83. This is not a “GE” or “Ben & Jerry’s” sale—it is a Joe Jones/Jane Jones sale. YOU ARE THE “BRAND” THE CLIENT BUYS—especially over the long haul. 84. Duh: You make money, the company makes money—on repeat business. 85. Master—yes, you—the “PR” Game. “Word of Mouth” is not accidental! You want Word of Mouth? Make it happen! 86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE TO GET CREDIT. (“Taking credit” is for egomaniacs. And losers.) 87. “Decent margins,” over the mid­ to long­term, are a product of better relationships, not better “negotiating skill.” (Mostly.) “You can’t behave in a calm, rational manner. You’ve got to be out there on to the lunatic fringe.” the —Jack Welch 88. In the immortal words of ex­GE Vice Chairman Larry Bossidy, more or 88. In the immortal words of ex­GE Vice Chairman Larry Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is more like it.) 89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fast—you want to be there first with your story and to enhance your rep as Truthteller! 90. Work like hell to get a reputation as a valued industry expert, to become an industry resource. 91. Work the Trade Association angle for all its worth—it may take a decade to pay off—e.g., when you become an officer or are on an important panel or testify Before Congress. 92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG! 93. It’s all bloody tactics. 94. You must ... LOVE .... the product! (Period.) 95. YOU MUST LOVE THE PRODUCT! 96. Don’t over­schedule. “Running late” is inexcusable at any level of seniority; it is the ultimate mark of self­importance mixed with contempt. 97. Women are better salespeople. (See Addendum.) 97. Women are better salespeople. (See Addendum.) 98. Women alone understand Women. 99. Actually, Women by and large understand Men better than Men understand Men. 100.Women purchasers buy Stories and recommendations. 101. Women take longer to become Loyal purchasers, but then stay Loyal. 102. Men buy Stats. 103. Men decide fast, but are fickle. 104. Men & Women are … VERY, VERY … Different. 105. Women buy most things. Consumer. Increasingly, professional goods and services. 106. Women’s Market is Opportunity #1. 107. Boomers. Many, many. Lots & lots & lots of … $$$. 108. Boomers­Geezers are very different purchasers than those in other categories. Women Rock … as Salespersons (From Item #97.) And the answers are? “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 Kane­Benson 109. It takes time to get to know people. (DUH.) 109. It takes time to get to know people. (DUH.) 110. The very idea of “efficiency” in relationship development is ... STUPID. 111. MBWA (still) rules. 112. “Preparing the soil” is the “first 98 percent.” (Or more.) 113. WORK THE PHONES! 114. Rule 5K­5M: 5K miles for a 5­Minute meeting often makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super­agent Mark McCormack.) 115. Become a student! Study great salespeople! (Including Presidents.) (“Natural” is a little bit true—but then Naturals are always the ones who study hardest—e.g., Jerry Rice.) 116. Become a student! Yes, you can study Relationship Building. So, study … 117. Beware complexifiers and complicators. (Truly “smart people” ... Simplify things.) 118. The smartest guy in the room rarely wins—alas, he 118. The smartest guy in the room rarely wins—alas, he usually is aware he’s the smartest guy. (And needn’t waste his time on that “soft relationship crap.”) 119. Be kind. It works. 120. Be especially kind when there are screw­ups. (There’s plenty of time later to Play the Great Accountability Game.) 121. Presidents never tire of being treated like Presidents. Luck matters. Luck Good luck! Good 122. Tom’s Tom’s 60TIBs* 60TIB *TIB = This I Believe Sixty for Sixty: Tom’s 60TIBs The architect Bill Caudill was a contrarian. He pioneered the idea of working intimately with clients to create spaces that met their needs; this flew in the face of conventional wisdom, which held that the architect was pure artist, barely deigning to make client contact. Caudill’s approach was wildly successful—so much so that today it’s become conventional wisdom. Over the years Bill jotted notes on this and that, and began to organize them for his children. The title of his musings: This I Believe. After Caudill’s death, his colleagues collected the notes and published them. That is, The TIBs of Bill Caudill. A sixtieth birthday is a monumental occasion, and I chose, among other things, to give myself a present to mark the/my date in November 2002. I sat on a hill overlooking my farm in Vermont, and scribbled down 60 thoughts, one for each year, that seemed to capture my professional and, to some extent, my personal journey. Those thoughts—Tom’s 60TIBs— herewith. 1. TECHNICOLOR RULES! 1. (Passion Moves Mountains!) 2. Audacity Matters! 3. Revolution Now! 4. Question Authority! (& Hire Disrespectful People.) 5. Disorganization Wins! (LOVE 5. THE MESS!) 6. Think 3M: Markets Matter Most. ONLY EXTREME 6. COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you can’t take Silicon Valley out of the boy!) 7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.) 8. Message 2003: Technology Change (Info-sciences, 8. Biosciences) Is in Its Infancy! (WE AIN’T SEEN NOTHIN’ YET!) 9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT … OR DIE! 10. Big Sucks. (Mostly.) (VERY Mostly.) 10. 11. “Permanence” Is a Snare & a Delusion. 11. (Forget “Built to Last.” It’s Yesterday’s Idea.) 12. Kaizen” (Continuous Improvement) Is … Dangerous. Dangerous. 13. DESTRUCTION RULES! 14. Forget It! (“Learning” = Easy. “Forgetting” = Nigh on Impossible.) 15. Innovation Is Easy: Hang Out with Freaks. 15. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.) 16. Boring Begets Boring. (Cool Begets Cool.) (Cool 17. Think “Portfolio.” (We’re All V.C.s.) 18. Perception Is All There Is. (“Insiders” … ALWAYS … overestimate the Radicalism of What They’re Up To.) 19. Action … ALWAYS … Takes Precedence. 19. Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … INACTION.) 20. He Who Makes & Tests the Quickest & He Coolest Prototypes Reigns! 21. Haste Makes Waste. (SO GO WASTE!) 21. 22. Screw-ups are … the … Mark of Excellence. 22. the (“Do It Right the First Time” Is a Very Stupid Idea.) 23. Play Hard! Play Now! (Cherish Play!) 23. 24. TALENT TIME! (He/She Who Has the Best 24. (He/She “Roster” Rules!) 25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.) 26. Diversity’s Hour Is Now! 26. 27. SHE … Is the Best Leader! 27. SHE 28. MARKETING MANTRA: Embrace the “BIG THREE” 28. Embrace Demographics. (1) SHE … is the Customer. (For everything.) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green … Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … Gets It.) (Mere “Programs” Will Not Suffice.) 29. Re-boot Healthcare. (UNDERSTATEMENT.) 30. WHAT ARE WE SELLING? “Experiences” & “Solutions” > “Quality” & “Satisfaction.” (The Traditional Value-added Equation Is Being Set on Its Ear.) 31. DESIGN = New Seat of the Soul. 32. Branding Is for … EVERYONE. He Who Has 32. the … BEST STORY … Takes Home the Marbles. 33. DRAMATIC DIFFERENCE = Only Difference. 33. DRAMATIC 34. WORDS/Language Matters … a Lot. (E.g.: Three Hearty Cheers for “Wow”!) 35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: “Are You Proud of It?”) “Are 36. eALL. (IS/IT: Half-way = No Way.) Half-way 37. DREAM … Big! DREAM … Enormous. DREAM … Gargantuan. (These Are XXXL (These Times.) 38. THINK MIKE! (Michelangelo: “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.”) 39. There Is Only … ONE BIG ISSUE. Crossfunctional Communication. 40. Stop Doing Dumb Shit. (SYSTEMATIZE THE PROCESS OF “UN-DUMBING.”) 41. Beautiful Systems Are … BEAUTIFUL. 41. 42. The … WHITE-COLLAR REVOLUTION … Will Devour Everything in Its Path. 43. Take Charge of Your Destiny! BrandYou 43. Moment! DISTINCT … OR EXTINCT! 44. “Powerlessness” Is a State of Mind! Think: King. Gandhi. De Gaulle. 45. Pursue Adventure … in Every Task. 45. Pursue 46. EXCELLENCE … Is a State of Mind. EXCELLENCE (Excellence Takes a Minute.) (No Bull.) 47. SHOW UP! (If You Care, You’re There.) 47. (If 48. YOUR CALENDAR KNOWS ALL. (You = 48. (You Calendar.) (Mind Your “TO DON’T” List.) 49. LIFE IS SALES. (The Rest Is Details.) 50. Boss Mantra #1: “I DON’T KNOW.” (“I Don’t Know” = Permission to Explore.) 51. Management Role 1: GET OUT OF THE WAY. 51. (Clear the Way.) (“Manager” = Hurdle (“Manager” Removal Professional.) 52. Epitaph from Hell: “He Woulda Done Some 52. “He Truly Cool Stuff … But His Boss Wouldn’t Let Him.” 53. Change Takes However Long You Think It Takes. (Eschew … “Incrementalism.”) 54. Respect! (Rule 1: Don’t Belittle!) 54. Respect! 55. “Thank You” Trumps All! 56. Integrity Matters! Integrity = Credibility. Integrity (Dennis K. Is a Jerk.) 57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.) 58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.) 59. DISPENSE ENTHUSIASM! 60. FUN …Is Not a 4-Letter Word. So, too … JOY. (And … GRACE.) Tom Peters’ Tom to-mA-to to-mah-to New Delhi. Thirteen September 2004. I awoke, jetlagged N ew Delhi. Thirteen September 2004. I awoke, jetlagged and sweaty, at 3A.M. I’d had a nightmare. Stark realism. I was, as usual, accused of overstatement and a few (or more) too many exclamation marks (!!!!!). Only this time I’d acceded to “They.” The “They” who believe in “The Plan” and “Built to Last” and “Continuous Improvement” and “Quiet, Humble Leaders.” No! No! I had failed, in my dream, to live up to my Fervent Beliefs! This must not pass! In a sweat, fearful that the time would not come ‘round again, I turned on the light, picked up a pad of paper, and began to scribble frantically. Herewith the result. Tom’s Re­imagine Manifesto! They say … my (Tom) language is extreme. I say … the times are extreme. They say I’m extreme. I say I’m a realist. They say I demand too much. I say they accept mediocrity & continuous improvement too readily. They say “We can’t handle this much change.” I say “Your job and career are in jeopardy; what other options do you have?” They say Brand You is not for everyone. I say the alternative is unemployment. They say “What’s wrong with a ‘good product’?” I say Wal*Mart or China or both are about to eat your lunch. Why can’t you provide instead a Fabulous Experience? Tom’s Re­imagine Manifesto! They say “Take a deep breath. Be calm.” I say “Tell it to Wal*Mart. Tell it to China. Tell it to India. Tell it to Dell. Tell it to Microsoft.” They say the Web is a “useful tool.” I say the Web changes everything. Now. They say “We need an Initiative.” I say “We need a Dream. And Dreamers.” They say Great Design is “nice.” I say Great Design is “necessary.” They say I “overplay” the “women’s thing.” I say the share of Women in Senior Leadership Positions is a Waste and a Disgrace and a Strategic Marketing Error. Tom’s Re­imagine Manifesto! They say the Women’s Market Opportunity I harp on is “doubtless important.” I say 9 out of 10, make that 99 out of 100, companies aren’t within striking distance of accurately estimating the potential of the Women’s Market … let alone exploiting it. They say the boomer-geezer market is also “doubtless important.” I say the boomer­geezer market amounts to a Redefining Moment. They say we need a “project” to exploit the women-boomer-geezer market. I say we need Total Strategic Realignment to exploit the Women­Boomer­Geezer Opportunity. They say “Wow” is “typical Tom.” I say “WOW” is a Minimum Survival Requirement. They say “effective governance” is important. I say bold­brash Boards that are representative of the market served—more than a token woman or two and an empty seat for the “forthcoming Hispanic”—are an Imperative. Now. T hey say “Better.” I say “Different!” Tom’s Re­imagine Manifesto! They say “Plan it.” I say “DO IT.” They say “We need more steady, loyal employees.” I say “WE NEED MORE FREAKS WHO ROUTINELY TELL THOSE ‘IN CHARGE’ TO TAKE A FLYING LEAP … BEFORE IT’S TOO LATE.” They say “We need Good People.” I say “We need Quirky Talent.” They say “We like people who, with steely determination, say, “I can make it better.’” I say “I love people who, with a certain maniacal gleam in their eye, perhaps even a giggle, say, ‘I can turn the world upside down. Watch me!’” They say “We must speed things up.” I say “We must Radically change the Corporate Metabolism until Insane Urgency becomes a Sacrament.” Tom’s Re-imagine Manifesto! They say, “Sure, we need ‘Change.’” I say we need “REVOLUTION NOW.” They say (acknowledge), “Okay, we need revolution.” I say, “REVOLUTION.” They say “fast follower.” I say “battered and bruised leader.” They say “Conglomerate & Imitate!” I say “Create & Innovate!” They say “Market share.” I say “Market CREATION.” They say “Improve & Maintain.” I say “DESTROY & RE­IMAGINE.” I say “DESTROY & RE­IMAGINE.” Tom’s Re-imagine Manifesto! They say “We like words such as ‘calm’ … ‘certainty’ … ‘is.’” I say “I like words/phrases such as ‘turbulent’ ‘opportunity’ … ‘might be’.” They vote for Republicans and Democrats. I vote for Independents and Libertarians. They say “Normal.” I say “Weird.” They say “Happy balance.” I say “Creative Tension.” They say they favor a “team” that works & lives in “harmony.” I say “give me a raucous brawl among the most creative people imaginable.” They say “Peace, brother.” I say “Bruise my feelings. Flatten my ego. SAVE MY JOB.” Tom’s Re-imagine Manifesto! They say “Vanilla.” I say “Cherry Garcia.” They say “Basic Black.” I say “TECHNICOLOR RULES!” They say “Branding is for the likes of Nike.” I say “Branding is for Everyone & Anyone with the Passion & Tenacity to foist their Wonderful & Weird Point of View on the world … and the New World’s (read: Web’s) power allows­encourages such “silly” (until recently) visions­of­ubiquity to become reality, perhaps overnight.” They say we need “happy customers.” I say “Give me pushy, needy, nasty, provocative customers who will drag me down Innovation Boulevard.” They say they want to partner with “best of breed.” I say “Give me Coolest of Breed.” Tom’s Re-imagine Manifesto! They say we need “supply chain harmony.” I say we need “supply chain Innovation.” They say “We seek Harvard MBAs.” I say I seek Certificate­free “PhDs” from the School of Hard Knocks. They say they want recruits with a “spotless records.” I say “the Spots are what matter most.” They say “Integrity is important.” I say “Tell the Unvarnished Truth, All the Time … or take a Long Hike.” They read Jim Collins and grok on “quiet, humble leaders.” I say “Give me the Bold, the Brash, the Brassy, the Egocentric Dreamers who, like Steve Jobs, ‘Dent the Universe.’” T hey say “Improve.” I say “Re­imagine!” Tom’s Re-imagine Manifesto! They say they need a “vision” born of McKinsey. I say we need a “Grandiose Dream” born of a Passionate & Intemperate Belief that the world can be a different, better place. They say healthcare, our biggest industry, is “a mess.” I say our hospitals, which kill over 100,000 patients a year, are part of a system that is “a disgrace.” They say “obesity is a problem” … “lose some weight.” I say Re­imagine the entire healthcare system … NOW … to focus on Prevention & Wellness. They say “no child left behind.” I say “education” is leaving ALL our children behind, as it is totally mis­aligned to deal with tomorrow’s (this afternoon’s) uncertain, ambiguous, creativity­ driven economy. Tom’s Re-imagine Manifesto! They say, “Of course we believe in marketing.” I say “Is the CMO [Chief Marketing Officer] on the Board of Directors?” They say “Of course we believe in marketing.” I say “Has your customer data base won numerous major industry awards?” They say “Of course we believe in marketing.” I say “Is your Web site Sooooo Cool, Sooooo Fresh, Sooooo Friendly to Use that it gives you goose pimples just to e­visit, even though you’ve seen it 1000 times?” They say “Of course we believe in marketing.” I say “How many in­depth customer visits did the CEO make last month?” They say “Yes, the ‘Women’s thing’ is important.” I say “Do women hold at least 1/3rd of your Board seats?” They say “We’re coming around on the design bit.” I say “Is, as at Braun, your Chief Design Officer on the Board of Directors?” Tom’ Re-imagine Manifesto! They say “Of course we think the ‘experiences thing’ is important.” I say “Is there an ‘EVP Experiences’?” They say “Of course innovation is important.” I say “Is your percentage of revenue devoted to R&D at least 1.5 (2.0? 2.5?) times the industry average?” They say “Of course we believe in IS/IT.” I say “Is the CIO on the Board of Directors?” (Only 5% of Fortune500 CIOs are on the Board. One example: Wal*Mart.) They say “Of course we believe in IS/IT.” I say “How many members of your Board are under 35 years old?” They say “We believe in having a ‘flat organization.’” I say “Is your headquarters in a Tower?” Tom’s Re-imagine Manifesto! They say we need to “bring effectiveness to the supply chain.” I say we need an IS/IT/Best Sourcing revolution based on nothing less than an Entirely Original Vision of what organizations are and how they interact. They say “Globalization is a bumpy road.” I say India and China and Asia in general are within two decades of running the show: Get ready or get trounced. They say “defense” and “consolidation” are musts for a global game. I say encourage Offense, nurture a Generation (or 10) of Entrepreneurs, cherish Creativity & Risk­taking from primary school onwards … and don’t expect to be saved by a bunch of bulky, retro behemoth commanded by a phalanx of Old White Guys who think 30 minutes a day on the corporate treadmill and 27 holes on the links are a fit defense against Revolution. Tom’s Re-imagine Manifesto! They say “Get an MBA.” I say “Get an MFA.” They say “If it can’t be precisely measured then it isn’t real.” (And I suppose if it can be measured it is real? Think Enron? Adelphia? WorldCom?) I say “If it can be precisely measured it isn’t real.” (Think Age of Intangibles & Relationships.) (Think: “He knew the price of everything and the value of nothing.”) They say “Rationality is the Bedrock of Modern Society.” I say “Irrationality [irrational exuberance?] is the Mother of all True Entrepreneurial Pilgrimages.” They say “Order is the necessary precursor to measured, sustainable success.” I say “Dis­order is the precursor to Opportunistic Sorties, Market Creation, Quantum Leaps, and Entrepreneurial Adventure. Tom’s Re-imagine Manifesto! They say “To get anywhere, you have to know exactly where the hell you’re headed.” I say “If you know precisely where you’re headed and exactly how you’re gonna get there, then you clearly suffer from Advanced Shrivelus Imaginationus.” (This disease is fatal.) They say “Employees need Well-defined Structure.” I say “Talent should be encouraged to embark on Quests to the Unknown.” They say “I’m here to maximize shareholder value.” I say “I’m here to inflame each & every member of my Awesome Staff to embark with Vigor & Determination & Passion & Enthusiasm on a Quest of Monumental Consequence.” (And if I come even close to succeeding, it will, in fact, dramatically up the odds of Thriving Amidst Today’s Chaos—and creating untold shareholder value in the process.) Tom’s Re-imagine Manifesto! They say “men.” I say “WOMEN.” They say Diversity is a “good thing.” I say Diversity is a Fresh Breath of Creative Air … Absolutely Necessary for Economic Salvation in perilous times. They say “Wait your turn, honor those who have marched these corridors before you.” I say Get Off Your Butt & Go for the Gold … TODAY … or sign the transfer papers willing your job in perpetuity to a Chinese or Indian who Gives a Shit and Gets Up (VERY) Early and works Saturdays & Sundays. They say “offshoring” is a “blight.” I say the Earth proved not to be the center of the Solar System … and the USA is not the epicenter­in­perpetuity of the Earth … and that we had best learn … NOW … to prosper and take pleasure in a dynamic, exciting, creative, multi­polar economic environment. (Damn it.) Tom’s Re-imagine Manifesto! They say “It’s a fright.” I say “It’s a Helluva Ride.” They say it’s “daunting.” I say it’s “a bronco­bustin’ day at the rodeo.” They say “Life is a marathon; husband your strength.” I say “Life is a sprint. Begin planning your World­beating Me Inc. start­up … TODAY.” They say lifetime employment was a boon. I say lifetime employment was Indentured Servitude, modern­day Slavery. They say “safety net.” I say “I am my safety net; give me some version of the ‘Ownership Society.’” They say “zero defects.” I say “A day without a screwup or two is a day pissed away.” Tom’s Re-imagine Manifesto! They say “Think about it.” I say “Try it.” They say “Plan it.” I say “Test it.” They say “continuous improvement.” I say “Bold Leaps.” They say “Keep on Improvin’.” I say “Keep on Leapin’.” They say “Built to last.” I say “Built to Soar. We’re all dead in the long run … live your Insane Fantasy. Devil take the hindmost.” They (Jim Collins) say “Walgreens is Cool.” I say “I love Larry Ellison.” (Oracle rules … at least for the next ten minutes.) Tom’s Re-imagine Manifesto! They say “Play the odds.” I say “Reward excellent failures. Punish mediocre successes.” (Thanks, Phil Daniels.) They say “Eighty-hour weeks will kill you.” I say “Work 35­hour weeks, and the Chinese will I say “Work 35­hour weeks, and the Chinese will kill you.” They say “Install cost controls with teeth.” I say “Ha. Ha. Ha. Blow Up the existing enterprise and start with a Clean Sheet of Paper.” They say “Install cost controls with teeth.” I say “Grow the Top Line.” They say “Radical change takes a decade.” I say “Radical change takes a Minute.” (See AA.) They say “Times are changing.” I say “Everything has already changed. Tomorrow is the First Day of Your Revolution … or you’re Toast.” Tom’s Re-imagine Manifesto! They say “We can’t all be Anita Roddick or Maxine Clark or Stan Shih or Les Wexner or Jerry Yang.” I say “Why not?” They say “We can’t all be Revolutionaries.” I say “Why not?” They say “We can’t all be a Brand.” I say “Why not?” They say “Beware the Hype.” I say “Been to China lately? Visited Infosys in Bangalore lately?” They say this is just a Rant. I say this is just Reality. They say “The man is not nice.” I say “The times are not forgiving.” ! EXCELLE EX ALWAYS. ...
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