Business Excellence In A Disruptive Age Presentation Transcript

1. Tom Peters Re-Imagine! Business Excellence in a Disruptive Age Edinburgh/21April2004

2. In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose. Fast Company /October2003

3. Slides at tompeters.com 4. I. NEW BUSINESS. NEW CONTEXT. 5. Uncertainty is the only thing to be sure of. Anthony Muh, head of investment in Asia, Citigroup Asset Management If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, Chief of Staff, U. S. Army

6. 1. All Bets Are Off. 7. Jobs Technology Globalization War, Warfighting & Security 8. Jobs New Technology Globalization Security 9. 14 MILLION service jobs are in danger of being shipped overseas The Dobbs Report/USN&WR/11.03/re new UCB study

10. Income Confers No Immunity as Jobs Migrate Headline/USA Today/02.04 11. One Singaporean worker costs as much as 3 in Malaysia 8 in Thailand 13 in China 18 in India. Source: The Straits Times/08.18.03

12. Thaksinomics (after Taksin Shinawatra, PM)/ Bangkok Fashion City/ managed asset reflation (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/03.04.2004

13. The proper role of a healthily functioning economy is to destroy jobs and to put labor to use elsewhere. Despite this truth, layoffs and firings will always sting, as if the invisible hand of free enterprise has slapped workers in the face. Joseph Schumpeter

14. There is no job that is Americas Godgiven right anymore. Carly Fiorina/ HP/ 01.08.2004

15. In Store: International Equality, Intranational Inequality The new organization of society implied by the triumph of individual autonomy and the true equalization of opportunity based upon merit will lead to very great rewards for merit and great individual autonomy. This will leave individuals far more responsible for themselves than they have been accustomed to being during the industrial period. It will also

reduce the unearned advantage in living standards that has been enjoyed by residents of advanced industrial societies throughout the 20th century. James Davidson & William Rees-Mogg,The Sovereign Individual

16. WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES? Headline/ Fortune/ 11.03 (We should finally admit that we do not and cannot know, and regard that fact with serenity rather than anxiety.)

17. Jobs Technology Globalization Security 18. <1000A.D.: paradigm shift: 1000s of years 1000: 100 years for paradigm shift 1800s: > prior 900 years 1900s: 1st 20 years > 1800s 2000: 10 years for paradigm shift 21st century: 1000X tech change than 20th century (the Singularity, a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history) Ray Kurzweil

19. I genuinely believe we are living through the greatest intellectual moment in history. Matt Ridley, Genome

20. A California biotechnology company has put the entire sequence of the human genome on a single chip, allowing researchers to conduct a single experiment on the complex relationships between the 30,000 genes that make up a human being. Page 3, Financial Times/10.03.2003

21. Sequenom/David Ewing Duncan/Wired11.02 Sequenom has industrialized the SNP [single nucleotide polymorphisms] identification process. This, Im told, is the first time a healthy

human has ever been screened for the full gamut of genetic-disease markers. On the horizon: multi-disease gene kits, available at Wal*Mart, as easy to use as homepregnancy tests.

22. Jobs Technology Globalization Security 23. Asias rise is the economic event of our age. Should it proceed as it has over the last few decades, it will bring the two centuries of global domination by Europe and, subsequently, its giant North American offshoot to an end. Financial Times (09.22.2003)

24. The world has arrived at a rare strategic inflection point where nearly half its populationliving in China, India and Russiahave been integrated into the global market economy, many of them highly educated workers, who can do just about any job in the world. Were talking about three billion people. Craig Barrett/Intel/01.08.2004

25. China Roars!

26. 1990-2003: Exports 8X ($380B); 6% global exports 2003 vs. 3.9% 2000; 16% of Total Global Growth in 2002. Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

27. 1998-2003: 45,000,000 layoffs in state sector; offset by $450B in foreign investment; foreign companies account for 50+% of exports vs. 31% in Mexico, 15% in Korea. Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

28. 50% of output from private firms, 37% from state-owned firms; 80% of workforce (incl. rural) now in private employ. Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

29. Population growth = 1%; two-thirds of housing privately owned, 90% of urban Chinese own a home (vs. 61% in Japan) Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/NovDec2003

30. 200 cities with >1,000,000 population. Source: China Takes Off, David Hale &

Lyric Hughes Hale/Foreign Affairs/NovDec2003

31. 2003: China-Hong Kong leading producer in 8 of 12 key consumer electronic product areas (>50%: DVDs, digital cameras; >33.33%: DVD-ROM drives, personal desktop and notebook computers; >25% mobile phones, color TVs, PDAs, car stereos). Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

32. Going Global: Flush with billions in foreign reserves, China is embarking on a buying spree Cover/ Newsweek/ 03.01.04/ on Chinas aggressive offshore acquisition activity (buying brands, technology, etc.)

33. World economic output: U.S.A., 21%; EU, 16%; China, 13% (2X since1991) Source: New York Times/12.14.2003

34. With a Small Car, India Takes Big Step Onto Global StageHeadline, p. 1, WSJ, 02.05.2004

35. Indian GDP/1990-2002: Ag, 34% to 21%; services, 40% to 56% Source: The Economist/02.04

36. Level 5 (top) ranking/Carnegie Mellon Software Engineering Institute: 35 of 70 companies in world are from India Source: Wired/02.04

37. Forget India, Lets Go to Bulgaria Headline, BW/03.04, re SAP, BMW, Siemens et al. near-shoring

38. CLONING COLLEGE: South Koreas biomedical researchers, unhampered by politics, do world- class research on the cheap Headline, Newsweek/03.01.04

39. Jobs Technology Globalization Security 40. 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. Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

41. The worlds new dimension (computers, Internet, globalization, instantaneous communication, widely available instruments of mass destruction and so on) amounts to a new metaphysics that, by empowering individual zealots or

agitated tribes with unappeasable grievances, makes the world unstable and dangerous in radically new ways. Lance Morrow/Evil

42. All Bets Are Off! 43. There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate. Steve Case

44. We are in a brawl with no rules. Paul Allaire

45. S.A.V. 46. Strategy meetings held once or twice a year to Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay

47. How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasisa regulated, engineered world? Or do we embrace dynamisma world of constant creation, discovery and competition? Do we value 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

48. Successful Businesses Dozen Truths: TPs 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the Bullshit that Marks Normal Industry Behavior. 5. A Maniacal Bias for Execution and Utter Contempt for Those Who Dont Get It. 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. Reward Excellent Failures. Punish Mediocre Successes. 11. Courage to Stand Alone on Ones Record of Accomplishment Against

All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of Brand Power.

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

50. Lets competeby training the best workers, investing in R & D, erecting the best infrastructure and building an education system that graduates students who rank with the worlds best. Our goal is to be competitive with the best so we both win and create jobs. Craig Barrett (Time/03.01.04)

51. In a global economy, the government cannot give anybody a guaranteed success story, but you can give people the tools to make the most of their own lives. WJC, from Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

52. Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification

Source: Murikami Teruyasu, Nomura Research Institute

53. The Creative Class derives its identity from its members roles as purveyors of creativity. Because creativity is the driving force of economic growth, in terms of influence the Creative Class has become the dominant class in society. Richard Florida, The Rise of the Creative Class (38M, 30%)

54. The Winning Edge: Peters Big6 1. Research-Innovation 2. Entrepreneurial Attitude & Support (Especially from Capital Markets) 3. Creative (Obstreperous) Education 4. Free Trade-Open Markets 5. Individual Self-reliance (& Supports Therefore) 6. Cutting-edge Infrastructure

55. How Nations Become Wealthy 1. Property rights 2. Scientific rationalism 3. Capital markets 4. Fast and efficient communications and transportation Source: The Birth of Plenty: How the Prosperity of the

Modern World Was Created, William Bernstein

56. 2. The Destruction Imperative. 57. 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

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

59. C.E.O. to C.D.O. 60. Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987. S&P 500 from 1957 to 1997: 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative

Destruction: Why Companies That Are Built to Last Underperform the Market

61. Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times/11.28.2002

62. Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. Clayton Christensen, The Innovators Dilemma

63. Forget>Learn The problem is never how to get new, innovative thoughts into

your mind, but how to get the old ones out. Dee Hock

64. Success Kills! The more successful a company, the flatter its forgetting curve. Gary Hamel and C.K. Prahalad

65. Conglomerates dont work. James Surowiecki, The New Yorker (07.01.2002)

66. MERGERS: Why Most Big Deals Dont Pay Off. A BusinessWeek analysis shows that 61% of buyers destroyed shareholder wealth. BusinessWeek/10.14.2002

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

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

69. Market Share, Anyone? 240 industries; market-share leader is ROA leader 29% of the time Profit / ROA leaders: aggressively weed out customers who generate low returns Source: Donald V. Potter, Wall Street Journal

70. The $58B hostile bid by SanofiSynthelabo for Aventis has been greeted skeptically, as has the news that Novartis may counterbid. Few investors believe that Big Pharma can compensate for a deficit of new drugs by getting bigger. Some suspect the converse is true: that size has made them sluggish. That has led to some thinking the unthinkable: that pharmaceutical companies should leave drug discovery to biotech companies and focus their efforts on development and marketing. Financial Times/03.2004

71. 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 Megamerger Mouse Trap/Wall Street Journal/02.17.2004/David Harding & Sam Rovit, Bain & Co./re Comcast-Disney

72. TP on Acquisitions 1. Big + Big = Disaster. (Statistically.) (There are exceptions; e.g., Citigroup.) 2. Big (GE, Cisco, Omnicom) acquires small/specialist = Good if you can retain Top Talent. 3. Odds on achieving projected synergies among Mixed Big cultures: 10%. 4. Max Scale Advantages are achieved at a smaller size than imagined. 5. Attacked by Big, Mediocre Medium marries Mediocre Medium to bulk up. Result: Big Mediocrity or worse. 6. Any sizeif Great & Focusedcan win, locally or globally. 7. Increasingly, Alliances deliver more value than mergers and clearly abet flexibility.

73. No Wiggle Room! Incrementalism is innovations worst enemy. Nicholas Negroponte

74. Just Say No I dont intend to be known as the King of the Tinkerers. CEO, large financial services company

75. Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things. Roger Enrico, former Chairman, PepsiCo

76. Perfection is achieved only by institutions on the point of collapse. C. Northcote Parkinson

77. 2A. Yo, Jim . Or: The Case for Technicolor!

78. intrepid, unprincipled, reckless, predatory, with boundless ambition, civilized in externals but a savage at heart.

79. Herman Melville on JPJ: intrepid, unprincipled, reckless, predatory, with boundless ambition, civilized in externals but a savage at heart. from Evan Thomas, John Paul Jones: Sailor, Hero, Father of the American Navy

80. Huh? Humility: The Surprise Factor in Leadership bosses with Gung- ho Qualities and Charisma May Be Out of Fashion Headline/FT/ re JCollins/10.03

81. Jim & Tom. Joined at the hip. Not. 82. I. Good to Great II. Built to Last III. Quiet, Humble Leaders

83. I. Good to Great II. Built to Last III. Quiet, Humble Leaders

84. Good to Great: Fannie Mae Kroger Walgreens Philip Morris Pitney Bowes Abbott Kimberly-Clark Wells Fargo

85. SET Great Companies THE AGENDA. (Period.)

86. AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers US Steel Ford Macys Sears Litton Industries ITT The Gap Limited Wal*Mart P&G 3M Intel IBM Apple Nokia Cisco Dell MCI Sun Oracle Microsoft Enron Schwab GE Southwest Laker People Express Ogilvy Chiat/Day Virgin eBay Amazon Sony BMW CNN

87. I. Good to Great II. Built to Last III. Quiet, Humble Leaders

88. Built to Last v. Built to Flip The problem with Built to Last is that its a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility. Increasingly, successful businesses will be ephemeral. They will be

built to yield something of value and once that value has been exhausted, they will vanish. Fast Company

89. Warren Bennis & Patricia Ward Biederman/ Great Organizing Genius: Groups Dont Last Very Long!

90. 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 flourishand old ones to die a timely death. We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. The current apocalypsethe transition from a state of continuity to state of discontinuityhas the same suddenness [as the trauma that beset civilization in 1000 A.D.] Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly)

91. The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially,

yes, but not structurally and economically. Peter Drucker, Business 2.0

92. I. Good to Great II. Built to Last III. Quiet, Humble Leaders

93. Huh? Quiet, workmanlike, stoic leaders bring about the big transformations.--JC

94. Huh? Humility: The Surprise Factor in Leadership bosses with Gung- ho Qualities and Charisma May Be Out of Fashion Headline/FT/ re JCollins/10.03 (TP: scribble: Nelson, Wellington, Montgomery, Disraeli, Churchill, Thatcher)

95. Wellington Nelson Disraeli Churchill Montgomery Thatcher

96. Humble Pastels? T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin A. Lincoln/U.S. Grant/W.T. Sherman TR/FDR/LBJ/RR/JFK Patton/Monty/Halsey M.L. King/C. de Gaulle/M. Gandhi/W. Churchill Picasso/Mozart/Copernicus/Newton/Einstein /Djarassi/Watson H. Clinton/G. Steinem/I. Gandhi/G. Meir/M. Thatcher E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B.

Gates/ S. Jobs/S. McNealy/T. Turner/R. Murdoch/W. Wriston A. Carnegie/J.P. Morgan/H. Ford/S. Honda/J.D. Rockefeller/ T.A. Edison Rummy/Norm/Henry/Wolfie Elizabeth Cady Stanton/Susa B. Anthony/Martha Cary n Thomas/Carrie Chapman Catt/Alice Paul/Anna Elizabeth Dickinson/Arabella Babb Mansfield/Margaret Sanger

97. You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch, on GEs quality program

98. Roosevelts duplicity, Churchills selfabsorption We are all worms. But I do believe that I am a glow-worm. (WSC) Imperial and bold [WSC and TR] arrogance and instability rough, sarcastic, bullying Source: Jon Meacham, Franklin and Winston, et al.

99. a vainglorious self- promoter spoiling for a fight Arthur Koestler on Galileo

100. In my experience, all successful commanders are prima donnas, and must be so treated. George S. Patton

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

102. the Good Conduct medal. 103. Jim Collins vs. Michael Maccoby quiet, workmanlike, stoic vs. larger-thanlife leaders/ egoists, charmers, risk-takers with big visions: Carnegie, Rockefeller, Edison, Ford, Welch, Jobs, Gates

104. In Toms world its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose. Fast Company /October2003

105. The Re-imagineers Credo or, Pity the Poor Brown* Technicolor Times demand Technicolor Leaders and Boards who recruit Technicolor People who are sent on Technicolor Quests to execute Technicolor (WOW!) Projects in partnership with Technicolor Customers and Technicolor Suppliers all of whom are in pursuit of Technicolor Goals and

Aspirations fit for Technicolor Times. *WSC

106. When it comes to transformative technologies, overoptimistic investors are actually working for the common good even if they dont know it. We can be glad that investors financed the construction of thousands of miles of track in the middle of the nineteenth century, despite the fact that most of them dropped a bundle doing it. The same goes for over- optimistic investors who poured money into semiconductors thirty years ago, financed undersea fiber-optic cables in the late nineties, and now are poised to lose their shirts in the coming nanobubble. In the dreams of avarice lie the seeds of progress. james Surowiecki/New Yorker/03.2004

107. In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshedand produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce the cuckoo clock. Orson Welles, as Harry Lime, in The Third Man

108. II. NEW BUSINESS. NEW TECH. 109. 3. IS/ IT/ Web: On the Bus or Off the Bus.

110. 100 square feet 111. Invisible Supplier Has Penneys Shirts All Buttoned Up: From Hong Kong, It Tracks Sales, Restocks Shelves, Ships Right to the Store. Headline, Wall Street Journal (09.11.03)

112. Our entire facility is digital. No paper, no film, no medical records. Nothing. And its all integratedfrom the lab to X-ray to records to physician order entry. Patients dont have to wait for anything. The information from the physicians office is in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. Its wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer thats preprogrammed. If the physician wants, well 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 Heart Hospital (HealthLeaders/12.2002)

113. MIT Everywhere: EVERY LECTURE, EVERY QUIZ, ALL ONLINE, FOR FREE. MEET THE GLOBAL GEEKS GETTING AN MIT EDUCATION, OPEN SOURCE- STYLE. Headline/Wired/09.03

114. Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective. In effect, they Napsterized the

battlefield by cutting out the middlemen (much of the militarys command and control) and working directly with the real players. The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.Ned Desmond/Broadbands New Killer App/Business 2.0/ OCT2002

115. The mechanical speed of combat vehicles has not increased since Rommels day, so the difference is all in the operational speed, faster communications and faster decisions. Edward Luttwak, on the unprecedented pace of the move toward Baghdad

116. e-piphany epicurious.com 117. flash mobs (!) 118. Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of

people they employ all of that is wrong for running an ebusiness. Ray Lane, Kleiner Perkins

119. Case: CRM 120. Amen! The Age of the Never Satisfied Customer Regis McKenna

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

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

123. CGE&Y (Paul Cole): Pleasant Transaction vs.Systemic Opportunity. Better job of what we do today vs. Rethink overall enterprise strategy.

124. Here We Go Again: Except Its Real This Time! Bank online: 24.3M (10.2002); 2X Y2000. Wells Fargo: 1/3rd; 3.3M; 50% lower attrition rate; 50% higher growth in balances than off-line; more likely to crosspurchase; happier and stay with the bank

much longer. Source: The Wall Street Journal/10.21.2002

125. IS/IT is strategy! 126. 5% F500 have CIO on Board: While some of the worlds most admired companies Tesco, Wal*Martare transforming the business landscape by including technology experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value. Source: BursonMarsteller

127. 4. The White Collar Revolution. 128. Steel: 75,000,000 tons in 82 to 102,000,000 tons in 02. 289,000 steelworkers in 82 to 74,000 steelworkers in 02. Source: Fortune/11.24.03

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

130. A bureaucrat is an expensive microchip. Dan Sullivan, consultant and executive coach

131. Deep Blue Redux*: 2,240 EKGs 1,120 heart attacks. Hans Ohlin (50 yr old chief of coronary care, Univ of : 620. Lund/SW) Lars Edenbrandts software: 738. *Only this time it matters!

132. Organizations will still be critically important in the world, but as organizers, not employers! Charles Handy

133. Dont own nothin if you can help it. If you can, rent your shoes. F.G.

134. P&G Hires Out Employee Services to IBM Burlington Free Press/09.10.03/ on IBMs 10-year, $400M contract with P&G (P&G farmed out IT to HP in May, Facilities to Jones Lang LaSalle in June)

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

136. III. NEW BUSINESS. NEW VALUE PROPOSITION.

137. 5. The PSF Solution: The Professional Service Firm Model.

138. Sarah: Daddy, what do you do? Daddy: Im a cost center.

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

140. Every job done in W.C.W. is also done outside for profit!

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

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

143. DD$21M 144. Dept. Head I = Sports G.M. Dept. Head II = V.C.

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

146. Model PSF 147. (1) Translate ALL departmental activities into discrete W.W.P.F. Products.

(2) 100% go on the Web. (3) Non-awesome are outsourced (75%??). (4) Remaining Centers of Excellence are retained & leveraged to the hilt!

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

149. 6. The Heart of the Value Added Revolution: PSFs Unbound/ The Solutions Imperative.

150. Base Case: The Sameness Trap 151. While everything may it is also be better, increasingly the same. Paul Goldberger on retail, The Sameness of Things, The New York Times

152. Customers will try low cost providers because the Majors have not

given them any clear reason not to. Leading Insurance Industry Analyst

153. When we did it right it was still pretty ordinary. Barry Gibbons on Nightmare No. 1

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

155. The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality. Kjell Nordstrm and Jonas Ridderstrle, Funky Business

156. Companies have defined so much best practice that they are now more or less identical. Jesper Kunde, Unique Now ... or Never

157. We make over three new product announcements a day. Can you remember them? Our customers cant! Carly Fiorina

158. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

159. These days, building the best server isnt enough. Thats the price of entry. Ann Livermore, Hewlett-Packard

160. Systems Gerstners IBM: Integrator of choice. Global Services: $35B. Pledge/99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12.01).

161. Customer Satisfaction to Customer Success Were getting better at [Six Sigma] every day. But we really need to think about the customers profitability. Are customers bottom lines really benefiting

from what we provide them? Bob Nardelli, GE Power Systems

162. Keep In Mind: Customer Satisfaction versus Customer Success

163. E.g. UTC/Otis + Carrier: boxes to integrated building systems

164. Is There a There There: The Ericsson Case 1. 50+% Mfg to Solectron/Flextronics 2. Substantial R&D to India 3. Division for licensing technology 4. JV with Sony on crown jewel handsets 5. Net: a wireless specialist that depends on services more than manufacturing, on knowledge more than metal Source: BW/11.04.02

165. Flextronics --$14B; 100K employees; 60% p.a. growth (93-00) -- contract mfg to EMS/Electronics Manufacturing Services (design, mfg, logistics, repair); total package of outsourcing solutions (Pamela Gordon, Technology Forecasters) -- The future of manufacturing isnt just in making things but adding value (3,500 design engineers) Source: Asia Inc./02.2004

166. UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. ecompany.com/06.01 (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

167. SCS/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company/02.04

168. No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether its financial security, buying a car, paying for home repairs, or even taking a dream vacation. Martin Feinstein, CEO, Farmers Group

169. Architecture is becoming a commodity. Winners will be Turnkey Facilities Management providers. SMPS Exec

170. Omnicom: 60% (of $7B) from marketing services

171. And the Winners Are Televisions 12% Cable TV service +5% Toys -10% Child care +5% Photo equipment -7% Photographers fees +3% Sports Equipment -2% Admission to sporting event +3% New car -2% Car repair +3% Dishes & flatware 1% Eating out +2% Gardening supplies 0.1% Gardening services +2% Source: WSJ/05.16.03

172. IBM/Q3/10.15.03/Rev: +5% Services/Consulting: +11% Software: +5% Hardware: -5% PCs: -2% Technology/Chips: -33%

173. IV. NEW BUSINESS. NEW BRAND. 174. 7. A World of Scintillating Experiences.

175. Experiences are as distinct from services as services are from goods. Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

176. Club Med is more than just a resort; its a means of rediscovering oneself, of

inventing an entirely new me. Source: Jean-Marie Dru, Disruption

177. The [Starbucks] Fix Is on We have identified a third place. And I really believe that sets us apart. The third place is that place thats not work or home. Its the place our customers come for refuge. Nancy Orsolini, District Manager

178. Guinness as a brand is all about community. Its about bringing people together and sharing stories.Ralph Ardill, Imagination, in re Guinness Storehouse

179. Experience: Rebel Lifestyle! What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley exec, quoted in Results-Based Leadership

180. WHAT CAN BROWN DO FOR YOU? 181. I see us as being in Bob Lutz: the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation. Source: NYT 10.19.01

182. Lexus sells its cars as containers for our sound systems. Its marvelous.Sidney Harman/ Harman International

183. Duet Whirlpool washing machine to fabric care system white goods: a sea of undifferentiated boxes $400 to $1,300 the Ferrari of washing machines consumer: They are our little mechanical buddies. They have personality. When they are running efficiently, our lives are running efficiently. They are part of my family. machine as aesthetic showpiece laundry room to family studio / designer laundry room (complements Sub-Zero refrigerator and home-theater center) Source: New York Times Magazine/01.11.2004

184. From Service to Cause 7X. 730A800P. F12A.* *Plus: WOW Department Kill a Stupid Rule contests, etc. 2001R: 34%; P: 29%; 90-00: 2,048%. Commerce Bank/NJ ($10B). Source: FC05.02.

185. Car designers need to create a story. Every car provides an opportunity to create an adventure. The Prowler makes you smile. Why? Because its focused. It has a

plot, a reason for being, a passion. Freeman Thomas, co-designer VW Beetle; designer Audi TT

186. Hmmmm(?): Only Words Story Adventure Smile Focus Plot Passion

187. Experience Cirque du Soleil 188. DO YOU MEASURE UP?* *If not, why not?

189. Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the future. There is no lack of physical products to choose between. Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.]

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

191. Women dont buy They brands. join them. EVEolution

192. The Experience Ladder Experiences Services Goods Raw Materials

193. <TGW vs. >TGR 194. 8. Experiences+: Embracing the Dream Business.

195. DREAM: A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be. Gian Luigi Longinotti-Buitoni

196. The marketing of Dreams (Dreamketing) Dreamketing: Touching the clients dreams. Dreamketing: The art of telling stories and entertaining. Dreamketing: Promote the dream, not the product. Dreamketing: Build the brand around the main dream. Dreamketing: Build the buzz, the hype, the cult. Source: Gian Luigi Longinotti-Buitoni

197. Common Products Dream Products Maxwell House Starbucks BVD Victorias Secret Payless Ferragamo Hyundai Ferrari Suzuki Harley-Davidson Atlantic City Acapulco New Jersey California Carter

Kennedy Conners Pele CNN Millionaire Source: Gian Luigi Longinotti-Buitoni

198. Building the Creative Organization Choose a creator: The cultural leader who gives the company an aesthetic point of view. Hire eclectically: Hire collaborators with different cultures and past histories in order to balance rigor with emotion. Prepare vertically: Develop a rigorous understanding of the product and the client. Develop horizontally: Promote curiosity in unrelated disciplines. Lead emotionally: Engender passionate dedication through vision and freedom. Build for the long haul: Creativity requires a lifetime commitment. Source: Gian Luigi Longinotti-Buitoni

199. (Revised) Experience Ladder Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials

200. The sun is setting on the Information Societyeven 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 computer. We stand facing

the fifth kind of society: the Dream Society. The Dream Society is emerging this very instantthe shape of the future is visible today. Right now is the time for decisions before the major portion of consumer purchases are made for emotional, nonmaterialistic reasons. Future products will 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

201. In Denmark, eggs from free-range hens have conquered over 50 percent of the market. Consumers do not want hens to live their lives in small, confining cages. They are willing to pay 15 percent to 20 percent more for the story about animal ethics. This is classic Dream Society logic. Both kind of eggs are similar in quality, but consumers prefer eggs with the better story. After we debated the issue and stockpiled 50 other examples, the conclusion became evident: Stories and tales speak directly to the heart rather than the brain. After a century where society was marked by science and rationalism, the stories and values are

returning to the scene. Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

202. Person 1 is the rational, planning being, and Person 2 is the emotional and story-buying entity. The last century disowned and repressed Person 2a rejection that is not surprising in a technological era. Now Person 2 is back in town in the shops, on the Internet, in the companies, in politics, in economics, even science. Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

203. 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

204. New Market Realities Selling Dreams: How to Make Any Product Irresistible, Gian Luigi Longinotti-Buitoni The Dream

Society: How the Coming Shift from Information to Imagination Will Transform Your Business, Rolf Jensen Trading Up: The New American Luxury, Michael Silverstein & Neil Fiske

205. 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

206. 9. It all adds up to THE BRAND. 207. The Heart of Branding 208. WHO ARE WE? 209. WHATS OUR STORY? 210. 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 Companies will to how we work with others.

thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories. Rolf Jensen, Copenhagen Institute for Future Studies

211. Apple opposes, IBM solves, Nike exhorts, Virgin enlightens, Sony dreams, Benetton protests. Brands are not nouns but verbs. Source: Jean-Marie Dru, Disruption

212. EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?

213. A great company is defined by the fact that it is not compared to its peers. Phil Purcell, Morgan Stanley

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

215. WHY DOES IT MATTER TO THE CLIENT?

216. EXACTLY HOW DO I PASSIONATELY CONVEY THAT DRAMATIC DIFFERENCE TO THE CLIENT ?

217. Branding: Is-Is Not Table TNT is not: TNT is: TNT is not: Juvenile Contemporary Old-fashioned Mindless Meaningful Elitist Predictable Suspenseful Dull Frivolous Exciting Slow Superficial Powerful Selfimportant

218. Message Is Not >> Is 219. Rules of Radical Marketing Love + Respect Your Customers! Hire only Passionate Missionaries! Create a Community of Customers! Celebrate Craziness! Be insanely True to the Brand! Sam Hill & Glenn Rifkin, Radical Marketing (e.g., Harley, Virgin, The Dead, HBS, NBA)

220. V. NEW BUSINESS. NEW MARKETS.

221. 10. Trends Worth Trillion$$$ I: Women Roar.

222. ????????? Home Furnishings 94% Vacations 92% (Adventure Travel 70%/ $55B travel equipment) Houses 91% D.I.Y. (major home projects) 80% Consumer Electronics 51% (66% home computers) Cars 68% (90%) All consumer purchases 83% Bank Account 89% Household investment decisions 67% Small business loans/biz starts 70% Health Care 80%

223. ???? 80% 224. Riding Lawnmowers 225. 2/3rds working women/ 50+% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500K 95% financial decisions/ 29% single handed

226. 1970-1998 Mens median income: +0.6% Womens median income: + 63% Source: Martha Barletta, Marketing to Women

227. $5+T > Japan 10M/28M/$3.6T > Germany

228. Business Purchasing Power Purchasing mgrs. & agents: 51% HR: >>50% Admin officers: >50% Source: Martha Barletta, Marketing to Women

229. Women-owned Bus. U.S. employees > F500 employees worldwide Source: Martha Barletta, Marketing to Women

230. 91% women: ADVERTISERS DONT UNDERSTAND US. (58% ANNOYED.) Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women)

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

232. FemaleThink/ Popcorn Men and women dont think the same way, dont communicate the same way, dont buy for the same reasons. He simply wants the transaction to take place. Shes interested in creating a relationship. Every place women go, they make connections.

233. Men seem like loose cannons. Men always move faster through a stores aisles. Men spend less time looking. They usually dont like asking where things are. Youll see a man move impatiently through a store to the section he wants, pick something up, and then, almost abruptly hes ready to buy. For a man, ignoring the price tag is almost a sign of virility. Paco Underhill, Why We Buy* (*Buy this book!)

234. How Many Gigs You Got, Man? Hard to believe Different criteria Every research study weve done indicates that women really care about the relationship with their vendor. Robin Sternbergh/ IBM

235. Women's View of Male Salespeople Technically knowledgeable; assertive; get to the point; pushy; condescending; insensitive to womens needs. Source: Judith Tingley, How to Sell to the Opposite Sex (Martha Barletta, Marketing to Women)

236. Read This: Barbara & Allan Peases Why Men Dont Listen & Women Cant Read Maps

237. Resting State: 30%, 90%: A woman knows her childrens friends, hopes, dreams, romances, secret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

238. As a hunter, a man needed vision that would allow him to zero in on targets in the distance whereas a woman needed eyes to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub, but can never find things in fridges, cupboards or drawers. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

239. Female hearing advantage contributes significantly to what is called womens intuition and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldnt despair. They are excellent at imitating animal sounds. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

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

241. Sensitivity to differences: Twice as many card stacks. More contextual, holistic. People powered: Age 3 days, baby girls 2X eye contact. Source: Martha Barletta, Marketing to Women

242. When a woman is upset, she talks emotionally to her friends; but an upset man rebuilds a motor or fixes a leaking tap. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps

243. Women speak and hear a language of connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange feelings. Judy Rosener, Americas Competitive Secret

244. The Hollywood scripts that men write tend to be direct and linear, while womens compositions have many conflicts, many climaxes, and many endings. Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World

245. Women are more comfortable talking or thinking about people and relationships, while men prefer to contemplate things. research reported in the New York Times (08.10.2003)

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

247. Initiate Purchase Men: Study facts & features. Women: Ask lots of people for input. Source: Martha Barletta, Marketing to Women

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

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

250. The Connection Proclivity in women starts early. When asked, How was school today? a girl usually tells her mother every detail of what happened, while a boy might grunt, Fine. EVEolution

251. Women dont buy They brands. join them. EVEolution

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

253. 2.6 vs. 21 254. War has broken out over your homeimprovement dollar, and Lowes has superpower Home Depot on the defensive. Its not-so- secret ploy: Lure women. Forbes.com

255. Volvo Teams Up to Build What Women Want: Concept Car Goes for Great Storage, Easy Maintenance

headline/USA Today/12.16.2003/140-person team;80% women

256. Not! Year of the Woman 257. Enterprise Reinvention! Recruiting Hiring/Rewarding/Promoting Structure Processes Measurement Strategy Culture Vision Leadership THE BRAND ITSELF!

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

259. Psssst! Wanna see my porn collection?

260. Ad from Furniture /Today (04.01): MEET WITH THE EXPERTS!: How Retailings Most Successful Stay that Way Presenting Experts: M = 16; F= ?? (94% = 272)

261. 0 262. Customer is King: 4,440 Customer is Queen: 29

263. F.Y.I.

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

265. Investment Club Returns Women-only clubs 1997 17.9% Mixed 17.3% Menonly 15.6% Source: National Assoc. Investors

266. Value Line: Top State* Investment Clubs 2000 8 All male 19 Coed 22 All FEMALE * VT & Maine not included; D.C. included

267. 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-so-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Womens Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1.

268. And even if they manage to get the age thing right, [Marti] Barletta says companies still tend to screw up in fairly predictable ways when they add women to the equation. Too often, their first impulse is to paint the brand pink, lavishing their ads with flowers and bows, or, conversely, pandering with images of women warriors and other cheesy clichs. In other cases they use language intended to be empathetic that come across instead as borderline offensive. One bank took out an ad saying, We recognize womens special needs, says Barletta. No offense, but doesnt that sound like the Special Olympics? Fast Company/03.04

269. 11. Trends Worth Trillion$$$ II: Boomer Bonanza/ Godzilla Geezer.

270. Subject: Marketers & Stupidity Its 18-44, stupid!

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

272. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

273. 44-65: New Consumer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

274. The New Consumer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies. David Wolfe & Robert Snyder, Ageless Marketing

275. Baby-boomer Women: The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing

276. Its like a tsunami coming at you. You know the tidal wave is going to hit, and its a question of whether well be ready. Ed Schneider, Professor of Gerontology, USC

277. Aging/Elderly $$$$$$$$$$$$ Im in charge!

278. NOT ACTING THEIR AGE: As Baby Boomers Zoom into Retirement, Will America Ever Be the Same? USN&WR Cover/06.01

279. Sixty Is the New Thirty Cover/AARP/11.03

280. 50+ $7T wealth (70%)/$2T annual income 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

281. Advertisers pay more to reach the kid because they think that once someone hits middle age hes too set in his ways to be susceptible to advertising. In fact, this notion of impressionable kids and hidebound geezers is little more than a fairy tale, a Madison Avenue gloss on Hollywoods cult of youth.James Surowiecki (The New Yorker/04.01.2002)

282. Read This! Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

283. Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets motivations and needs are so

poorly understood.Peter Francese, founding publisher, American Demographics

284. Focused on assessing the marketplace based on lifetime value (LTV), marketers may dismiss the mature market as headed to its grave. The reality is that at 60 a person in the U.S. may enjoy 20 or 30 years of life. Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

285. While the average American age 12 or older watched at least five movies per year in a theater, those 40 and older were the most frequent moviegoers, viewing 12 or more a year.Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

286. Women 65 and older spent $14.7 billion on apparel in 1999, almost as much as that spent by 25- to 34-year- olds. While spending by the older women increased by 12% from the previous year, that of the younger group increased by only 0.1%. But who in the fashion industry is currently pursuing this market? Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

287. Possession Experiences /Desires for things/Young adulthood/to 38 Catered Experiences/ Desires to be served by others/Middle adulthood Being Experiences/Desires for trancendary experiences/Late adulthood Source: David Wolfe and Robert Snyder/Ageless Marketing

288. Age Power will rule the 21 century, st and we are woefully unprepared. Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

289. No: Target Marketing Yes: Target Innovation & Target Delivery Systems

290. Marketing to Women, Martha Barletta EVEolution: The Eight Truths of Marketing to Women, Faith Popcorn & Lys Marigold Ageless Marketing, David Wolfe & Robert Snyder Marketing to the Mindset of Boomers and Their Elders, Carol Morgan & Doran Levy Selling Dreams: How to Make Any Product Irresistible, Gian Luigi Longinotti-Buitoni The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business, Rolf Jensen Trading Up: The New American Luxury, Michael Silverstein & Neil Fiske

291. VII. NEW BUSINESS. NEW YOU. 292. 12. Re-inventing the Individual: Welcome to a Brand You World

293. If there is nothing very special about your work, no matter how hard you apply yourself, you wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired

294. TIM MONICH: the man Hollywood turns to for the right accent Source: Boston Globe/01.25.2004

295. Thriving in 24/7 (Sally Helgesen) START AT THE CORE. Nimbleness only possible if we locate our inner voice, take regular inventory of where we are. LEARN TO ZIGZAG. Think gigs. Think lifelong learning. Forget old loyalty. Work on optimism. CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your own business. WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of looking people up.

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

297. The Rule of Positioning If you cant describe your position in eight words or less, you dont have a position. Jay Levinson and Seth Godin, Get What You Deserve!

298. My ancestors were printers in Amsterdam from 1510 or so until 1750, and during that entire time they didnt have to learn anything new. Peter Drucker, Business 2.0 (08.22.00)

299. Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years mostly on line. Peter Drucker, Business 2.0 (22August2000)

300. 26.3 301. 3 Weeks in May Training & Prep: 187 Work: 41 (Other: 17)

302. 1% vs. 367% 303. Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do

it. Surgeons do it. Cops do it. Astronauts do it. Why dont businesspeople do it?

304. Prep: 1 hour per 1 minute (WSC) Forget practice makes perfect. Substitute perfect practice makes perfect. (TT) Major difference between best and average? Best get as much pleasure from practice as performance. Ben Zander

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

306. 13. Boss Job One: The Talent Obsession.

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

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

309. Brand = Talent. 310. Talent! Tina Brown: The first thing to do is to hire enough talent that a critical mass of excitement starts to grow. Source: Business2.0/12.2002-01.2003

311. The Talent Ten 312. 1. Obsession P.O.T.* = All Consuming *Pursuit of Talent

313. Model 25/8/53 Sports Franchise GM 314. In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.Ed Michaels

315. The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius

316. PARCs Bob Taylor: Connoisseur of Talent

317. Les Wexner: From sweaters to people! 318. Talent (Not) on His Mind Norman Pearlstine, Editor-in-Chief, Time Inc., asked a magazines managing editor to name 10 people outside Time that the magazine should pursue: He said, I cant think of any. Source: New York Times/05.12.2003

319. 2. Greatness Only The Best! 320. From 1, 2 or youre out [JW] to Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent

321. 3. Performance Up or out! 322. We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years. Ed Michaels, War for Talent

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

324. 4. Pay Fork Over! 325. Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers. Ed Michaels, War for Talent (05.17.00)

326. 5. Youth Grovel Before the Young! 327. Why focus on these late teens and twenty- somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. The Internet has triggered the first industrial revolution in history to be led by the young. The Economist [12/2000]

328. 6. Diversity Mess Rules!

329. Where do good new ideas come from? Thats simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. Nicholas Negroponte

330. Diversity defines the health and wealth of nations in a new century. Mighty is the mongrel. The hybrid is hip. The impure, the mlange, the adulterated, the blemished, the rough, the black-and-blue, the mix- andmatch these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations. G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge

331. CM Prof Richard Florida on Creative Capital: You cannot get a technologically innovative place unless its open to weirdness, eccentricity and difference. Source: New York Times/06.01.2002

332. 7. Women Born to Lead!

333. AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report, BusinessWeek, 11.20.00

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

335. The Cracked Ones Let in the Light Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels. David Ogilvy

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

337. 9. Opportunity Make It an Adventure! 338. H.R. to H.E.D. ??? Human Enablement Department

339. Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract

340. T ale nt De part m e nt 341. People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc.

342. 10. Leading Genius We are all unique! 343. Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.

344. 100% IMAGINATION!* The Ritz Cookie Lady PPSI *Damn it.

345. Whats your companys EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

346. EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward

Source: Ed Michaels et al., The War for Talent

347. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

348. Talents Big Two Rules GREAT Finance Dept. = GREAT Football Team DIFFERENCES Among Cello Players = DIFFERENCES Among Hotel GMs

349. 13A. Meet the New Boss: Women Rule!

350. AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report, BusinessWeek, 11.20.00

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

352. The New Economy Shout goodbye to command and control! Shout goodbye to hierarchy! Shout goodbye to knowing ones place!

353. Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactivecollaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multidimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, Americas Competitive Secret: Women Managers

354. Society is based on male standards with women seen as anomalies deviating from the male norm. Bi Puvaneu, Institute for Future Studies (Stockholm)

355. On average, women and men possess a number of different innate skills. And

current trends suggest that many sectors of the twenty- first-century economic community are going to need the natural talents of women. Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World

356. 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 days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

357. Investors are looking more and more for a relationship with their financial advisers. They want someone they can trust, someone who listens. In my experience, in general, women may be better at these

relationship-building skills than are men. Hardwick Simmons, CEO, Prudential Securities

358. Works Rewards F: Relationships, respect, self-realization. M: Title, salary, power. (In all my research with men, Ive never once heard a mention about the importance of relationships.) Source: Susan Rice, former Director of Communications, BBDO Europe (from A Dignified Woman)

359. Opportunity! U.S. G.B. E.U. Ja. M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1% Peak Partic. Age 45 22 27 19 % Coll. Stud. 52% 50% 48% 26% Source: Judy Rosener, Americas Competitive Secret

360. +/- The Boston Club: Corporate Salute (10.28.03)

361. Degree Gap* Wom:Men/Bachelors 2000: 133; 2010: 142 Wom:Men/Masters 2000: 138; 2010: 151 * Whites, Blacks, Hispanics, Asians, Native Americans Source: The New Gender Gap/BusWeek/05.26.2003

362. THE NEW GENDER GAP: From kindergarten to grad school, boys are becoming the second sexCover story, BusinessWeek/26 May 2003

363. Are men obsolete? USN&WR/06.03.03 Headline,

364. Read This! Winning the Talent War for Women: Sometimes It Takes a Revolution Douglas McCracken, HBR

365. Deloitte was doing a great job of hiring high- performing women; in fact, women often earned higher performance ratings than men in their first years with the firm. Yet the percentage of women decreased with step up the career ladder. Most women werent leaving to raise families; they had weighed their options in Deloittes male- dominated culture and found them wanting. Many, dissatisfied with a culture they perceived as endemic to professional service firms, switched professions. Douglas McCracken, Winning the Talent War for Women [HBR]

366. The process of assigning plum accounts was largely unexamined. Male partners made assumptions: I wouldnt put her on that kind of company because its a tough manufacturing environment. That client is difficult to deal with. Travel puts too much pressure on women. Douglas McCracken, Winning the Talent War for Women [HBR]

367. !!!!!!!!!!!!!!! 14 to 168* *Leadership Positions/D&T/1992-2002/WIAR

368. 14. Brand Talent+: Addressing the Education Fiasco.

369. My education was a prolonged and concerted attack on my individuality. Neil Crofts, Authentic

370. Losing the War to Bismarck (and Rockefeller)

371. J. D. Rockefellers General Education Board (1906): In our dreams people yield themselves with perfect docility to our molding hands. The task is simple. We will organize children and teach them in a perfect way the things their fathers and

mothers are doing in an imperfect way. John Taylor Gatto, A Different Kind of Teacher

372. 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 childlet alone our child receive a poor His teacher grade in art at such a young age? informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. Jordan Ayan, AHA!

373. How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of

being Every identified by the group as a closet artist. The point is: school I visited was participating in the suppression of creative genius. Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fools Guide to Surviving with Grace

374. Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school- related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins

375. The NAESP 376. Attributes of Those Who Made the 10th Grade History Book Committed! Determined to make a difference! Focused! Passionate! Irrational about

their lifes project! Ahead of their time / Paradigm busters! Impatient! / Action Obsessed

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

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

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

380. VIII. NEW BUSINESS: (NEW) BRAND INSIDE RULES

381. Message 2003 BI > BO

382. Brand Inside Rules! I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game Lou Gerstner, Who Says Elephants Cant Dance?

383. Brand Inside Rules! If I could have chosen not to tackle the IBM culture headon, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Lou Gerstner, Who Says Elephants Cant Dance?

384. 15. THINK WEIRD the HVA/ High Value Added Bedrock.

385. Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

386. The THINK WEIRD: High Standard Deviation Enterprise.

387. CUSTOMERS: Future- defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future. Adrian Slywotzky, Mercer Consultants

388. The future has already happened. Its just not evenly distributed. Adrian Slywotzky

389. If you worship at the throne of the voice of the customer, youll get only incremental advances. Joseph Morone, President, Bentley College

390. COMPETITORS: The best swordsman in the world doesnt need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesnt do the thing he ought to do, and so the expert isnt 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

391. To grow, companies need to break out of a vicious cycle of competitive benchmarking, imitation and pursuit. W.

Chan Kim & Renee Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/08.11.03

392. The short road to ruin is to emulate the methods of your adversary. Winston Churchill

393. 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 cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats 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 Gameboy 14 years in a row)? Its like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its 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 its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003

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

395. Suppliers: Thereis an ominous downside to strategic supplier relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply. Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

396. Boards: Extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable Jeffrey Sonnenfeld, Yale School of Management

397. The Bottleneck is at the Top of the Bottle Where are you likely to find people

with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top! Gary Hamel, Strategy or Revolution/ Harvard Business Review

398. We become who we hang out with! 399. WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you uncomfortable, even those you dislike. (2) Hire people you (probably) dont need. (3) Use job interviews to get ideas, not to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction. (7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Dont try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your companys success. Bob Sutton, Weird Ideas That

Work: 11 Ideas for Promoting, Managing, and Sustaining Innovation

400. Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

401. Big Idea/s V.C. GM Portfolio Roster 402. Innovation Index: How many of your Top 5 Strategic Initiatives score 7 or higher (out of 10) on a Weirdness/Profundity Scale?

403. IX. NEW BUSINESS. NEW LEADERSHIP.

404. 20. The Passion Imperative: The Leadership 50

405. The Basic Premise. 406. 1. Leadership Is a Mutual Discovery Process.

407. Ninety percent of what we call management consists of making it difficult for people to get things done. P.D.

408. I dont know. 409. Quests! 410. 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. The best thing a leader can do for a Great Group is to allow its members to discover their greatness.

411. The Leadership Types. 412. 2. Great Leaders on Snorting Steeds Are Important but Great Talent Developers (Type I Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

413. Whoops: Jack didnt have a vision! 414. 3. But Then Again, There Are Times When This Cult of Personality (Type II Leadership) Stuff Actually Works!

415. A leader is a dealer in hope. Napoleon (+TPs writing room pics)

416. 4. Find the Businesspeople! (Type III Leadership)

417. I.P.M. (Inspired Profit Mechanic) 418. 5. All Organizations Need the Golden Leadership Triangle.

419. The Golden Leadership Triangle: (1) Creator- Visionary (2) Talent FanaticMentor-V.C. (3) Inspired Profit Mechanic.

420. The Essential Tension Keeper of the Flame of Creation (Brahma = Creator) Keeper of the Flame of Preservation (Vishnu = Preserver) Keeper of the Flame of Destruction (Shiva = Destroyer)

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

422. Renaissance Men are a snare, a myth, a delusion!

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

424. The Leadership Dance. 425. 8. Leaders SHOW UP! 426. A body can pretend to care, but they cant pretend to be there. Texas Bix Bender

427. 9. Leaders LOVE the MESS! 428. If things seem under control, youre just not going fast enough. Mario Andretti

429. Im not comfortable unless Im uncomfortable. Jay Chiat

430. 10. Leaders DO! 431. The Kotler Doctrine: 1965-1980: R.A.F. (Ready.Aim.Fire.) 1980-1995: R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

432. We have a strategic plan. Its called doing things. Herb Kelleher

433. 11. Leaders Re -do. 434. If Microsoft is good at anything, its avoiding the trap of worrying about

criticism. Microsoft fails constantly. Theyre eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power theyve gained in other markets to enforce their standard. Seth Godin, Zooming

435. If it works, its obsolete. Marshall McLuhan

436. 12. BUT Leaders Know When to Wait.

437. Tex Schramm: The too hard box! 438. 13. Leaders Are Optimists. 439. Hackneyed but none the less LEADERS SEE true: CUPS AS HALF FULL.

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

441. 14. Leaders DELIVER! 442. Leaders dont want to win. Leaders need to win. #49

443. It is no use saying We are doing our best. You have got to succeed in doing what is necessary. WSC

444. 15. BUT Leaders Are Realists/Leaders Win Through LOGISTICS!

445. The Gus Imperative! 446. 16. Leaders FOCUS! 447. To Dont List 448. Its T-H-R-E-E, Stupid! I used to have a rule for myself that at any point in time I wanted to have in mind as it so happens, also in writing, on a little card I carried around with me the three big things I was trying to get done. Three. Not two. Not four. Not five. Not ten. Three. Richard Haass, The Power to Persuade

449. 17. Leaders SetCLEAR DESIGN SPECS.

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

451. JackWorld/ 1@T: (1) Neutron Jack. (Banish bureaucracy.) (2) 1, 2 or out Jack.

(Lead or leave.) (3) Workout Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!

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

453. Ridin with Roger: What have you done to DRAMATICALLY IMPROVE quality in the last 90 days?

454. If It Aint Broke Break It. 455. 19. Leaders FORGET!/ Leaders DESTROY!

456. Forget>Learn The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out. Dee Hock

457. Cortez! 458. 20. BUT Leaders Have to Deliver, So They Worry About Throwing the Baby Out with the Bathwater.

459. Damned If You Do, Damned If You Dont, Just Plain Damned. Subtitle in the

chapter, Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity, Liberation Management (1992)

460. 21. Leaders HONOR THE USURPERS.

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

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

463. Fail faster. Succeed sooner. 464. No matter. Try again. Fail again. Fail better. Samuel Beckett

465. The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles. Newsweek/ Paul Saffo (03.02)

466. 23. Leaders Make BIG MISTAKES!

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

468. Silicon Valley Success [Failure?] Secrets Pursuit of risk: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpot Source: The Economist

469. Okay? 1 in 20 (4 in 20) 470. Create. 471. 24. Leaders Know that THERES MORE TO LIFE THAN LINE EXTENSIONS. Leaders Love to CREATE NEW MARKETS.

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

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

474. 25. Leaders Make Their Mark / Leaders Do Stuff That Matters

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

476. In 1933, Thomas J. Watson Sr. gave a speech at the Worlds Fair, World Peace through World Trade. We stood for something, right? Sam Palmisano

477. Legacy! 478. CEO Assignment2002 (Bermuda): Please leap forward to 2007, 2012, or 2022, and write a business history of What will have Bermuda. been said about your company during your tenure?

479. Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

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

481. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

482. 27. Leaders LOVE the New Technology!

483. 100 square feet 484. 28. Needed? Type IV Leadership: Technology Dreamer- True Believer

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

486. Talent. 487. 29. When It Comes to TALENT Leaders Always Swing for the Fences!

488. Talents Rules 1. Talent = 25/8/53 2. Some people are better than other people. Some people are a helluva lot better than other people 3. Think Roster 4. Think V.C. 5. Talent = Brand 6. Talent is what leaders do.

489. 30. Leaders Dont Create Followers: THEY CREATE LEADERS!

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

491. 31. Leaders Win Followers Over 492. WHAT AN IDIOT: Instead of employees being in the drivers seat, now were in the drivers seat.

493. Coaching is PJ: winning players over. 494. I didnt have a mission statement at Burger King. I had a dream. Very simple. It was something like, Burger King is 250,000 people, every one of whom gives a shit. Every one. Accounting. Systems. Not just the drive through. Everyone is in the brand. Thats what were talking about, nothing less. Barry Gibbons

495. The Cold War armies were not great armies, because all the decisions were made by generals and politicians. In great armies, the job of generals is to back up their sergeants. COL Tom Wilhelm, from

Robert Kaplan, The Man Who Would Be Khan, The Atlantic, 03.2004

496. Passion. 497. 32. Leaders Out Their PASSION! 498. G.H.:Create a cause, not a business.

499. Vision is a love affair with an idea. Boyd Clarke & Ron Crossland, The Leaders Voice

500. Coca-Cola was Roberto Goizuetas painting. It was never finished, and he was never totally satisfied with it. But he had the Sistine Chapel in his head, and he was always working on it. Warren Buffett

501. 33. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

502. BZ: I am a Dispenser of Enthusiasm!

503. Until there is commitment there is hesitancy, the chance to draw back. Concerning all acts of initiative and creation, there is one elementary truth, the ignorance

of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too. All sorts of things occur to help one that would never otherwise have occurred. Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it. Begin it now! Johann Wolfgang von Goethe

504. You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch, on GEs quality program

505. Im looking for insane commitment. Twyla Tharp, The Creative Habit

506. a powerful and madly exuberant work LA Times on Frank Gehrys Walt Disney Concert Hall (10.03)

507. 34. Leaders Are in a Hurry 508. The Urgency Factor: LEADERS have a distorted sense of time.

509. 35. Leaders Focus on the SOFT STUFF!

510. Soft Is Hard - ISOE 511. Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TPs final words: CYNICISM SUCKS.]

512. The Job of Leading. 513. 36. Leaders Know Its ALL SALES ALL THE TIME.

514. Everybody lives by selling something. Robert Louis Stevenson

515. If you dont LOVE TP: SALES find another life. (Dont pretend youre a leader.) (See TPs The Project50.)

516. 37. Leaders LOVE POLITICS. 517. TP:If you dont LOVE POLITICS find another life. (Dont pretend youre a leader.)

518. 38. But Leaders Also Break a Lot of China

519. If youre not pissing people off, youre not making a difference!

520. 39. Leaders Give RESPECT! 521. It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say. Sara Lawrence-Lightfoot, Respect

522. Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

523. 40. Leaders Say Thank You. 524. The two most powerful things a kind word in existence: and a thoughtful gesture. Ken Langone, CEO, Invemed Associates

[from Ronna Lichtenberg, Its Not Business, Its Personal]

525. 41. Leaders Are Curious. 526. The Three Most TP/08.2001: Important Letters WHY?

527. 42. Leadership Is a Performance. 528. It is necessary for the President to be the No. 1 nations actor.

529. You cant lead a cavalry charge if you think you look funny on a horse. John Peers, President, Logical Machine Corporation

530. Seven Seconds to Make an Impression Amp up your attitude [Its energy, stupid!] Recognize face value [no poker face] Give your message a mission [dont forget your agenda] Source: Roger Ailes, CEO, Fox News, Fast Company

531. 43. Leaders Are The Brand 532. The BRAND lives (OR DIES) in the minutiae of the leaders moment- tomoment actions.

533. You must be the change you wish to see in the world. Gandhi 534. 44. Leaders GREAT Have a STORY!

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

536. Leaders dont just make products and make decisions. Leaders make meaning. John Seely Brown

537. Introspection. 538. 45. Leaders Enjoy Leading. 539. Warren, I know you want to be president. But do you want to do president? 540. 46. Leaders KNOW THEMSELVES. 541. Individuals (would-be leaders) cannot engage in a liberating mutual discovery process unless they are comfortable with their own skin. (Leaders who are not comfortable with themselves become petty control freaks.)

542. 47. But Leaders have MENTORS. 543. Upon The Gospel According to TP: having the Leadership Mantle placed upon thine head, thou shalt never hear the unvarnished truth again!* (*Therefore, thy needs one faithful compatriot to lay it on with no jelly.)

544. 48. Leaders Take Breaks. 545. Zombie! Zombie! Zombie! Zombie! 546. The End Game. 547. 49. Leaders ??? :

548. Leadership is the PROCESS of ENGAGING PEOPLE in CREATING a LEGACY of EXCELLENCE.

549. Its only business, not personal IT ALWAYS IS PERSONAL. 550. LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON ROLLER BLADES

551. 50. Leaders Know WHEN TO LEAVE! 552. Bonus 553. Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune/10.03

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

555. the wildest chimera of a moonstruck mind The Federalist on Jeffersons Louisiana Purchase

556. Its no longer enough to be a change agent. You must be a change insurgent provoking, prodding, warning everyone in sight that complacency is death. Bob Reich

557. ! Thank You