All you need to know more or less tom peters 21june2006
Download
1 / 231

All You Need to Know nb - PowerPoint PPT Presentation


  • 77 Views
  • Uploaded on

All You Need to Know* *more or less Tom Peters/21June2006. 25. All You Need to Know* *more or less. Slides at … tompeters.com. Astounding Tales. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'All You Need to Know nb' - Lucy


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
All you need to know more or less tom peters 21june2006
All You Need to Know**more or lessTom Peters/21June2006



All you need to know more or less
All You Need to Know**more or less


Slides at tompeters com
Slides at …tompeters.com



Three billion new capitalists clyde prestowitz
THREE BILLION NEW CAPITALISTS—Clyde Prestowitz


“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


“This is a dangerous world and old, is 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


“the metabolically dominant soldier” old, is Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau


ETC. old, is



New economy sergey larry harvard 370
“New Economy”! old, is Sergey + Larry > Harvard/370


All you need to know more or less1
All You Need to Know* old, is *more or less


Cause
Cause old, is


Create a cause not a business gary hamel
“Create a old, is ‘cause,’ not a ‘business.’’ —Gary Hamel


“People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”—Howard Schultz, Starbucks (IBD/09.05)


themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is:‘Whodowe intendtobe?’Not ‘What are we going to do?’ but ‘Who do we intend to be?’”—Max De Pree, Herman Miller


Quest
Quest themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”


I don t know source karl weick
“I don’t know.” themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”Source: Karl Weick


“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.”Source: Organizing Genius/Warren Bennis & Patricia Ward Biederman


Leadership’s Mt Everest and members alike, “free to do his or her absolutebest” … “allow its members to discover their 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.” —Robert Altman, Oscar acceptance


actor or actress can In the end, management doesn’t change culture. Management invitesthe workforce itself to change the culture.”—Lou Gerstner


We are a life success company dave linegar founder re max
actor or actress can We are a ‘life Success Company”’—Dave Linegar, founder, RE/MAX


Best story
Best Story actor or actress can


“Storytelling actor or actress can is the core of culture.”—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell


Artist
Artist actor or actress can


Leader job one paint portraits of excellence
Leader Job One actor or actress can Paint Portraits of Excellence!


People
People actor or actress can


Leaders do people anon
actor or actress can Leaders‘do’ people.”—Anon.


Les wexner from sweaters to people
Les Wexner actor or actress can :From sweaters to people!


Connoisseur of talent source colleague on parc s bob taylor
actor or actress can Connoisseur of Talent”Source: Colleague on PARC’s Bob Taylor


Did We Say “Talent Matters”? actor or actress can “The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but10,000X.”—Nathan Myhrvold, former Chief Scientist, Microsoft


“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 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


Brand talent
Brand = Talent. percent in 3 years. Steve Macadam at Georgia-Pacific


Our Mission percent in 3 years. Steve Macadam at Georgia-PacificTo 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


People ii
People II percent in 3 years. Steve Macadam at Georgia-Pacific


Emplo percent in 3 years. Steve Macadam at Georgia-Pacificyees:“Are thereenoughweird peoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director


People iii
People III percent in 3 years. Steve Macadam at Georgia-Pacific


A review of Jack and Suzy Welch’s percent in 3 years. Steve Macadam at Georgia-PacificWinning 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; ie 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.

Second:Putting HR on a par with finance and marketing.


Dd 21 m
DD percent in 3 years. Steve Macadam at Georgia-Pacific$21M


Decency
Decency percent in 3 years. Steve Macadam at Georgia-Pacific


“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.”

—Sara Lawrence-Lightfoot, Respect


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


“I have always believed that the purpose of the corporation is to be a blessing to the employees.”—Boyd Clarke


Grace
Grace corporation is to be a blessing to the employees.”


Rodale’s corporation is to be a blessing to the employees.” on “Grace” …elegance … charm … loveliness … poetry in motion … kindliness .. benevolence … benefaction … compassion … beauty


Thank you
“Thank you” corporation is to be a blessing to the employees.”


The deepest human need is the need to be appreciated william james
corporation is to be a blessing to the employees.”The deepest human need is the need to be appreciated.”—William James


The two most powerful things in existence a kind word and a thoughtful gesture ken langone
“The two most powerful things in existence: a kind word and a thoughtful gesture.”—Ken Langone


Say it with f l o w e r s
Say it with … and a thoughtful gesture.”FLOWERS


Intangibles
Intangibles and a thoughtful gesture.”


Hard is soft soft is hard in search of excellence
“Hard is soft. Soft is hard.”* and a thoughtful gesture.”*In Search of Excellence


Message and a thoughtful gesture.”: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM STINKS.]


Intangibles ii bonus
Intangibles II* and a thoughtful gesture.”(*Bonus)


Stating the obvious the problem is rarely the problem
Stating the Obvious: and a thoughtful gesture.”THE PROBLEM IS RARELY THE PROBLEM.



PERCEPTION IS ALL THERE IN FACT NOT MUCH OF A PROBLEM.

IS. PERIOD.*

*From Whole Foods to IBM to the corner deli


Power words i m sorry
POWER WORDS! IN FACT NOT MUCH OF A PROBLEM.“I’m sorry.”


Relationshi IN FACT NOT MUCH OF A PROBLEM.ps(of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.


Self management
Self-management IN FACT NOT MUCH OF A PROBLEM.


IN FACT NOT MUCH OF A PROBLEM.The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”—RG


You your calendar
You = Your Calendar IN FACT NOT MUCH OF A PROBLEM.


You must be the change you wish to see in the world gandhi
IN FACT NOT MUCH OF A PROBLEM.You must bethe change you wish to see in the world.”Gandhi


MBWA IN FACT NOT MUCH OF A PROBLEM.


“You can’t lead a cavalry charge if you think you look funny on a horse.”—John Peers, President, Logical Machine Corporation


“The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it.”—John Keegan, The Mask of Command



be there.”To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead.”—Howard Gardner, Changing Minds


Curiosity
Curiosity be there.”


“Why?” be there.”


Ears be there.”


If you don t l isten you don t sell anything carolyn marland md guardian group
“If you don’t l be there.”isten, you don’t sell anything.”—Carolyn Marland/MD/Guardian Group


Conformity
Conformity be there.”


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


“Companies have defined so much ‘best practice’ that they are now more or less identical.”—Jesper Kunde,Unique Now ... or Never


they are now more or less identical.”To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & René Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03


The short road to ruin is to emulate the methods of your adversary winston churchill
they are now more or less identical.”The short road to ruin is to emulate the methods of your adversary.”— Winston Churchill


Conformity ii
Conformity II they are now more or less identical.”


they are now more or less identical.”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?Atthetop!”— Gary Hamel/“Strategy or Revolution”/Harvard Business Review


Action
Action they are now more or less identical.”


they are now more or less identical.”Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker


We have a strategic plan it s called doing things herb kelleher
they are now more or less identical.”We have a ‘strategic’ plan. It’s called doing things.”— Herb Kelleher


they are now more or less identical.”Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Action bedrock
Action/ they are now more or less identical.”Bedrock


they are now more or less identical.”Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done


“GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)


Try it try it try it
Try It … Try ItTry It


… This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.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 (80%)


“We made mistakes. 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


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


Try it logic of
Try It/ 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 Logic of


We are in a brawl with no rules paul allaire
“We are in a brawl with no rules.” 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 —Paul Allaire


S a v
S.A.V. 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


S crew a round v igorously
S 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 crew Around Vigorously


Screw it up
Screw It Up 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


Fail faster succeed sooner david kelley ideo
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 Fail faster. Succeed sooner.”David Kelley/IDEO


Fail forward fast high tech exec pa
“Fail. Forward. Fast.” 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 –High-tech Exec/PA


Fail fail again fail better samuel beckett
“FAIL, FAIL AGAIN. FAIL BETTER.” 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 —Samuel Beckett


Reward excellent failures punish mediocre successes phil daniels sydney exec
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 Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec


Read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation
Read This! 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 Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation


Sam s secret 1
Sam’s 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 Secret #1!


“Tom, very simple. 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 Sam was not afraid to fail.”—David Glass to TP, on the occasion of Sam’s induction into The Sales & Marketing Hall of Fame


4/40 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


De cent ral iz a tion
De-cent-ral-iz- 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 a-tion!


Ex e cu tion
Ex-e- 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 cu-tion!


Ac count a bil ity
Ac-count-a-bil-ity! 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


6 15a m
6:15A.M. 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


Dramatic difference
Dramatic Difference 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


Point of view point of dramatic difference
Point of View!/Point of Dramatic Difference! 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


7x 730a 800p f12a 93 03 10 yr annual return cb 29 wm 17 hd 16 mkt cap 48 p a
7X. 730A-800P. F12A.* 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 *’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.


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


It s simple really tom hire for s and above all p romote for s starbucks middle manager field
“It’s simple, really, Tom. Hire for 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 s, and, aboveall, promote fors.”—Starbucks middle manager/field


“[Immelt] is now identifying technologies with which GE will …systematically set out to build entirely new industries”—Strategy+Business, Fall 2005


The “Small Guys” Guide: Wallop Wal*Mart16 will …

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)

*“Dramatically 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.)

*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)



Great companies set the agenda period disturb the sleep of
Great Companies … will …SETTHEAGENDA.*(Period.)* “disturb the sleep of …


AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ AdventurersUS Steel … Ford … Toyota … Sears … GM … ITT …The Gap …Limited …Wal*Mart…Tesco…P&G … 3M …Intel… IBM …Apple…Nokia…Cisco… Dell… MCI … Sun …Microsoft…Google… Enron …Schwab…GE… Laker … Southwest … People Express …Ogilvy…Virgin…eBay…Amazon… Sony…Amgen…BMW… CNN … Nike


“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 will become ever more fleeting.The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever.”—Kjell Nordström and Jonas Ridderstråle, Funky Business


Create
Create Dutch Shell] Arie De Geus is wrong in suggesting, in


“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)


“Acquisitions are about buying market share. organizations weather the downturn, but this approach will ultimately render them obsolete.Our challenge is to create markets. There is a big difference.”—Peter Job, CEO, Reuters


Revenue
Revenue organizations weather the downturn, but this approach will ultimately render them obsolete.


“Analysts … preferred cost cutting organizations weather the downturn, but this approach will ultimately render them obsolete.,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 many got caught, and earnings went to hell.They said, ‘Oh mygosh, you need revenues to grow earnings over time.’ Well, Duh!”—Dick Kovacevich, Wells Fargo


C r o chief revenue officer
C organizations weather the downturn, but this approach will ultimately render them obsolete.RO**Chief Revenue Officer


Top Line, Anyone? organizations weather the downturn, but this approach will ultimately render them obsolete.Point (Advertising Age), to Phil Kotler: “Who should the CMO [Chief Marketing Officer] report to?”Kotler: “Maybe aChief Revenue Officer—the cost side has been squeezed, now companies have to focus on top-line growth—or maybe aChief Customer Officer. (TP: Or maybe both!)


Sell sell sell
Sell organizations weather the downturn, but this approach will ultimately render them obsolete.SellSell


. organizations weather the downturn, but this approach will ultimately render them obsolete.“Everyone lives by sellingsomething.”

– Robert Louis Stevenson


Sell sell sell1
Sell organizations weather the downturn, but this approach will ultimately render them obsolete.SellSell


“TAKE THIS QUICK QUIZ: organizations weather the downturn, but this approach will ultimately render them obsolete.Who manages more things at once?Who puts more effort into their appearance?Who usually takes care of the details?Who finds it easier to meet new people?Who asks more questions in a conversation?Who is a better listener?Who has more interest in communication skills?Who is more inclined to get involved?Who encourages harmony and agreement?Who has better intuition?Who works with a longer ‘to do’ list?Who enjoys a recap to the day’s events?Who is better at keeping in touch with others?”Source: Selling Is a Woman’s Game: 15 POWERFUL REASONS WHY WOMEN CAN OUTSELL MEN, Nicki Joy & Susan Kane-Benson


Bonus tp 27 on selling short personal
Bonus: organizations weather the downturn, but this approach will ultimately render them obsolete.TP.27 … on Selling(Short) (Personal)


Out-prepare!! (huge time commitment!) organizations weather the downturn, but this approach will ultimately render them obsolete.Learn the “culture”Practice!Care-EmpathyListen-Empathetic listening (SC)“Listen”-Body languageK.I.S.S. (1-page summary. 1 = 1.)Enthusiasm-ENERGY-“Authenticity”!!OBVIOUS belief in productSelling: Solution-Success-Experience-Dream come true-Love-Dramatic DifferenceSelling: Better STORY! (“Best story wins”)Selling: Yourself! (Brand you)“Obvious” Wow!No exaggeration!Spell out commitments!SIMPLE timelineSell “inside”-First! Thorough!Relationships-“Way down”!!Time!!!! (Eg, build trust)Ooze integrityIntroduce 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 alwa y s showtime david d alessandro career warfare
organizations weather the downturn, but this approach will ultimately render them obsolete.It’s always showtime.”—David D’Alessandro, Career Warfare


Women buy women lead
Women Buy organizations weather the downturn, but this approach will ultimately render them obsolete.Women Lead


Women are the majority market fara warner the power of the purse
“Women are organizations weather the downturn, but this approach will ultimately render them obsolete.themajority market”—Fara Warner/The Power of the Purse


1. Men and women are different. organizations weather the downturn, but this approach will ultimately render them obsolete.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.


10. Women’s Market = Opportunity No. 1. organizations weather the downturn, but this approach will ultimately render them obsolete.


The Perfect Answer organizations weather the downturn, but this approach will ultimately render them obsolete.

Jill and Jack buy slacks in black…


organizations weather the downturn, but this approach will ultimately render them obsolete.AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report/BusinessWeek


10.6 organizations weather the downturn, but this approach will ultimately render them obsolete.


“To be a leader in consumer products, it’s critical to have leaders who represent the population we serve.”—Steve Reinemund/PepsiCo


???????? have leaders who represent the population we serve.”6/44


“Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist,

April 15, 2006, Leader, page 14


Boomers buy geezers buy
Boomers Buy Driven by Geezers Buy


2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats Driven by 18-44: -1%55+: +21%(55-64: +47% )


44-65 Driven by : “New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder


Value added
Value-added Driven by


$55B Driven by


And the “M” Stands for … ? Driven by Gerstner’s IBM:“Systems Integrator of choice.”/BW(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )IBM Global Services*(*Integrated Systems Services Corp.):$55B


And mastercard advisors
And Driven by …MasterCard Advisors


Value added ii
Value-added II Driven by


“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05


Answer professional service firm psf department head to mana g in g partner is hr r d etc inc
Answer: disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Professional Service Firm/PSF!Department Headto …Managing Partner, IS[HR, R&D, etc.]Inc.


“Game-chan disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …ging Solutions”:Core MechanismPSF(Professional Service Firm “model”)+Wow Projects (“Different” vs “Better”)+Brand You(“Distinct” or “Extinct”)


Answer psf
Answer: disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …PSF


Experience
Experience disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Experience: “Rebel Lifestyle!” disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …“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


$798 disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


415 sqft 798 sqft
$415/SqFt disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …$798/SqFt


Q disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …: “Why did you buy Jordan’s Furniture?”A: “Jordan’s is spectacular.It’s all showmanship.Source: Warren Buffet interview/Boston Sunday Globe


C x o chief e x perience officer
C disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …XO**Chief eXperience Officer


Love disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Kevin roberts lovemarks
Kevin Roberts: disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Lovemarks!


Top 10 “Tattoo Brands”* disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Harley .… 18.9%Disney .... 14.8Coke …. 7.7Google .... 6.6Pepsi .... 6.1Rolex …. 5.6Nike …. 4.6Adidas …. 3.1Absolut …. 2.6Nintendo …. 1.5*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom


“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamentalsoul of a man-made creation.”Steve Jobs


Focus
Focus of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.


Dennis you need a to don t list
of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Dennis, you need a ‘To-don’t ’ List !”


“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


We will not i repeat not pretend to be all things to all people ceo investec 03 06
“We will time I wanted to have in mind not, I repeat not, pretend to be ‘all things to all people.’”—CEO, Investec (03.06)


K i s s
K.I.S.S. time I wanted to have in mind


450 8
450/8 time I wanted to have in mind


Danger s i o strategic initiative overload
Danger time I wanted to have in mind : S.I.O. (Strategic Initiative Overload)


time I wanted to have in mind I wanted GE to operate with the 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


Relentless
Relentless time I wanted to have in mind


“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 peculiarity of his character:Grant had an extreme, almost phobic dislike of turning back and retracing his steps.If he set out for somewhere, he would get there 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


It is no use saying we are doing our best you have got to succeed in doing what is necessary wsc
“It is no use saying ‘We are doing our best.’ 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 peculiarity of his character: You have got to succeed in doing what is necessary.”—WSC


Change
Change 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 peculiarity of his character:


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 peculiarity of his character:If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army


We eat change for breakfast harry quadracci quadgraphics
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 peculiarity of his character:We eat change for breakfast!—Harry Quadracci, QuadGraphics


I m not comfortable unless i m un comfortable jay chiat
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 peculiarity of his character:I’m not comfortable unless I’m uncomfortable.”—Jay Chiat


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 peculiarity of his character:The most successful people are those who are good at ‘plan B.’”—James Yorke, mathematician, on chaos theory in The New Scientist


Change ii
Change II 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 peculiarity of his character:


We become who we hang out with
We 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 peculiarity of his character:become who we hang out with!


Measure “Strangeness”/Portfolio Quality 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 peculiarity of his character:StaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard


“Don’t benchmark, futuremark!” 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 peculiarity of his character:Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson


Forget
Forget 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 peculiarity of his character:


Forget>“Learn” 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 peculiarity of his character:“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock


Forgetting strategy
“Forgetting strategy”? 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 peculiarity of his character:


Big change
Big 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 peculiarity of his character:Change


No wi gg le room incrementalism is innovation s worst enemy nicholas negroponte
No Wi 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 peculiarity of his character:ggle Room!“Incrementalism is innovation’sworst enemy.”Nicholas Negroponte


“Beware of the tyranny of making 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 peculiarity of his character:SmallChanges to SmallThings. Rather, make BigChanges toBigThings.”—Roger Enrico, former Chairman, PepsiCo


Five MYTHS About Changing Behavior 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 peculiarity of his character:*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 lifeSource: Fast Company/05.2005


Big bigger biggest
Big 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 peculiarity of his character:BiggerBiggest??????


“I don’t believe in economies of scale. 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 peculiarity of his character:You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)


“Forbes100” from 1917 to 1987 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 peculiarity of his character:: 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


“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics


New economy genentech09 amgen09 merck09 70k 3 394b 5
New Economy?! from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Genentech09, Amgen09 > Merck09 (70K-3/394B-5)


Agressive
Agressive from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


Nelson’s secret from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious::“[Other] admirals more frightened of losing than anxious to win”


Speed
Speed from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


We don t sell insurance anymore we sell speed peter lewis progressive
“We don’t sell insurance anymore. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Wesell speed.”Peter Lewis, Progressive


Tempo
Tempo from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


He who has the quickest o o d a loo p s wins observe orient decide act col john boyd
He who has the quickest from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. / Col. John Boyd


Kevin richard
Kevin & Richard from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


Kevin Roberts’ Credo from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: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!


Sir Richard’s Rules from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious::Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.


Passion enthusiasm
Passion & Enthusiasm from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


Nothing is so contagious as enthusiasm samuel taylor coleridge
from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge


I am a dispenser of enthusiasm ben zander
“I am a dispenser of enthusiasm.” from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:—Ben Zander


Enthusiasm the ultimate virus
Enthusiasm … the ultimate virus from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


“A man without a smiling face must not open a shop.” from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:—Chinese Proverb**Courtesy Tom Morris, The Art of Achievement


Passion enthusiasm ii
Passion & Enthusiasm II from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


“Before you can inspire with 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.”—Winston Churchill


Hustle
Hustle with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”


Most important he u pp ed the ener gy level at motorola fortune on ed zander 08 05
“Most important, with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.” heuppedthe energy levelat Motorola.”—Fortune on Ed Zander/08.05


Sunny
Sunny with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”


A leader is a dealer in hope napoleon
“A leader is a with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”dealer in hope.”Napoleon


Sunny ii
Sunny II with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”



Aim high
Aim High happiness.”


The greatest danger happiness.”for most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo


Dream
Dream happiness.”


The wildest chimera of a moonstruck mind the federalist on tj s louisiana purchase
happiness.”the wildest chimera of a moonstruck mind”—The Federalist on TJ’s Louisiana Purchase



No limits
No Limits precious life?”


“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.”— Jack Welch


“You do not merely want to be the best of the best. got to be out there on the lunatic fringe.”You want to be considered the only ones who do what you do.” —Jerry Garcia


Stay hungry stay foolish steve jobs
Stay Hungry. Stay Foolish. got to be out there on the lunatic fringe.”Steve Jobs


HTSH: Engage!* got to be out there on the lunatic fringe.”Commit! Engage! Try! Fail! Get up! Try again! 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.Keywords: Commit! Engage! Try! Fail! Persist!*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu Foundation travelling exhibit


! got to be out there on the lunatic fringe.”


ad