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Tom Peters’ The Leadership 50 Leading in Totally Screwed-Up Times London/02October2002. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff, U. S. Army. The Leadership 50. The Basic Premise.

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Tom Peters’ The Leadership 50 Leading in Totally Screwed-Up Times London/02October2002

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Tom peters the leadership 50 leading in totally screwed up times london 02october2002

Tom Peters’ The Leadership50Leading in Totally Screwed-Up TimesLondon/02October2002

Tom peters

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

The leadership 50

The Leadership50

The basic premise

The Basic Premise.

1 leadership is a mutual discovery process

1. Leadership Is a …Mutual Discovery Process.

Tom peters

Leaders-Teachers Do Not “Transform People”!Instead leaders-mentors-teachers (1) provide a contextwhich is marked by (2)access to a luxuriant portfolio of meaningful opportunities(projects) which (3) allow people to fully(and safely, mostly—caveat: “they” don’t engage unless they’re “mad about something”)express their innate curiosity and (4) engage in a vigorous discovery voyage(alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they(and their mentors-teachers-leaders)had never dreamed existed—and then the leaders-mentors-teachers (6)applaud like hell, stage “photo-ops,” and ring the church bells 100 times to commemorate the bravery of their “followers’ ” explorations!

1a leaders cede control

1A.Leaders … Cede Control.

I don t know

“I don’t know.”

1b leaders try not to screw things up

1B. Leaders Try … Not to Screw Things Up

Tom peters

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

The leadership types

The Leadership Types.

Tom peters

2.Great Leaders on Snorting Steeds Are Important – butGreat Talent Developers(Type I Leadership)are the Bedrock of Organizations that Perform Over the Long Haul.

25 8 53 damn it

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

Whoops jack didn t have a vision

Whoops: Jack didn’t have a vision!

Tom peters

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

A leader is a dealer in hope napoleon tp s writing room pics

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

4 find the businesspeople type iii leadership

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

I p m inspired profit mechanic

I.P.M. (Inspired Profit Mechanic)

4a all organizations need the golden leadership triangle

4A. All Organizations Need the Golden Leadership Triangle.

Tom peters

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

5 leadership mantra 1 it all depends

5. Leadership Mantra #1: IT ALL DEPENDS!

Renaissance men are a snare a myth a delusion

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

5a the leader is rarely never the best performer

5A.The Leader Is Rarely/Never the Best Performer.

Tom peters

33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0. Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson—1 season.

The leadership dance

The Leadership Dance.

6 leaders show up

6. Leaders …SHOWUP!

Tom peters


6a leaders love the mess

6A.Leaders …LOVE the MESS!

I m not happy unless i m uncomfortable jay chiat

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

If things seem under control you re just not going fast enough mario andretti

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

7 leaders do

7. LeadersDO!

Tom peters

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!)

7a leaders re do

7A. LeadersRe-do.

Tom peters

“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.”Seth Godin, Zooming

If it works it s obsolete marshall mcluhan

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

8 but leaders know when to wait

8.BUT … Leaders KnowWhen to Wait.

Tex schramm the too hard box

Tex Schramm: The “too hard” box!

9 leaders deliver

9.Leaders …DELIVER!

Leaders don t want to win leaders need to win 49

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

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.’ You have got to succeed in doing what is necessary.”—WSC

Tom peters

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

9a leaders are optimists

9A. Leaders Are … Optimists.

Hackneyed but none the less true leaders see cups as half full

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

Half full cups ronald reagan radiated an almost transcendent happiness lou cannon george 08 2000

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

10 but leaders are realists leaders win through logistics

10.BUT … Leaders Are Realists/Leaders Win Through LOGISTICS!

The gus pagonis imperative

The “Gus [Pagonis] Imperative”!

11 leaders focus

11. LeadersFOCUS!

To don t list


11a leaders set clear design specs


Danger s i o strategic initiative overload

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

Tom peters

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!

11b leaders send v e r y clear signals about design specs

11B.Leaders … Send V-E-R-YClearSignals About Design Specs!

Ridin with roger what have you done to dramatically improve quality in the last 90 days

Ridin’ with Roger: “What have you done to DRAMATICALLYIMPROVE quality in the last 90 days?”

It s relationships stupid

It’s Relationships, Stupid.

12 leaders trust in trust

12. Leaders Trust in TRUST!



12a leaders infuse the dreaded all important evaluation process with credibility

12A.Leaders Infuse the Dreaded-All Important “Evaluation Process” with CREDIBILITY!

25 100

25 = 100

13 leaders understand the ultimate power of relationships

13. Leaders … Understand theUltimatePower of RELATIONSHIPS.

Tom peters

“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, America’s Competitive Secret

Tom peters

“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is better at keeping in touch with others?”Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

14 leaders know women roar women rule

14. Leaders Know … Women Roar/ WomenRule.

Tom peters

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Business Week, 11.20.00

If it ain t broke break it

If It Ain’t Broke … Break It.

15 leaders forget leaders destroy

15.Leaders …FORGET!/Leaders …DESTROY!

Tom peters

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

Tom peters

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

Tom peters

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

Leaders dump the ones who brung em nokia hp 3m perkinelmer corning etc

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



Jim tom joined at the hip not

Jim & Tom. Joined at the hip. Not.

16 but leaders have to deliver so they worry about throwing the baby out with the bathwater

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

Tom peters

“Damned If You Do, Damned If You Don’t, Just Plain Damned.”Subtitle in the chapter, “Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)

17 leaders honor the usurpers


Tom peters

Saviors-in-WaitingDisgruntled CustomersUpstart CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision

Tom peters

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

Tom peters

COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.”Mark Twain

Tom peters

Employees: “Are thereenoughweirdpeoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)

Tom peters

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

17a leaders hang out with freaks


Tom peters

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

Tom peters

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

Tom peters

WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction. (7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your company’s success. Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation

Leaders know we become who we hang with


18 leaders make lotsa mistakes and make no bones about it

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

Sam s secret 1

Sam’s Secret #1!

Fail forward fast high tech exec

Fail. Forward. Fast.–High-tech Exec

Fail faster succeed sooner david kelley ideo

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

Tom peters

“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)

Read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation

Read This!Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

18a leaders make big mistakes

18A. Leaders Make … BIG MISTAKES!

Reward excellent failures punish mediocre successes phil daniels sydney exec and de facto jack

“Rewardexcellentfailures. Punish mediocre successes.”Phil Daniels, Sydney exec (and, de facto, Jack)



19 leaders know that there s more to life than line extensions leaders love to create new markets


Tom peters

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

No one ever made it into the business hall of fame on a record of line extensions

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

20 leaders pursue dramatic difference


Tom peters

1st Law Mktg Physics: OVERTBENEFIT(Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion)2ND Law: REALREASONTOBELIEVE(Stand & Deliver!)3RD Law: DRAMATICDIFFERENCE(Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to 5%)Source: Jump Start Your Business Brain, Doug Hall

Tom peters

“They [consumer goods company] have acquired a bunch of products, which is what everyone is doing. But what’s the point, the message, the story line, the Big Idea that makes ‘it’ all hang together?”—Exec, major consumer goods company

20a leaders make their mark leaders do stuff that matters

20A. Leaders … Make Their Mark/Leaders … Do Stuff That Matters

Tom peters

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

Tom peters

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



21 leaders get the big3 trends

21. Leaders “Get” the … Big3 Trends

Trends i women roar

Trends I: Women Roar.

Trends ii boomer bonanza godzilla geezer

Trends II:Boomer Bonanza/ Godzilla Geezer.

Subject marketers stupidity it s 18 44 stupid

Subject: Marketers & Stupidity“It’s 18-44, stupid!”

Subject marketers stupidity or is it 18 44 is stupid stupid

Subject: Marketers & StupidityOr is it:“18-44 is stupid, stupid!”

2000 2010 stats 18 44 1 55 21 55 64 47

2000-2010 Stats18-44: -1%55+: +21%(55-64: +47%)

Tom peters

50+$7T wealth (70%)/$2T annual income50% all discretionary spending79% own homes/40M credit card users41% new cars/48% luxury cars$610B healthcare spending/74% prescription drugs5% of advertising targetsKen Dychtwald, Age Power: How the 21stCentury Will Be Ruled by the New Old

Tom peters

“Marketers attempts at reaching those over 50 have been miserably unsuccessful.No market’s motivations and needs are so poorly understood.”—Peter Francese, founding publisher,American Demographics

Tom peters

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

Trends iii green

Trends III: Green = $$$$$$

Tom peters

“Of all the ways the company will be judged over the next decade,none will be greater than our response to the issue of climate change.”William Clay FORD Jr.

Tom peters

And #3: GREEN?????:50% to 36%: Protect Environment > Economic Growth.58% to 34%: Protect Plants & Animals > Preserve Private Property Rights.

Tom peters

E.g.: Genetically Altered FoodWould eat: M, 71%; F, 50%Give to children: M, 59%; F, 37%Pay more for non-altered: M, 35%; F, 47%Source: & USA Today

No target marketing yes target innovation target delivery systems

No: “Target Marketing”Yes:“Target Innovation” & “Target DeliverySystems”

New model

New Model.

22 leaders understand the enormity of the white collar revolution

22. Leaders … Understand the Enormity of the White Collar Revolution.

108 x 5 vs 8 x 1 540 vs 8 98 5

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

E g jeff immelt 75 of admin back room finance digitalized in 3 years source bw 01 28 02

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

Ibm s project eliza self bootstrapping artilects

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

Tom peters

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

Tom peters

“Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computer-generated robots will take over the world.”– Stephen Hawking, in the German magazine Focus

23 leaders turn all departments into psfs

23.Leaders … Turn All Departments into “PSFs.”

So what will be the basic building block of the new org

So what will be the Basic Building Block of theNew Org?

Every job done in w c w is also done outside for profit

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

Answer psf professional service firm department head to managing partner hr is etc inc

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

Model psf

Model PSF …

Tom peters

(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!

Tom peters

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

24 leaders push their organizations w a y up the value added intellectual capital chain

24. Leaders Push Their OrganizationsW-a-y Up the Value-added/ Intellectual Capital Chain

The big day

The Big Day!

09 11 2000 hp bids 18 000 000 000 for pricewaterhousecoopers consulting business

09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!

Tom peters

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

Tom peters

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

Tom peters

“You are headed for commodity hell if you don’t have services.”—Lou Gerstner on IBM’s coming revolution (1997)

We want to be the air traffic controllers of electrons bob nardelli ge power systems

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

Tom peters

“Customer Satisfaction” to “Customer Success”“We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power Systems

Keep in mind customer s atisfaction versus customer success

Keep In Mind: Customer Satisfactionversus Customer Success

Was bunch of guys who make circuit breakers division is ge industrial systems

Was: Bunch of Guys Who Make Circuit Breakers Division.Is: GE Industrial Systems.

Tom peters

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

E g utc otis carrier boxes to integrated building systems

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

Tom peters

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

Tom peters

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

Omnicom 57 of 6b from marketing services

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

25 leaders demolish stovepipes

25.Leaders … Demolish Stovepipes!

Tom peters

“The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.”—Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits.

Tom peters

“In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that don’t talk to each other.”Boston Globe (09.30.2001)

Tom peters

“Once devised in Riyadh, the tasking order took hours to get to the Navy’s six aircraft carriers—because the Navy had failed years earlier to procure the proper communications gear that would have connected the Navy with its Air Force counterparts. … To compensate for the lack of communications capability, the Navy was forced to fly a daily cargo mission from the Persian Gulf and Red Sea to Riyadh in order to pick up a computer printout of the air mission tasking order, then fly back to the carriers, run photocopy machines at full tilt, and distribute the documents to the air wing squadrons that were planning the next strike.” –Bill Owens, Lifting the Fog of War

Tom peters

“Dawn Meyerreicks, CTO of the Defense Intelligence 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 military’s command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/ OCT2002

Tom peters

“IT MAY SOMEDAY BE SAID THAT THE 21ST CENTURY BEGAN ON SEPTEMBER 11, 2001. …“Al-Qaeda represents a new and profoundly dangerous kind of organization—one that might be called a ‘virtual state.’ On September a virtual state proved that modern societies are vulnerable as never before.”—Time/09.09.2002

Tom peters

“The deadliest strength of America’s new adversaries is their very fluidity, Defense Secretary Donald Rumsfeld believes. Terrorist networks, unburdened by fixed borders, headquarters or conventional forces, are free to study the way this nation responds to threats and adapt themselves to prepare for what Mr. Rumsfeld is certain will be another attack. …“ ‘Business as usual won’t do it,’ he said. His answer is to develop swifter, more lethal ways to fight. ‘Big institutions aren’t swift on their feet in adapting but rather ponderous and clumsy and slow.’ ”—The New York Times/09.04.2002

The solutions 25

The …Solutions25.

Tom peters

1. It’s the (OUR!) organization, stupid!2. Friction free! 3. No STOVEPIPES!4. “Stovepiping” is a F.O.—Firing Offense.5. ALL on the web! (ALL = ALL.)6. Open access!6. Project Managers rule! (E.g.: Control the purse strings and evals.)7. VALUE-ADDED RULES! (Services Rule.) (Experiences Rule.) (Brand Rules.)8. SOLUTIONS RULE! (We sell SOLUTIONS. Period. We sell PRODUCTIVITY & PROFITABILITY. Period.)9. Solutions = “Our ‘culture.’ ”10. Partner with B.I.C. (Best-In-Class). Period.

Tom peters

12. All functions contribute equally—IS, HR, Finance, Purchasing, Engineering, Logistics, Sales, Etc.13. Project Management can come from any function.14. WE ARE ALL IN SALES. PERIOD.15. We all invest in “wiring” the customer organization.16. WE ALL “LIVE THE BRAND.” (Brand = Solutions. That MAKE MONEY FOR OUR CUSTOMER- PARTNER.)17. We use the word “PARTNER” until we all want to barf!18. We NEVER BLAME other parts of our organization for screw-ups.19. WE AIM TO REINVENT THIS INDUSTRY!20. We hate the word-idea “COMMODITY.”

Tom peters

21. We believe in “High tech, High touch.”22. We are DREAMERS.23. We deliver . (PROFITS.) (CUSTOMER SUCCESS.)24. If we play the “SOLUTIONS GAME” brilliantly, no one can touch us!25. Our TEAM needs 100% I.C.s (Imaginative Contributors). This is the ULTIMATE “All Hands” affair!

Tom peters

Innovation & Speed’s “New Basics”*1. XFTs are the “culture.”2. Project-centric. 3. Open “talent market.”4. “Cause-based” projects. 5. Ubiquitous “open systems.” IS—at home & throughout supply chain. Web based.6. F-L-A-T.*Innovation, Speed, CRM, “Experience”/ “Solution” demand this

Tom peters

“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

Tom peters

[ Words to Live By …“Hierarchy is an organization with its face toward the CEO and its ass toward the customer.”Kjell Nordström and Jonas Ridderstråle,Funky Business]

Tom peters

“Supply Chain” 2000:“When Joe Employee at Company X launches his browser, he’s taken to Company X’s personalized home page. He can interact with the entire scope of Company X’s world – customers, other employees, distributors, suppliers, manufacturers, consultants. The browser – that is, the portal – resembles a My Yahoo for Company X and hooks into every network associated with Company X. The real trick is that Joe Employee, business partners and customers don’t have to be in the office. They can log on from a cell phone, Palm Pilot, pager or home office system.”Red Herring (09.2000)

26 leaders know that the hva solutions revolution rests upon experiences dream fulfillment design

26. Leaders Know that the “HVA/Solutions Revolution” rests upon: Experiences … Dream Fulfillment … Design.

A world of scintillating awesome wow experiences

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

Tom peters

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

Tom peters

“Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ”Source: Jean-Marie Dru, Disruption

Tom peters

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

Tom peters

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

The experience ladder experiences services goods raw materials

The “Experience Ladder”Experiences ServicesGoods Raw Materials

The mostly ignored soul of experiences design rules

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

Design s place in the universe

Design’s place in the universe.

Tom peters

All Equal Except …“At Sony we assume that all products of our competitors have basically the same technology, price, performance and features.Design is the only thing that differentiates one product from another in the marketplace.”Norio Ohga

Design is treated like a religion at bmw fortune

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

Tom peters

“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

Bottom line

Bottom Line.

Design is what why i love love

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

Design is why i get mad mad

Design “is” … WHY I GET MAD. MAD.

Design is never neutral

Design is neverneutral.

Hypothesis design is the principal difference between love and hate

Hypothesis:DESIGN is the principaldifference between love and hate!

Tom peters

THE BASE CASE: I am a design fanatic. Though not “artistic,” I love “cool stuff.” But it goes [much] further, far beyond the personal. Design has become a professional obsession. I SIMPLY BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or detachment] RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is arguably the #1 DETERMINANT of whether a product-service-experience stands out … or doesn’t. Furthermore, it’s another “one of those things” that damn few companies put – consistently – on the front burner.

Message men cannot design for women s needs

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

Tom peters

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



27 leaders love the new technology

27.LeadersLOVEthe New Technology!

100 square feet

100square feet

Tom peters

WebWorld = EverythingWeb as a way to run your business’s innardsWeb as connector for your entire supply-demand chainWebas “spider’s web” which re-conceives the industryWeb/B2B as ultimate wake-up call to “commodity producers”Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer dataWeb as an Encompassing Way of LifeWeb = Everything (P.D. to after-sales)Web forces you to focus on what you do bestWebas entrée, at any size, to World’s Best at Everything as next door neighbor

Tom peters

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

Tom peters

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

Tom peters

“There’s no use trying,” said Alice. “One can’t believe impossible things.” “I daresay you haven’t had much practice,” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.”Lewis Carroll

I net allows you to dream dreams you could never have dreamed before

I’net …… allows you to dream dreams you could never have dreamed before!

Tom peters

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

28 needed type iv leadership technology dreamer true believer

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

Tom peters

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



29 when it comes to talent leaders always swing for the fences

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

Tom peters

From “1, 2 or you’re out” [JW] to …“BestTalent in each industry segment to build best proprietary intangibles”[EM]Source: Ed Michaels, War for Talent (05.17.00)

Tom peters

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

30 leaders don t create followers they create leaders

30. Leaders Don’t Create “Followers”: THEYCREATELEADERS!

Tom peters

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

Brand you big time i am an army of one

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

31 leaders win followers over

31.Leaders“Win Followers Over”

What an idiot instead of employees being in the driver s seat now we re in the driver s seat

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

Pj coaching is winning players over

PJ: “Coaching is winning players over.”

32 leaders manage their evp internal brand promise

32.Leaders “Manage” Their EVP/Internal Brand Promise.

Mantram3 talent brand

MantraM3Talent = Brand

Tom peters

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

33 leaders love kids

33. Leaders LOVEKIDS.

Tom peters

“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]

Tom peters

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



34 leaders out their passion

34.Leaders …Out TheirPASSION!

G h create a cause not a business

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

Vision is a love affair with an idea boyd clarke ron crossland the leader s voice

“Vision is a love affair with an idea.”—Boyd Clarke & Ron Crossland, The Leader’s Voice

Tom peters

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

35 leaders know enthusiasm begets enthusiasm


Bz i am a dispenser of enthusiasm

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

36 leaders focus on the soft stuff

36.Leaders Focus on theSOFT STUFF!

Soft is hard isoe

“Soft” Is “Hard”- ISOE

36a leaders know culture change takes but a minute no bull

36A. Leaders Know … “Culture Change” Takes But a Minute. (No Bull!)

What do i do first one minute excellence thomas watson

What Do I “Do” First?One Minute Excellence!**Thomas Watson

Tom peters

Culture Change is not “Corporate.”Culture Change is not a “Program.”Culture change does not take “Years.”Culture Change does not start “Today.”Culture Change starts Right Now!Culture Change Lives in the Moment!Culture Change is Entirely in Your Hands!

The job of leading

The “Job” of Leading.

37 leaders know it s all sales all the time

37. Leaders Know It’s ALL SALES ALL THE TIME.

Tp if you don t love sales find another life don t pretend you re a leader see tp s the project50

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

37a leaders love politics


Tp if you don t love politics find another life don t pretend you re a leader

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

38 but leaders also break a lot of china

38. But … Leaders Also Break a Lot of China

If you re not pissing people off you re not making a difference

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

Tom peters

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

Joe j jones 1942 2002 he woulda done some really cool stuff but his boss wouldn t let him


39 leaders give respect

39. Leaders Give …RESPECT!

Tom peters

“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

40 leaders say thank you

40. Leaders Say“Thank You.”

The deepest human need is the need to be appreciated william james

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

Tom peters

“The two most powerful things in existence: a kind word and a thoughtful gesture.”Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

40a leaders are graceful

40A. Leaders Are … Graceful.

Tom peters

“My favorite word is grace– whether it’s amazinggrace, saving grace, graceunder fire, Grace Kelly. How we live contributes to beauty – whether it’s how we treat other people or the environment.”Celeste Cooper, designer

Tom peters

Rodale’s on “Grace” …elegance … charm … loveliness … poetry in motion … kindliness .. benevolence … benefaction … compassion … beauty

41 leaders are curious

41.Leaders Are … Curious.

Tp 08 2001 the three most important letters why

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

42 leadership is a performance

42. Leadership Is a … Performance.

It is necessary for the president to be the nation s no 1 actor fdr

“It is necessary for the President to be the nation’sNo. 1 actor.”FDR

43 leaders are the brand

43. Leaders …AreThe Brand

Who are you these days tp to client

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

The brand lives or dies in the minutiae of the leader s moment to moment actions

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

You must be the change you wish to see in the world gandhi

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

Tom peters

“We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions to how we work with others.Companies will thrive on the basis of their stories and myths.Companies will need to understand that their products are less important than their stories.”Rolf Jensen, Copenhagen Institute for Future Studies

44 leaders have a great story

44.Leaders … Have a GREATSTORY!

Tom peters

“A key – perhaps the key – to leadership isthe effective communication of a story.”Howard GardnerLeading Minds: An Anatomy of Leadership

45 leaders seed pursue recognize weird demos

45. Leaders Seed & Pursue & Recognize (Weird) “Demos.”

Tom peters

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

Tom peters

Leaders aimed on changing their world identify palpable heroes, who executed palpable projects—they point to these people and say to the masses, “See, here it is, done by one of your own.” (And then they “deep-dip” a few of those heroes to demo their seriousness.)

Tom peters

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

Each vp a v c portfolio of high risk investments in people ideas from all across the company

Each VP a V.C.: Portfolio of high-risk investments in people & ideas from all across the company.



46 leaders enjoy leading

46.Leaders … Enjoy Leading.

Warren s whoops moment

Warren’s “Whoops Moment” …

Warren i know you want to be president but do you want to do president

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

47 leaders laugh

47. LeadersLAUGH!

47a but leaders know it s my fault

47A. But … Leaders Know “It’s My Fault.”

You recruited em you hired em you trained em you evaluated em you motivated em

You recruited ’em.You hired ’em.Youtrained ’em. You evaluated ’em.You“motivated” ’em.

48 leaders take breaks

48. Leaders … Take Breaks.

Zombie zombie zombie zombie


The end game

The End Game.

49 leaders

49. Leaders ???:

Leadership is the process of engaging people in creating a legacy of excellence


It s only business not personal it always is personal

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

Hire smart go bonkers have grace make mistakes love technology start all over again

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

Leaders need to be the rock of gibraltar on roller blades


50 leaders know when to leave

50.Leaders KnowWHENTOLEAVE!

Thank you

Thank You!

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