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Tom Peters’ Re-Ima g ine2006! Business Excellence in a Disru p tive A g e Madrid /21-22February2006. China!. China!. China!. China. Ch. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz. Re-imagine! Not Your Father’s World I. 26 m.

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Tom peters re ima g ine2006 business excellence in a disru p tive a g e madrid 21 22february2006
Tom Peters’ Re-Imagine2006!Business Excellence in a Disruptive AgeMadrid/21-22February2006







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


Re imagine not your father s world i
Re-imagine!Not Your Father’s World I.


26m


“U.S. manufacturers and retailers are shifting their domestic warehouses and distribution facilities to China as they seek to make supply chains more efficient”—Headline, page 1, Financial Times, 11.07.2005


43 domestic h


China s next export innovation mckinsey quarterly cover story
“China’s Next Export: domestic Innovation”—McKinsey Quarterly (Cover Story)


200 3 98 u s 200 5 u s 150 shanghai 500
200 domestic 3: 98% U.S.2005: U.S. 150; Shanghai 500


168 18 500 51 000
168/ domestic 18,500/51,000


China’s share of global consumption/2005 domestic :Cement … 47%Cotton … 37%Coal … 30% Steel … 26%Source: BusinessWeek/08.05


Savings internal investment external investment 50 gdp
Savings, internal investment, domestic external investment> 50% GDP


2 5m vs 7 1m 40 40
2.5M domestic vs 7.1M40/40


“Suddenly, China is the No. 3 consumer domestic of high-end goods”Source: BusinessWeek, 0206.06 (from “To Get Rich Is Glorious”)


35 70
35/70 domestic


600 000 350 000 70 000
600,000 domestic 350,00070,000


“Beijing Rushes to Build World-class Universities” domestic —Headline, International Herald Tribune, 1028.05**Headline, same day: “China Bank Becomes a Giant Worth $470 Billion”


Re imagine not your father s world ii
Re-imagine! domestic Not Your Father’s World II.


Income confers no immunity as jobs migrate headline usa today 02 2004
“Income Confers No Immunity as Jobs Migrate” domestic —Headline/USA Today/02.2004


There is no job that is america s god given right anymore carly fiorina hp january2004
domestic There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004


December 9, 2005: “Ogre to Slay? Outsource It to Chinese” (New York Times, page 1—news section). The “factory”: Fuzhou, China. The workers: youngsters logging 12-hour shifts. Their clientele: youngsters from “Seoul to San Francisco.” The “work”: The Chinese youngsters are playing the early levels of video games for their affluent “clients,” who want to

avoid the pain and time associated with those annoying first few levels.


“In a global economy, the government Chinese” (New York Times, page 1—news section).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


Re imagine not your father s world iii
Re-imagine! Chinese” (New York Times, page 1—news section). Not Your Father’s World III.


“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)


The general s story and darwin s
The General’s Story. organizations weather the downturn, but this approach will ultimately render them obsolete. (And Darwin’s)


organizations weather the downturn, but this approach will ultimately render them obsolete.If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army


“It is organizations weather the downturn, but this approach will ultimately render them obsolete.not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin


My story
My Story. organizations weather the downturn, but this approach will ultimately render them obsolete.


Excellence the basics 1982 2006
Excellence! organizations weather the downturn, but this approach will ultimately render them obsolete.The Basics, 1982-2006


Excellence1982: The Bedrock organizations weather the downturn, but this approach will ultimately render them obsolete.

“Eight Basics”

1. A Bias for Action

2. Close to the Customer

3. Autonomy and Entrepreneurship

4. Productivity Through People

5. Hands On, Value-Driven

6. Stick to the Knitting

7. Simple Form, Lean Staff

8. Simultaneous Loose-Tight Properties”


ExIn*: 1982-2002/Forbes.com organizations weather the downturn, but this approach will ultimately render them obsolete.EI: $10,000 yields $140,050DJIA: $10,000 yields $85,000*Basket of 32 publicly traded stocks


  • Excellence2006: The Bedrock Baker’s Dozen organizations weather the downturn, but this approach will ultimately render them obsolete.

  • 1. A Bias For Action Is Job One!(Construct a Discipline/Culture of EXECUTION!)

  • 2. DECENTRALIZATION! ACCOUNTABILITY!(Tom’s “Top Two”, 1965-2005.)

  • 3. Fail. Forward. Fast.(“Reward Excellent Failures, Punish Mediocre Successes.”)

  • 4. “Metabolic Management” Matters!(Hustle! Adapt! EAT CHANGE! Win the

  • “O.O.D.A. Loop” War—Confuse Your Competitors!)

  • 5. INNOVATE or Die.(“Game-changers” or Bust! Lead the Customer! Just Shout “NO” to Imitation!)

  • 6. A Damn Good Product.(Pursue “Dramatic Difference.”)

  • 7. A Damn Cool Product.(Design Rules!)

  • 8. Ride the Value Added Curve to the Sky!(Sell “GamechangerSolutions”; Provide “Scintillating Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark.”)

  • 9. Relentlessly Pursue the “Big Two” Markets.(WOMEN Buy Everything

  • BOOMERS & GEEZERS Have All the Money!)

  • 10. Best “Talent”/Roster Wins!(HR Rules! Everyone a Leader! Women Lead Best!

  • “Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!)

  • 11. Demanded: Radical Technology Strategies!(“Incrementalism” Is for Wimps!)

  • 12. Hard Is Soft! Soft Is Hard!(People! Passion! Enthusiasm! Wow! INTEGRITY! TRUST! Good Citizenship.)

  • 13. Accept No Less Than EXCELLENCE!(Excellence, Pursuit thereof, Is the #1 Thing That Vaults Us Out of Bed in the Morning)


13. Do you understand Business Mantra #1 of the ’00s: organizations weather the downturn, but this approach will ultimately render them obsolete.DON’T TRY TO COMPETE WITH WAL*MART ON PRICE

OR CHINA ON COST?


Everybody s story
Everybody’s Story. organizations weather the downturn, but this approach will ultimately render them obsolete.


“One Singaporean worker organizations weather the downturn, but this approach will ultimately render them obsolete.costs as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003


“One Singaporean worker organizations weather the downturn, but this approach will ultimately render them obsolete.costs as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003


“Thaksinomics” (after Thaksin 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/2004


Better by design a national strategy nz design excellence
Better By Design: “Bangkok Fashion City”:A National StrategyNZ = Design Excellence



“WE ARE BEGINNING TO ACQUIRE … DIRECT AND DELIBERATE CONTROL … OVER THE EVOLUTION OF ALL LIFE FORMS … ON THE PLANET.”Source: Juan Enriquez, As The Future Catches You


“We face the biggest change in tens of thousands of years in what it means to be human.” … “In just 20 years the boundary between fantasy and reality will be rent asunder.”(Rodney Brooks, AIL/MIT) … “We are at an inflection point in history.” … “It is about the defining cultural, social, and political issue of our age. It is about human transformation.”Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau


I new business new context
I. NEW BUSINESS. NEW in what it means to be human.” … CONTEXT.


1 re ima g ine permanence the naked emperor problem
1. in what it means to be human.” … Re-imagine Permanence: The Naked Emperor Problem!


Pathetic
Pathetic in what it means to be human.” … !


“Forbes100” from 1917 to 1987 in what it means to be human.” … : 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


Exit stage right ceo departure rate 1995 2004 300 source booz allen hamilton per usa today 06 13 05
Exit, Stage Right … from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:CEO “departure” rate, 1995-2004: +300%Source: Booz Allen Hamilton (per USA Today/06.13.05)


“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


Lessons learned ge me
Lessons Learned. old, is GE. Me.


4/40 old, is


De cent ral iz a tion
De-cent-ral-iz- old, is a-tion!


Ex e cu tion
Ex-e- old, is cu-tion!



6 15a m
6:15A.M. old, is


2 re ima g ine innovate or die
2. old, is Re-imagine: Innovate or Die!


No o p tion
No O old, is ption!


Innovate o r die
Innovate old, is orDie!!


Brilliant
Brilliant old, is !


“Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/2005


Resist
Resist above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.!


Huff puff consolidate or else this is it macy s kmart xerox ibm microsoft timewarneraol
“Huff. Puff. Consolidate or else! This is it!” * above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.*Macy’s, Kmart, Xerox, IBM, Microsoft, TimeWarnerAOL …


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


“Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger.Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.”—Jim Collins/Time/2004


“Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes money,but I’m not sure we’re actually innovating. … Our challenge is to take nanotechnology into the future, to do personalized medicine …”—Jeff Immelt/Fast Company/07.05


“Schrempp Wall Street. You can buy and sell the same company six times and everybody makes money, is one of the last dinosaurs of Germany Inc. He represents a strategy of acquiring assets and building empires that just didn’t work.”—Arndt Ellinghorst/analyst/ Dresdner Kleinwort Wasserstein


There s a and then there s a
There’s Wall Street. You can buy and sell the same company six times and everybody makes money,“A”and then there’s“A.”


Winning the Merger Game Wall Street. You can buy and sell the same company six times and everybody makes money,Is Possible--Lots of deals--Little deals--Friendly deals--Stay close to core competence--Strategy is easy to understandSource: “The Mega-merger Mouse Trap”/Wall Street Journal/02.17.2004/ David Harding & Sam Rovit, Bain & Co./re Comcast-Disney


Scale
Scale Wall Street. You can buy and sell the same company six times and everybody makes money,?


“I don’t believe in economies of scale. Wall Street. You can buy and sell the same company six times and everybody makes money,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%)


Scale? Wall Street. You can buy and sell the same company six times and everybody makes money,“Microsoft’s Struggle With Scale” —Headline, FT, 09.2005“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005


Spinoffs Wall Street. You can buy and sell the same company six times and everybody makes money,perform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble”—Jerry Knight/Washington Post/08.05


Focus
Focus Wall Street. You can buy and sell the same company six times and everybody makes money,!


Scale’s Limitations Wall Street. You can buy and sell the same company six times and everybody makes money,:“All Strategy Is Local:True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones”

—Title/Bruce Greenwald & Judd Kahn/HBR09.05


“Hedge funds are leading a demand for companies to sharpen their focus or break themselves up.”—Headline, Financial Times, 1028.05


Different dramatic difference dh remarkable point of view sg
Different their focus or break themselves up.”!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)


Franchise lost tp how many of you 600 really crave a new chevy nyc iir 061205
Franchise Lost! their focus or break themselves up.”TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205


This is not a mature category
This is their focus or break themselves up.”not a “mature category.”


This is an un distinguished category
This is an their focus or break themselves up.” “undistinguishedcategory.”


“The ‘surplus society’ has a surplus of their focus or break themselves up.”similar companies, employing similarpeople, with similareducational backgrounds, coming up with similarideas, producing similarthings, with similarprices and similarquality.” —Kjell Nordström and Jonas Ridderstråle,Funky Business


Just say no to imitation
Just Say “No” to … their focus or break themselves up.”Imitation!


their focus or break themselves up.”To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003


their focus or break themselves up.”Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable growth.” —Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)


“Acquisitions are about buying market share. their focus or break themselves up.”Our challenge is to create markets.There is a big difference.” —Peter Job, former CEO, Reuters


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


Eas y
Eas systematically set out to build entirely new industries”y!


Flash innovation is easy
FLASH systematically set out to build entirely new industries”!Innovation is easy!


Innovation’s Saviors-in-Waiting systematically set out to build entirely new industries”Disgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


CUSTOMERS systematically set out to build entirely new industries”:“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


Suppliers systematically set out to build entirely new industries”:“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


COMPETITORS systematically set out to build entirely new industries”: “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


“How do dominant companies lose their position? systematically set out to build entirely new industries”Two-thirds of the time, they pick the wrong competitor to worry about.”—Don Listwin, CEO, Openwave Systems/WSJ/06.01.2004 (commenting on Nokia)


Kodak fuji gm ford ford gm ibm siemens fujitsu sears kmart xerox kodak ibm
Kodak …. Fuji systematically set out to build entirely new industries”GM …. FordFord …. GMIBM …. Siemens, FujitsuSears … KmartXerox …. Kodak, IBM


systematically set out to build entirely new industries”Don’t benchmark, futuremark!”Impetus: “The future is already here; it’s just not evenly distributed”—William Gibson


Emplo systematically set out to build entirely new industries”yees:“Are thereenoughweird peoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director


We become who we hang out with
We become systematically set out to build entirely new industries” who we hang out with!


Measure “Strangeness”/Portfolio Quality systematically set out to build entirely new industries”StaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard


“Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.”—Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR


already doing things differently and better. Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.”—Bob Stone (Mr ReGo)


Hard already doing things differently and better. !


already doing things differently and better. 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/Harvard Business Review


Bold already doing things differently and better. !


No wi gg le room incrementalism is innovation s worst enemy nicholas negroponte
No Wi already doing things differently and better. ggle Room!“Incrementalism is innovation’sworst enemy.”Nicholas Negroponte


already doing things differently and better. Beware of the tyranny of making SmallChanges to SmallThings. Rather, make BigChanges to BigThings.”—Roger Enrico, former Chairman, PepsiCo


Five Myths About Changing Behavior already doing things differently and better. *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


already doing things differently and better. 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


Reward excellent failures punish mediocre successes phil daniels sydney exec
already doing things differently and better. Rewardexcellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec


S p eed tem p o
S already doing things differently and better. peed/ Tempo!


Read it closely we don t sell insurance anymore we sell speed peter lewis progressive
Read It Closely already doing things differently and better. :“We don’t sell insurance anymore.Wesell speed.”Peter Lewis, Progressive


“Strategy meetings held once or twice a year” to already doing things differently and better. “Strategy meetings needed several times a week”Source: New York Times on Meg Whitman/eBay


He who has the quickest o o d a loops wins observe orient decide act col john boyd
He who has the quickest already doing things differently and better. O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. / Col. John Boyd


Action
Action already doing things differently and better. !


Tp bw on bigco sin 1 too much talk too little do
TP/BW on BigCo Sin #1: already doing things differently and better. “too much talk, too little do”


already doing things differently and better. Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker


already doing things differently and better. I saw that leaders placed too much emphasis on what some call ‘high-level strategy,’ on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative—and then nothing would come of it.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done


already doing things differently and better. Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


“Execution is a already doing things differently and better. systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


The Leader’s Seven Essential Behaviors already doing things differently and better. *Know your people and your business*Insist on realism*Set clear goals and priorities*Follow through*Reward the doers*Expand people’s capabilities*Know yourselfSource: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


already doing things differently and better. Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done


Action8/ already doing things differently and better. VPMR+/Peters on Bossidy*Knowledge/External Focus (Competitors/Customers)*Realism/Truth-telling*Vision*Projects(Must add up to Vision)*Milestones*Commitment/Energy*RapidReview*Consequences (+/-)


We have a strategic plan it s called doing things herb kelleher
already doing things differently and better. We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher


already doing things differently and better. This is so simple it sounds stupid, but it is amazing how few oil people really understand thatyou 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


Measurable
Measurable already doing things differently and better. !


Innovation Index already doing things differently and better. : How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a “Weirdness”/ “Profundity”/ “Wow”/ “Gasp-worthy”/ “Game-changer” Scale?


Immelt on “Innovation breakthroughs” already doing things differently and better. : Pull out and fund ideas in each business that will generate >$100M in revenue; find best people to lead (80 throughout GE)Source: Fast Company/07.05


Personal
Personal already doing things differently and better. !


Step 1 buy a mirror
Step #1: already doing things differently and better. Buy a Mirror!


already doing things differently and better. The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”—RG


Summary the se22 origins of sustainable entrepreneurship
Summary/The SE22 already doing things differently and better. :“Origins of Sustainable Entrepreneurship”


SE22/Origins of Sustainable Entrepreneurship already doing things differently and better.

1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun,

Fox, Stanford University, MIT)

2. Perpetually determined to outdo oneself, even to

the detriment of today’s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx)

3. Treat History as the Enemy (GE)

4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony)

5. Use “Strategic Thrust Overlays” to Attack Monster Problems (Sysco, GSK, GE, Microsoft)

6. Establish a “Be on the COOL Team” Ethos. (Most PSFs, Microsoft)

7. Encourage Vigorous Dissent/Genetically “Noisy” (Intel, Apple,

Microsoft, CitiGroup, PepsiCo)

8. “Culturally” as well as organizationally Decentralized

(GE, J&J, Omnicom)

9. Multi-entrepreneurship/Many Independent-minded Stars (GE,PepsiCo)


HP’s Big “Duh”! already doing things differently and better. Decentralize ($90B)Undo “Matrix”AccountabilitySource: “HP Says Goodbye To Drama”/BW/09.05/re Mark Hurd’s first 5 months


Depuyspine j j 70 3 game changers still decentralized after all these years
DePuySpine/J&J* already doing things differently and better. 70/3Game-changers!*Still decentralized after all these years!


“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.”—Brian Joffe/BIDvest


SE22/Origins of Sustainable Entrepreneurship not me. It’s either in your heart,

10. Keep decentralizing—tireless in pursuit of wiping out

Centralizing Tendencies (J&J, Virgin)

11. Scour the world for Ingenious Alliance Partners—

especially exciting start-ups (Pfizer)

12. Acquire for Innovation, not Market Share (Cisco, GE)

13. Don’t overdo “pursuit of synergy” (GE, J&J, Time Warner)

14. Execution/Action Bias: Just do it … don’t obsess on

how it “fits the business model.” (3M, J & J)

15. Find and Encourage and Promote Strong-willed/

Hyper-smart/Independent people (GE, PepsiCo, Microsoft)

16. Support Internal Entrepreneurs (3M, Microsoft)

17. Ferret out Talent anywhere/“No limits” approach to

retaining top talent (Virgin, GE, PepsiCo)


SE22/Origins of Sustainable Entrepreneurship not me. It’s either in your heart,

18. Unmistakable Results & Accountability focus from

the get-go to the grave (GE, New York Yankees, PepsiCo)

19. Up or Out(GE, McKinsey, big consultancies and law firms

and ad agencies and movie studios in general)

20. Competitive to a fault! (GE, New York Yankees, News

Corp/Fox, PepsiCo)

21. “Bi-polar” Top Team, with “Unglued” Innovator #1,

powerful Control Freak #2 (Oracle, Virgin) (Watch out when

#2 is missing: Enron)

22. Masters of Loose-Tight/Hard-nosed about a very few

Core Values, Open-minded about everything else

(Virgin)


Summar y wallopwal mart16 or why it s so unbelievably easy to beat a giant company
Summar not me. It’s either in your heart, y:WallopWal*Mart16**Or: Why it’s so unbelievably easy to beat a GIANT Company


The “Small Guys” Guide: Wallop Wal*Mart16 not me. It’s either in your heart,

*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!!)


The “Small Guys” Guide: Wallop Wal*Mart16 not me. It’s either in your heart,

*Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”)

*A community star! (“Sell” local-ness per se. Sell the hell out of it!)

*An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”)

*DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)


The “Small Guys” Guide: Wallop Wal*Mart16 not me. It’s either in your heart,

*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)

*Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)

*Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)

*Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)


The “Small Guys” Guide: Wallop Wal*Mart16 not me. It’s either in your heart,

*Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)

*Focus on women-as-clients. (Most don’t. How stupid.)

*Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)


Ii new business new tech
II. NEW BUSINESS. not me. It’s either in your heart, NEW TECH.


3 re ima g ine organizing i is it as disruptive tool
3. not me. It’s either in your heart, Re-imagine Organizing I: IS/IT as Disruptive Tool!


We all live in dell wal mart ebay google world
We not me. It’s either in your heart, all live inDell-Wal*Mart-eBay-Google World!


Wal mart katrina
Wal*Mart not me. It’s either in your heart, (!)& Katrina


The fed ex economy headline new york times 10 08 05
“the not me. It’s either in your heart, FedEx Economy”—headline/New York Times/10.08.05


Any3 anything anywhere anytime
“Any3”: not me. It’s either in your heart, Anything/ Anywhere/ Anytime


“UPS used to be a trucking company with technology. not me. It’s either in your heart, Now it’s a technology company with trucks.”—Forbes


“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


Power tools for power solutions strategies tp
Power ground up. Tools for Power Solutions/ Strategies!—TP


5 ground up.%F500 have CIO on Board:“While some of the world’s most admired companies—Tesco, Wal*Mart —are 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: Burson-Marsteller


4 re ima g ine organizing ii what organization
4. ground up.Re-imagine Organizing II: What Organization?


ground up.Organizations will still be critically important in the world, but as ‘organizers,’ not ‘employers’!”— Charles Handy


Tp in nagano revenue 10b fte 1 maybe
TP In Nagano … ground up.Revenue: $10BFTE: 1**Maybe


Not out sourcing not off shoring not near shoring not in sourcing but best sourcing
Not “out sourcing” ground up.Not “off shoring”Not “near shoring”Not “in sourcing”but …“Best Sourcing”


“global innovation networks” ground up.vs“research in large monolithic companies”Source: George Colony/Forrester Research


“In the 21 ground up.st century we’ll see a rise of invention companies[earning licensing fees]. ”—Nathan Myhrvold, Forbes, 11.05


“THE NEW INSTANT COMPANIES: ground up. Cheap Design Tools. Offshore Factories. Free Buzz Marketing. How Today’s Startups Are Going from Idea to $30 Million Hit—Overnight” —Business 2.0/June 2005


“The networked model is a conversation.” ground up.—Eric Schmidt“[Sergey] Brin and [Larry] Page have created a corporate organism that tackles most big projects in small, tightly focused teams, setting them up in an instant and breaking them down weeks later without remorse.” —Forbes, 11.05



Re ima g ine up up up up the value added ladder
Re-ima ground up.gine:Up,Up,Up, Upthe Value-added Ladder.


6. ground up.Re-imagine Organizing IV:The White-Collar Tsunami and the Professional Service Firm (“PSF”) Imperative.


“ ‘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


Sarah mom what do you do mom i m overhead
Sarah disintermediation should in fact be afraid of irrelevance—: “ Mom, what do you do?”Mom:“I’m ‘overhead.’ ”


Sarah mom what do you do mom i manage a cost center
Sarah disintermediation should in fact be afraid of irrelevance—: “ Mom, what do you do?”Mom:“I manage a ‘cost center.’ ”


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—Professional Service Firm/PSF!Department Headto …Managing Partner, IS [HR, R&D, etc.]Inc.


Dd 21m
DD disintermediation should in fact be afraid of irrelevance—$21M


The psf35 thirty five professional service firm marks of excellence
The disintermediation should in fact be afraid of irrelevance—“PSF35”: Thirty-Five Professional Service Firm Marks of Excellence


The PSF35: The Work & The Legacy disintermediation should in fact be afraid of irrelevance—1. CRYSTAL CLEAR POINT OF VIEW (Every Practice

Group: “If you can’t explain your position in eight words or less, you don’t

have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what

we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling

“Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change

the World)6. Small “Uneconomic” Clients with Big Aims

7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the

Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/

I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”

10. Consistent with #9 above … DO NOT SHY AWAY FROM THE

WORD (IDEA) “RADICAL”


Point of view
Point of View disintermediation should in fact be afraid of irrelevance—!


The PSF35: The Client Experience disintermediation should in fact be afraid of irrelevance—11. Always team with client: “full partners in achieving memorable results”(Wanted: “Chimeras of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career”14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go)15. IMPLEMENTATION IS NOTCOMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE”16. IMPLEMENTATION IS NOTCOMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?


The PSF35: The People & The Leadership disintermediation should in fact be afraid of irrelevance—18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,

same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as

“Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters

new roles?)23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO

DAY #“R” [R = Retirement]24. Office/Practice Leaders Evaluated Primarily on

Mentoring-Team Building Skills

25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)

26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed

and to Infuse Different Views


The PSF35: The Firm & The Brand disintermediation should in fact be afraid of irrelevance—28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is

my message”—Gandhi)

29. Excellence+ in EXECUTION … 100.00% of the Time

(No such thing as a “small sins”/World Series Ring to

the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On

The Verge Team31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR

CIRQUE DU SOLEIL

32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)33. Web (Technology) Obsession

34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point

of View Worth BROADCASTING: “You must be the

change you wish to see in the world”—Gandhi)

35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as

much a place at the Head Table in a “PSF” as in a

widgets factory: “You can’t behave in a calm, rational

manner. You’ve got to be out there on the lunatic

fringe”—Jack Welch)


Static/Imitative disintermediation should in fact be afraid of irrelevance—Integrity.Quality.Excellence.Continuous Improvement.Superior Service (Exceeds Expectations.)Completely Satisfactory Transaction.Smooth Evolution.Market Share.Dynamic/DifferentDramatic Difference!Disruptive!Insanely Great! (Quality++++)Life-(Industry-)changing Experience!Game-changing!WOW!Surprise!Delight!Breathtaking!Punctuated Equilibrium!Market Creation!


Psf damn it
PSF, damn it! disintermediation should in fact be afraid of irrelevance—


Game-chan disintermediation should in fact be afraid of irrelevance—ging Solutions:Core MechanismPSF(Professional Service Firm “model”)+Wow Projects (“Different” vs “Better”)+Brand You


7. disintermediation should in fact be afraid of irrelevance—Re-imagine Business’s Fundamental Value Proposition:PSFs Unbound … Fighting “Inevitable Commoditization” via “The Solutions Imperative.”


Up up up up the value added ladder
Up, disintermediation should in fact be afraid of irrelevance—Up,Up, Upthe Value-added Ladder.


“While everything may be better … disintermediation should in fact be afraid of irrelevance—it is also increasingly the same.”—Paul Goldberger on retail, “The Sameness of Things,” The New York Times


disintermediation should in fact be afraid of irrelevance—Companies have defined so much ‘best practice’ that they are now more or less identical.”—Jesper Kunde, Unique Now ... or Never


And the “M” Stands for … ? disintermediation should in fact be afraid of irrelevance—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


Big brown s new bag ups aims to be the traffic manager for corporate america headline bw 07 19 2004
“Big Brown’s New Bag: disintermediation should in fact be afraid of irrelevance—UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/07.19.2004


Instant infrastructure ge becomes a general store for developing countries headline nyt 07 16 05
“Instant Infrastructure: GE Becomes a General Store disintermediation should in fact be afraid of irrelevance— for Developing Countries”—headline/ NYT/07.16.05


And mastercard advisors
And disintermediation should in fact be afraid of irrelevance— …MasterCard Advisors


“Customer Satisfaction” to “Customer Success” disintermediation should in fact be afraid of irrelevance—“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


Bear in mind customer satisfaction versus customer success
Bear In Mind disintermediation should in fact be afraid of irrelevance—: Customer Satisfactionversus Customer Success


The value added ladder stuff n things goods raw materials
The Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—Stuff ‘n’ ThingsGoods Raw Materials


The value added ladder stuff transactions services goods raw materials
The Value-added Ladder/Stuff & disintermediation should in fact be afraid of irrelevance—TransactionsServicesGoods Raw Materials


The Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—Opportunity-seekingGamechanging Solutions /Business AdvantageServicesGoods Raw Materials


“What Isn’t Matter Is What Matters” disintermediation should in fact be afraid of irrelevance——section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell


Gas ………….….. $1.75 per gallon disintermediation should in fact be afraid of irrelevance—Lipton Iced Tea .. $9.52 per gallonOcean Spray …... $10.00Gatorade ……….. $10.17Diet Snapple …... $10.32STP brake fluid .. $33.60Pepto-Bismol ….. $123.20Vicks NyQuil …... $178.13Evian water ……. $21.19($50B-$200B)Source: Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell (2004)


Fleet Manager disintermediation should in fact be afraid of irrelevance—Rolling Stock Cost Minimization Officervs/orChief of Fleet Lifetime Value MaximizationStrategic Supply-chain Executive Via drivers: Customer Experience Director


Iv new business new game
IV. NEW BUSINESS. NEW GAME. disintermediation should in fact be afraid of irrelevance—


8 re ima g ine enter p rise as theater i a world of scintillating experiences
8. disintermediation should in fact be afraid of irrelevance—Re-imagine Enterprise as Theater I: A World of Scintillating “Experiences.”


disintermediation should in fact be afraid of irrelevance—Experiencesare as distinct from services as services are from goods.”—Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage


disintermediation should in fact be afraid of irrelevance—ClubMed is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ”Source: Jean-Marie Dru, Disruption


“The [Starbucks] Fix” Is on … disintermediation should in fact be afraid of irrelevance—“We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.”Nancy Orsolini, District Manager


Experience: “Rebel Lifestyle!” disintermediation should in fact be afraid of irrelevance—“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 Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—Memorable ConnectionScintillating ExperiencesGamechanging Solutions/Business AdvantageServicesGoods Raw Materials


Beyond the “Transaction”/ “Satisfaction” Mentality disintermediation should in fact be afraid of irrelevance—“Good hotel”/ “Happy guest”/“Exceeded Expectations”vs.“Great Vacation”/ “Great Conference”/ “Operation PersonalRenewal”/ “Good to Be Home”


Warren goes shopping
Warren Goes Shopping … disintermediation should in fact be afraid of irrelevance—


Q disintermediation should in fact be afraid of irrelevance—: “Why did you buy Jordan’s Furniture?”A: “Jordan’s is spectacular.It’s all showmanship.”Source: Warren Buffet interview/Boston Sunday Globe/12.05.2004


disintermediation should in fact be afraid of irrelevance—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.]


Extraction goods male dominance services experiences female dominance
Extraction & Goods: Male dominance disintermediation should in fact be afraid of irrelevance—Services & Experiences:Female dominance


9 re ima g ine enter p rise as theater ii embracing the dream business
9. disintermediation should in fact be afraid of irrelevance—Re-imagine Enterprise as Theater II:Embracing the “Dream Business.”


DREAM disintermediation should in fact be afraid of irrelevance—:“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


The Marketing of Dreams (Dreamketing) disintermediation should in fact be afraid of irrelevance—Dreamketing:Touching the clients’ dreams.Dreamketing:The art of telling storiesand entertaining.Dreamketing: Promote the dream, notthe product.Dreamketing:Build the brand aroundthe main dream.Dreamketing:Build the “buzz,” the“hype,” the “cult.”Source: Gian Luigi Longinotti-Buitoni


The Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—EmotionDreams Come TrueScintillating Experiences Gamechanging Solutions/Business AdvantageServicesGoods Raw Materials


disintermediation should in fact be afraid of irrelevance—The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.”— from the Ritz-Carlton Credo


Furniture vs. Dreams disintermediation should in fact be afraid of irrelevance—“We do not sell ‘furniture’ at Domain.We sell dreams.This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks.We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.”— Judy George, Domain Home Fashions


Six Market Profiles disintermediation should in fact be afraid of irrelevance—1. Adventures for Sale2. The Market for Togetherness, Friendship and Love3. The Market for Care4. The Who-Am-I Market5. The Market for Peace of Mind6. The Market for ConvictionsRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business


Six Market Profiles disintermediation should in fact be afraid of irrelevance—1. Adventures for Sale/IBM-UPS-GE2. The Market for Togetherness, Friendship and Love/IBM-UPS-GE3. The Market for Care/IBM-UPS-GE4. The Who-Am-I Market/IBM-UPS-GE5. The Market for Peace of Mind/IBM-UPS-GE6. The Market for Convictions/IBM-UPS-GERolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business


Ibm ups ge d ream m erchants
IBM disintermediation should in fact be afraid of irrelevance—, UPS, GE …Dream Merchants!


“The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. … 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


10 re ima g ine the soul of new value design rules
10. 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. Re-imagine the “Soul” of New Value:Design Rules!


Design s place in the universe
Design’s place 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. in the universe.


All Equal 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. 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.”NorioOhga


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


“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


“SAMSUNG DESIGN: of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. THE KOREAN GIANT MAKES SOME OF THE COOLEST GADGETS ON EARTH. NOW IT’S REINVENTING ITSELF TO GET EVEN COOLER.”—Cover/BusinessWeek/11.29.2004


Samsung By Design of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. * 5 IDEA in 2004 (Industrial Design Excellence Awards)/1st Asian company to win more than top European or American company* 1993/LA: Chmn … Why are our products lost, while Sony’s are out front?* Design staff/470 (120 in last 12 months); design budget 20% to 30% p.a.; Design Centers in London, LA, SF, Tokyo* Designers often dictate to engineers, not vice versa


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


“Having spent a century or more focused on other goals—solving manufacturing problems, lowering costs, making goods and services widely available, increasing convenience, saving energy—we are increasingly engaged in making our world special. More people in more aspects of life are drawing pleasure and meaning from the way their persons, places and things look and feel.Whenever we have the chance, we’re adding sensory, emotional appeal to ordinary function.”— Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness


“With its carefully conceived mix of colors and textures, aromas and music,Starbucksis more indicative of our era than the iMac. It is to the Age of Aesthetics what McDonald’s was to the Age of Convenience or Ford was to the Age of Mass Production—the touchstone success story, the exemplar of all that is good and bad about the aesthetic imperative. …‘Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste,’writes CEO Howard Schultz.”-—Virginia Postrel, The Substance of Style: How the Rise of AestheticValue Is Remaking Commerce, Culture and Consciousness


Marketing magic the missing 95 the unconscious e g zmet zaltman metaphor evaluation technique
Marketing “Magic”* aromas and music,The “Missing 95%”: The Unconscious!*E.g. ZMET/Zaltman Metaphor Evaluation Technique


Design at apple starbucks bmw is a state of mind not a program tom kelley ideo
aromas and music,‘Design’ at Apple/ Starbucks/BMW is a ‘state of mind’, not a ‘program.’ ”—Tom Kelley/IDEO


Better by design the design49 tom peters auckland 30march2005
Better By Design aromas and music,The Design49Tom Peters/Auckland/30March2005


Better By Design: Tom’s Design49 aromas and music,1. There are only 2 rules.2. Rule #1: You can’t beat Wal*Mart on price or China on cost.3. Rule #2: See Rule #1.4. Econ Survival = Innovate and Sprint Up the Value-addedChain … OR DIE!5. DESIGN (WRIT LARGE) (“DESIGN MINDFULNESS”) IS THE “SOUL”/ENGINE OF THE NEW VALUE-ADDED IMPERATIVE.6. Design as Soul-Core Competence #1 is a “cultural imperative,” not a “programmatic” or “process” or“throw $$$ at it” issue!7. CDEs (Culturally Design-driven Enterprises) use Design-Experiences-Dream Merchantry-Lovemarks as the LeadDog(s) in the Olympian Innovation-“Strategy”-ValueProposition Struggle.8. “Dream Merchant” makes as much sense for IBM or GE or UPS as for Starbucks!


11 re ima g ine the infrastructure of enter p rise design beautiful systems
11. aromas and music,Re-imagine the Infrastructure of Enterprise: Design = “Beautiful” Systems.


K i s s
K.I.S.S. aromas and music,


450 8
450/8 aromas and music,


Metrics k i s s
“Metrics”: K.I.S.S. aromas and music,


Really important stuff roger s rule of three
“Really Important Stuff”: aromas and music,Roger’s Rule of Three!


Control k i s s
Control: K.I.S.S. aromas and music,


Lee s rule run it off a blackberry
Lee’s Rule: aromas and music,Run It off a Blackberry!


Life k i s s
Life: K.I.S.S. aromas and music,


It’s T-H-R-E-E, Stupid aromas and music,!“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


First steps beauty contest
First Steps: aromas and music,“Beauty Contest”!

1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form.

2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions:Beauty. Grace. Clarity. Simplicity.

3. Re-invent!

4. Repeat, with a new selection, every 15 working days.


Beautiful aesthetic triumph breathtaking
aromas and music,Beautiful”“Aesthetic Triumph”“Breathtaking”


Systems must have must hate must design must un design
Systems aromas and music,: Must have. Must hate. / Must design. Must un-design.



The Planning, Planning Systems, Intelligence & Measures50 aromas and music,

*K.I.S.S. (!!) (450/8.) (500/50—GB.) (Lee’s Blackberry.)

*Complexity accretes one day/person/item at a time!

*There must be a “Systems & Measures Un-

designer.” (Rem Koolhaas: “Often my job is to

undo things.”)

*Focus!!!!

*5 or fewer key indicators. (Enrico’s “Rule of Three.”)

*Key indicators must be backed up by unmistakable

impact on evals and compensation! (JW & 6-sigma)

*Prune 50% of your measures … TODAY.


The Planning, Planning Systems, Intelligence & Measures50 aromas and music,

*“Measurement Architecture” = (Real) Corporate

Strategy. (PERIOD.)

*CIOs & CFOs & C“R”Os will become Soulmates in effective organizations!

*Can a fourth grader understand it (Paul Sherlock,

JW)?

*Overall “systems architecture” should be in the

heads of no more than three people. (Fred Brooks

jr./360.)

*Nothing is easier than lying with statistics.

(Measurement is not Reality.)

*Hard is Soft. Soft is Hard. (TP-RWjr.) (c.f. Enron.)


The Planning, Planning Systems, Intelligence & Measures50 aromas and music,

*Fanatically measure Customer Satisfaction

regarding systems/measures!

*If the Customer says it’s confusing … it’s confusing.

PERIOD.

*Systems & Measures planning must be “Bottom

Up”! (Buy-in Rules in “systems world.”)

*If, as a “systems’ guy/gal,” it “turns you on” …

BEWARE! (Jefferson’s Rule. Lessons from Clio.)


The Planning, Planning Systems, Intelligence & Measures50 aromas and music,

*Systems & Measures should be/can be/ought to be

Works of Art!

*Great systems are about aesthetics!

*Is it “beautiful”?

*Is it “graceful”?

*Is it Surprising?

*Use a great Graphic Designer on all systems

development teams … and a damn good

Psychologist. (Steve world.)


The Planning, Planning Systems, Intelligence & Measures50 aromas and music,

*Systems design is not innocent: It is the Ultimate

Power Game!

*She/He who controls the primary measures … Rules

the World!


The Planning, Planning Systems, Intelligence & Measures50 aromas and music,

*Planning systems should support execution!

(PERT/CPM.)

*Uniformity of measurement/presentation across

units is fantastic up to a point.

*“Let a thousand flowers bloom, let a hundred

schools contend”: Let a 100 flowers bloom, let a

dozen schools contend.

*Selection of measurements is one of the Most

Creative Acts in the Enterprise!

*Are there Freaks aplenty in the Systems & Measures

& Intelligence activities?


12. aromas and music,Re-imagine the Fundamental Selling Proposition: “It” all adds up to …(THE BRAND.) (THE STORY.)(THE DREAM.)The Love.


Who are we
“WHO aromas and music,ARE WE?”


Brand it s all about character
aromas and music,Brand”? It’s all about … “Character”!


What s our story
“WHAT’S OUR aromas and music,STORY?”


“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


What s the dream
“WHAT’S THE 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.DREAM?”


Exactly how are we dramatically different
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.EXACTLY HOW ARE WE DRAMATICALLYDIFFERENT?”


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


“You do not merely want to be the best of the best. 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.You want to be considered the only ones who do what you do.”Jerry Garcia


Brands have run out of juice they re dead kevin roberts saatchi saatchi
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.Brands have run out of juice. They’re dead.”—Kevin Roberts/Saatchi & Saatchi


Kevin roberts lovemarks
Kevin Roberts: 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.Lovemarks!


Mystery magic sensuality enchantment intimacy exploration source kevin roberts e g apple imac yum
*Mystery 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.*Magic *Sensuality*Enchantment*Intimacy*ExplorationSource: Kevin Roberts (e.g. Apple/iMac/ “Yum.”)


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.When we were working through the essentials of a Lovemark, Mystery was always at the top of the list.”—Lovemarks: The Future Beyond Brands, Kevin Roberts


Tattoo brand what of users would tattoo the brand name on their body
Tattoo Brand 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.:What % of users would tattoo the brand name on their body?


Top 10 “Tattoo Brands”* 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.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


Up up up up the value added ladder1
Up, 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.Up,Up, Upthe Value-added Ladder.


Lovemark dreams come true awesome experiences gamechanging solutions services goods raw materials
Lovemark 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.Dreams Come True Awesome ExperiencesGamechanging SolutionsServicesGoodsRaw Materials


Lead it new c levels
Lead It: 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.New “C-Levels”


One company s answer c x o chief e x perience officer
One company’s answer 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.:CXO**Chief eXperience Officer


C f o chief festivals officer
C 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.FO**Chief FestivalsOfficer


C c o chief conversations officer
C 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.CO**Chief Conversations Officer


C l o chief lovemark officer
C 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.LO**Chief LoveMark Officer


C dm chief dream merchant
C 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.DM**Chief Dream Merchant


C w o chief wow officer
C 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.WO**Chief WOW Officer


C st o chief storytelling officer
C 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.STO**Chief StoryTelling Officer


C r o chief revenue officer
C 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.RO**Chief Revenue Officer


V new business new markets
V. NEW BUSINESS. NEW 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. MARKETS.


13 re ima g ine the customer i trends worth trillion women roar
13. 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.Re-imagine the Customer I: Trends Worth Trillion$$$ … Women Roar.


Women are the majority market fara warner the power of the purse
“Women are 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.the majority market”—Fara Warner/The Power of the Purse


????????? 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.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%)Allconsumerpurchases … 83%Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%Health Care … 80%


USA/F.Stats: Short ’n (Very) Sweet 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.>50% of stock ownership, $13T total wealth (2X in 15 years)>$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 50% biz travel57% BA degrees (2002); = ed & social strata, no wage gap60% Internet users; >50% primary users of electronic equipmentWimBiz: Employees > F500; 10M+: 33% all US Biz60% work; 46M (divorced, widowed, never married)Source: Fara Warner, The Power of the Purse


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


91% 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. women: ADVERTISERS “DON’T UNDERSTAND US.” (58% “ANNOYED.”)Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)


FemaleThink 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./ Popcorn & Marigold“Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons.”“He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections.”


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


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.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


Thanks marti barletta
Thanks, 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.MartiBarletta!


The Perfect Answer 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.

Jill and Jack buy slacks in black…


“Resting” State: 30%, 90% 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.: “A woman knows her children’s 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 Don’t Listen & Women Can’t Read Maps


“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 Don’t Listen & Women Can’t Read Maps


“Female hearing advantage contributes significantly to what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldn’t despair. They are excellent at imitating animal sounds.”Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps


“Women come out better what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say.

on almost every count as investors …They are less likely to hold a losing investment too long, and less likely to wait too long to sell a winner; they’re also less likely to put too much money into a single investment or to buy a reputedly hot stock without doing sufficient research.”—The Merrill report: “When It Comes to Investing, Gender A Strong Influence on Behavior.”/Atlantic


Women poker players what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. : More cautious. More patient. More disciplined. Bluff with more attention to the odds. More notes [on-line]. Learn more and improve faster. Less emotional, less ego. Know more about men than men do about them; more effective at exploiting men’s attitudes.Source: “Ante Up, Ladies: As poker mania grips the nation, more women are mastering the game, applying their own life lessons to poker and the lessons of poker to life,” Time, 11.05


Read this book eveolution the eight truths of marketing to women faith popcorn lys marigold
Read This Book … what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. EVEolution: The Eight Truths of Marketing to WomenFaith Popcorn & Lys Marigold


Eveolution truth no 1 connecting your female consumers to each other connects them to your brand
EVEolution what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. : Truth No. 1Connecting Your Female Consumers to Each Other Connects Them to Your Brand


“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


Women don t buy brands they join them eveolution
“Women don’t buy When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ” brands. They join them.”EVEolution


2 6 vs 21
2.6 When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”vs.21


Purchasing Patterns When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”Women: Harder to convince; more loyal once convinced.Men: Snap decision; fickle.Source: Martha Barletta, Marketing to Women


1. Men and women are different. When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”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. When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”


Enterprise Reinvention! When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”RecruitingHiring/Rewarding/PromotingStructure ProcessesMeasurementStrategyCulture VisionLeadershipTHE BRAND/STORY ITSELF!


Why? When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”


Good Thinking, Guys! When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”“Kodak Sharpens Digital Focus On Its Best Customers:Women”—Page 1 Headline/WSJ/0705


200 5
200 When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”5


Fastest growing demographic: When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”Single-person Households (>50% in the likes of London, Stockholm)Source: Richard Scase


14 re ima g ine the customer ii trends worth trillion boomer bonanza godzilla geezer
14. When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”Re-imagine the Customer II: Trends Worth Trillion$$$ …Boomer Bonanza/ Godzilla Geezer.


Subject marketers stupidity it s 18 44 stupid
Subject: Marketers & Stupidity When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”“It’s 18-44, stupid!”


Subject marketers stupidity or is it 18 44 is stupid stupid
Subject: Marketers & Stupidity When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”Or is it:“18-44 is stupid, stupid!”


2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”18-44: -1%55+: +21%(55-64: +47%)


B78 60
B78/60 When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”


44-65 When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ”: “New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder


“The New Customer 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


“Households headed by someone 40 or older enjoy 91% ($9.7T) of our population’s net worth. … The mature market is the dominant market in the U.S. economy, making the majority of expenditures in virtually every category.”—Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders


50+ ($9.7T) of our population’s net worth.$7T wealth (70%)/$2T annual income50% all discretionary spending79% own homes40M 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


“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


Possession miserably unsuccessful. Experiences /“Desires for things”/Young adulthood/to 38Catered Experiences/ “Desires to be served by others”/Middle adulthoodBeing Experiences/“Desires for transcending experiences”/Late adulthoodSource: David Wolfe and Robert Snyder/Ageless Marketing


“ ‘Age Power’ miserably unsuccessful. 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


No target marketing yes target innovation target delivery systems
No miserably unsuccessful. : “Target Marketing”Yes:“Target Innovation” & “Target DeliverySystems”


Vi new business new bedrock
VI. NEW BUSINESS. NEW BEDROCK. miserably unsuccessful.


15 re ima g ine the individual i welcome to a brand you world distinct or extinct
15. miserably unsuccessful. Re-imagine the Individual I:Welcome to a Brand You World … Distinct or Extinct


“One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.” —Clyde Prestowitz, Three Billion New Capitalists


“If there is nothing very special about your that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.” work,no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.”—Michael Goldhaber, Wired


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


The Rule of Positioning create your own legend or not.” “If you can’t describe your position in eight words or less, you don’t have a position.”— Jay Levinson and Seth Godin, Get What You Deserve!


“Imagine you are sitting next to a stranger at dinner and you have to describe your job inone sentencethat they can understand. If you fail this test, you are either a nuclear physicist or your job shouldn’t exist.”—Lucy Kellaway/personal relevance test/FT/0206.06


Personal brand equity evaluation
Personal you have to describe your job in“Brand Equity” Evaluation

  • I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing].

  • My current Project is challenging me …

  • New things I’ve learned in the last 90 days include …

  • My public “recognition program” consists of …

  • Additions to my Rolodex in the last 90 days include …

  • My resume is discerniblydifferentfrom last year’s at this time …


Oh s tom what have you done this year jessica sutherland iir me
Oh, S+&*#! you have to describe your job in“Tom, what have you done this year?”—Jessica Sutherland, IIR ME


R d a rate 15 25 therefore formal investment strategy r i p renewal investment plan
R.D.A. you have to describe your job inRate: 15%?, 25%?Therefore: Formal “Investment Strategy”/R.I.P.**Renewal Investment Plan


“Knowledge becomes obsolete incredibly fast. you have to describe your job inThe continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line.”—Peter Drucker


26.3 you have to describe your job in


New Work SurvivalKit2006 you have to describe your job in

1. Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy (All Work = “Memorable”/“Braggable”

WOW Projects!)

3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point

of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to

horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity!

E.g.: Small Opp for Independent Action beats faceless part

of Monster Project)6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Mistress of Improv (Play a dozen parts simultaneously, from

Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor (A willingness to Screw Up & Move On)

9. Comfortable with Your Skin (Bring “interesting you” to work!)

10. Intense Appetite for Technology (E.g.: How Cool-Active is your

Web site? Do you Blog?)

11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)

12. Passion for Renewal (Your own CLO/Chief Learning Officer)

13. Execution Excellence! (Show up on time! Leave last!)


Distinct or extinct
Distinct you have to describe your job in… or … Extinct


A position is not an accomplishment tp
A “ you have to describe your job inposition” is not an “accomplishment.”—TP


You your calendar calendars never lie
You = Your calendar* you have to describe your job in*Calendars NEVER lie!!


100 WAYS TO SUCCEED #35: Lovemark or Bust! you have to describe your job in

(1) Enjoy your the Holiday Season!

(2) Between now and 1JAN2005, invent 10 actions, solo or with pals, to Launch Your “Lovemark Journey2005.”

(3) Focus directly—Architect or Lawyer or Realtor—on the following “KRWs”/Kevin Roberts Words: Mystery … Magic … Sensuality … Enchantment … Intimacy … Exploration.

(3A) The words in #3 above Do Apply to You!

(4) Develop a “No Bull” Action Schedule that includes 2 Hard First Steps by 10JAN05, 5 Hard First Steps by 01FEB05.

(5) Report back to this Website, tompeters.com.

Pronunciamento: I HEREBY DESIGNATE, IN ACCORDANCE WITH THE POWERS GRANTED TO ME (the Inalienable Right To Blog) THAT 2005 IS PROCLAIMED AS “THE YEAR OF THE PROFESSIONAL SERVICE LOVEMARK.”

Welcome aboard!

Source: TPBlog/12.17.2004


“It is always showtime.” you have to describe your job in—David D’Alessandro, Career Warfare(from Marcus Buckingham, The One Thing You Need to Know)


Getting to wow through mastery of the sales 25
Getting to WOW Through Mastery of … you have to describe your job inThe Sales25.


Al you have to describe your job in*: “I knew my stuff—and it was damn good. What I finally figured out, after a string of ‘unfair’ setbacks, was that I wasn’t a good salesman. That’s when I started studying top salesmen, and that’s when I started to meet with success.”*Top TV producer for 30 years


Ge more or less 89 ridiculously obvious thoughts about selling stuff tom peters 24january2006
GE (more or less): you have to describe your job in89 Ridiculously Obvious Thoughts About Selling StuffTom Peters/24January2006


Getting things done the power implementation 34
Getting Things Done: you have to describe your job inThe Power & Implementation34.


Presentation excellence the presx56
Presentation Excellence: you have to describe your job inThe PresX56


you have to describe your job inThe only reason to give a speech is to change the world.”

—JFK


The interviewing excellence the intx31
The Interviewing Excellence: you have to describe your job inThe IntX31


16 re ima g ine excellence i the talent obsession
16. you have to describe your job inRe-imagine Excellence I:The Talent Obsession.


Peo p le power the talent 50
Peo you have to describe your job inple Power:The Talent50


The creative age is a wide open g ame richard florida the rise of the creative class
you have to describe your job inThe Creative Age is awide-open game.”—Richard Florida,The Rise of the Creative Class


Importance of Success Factors by Various“Gurus”/ you have to describe your job in(Unreliable) Estimates by Tom PetersStrategySystemsPeoplePassionPorter 50%2020 10Drucker 30% 35 20 15 Bennis 25% 20 30 25 Peters 15% 20 35 30


1 people first
1 you have to describe your job in. People First!


“When land was the scarce resource, nations battled you have to describe your job inover it.The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH


Talent! you have to describe your job inTina Brown: “The first thing to do is to hire enough talent that a critical mass of excitement starts to grow.”Source: Business2.0


Leaders do people p e r i o d anon
you have to describe your job inLeaders‘do’ people. P-e-r-i-o-d.”—Anon.


Whoops jack didn t have a vision ge talent machine ed michaels
Whoops: you have to describe your job in Jack didn’t have a vision!**GE = “Talent Machine” (Ed Michaels)


2 soft is hard
2 you have to describe your job in. Soft Is Hard.


Message you have to describe your job in: Talent 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.


3 fundamental premise we are in an age of talent creativity intellectual capital added
3 you have to describe your job in. FUNDAMENTAL PREMISE: We Are in an Age of Talent/Creativity/ Intellectual-capital Added.


Human creativity is the ultimate economic resource richard florida the rise of the creative class
you have to describe your job inHuman creativity is the ultimate economic resource.”—Richard Florida,The Rise of the Creative Class


Age of Agriculture you have to describe your job inIndustrial AgeAge of Information IntensificationAge of Creation IntensificationSource: Murikami Teruyasu, Nomura Research Institute


Agriculture Age you have to describe your job in(farmers)Industrial Age (factory workers)Information Age (knowledge workers)Conceptual Age (creators and empathizers)Source: Dan Pink, A Whole New Mind


4 talent excellence in every part of every organization
4 you have to describe your job in. Talent “Excellence” in Every Part of Every Organization.


Wegmans: you have to describe your job in#1/100Best Companies to Work for84%: Grocery stores “are all alike”46%: additional spend if customers have an “emotional connection” to a grocery store rather than “are satisfied” (Gallup)“Going to Wegmans is not just shopping, it’s an event.” —Christopher Hoyt, grocery consultant“You cannot separate their strategy as a retailer from their strategy as an employer.”—Darrell Rigby, Bain & Co.


5 p o t pursuit of talent obsession
5 you have to describe your job in. P.O.T./ Pursuit Of Talent = OBSESSION.


“The leaders of Great Groups you have to describe your job inlove talent and know where to find it. They revel in the talent of others.”—Warren Bennis & Patricia Ward Biederman, Organizing Genius


Parc s bob taylor connoisseur of talent
PARC’s Bob Taylor: you have to describe your job in“Connoisseur of Talent”


6 talent masters understand talent s intangibles
6 you have to describe your job in. Talent Masters Understand Talent’s Intangibles.


Q you have to describe your job in:“If it were your $50K [life’s savings] and my $50K, what sort of Waiters would we look for?”A:“Enthusiasts!”


7 hr is cool
7 you have to describe your job in. HR Is “Cool.”


Ch icago hrmac
Ch you have to describe your job inicago:HRMAC



Are you rock stars of the age of talent
Are you drag” “Rock Stars of the Age of Talent”


“HR doesn’t tend to hire a lot of independent thinkers or people who stand up as moral compasses.”—Garold Markle, Shell Offshore HR Exec (FC/08.05)


8 hr sits at the head table
8 or people who stand up as moral compasses.”. HR Sits at The Head Table.


Dd 21m1
DD or people who stand up as moral compasses.”$21M


9 re name hr
9 or people who stand up as moral compasses.”. Re-name “HR.”


Talent department
Talent Department or people who stand up as moral compasses.”


H r to h e d h uman e nablement d epartment
“H.R.” to “H.E.D.” ??? or people who stand up as moral compasses.”HumanEnablement Department


People Department or people who stand up as moral compasses.”Center for Talent ExcellenceSeriously Cool People Who Recruit & Develop Seriously Cool PeopleEtc.


10 there is an hr strategy hr vision
10 or people who stand up as moral compasses.”. There Is an “HR Strategy”/ “HR Vision”


“Omnicom very simply is about or people who stand up as moral compasses.”talent. It’s about the acquisition of talent, providing the atmosphere so talent is

attracted to it.” —John Wren


Our Mission or people who stand up as moral compasses.”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


What’s your company’s … or people who stand up as moral compasses.”EVP?Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promiseper TP


EVP = or people who stand up as moral compasses.”Challenge, professional growth, respect, satisfaction, opportunity, rewardSource: Ed Michaels et al., The War for Talent


11 acquire for talent
11 or people who stand up as moral compasses.”. Acquire for Talent!


Omnicom's acquisitions or people who stand up as moral compasses.”:“not for size per se”; “buying talent;” “deepen a relationship with a client.”Source: Advertising Age


12 there is a formal recruitment strategy
12 or people who stand up as moral compasses.”. There Is a FORMAL Recruitment Strategy.


Cirque du soleil
Cirque du Soleil or people who stand up as moral compasses.”!


Cirque du Soleil or people who stand up as moral compasses.”: Talent (12 full-time scouts,database of 20,000).R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. “People tell me we’re leaving money on the table by not duplicating our shows. They’re right.”—Daniel Lamarre, president).Source: “The Phantasmagoria Factory”/Business 2.0/1-2.2004


13 there is a formal leadership development strategy
13 or people who stand up as moral compasses.”. There Is a FORMAL Leadership Development Strategy.


Dd 0 to 60mph in a flash months
DD or people who stand up as moral compasses.”: 0 to 60mph in a flash (months)


14 there is a world class leadership development center
14 or people who stand up as moral compasses.”. There is a “World Class” Leadership Development CENTER.


Crotonville
Crotonville! or people who stand up as moral compasses.”


15 there is a formal strategic hr review process
15 or people who stand up as moral compasses.”. There Is a FORMAL STRATEGIC HR Review Process.


16 the top100 and every unit s top10 are consciously managed
16 or people who stand up as moral compasses.”. The “Top100,” and Every Unit’s “Top10,” Are Consciously Managed.


“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


17 people talent reviews are the first reviews
17 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. “People”/ Talent” Reviews Are the FIRST Reviews.


18 hr strategy business strategy
18 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. HR Strategy = BUSINESS Strategy.


19 make it a cause worth signing up for
19 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. Make it a “Cause Worth Signing Up For.”


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


20 unleash their full potential
20 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. Unleash “Their” Full Potential!


“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”


Re max a li f e success com p an y source everybody wins phil harkins keith hollihan
RE/MAX employees.: A “LifeSuccessCompany”Source: Everybody Wins, Phil Harkins & Keith Hollihan


21 set sky high standards
21 employees.. Set Sky High Standards.


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


22 enlist everyone in challenge century21
22 employees.. Enlist Everyone in Challenge Century21.


“If there is nothing very special about your employees.work,no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.”—Michael Goldhaber, Wired


Distinct or extinct1
Distinct employees.… or …Extinct


23 pursue the best
23 employees.. Pursue the Best!


Did We Say “Talent Matters”? employees.“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


Best person in the world arthur blank
“best person in employees. the world”—Arthur Blank


“THE HEART OF employees.CELERA … IS THE WORLD’S LARGEST PRIVATE SUPERCOMPUTER … FED 24 HOURS A DAY … BY SEQUENCING ROBOTS … AND CREATED-PROGRAMMED-CONTROLLED … BY A DOZEN GREAT MINDS.”Source: Juan Enriquez/Asthe Future Catches You


24 up or out
24 employees.. Up or Out.


“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


25 ensure that the review process has integrity
25 percent in 3 years. Steve Macadam at Georgia-Pacific. Ensure that the Review Process Has INTEGRITY.


25 = percent in 3 years. Steve Macadam at Georgia-Pacific100** “But what do I do that’s more important than developing people? I don’t do the damn work. They do.”


26 pay up
26 percent in 3 years. Steve Macadam at Georgia-Pacific. Pay Up!


“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


27 training i train train train
27 likely than the rest to . Training I: Train! Train! Train!


26.3 likely than the rest to


3 weeks in may training prep 187 work 41 other 17
3 Weeks in May likely than the rest to “Training” & Prep: 187“Work”: 41(“Other”: 17)


1 vs 367
1% likely than the rest to vs.367%


Divas likely than the rest to 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 don’t businesspeople do it?


“Knowledge becomes obsolete incredibly fast. likely than the rest to The continuing professional education of adults is the No. 1 industry in the next 30 years… mostly on line.”Peter Drucker, Business 2.0


28 training ii 100 business people
28 likely than the rest to . Training II: 100% “Business People.”


29 training iii 100 leaders
29 likely than the rest to . Training III: 100% LEADERS.


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


30 training iv boss as trainer in chief
30 is to produce more leaders, not more followers.”. Training IV: Boss as Trainer-in-Chief.


Workout 24 dpy in the classroom
Workout is to produce more leaders, not more followers.” = 24 DPY in the Classroom


31 wide open communication no barriers
31 is to produce more leaders, not more followers.”. Wide-open Communication: NO BARRIERS.


“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


32 respect
32 have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. . Respect!


“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


33 embrace the whole individual
33 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. Embrace the Whole Individual.


34 build places of grace
34 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. Build Places of “Grace.”


“My favorite word is 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 presidentgrace– 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


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


35 mbwa visible leadership managing by wandering around
35 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. MBWA*: Visible Leadership!*Managing By Wandering Around


“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


36 thank you
36 present in person. . Thank You!


The deepest human need is the need to be appreciated william james
“The deepest human need present in person. is theneed to be appreciated.” —William James


37 promote for people skills the rest is details
37 present in person. . Promote for “people skills.” (THE REST IS DETAILS.)


“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


38 honor youth
38 was energy and enthusiasm for execution. . Honor Youth.


“Why focus on these late teens and twenty-somethings? was energy and enthusiasm for execution. 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


39 provide early leadership assignments
39 was energy and enthusiasm for execution. . Provide Early Leadership Assignments.


The wow project
The was energy and enthusiasm for execution. WOW!Project


40 create a formal system of mentoring
40 was energy and enthusiasm for execution. . Create a FORMAL System of Mentoring.


W l gore quad graphics
W. L. Gore was energy and enthusiasm for execution. Quad/Graphics


41 diversity
41 was energy and enthusiasm for execution. . Diversity!


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


CM Prof Richard Florida on “Creative Capital was energy and enthusiasm for execution. ”:“You cannot get a technologically innovative place unless it’s open to weirdness, eccentricity and difference.”Source: New York Times


“Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.”—Nicholas Negroponte


42 women rule duh
42 differences. . WOMEN RULE.**Duh.


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


Women’s Strengths Match New Economy Imperatives differences. : Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional 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, America’s Competitive Secret: Women Managers


U.S. differences. 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, America’s Competitive Secret


The Core Ar differences. gument1. We are in a War for Talent.2. The war will intensify.3. Women are under-represented in our leadership ranks.4. Women and men are different.5. Women’s strengths match the New Economy’s leadership needs—to a striking degree.6. Women are also the principal purchasers of goods and services—retail and commercial.7. Ergo, women are a large part of “the answer” to the War for Talent issue/opportunity.


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


43 hire protect weird
43 have leaders who represent the population we serve.”. Hire (& Protect!) Weird!


“Are there have leaders who represent the population we serve.”enoughweird peoplein the lab these days?” —V. Chmn., pharmaceutical house, to a lab director


The Cracked Ones Let in the Light have leaders who represent the population we serve.”“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


Why Do I love Freaks? have leaders who represent the population we serve.”

(1) Because when Anything Interesting happens … it was a freak who did it. (Period.)

(2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.)

(3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.)

(4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.)

(5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books.

(6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of us—and our organizations—are in ruts. Make that chasms.)


Saviors-in-Waiting have leaders who represent the population we serve.”Disgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


44 cherish boldness
44 have leaders who represent the population we serve.”. Cherish Boldness!


“Beware of the tyranny of making have leaders who represent the population we serve.”SmallChanges to SmallThings. Rather, make BigChanges to BigThings.”—Roger Enrico, former Chairman, PepsiCo


Reward excellent failures punish mediocre successes phil daniels sydney exec1
have leaders who represent the population we serve.”Rewardexcellent failures.Punish mediocre successes.”Phil Daniels, Sydney exec


45 we are all unique
45 have leaders who represent the population we serve.”. We Are All Unique.


Beware standardized evals one size never fits all one size fits one period
Beware Standardized Evals have leaders who represent the population we serve.”:One size NEVER fits all. One size fits one. Period.


53 players 53 projects 53 different success measures
53 Players = have leaders who represent the population we serve.” 53 Projects = 53 different success measures.


46 bosses win people over
46 have leaders who represent the population we serve.”. Bosses “Win People Over.”


What an idiot instead of employees being in the driver s seat now we re in the driver s seat
WHAT AN IDIOT: have leaders who represent the population we serve.”“Instead of employees being in the driver’s seat, now we’re in the driver’s seat.”


Pj coaching is winning players over
PJ: have leaders who represent the population we serve.”“Coaching is winning players over.”


47 goal voyages of mutual discovery
47 have leaders who represent the population we serve.”. GOAL: Voyages of Mutual Discovery.


I am inalterably opposed to “organization change,” “empowerment,” “motivation.” The goal: to awaken the latent talent already within, by providing opportunities worthy of the individual’s investment of her or his most precious resources … time and emotional commitment.


Quests
Quests! “empowerment,” “motivation.” The goal:


48 foster independence
48 “empowerment,” “motivation.” The goal: . Foster Independence.


“You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, ‘Where do you see yourself in 5 years?’ you’ll ask, ‘If I invest my mental assets with you for 5 years, how much will they appreciate?How much will my portfolio of career options grow?’ ”Stan Davis & Christopher Meyer, futureWEALTH


Thriving in 24/7 matters as much as how you invest your financial capital. Its rate of return determines your future options. (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.”


49 enthusiasm
49 matters as much as how you invest your financial capital. Its rate of return determines your future options. . Enthusiasm!


“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


New Economy Biz Degree Programs with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”MBA(Master of Business Administration)MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management)MGLF (Master of Great Leaps Forward)MTD (Master of Talent Development)W/MwGTDw/oC (Woman/Man Who Gets Things Done without Certificate)DE (Doctor of Enthusiasm)


50 talent brand
50 with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”.Talent = Brand.


The Top 5 “Revelations” with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”Better talent wins.Talent management is my job as leader.Talented leaders are looking for the moon and stars.Over-deliver on people’s dreams – they are volunteers.Pump talent in at all levels, from all conceivable sources, all the time.Source: Ed Michaels et al., The War for Talent


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


Marcus rules marcus buckingham the one thing you need to know
Marcus’ Rules … with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”Marcus Buckingham: The one Thing You Need to Know


“No matter what the situation, [the great manager’s] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.”—Marcus Buckingham, The One Thing You Need to Know


“The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.”—Marcus Buckingham, The One Thing You Need to Know


“The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.”—Marcus Buckingham, The One Thing You Need to Know


Musings
Musings learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.”


Carlsberg: Takeaways learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.”Encourage risk-taking: Hot language/WOW!Jaywalk, foot-wiggle: Energy & Enthusiasm (“I know it when I see it”)Make your bones away from home: PepsiCo v Coke; Citi v ChaseShould be SURPRISED at every meetingBe-Do (+ Leaps)“I do people”Absurdly smart people (Gates)Eval = Time (# X 25)You = CalendarHire better than meC.I. = Inadequate


17 re ima g ine excellence iii new education for a new world
17. learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.”Re-imagine Excellence III: New Education for a New World.


Pathetic from the start to finish
Pathetic from learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” the Start (to finish)!


The main crisis in school today is irrelevance daniel pink free agent nation
learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.”The main crisis in school today is irrelevance.”—Daniel Pink, Free Agent Nation


“My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age?His teacher 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!


“How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a ‘closet artist.’ The point is:Every school I visitedwas participating inthe suppression ofcreative genius.”Source: Gordon MacKenzie,Orbiting the Giant Hairball:A Corporate Fool’s Guide to Surviving with Grace


18 re ima g ine excellence iv new business education for a new world
18. raise your hands. Re-imagine Excellence IV: New Business Education for a New World.


Pathetic from the start to finish1
Pathetic from raise your hands. the Start(to finish)!


15 “Leading” Biz Schools raise your hands. Design/Core: 0Design/Elective: 1Creativity/Core: 0Creativity/Elective: 4Innovation/Core: 0Innovation/Elective: 6Source: DMI/Summer 2002Research by Thomas Lockwood


New Economy Biz Degree Programs raise your hands. MBA(Master of Business Administration)MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management)MGLF (Master of Great Leaps Forward)MTD (Master of Talent Development)W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)DE (Doctor of Enthusiasm)


Hardball: Are You Playing to Play or Playing to Win? raise your hands. by George Stalk & Rob Lachenauer/HBS Press“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”Approximately 640 Index entries: Customer/s (service, retention, loyalty),4. People (employees, motivation, morale, worker/s),0. Innovation (product development, research & development, new products),0.


Vii re imagine managing brand inside
VII. raise your hands. Re-imagine Managing: BRAND INSIDE.


A peerless brand inside the new basis for the imperative value added revolution
A PEERLESS “ raise your hands. BRANDINSIDE”: THE NEW BASIS FOR THE IMPERATIVE VALUE-ADDED REVOLUTION


Participant how long does it take to bring about significant change tp whatever you say
Participant: raise your hands. “How long does it take to bring about significant change?”TP: “Whatever you say.”


19 re imagine the brand promise the brand inside obsession
19. raise your hands. Re-imagine the “Brand Promise”:The BrandINSIDE Obsession.


“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”—Lou Gerstner, Who Says Elephants Can’t Dance


Big Idea/“Meta”-Idea/Premier “Engine of Value Added” head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.(1) The Talent: “Best Roster” of Entrepreneurial-minded Brand Yous.(2) The (Virtual) Organization: Internal or External “PSF”/Professional Service Firm working with “Best Anywhere” = Engine of Value Added through the Application of Creative “Intellectual Capital”(3) The Work Product: “Game Changer”WOW Projects


Game-chan head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.ging Solutions:Core MechanismPSF(Professional Service Firm “model”)+Wow Projects (“Different” vs “Better”)+Brand You


Viii new business new leadership
VIII. NEW BUSINESS. NEW LEADERSHIP. head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.


20 re ima g ine leadershi p for totall y screwed u p times the passion imperative
20. head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Re-imagine Leadership for Totally Screwed-Up Times: The Passion Imperative.


Lead it loud
Lead It … Loud! head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.


Ouch head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.!


head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.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


Create a cause
Create a Cause! head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.


G h create a cause not a business1
G.H. head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.:“Create a ‘cause,’ not a ‘business.’ ”


head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.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)


The wildest chimera of a moonstruck mind the federalist on tj s louisiana purchase
head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.the wildest chimera of a moonstruck mind”—The Federalist on TJ’s Louisiana Purchase


Think legacy
Think head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Legacy!


head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.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


head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.In 1933, Thomas J. Watson Sr. gave a speech at the World’s Fair, ‘World Peace through World Trade.’We stood for something, right?”—Sam Palmisano


CEO Assignment2002 (Bermuda) head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.:“Please leap forward to 2007, 2012, or 2022, and write a business history of Bermuda.What will have been said about your company during your tenure?”


“To win this race, Kerry needs to stop focusing on Election Day and start thinking about his would-be presidency’s last day.What does he want his legacy to be?When sixth-graders in the year 2108 read about the Kerry presidency, what does he want theone or two sentencesthat accompany his photo to say?” —Kenneth Baer/Washington Post/092604


Ah, kids Election Day and start thinking about his would-be presidency’s last day.:“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 you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”


Find em
Find ’em Election Day and start thinking about his would-be presidency’s last day.!


The secret jack didn t have a vision
“The” Secret: Election Day and start thinking about his would-be presidency’s last day.Jack didn’t have a “vision”!


Les wexner jack from sweaters to p eo p le
Les Wexner Election Day and start thinking about his would-be presidency’s last day.(Jack+):From sweaters to … people!


Respect em
Respect ’em Election Day and start thinking about his would-be presidency’s last day.!


Amen! Election Day and start thinking about his would-be presidency’s last day.“What creates trust, in the end, is the leader’s manifest respect for the followers.”— Jim O’Toole, Leading Change


“I wasn’t bowled over by Election Day and start thinking about his would-be presidency’s last day.[David Boies] intelligence. … What impressed me was that when he asked a question, he waited for an answer. He not only listened, he made me feel like I was the only person in the room.”—Lawyer Kevin _____, on his first, inadvertent meeting with David Boies, from Marshall Goldsmith, “The One Skill That Separates,” Fast Company, 07.05


Don t belittle od consultant
“Don’t belittle!” Election Day and start thinking about his would-be presidency’s last day.—OD Consultant


“We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success.”—“How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah” (MAJ James Gavrilis/USA Special Forces


Mentor em
Mentor ’em treated them not as a defeated people, but as allies. Our success became their success.”!


What I Learned treated them not as a defeated people, but as allies. Our success became their success.”HWBjr: Excellence, Accountability, Initiative, K.I.S.S., Leader LoveDick: Empowerment, Entrepreneurship, Challenge, Execution (Project > Paper), Accountability, MBWA, K.I.S.S., Fanatic Customer-centrism (Customer>Command, Marines>Regiment), Leader Love, Output, “Do”>“Be”Nameless: “Tangible” vs “Palpable” (Bureaucracy, Control, Tight Leashes, Command-centric, Demoralization, Paper > Project, Product = Paper, K.I.C.S.)


What I Learned treated them not as a defeated people, but as allies. Our success became their success.”Ben: Decency, Soft Power, Fanatic Customer-centrism (“Do”>“Be”)Walter: Fanatic Mission-centrism, Soft Power, Relationship-management, Execution, Accountability, Early to Bed …Bob: Pos>Neg/Recognition, K.I.S.S., The Way of the Demo (Execution), Hero-building, Mission-centrism, “Do”>“Be”Bill: De-centralization, Recognition, Support-staff Centrism, Measurement (K.I.S.S.), Soft Power (Paint ’n Pride), Rapid Culture Change


Make it a grand adventure
Make It a Grand Adventure treated them not as a defeated people, but as allies. Our success became their success.”!


treated them not as a defeated people, but as allies. Our success became their success.”Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker



Quests1
Quests! respect for law.”


I don t know
respect for law.”I don’t know.”


Organizing Genius respect for law.” / 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.”


Yes free to do his or her absolute best allow its members to discover their greatness
Yes!!!!!!!!!!!!!!!!! respect for law.”“free to do his or her absolute best” … “allow its members to discover their greatness.”


respect for law.”If your actions inspire others to dream more, learn more, do more and become more, you are a leader." —John Quincy Adams


“In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.”—Lou Gerstner


Management invites the workforce itself to changeNever doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.”—Margaret Mead


Trumpet an exhilarating story
Trumpet an Exhilarating Story Management invites the workforce itself to change!


Leaders don t just make products and make decisions leaders make meaning john seely brown
“Leaders don’t just make products and make decisions. Management invites the workforce itself to changeLeaders make meaning.”– John Seely Brown


“A key – perhaps Management invites the workforce itself to changethe key – to leadership isthe effective communication of a story.”—Howard Gardner/Leading Minds: An Anatomy of Leadership


Language Power! Management invites the workforce itself to change“… the language we speak determines how we react to the world around us …”—Diane Ackerman/ An Alchemy of Mind


Live your story
Live Your Management invites the workforce itself to changeStory!


MBWA Management invites the workforce itself to change


“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


present in person. 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


It is necessary for the president to be the nation s no 1 actor fdr
“It is necessary for the present in person. President to be the nation’sNo. 1 actor.”FDR


You must be the change you wish to see in the world gandhi
“You must present in person. bethe change you wish to see in the world.”Gandhi


You your calendar calendars never lie1
You = Your calendar* present in person. *Calendars NEVER lie!!


Resilience present in person. (O.O.D.A.)Simplicity(K.I.S.S.)Authenticity(No B.S.)Ed Sims/Air New Zealand (“Airline to Middle Earth”)


Try it
Try It present in person. !


Sam s secret 1
Sam’s Secret present in person. #1!


Fail faster succeed sooner david kelley ideo
“Fail faster. Succeed sooner.” present in person. David Kelley/IDEO



Reward excellent failures punish mediocre successes phil daniels sydney exec2
with no loss of enthusiasm.”Rewardexcellent failures.Punish mediocre successes.”Phil Daniels, Sydney exec


Insist on speed
Insist on Speed with no loss of enthusiasm.”!


Read it closely we don t sell insurance anymore we sell speed peter lewis progressive1
Read It Closely with no loss of enthusiasm.”:“We don’t sell insurance anymore.Wesell speed.”Peter Lewis, Progressive


If things seem under control you re just not going fast enough mario andretti
with no loss of enthusiasm.”If things seem under control, you’re just not going fast enough.”—Mario Andretti


“Strategy meetings held once or twice a year” to with no loss of enthusiasm.”“Strategy meetings needed several times a week”Source: New York Times on Meg Whitman/eBay


Demand action
Demand with no loss of enthusiasm.”Action!


We have a strategic plan it s called doing things herb kelleher1
with no loss of enthusiasm.”We have a ‘strategic’ plan. It’s called doing things.”— Herb Kelleher


with no loss of enthusiasm.”The most successful people are those who are good at plan B.”—James Yorke, mathematician, on chaos theory in The New Scientist


The Kotler Doctrine: with no loss of enthusiasm.”1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)


A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.And paid him the agreed-upon $25,000.


1. “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”Every morning, write a list of the things that need to be done that day.2. Do them.Source: Hugh MacLeod/tompeters.com/NPR


“ ‘Strategy’? In retail, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”‘execution’ is ‘the last ninety-five percent.’ ”—Former BigCo CEO/Retail“Most anybody can ‘sell.’ Damn few can ‘close.’ ”—Former BigCo CEO/Retail


“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


Relentless!* trap of worrying about criticism. *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong


“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


1 of 2 400 6 15a m
1 of 2,400 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:6:15A.M.


Cut the crap
Cut the Crap! 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:Realism is the heart of execution.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done


Robust dialogue larry bossidy ram charan execution the discipline of getting things done
“robust dialogue” 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:—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Eat change
Eat 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:


We eat change for breakfast harry quadracci quadgraphics
“We eat change for breakfast! 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:—Harry Quadracci, QuadGraphics


Dispense enthusiasm
Dispense Enthusiasm! 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:


Bz i am a dispenser of enthusiasm
BZ 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 am a …Dispenser of Enthusiasm!”


Nothing is so contagious as enthusiasm samuel taylor coleridge
“Nothing is so contagious as enthusiasm.” 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:—Samuel Taylor Coleridge


Most important he u pp ed the ener gy level at motorola fortune on ed zander 08 05
“Most important, 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: heuppedthe energy levelat Motorola.”—Fortune on Ed Zander/08.05


“A man without a smiling face must not open a shop.” 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:—Chinese Proverb**Courtesy Tom Morris, The Art of Achievement


James Woolsey, former CIA director: 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’re enthusiastic about the things you’re working on, people will come ask you to do interesting things.”


Excellence always
Excellence. 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:Always.


Leader job no 1 paint portraits of excellence
Leader Job No.1 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:Paint Portraits of Excellence!


What is in search of excellence all about
What is 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:In Search of Excellenceall about?


What is in search of excellence all about people emotion engagement empowerment caring
What is 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:In Search of Excellence all about:People. Emotion. Engagement. Empowerment. Caring.


Excellence x1 tom watson sr 1 minute
Excellence 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: = X1** Tom Watson sr/1 minute


Tell me what is it you plan to do with your one wild and precious life mary oliver
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:Tell me, what is it you plan to do with your one wild and precious life?”—Mary Oliver


Radiate passion
Radiate 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:Passion!


Never apologize for showing feeling when you so you apologize for the truth disraeli
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:Never apologize for showing feeling. When you so, you apologize for the truth.”—Disraeli


Charles Handy on the “Alchemists” 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::“Passion was what drove these people, passion for their product or their cause.If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong.Passionas the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly,passionis not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”


Stay hungry stay foolish steve jobs
Stay Hungry. Stay Foolish. 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:Steve Jobs


Keep it simple
Keep It Simple! 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:


Sir Richard’s Rules 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::Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune on Branson


Avoid moderation
Avoid … 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: Moderation!


Kevin Roberts’ Credo 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: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!


Free the lunatic within
Free the 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: Lunatic Within!


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


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


Tp chile i don t know if it s possible i do know it s necessary
TP/Chile 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 don’t know if it’s ‘possible.’I do know it’s ‘necessary.’”


! 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:


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