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The “guru Gaffe s ” “hall of shame”: the “Over-rated Eight”!

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Welcome to Tom Peters “PowerPoint World”! Beyond the set of slides here, you will find at tompeters.com the last eight years of presentations, a basketful of “Special Presentations,” and, above all, Tom’s constantly updatedMaster Presentation—from which most of the slides in this presentation are drawn. There are about 3,500 slides in the 7-part “Master Presentation.” The first five “chapters” constitute the main argument:

Part I is context. Part II is devoted entirely to innovation—the sine qua non, as perhaps never before, of survival. In earlier incarnations of the “master,” “innovation” “stuff” was scattered throughout the presentation—now it is front and center and a stand-alone. Part III is a variation on the innovation theme—but it is organized to examine the imperative (for most everyone in the developed-emerging world) of an ultra high value-added strategy. A “value-added ladder” (the “ladder” configuration lifted with gratitude from Joe Pine and Jim Gilmore’s Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of “micro-marketing” there are two macro-markets of astounding size that are dramatically under-attended by all but a few; namely women and boomers-geezers. Part V underpins the overall argument with the necessary bedrock—Talent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Part VII is a collection of a dozen Lists—such as Tom’s “Irreducible 209,” 209 “things I’ve learned along the way.”

Enjoy! Download! “Steal”—that’s the whole point!

NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

Tom Peters’ X25*EXCELLENCE. ALWAYS.World Marketing and Innovation ForumBarcelona/14 November 2007*In Search of Excellence 1982-2007

The “guru Gaffes” “hall of shame”: the “Over-rated Eight”!

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

Over-rated:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

“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

Dick Kovacevich:You don’t get better by being bigger. You get worse.”

“Despite a decade of banking mergers, there is no evidence that big banks are any more efficient or profitable than their smaller rivals.”—Financial Times, 0329.07, on possible Barclays-ABN Amro merger (“When it comes to asking the stock market whether bigger banks are better, the current answer is a resounding ‘no.” —Citigroup analysis, 2006)

“The Bigger They Are: Toyota Takes a Tumble on Quality”—headline, International Herald, 1103-4.07

“Hope For Breakup Advocates”—headline, FT, 1105.07, re Citigroup

“Jeff Bewkes, the Next Boss of Time-Warner, Is Likely to Break Up the Company”—headline, Economist, 1110.07

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

#1 Exporter?

#4 Japan

#4 Japan#2T China#2T USA

#4 Japan#2T china#2t USA#1 Germany



Or … Goldmann Produktions(11/50%/$5M/”dip and coat,” expensive pigments vs “through coloring,” fadesBekro Chemie)

Bavaria: Mittelstand within Mittelstand“Place to start over” post-WWII13 million6th in EU if stand-alone (CA #5)4% unemploymentMunich government pro-business30 universities (3 of 3 leading in R&D, with Baden-Wuerttemberg)50% German patents (with Baden-Wuerttemberg)SMEs & Big Cos“Hot” finance communities“lion’s share” of German startupsMedia startups (SF: tech + media)Source: CNBC European Business, November 2007

“It suddenly occurred to me …

“It suddenly occurred to me that in the space of two or three hours he nevertalked about cars.”—Les Wexner

Did one of ’em ever turn to the other and say:“Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers because of this deal?”

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

Family BusinessesTwo-thirds of total #s of companiesOne-half of biggest companies>One-half GDP>One-half employment6% more profitable7% better ROAHigher income growthHigher revenue growthSource: John Davis, HBS

“The growth and success of women-owned businesses is one of the most profound changes takingplace in the business world

today.”—Margaret Heffernan, How She Does It

94%of loans to …women**Microlending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

Jim’s Group

Jim’s Mowing Canada

Jim’s Mowing UK

Jim’s Antennas

Jim’s Bookkeeping

Jim’s Building Maintenance

Jim’s Carpet Cleaning

Jim’s Car Cleaning

Jim’s Computer Services

Jim’s Dog Wash

Jim’s Driving School

Jim’s Fencing

Jim’s Floors

Jim’s Painting

Jim’s Paving

Jim’s Pergolas [gazebos]

Jim’s Pool Care

Jim’s Pressure Cleaning

Jim’s Roofing

Jim’s Security Doors

Jim’s Trees

Jim’s Window Cleaning

Jim’s Windscreens

Note: Download, free, Jim Penman’s book:

What Will They Franchise Next? The Story of Jim’s Group

etc.PRSX/Paragon Railcar Salvage**Salvaged railcars into bridges, etc.

*Lived in same town all adult life*First generation that’s wealthy/ no parental support*“Don’t look like millionaires, don’t dress like millionaires, don’t eat like millionaires, don’t act like millionaires”*“Many of the types of businesses [they] are in could be classified as ‘dull- normal.’ [They] are welding contractors, auctioneers, scrap-metal dealers, lessors of portable toilets, dry cleaners, re-builders of diesel engines, paving contractors …”Source: The Millionaire Next Door, Thomas Stanley & William Danko

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

The last word: There is no “last word.”

Headline, Wall Street Journal,

3 October 2007: “Wal*Mart Era Wanes Amid Big Shifts In Retail: Rivals Find Strategies To Defeat Low Prices; World Has Changed”

Sentence #1: “The Wal*Mart Era, the retailer’s time of overwhelming business and social influence in America, is drawing to a close.”


[text followed by a massive rendition of the Google logo]GOOGLE

Q4/2006+500,000 = ? Source: Barron’s 0922.07

Q4/2006+500,000 =+7,700,000-7,200,000Source: Barron’s 0922.07

“Natural selection is death. ... Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four billion years of death ... to invent the human mind ...”— The Cobra Event

TP#1*:Netscape!*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)

Built to LastvsBuilt to Change/Rock the World

Palo Alto/30California/35

C.E.O.to C.D.O.

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

Mission impossible?$36B/’98minus $675M/‘07

Market capitalization lost per day, 1998-2007: $10,000,000/Day

*Lived in same town all adult life*First generation that’s wealthy/no parental support*“Don’t look like millionaires, don’tdress like millionaires, don’t eat likemillionaires, don’t act like millionaires”*“Many of the types of businesses [they] are in could be classified as ‘dull-normal.’ [They] are welding contractors, auctioneers, scrap-metal dealers, lessors of portable toilets, dry cleaners, re-builders of diesel engines, paving contractors …”Source: The Millionaire Next Door, Thomas Stanley & William Danko

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

Hard Is SoftSoft Is Hard

Hard Is Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships))

Dumb Bastards: “Hard”?????“Mark-to-market”(What’s “market”???? Whatmarket????)CDOs/Consolidated-debt Obligation(Value of underlying asset??????)(Value of $64B “super-senior” [“super-safe”] CDOs at Citi???????)Postscript: Bye, bye Stan/Merrill and Chuck/Citi. You’re gonna have to learn to live on $100 million or so [Stan/$160M severance], I guess.

Hard Is Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships))

“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

Hard Is SoftSoft Is Hard


95%:“Understanding the mind’s eye of another person”

“What I learned from my years as a hostage3 negotiator is that we do not have to feel powerless—and that bonding is the antidote to the hostage situation.”—George Kohlrieser, Hostage at the Table

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”—Dale Carnegie

“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

Women’s Negotiating Strengths*Ability to put themselves in their counterparties’ shoes*Comprehensive, attentive and detailed communication style*Empathy that facilitates trust-building*Curious and attentive listening*Less competitive attitude*Strong sense of fairness and ability to persuade*Proactive risk manager*Collaborative decision-makingSource: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

“The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many leaders of major companies believe their job is to create the strategy, organization structure and organizational processes—then theyjust delegate the work to be done, remaining aloof from the people doingthe work.”—Bill George, Authentic Leadership

“Why is it that your average business person has such a hard time being human? I often wonder if the sole point of business language is to de-humanize those doing business. I struggle to find another explanation.

“To the rest of the world, emotion is a normal, everyday, important part of life... and people who don't get that are generally considered jerks. Only managers don't get this.

“I've found that the simplest (and most powerful) competitive advantage comes from CARING. Genuinely caring about people (customers and partners) covers a multitude of other shortcomings. CARING about people is the best ‘marketing strategy’ and the best ‘management method.’ …

“The funny thing is that in such a soulless business climate, CARING is that much more competitive—and translates nicely to financial performance as well! It also translates into a much fuller and happier life …”

Posted at tompeters.com by AJ Hoge at November 12, 2007 8:11 PM

Hard Is SoftSoft Is Hard

TP: “How to flush $500,000 down the toilet in one easy lesson!!”

< CAPEX> People!


#1/100“Best Companies to Work for”/2005

Hard Is SoftSoft Is Hard

“A man without a smiling face must not open a shop.”—Chinese Proverb

“I can’t tell you how many times we passed up hotshots for guys we thought were better people, and watched our guys do a lot better than the big names, not just in the classroom, but on the field—and, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up-and-comers clawed their way to all-conference and All-America teams.”—Bo Schembechler (and John Bacon), “Recruit for Character,” Bo’s Lasting Lessons

“Character is more crucial now than ever, because in times of great uncertainty past performance is no indicator of future performance. Experience falls away and all you’re left with is character.” —David Rothkopf, founder of a firm that helps helps chief executives manage risks

Hard Is SoftSoft Is Hard



You = Your calendar**Calendars neverlie

Hard Is SoftSoft Is Hard


Return On Investment In Relationships

“TAKE THIS QUICK QUIZ:Who manages more things at once?Who puts more effort into their appearance?Who usually takes care of the details?Who finds it easier to meet new people?Who asks more questions in a conversation?Who is a better listener?Who has more interest in communication skills?Who is more inclined to get involved?Who encourages harmony and agreement?Who has better intuition?Who works with a longer ‘to do’ list?Who enjoys a recap to the day’s events?Who is better at keeping in touch

with others?”Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why

Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

C(I) > C(E)

“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay

The Manager’s Book of Decencies: How Small /gestures Build Great Companies.—Steve Harrison, Adecco

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



“As you predicted …”“My mind is like a sieve …”“Well, looks like we blew it …” [“No, no. Us!” “There’s blame enough to go around.”]“I’m really sorry.”

Hard Is SoftSoft Is Hard

“So why don’t we do this ‘obvious stuff’?”Considered “soft.” Immediate priorities get in the way. The B-school idea of business pervades. Comfort hanging out in our own confines. Easier. Uncomfortable with the “relationship stuff.” “Problem solvers,” not “listeners” [“the 18-second Doc]; impatient, not patient. Not the “sales type.” Like #s better than people. Damned hard work unless you take to it instinctively. Etc.

Answer/s?Formal “calendar discipline.” A new “to-do list.” A “Life coach”/Formal mentor (weekly, daily if you can afford it). Support group. If male, woman pal. Training—incl. role play. Adopt Stephen Covey or Marshall Goldsmith. Report card. Constant, informal as well as formal “360 feedback.” A great “gotcha pal”—eg monitors meetings, goes on “sales” calls. Sales training!!!!! Volunteer community leadership work. Fundraising!

Hard Is SoftSoft Is Hard

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

Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

“Better By Design”: A National StrategyNZ = Design Excellence

CDO* ** ****Chief Design Officer**Minister for Design***Deputy Prime Minister for Design and Creativity

Hard Is SoftSoft Is Hard

“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

Top 10 “Tattoo Brands”*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

CLO**Chief Lovemark Officer

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

“Strive for Excellence. Ignore success.”—Bill Young, race car driver (courtesy Andrew Sullivan)

EXCELLENCE.Circa 1982.

Excellence1982: The Bedrock “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


“Breakthrough” 82*





*In Search of Excellence

ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields$85,000EI: $10,000 yields$140,050*Forbes/Excellence Index/Basket of 32 publicly traded stocks


Why in the

World did you

go to Siberia?

Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum

concerted human

potential in the wholeheartedservice of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners


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

*TP: An “organization” is, in fact and after all

is said and done, a/the “house” in which most of us “live” most of the time.

Organizations exist to serve. Period.

Leaders live to serve. Period.

Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domaincreate/must necessarily create organizations which are …no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed … In passionate pursuit of jointly perceived soaring purposeand personal and community and client service Excellence.

“We are a ‘Life Success’ Company.”Dave Liniger, founder, RE/MAX

EXCELLENCE.“the rules.”

Cause(worthy of commitment)Space(room for/encouragement for initiative)Decency(respect, humane)

Cause(worthy of commitment)Space(room for/encouragement for initiative-adventures) Decency(respect, grace, integrity, humane)service (worthy of our clients’ & extended family’s continuing custom)excellence (period)

Cause(worthy of commitment)Space(room for/encouragement for initiative-adventures) Decency(respect, grace, integrity, humane)service (worthy of our clients’ & extended family’s continuing custom)excellence (period) servant leadership

CauseSpaceDecencyserviceexcellenceservant leadership

If not “Excellence,” what?

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

What makes God laugh?


EXCELLENCE. “one idea.”1966-2007.

try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.


“This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

try things.

“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version#5.By the time our rivals are

ready with wires and screws, we are on version

#10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.”—Bloomberg by Bloomberg

Culture of Prototyping“Effective prototyping may be themost valuablecore competence an innovative organization can hope to have.”—Michael Schrage

“Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec

“Learn not to be careful.”—Photographer Diane Arbus to her students (Careful = The sidelines, fromHarriet Rubin in The Princessa)

“We performed more operations.”

Screw. things.Up.

“Fail . Forward. Fast.”High Tech CEO, Pennsylvania


“The secret of fast progress is inefficiency, fast and furious and numerous failures.”—Kevin Kelly

No try. No deal.

“You miss 100% of the shots you never take.”—WayneGretzky


“Linearist”: a>b*“Non-linearist”: b>a***Attitude shapes behavior**Behavior shapes attitude

I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding of potential—the “plan,” though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I would have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the start—a trivial self-designed chore may become the engine of my next decade; the “brushcutting project” is now leading Susan and I to view our

entire property, and what it might become-represent, in a new light.

EXCELLENCE.the “Lessons.”1966-2007.




“Execution is thejobof the businessleader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer: “remember to tuck the shower curtain inside the bathtub”

The “Over-rated Eight”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!

The “Esteemed Eight”:SMEs!Private companies!“Dull” industries!Productive churn!Laudable CEOs!“Soft” stuff!Excellence!Action-Execution!

The “nonsense nine”!

The “Nonsense Nine”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!Men!

“THE NEW GENDER GAP: From kinder-garten to grad school, boys are becoming the second sex”—Cover story, BusinessWeek

“Forget China, India and the Internet: Economic Growth Is Driven by Women.”—Headline, Economist, April 15, 2006, Leader, page 14

“Women arethemajority market”—Fara Warner/The Power of the Purse

Repeat:“Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise

of 13%.”—Economist, April 15

?????????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%

“The most significant variableineverysales situation is thegender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.”—Jeffery Tobias Halter, Selling to Men, Selling to Women

The Perfect Answer

Jill and Jack buy slacks in black…

Selling to men:The TRANSACTION ModelSelling to Women:The RELATIONAL ModelSource: Selling to Men, Selling to Women, Jeffery Tobias Halter

Cases! Cases! Cases!McDonald’s(“mom-centered” to “majority consumer”; not via kids)Home Depot(“Do it [everything!] Herself”)P&G(more than “house cleaner”) DeBeers(“right-hand rings”/$4B)AXA FinancialKodak(women = “emotional centers of the household”)Nike(> jock endorsements; new def sports; majority consumer)AvonBratz(young girls want “friends,” not a blond stereotype)Source: Fara Warner/The Power of the Purse

“We simply had stopped being relevant to women.”

—Kay Napier, SVP Marketing (Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”)

“Mostly Moms”

“Women were either ignored in favor of focusing on men—generally considered the industry’s most frequent users and therefore its most important consumers—or they were cast in the role of moms who were simply conduits to their children.”—Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”

“McDonald’s shifted its strategy toward women from one of ‘minority’ consumers who served as a conduit to the important children’s market to one in which women are the company’s majority consumers and the main driver behind menu and promotion innovation.”—Fara Warner,

The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”

“Since 1970, women have held two out of every three new jobs created.”—FT, 10.03.2006

“Forget China, India and the

Internet: Economic Growth Is Driven by Women.”[Headline.] “Even today in the modern, developed world, surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents’ old age. Yet it is time for parents to think again. Girls may now be a better investment.” “Girls get better grades in school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. … And women are more likely to provide sound advice on investing their parents’ nest—e.g.: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades. Those women have contributed more to global GDP growth than have either new technology or the

new giants, India and China.”

Source:Economist, April 15, Leader, page 14

“AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”TITLE/ Special Report/ BusinessWeek

Women’s Strengths Match New Economy Imperatives: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.—Judy B. Rosener, America’s Competitive Secret: Women Managers

“Guys want to put everybody in their hierarchical place. Like, should I have more respect for you, or are you somebody that’s south of me?”—Paul Biondi, Mercer Consultants [from It’s Not Business, It’s Personal, Ronna Lichtenberg]

Women Leaders’ Time Has Come …Project team (old): 23 people, all from our company (More or less amenable to “orders”)Project team (new): 43 people from 7 companies in 4 countries on 3 continents (Moved only by effective persuasion and development of common commitment)“Worker,” circa 1982: Rote work, incl. most white-collar work (Amenable to “orders,” power exercised directly)“Worker,” circa 2007: Project work, team work, mixed-group work, creative work, co-creation with client—microprocessors do the “rote stuff” (Commitment is voluntary, leadership is by developing positive relationships, inducing “creatives” to stretch, power exercised indirectly)

“Catalyst just completed a study showing that companies with at least three women directors performed significantly better than average in terms of return on equity (16.7% better), return on sales (16.8%), and return on invested capital (10%)Source: Newsweek, 1015.07/16% of S&P500 board members are women; 9% (45) no women

!!!!!!!!!!!!!!!14 to 168**Leadership Positions/D&T/1992-2002/WIAR (Women’s Initiative Annual Report)


Women make [all] the financial decisions.Womencontrol [all] the wealth.

Women [substantially] outlive men.

Women start most of the new businesses.

Women’s work force participation rates have

soared worldwide.

Women are closing in on “same pay for same


Womenare penetrating senior ranks rapidly

[even if the pace is slow for the corner

office per se].

Women’sleadership strengths are exceptionally well

aligned with new organizational effectiveness


Women are better salespersons than men.

Women buy [almost] everything—commercial

as well as consumer goods.

So what exactly is the point of men?

“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.”—Aude Zieseniss de Thuin, Financial Times, 10.03.2006

“ ‘Womenomics,’ the economy as thought out and practiced by a woman.”—Aude Zieseniss de Thuin, Financial Times, 10.03.2006

The “Nonsense Nine”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!Men!

The “Notable Nine”:SMEs!Private companies!“Dull” industries!Churn!Laudable CEOs!“Soft” stuff!Excellence!Action-Execution!Women!

The “nefarious nine point five”!

The “Nefarious Nine Point Five”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!Men!Young!


“People turning 50 today have more thanhalf of their adult life ahead of them.”—Bill Novelli, 50+: Igniting a Revolution to Reinvent America


Average # of cars purchased per household, “lifetime”: 13Average # of cars bought per household after the “head of household” reaches age 50: 7Source: Marti Barletta, PrimeTime Women

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

We are the Aussies & Kiwis &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—and we will be the Center of your universe for the next twenty-fiveyears. We have arrived!

“Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.”—Marti Barletta, PrimeTime Women

“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

Boomers’-Geezers’-Women’s Trifecta+*Buy/all *Wealth/all *time left/lots*Eclipse of males/retire-die

BoomerBucks!Boomer turns 50: every 7 seconds. 2009: majority of U.S. households headed by someone over 50. 2006-2016: U.S. population up 22.9 million; 22.1 million in over-50 group. 2006: 1 in 5 adults is F, over 50. Women between 50-70 who are single: 35%. Age 45-54: highest average income, $59, 021 (national average is $42,209).FASTEST GROWING INCOME CATEGORY: WOMEN, 55-64 (4X men in same category). Women, age 60-64: 50% still in workforce. Highest net worth: families, 55-64 ($182,000). People over 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. Next 2 decades: BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLION (“largest intergenerational transfer of wealth in history”). —Marti Barletta, PrimeTime Women

No: “Target Marketing”Yes:“Target Innovation” & “Target Delivery Systems”

The “Nefarious Nine Point Five”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!“Success”!Plans!Men!Young!

The “Nifty Nine Point Five”:SMEs!Private companies! “Dull” industries!Churn!Laudable CEOs!“Soft” stuff!Excellence!Action-Execution!Women!Boomers-Geezers!

The “terrible ten”!

The “Terrible Ten”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!Plans!“Success”!Men! (Young) Incrementalism-Kaizen

Single greatest act of pure imagination




No Wiggle Room!“Incrementalism is innovation’s worst enemy.”—Nicholas Negroponte

The “Terrible Ten”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!Plans!“Success”!Men!Incrementalism-Kaizen

The “Terrific Ten”:SMEs!Private companies! “Dull” industries!Churn!Laudable CEOs!“Soft” stuff!Excellence!Action-Execution!Women!Imagination Unbound!

The “egregious eleven”!

The “Egregious Eleven”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!Plans!“Success”!Men!Incrementalism-KaizenMinimization!

“Analysts … preferred cost cutting,as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and earnings went to hell.They said, ‘Oh my gosh, you need revenues to grow earnings over time.’ Well, Duh!”—Dick Kovacevich, Wells Fargo

The Commerce Bank Model“cost cutting is a deathspiral.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

“Our whole story is growing revenue.”—Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)

The Commerce Bank Model“over-invest in our people, over-invest in our facilities.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

CR O**Chief Revenue Officer


TGR (“Things gone right”) > TGW (“Things Gone Wrong”)

Singapore-Candy(Operational Excellence+)

“Happy Birthday!”

Disney’s Parking Lot Attendants = Alpha and Omega

“Experiences are as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

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

Beyond the “Transaction”/ “Satisfaction” Mentality“Good hotel”/ “Happy guest”/“Exceeded Expectations”vs.“Great Vacation”/ “Great Conference”/ “Operation PersonalRenewal”

CXO**Chief eXperience Officer

First Step (?!): Hire a theater director, as a consultant or FTE!

The “Egregious Eleven”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!Plans!“Success”!Men!Incrementalism-KaizenMinimization!

The “Enviable”:SMEs!Private companies! “Dull” industries!Churn!Laudable CEOs!“Soft” stuff!Excellence!Action-Execution!Women!Imagination Unbound!Accentuate the Positive!

The “despicable Dozen”!

The “Despicable Dozen”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!Plans!“Success”!Men!Incrementalism-KaizenMinimization!Uniformity!

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

“[CEO A.G.] Lafley has shifted P&G’s focus on inventing all its own products to developing others’ inventions at least half the time. One successful example Mr. Clean Magic Eraser, based on a product found in an Osaka market.”—Fortune, 12.18.06

The “Hang Out Axiom”:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

Promise #1:“Never, ever again will I evaluate anyone using a standardized instrument devised by a “professional” in inhuman Resources.”

53 = 53

“Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. …Diversitytrumped ability.” —Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

WikiWorld: “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’”—Headline, FT, 0110.07

“Human creativity is the ultimate economic resource.”—Richard Florida,The Rise of the Creative Class

“Every child is born an artist. The trick is to remain an artist.”—Picasso

“Normal” = “o for 800”

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

“Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327(500 of 900 Research)


New Work SurvivalKit.2007

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

3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession(From vertical/hierarchy/“suck up” loyalty to

horizontal/“colleague”/“mate” loyalty)5. ENTREPRENEURIAL INSTINCT(A sleepless … Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSON/CLOSER(CEO, Me Inc. 24/7!)7. Master 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!)

Muhammad Yunus:“All human beings are entrepreneurs. When we were in the caves we were all self-employed . . . finding our food, feeding ourselves. That’s where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”

Source: Muhammad Yunus/2006 Nobel Peace prize winner, father of micro-lending /The News Hour—PBS/1122.2006

The “Despicable Dozen”:Big companies!Public companies!“Cool” industries!Stability!Famous CEOs!“Hard” stuff!Plans!“Success”!Men!Incrementalism-KaizenMinimization!Uniformity!

The “Delectable Dozen”:SMEs!Private companies! “Dull” industries!Churn!Laudable CEOs!“Soft” stuff!Excellence!Action-Execution!Women!Imagination Unbound!Accentuate the Positive!Individuality!

The “Delectable Dozen”:SMEs!Private companies! “Dull” industries!Churn!laudable CEOs!“Soft” stuff!Excellence!Action-Execution!Women!Imagination Unbound!Accentuate the Positive!Individuality!




Leader Job OnePaint Portraits of Excellence!


“Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge

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


“The role of the Director is to create a space where the actors and actresses canbecome more than they’ve ever been before, more than they’ve dreamed of being.”—Robert Altman, Oscar acceptance speech


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

“It’s always showtime.”—David D’Alessandro, Career Warfare


“Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.”—Edie Seashore (Strategy + Business #45)


“Success seems to be largely a matter of hangingon after others have let go.”—William Feather, author

PURPOSE.PASSION.Potential.Presence.Personal.PERSISTENCE.PRIORITIES. PEOPLE.potent.Positive.

“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

“Dennis, you need a … ‘To-don’t ’ List !”

PURPOSE.PASSION.Potential.Presence.Personal.PERSISTENCE.PRIORITIES.PEOPLE i. Potent.Positive.

“Leaders‘do’ people. Period.”—Anon.

“Leaders‘SERVE’ people. Period.”—inspired by Robert Greenleaf

Officers eat last!

PURPOSE.PASSION.Potential.Presence.Personal.PERSISTENCE.PRIORITIES.PEOPLE ii. Potent.Positive.

2 per Year/20 per Decade =Excellence + Legacy

PURPOSE.PASSION.Potential.Presence.Personal.PERSISTENCE.PRIORITIES.PEOPLE Iii. Potent.Positive.

Internal “brand promise”!

IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employabilitySource: Ed Michaels, The War for Talent; TP

Brand = Talent.


Kevin Roberts’ Credo1. 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!


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

“Excellence can be obtained if you:

... care more than others think

is wise; ... risk more than others think

is safe; ... dream more than others think

is practical; ... expect more than others think

is possible.”

Source: Anon. (Posted @ tompeters.com by

K.Sriram, November 27, 2006 1:17 AM)

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