Tom peters re imagine business excellence in a disruptive age 02 07 2004
This presentation is the property of its rightful owner.
Sponsored Links
1 / 978

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 02.07.2004 PowerPoint PPT Presentation


  • 54 Views
  • Uploaded on
  • Presentation posted in: General

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 02.07.2004. Slides at … tompeters.com. I. NEW BUSINESS. NEW CONTEXT.

Download Presentation

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 02.07.2004

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

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


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Tom Peters Re-Imagine!Business Excellence in a Disruptive Age02.07.2004


Slides at tompeters com

Slides at tompeters.com


I new business new context

I. NEW BUSINESS. NEW CONTEXT.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Uncertainty is the only thing to be sure of.Anthony Muh,head of investment in Asia, Citigroup Asset ManagementIf you dont like change, youre going to like irrelevance even less.General Eric Shinseki, Chief of Staff, U. S. Army


All bets are off

All Bets Are Off.


Jobs technology globalization war warfighting security

Jobs TechnologyGlobalization War, Warfighting & Security


Jobs new technology globalization war warfighting security

JobsNew TechnologyGlobalization War, Warfighting & Security


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Behind Surging Productivity: The Service Sector Delivers. Firms Once Thought Immune to Boosting Worker Output Are Now Big Part of the TrendHeadline/WSJ/11.03


As economy gains outsourcing surges headline boston globe 11 03

As Economy Gains, Outsourcing SurgesHeadline/Boston Globe/11.03


1 in 10 tech jobs headed offshore by end of 200 4 source gartner group 06 03

1 in 10 tech jobs headed offshore by end of 2004.Source: Gartner Group/06.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

14MILLION service jobs are in danger of being shipped overseasThe Dobbs Report/USN&WR/11.03/re new UCB study


Tom peters re imagine business excellence in a disruptive age 02 07 2004

One Singaporean workercosts as much as 3 in Malaysia 8 in Thailand 13 in China 18 in India.Source: The Straits Times/08.18.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

--79% of U.S. jobs in structurally changed professions (permanently eliminated jobs)(40K of 160K U.S. IBM)--As we trade we release more labor from the service sector because our highly skilled and highly paid workers lose their competitive advantage. So we go to the next big thing. We specialize in innovation. We develop new products and start new industries. (Erica Groshen, labor economist Fed of NY)Source: CNN/Money/01.07.2004


There is no job that is america s god given right anymore carly fiorina hp 01 08 2004

There is no job that is Americas God-given right anymore.Carly Fiorina/ HP/ 01.08.2004


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Either we modernize or we will be modernized by the unremitting force of the markets.Gerhard Schroeder


Jobs technology globalization war warfighting security1

JobsTechnologyGlobalization War, Warfighting & Security


Tom peters re imagine business excellence in a disruptive age 02 07 2004

<1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift1800s: > prior 900 years1900s: 1st 20 years > 1800s2000: 10 years for paradigm shift21st century: 1000Xtech change than 20th century (the Singularity, a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history)Ray Kurzweil


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Vernor Vinge/Mr. SingularityThe transition time from human history to post-human singularity time, Vinge thinks, will be astonishingly shortmaybe one hundred hours from the first moment of computer self-awareness to computer world conquest.Esquire/12.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We found that the pace of development from one societal type to another is accelerating. The agricultural society originated 10,000 years ago, the industrial society between 200 and 100 years ago, the information-based society 20 years ago.Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

In 25 years, youll probably be able to get the sum total of all human knowledge on a personal device.Greg Blonder, VC [was Chief Technical Adviser for Corporate Strategy @ AT&T] [Barrons 11.13.2000]


Tom peters re imagine business excellence in a disruptive age 02 07 2004

A California biotechnology company has put the entire sequence of the human genome on a single chip, allowing researchers to conduct on the complex relationships between the 30,000 genes that make up a human being in a single experiment.Page 1, Financial Times/10.03.2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Sequenom/David Ewing Duncan/Wired11.02Sequenom has industrialized the SNP [single nucleotide polymorphisms] identification process. This, Im told, is the first time a healthy human has ever been screened for the full gamut of genetic-disease markers. On the horizon: multi-disease gene kits, available at Wal*Mart, as easy to use as home-pregnancy tests. You cant look at humanity separate from machines; were so intertwined were almost the same species, and the difference is getting smaller.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Help! Theres nobody in the cockpit. In the future, will the airlines no longer need pilots?Grumman Global Hawk/ 24 hours/ Edwards to South AustraliaSource: The Economist/12.21.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Theres going to be a fundamental change in the global economy unlike anything we have hadsince the cavemen began bartering.Arnold Baker, Chief Economist, Sandia National Laboratories


Tom peters re imagine business excellence in a disruptive age 02 07 2004

UPS used to be a trucking company with technology. Now its a technology company with trucks.Forbes, upon naming UPS Company of the Year in Y2000


Jobs technology globalization war warfighting security2

JobsTechnologyGlobalization War, Warfighting & Security


The world must learn to live with a wide awake china headline ft 11 03

The World Must Learn to Live with a Wide-awake ChinaHeadline/FT/11.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Cost of a programmer per ibm china 12 50 per hour usa 56 per hour source wsj 01 19 2004

Cost of a Programmer, per IBM China: $12.50 per hourUSA: $56 per hourSource: WSJ/01.19.2004


China roars

China Roars!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

China has become a manufacturing hub for the rest of the world in low-end labor-intensive goodsand the rest of the world is becoming a manufacturing hub for China in high-end, capital-intensive goods. China may be a threat to certain parts of the global supply chain that rely on low-cost labor, but it represents an even greater opportunity via production-efficiency gains, economic welfare gains and long-term dynamic potential. Its booming exports are more than matched by booming industrial imports and foreign investment opportunities. It has become the new engine of global growth.Source: Glen Hodgson & Mark Worrall/Export Development Canada, in China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Population growth = 1%; two-thirds of housing privately owned, 90% of urban Chinese own a home (vs. 61% in Japan)Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

200 cities with >1,000,000 population.Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

200,000,000 unemployed; must create 20,000,000 jobs per year to offset layoffs; 400,000,000 elderly Chinese by 2030 (currently no pension funds).Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

397,000,000 fixed phone lines = 90X since 1989.Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

When the Chinese Consumer Is King: Americas mass market is second to none. Someday it will just be second.Headline, New York Times/12.14.2003


World economic output u s a 21 eu 16 china 13 2x since1991 source new york times 12 14 2003

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

America, like everyone else, must get used to being a loser as well as a gainer in the global economy. In the end, the 21st century is unlikely to be the American Century.When the Chinese Consumer Is King/New York Times/12.14.2003.The notion that God intended Americans to be permanently wealthier than the rest of the world, that gets less and less likely as time goes on.Robert Solow, Nobel laureate in economics/New York Times/12.14.2003


Jobs technology globalization war warfighting security3

JobsTechnologyGlobalizationWar, Warfighting & Security


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We are at a pivotal point in history. We are at one of a half dozen turning points that have fundamentally changed the way societies are organized for governance.Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History


Tom peters re imagine business excellence in a disruptive age 02 07 2004

September 11 amounts to World War IIIthe third great totalitarian challenge to open societies in the last 100 years.Thomas Friedman/NYT/01.08.2004


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The worlds new dimension (computers, Internet, globalization, instantaneous communication, widely available instruments of mass destruction and so on) amounts to a new metaphysics that, by empowering individual zealots or agitated tribes with unappeasable grievances, makes the world unstable and dangerous in radically new ways. Lance Morrow/Evil


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Breaking of Nations: Order and Chaos in the Twenty-first CenturyRobert Cooper (as interpreted by Tom Peters)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

This is a dangerous world and it is going to become more dangerous.We may not be interested in chaos but chaos is interested in us.Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century


Tom peters re imagine business excellence in a disruptive age 02 07 2004

What happened after 1945 was not so much a radically new system as the concentration and culmination of the old one. Robert Cooper, on the Cold War, from The Breaking of Nations: Order and Chaos in the Twenty-first Century


Tom peters re imagine business excellence in a disruptive age 02 07 2004

What has been emerging into the daylight since 1989 is not a rearrangement of the old system but a new system. Behind this lies a new form of statehood, or at least states that are behaving in a radically different way from the past. Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The image of peace and order through a single hegemonic power center [is wrong]. It was not the empires but the small states that proved to be a dynamic force in the world. Empires are ll-designed for promoting change. Holding an empire together requires an authoritarian political style; innovation leads to instability.Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century


Read this

Read This!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The new century risks being overrun by both anarchy and technology. The two great destroyers of history may reinforce each other. Both the spread of terrorism and that of weapons of mass destruction point to a world in which Western governments are losing control. The spread of the technology of mass destruction represents a potentially massive redistribution of power away from the advanced industrial (and democratic) states and toward smaller states that may be less stable and have less of a stake in an orderly world; or more dramatically still, it may represent a redistribution of power away from the state itself and towards individuals, that is to say terrorists or criminals. In the past to be damaging, an ideological movement had to be widespread to recruit enough support to take on authority. Henceforth, comparatively small groups will be able to do the sort of damage which before only state armies or major revolutionary movements could achieve. A few fanatics with a dirty bomb or biological weapons will be able to cause death on a scale not previously envisaged. Emancipation, diversity, global communicationall of the things that promise an age of riches and creativitycould also bring a nightmare in which states lose control of the means of violence and people lose control of their futures.Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century


Reflect

Reflect.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The two systemsthe modern based on balance and the post-modern based on opennessdo not co-exist well together.Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Before we can talk about the security requirements for today and tomorrow, we have to forget the security rules of yesterday.Robert Cooper,The Breaking of Nations: Order and Chaos in the Twenty-first Century


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The deadliest strength of Americas new adversaries is their very fluidity, Defense Secretary Donald Rumsfeld believes. Terrorist networks, unburdened by fixed borders, headquarters or conventional forces, are free to study the way this nation responds to threats and adapt themselves to prepare for what Mr. Rumsfeld is certain will be another attack. Business as usual wont do it, he said. His answer is to develop swifter, more lethal ways to fight. Big institutions arent swift on their feet in adapting but rather ponderous and clumsy and slow. The New York Times/09.04.2002


From weapon v weapon to org structure v org structure

From: Weapon v. WeaponTo:Org structure v. Org structure


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Our military structure today is essentially one developed and designed by Napoleon.Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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 & Ren Tissen, Zero Space: Moving Beyond Organizational Limits.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

In an era when terrorists use satellite phones and encrypted email,US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that dont talk to each other.Boston Globe (09.30.2001)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective.In effect, they Napsterized the battlefield by cutting out the middlemen (much of the militarys command and control) and working directly with the real players. The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.Ned Desmond/Broadbands New Killer App/Business 2.0/ OCT2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

If early soldiers idealized Napoleon or Patton, network-centric warriors admire Wal*Mart,where point-of-sale scanners share information on a near real-time basis with suppliers and also produce data that is mined to help leaders develop new strategic or tactical plans. Wal*Mart is an example of translating information into competitive advantage.Tom Stewart, Business 2.0


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The New Infantry Battalion/New York Times/12.01.2002Pentagons Urgent Search for Speed. 270 soldiers (1/3rd normal complement); 140 robotic off-road armored trucks. Every soldier is a sensor. Revolutionary capabilities. Find-to-hit: 45 minutes to 15 minutes in just one year.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Armies are like plants, immobile, firm-rooted, nourished through long stems to the head guerillas: might be a vapour; fighting guerillas like eating soup with a knifeSource: T.E. Lawrence


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Erics ArmyFlat.Fast.Agile.Adaptable.Light But Lethal.Talent/ I Am an Army of One.Info-intense.Network-centric.


Float like a butterfly sting like a bee ali

Float like a butterfly. Sting like a bee. Ali


Tom peters re imagine business excellence in a disruptive age 02 07 2004

To fight terrorism with an army is like trying to shoot a cloud of mosquitoes with a machine gun.Review of Terror in the Name of God/NYT/11.2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Rather than have massive armies that people can go along and inspect, it is now about having rapidly deployable expediency forces that can be dropped by land, sea or air and with full support. MoD official, on Defense Secretary Geoff Hoons defense white paper (12.2003)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We must not only transform our armed forces but the Defense Department that serves themby encouraging a culture of creativity and intelligent risktaking. We must promote a more entrepreneurial approach: one that encourages people to be proactive, not reactive, and to behave less like bureaucrats and more like venture capitalists; one that does not wait for threats to emerge and be validated, but rather anticipates them before they appear and develops new capabilities to dissuade them and deter them. Donald Rumsfeld, Foreign Affairs


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Boyd


Tom peters re imagine business excellence in a disruptive age 02 07 2004

OODA Loop/Boyd CycleUnraveling the competition/ Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ So quick it is disconcerting (adversary over-reacts or under-reacts)/ Winners used tactics that caused the enemy to unravel before the fight (NEVER HEAD TO HEAD)BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Fast TransientsButtonhook turn (YF16: could flick from one maneuver to another faster than any aircraft)BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity./ Arrange the mind of the enemy.T.E. Lawrence/ Float like a butterfly, sting like a bee.AliBOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

F86 vs. MiG/Korea/10:1Bubble canopy (360 degree view)Full hydraulic controls (The F86 driver could go from one maneuver to another faster than the MiG driver)MiG: faster in raw acceleration and turning ability; F86: quicker in changing maneuversBOYD:The Fighter Pilot Who Changed the Art of War (Robert Coram)


Maneuverists boyd the fighter pilot who changed the art of war robert coram

ManeuveristsBOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Thunder Run/3rd Infantry Division/04.07.2004/We wanted to create as much chaos as possible.COL David Perkins/Disorient and demoralizeDHR


Strategy meetings held once or twice a year to strategy meetings needed several times a week

Strategy meetings held once or twice a year to Strategy meetings needed several times a week

Source: New York Times on Meg Whitman/eBay


All bets are off1

All Bets Are Off!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

There will be more confusion in the business world in the next decadethan in any decade in history. And the current pace of change will only accelerate.Steve Case


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We have no future because our present is too volatile. We have only risk management. The spinning of the given moments scenarios. Pattern recognition.from William Gibson, Pattern Recognition


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Save the date. Dennis Kozlowski and Mark Swartz. Martha Stewart. Scott Sullivan. John Rigas. Walter Forbes and Kirk Shelton. Frank Quattrone. Richard Scrushy. Miscl. EnronniesSource: Headline/Business Day/NYT/01.08.2004


We are in a brawl with no rules paul allaire

We are in abrawl with no rules.Paul Allaire


S a v

S.A.V.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

I Believe 1. Change will accelerate. DRAMATICALLY.2. We will RE-INVENT THE WORLD IN THE NEXT TWO GENERATIONS.(Business Health Care Politics War Education Fundamentals of Human Interaction.)3. OPPORTUNITIES are matchless.4. You are either ON THE BUS or OFF THE BUS.5. I WANT TO PLAY! ANDYOU?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Successful Businesses Dozen Truths: TPs 30-Year Perspective1. Insanely Great & Quirky Talent.2. Disrespect for Tradition.3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do.4. Utter Disbelief at the Bullshit that Marks Normal Industry Behavior.5. A Maniacal Bias for Execution and Utter Contempt for Those Who Dont Get It.6. Speed Demons.7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)8. Passionate Hatred of Bureaucracy.9. Willingness to Lead the Customer and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.)10. Reward Excellent Failures. Punish Mediocre Successes. 11. Courage to Stand Alone on Ones Record of Accomplishment Against All the Forces of Conventional Wisdom.12. A Crystal Clear Understanding of Brand Power.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

It is the foremost taskand responsibilityof our generation to re-imagine our enterprises, private and public.from the Foreword, Re-imagine


Tom peters re imagine business excellence in a disruptive age 02 07 2004

How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasisa regulated, engineered world? Or do we embrace dynamisma world of constant creation, discovery and competition? Do we value stability and control? Or evolution and learning? Do we think that progress requires a central blueprint? Or do we see it as a decentralized, evolutionary process? Do we see mistakes as permanent disasters? Or the correctable byproducts of experimentation? Do we crave predictability? Or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape. Virginia Postrel, The Future and Its Enemies


2 the destruction imperative

2. The Destruction Imperative.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


C e o to c d o

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


It s just a fact survivors underperform dick foster

Its just a fact: Survivors underperform.Dick Foster


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Rate of Leaving F5001970-1990: 4XSource: The Company, John Micklethwait & Adrian Wooldridge (1974-200: One-half biggest 100 disappear)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Far from being a source of comfort, bigness became a code for inflexibility.John Micklethwait & Adrian Wooldridge, The Company


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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:Im sure there are success stories out there, but at this moment I draw a blank.Mark Sirower, The Synergy Trap


Conglomerates don t work james surowiecki the new yorker 07 01 2002

Conglomerates dont work.James Surowiecki, The New Yorker (07.01,2002)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against.Carl Sagan & Ann Druyan,Shadows of Forgotten Ancestors


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Survival of the Fittest Not the Fattest/John Kay/FT03.27.2003I have heard it from people who make pharmaceuticals and from people who make defense equipment. From executives in utilities and executives in advertising. Among banks and law firms. .. They all expect their industry to develop the way the car industry has. In an increasingly globalized marketplace, maturing industries will become steadily more concentrated. Only a small number of big companies will survive.There is one problem with these analogies. What is said about the motor industry is not true.The peak of concentration in the automobile industry was reached in the early 1950s and since then there has been a substantial decline. However you look at it, small carmakers have been steadily gaining market share at the expense of large ones. Back in the 1960s, the 10 largest carmakers had a market share of 85 percent; today it is about 75 percent. Concentration has fallen, even though weak firms have been repeatedly absorbed through mergers.As markets evolve, differentiation becomes steadily more important. Success in the motor industry comes not from size or scale, but from developing competitive advantages in operations and marketing those advantages internationally. The same is true in pharmaceuticals and defense equipment, utilities and banking, telecommunications and media.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Lessons from the Bees!Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Natures] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for mergings sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong.David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Industrial Revolution was about scale: vast factory complexes, skyscrapers and railway grids concentrating power in the hands of rulers of large territories: not only responsible rulers such as Bismarck and Disraeli, but Hitler and Stalin too. But the post-Industrial Revolution empowers any one with a cellular phone and a bag of explosives. Americas military superiority guarantees that such new adversaries will not fight according to our notions of fairness: they will come at us by surprise, asymmetrically, at our weakest points. Robert Kaplan, Warrior Politics


Tom peters re imagine business excellence in a disruptive age 02 07 2004

TP on Acquisitions1. Big + Big = Disaster. (Statistically.) (There are exceptions; e.g., Citigroup.)2. Big (GE, Cisco, Omnicom) acquires small/specialist = Good if you can retain Top Talent.3. Odds on achieving projected synergies among Mixed Big cultures: 10%.4. Max Scale Advantages are achieved at a smaller size than imagined.5. Attacked by Big, Mediocre Medium marries Mediocre Medium to bulk up. Result: Big Mediocrity or worse.6. Any sizeif Great & Focusedcan win, locally or globally.7. Increasingly, Alliances deliver more value than mergers and clearly abet flexibility.


The new g e way dyb com

The [New] Ge WayDYB.com


Change the rules before somebody else does ralph seferian vp oracle

Change the rules before somebody else does.Ralph Seferian, VP, Oracle


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Most of our predictions are based on very linear thinking. Thats why they will most likely be wrong.Vinod Khosla, in GIGATRENDS, Wired 04.01


The gales of creative destruction 29m 44 m 73m 4m 4m 0m

The Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0M


The secret of fast progress is inefficiency fast and furious and numerous failures kevin kelly

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

RM: A lot of companies in the Valley fail.RN: Maybe not enough fail.RM: What do you mean by that?RN: Whenever you fail, it means youre trying new things.Source: Fast Company


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

... 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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Axiom (Hypothesis): We have been screwed by Benchmarking Best Practice C.I./Kaizen.Axiom (Hypothesis): We need Masters of Discontinuity/ Masters of Ambiguity in discontinuous/ambiguous times.


Organize for performance customer satisfaction disorganize for renewal innovation

Organize for performance & customer satisfaction.Disorganize for renewal & innovation.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Rose gardeners face a choice every spring: how to prune our roses. The long-term fate of a rose garden depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. You will reduce each rose plant to a maximum of three stems. This represents a policy of low tolerance and tight control. You force the plant to make the maximum use of its available resources, by putting them into the the roses core business. However, if this is an unlucky year [late frost, deer, green-fly invasion], you may lose the main stems or the whole plant! Pruning hard is a dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will leave more stems on the plant. You will never have the biggest roses, but you have a much-enhanced chance of having roses every year. You will achieve a gradual renewal of the plant. In short, tolerant pruning achieves two ends: (1) It makes it easier to cope with unexpected environmental changes.(2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resourcesthe extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier. Tolerance of internal weakness, ironically, allows the rose to be stronger in the long run.Arie De Geus, The Living Company


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Japans Science Gap *Rice farming culture: uniqueness suppressed. Govt control of R & D. Promotion based on seniority. Consensus vs. debate. (U.S.: friends can be mortal enemies.) Bias for C.I. vs. bold leaps. Lack of competition and critical evaluation (peer review). Syukuro Manabe: What we need to create is job insecurity rather than security to make people compete more.*Hideki Shirakawa, Nobel laureate, chemistry


Tom peters re imagine business excellence in a disruptive age 02 07 2004

December 2000: Swiss House for Advanced Research & Education. Cambridge, Massachusetts. Xavier Comtesse: You never hear a Swiss say, I want to change the world. We need to take more risks.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Word(s) on Vitality: Gary HamelSell By [jettison old crap]Spin Out [support entrepreneurs]Spin In [buy young firms]


No wiggle room incrementalism is innovation s worst enemy nicholas negroponte

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Perfection is achieved only by institutions on the point of collapse c northcote parkinson

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


2a yo jim or the case for t e c h n i c o l o r

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Jim tom joined at the hip not

Jim & Tom. Joined at the hip. Not.


I good to great ii built to last iii quiet humble leaders

I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders


I good to great ii built to last iii quiet humble leaders1

I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Good to Great: Fannie Mae and Freddie Mac receive as much as $164 billion in implicit federal subsidies but have done little to increase home ownership or reduce the cost of home loans, according to a draft study by the Federal Reserve. New York Times/12.23.03 (Average rate reduction is 7 basis points, or .07%)


Great companies set the agenda period

Great Companies SETTHEAGENDA. (Period.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


T b atari dec wang j vs t hp carly f

T & B: Atari, DEC, WANG?J vs. T: HP/Carly F?


I good to great ii built to last iii quiet humble leaders2

I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Built to Last v. Built to FlipThe problem with Built to Last is that its a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.Increasingly, successful businesses will be ephemeral. They will be built to yield something of value and once that value has been exhausted, they will vanish.Fast Company


Warren bennis patricia ward biederman organizing genius great groups don t last very long

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


W a mozart 1756 1791 he changed the world and enriched humanity

W.A. Mozart 1756 1791HE CHANGED THE WORLD AND ENRICHED HUMANITY


We are in a brawl with no rules paul allaire1

We are in abrawl with no rules.Paul Allaire


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The difficulties arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourishand old ones to die a timely death. We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. The current apocalypsethe transition from a state of continuity to state of discontinuityhas the same suddenness [as the trauma that beset civilization in 1000 A.D.] Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The corporation as we know it, which is now 120 years old, isnot likely to survive the next 25 years.Legally and financially, yes, but not structurally and economically.Peter Drucker, Business 2.0


Tom peters re imagine business excellence in a disruptive age 02 07 2004

But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever.Kjell Nordstrm and Jonas Ridderstrle,Funky Business


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Jane Jacobs:Exuberant Varietyvs. the Great Blight of Dullness. F.A. Hayek:Spontaneous Discovery Process.Joseph Schumpeter: theGales of Creative Destruction.


I good to great ii built to last iii quiet humble leaders3

I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders


Huh quiet workmanlike stoic leaders bring about the big transformations jc

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Wellington nelson disraeli churchill montgomery thatcher

WellingtonNelsonDisraeliChurchillMontgomeryThatcher


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Humble Pastels?T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. FranklinA. Lincoln/U.S. Grant/W.T. ShermanTR/FDR/LBJ/RR/JFKPatton/Monty/HalseyM.L. King/C. de Gaulle/M. Gandhi/W. ChurchillPicasso/Mozart/Copernicus/Newton/Einstein/Djarassi/Watson H. Clinton/G. Steinem/I. Gandhi/G. Mieir/M. Thatcher E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B. Gates/S. Jobs/S. McNealy/T. Turner/R. Murdoch/W. Wriston A. Carnegie/J.P. Morgan/H. Ford/S. Honda/J.D. Rockefeller/T.A. Edison Rummy/Norm/Henry/Wolfie Elizabeth Cady Stanton/Susan B. Anthony/Martha Cary Thomas/Carrie Chapman Catt/Alice Paul/Anna Elizabeth Dickinson/Arabella Babb Mansfield/Margaret Sanger


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


A vainglorious self promoter spoiling for a fight arthur koestler on galileo

a vainglorious self-promoter spoiling for a fightArthur Koestler on Galileo


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


The good conduct medal

the Good Conduct medal.


Men with no vices have very few virtues a lincoln

Men with no vices have very few virtues.A. Lincoln


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Jim Collins vs. Michael Maccobyquiet, workmanlike, stoicvs. larger-than-life leaders/ egoists, charmers, risk-takers with big visions: Carnegie, Rockefeller, Edison, Ford, Welch, Jobs, Gates


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Ii new business new tech

II. NEW BUSINESS. NEW TECH.


3 is it web on the bus or off the bus

3. IS/ IT/ Web:On the Bus or Off the Bus.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

E-commerce is happening the way all the hype said it would. Internet deployment is happening. Broadband is happening. Everything we ever said about the Internet is happening. And it is very, very early. We cant even glimpse ITs potential in changing the way people work and live. Andy Grove (BusinessWeek/August 2003)


100 square feet

100square feet


Dell s optiplex facility big job 6 to 8 hours 80 000 per day parts inventory 100 square feet

Dells OptiPlex FacilityBig Job: 6 to 8 hours.(80,000 per day)Parts Inventory:100square feet.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Our entire facility is digital. No paper, no film, no medical records. Nothing. And its all integratedfrom the lab to X-ray to records to physician order entry. Patients dont have to wait for anything. The information from the physicians office is in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. Its wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer thats pre-programmed. If the physician wants, well go out and wire their house so they can sit on the couch and connect to the network. They can review a chart from 100 miles away. David Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Supply Chain 2000:When Joe Employee at Company X launches his browser, hes taken to Company Xs personalized home page. He can interact with the entire scope of Company Xs world customers, other employees, distributors, suppliers, manufacturers, consultants. The browser that is, the portal resembles a My Yahoo for Company X and hooks into every network associated with Company X. The real trick is that Joe Employee, business partners and customers dont have to be in the office. They can log on from a cell phone, Palm Pilot, pager or home office system.Red Herring (09.2000)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective.In effect, they Napsterized the battlefield by cutting out the middlemen (much of the militarys command and control) and working directly with the real players. The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.Ned Desmond/Broadbands New Killer App/Business 2.0/ OCT2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


The real news x1 000 000 towtrucknet com

The Real News: X1,000,000TowTruckNet.com


E piphany epicurious com

e-piphanyepicurious.com


Tom peters re imagine business excellence in a disruptive age 02 07 2004

eRevolution40,000,000Americans (1 of 2 singles/40% of American adults) went to an online matchmaking site last month (USN&WR/09.29.03)


Flash mobs

flash mobs (!)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Open source is doing for mass innovation what the assembly line did for mass production. Get ready for the era when collaboration replaces the corporation. Thomas Goetz/ Wired/11.2003 (Current methods are not fast enough, not ambitious enough, or dont take advantage of our collective creative potential.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

A Big Electronics Show, the Buzz Is All About Connections headline, New York Times/ 01.13.2003/ Consumer Electronics Show


Tom peters re imagine business excellence in a disruptive age 02 07 2004

m-On or Out of the LoopManagers in Finland always keep their phones on. Customers expect fast reactions. And if you cant reach a superior, you make many decisions yourself. Managers who want to influence decisions of subordinates must keep their phones open.Risto Linturi, Finnish m-guru, in Howard Rheingolds Smart Mobs


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Impact No. 1/ Logistics & Distribution: Wal*Mart Dell Amazon.com Autobytel.com FedEx UPS Ryder Cisco Etc. Etc. Ad Infinitum.


Autobytel 400 wal mart 13 source bw 05 13 2002

Autobytel:$400.Wal*Mart:13%.Source: BW(05.13.2002)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Read it closely we don t sell insurance anymore we sell speed peter lewis progressive

Read It Closely:We dont sell insurance anymore.Wesell speed.Peter Lewis, Progressive


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The New Infantry Battalion/New York Times/12.01.2002Pentagons Urgent Search for Speed. 270 soldiers (1/3rd normal complement); 140 robotic off-road armored trucks. Every soldier is a sensor. Revolutionary capabilities. Find-to-hit: 45 minutes to 15 minutes in just one year.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Theres no use trying, said Alice. One cant believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast.Lewis Carroll


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

Inet allows you to dream dreams you could never have dreamed before!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Hyperlinks subvert hierarchy the cluetrain manifesto

Hyperlinks subvert hierarchy!The Cluetrain Manifesto


Tom peters re imagine business excellence in a disruptive age 02 07 2004

[ Words to Live By Hierarchy is an organization with its face toward the CEO and its ass toward the customer.Kjell Nordstrom and Jonas Ridderstrale,Funky Business]


Case crm

Case: CRM


Anne busquet american express not age of the internet is age of customer control

Anne Busquet/ American ExpressNot: Age of the InternetIs: Age of Customer Control


Amen the age of the never satisfied customer regis mckenna

Amen!The Age of the NeverSatisfied CustomerRegis McKenna


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Web enables total transparency.People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead.Kjell Nordstrm and Jonas Ridderstrle, Funky Business


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Parents, doctors, stockbrokers, even military leaders are starting to lose the authority they once had. There are all these roles premised on access to privileged information. What we are witnessing is a collapse of that advantage, prestige and authority.Michael Lewis, next


Tom peters re imagine business excellence in a disruptive age 02 07 2004

A seismic shift is underway in healthcare. The Internet is delivering vast knowledge and new choices to consumersraising their expectations and, in many cases, handing them the controls. [Healthcare] consumers are driving radical, fundamental change.Deloitte Research, Winning the Loyalty of the eHealth Consumer


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Welcome to D.I.Y. Nation:Changes in business processes will emphasize self service. Your costs as a business go down and perceivedservice goes up because customers are conducting it themselves.Ray Lane, Oracle


Psych 101 strongest force on earth my need to be in perceived control of my universe

Psych 101: Strongest Force on Earth?My need to be in perceived control of my universe!


Crm has almost universally failed to live up to expectations butler group uk

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Here We Go Again: Except Its Real This Time!Bank online: 24.3M (10.2002);2XY2000.Wells Fargo: 1/3rd; 3.3M;50% lower attrition rate; 50% higher growth in balances than off-line; more likely to cross-purchase; happier and stay with the bank much longer.Source: The Wall Street Journal/10.21.2002


4 the white collar revolution

4. The White Collar Revolution.


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Steel: 75,000,000 tons in 82 to 102,000,000 tons in 02. 289, 000 steelworkers in 82 to 74,000 steelworkers in 02. Source: Fortune/11.24.03


The coefficient of friction associated with the grunge of business is amazing michael schrage

The coefficient of friction associated with the grunge of business is amazing!Michael Schrage


A bureaucrat is an expensive microchip dan sullivan consultant and executive coach

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


Ibm s project eliza self bootstrapping artilects

IBMs Project eLiza!** Self-bootstrapping/ Artilects


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Probable parole violations: Simple model (age, # of previous offenses, type of crime) beats M.D. shrinks. 100 studies: Statistical formulas > Human judgment. In virtually all cases, statistical thinking equaled or surpassed human judgment.Atul Gawande, Complications


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Don t own nothin if you can help it if you can rent your shoes f g

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The virtual corporation is research, development, design, marketing, financing, legal, and other headquarters functions with few or no manufacturing capabilities a company with a head but no body.Richard Rosecrance, The Rise of the Virtual State


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

WHERE IS YOUR JOB GOING: writing software, designing chips, reading MRIs, processing mortgages, preparing tax returns, managing computer networks (etc: GE Capitals 15,000 in Delhi), preparing PP slides for McKinsey (350 in Chennai), equity analysis of U.S. companies (Morgan Stanley) Source: Fortune/11.24.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Know we know what all that fiber-optic cable is good for: BROADBANDS KILLER APP, IT TURNS OUT, IS INDIAFortune/11.24.03


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

GE is a champion of Indias scientists, technicians, business analysts and graduates, thousands of whom work at the U.S. conglomerates offshore service centers in India. They are the low-cost, high capability vanguard of GEs outsourcing to India. Along the way, GE has transformed its cost structure, enhanced its ability to provide technology services and incubated a rare world-class industry in India. FT/06.03.03


Ebookers plc

!!!!!!!!!ebookers PLC


Iii new business new value proposition

III. NEW BUSINESS. NEW VALUE PROPOSITION.


5 the psf solution the professional service firm model

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


Sarah daddy what do you do daddy i m a cost center

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


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

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


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

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


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

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


Tp to hrmac you are the rock stars of the age of talent

TP to HRMAC:Youare the Rock Stars of the Age of Talent!


Dd 21m

DD$21M


Tp to napm you are the rock stars of the b2b age

TP to NAPM:Youare the Rock Stars of the B2B Age!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

P.S.F.: SummaryH.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot Talent (see below)Adventurous cultureProprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++) When: Now!


Bmw s designworks usa 50 from outside work

BMWs Designworks/USA: >50% from outside work


G m the recruitment and development of top talent period v c bets on talent bets on projects period

G.M. = The Recruitment and Development of Top Talent. [Period!]V.C. = Bets on Talent. Bets on Projects. [Period!]


Dept head i sports g m dept head ii v c

Dept. Head I = Sports G.M.Dept. Head II = V.C.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

eHR*/PCC***All HR on the Web**Productivity Consulting CenterSource: E-HR: A Walk through a 21st Century HR Department, John Sullivan, IHRIM


Model psf

Model PSF


Tom peters re imagine business excellence in a disruptive age 02 07 2004

(1) Translate ALL departmental activities into discrete W.W.P.F. Products.(2) 100% go on the Web.(3)Non-awesome are outsourced (75%??).(4)Remaining Centers of Excellence are retained & leveraged to the hilt!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


What do i do first one minute excellence thomas watson

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


6 the heart of the value added revolution psfs unbound the solutions imperative

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


Base case the sameness trap

Base Case:The Sameness Trap


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


When we did it right it was still pretty ordinary barry gibbons on nightmare no 1

When we did it right it was still pretty ordinary.Barry Gibbons onNightmare No. 1


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Customers will try low cost providers because the Majors have not given them any clear reason not to.Leading Insurance Industry Analyst


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The surplus society has a surplus of similar companies, employing similarpeople, with similar educational backgrounds, coming up with similarideas, producing similar things, with similarprices and similarquality.Kjell Nordstrm and Jonas Ridderstrle, Funky Business


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Funky Business: To succeed we must stop being so goddamn normal. In a winner-takes-all world,normal = nothing.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

AT&T: President David Dorman: Back to long distance but with bundles of lucrative corporate services for the likes of Merrill Lynch, MasterCard, Hyatt. Consumer: Dump 25M subscribers (50%)hold on to high enders.Source: BW/05.20.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Is There a There There: The Ericsson Case1. 50+% Mfg to Solectron/Flextronics2. Substantial R&D to India3. Division for licensing technology4. JV with Sony on crown jewel handsets5. Net: a wireless specialist that depends on services more than manufacturing, on knowledge more than metalSource: BW/11.04.02


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


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

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


Keep in mind customer s atisfaction versus customer success

Keep In Mind: Customer Satisfactionversus Customer Success


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


E g utc otis carrier boxes to integrated building systems

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


Leased ac units of coolth

Leased AC: Units of Coolth


Tom peters re imagine business excellence in a disruptive age 02 07 2004

StaplesNew CEO Ron Sargent: 2X to $20B, in face of Wal*Mart (et al.) via delivery and other servicesSource: BusinessWeek/08.03


John deere landscapes this is our future

John Deere Landscapes: This is our future.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

UPS used to be a trucking company with technology. Now its a technology company with trucks.Forbes, upon naming UPS Company of the Year in Y2000


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

VISIONS OF A BRAND-NAME OFFICE EMPIRE. Sam Zell is not a man plagued by self doubt. Mr. Zell controls public companies that own nearly 700 office buildings in the United States. Now Mr. Zell says he will transform the real estate market by turning those REITs into national brands. Mr. Zell believes [clients] will start to view those offices as something more than a commodity chosen chiefly by price and location. New York Times (12.16.2001)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We are a real estate facilities consulting organization, not just an interior design firm.Jean Bellas, founder, SPACE (from SMPS Marketer)


Omnicom 60 of 7b from marketing services

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Ibm q3 10 15 03 rev 5 services consulting 11 software 5 hardware 5 pcs 2 technology chips 33

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


Fees fees fees cover story bw 09 29 03

FEES! FEES!FEES!Cover Story, BW/09.29.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Turnkey Nation/sHP Sun Farmers Group Northwestern Mutual Financial Network IBM AT&T Ericsson GE Power Systems GE Industrial Systems Ford Siemens Home Depot Deere UTC Otis UTC Carrier UPS Springs Industries RCI Equity Office Properties Omnicom India Singapore Etc.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Core Logic: (1) 108X5 to 8X1/ eLiza/ 100sf. (2) Dept. to PSF/ WWPF. (3) V.A. via PSFs Unbound/ Solutions/ Customer Success.


6a the solutions 25 no more silos no more stovepipes damn it

6A. The Solutions25.**NO MORE SILOS. NO MORE STOVEPIPES. (DAMN IT.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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 & Ren Tissen, Zero Space: Moving Beyond Organizational Limits.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Duh???*: Weve come up with a solution. Weve begun to create a form of communications that is much better than we had before, and thats allowed us to gather better data. Weve finally realized that we have an interplay with other hospitals and with pre-hospital.Dr. Ben Honigman, ER, U. Colorado Hospital, on diverts (Denver Post/05.05.02)*Internet + Data + Open data exchange + Barrier busting


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

KEY WORDS: Partners with our Customers in creating Memorable, Value-addedSolutions/ Successes/ Experiences.WHICH REQUIRES: Total Enterprise Responsiveness beyond functional walls.


Iv new business new brand

IV. NEW BUSINESS. NEW BRAND.


7 a world of scintillating experiences

7. A World of Scintillating Experiences.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Club Med is more than just a resort; its a means of rediscovering oneself, of inventing an entirely new me. Source: Jean-Marie Dru, Disruption


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


What can brown do for you

WHAT CAN BROWN DO FOR YOU?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

When Pete Rozelle ran the league, it was a football business and a good one. Now its truly an entertainment business.Paul Much, Investment Advisor


The experience ladder experiences services goods raw materials

The Experience LadderExperiences ServicesGoods Raw Materials


Tom peters re imagine business excellence in a disruptive age 02 07 2004

1940: Cake from flour, sugar (raw materials economy): $1.001955: Cake from Cake mix (goods economy): $2.001970: Bakery-made cake (service economy): $10.001990: Party @ Chuck E. Cheese (experience economy) $100.00


Message experience is the last 80 p s experience applies to all work

Message:Experience is the Last 80%P.S.: Experience applies to allwork!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

1940: Cake from flour, sugar (raw materials economy): $1.001955: Cake from Cake mix (goods economy): $2.001970: Bakery-made cake (service economy): $10.001990: Party @ Chuck E. Cheese (experienceeconomy) $100.00


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Bob Lutz:I see us as being in the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation.Source: NYT 10.19.01


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Its All About EXPERIENCES: Trapper to Wildlife Damage-control ProfessionalTrapper: <$20 per beaver pelt.WDCP: $150/problem beaver; $750-$1,000 for flood-control piping so that beavers can stay.Source: WSJ/05.21.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Moving CompaniesWSJ/08.2003: In Texas, Theyll fill your empty fridge with brie and wine. An outfit in New York promises quick high-speed Internet hookup. And when Allied Van Lines finishes unloading your couch, theyll have a feng shui expert figure out the right spot.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Lan installation co to geek squad 2 to 30 minn

LAN Installation Co.toGeek Squad(2% to 30%/Minn.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

From Service to Cause7X. 730A-800P. F12A.**Plus: WOW Department Kill a Stupid Rule contests, etc. 2001R: 34%; P: 29%; 90-00: 2,048%. Commerce Bank/NJ ($10B). Source: FC05.02.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Car designers need to create astory. Every car provides an opportunity to create anadventure. The Prowler makes yousmile. Why? Because its focused. It has aplot, a reason for being, apassion.Freeman Thomas, co-designer VW Beetle; designer Audi TT


Hmmmm only words story adventure smile focus plot passion

Hmmmm(?): Only Words StoryAdventureSmile FocusPlotPassion


First step hire a theater director as a consultant or fte

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Words! Magician of Magical Moments Maestro of Moments of Truth Recruiter of Raving Fans Impresario of First Impressions Wizard of WOW Captain of Brilliant Comebacks Director of Electronic Customer Experiences Conductor of Customer Intimacy King of Customer Community Queen of Customer Retention CEO of Ownership Experience Managing Director of After-sales Experience


Experience cirque du soleil

Experience Cirque du Soleil


Do you measure up if not why not

DO YOU MEASURE UP?**If not, why not?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Cirque du Soleil: 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 were leaving money on the table by not duplicating our shows. Theyre right.Daniel Lamarre, president).Source: The Phantasmagoria Factory/Business 2.0/1-2.2004


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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 dominanceServices & Experiences: Female dominance


Women don t buy brands they join them eveolution

Women dont buy brands. They join them.EVEolution


The experience ladder experiences services goods raw materials1

The Experience LadderExperiences ServicesGoods Raw Materials


Tg w vs tg r

<TGWvs.>TGR


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Dell + IBM + Harley Davidson* = Magic!*Frictionless throughout Supply-chain + EncompassingSolutions + Scintillating Experience


8 experiences embracing the dream business

8. Experiences+: Embracing the Dream Business.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

A shipping clerk earning $25,000 a year treats herself to silk pajamas at Victorias Secret. A dual-income couple earning $125,000 orders a $4,000 Viking range for their townhouse even though the developer offered to throw in a perfectly serviceable generic range at no extra charge. These purchases reflect an important worldwide behavioral shift. Consumers today are willing to pay a significant premium for goods and services that are emotionally important to them and that deliver the perceived values of quality, performance and engagement.But in other categories that arent emotionally important, they become bargain hunters: a passionate Mercedes driver will shop at Target every weekend; a construction worker who splurges on a $3,000 set of Callaway golf clubs will buy store brand groceries. Trading Up: The New American Luxury/Michael Silverstein & Neil Fiske


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Common Products Dream ProductsMaxwell House StarbucksBVD Victorias SecretPayless FerragamoHyundai FerrariSuzuki Harley-DavidsonAtlantic City AcapulcoNew Jersey CaliforniaCarter KennedyConners PeleCNN MillionaireSource: Gian Luigi Longinotti-Buitoni


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Constantly Magnify Perceived ValueMaximize your value-added by fulfilling the dreams of your clients.Only invest in what is valuable for your client.Dont let the short-term results weaken the long-term value of your brand.Balance rigorous control of the financial endeavor with the emotional management of your brand.Build a financial structure that allows risk-taking: NO RISKSNO DREAMS.Establish long-term price power in order to avoid the trap of the commodity product.Source: Gian Luigi Longinotti-Buitoni


Tom peters re imagine business excellence in a disruptive age 02 07 2004

(Revised)Experience LadderDreams Come True Awesome ExperiencesSolutionsServicesGoodsRaw Materials


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Safe, On-time and ...We defined personality as a market niche. We seek to amaze, surprise, entertain. Herb Kelleher, SWA / LUV


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Furniture vs. DreamsWe 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


Horchow com furniture accessories dreams

HORCHOW.COMFurniture. Accessories. Dreams.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. The Dream Society is emerging this very instantthe shape of the future is visible today. Right now is the time for decisionsbefore the major portion of consumer purchases are made for emotional, nonmaterialistic reasons. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Six Market Profiles1. 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 CnvictionsRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business


Tom peters re imagine business excellence in a disruptive age 02 07 2004

New Market RealitiesSelling Dreams: How to Make Any Product Irresistible, Gian Luigi Longinotti-BuitoniThe Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business, Rolf JensenTrading Up: The New American Luxury, Michael Silverstein & Neil Fiske


9 the mostly ignored soul of experiences design rules

9. The [Mostly Ignored] Soul of Experiences: Design Rules!


Design myths

Design Myths.


Unconventional design messages not about lumpy objects no t about 79 000 objects

Unconventional [Design] MessagesNot about ... Lumpy Objects!Not about ... $79,000 objects


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The I.D. [International Design] Forty*Airstream Alfred A. Knopf Apple Computer Amazon.com Bloomberg Caterpillar CNN DisneyFedEx Gillette IBM Martha Stewart New Balance Nickelodeon Patagonia The New York Yankees 3M Etc. * List No. 1, 1999


Unconventional design messages not about lumpy objects no t about 79 000 objects1

Unconventional [Design] MessagesNot about ... Lumpy Objects!Not about ... $79,000 objects


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Design Transforms even the [Biggest] Corporations!TARGET the champion of Americas new design democracy (Time) Marketer of the Year 2000 (Advertising Age)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Lady Sensor, Mach3, and $70M on developing the OralB CrossAction toothbrush23 patents, including 6 for the packagingSource: www.ecompany.com [06.00]


Design2002 listerine s pocketpaks

Design2002LISTERINEs PocketPaks


Westin s heavenly bed

Westins Heavenly Bed


Design s place in the universe

Designs place in the universe.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

And Tomorrow Fifteen years ago companies competed on price. Now its quality.Tomorrow its design.Robert Hayes


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Design is treated like a religion at bmw fortune

Design is treated like a religion at BMW.Fortune


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The new Beetle fails at most categories. The only thing it doesnt fail in is drop-dead charm.Jerry Hirshberg, Nissan Design International


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Object of Desire!Every now and then, a designcomes along that radically changes the way we think about a particular object. Case in point: the iMac. Suddenly, a computer is no longer an anonymous box. It is a sculpture, an object of desire, something that you look at.Katherine McCoy & Michael McCoy, Illinois Institute of Technology


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The good 10 percent of American product design comes out of big-idea companies that dont believe in talking to the customer. They're run by passionate maniacs who make everybodys life miserable until they get what they want.Bran Ferren, Applied Minds/Wired 1-2001


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We dont have a good language to talk about this kind of thing. In most peoples 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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Check Out the Language:Tomorrow its design Design is the only thing Design is religion ...Drop-dead charm Object of desire Passionate maniacs Fundamental soul


Bottom line

Bottom Line.


Design is what why i love love

Design is WHAT & WHY I LOVE. LOVE.


I love my zyliss garlic peeler

I LOVEmy ZYLISS Garlic Peeler!


All time no 1 tp ziplocs

All Time No.1 (TP)Ziplocs


Design is why i get mad mad

Design is WHY I GET MAD. MAD.


Wanted the designer of my radio shack phone major reward

Wanted: THE DESIGNER OF MY RADIO SHACK PHONE. Major Reward!


Design is never neutral

Design is neverneutral.


Hypothesis design is the principal difference between love and hate

Hypothesis:DESIGN is the principaldifference between love and hate!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Message men cannot design for women s needs

Message (?????): Men cannot design for womens needs.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Step no 1 notebook power start recording the awesome the awful

Step No. 1:NOTEBOOK POWER![Start recording the awesome & the awful]


User stop blaming yourself don norman design of everyday things

User STOP BLAMING YOURSELF!(Don Norman/Design of Everyday Things)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Designers RingFor years I thought that Dante should have established a designers ring in his Hell. If any designers product raised a blister, caused a bruise, ripped a stocking, or caused any of the thousand things that frustrate us with the products we use, that designer would be assigned the designers ring in Hell and forced to use that product for all of eternity. James Pirki, designer and professor, Syracuse University


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Sometimes I have episodes of wild fury in rental cars. Its not road rage. Its more like design rage.Susan Casey, www.ecompany.com


Tom peters re imagine business excellence in a disruptive age 02 07 2004

15 Leading Biz SchoolsDesign/Core: 0Design/Elective: 1Creativity/Core: 0Creativity/Elective: 4Innovation/Core: 0Innovation/Elective: 6Source: DMI/Summer 2002


9a design beautiful systems

9A. Design+ = Beautiful Systems.


Fred s s mediocre thesis herb k s napkin

Fred S.s mediocre thesis. Herb K.s napkin.


Great design one page business plan jim horan

Great design = One-page business plan (Jim Horan)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The One-page Proposal: How to Get Your Business Pitch onto One Persuasive PagePatrick Riley (Why not one and a half? Why not two? Sorry, its one or nothing. Once the proposal extends past the first page, the battle is lost.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

There Are Lawyers and Then There Are Lawyers: John De Laney/ICMANYTHING TRULY IMPORTANT CAN BE BOILED DOWN TO 1/3RD PAGE.


K i s s gordon bell vax daddy 500 50 chas wang ca behind schedule cut least productive 25

K.I.S.S.: Gordon Bell (VAX daddy): 500/50. Chas. Wang (CA): Behind schedule? Cut least productive 25%.


Systems must have must hate must design must un design

Systems: Must have. Must hate. / Must design. Must un-design.


Mgt team includes evp s o u b

Mgt. Team includes EVP (S.O.U.B.)


E xecutive v ice p resident s tomping o ut u nnecessary b ullshit

Executive Vice President, Stomping Out Unnecessary Bullshit


First steps beauty contest

First Steps: Beauty Contest!

  • Select one form/document: invoice, air bill, 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

BeautifulAesthetic TriumphBreathtaking


Tom peters re imagine business excellence in a disruptive age 02 07 2004

WasDeposits may be made by a minor and withdrawals thereof may be made by a minor without the consent of a parent or guardian, neither of whom, in that capacity, shall have any right to attach or interfere in any manner with such deposits or withdrawals.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

IsMinors may make deposits and withdrawals from their accounts without the consent or interference of a parent or guardian.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

WasThis Grievance Procedure must be used if the nature of the complaint deals with the quality of services given to the Member, including complaints about waiting times, physician demeanor and behavior, or adequacy of facilities (as opposed to whether or not a particular service is a Covered service and what amount, if any, should be paid). Also, this Grievance Procedure will be applied under all circumstances to any Universal Healthcare supplemental products which the Member may have bought independently from this SeniorPlus plan. If the nature of the Members complaint deals with a Covered Service stated in this SeniorPlus or the level of payment associated with this plan, please refer to the Medicare Appeals procedure, stated in Section X.Source: Siegel & Gale


Tom peters re imagine business excellence in a disruptive age 02 07 2004

IsIf you have a complaint about quality of service received, waiting times, physician behavior, or the adequacy of medical facilities, please use our grievance process.lf you have a complaint about coverage or payment, please use the Medicare Appeals procedure (see Section X).Source: Siegel & Gale


10 it all adds up to the brand

10. It all adds up to THE BRAND.


The heart of branding

The Heart of Branding


Who are we

WHO ARE WE?


What s our story

WHATS OUR STORY?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Message all business models are in fact brand statements

Message: ALL BUSINESS MODELS ARE IN FACT BRAND STATEMENTS!


Do the housekeepers clerks buy it are you v e r y sure

DO THE HOUSEKEEPERS & CLERKS BUY IT?[ARE YOU V-E-R-Y SURE?]


Exactly how are we dramatically different

EXACTLY HOW ARE WE DRAMATICALLYDIFFERENT?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

1st Law Mktg Physics: OVERTBENEFIT(Focus: 1 or 2 > 3 or 4/One Great Thing. Source #1: Personal Passion)2ND Law: REALREASONTOBELIEVE(Stand & Deliver!)3RD Law: DRAMATICDIFFERENCE(Execs Dont Get It: See the next slide.)Source: Jump Start Your Business Brain, Doug Hall


Tom peters re imagine business excellence in a disruptive age 02 07 2004

2 Questions:How likely are you to purchase this new product or service?(95% to 100% weighting by execs)How unique is this new product or service?(0% to 5%*)*No exceptions in 20 years Doug Hall, Jump Start Your Business Brain


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Why does it matter to the client

WHY DOES IT MATTER TO THE CLIENT?


Exactly how do i passionately convey that dramatic difference to the client

EXACTLY HOW DO I PASSIONATELYCONVEY THAT DRAMATIC DIFFERENCE TO THE CLIENT ?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Brand Promise Exercise:(1) Who Are WE?(poem/novella/song, then 25 words.) (2) List three ways in which we are UNIQUE to our Clients. (3) Who are THEY(competitors)? (ID, 25 words.) (4) List 3 distinct us/them differences. (5) Try results on your teammates. (6) Try em on a friendly Client. (7) Try em on a skeptical Client!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Rules of Radical MarketingLove + Respect Your Customers!Hire only Passionate Missionaries!Create a Community of Customers!Celebrate Craziness!Be insanely True to the Brand!Sam Hill & Glenn Rifkin, Radical Marketing(e.g., Harley, Virgin, The Dead, HBS, NBA)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Branding: Is-Is Not TableTNT is not: TNT is: TNT is not:Juvenile Contemporary Old-fashionedMindless Meaningful ElitistPredictable Suspenseful DullFrivolous Exciting SlowSuperficial Powerful Self-important


Message is not is

Message Is Not >> Is


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Salt is salt is salt. Right? Not when it comes in a bluebox with a picture of a little girl carrying an umbrella. Morton International continues to dominate the U.S. salt market even though it charges more for a product that is demonstrably the same as many other products on the shelf.Tom Asaker, Humanfactor Marketing


Tom peters re imagine business excellence in a disruptive age 02 07 2004

What Can [Cant] Be Branded?Branding is not a problem if you have the right mentality. You go to your team and you pin up a $200 Swiss Army Watch. Competing in the ridiculously crowded sub-$200 watch market, they made it into a brand name, named after the most irrelevant and useless thing in history [the Swiss Army]. And you say, Gang, if they can do it, we can do it. Barry Gibbons


V new business new markets

V. NEW BUSINESS. NEW MARKETS.


11 trends worth trillion i women roar

11. Trends Worth Trillion$$$ I:Women Roar.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

????80%


Riding lawnmowers

Riding Lawnmowers


Tom peters re imagine business excellence in a disruptive age 02 07 2004

2/3rds working women/50+% working wives > 50%80% checks61% bills53% stock (mutual fund boom)43% > $500K95% financial decisions/ 29% single handed


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


5 t japan 10m 28m 3 6t germany

$5+T > Japan10M/28M/$3.6T> Germany


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Women owned bus u s employees f500 employees worldwide source martha barletta marketing to women

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


New golfers 37 basketball 13 5m 1 in 27 70 1 in 3 96

New golfers 37%Basketball 13.5M1 in 27 (70) 1 in 3 (96)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

1874?


1874 jock strap 1977 jogbra 1977 25k 1996 42 m

1874 Jock Strap1977 Jogbra1977 ... 25K1996 42M


Yeow 1970 1 2002 50

Yeow!1970 1%2002 50%


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Carol Gilligan/ In a Different VoiceMen: Get away from authority, familyWomen:ConnectMen: Self-orientedWomen:Other-orientedMen: RightsWomen:Responsibilities


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Men: Individual perspective. Core unit is me. Pride in self-reliance.Women: Group perspective. Core unit is we. Pride in team accomplishment.Source: Martha Barletta, Marketing to Women


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Shopping: A Guys Nightmare or a Girls Dream Come True?Buy it and be gonevs.Hang out and enjoy the experienceSource: The Charleston [WV] Gazette/06.22.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Women as Healthcare Decision Makers read vociferously want choices value convenience look for small signs of sensitivity (gowns that close)Source: Cheryl Stone, Rynne Marketing Group


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Women and Healthcare Women are more dissatisfied Women are frustrated by the way they are treated and spoken to by physicians Women seek more information Women are more pressed for time Women make most healthcare decisions and purchasesSource: Patricia Braus, Marketing Health Care to Women


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Women and Financial AdvisorsWomen want ... a plan to be listened to to read about it and think about itWomen do not want ... a high-pressure sales pitchSource: Kathleen Boyd, SVP, Wheat First Butcher Singer (now part of Wachovia Securities)


Read this barbara allan pease s why men don t listen women can t read maps

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

It is obvious to a woman when another woman is upset, while a man generally has to physically witness tears or a temper tantrum or be slapped in the face before he even has a clue that anything is going on. Like most female mammals, women are equipped with far more finely tuned sensory skills than men. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Stress* **Men: Fight or fleeWomen: Seek the company of friends*Source: UCLA, Female Response to Stress: Tend and Befriend, Not Fight or Flight/Psychological Review**90% of stress research: men


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

I only really understand myself, what Im really thinking and feeling, when Ive talked it over with my circle of female friends. When days go by without that connection, I feel like a radio playing in an empty room.Anna Quindlen


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Editorial men tables rankings editorial women narratives that cohere redwood uk

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Where the Girls Are: Theyre Online, Solving Puzzles and Making Up Characters in Narrative-driven Games Headline/WSJ/10.28


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Read this book eveolution the eight truths of marketing to women faith popcorn lys marigold

Read This Book 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: Truth No. 1Connecting Your Female Consumers to Each Other Connects Them to Your Brand


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

What If What if ExxonMobil or Shell dipped into their credit card database to help commuting women interview and make a choice of car pool partners?What if American Express made a concerted effort to connect up female empty-nesters through on-line and off-line programs, geared to help women re-enter the workforce with todays skills?EVEolution


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The New New Jiffy LubeIn the male mold, Jiffy Lube wasgoing all out to deliver quick, efficient service. But, in the female mold, women were being turned off by the lets get it fixed fast, no conversation required experience.New JL: Control over her environment. Comfortin the service setting. Trust that her car is being serviced properly. Respectfor her intelligence and ability.EVEolution


Women don t buy brands they join them eveolution1

Women dont buy brands. They join them.EVEolution


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


2 6 vs 21

2.6vs.21


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Cents & Sensibility Our advisory sessions [with women] changed from a purely analytical, male approach to something that starts with the heart and ends with the figures.


Lowe s gets it 1989 13 lumber shop 2002 50

Lowes Gets it. 1989: 13%/lumber shop 2002: >50%


Tom peters re imagine business excellence in a disruptive age 02 07 2004

War has broken out over your home-improvement dollar, and Lowes has superpower Home Depot on the defensive. Its not-so-secret ploy: Lure women.Forbes.com


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Home Depot is still very much a guys chain. But women, according to Lowes research, initiate 80 percent of all home-improvement purchase decisions, especially the big ticket orders like kitchen cabinets, flooring and bathrooms. We focused on a customer nobody in home improvement has focused on. Dont get me wrong, but women are far more discriminating than men, says CEO Robert Tillman, 59, a Lowes lifer. Forbes.com


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Womens Work: Do-it-yourself has become do-it-herself, and toolmakers are taking noticeHeadline/San Francisco Chronicle/08.03


Tomboy tools e g smaller lighter in weight tupperware party model

Tomboy Tools. E.g.: smaller, lighter in weight. Tupperware party model.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Darcy Winslow is a leading figure in Nike Goddess, a companywide grassroots team whose goal is a once-and-for-all shift in how a high-testosterone outfit sells to, designs for, and communicates with women.Fast Company/08.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Women werent comfortable in our stores. So I figured out where they would be comfortablemost likely their own homes. The [first Nike Goddess] store has more of a residential feel. I wanted it to have furniture, not fixtures. Above all, I didnt want it to be girlie. John Hoke, designer, Nike


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Yes!: Crest Spinoff Targets Womencover story,Ad Age/06.03.02Crest Rejuvenating Effects. Chicks in charge team. $50M launch. Packaging. Taste. Features.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Mattel Sees Untapped Market for Blocks: Little GirlsHeadline, WSJ/04.06.02Last year more than 90% of Lego sets purchased were for boys. Mattel says Ellowith interconnecting plastic squares, balls, triangles, squiggles, flowers and sticks, in pastel colors and with rounded cornerswill go beyond Legos linear play patterns.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Volvo Teams Up to Build What Women Want: Concept Car Goes for Great Storage, Easy Maintenanceheadline/USA Today/12.16.2003/140-person team;80% women


Not year of the woman

Not!Year of the Woman


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Enterprise Reinvention!RecruitingHiring/Rewarding/PromotingStructure ProcessesMeasurementStrategyCulture VisionLeadershipTHE BRAND ITSELF!


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

STATEMENT OF PHILOSOPHY: I am a businessperson. An analyst. A pragmatist. The enormous social good of increased womens power is clear to me; but it is not my bailiwick. My game is haranguing business leaders about my fact-based conviction thatwomens increasing power leadership skills and purchasing power is the strongest and most dynamic force at work in the American economy today. Dare I say it as a long-time Palo Alto resident THIS IS EVEN BIGGER THAN THE INTERNET!Tom Peters


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Not a Morality PlayIt is critical that we all understand that IBM is not marketing to women entrepreneurs because it is the thing to do, or even the right thing to do. Were marketing to women entrepreneurs because it is a huge opportunity. Cherie Piebes


Tom peters re imagine business excellence in a disruptive age 02 07 2004

27 March 2000: email to TP from Shelley Rae Norbeck I make 1/3rd more money than my husband does. I have as much financial pull in the relationship as he does. Id say this is also true of most of my women friends. Someone should wake up, smell the coffee and kiss our asses long enough to sell us something! We have money to spend and nobody wants it!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

If we are single, they say we couldnt catch a man. If we are married, they say we are neglecting him. If we are divorced, they say we couldnt keep him. If we are widowed, they say we killed him.Kathleen Brown, on the joys of female political candidacy


Psssst wanna see my porn collection

Psssst! Wanna see my porn collection?


Norwegian law boards must have at least 40 women

Norwegian Law: Boards must have at least 40% women.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Ass Of The Year2002: Maurice Greenberg, A.I.G., on the Companys New (All Male) Leadership TeamIn a lot of countries of the world, it would be very difficult for a woman to be a good CEO. I have a responsibility to do the best we can for shareholders. * ***Source: New York Times/05.05.02**Wouldnt you love to watch him tell that face-to-face to Margaret Thatcher or Carly Fiorina? (I would.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

0


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Stupid: Amazing, now that I think about it. A bunch of guys --developers, architects, contractors, engineers, bankers--sitting around designing shopping centers. And the end users will be overwhelmingly women!


Customer is king 4 440 customer is queen 29 source steve farber google search 04 2002

Customer is King: 4,440Customer is Queen: 29Source: Steve Farber/Google search/04.2002


F y i

F.Y.I.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Investment Club ReturnsWomen-only clubs 1997 17.9%Mixed 17.3%Men-only 15.6%Source: National Assoc. Investors


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Value Line: Top State* Investment Clubs 20008 All male19 Coed22 All FEMALE* VT & Maine not included; D.C. included


Tom peters re imagine business excellence in a disruptive age 02 07 2004

JBQ: Stop Treating Women Investors Like Idiots!Why all this focus on women and our lack of investment guts? A far greater problem, it seems to me, is trigger-happy speculation, mostly by men. The kind of guys whose family savings went south with the dot-coms. Imagine a list of their money mistakes: Shoot from the hip. Overtrade their accounts. Believe theyre smarter than the market. Think with their mouse rather than their brain. Praise their own genius when stocks go up. Hide their mistakes from their wives.Source: Newsweek 01.08.01


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Notes to the CEO--Women are not a niche; so get this out of the Specialty Markets group.--The competition is starting to catch on. (E.g.: Nike, Nokia, Wachovia, Ford, Harley-Davidson, Jiffy Lube, Charles Schwab, Citigroup, Aetna.)--If you dip your toes in the water, what makes you think youll get splashy results?--Bust through the walls of the corporate silos.--Once you get her, dont let her slip away.--Women ARE the long run!Source: Martha Barletta, Marketing to Women


Tom peters re imagine business excellence in a disruptive age 02 07 2004

1. Men and women are different.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. Womens Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Womens Market = Opportunity No. 1.


12 trends worth trillion ii boomer bonanza godzilla geezer

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


Subject marketers stupidity it s 18 44 stupid

Subject: Marketers & StupidityIts 18-44, stupid!


Subject marketers stupidity or is it 18 44 is stupid stupid

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


2000 2010 stats 18 44 1 55 21 55 64 47

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Baby-boomer Women: The Sweetest of Sweet Spots for MarketersDavid Wolfe and Robert Snyder, Ageless Marketing


Aging elderly i m in charge

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Sixty is the new thirty cover aarp 11 03

Sixty Is the New ThirtyCover/AARP/11.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Read this carol morgan doran levy marketing to the mindset of boomers and their elders

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets motivations and needs are so poorly understood.Peter Francese, founding publisher,American Demographics


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Households headed by someone 40 or older enjoy 91% ($9.7T) of our populations 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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The mature market cannot be dismissed as entrenched in its brand loyalties.Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Elderly Purchase experiences more than just things Convenience / Comfort / Access / Need to be appreciated = Top PrioritiesSource: Ken Dychtwald, Age Wave


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

POSSESSION EXPERIENCE: New car, home entertainment system, new boat, first home CATERED EXPERIENCE: Thrilling theater performance, experience of playing on an exclusive golf course, throwing a highly successful catered party BEING EXPERIENCE: Heading up a charity ball, helping a young person master a problem, learning an exciting new thing Source: David Wolfe and Robert Snyder, Ageless Marketing


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Catered experiences more likely say We have arrived! They mark the first stage of being someone versus becoming someone.Source: David Wolfe and Robert Snyder, Ageless Marketing


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


No target marketing yes target innovation target delivery systems

No: Target MarketingYes:Target Innovation & Target DeliverySystems


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The baby-boom generation is the first wellness generation.Paul Zane Pilzer/The Wellness Revolution: The Next Trillion Dollar Industry


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Wellness = $$$$$$$$Currently $200B, $1T by 2013(Source: Paul Zane Pilzer, The Wellness Revolution: The Next Trillion Dollar Industry)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

And .


Hispanics 38 5 growth 1990 2000 vs 9 3 overall source communispace 2003

Hispanics: 38.5% growth, 1990-2000, vs. 9.3% overall**Source: Communispace/2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Relative to the demand, the success stories are pitifully fewAndrew Nuttney, Research Director, The Research & Advisory Group; on marketing effectively to Hispanics


Tom peters re imagine business excellence in a disruptive age 02 07 2004

BofA Is Betting Its Future on the Hispanic Market *We expect to get no less than80 % of our future growth in retail banking from the Hispanic market. Ken Lewis, CEO, BofA*Fortune/04.2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Duh!We want our associate population to mirror our customer population at every level, from the executive suite all the way to the retail floor. In the marketplace, basically what I want to do is draw a concentric circle around every one of our 2,300 stores, and I want the assortment in that store to match the ethnicity of the neighborhood its in. Some neighborhoods are all Hispanic, so we can put in a full Hispanic format. Thats what Super Saver is. All the signage is in both languages. Theres a 100 percent Spanish-speaking staff in the store.Larry Johnston, CEO, Albertsons


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Marketing to Women,Martha BarlettaEVEolution: The Eight Truths of Marketing to Women,Faith Popcorn & Lys MarigoldAgeless Marketing,David Wolfe & Robert SnyderMarketing to the Mindset of Boomers and Their Elders,Carol Morgan & Doran LevySelling Dreams: How to Make Any Product Irresistible, Gian Luigi Longinotti-BuitoniThe Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business, Rolf JensenTrading Up: The New American Luxury, Michael Silverstein & Neil Fiske


Vi new business new work

VI. NEW BUSINESS. NEW WORK.


13 toward work that matters the wow project

13. Toward Work that Matters: The WOW Project.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Your Current Project?1. Another days work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10.WE AIM TO CHANGE THE WORLD.(Insane!/Insanely Great!/WOW!)


Measures

Measures

  • WOW!

  • Beauty!

  • Raving Fans!

  • Impact!


Legacy

Legacy!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

TP: Your signature is not I work for Dow. Its, I accomplished [INCREDIBLY COOL PROJECT] while I was associated with Dow.**Terms: Signature. Portfolio. Projects. Braggables.


Language matters wow bhag takes your breath away

Languagematters!Wow! BHAG! Takes your breath away!


Astonish me s d build something great h y immortal d o

Astonish me! / S.D.Build something great! / H.Y.Immortal! / D.O.


Let s make a dent in the universe steve jobs

Lets make a dent in the universe.Steve Jobs


Reward excellent failures punish mediocre successes phil daniels sydney exec

Reward excellent failures. Punish mediocre successes.Phil Daniels, Sydney exec


14 wow projects for the powerless a surefire recipe

14. WOW Projects for the Powerless: A Surefire Recipe.


Topic boss free implementation of stm stuff that matters

Topic: Boss-free Implementation of STM/Stuff That MATTERS!


World s biggest waste selling up

Worlds Biggest Waste Selling Up


The idea model f4 f ind a f ellow f reak f araway

THE IDEA: Model F4Find a FellowFreak Faraway


F2f k2k 1@t r f a freak to freak kook to kook one at a time ready fire aim

[email protected]/R.F!A.**Freak to Freak/ Kook to Kook/ One at a Time/ Ready.Fire!Aim.


And k2kk s2ss kook to kooky kustomer skunk to scintillating supplier

And K2KK*S2SS***Kook to Kooky Kustomer**Skunk to Scintillating Supplier


Bottom line the enemy

BOTTOM LINEThe Enemy!


Joe j jones 1942 2003 he woulda done some really cool stuff but his boss wouldn t let him

Joe J. Jones 1942 2003 HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Characteristics of the Also rans*Minimize riskRespect the chain of commandSupport the bossMake budget*Fortune, article on Most Admired Global Corporations


Kurt carlson to young marilyn carlson if you don t like sunday school change it she did

Kurt Carlson to young Marilyn Carlson: If you dont like Sunday School, change it! (She did.)


Nobody gives you power you just take it roseanne

Nobody gives you power. You just take it.Roseanne


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


To be somebody or to do something boyd the fighter pilot who changed the art of war robert coram

To Be somebody or to Do somethingBOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


14a bringing wow work to fruition the sales 25

14A. Bringing WOW Work to Fruition:The Sales25.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Sales25: Great Salespeople 1. Know the product. (Find cool mentors, and use them.)2. Know the company.3. Know the customer. (Including the customers consultants.) (And especially the corporate culture.)4. Love internal politics at home and abroad.5. Religiously respect competitors. (No badmouthing, no matter how provoked.)6. Wire the customers org.(Relationships at all levels & functions.)7. Wire the home teams org. and vendors orgs.(INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)


It s politics stupid play or sit on the sidelines

Its politics, stupid!(Play or sit on the sidelines.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Great Salespeople 8. Never overpromise.(Even if it costs you your job.)9. Sell only by solving problems-creating profitable opportunities.(Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of moneyheres exactly how.) (IS THIS A PRODUCT SALE OR A WOW-ORIGINAL SOLUTION YOULL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)10. Will involve anybodyincluding mortal enemiesif it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass.11. Know the Brand Story cold; live the Brand Story. (If not, leave.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Great Salespeople 12. Think Turnkey. (Its always your problem!)13. Act as orchestra conductor: You are responsible for making the whole-damn-network respond. (PERIOD.)14. Help the customer get to know the vendors organization & build up their Rolodex.15. Walk away from bad business.(Even if it gets you fired.)16. Understand the idea of a good loss.(A bold effort thats sometimes better than a lousy win.)17. Think those who regularly say Its all a price issue suffer from rampant immaturity & shrunken imagination.18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstartsthe real enemy.20. Seek several cool customerswholl drag you into Tomorrowland.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Great Salespeople 21. Use the word partnership obsessively, even though it is way overused.(Partnership includes folks at all levels throughout the supply chain.)22. Send thank you notes by the truckload.(NOT E-NOTES.) (Most are for little things.) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word we. 23. When you look across the table at the customer, think religiously to yourself: HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED? 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY?25. Keep your bloody PowerPoint slides simple!


15 boss work demos heroes stories or starting a wow projects epidemic

15. Boss Work: Demos, Heroes, Stories Or: Starting a WOW Projects Epidemic.


Premise ordering systemic change is a stupid waste of time

Premise: Ordering Systemic Change is a Stupid Waste of Time!


Demos heroes stories

Demos! Heroes! Stories!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Culture of PrototypingEffective prototyping may be the most valuable core competence an innovative organization can hope to have.Michael Schrage


Think about it innovation reaction to the prototype michael schrage

Think about It!?Innovation = Reaction to the PrototypeMichael Schrage


He who has the quickest o o d a loops wins observe orient decide act col john boyd

He who has the quickest O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. / Col. John Boyd


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Find something small that you can turn around. If youre on a 9-game losing streak, you need to start with one great inning.Rudy


Tom peters re imagine business excellence in a disruptive age 02 07 2004

ShellGame Changer10% of technical budget set aside and used to fund promising but nontraditional ideas through a staged funding process similar to that used by venture capitalists Source: Financial Times/08.2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Demo = StoryA key perhaps the key to leadership is the effective communication of a story.Howard Gardner, Leading Minds: An Anatomy of Leadership


Mb s a managing by story ing around david armstrong

MBSA!**Managing By Story-ing Around/David Armstrong


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Some people look for things that went wrong and try to fix them.I look for things that went right and try to build on them.Bob Stone/ Mr.Rego/ Lessons from an Uncivil Servant


Tom peters re imagine business excellence in a disruptive age 02 07 2004

REAL Org Change:Demos & Models (Model Installations, ReGo Labs)/ Heroes(mostly extant: burned to reinvent govt)/ Stories&Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders&Recognition(Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers(networking mania)/ Protectors/ Support Groups/ End RunsPull Strategy (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field Real People Focus(3 COs) (long way away)/Speed (O.O.D.A. Loopsact before the bad guys can react)C.f., Bob Stone, Lessons from an Uncivil Servant


Jkc 1 scour for renegades wine dine 2 go outside for funds

JKC1. Scour for renegades; wine & dine.2. Go outside for funds.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Stories Paint me a picture Story infrastructure Demos Quick prototypes Experiments Heroes Renegades Skunkworks Demo Funds V.C. G.M. Roster Portfolio Stones Rules JKCs Rules


Vii new business new you

VII. NEW BUSINESS. NEW YOU.


16 re inventing the individual welcome to a brand you world

16. Re-inventing the Individual: Welcome to a Brand You World


Tom peters re imagine business excellence in a disruptive age 02 07 2004

What strategic motto will dominate this transition from nation-state to market-state? If the slogan that animated the liberal, parliamentary nation-states was make the world safe for democracy, what will the forthcoming motto be? Perhaps making the world available, which is to say creating new worlds of choice and protecting the autonomy of persons to choose.Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History


Tom peters re imagine business excellence in a disruptive age 02 07 2004

better material welfare vs. maximize the opportunity of its peoplePhilip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

In Store: International Equality, Intranational InequalityThe new organization of society implied by the triumph of individual autonomy and the true equalization of opportunity based upon merit will lead to very great rewards for merit and great individual autonomy. This will leave individuals far more responsible for themselves than they have been accustomed to being during the industrial period. It will also reduce the unearned advantage in living standards that has been enjoyed by residents of advanced industrial societies throughout the 20th century.James Davidson & William Rees-Mogg,The Sovereign Individual


Tom peters re imagine business excellence in a disruptive age 02 07 2004

New World of Work< 1 in 10 F500#1: Manpower Inc.Freelancers/I.C.: 16M-25MTemps: 3M (incl. CEOs & lawyers)Microbusinesses: 12M-27MTotal: 31M-55MSource: Daniel Pink, Free Agent Nation


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Just got laid off hire yourself cover story forbes 12 may 2003

JUST GOT LAID OFF? HIRE YOURSELF!Cover story, Forbes, 12 May 2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tim monich the man hollywood turns to for the right accent source boston globe 01 25 2004

TIM MONICH: the man Hollywood turns to for the right accentSource: Boston Globe/01.25.2004


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Self-reliance never comes naturally to adults because they have been so conditioned to think non-authentically that it feels wrenching to do otherwise. Self Reliance is a last resort to which a person is driven in desperation only when he or she realizes that imitationissuicide, that he must take himself for better, for worse, as his portion. Lawrence Buell, Emerson


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Minimum New Work SurvivalSkillsKit2003MasteryRolodex Obsession (vert. to horiz. loyalty)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing MarketingPassion for Renewal


Sam s secret 1

Sams Secret #1!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Minimum New Work SurvivalSkillsKit2003MasteryRolodex Obsession (vert. to horiz. loyalty)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing MarketingPassion for Renewal


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

26.3


3 weeks in may training prep 187 work 41 other 17

3 Weeks in MayTraining & Prep: 187Work: 41(Other: 17)


1 vs 367

1% vs.367%


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it.Why dont businesspeople do it?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


R d a rate 15 25 therefore formal investment strategy r i p

R.D.A.Rate: 15%?, 25%?Therefore: Formal Investment Strategy/R.I.P.


Invent reinvent repeat source hp banner ad

Invent. Reinvent. Repeat.Source: HP banner ad


Personal brand equity evaluation

Personal Brand Equity Evaluation

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

  • My current Project is challenging me

  • New things Ive 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 years at this time


T t d assignment construct a 1 8 page or 1 4 page ad for brand you for the yellow pages

T.T.D./AssignmentConstruct a 1/8-page or 1/4-page ad for Brand You for theYellow Pages


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


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


Carpenters bend wood fletchers bend arrows wise men fashion themselves buddha

Carpenters bend wood; fletchers bend arrows; wise men fashion themselves. Buddha


The i work for a company called me street journal adventures in capitalism

THE I work for a company called Me STREET JOURNALAdventures in Capitalism


The rise up and flee your cubicle street journal adventures in capitalism

THE rise up and flee your cubicle STREET JOURNALAdventures in Capitalism


Bill parcells world brand you world blame nobody expect nothing do something ny post 9 99

Bill Parcells World/ Brand You World!BLAME NOBODY!EXPECT NOTHING!DO SOMETHING!NY Post (9/99)


Emerson

Emerson


Tom peters re imagine business excellence in a disruptive age 02 07 2004

For Marx, the path to social betterment was through collective resistance of the proletariat to the economic injustices of the capitalist system that produced such misshapenness and fragmentation.For Emerson, the key was to jolt individuals into realizing the untapped power of energy, knowledge and creativity of which all people, at least in principle, are capable. He too hated all systems of human oppression; but his central project, and the basis of his legacy, was to unchain individual minds.Lawrence Buell, Emerson


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Emerson presupposes a state of of timid, unhappy conformity. By adulthood, people are conditioned to look through other peoples eyes. So the first move is to disengage yourself fom the influence of others opinions. Emerson biographer Robert Richardson calls this ground won back from dependency. The second step involves trusting instinct more and reasoned judgment less, because at the level of laborious formal argument youre liable to become mastered by forces alien to yourself.Lawrence Buell, Emerson


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Though everyone falls short of self-realization much of the time, everyone has self-transformative capacity.Lawrence Buell, Emerson


In all my lectures i have taught one doctrine the infinitude of the private man r w emerson

In all my lectures, I have taught one doctrine, the infinitude of the private man.R. W. Emerson


Every actual state is corrupt good men must must not obey the laws too well r w emerson

Every actual State is corrupt. Good men must must not obey the laws too well.R. W. Emerson


17 boss job one the talent obsession

17. Boss Job One: The Talent Obsession.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Historically, smart people have always turned to where the money was. Today, money is turning to where the smart people are. FT/06.03.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Age of AgricultureIndustrial AgeAge of Information IntensificationAge of Creation IntensificationSource: Murikami Teruyasu, Nomura Research Institute


Brand talent

Brand = Talent.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


The talent ten

The Talent Ten


1 obsession p o t all consuming pursuit of talent

1.ObsessionP.O.T.* = All Consuming*Pursuit of Talent


Model 25 8 53 sports franchise gm 48 500m

Model 25/8/53Sports Franchise GM**48 = $500M


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Parc s bob taylor connoisseur of talent

PARCs Bob Taylor: Connoisseur of Talent


Les wexner from sweaters to people

Les Wexner: From sweaters to people!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


2 greatness only the best

2.GreatnessOnly The Best!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

From 1, 2 or youre out [JW] to BestTalent in each industry segment to build best proprietary intangibles[EM]Source: Ed Michaels, War for Talent


3 performance up or out

3.PerformanceUp or out!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


4 pay fork over

4.PayFork Over!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


5 youth grovel before the young

5.YouthGrovel Before the Young!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

8 Minutes* Dr. Sugata Mira, NIIT/ New Delhi/ 1999***Ignorance to Surfing**And then theres oya yubi sedai, the thumb generation


6 diversity mess rules

6.DiversityMess Rules!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Diversitydefines the health and wealth of nations in a new century.Mighty is the mongrel. The hybrid is hip. The impure, the mlange, the adulterated, the blemished, the rough, the black-and-blue, the mix-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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


7 women born to lead

7.WomenBorn to Lead!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


8 weird the cracked ones let in the light

8.WeirdThe Cracked Ones Let in the Light!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


9 opportunity make it an adventure

9.OpportunityMake It an Adventure!


H r to h e d h uman e nablement d epartment

H.R. to H.E.D. ???HumanEnablement Department


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Talent department

Talent Department


Tom peters re imagine business excellence in a disruptive age 02 07 2004

People DepartmentCenter for Talent ExcellenceSeriously Cool People Who Recruit & Develop Seriously Cool PeopleEtc.


10 leading genius we are all unique

10.Leading GeniusWe are all unique!


Beware lurking hr types one size never fits all one size fits one period

Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.


48 players 48 projects 48 different success measures

48 Players = 48 Projects = 48 different success measures.


100 imagination the ritz cookie lady ppsi damn it

100% IMAGINATION!*The Ritz Cookie LadyPPSI*Damn it.


Mantram3 talent brand

MantraM3Talent = Brand


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Our MissionTo 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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Talents Big Two RulesGREAT Finance Dept. = GREAT Football TeamDIFFERENCES Among Cello Players = DIFFERENCES Among Hotel GMs


17a addenda tom peters the talent 50

17A. ADDENDA: Tom PetersThe Talent50


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Talent501. People first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital Added.4. Talent excellence in every part of the organization.5. P.O.T./Pursuit Of Talent = Obsession.6. HR sits at The Head Table.7. HR is cool.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Talent508. Re-name HR. (Talent Department, Center of Talent Excellence)9. Theres an HR Strategy10. There is a FORMAL Recruitment Strategy.11. There is a FORMAL Leadership Development Strategy.12. There is a world class Leadership Development Center.13. There is a FORMAL-STRATEGIC HR Review Process.14. The Top100, and every units Top10, are consciously managed.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Talent5015. People/Talent Reviews are the FIRST reviews.16. HR Strategy = Business Strategy.17. Make it a Cause Worth Signing Up For..18. Set Sky High Standards.19. Enlist everyone in Challenge Century21.20. Pursue the Best!21. Up or Out.22. Ensure that the Review Process has INTEGRITY.23. Pay!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Talent5024. Training I: Train! Train! Train!25. TII: 100% business people.26. TIII: 100% Leaders.27. TIV: Boss as Trainer-in-Chief.28. Open Communication I: NO BARRIERS.29. Open Communication II: Share Information. (ALL!)30. Respect!31. INTEGRITY!32. Treat the Whole Individual.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Talent5033. Places of grace.34. MBWA: The Rudy Rule.35. Thank You!36. Promote for people skills. (ALL ELSE IS SECONDARY.)37. Honor youth.38. Early leadership assignments.39. Fast Tracking is the norm.40. Create a System of Mentoring.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Talent5041. Diversity!42. Diversity starts on the Board of Directors.43. WOMEN RULE.44. Weird Wins.45. We are all unique. 46. Bosses win people over.47. GOAL: Adventures of Mutual Discovery.48. Foster Independence.49. Enthusiasm!


The talent50 50 talent brand

The Talent5050. Talent = Brand.


17b meet the new boss women rule

17B. Meet the New Boss: Women Rule!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Womens 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.Source: Judy B. Rosener, Americas Competitive Secret: Women Managers


Tom peters re imagine business excellence in a disruptive age 02 07 2004

On average, women and men possess a number of different innate skills. And current trends suggest that many sectors of the twenty-first-century economic community are going to need the natural talents of women.Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World


Tom peters re imagine business excellence in a disruptive age 02 07 2004

American women possess leadership abilities that are particularly effective in todays organizations, yet their abilities remain undervalued and underutilized. In the future, what will distinguish one organization and one country from another will be its use of human resources. Today human resource utilization is not only a matter of social justice but a bottom-line issue.Judy Rosener, Americas Competitive Secret


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Investors are looking more and more for a relationship with their financial advisers. They want someone they can trust, someone who listens. In my experience, in general, women may be better at these relationship-building skills than are men.Hardwick Simmons, CEO, Prudential Securities


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Women see power in terms of influence not rank fortune 10 13 2003

[Women] see power in terms of influence, not rank.Fortune/10.13.2003


Thank you 17 men 8 4 women 19

Thank you17 Men: 84 Women: 19


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Ass Of The Year2002 (?): Maurice Greenberg, A.I.G., on the Companys New (All Male) Leadership TeamIn a lot of countries of the world, it would be very difficult for a woman to be a good CEO. I have a responsibility to do the best we can for shareholders. * ***Source: New York Times/05.05.02**Wouldnt you love to watch him tell that face-to-face to Margaret Thatcher or Carly Fiorina? (I would.)


Okay you think i ve gone tooooo far how about this do any of you suffer from too much talent

Okay, you think Ive gone tooooo far. How about this:DO ANY OF YOU SUFFER FROM TOOMUCH TALENT?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

63 of 2,500 top earners in F5008% Big 5 partners14% partners at top 250 law firms43% new med students; 26% med faculty; 7% deansSource: Susan Estrich, Sex and Power


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Its time for U.S. organizations to act. No other country in the world has a comparable supply of professional women waiting to be called into action. This is Americas competitive secret.Judy B. Rosener, Americas Competitive Secret


Opportunity

Opportunity!

U.S.G.B.E.U.Ja.

M.Mgt. 41% 29% 18% 6%

T.Mgt. 4% 3% 2% <1%

Peak Partic. Age 45 22 27 19

% Coll. Stud. 52% 50% 48% 26%

Source: Judy Rosener, Americas Competitive Secret


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Its Girls, Stupid!1996: 8.4M women, 6.7M men in college (est: 9.2 to 6.9 in 2007); more women than men in high-level math and science coursesMore girls in student govt., honor societies; girls read more books, outperform boys in artistic and musical ability, study abroad in higher numbersBoys do rule: crime, alcohol, drugs, failure to do homework (4:1)Source: The Atlantic Monthly (May2000)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Girls lead: Student govt, music & performing arts, yearbook & newspaper, academic clubs.Boys lead: Sports, learning disabilities, diagnosed with emotional disturbancesSource: The New Gender Gap/BusWeek/05.26.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Are men obsolete headline usn wr 06 03 03

Are men obsolete?Headline, USN&WR/06.03.03


Boys are trained in a way that will make them irrelevant phil slater

Boys are trained in a way that will make them irrelevant.Phil Slater


Read this winning the talent war for women sometimes it takes a revolution douglas mccracken hbr

Read This!Winning the Talent War for Women: Sometimes It Takes a RevolutionDouglas McCracken, HBR


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


14 to 168 leadership positions d t 1992 2002 wiar

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


2004 sf s gavin newsome top 3 jobs to women fire chief police chief da all were held by men

2004/SFs Gavin Newsome: top 3 jobs to women Fire Chief, Police Chief, DA (All were held by men)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Cirque du Soleil: 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 were leaving money on the table by not duplicating our shows. Theyre right.Daniel Lamarre, president).Source: The Phantasmagoria Factory/Business 2.0/1-2.2004


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Would Congress [the BoardroomTP] be a different place if half the members were women?From Sex and Power, Susan Estrich


The boston club corporate salute 10 28 03

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


Norwegian law boards must have at least 40 women1

Norwegian Law: Boards must have at least 40% women.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Im on the lunatic fringe of optimism.Shelley Lazarus, CEO, Ogilvy & Mather, on women eventually occupying 50% of F500 CEO slots (vs. 8/1.6% in 2003)


Women rule match market power attributes fit n o w new org world 10m biz owners

Women RuleMatch market powerAttributes fit N.O.W. (New Org World)10M biz owners


18 brand talent addressing the education fiasco

18. Brand Talent+: Addressing the Education Fiasco.


My education was a prolonged and concerted attack on my individuality neil crofts authentic

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The boys who made the best Grotties usually turned out to be nonentities later; boys who hated Groton did much better.FDR biographer John Gunther (quoted in Whoever Makes the Most Mistakes Wins, Richard Farson & Ralph Keyes)


Losing the war to bismarck and rockefeller

Losing the War to Bismarck (and Rockefeller)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

J. D. Rockefellers General Education Board (1906):In our dreams people yield themselves with perfect docility to our molding hands.The task is simple. We will organize children and teach them in a perfect way the things their fathers and mothers are doing in an imperfect way.John Taylor Gatto, A Different Kind of Teacher


Tom peters re imagine business excellence in a disruptive age 02 07 2004

My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive 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!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


An unnatural way to learn

An Unnatural Way to Learn


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Schools Kafka-like rituals: enforce sensory deprivation on classes of children held in featureless rooms sort children into rigid categories by the use of fantastic measures such as age-grading, or standardized test scores train children to drop whatever they are occupied with and to move as a body from room to room at the sound of a bell, buzzer, horn, or klaxon keep children under constant surveillance, depriving them of private time and space John Taylor Gatto, A Different Kind of Teacher


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Kafka-like rituals (cont.): assign children numbers constantly, feigning the ability to discriminate qualities quantitatively insist that every moment of time be filled with low-level abstractions forbid children their own discoveries, pretending to possess some vital secret to which children must surrender their active learning time to acquire.John Taylor Gatto, A Different Kind of Teacher


Doing stuff that matters

Doing Stuff that Matters!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

What actually correlates with success are not grades but engagementgenuine involvement in courses and campus activities. Engagement leads to deep learning. Thats very different from just memorizing stuff for an exam. As Russ Edgerton of the Pew Forum on Undergraduate Learning notes, What counts is what students do in college, not who they are or where they go to college, or what their grades are. John Merrow/USA Today/02.2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

During the first years of life, youngsters all over the world master a breathtaking array of competences with little formal tutelage.Howard Gardner, The Unschooled Mind


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Children should be taught in an active way by doing things and playing games. Its very different to what is taught in schools which involves sitting back and absorbing information.Edward de Bono/The Independent/10.28.2002


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Learners ManifestoThe brain is always learning.Learning does not require coercion.Learning must be meaningful.Learning is incidental.Learning is collaborative.The consequences of worthwhile learning are obvious.Learning always involves feelings.Learning must be free of risk.Frank Smith, Insult to Intelligence


Really bright kids who just needed to get excited teacher oakley school

Really bright kids who just needed to get excited teacher, Oakley School


Tom s edu3m manifesto manifesto for education in the 3 rd millennium

Toms Edu3M Manifesto**Manifesto for Education in the 3rd Millennium


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MLearning is a normal state.Children are learnavores.Prodigious feats of learning are common as dirt. [Watch an H.S. QB studying game film.]We learn at different rates.We learn in different ways.Boys and girls learn [very] differently.In a class of 25, there are 25 different trajectories.Learning in 40-minutes blocks is bullshit.Learning for tests is utterly insane.There are numerous rigorous evaluation schemes, of which testing is but oneand abnormal, by real world standards.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MWe learn most/fastest/most completely when we are passionate about what we are learning and it matters to us.[Salience rules!]Think EBI/LBI: Education by Interest/Learning by Internship.Classrooms are abnormal places.We need changes of pace. [Japanese recesses after each class.]International test scores are not correlated with hours-per-year in class.Big classes are slightly problematic. Big schools suck. Period.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MWe learn most/fastest/most completely when we are passionate about what we are learning and it matters to us.[Salience rules!]Think EBI/LBI: Education by Interest/Learning by Internship.Classrooms are abnormal places.We need changes of pace. [Japanese recesses after each class.]International test scores are not correlated with hours-per-year in class.Big classes are slightly problematic. Big schools suck. Period.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MAll thisthe right stufffits the NWW/New World of Work hand-in-glove. [NWW = Age of Creativity.]U.S. schools circa 2001 are a vestige of the Prussian-Fordist model, more interested in shaping behavior than stoking the fires of lifelong learning.Cutting art-music budgets is truly dumb.Learning is a matter of Intensity of Engagement, not elapsed time. [Aargh: 11 minutes on the Battle of Gettysburg.]Teachers need enough space-time-flexibility to get to know kids as individuals.Scientific discovery processes and the teaching of science are utterly at odds. [Exploration vs. spoon-feeding.]


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MOur toughest learning achievementmastering our native languagedoes not require schools, or even competent parents. [It does require a desperate need-to-know.]Great teachers are great learners, not imparters-of-knowledge.Great teachers ask great questionsthat launch kids on lifelong quests.The world is not about right & wrong answers; it is about the pursuit of increasingly sophisticated questionsjust ask a ski instructor or neurosurgeon.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MMost schools spend most of their time setting up contexts in which kids learn not to like particular subjects.[Evidence shows that such anti-learning sticks!]Vigorous exploration is normal until you are incarcerated in a school.Bite size education-learning is neither education nor learning.Learning takes place rapidly on the cheerleading squad, the football team, the school newspaper, the drama club, at the after-class job--just not in the hyper-structured classroom.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MThe school reform movement is a giant step backwards embracing the Prussian-Fordist paradigm with renewed vigorat exactly the wrong time.There are large numbers of superb schools, superb principals, superb teachers; sadly, they not only fail to infect the [largely timid] rest, but are ordinarily supplanted by wusses & wimps.Alas, the teaching profession does not ordinarily attract cool dudes & dudettes.Schools of education should by and large have their charters revoked.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Education3MStability is dead; education must therefore educate for an unknowable, ambiguous, changing future; thence, learning to learn & change is far more important than mastery of a static body of facts.Education must develop in youth the capabilities for engaging in intense concentrated involvement in an activity. [James Coleman, 1974.] [Hint: It doesnt.] [Hint: Understatement.]


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


The naesp

The NAESP


Attributes of those who made the 10th grade history book

Attributes of Those Who Made the 10th Grade History Book

  • Committed!

  • Determined to make a difference!

  • Focused!

  • Passionate!

  • Irrational about their lifes project!

  • Ahead of their time / Paradigm busters!

  • Impatient! / Action Obsessed


Attributes of those who made the 10 th grade history book

Attributes of Those Who Made the 10thGrade History Book

  • Made lots of people mad!

  • Flouted the chain of command!

  • Creative / Quirky / Peculiar! / Rebels! / Irreverent!

  • Masters of improv / Thrive on chaos / Exploit chaos!


Attributes of those who made the 10 th grade history book1

Attributes of Those Who Made the 10thGrade History Book

  • Made lots of people mad!

  • Flouted the chain of command!

  • Creative / Quirky / Peculiar! / Rebels! / Irreverent!

  • Masters of improv / Thrive on chaos / Exploit chaos!


Attributes of those who made the 10 th grade history book2

Attributes of Those Who Made the 10th Grade History Book

  • Forgiveness > Permission

  • Bone honest!

  • Flawed as the dickens!

  • In touch with their followers aspirations

  • Damn good at what they do!


Viii new business new brand inside rules

VIII. NEW BUSINESS: (NEW) BRAND INSIDE RULES


Message 2003 bi bo

Message2003 BI > BO


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


19 think weird the hva high value added bedrock

19. THINK WEIRD the HVA/ High Value Added Bedrock.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


Think weird the high standard deviation enterprise

THINK WEIRD: The High Standard Deviation Enterprise.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

These days, you cant succeed as a company if youre consumer led because in a world so full of so much constant change, consumers cant anticipate the next big thing. Companies should be idea-led and consumer-informed.Doug Atkin, partner, Merkley Newman Harty


The future has already happened it s just not evenly distributed adrian slywotzky

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value.Clayton Christensen, The Innovators Dilemma


W i w 20 of 26 7 of top 10

W.I.W?20 of 267 of top 10*


Tom peters re imagine business excellence in a disruptive age 02 07 2004

*P&G:Declining domestic sales in 20 of 26 categories; 7 of top 10 categories.(The billion-dollar problem.)Source: Advertising Age 01.21.2002/BofA Securities


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Ways to Raise a Purple CowThink small. One vestige of the TV-industrial complex is a need to think mass. If it doesnt appeal to everyone, the thinking goes, its not worth it. Think of the smallest conceivable marketand describe a product that overwhelms it with remarkability. Go from there.Source: Seth Godin, Fast Company (02.2003)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Primary Obstacles to Marketing-driven Change1. Fear of cannibalism.2. Excessive cult of the consumer/ customer driven/ slavery to demographics, market research and focus groups.3.Creating sustainable advantage.Source: John-Marie Dru, Disruption


Account planning has become focus group balloting lee clow

Account planning has become focus group balloting.Lee Clow


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Chivalry is dead. The new code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of sustainable advantage after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition.Rich DAveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering


Tom peters re imagine business excellence in a disruptive age 02 07 2004

HAVE MBAs KILLED OFF MARKETING? Prof Rajeev Batra says: What these times call for is more creative and breakthrough reengineering of product and service benefits, but we dont train people to think like that. The way marketing is taught across business schools is far too analytical and data-driven. Weve taken away the emphasis on creativity and big ideas that characterize real marketing breakthroughs. In India there is an added problem: most senior marketing jobs have been traditionally dominated by MBAs. Santosh Desai, vice president, McCann Erickson, an MBA himself, believes in India engineer-MBAs, armed with this Lego-like approach, tend to reduce marketing into neat components. This reductionist thinking runs counter to the idea that great brands must have a core, unifying idea. Businessworld/04Nov2002/Why Is Marketing Not Working?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Fatal Assumption: Analysis Produces SynthesisPlanning by its very nature defines and preserves categories. Creativity, by its very nature, creates categories or rearranges established ones ... The key is integration rather than de-composition, based on holistic images rather than linear words. Henry Mintzberg, The Rise and Fall of Strategic Planning


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

To grow, companies need to break out of a vicious cycle of competitive benchmarking, imitation and pursuit.W. Chan Kim & Renee Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/08.11.03


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Aiming to beat the competition has the opposite effect to the one intended. It keeps companies focused on the competition. When asked to build competitive advantage, managers typically rate themselves against competitors, assess what they do and try to do it better.W. Chan Kim & Renee Mauborgne, Think for YourselfStop copying a Rival/FT/08.03


The short road to ruin is to emulate the methods of your adversary winston churchill

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Gameboy 14 years in a row)? Its like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Bottleneck is at the Top of the BottleWhere are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top! Gary Hamel, Strategy As Revolution/ Harvard Business Review


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Enormous sums of money are invested to reduce cycle time, improve quality, reengineer Much of this money is simply wasted. The waste is due to companies inability to develop wide-angle vision and tap into the power of the edge.Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Corporate consciousness is predictably centered around the mainstream. The best customers, biggest competitors, and model employees are almost invariably the focus of attention.Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


We become who we hang out with

We become who we hang out with!


Message take someone new weird to lunch today or tomorrow inundate yourself with weird

Message: TAKE SOMEONE NEW & WEIRD TO LUNCH TODAY OR TOMORROW. [Inundate yourself with weird.]


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Kevin Roberts Credo1. Ready. Fire! Aim.2. If it aint broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10. Avoid moderation!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Advice to Corporate Leaders: Consider the metaphor of the windmill: You can harness raw power but you cant control it. Hire artists, clowns, or other disrupters to come in and challenge your corporate environment. Hire a corporate anthropologist to analyze how tolerant your organization is of deviants and other innovators. Once the anthropologist leaves, hire a shaman to drive out the evil spirits of conformity. Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Giant projects contain within them the almost certain seeds of mediocrity. The very fact of their size causes constant scrutiny and thence political interference. Such oversight drains the passion of the champions and risksto the point of certaintyfatal dumbing down and thence loss of the very distinction and quirkiness sought in the first place.Exec, Hollywood


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Innovation Source No. 1*: PPPs/Personally Pissed-off PeopleBranson started Virgin Atlantic because flying other airlines was so dreadful. Fortune/05.13.2002*And there is no No. 2!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Bernie Goldhirsh: Sailing his passion, but sailing mags for yachtsmen only start Sail. Sail a biz success, but biz mags for corporate types only start Inc.


Big idea s v c gm portfolio roster

Big Idea/sV.C. GMPortfolioRoster


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Innovation Index: How many of your Top 5 Strategic Initiatives score 7 or higher (out of 10) on a Weirdness/Profundity Scale?


Ix new business new leadership

IX. NEW BUSINESS. NEW LEADERSHIP.


20 the passion imperative the leadership 50

20. The Passion Imperative: The Leadership50


The basic premise

The Basic Premise.


1 leadership is a mutual discovery process

1. Leadership Is a Mutual Discovery Process.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


I don t know

I dont know.


Quests

Quests!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Organizing Genius / Warren Bennis and Patricia Ward BiedermanGroups 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.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


The leadership types

The Leadership Types.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


25 8 53 damn it

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


Whoops jack didn t have a vision

Whoops: Jack didnt have a vision!


T a 3

T.A.:3


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

USN&WR/What traits do successful activists share?Studs Terkel, age 91: They have hope, and they imbue others with hope.


4 find the businesspeople type iii leadership

4. Find the Businesspeople!(Type III Leadership)


I p m inspired profit mechanic

I.P.M. (Inspired Profit Mechanic)


5 all organizations need the golden leadership triangle

5. All Organizations Need the Golden Leadership Triangle.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


6 leadership mantra 1 it all depends

6. Leadership Mantra #1: IT ALL DEPENDS!


Renaissance men are a snare a myth a delusion

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


7 the leader is rarely never the best performer

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver0. Tom Kelly0. Jim Leyland0. Walter Alston1AB. Tony LaRussa132 games, 6 seasons. Tommy LasordaP, 26 games. Sparky Anderson1 season.


The leadership dance

The Leadership Dance.


8 leaders show up

8. Leaders SHOWUP!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Rudy!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


A body can pretend to care but they can t pretend to be there texas bix bender

A body can pretend to care, but they cant pretend to be there. Texas Bix Bender


P s mark mccormack 5 000 miles for a 5 min meeting

P.S. Mark McCormack: 5,000 miles for a 5 min. meeting!


9 leaders love the mess

9.Leaders LOVE the MESS!


I m not comfortable unless i m uncomfortable jay chiat

Im not comfortable unless Im uncomfortable.Jay Chiat


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

If things seem under control, youre just not going fast enough.Mario Andretti


10 leaders do

10. LeadersDO!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Kotler Doctrine:1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)


We have a strategic plan it s called doing things herb kelleher

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


11 leaders re do

11. Leaders Re-do.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The lesson is the importance of relentless readjustment. At Microsoft they never get it right, but theyre constantly, relentlessly adjusting. And somehow, through constant readjustment practice over time, they gradually weave their way to the right place. George Colony, Forrester Research


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Sony Electronics has a well-earned reputation for persistence. The companys first entry into a new field often isnt very good. But, as it has shown in laptops, Sony will keep trying until it gets it right.BusinessWeek (5/01)


If it works it s obsolete marshall mcluhan

If it works, its obsolete.Marshall McLuhan


12 but leaders know when to wait

12.BUT Leaders KnowWhen to Wait.


Tex schramm the too hard box

Tex Schramm: The too hard box!


13 leaders are optimists

13. Leaders Are Optimists.


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

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


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

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


14 leaders deliver

14.Leaders DELIVER!


Leaders don t want to win leaders need to win 49

Leaders dont want to win. Leaders need to win.#49


It is no use saying we are doing our best you have got to succeed in doing what is necessary wsc

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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 playedor does she keep wandering back to strategy or philosophy?Larry Bossidy, Honeywell/AlliedSignal, in Execution


15 but leaders are realists leaders win through logistics

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


The gus imperative

The Gus Imperative!


16 leaders focus

16. LeadersFOCUS!


To don t list

ToDontList


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


17 leaders set clear design specs

17.Leaders SetCLEARDESIGNSPECS.


Danger s i o strategic initiative overload

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

[email protected]: (1) Neutron Jack.(Banish bureaucracy.) (2) 1, 2 or out Jack.(Lead or leave.) (3) Workout Jack.(Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!


18 leaders send v e r y clear signals about design specs

18.Leaders Send V-E-R-YClearSignals About Design Specs!


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

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


If it ain t broke break it

If It Aint Broke Break It.


19 leaders forget leaders destroy

19.Leaders FORGET!/Leaders DESTROY!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Cortez

Cortez!


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

Leaders dump the ones who brung emNokia, HP, 3M, PerkinElmer, Corning, etc.


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Damned If You Do, Damned If You Dont, Just Plain Damned.Subtitle in the chapter, Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity, Liberation Management (1992)


21 leaders honor the usurpers

21. Leaders HONORTHEUSURPERS.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


22 leaders make lotsa mistakes and make no bones about it

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


Fail faster succeed sooner david kelley ideo

Fail faster. Succeed sooner.David Kelley/IDEO


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Success is the ability to go from failure to failure without losing your enthusiasm.Winston Churchill(as quoted by John Peterman)


Fail forward fast high tech exec

Fail. Forward. Fast.High-tech Exec


No matter try again fail again fail better samuel beckett

No matter. Try again. Fail again. Fail better. Samuel Beckett


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


23 leaders make big mistakes

23. Leaders Make BIG MISTAKES!


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Create

Create.


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

24. Leaders Know that THERES MORE TO LIFE THAN LINE EXTENSIONS.Leaders Love to CREATE NEW MARKETS.


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


25 leaders make their mark leaders do stuff that matters

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Legacy1

Legacy!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

CEO Assignment2002 (Bermuda): 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?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: Who do we intend to be? Not What are we going to do? but Who do we intend to be?Max DePree, Herman Miller


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

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


09 11 2000 hp bids 18 000 000 000 for pricewaterhousecoopers consulting business1

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


27 leaders love the new technology

27.LeadersLOVEthe New Technology!


100 square feet1

100square feet


28 needed type iv leadership technology dreamer true believer

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Talent

Talent.


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Talents Rules1. Talent = 25/8/53 2. Some people are better than other people. Some people are a helluva lot better than other people3. Think Roster4. Think V.C.5. Talent = Brand6. Talent is what leaders do.


30 leaders don t create followers they create leaders

30. Leaders Dont Create Followers: THEYCREATELEADERS!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Brand you big time i am an army of one

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


31 leaders win followers over

31.LeadersWin Followers Over


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

WHAT AN IDIOT:Instead of employees being in the drivers seat, now were in the drivers seat.


Pj coaching is winning players over

PJ: Coaching is winning players over.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Passion

Passion.


32 leaders out their passion

32.Leaders Out TheirPASSION!


G h create a cause not a business

G.H.: Create a cause, not a business.


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


33 leaders know enthusiasm begets enthusiasm

33.Leaders Know:ENTHUSIASM BEGETS ENTHUSIASM!


Bz i am a dispenser of enthusiasm

BZ: I am a Dispenser of Enthusiasm!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Until there is commitment there is hesitancy, the chance to draw back. Concerning all acts of initiative and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too. All sorts of things occur to help one that would never otherwise have occurred. Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it. Begin it now! Johann Wolfgang von Goethe


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


I m looking for insane commitment twyla tharp the creative habit

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


A powerful and madly exuberant work la times on frank gehry s walt disney concert hall 10 03

a powerful and madly exuberant workLA Times on Frank Gehrys Walt Disney Concert Hall (10.03)


34 leaders are in a hurry

34.Leaders Are in a Hurry


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Urgency Factor: LEADERS have a distorted sense of time.(E.g.: Rummy thinks he asked months ago it was the day before yesterday.)


35 leaders focus on the soft stuff

35.Leaders Focus on theSOFT STUFF!


Soft is hard isoe

Soft Is Hard- ISOE


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Dont do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always. Dee Hock


The job of leading

The Job of Leading.


36 leaders know it s all sales all the time

36. Leaders Know Its ALL SALES ALL THE TIME.


Everybody lives by selling something robert louis stevenson

Everybody lives by selling something. Robert Louis Stevenson


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

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


37 leaders love politics

37. LeadersLOVEPOLITICS.


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

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


38 but leaders also break a lot of china

38. But Leaders Also Break a Lot of China


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

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


39 leaders give respect

39. Leaders Give RESPECT!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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

Sara Lawrence-Lightfoot, Respect


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Trust

Empowerment has become the biggest gap between walk and talk in America. I hear CEOs stand at podiums and say, How do we get rid of five thousand more? We should forget the word empowerment and go back to plain English. Empowerment is nothing more than a fancy word for trust.

Barry Gibbons


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The material of a strong, ethical base includes honoring the people who do the work, respecting the letter and the spirit of the law, and believing that a companys responsibility does not stop at the communitys edge. Such a base has been my moral compass. It guides me away from the sleek, the cut corner, and the easy path. The foment about corporate conduct has often come close to arguing that it is wrong because it has been discovered. In truth, it is wrong because it violates the most critical fundamental of business. One behaves honestly because it is right, because you do unto othersbecause you are responsible for your life and, in your business, for the lives of others. There is no optionno alternative.Sidney Harman/Harman International


40 leaders say thank you

40. Leaders SayThank You.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


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

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

We look for ...... listening, caring, smiling, saying Thank you, being warm. Colleen Barrett, President, Southwest Airlines


41 leaders are curious

41.Leaders Are Curious.


Tp 08 2001 the three most important letters why

TP/08.2001: The Three Most Important Letters WHY?


42 leadership is a performance

42. Leadership Is a Performance.


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

It is necessary for the President to be the nationsNo. 1 actor.FDR


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


43 leaders are the brand

43. Leaders AreThe Brand


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

The BRAND lives (OR DIES) in the minutiae of the leaders moment-to-moment actions.


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

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


44 leaders have a great story

44.Leaders Have a GREATSTORY!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Leaders don t just make products and make decisions leaders make meaning john seely brown

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


Introspection

Introspection.


45 leaders enjoy leading

45.Leaders Enjoy Leading.


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

Warren, I know you want to be president. But do you want to do president?


Tom peters re imagine business excellence in a disruptive age 02 07 2004

[Bertelsmanns Reinhard] Mohn wasnt a creative type. What got him juiced was the art of running an organization and motivating the people who work there.Fortune/05.27.2002


46 leaders know themselves

46. Leaders KNOW THEMSELVES.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Individuals (would-be leaders) cannot engage in a liberating mutual discovery process unless they are comfortable with their own skin.(Leaders who are not comfortable with themselves become petty control freaks.)


47 but leaders have mentors

47. But Leaders have MENTORS.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


48 leaders take breaks

48. Leaders Take Breaks.


Zombie zombie zombie zombie

Zombie!Zombie!Zombie!Zombie!


The end game

The End Game.


49 leaders

49. Leaders ???:


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

Leadership is the PROCESS of ENGAGINGPEOPLE in CREATING a LEGACY of EXCELLENCE.


It s only business not personal it always is personal

Its only business, not personal IT ALWAYS IS PERSONAL.


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

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


Leaders need to be the rock of gibraltar on roller blades

LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON ROLLER BLADES


50 leaders know when to leave

50.Leaders KnowWHENTOLEAVE!


Bonus

Bonus


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The Leadership111. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Sir Richards Rules:Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune/10.03


X new business new rules

X. NEW BUSINESS. NEW RULES.


21 tom s 60tibs tib this i believe

21. Toms 60TIBs**TIB = This I Believe


Tom peters re imagine business excellence in a disruptive age 02 07 2004

1. TECHNICOLOR RULES! (Passion Moves Mountains!)2. Audacity Matters!3. Revolution Now!4. Question Authority! (& Hire Disrespectful People.) 5. Disorganization Wins! (LOVE THE MESS!)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

6. Think 3M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you cant take Silicon Valley out of the boy!)7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.) 8. Message 2003: Technology Change (Info-sciences, Biosciences) Is in Its Infancy! (WE AINT SEEN NOTHIN YET!)9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT OR DIE! 10. Big Sucks. (Mostly.) (VERY Mostly.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

11. Permanence Is a Snare & a Delusion. (Forget Built to Last. Its Yesterdays Idea.)12. Kaizen (Continuous Improvement) Is Dangerous.13. DESTRUCTION RULES!14. Forget It! (Learning = Easy. Forgetting = Nigh on Impossible.) 15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

16. Boring Begets Boring. (Cool Begets Cool.)17. Think Portfolio. (Were All V.C.s.)18. Perception Is All There Is. (Insiders ALWAYS overestimate the Radicalism of What Theyre Up To.)19. Action ALWAYS Takes Precedence. Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH INACTION.) 20. He Who Makes & Tests the Quickest & Coolest Prototypes Reigns!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

21. Haste Makes Waste. (SO GO WASTE!)22. Screw-ups are the Mark of Excellence. (Do It Right the First Time Is a Very Stupid Idea.) 23. Play Hard! Play Now! (Cherish Play!)24. TALENT TIME! (He/She Who Has the Best Roster Rules!)25. Re-do Education. Totally. (FOSTER CREATIVITY NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

26. Diversitys Hour Is Now!27. SHE Is the Best Leader!28. MARKETING MANTRA: Embrace the BIG THREE Demographics. (1) SHE is the Customer. (For everything.) (2) Rapidly Aging Boomers Have ALL THE MONEY. (3) Green Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY Gets It.) (Mere Programs Will Not Suffice.)29. Re-boot Healthcare. (UNDERSTATEMENT.)30. WHAT ARE WE SELLING? Experiences & Solutions > Quality & Satisfaction. (The Traditional Value-added Equation Is Being Set on Its Ear.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

31. DESIGN = New Seat of the Soul. 32. Branding Is for EVERYONE. He Who Has the BEST STORY Takes Home the Marbles.33. DRAMATIC DIFFERENCE = Only Difference.34. WORDS/Language Matters a Lot. (E.g.: Three Hearty Cheers for Wow!)35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: Are You Proud of It?)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

36. eALL. (IS/IT: Half-way = No Way.)37. DREAM Big! DREAM Enormous. DREAM Gargantuan. (These Are XXXL Times.)38. THINK MIKE! (Michelangelo: The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.)39. There Is Only ONE BIG ISSUE. Cross- functional Communication.40. Stop Doing Dumb Shit. (SYSTEMATIZE THE PROCESS OF UN-DUMBING.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

41. Beautiful Systems Are BEAUTIFUL.42. The WHITE-COLLAR REVOLUTION Will Devour Everything in Its Path. 43. Take Charge of Your Destiny! BrandYou Moment! DISTINCT OR EXTINCT!44. Powerlessness Is a State of Mind! Think: King. Gandhi. DeGaulle.45. Pursue Adventure in Every Task.


Tom peters re imagine business excellence in a disruptive age 02 07 2004

46. EXCELLENCE Is a State of Mind. (Excellence Takes a Minute.) (No Bull.)47. SHOW UP! (If You Care, Youre There.)48. YOUR CALENDAR KNOWS ALL. (You = Calendar.) (Mind Your TO DONT List.)49. LIFE IS SALES. (The Rest Is Details.)50. Boss Mantra #1: I DONT KNOW. (I Dont Know = Permission to Explore.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

51. Management Role 1: GET OUT OF THE WAY. (Clear the Way.) (Manager = Hurdle Removal Professional.)52. Epitaph from Hell: He Woulda Done Some Truly Cool Stuff But His Boss Wouldnt Let Him.53. Change Takes However Long You Think It Takes. (Eschew Incrementalism.)54. Respect! (Rule 1: Dont Belittle!)55. Thank You Trumps All!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

56. Integrity Matters! Integrity = Credibility. (Dennis K. Is a Jerk.)57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.)58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.)59. DISPENSE ENTHUSIASM!60. FUN Is Not a 4-Letter Word. So, too JOY. (And GRACE.)


Tom peters re imagine business excellence in a disruptive age 02 07 2004

Successful Businesses Dozen Truths: TPs 30-Year Perspective1. Insanely Great & Quirky Talent.2. Disrespect for Tradition.3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do.4. Utter Disbelief at the Bullshit that Marks Normal Industry Behavior.5. A Maniacal Bias for Execution and Utter Contempt for Those Who Dont Get It.6. Speed Demons.7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)8. Passionate Hatred of Bureaucracy.9. Willingness to Lead the Customer and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.)10. Reward Excellent Failures. Punish Mediocre Successes. 11. Courage to Stand Alone on Ones Record of Accomplishment Against All the Forces of Conventional Wisdom.12. A Crystal Clear Understanding of Brand Power.


T j peters 1942 2 he woulda done some really cool stuff but his boss wouldn t let him

T. J. Peters 1942 2---HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!


T j peters 1942 2 he was a player

T. J. Peters 1942 2---HE WAS A PLAYER!


Tom peters re imagine business excellence in a disruptive age 02 07 2004

If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud. mile Zola


Have you changed civilization today source hp banner ad

Have you changed civilization today?Source: HP banner ad


Tom peters re imagine business excellence in a disruptive age 02 07 2004

The idea of eloquence is to alter in a pair of hours, perhaps in a half hours discourse, the convictions and habits of years. Not that this often actually happens, but such is always the hope. There is for every man a statement possible, so broad and so pungent that he cannot get away from it, but must either bend to it or die of it. For this to work, the speakers mind must be inflamed by the contemplation of the whole so that sentences fall from him as unregarded parts of that terrible whole which he sees and which he means that you shall see. Nothing less than the perfection of humankind was eloquences ultimate goal. Lawrence Buell, Emerson


Dream as if you ll live forever live as if you ll die today james dean

Dream as if youll live forever. Live as if youll die today.James Dean


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Tom peters re imagine business excellence in a disruptive age 02 07 2004

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


Thank you

Thank You!


  • Login