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Lessons in Leadership:Tom Peters Seminar2001Rollercoaster Days:Learning to … Rock & Roll!Ft Lauderdale/05.22.2001
slide2

More at …tompeters.comSlides from this seminar;Master Presentation, for in-depth; annotated Special Presentations [Women Rule!, Design!, etc.].“Cool Friends” (referenced in seminar).Discussions re this stuff.Calendar of events.Lavender text in this file is a link.

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“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

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“In 25 years, you’ll 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] [Barron’s 11.13.2000]

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<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: 1000X tech 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, talk april2001

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“The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically.”Peter Drucker, Business 2.0 (08.00)

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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!)
slide10

John Roth’s “Rules” [Nortel]1. Our strategies must be tied toleading-edge customers on the attack.2. Time cannot be sacrificedfor better quality, lower cost, or even better decisions.3. It doesn’t matter whether you develop or acquire leading technology.Our job is to provide the technology and products our customers need.4. Success is achieved byleading change, not waiting for it.5. We are paranoid about our leadership– willing to cannibalize our own products to maintain our edge.Source: Abridged from The Wall Street Journal (07.25.00)

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“Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.”John Roth, CEO, Nortel

slide13

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

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Forget>“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock
slide18

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

slide19
“Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters
slide20

“Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, Cisco

slide21

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. [Nature’s] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for merging’s 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]

slide24

Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 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

slide26

Headline: “Bank of America to Cut … 10,000 Jobs”“Middle-level and senior managersare expected to be the principal targets of the job cutbacks.”Source: The New York Times (07.29.2000)

slide29

The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]Global Outsourcing[E.g.: India, Mexico]Speed!!

slide36

Cisco, Dell =Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism [e.g.: Cisco owns 2 of 38 assembly plants]

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.
slide43

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

09 11 2000 hp bids 18 000 000 000 for pricewaterhousecoopers consulting business
09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!
slide46
[“These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard]
slide48
Mystery Co.Turnkey.Collections.Flexible sourcing.Packaging.Merchandising.Promotion.Design.Systems & Site mgt.
slide49
Maybe one [or more] of your“PSFs” becomes the tail that wags the dog?????[E.g.: engineering, IS-logistics-customer service]
reward excellent failures punish mediocre successes phil daniels sydney exec
“Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec
slide52

Your Current Project?1. Another day’s work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10.WE AIM TO CHANGE THE WORLD.(Insane!/Insanely Great!/WOW!)

slide53
“Learn not to be careful.”Photographer Diane Arbus to her students (Careful = The sidelines, perHarriet Rubinin The Princessa)
slide56

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

slide57

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

slide58

Minimum New Work SurvivalSkillsKit2001MasteryRolodex Obsession (vert. to horiz. “loyalty”)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Marketing”Passion for Renewal

slide59

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

slide63

“When land was the productive asset, nations battled over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH

slide64
“We have transitioned from an asset-based strategy to a talent-based strategy.”Jeff Skilling, CEO, Enron
slide67

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

slide69

Home Depot:7 new growth initiatives ($20B to $100B in 5-7 years)Arthur Blank: BESTPERSONINTHEWORLD TO HEAD EACH INITIATIVEE.g.: COO of IKEA to head international expansionEd Michaels, War for Talent (05.17.00)

slide71

“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 (05.17.00)

slide72
Message: Some people are better than other people.Some people are a helluva lot better than other people.
slide74

“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)

slide75

So-so plant manager, $1M per year. Pay: $110,000 plus $60,000. Top plant manager, $3-4M per year. Pay: $135,000 plus $90,000. Net: $2-3M for $50K.Source: Ed Michaels et al., The War for Talent, re Georgia-Pacific

slide76
What gets measured gets done. What gets paid for gets done more.What gets paid a lot for gets done a lot more.
slide78

“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]

slide80

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

slide81

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

slide83

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

slide84
The New Economy …Shout goodbye to “command and control”!Shout goodbye to hierarchy!Shout goodbye to “knowing one’s place”!
slide85

Women’s Stuff =New Economy MatchImprov skillsRelationship-centricLess “rank consciousness”Self determinedTrust sensitive IntuitiveNatural “empowerment freaks” [less threatened by strong people]Intrinsic [motivation] > Extrinsic

slide86

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

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“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

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It’s 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)

slide90
Read This!“Winning the Talent War for Women: Sometimes It Takes a Revolution”Douglas McCracken, HBR [11-12/2000]
slide91

“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 weren’t leaving to raise families; they had weighed their options in Deloitte’s 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]

slide92

“The process of assigning plum accounts was largely unexamined. … Male partners made assumptions:‘I wouldn’t put her on that kind of company because it’s 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]

okay you think i ve gone tooooo far how about this do any of you suffer from too much talent
Okay, you think I’ve gone tooooo far. How about this:DO ANY OF YOU SUFFER FROM TOOMUCH TALENT?
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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

slide96

The Cracked Ones Let in the Light“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.”David Ogilvy

slide98

“Andrew Higgins , who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you can’tdo in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, ‘Andrew Higgins won the war for us. He did it without engineers.’ ”Stephen Ambrose/Fast Company

slide100

“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”

slide105
Goal of the Year No. 1*: Find-Develop-Mentor ONE Extraordinary Person.*CEO, large financial advisory firm, April 2001
what s your company s evp e mployee v alue p roposition per ed michaels et al the war for talent
What’s your company’s … EVP?Employee Value Proposition, per Ed Michaels et al., The War for Talent
slide108
EVP = Challenge, professional growth, respect, satisfaction, opportunity, rewardSource: Ed Michaels et al., The War for Talent
slide111

The following slide begins the “Boss-Free Implementation of Stuff That Matters” Section. The slides in this section are heavily annotated.Use Normal or Notes Page View to access the notes.

slide118

Is It …“The Oh-Hell-I-Wish-It-Were-Over Memorial Day picnic”or “The First Annual Seriously Kewl Celebration of Our Incredible Staff”

slide119

Is It …Wrestle the damn Safety Manual into line with the ridiculous new OSHA Regs?Or …A stealth opportunity to address the War for Talent via … a thoroughgoing review of how safety and environmental issues contribute to making this a Great Place to Work?

slide120

Is It …Fix these bloody customer problems that have cropped up with the new 2783B?Or …A chance to work with a hotshot, young division GM on …using the Internet/Internet Speed to revisit the entire process of how we get customer input – before and during the fact – into the heart of the Product Design Process?

slide121

Reframers’ Rules:Rule 1:Never accept an assignment as given! (Please.)Rule 2:You’re never so powerful as when you are “powerless”!Rule 3:Every “small” project contains the entire enterprise DNA!

joe j jones 1942 2001 he woulda done some really cool stuff but his boss wouldn t let him
Joe J. Jones 1942 – 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!
slide124

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

slide125
The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo
slide127

Saviors-in-WaitingDisgruntled CustomersFringe CompetitorsRogue EmployeesEdge SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

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.]
button down org h s d e
Acquire for market share

Suck up to biggest customers

Pursue “strategic vendors”

Bigger is better

Accept assignments as given

Hire 4.0s from “top schools”

Promote when they’ve “paid their dues”

Appoint a “prestigious” board

Hang out with my pals

R.A.F.

Be “professional” at all times/Honor thine elders

Acquire for innovation

Partner with cool customers

Seek out pioneering vendors

Break it up … to refresh

Reframe all tasks to innovate

Hire “intriguing,” wherever

Promote tomorrow if the work product is weird and WOW

Appoint an interesting, headstrong board

Take a freak to lunch today

F.F.F.

Stay loose, stay cool/The hell with thine elders

Button-down OrgH.S.D.E..
n w o was is is
Pine-paneled Office

Address: 1 Big Man Plaza

Secretary

Suit

Formal

Rank conscious

Pretense (“Failures are

for fools.”)

I love “Yes men”

Self-contained

Seat 9B, UA233

Address: [email protected]

Typing: 60 WPM

Casual M-F

Approachable

We are a HOT Team

Screwing up is as normal as breathing

I love Misfits!

I love partners

N.W.O.:WasIsIs
slide134

Quality Not Enough!“While everything may be better, it is also increasingly the same.”Paul Goldberger on retail, “The Sameness of Things,” The New York Times

slide135
“We make over three new product announcements a day. Can you remember them? Our customers can’t!”Carly Fiorina
slide136

“The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similar educational backgrounds, working in similar jobs, coming up with similarideas, producing similar things, with similarprices and similarquality.”Kjell Nordstrom and Jonas Ridderstrale,Funky Business

slide137
“Companies have defined so much ‘best practice’ that they are now more or less identical.”Jesper Kunde, A Unique Moment
slide140

Tomorrow Today: Cisco!90% of $20B (=$50M/day)75% mfg. outsourced; 50% of orders routed to supplier who ships directGross margin: 65%; Net margin: 28%Annual savings in service and support from customer self-management: $550M

slide141

Enron eWorld: “Price a structured trade,” per John Arnold, 26: Early 1999: 30 times a day. Late 2000: 30 times per … minute.Long-term gas contract. 1989: 9 months, 400+ deals. Late 90s: 2 weeks, 2 per week. Late 2000: 5 such deals per daySource: www.ecompany.com (1/2001)

slide142

GM/Ford/DaimlerChrysler/Renault/Nissan/Oracle/CommerceOneCovisint (02.2000)$240B (+$500B)90,000 Suppliers$2-3,000/Car42 to 12-18 MonthsSource: Business2.0 (02.2001)

slide143

“This is the first meter of a 10-kilometer race. Eventually, all markets will come to resemble today’s foreign exchange market.”Hamid Biglari, Head of Corporate Strategy, Citigroup, in “GIGATRENDS”, Wired 04.01

slide146

Tomorrow Today: Cisco!90% of $20B; save $550MC.Sat e >> C.Sat HCustomer Engineer Chat Rooms/CollaborativeDesign ($1B “free” consulting) (45,000 customer problems a week solved via customer collaboration)

slide147

Welcome toD.I.Y. Nation!“Changes in business processes will emphasize self service. Your costs as a business go down and perceived service goes up because customers are conducting it themselves.” Ray Lane, Oracle

anne busquet american express not age of the internet is age of customer control
Anne Busquet/ American ExpressNot: “Age of the Internet”Is: “Age of Customer Control”
slide150
“Revenues on the Web are determined almost completely by usability.”Jakob Nielsen (The Economist 04.28.01)
slide151

SWASimple!!!!!!!!!!!!(customers call because the process is so easy they can’t believe they’re done)30% of revenues directly from site(vs. 6% for others)Source: Business Week (09.00)

slide153

“One cannot be tentative about this. Excuses like ‘channel conflict’ or ‘marketing and sales aren’t ready’ cannot be allowed. Delay and you risk being cut out of your own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago.”Jack Welch [07.00/Forbes.com]

ge the web purchasing 2000 6b 2001 15b sales 1999 1b 2000 7b 2001 20b source business 2 0 05 01
GE & the WebPurchasing: 2000: $6B; 2001: $15BSales: 1999: $1B; 2000: $7B; 2001: $20B+Source: Business 2.0 (05.01)
e business is the final nail in the coffin for bureaucracy at ge jack welch ge annual report 2000
“E-business is the final nail in the coffin for bureaucracy at GE.”Jack Welch/GE Annual Report 2000
slide156

“We’ve put the word out to all of our suppliers: by the end of the year [2000] we’ll only do purchasing over the Internet.”John Paterson, C.P.O., IBM [$50B from 18,000 suppliers]

slide157

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

slide158

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

slide159

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

slide160

“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

slide161
Magic![Inter]networked Marketsmeet …[Intra]networked WorkersSource: The Cluetrain Manifesto: The End of Business as Usual
slide162

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

slide164

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

message survivors will move all their operations to the web now web encompassing or else
Message: Survivors will move all their operations to the Web. Now. Web = Encompassing… or else.
slide170

The control revolution.The potentially monumental shift in control from institutions to individuals made possible by new technology such as the Internet.Source: Introduction, The Control Revolution, Andrew Shapiro

slide171

“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 Nordstrom and Jonas Ridderstrale, Funky Business

slide173

THE FUTURE: Patients Rule!Control Over Aging! [M&F Cosmetic Surgery, Viagra]Targeted Therapies = High Expectations The Internet! [meds, expert consultation, info-knowledge incl. outcome data & own recs, interaction with peers & docs, awareness that experts aren’t]Alt Therapies! [more visits, some insurer recognition]Awareness [medicine as front-page news, ads]Boomers! [#s, $$$, Ethos of self-control]Prevention/WellnessHMO [no-choice] Revolt“Age of Talent” [Be nice, boss!]Speed! [surgicenters, out-patient, self-admin regimens]

savior for the sick vs partner for good health source npr vpr 08 15 00
“Savior for the Sick”vs. “Partner for Good Health”Source: NPR/VPR 08.15.00
slide175

Sooooo …Is your strategy centered around customer-client empowerment & self-determination? Hint: This means letting go of traditional sources of power!

message we are on the cusp of a people s customer patient citizen etc revolution
Message: We are on the cusp of a “People’s[customer/ patient/ citizen/ etc.]Revolution.”
slide178

?????????Home Furnishings … 94%Vacations … 92%Houses … 91%Consumer Electronics … 51% Cars … 60% (90%)Allconsumerpurchases … 83%Bank Account … 89%Health Care … 80%

slide181
48% working wives > 50%80% checks61% bills53% stock (mutual fund boom)43% > $500K95% financial decisions/ 29% single handed
slide182

Women …50+%(!!!) of Web users; 6 of 10 new users; 83% of wired women are primary decision makers for family healthcare, finances, education.Source: Business Week; Jupiter Communications

slide189

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

slide190

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

slide191

“Men seem like loose cannons. Men always move faster through a store’s aisles. Men spend less time looking. They usually don’t like asking where things are. You’ll see a man move impatiently through a store to the section he wants, pick something up, and then, almost abruptly he’s ready to buy. … For a man, ignoring the price tag is almost a sign of virility.”Paco Underhill, Why We Buy*(*Buy this book!)

slide192

Women and HealthcareWomen are … more dissatisfied, frustrated by the way they are treatedandspoken down toby physicians, seek more information, are more pressed for time … and make 75% of health care decisions and control 2/3 of health care $$$$ [and constitute 2/3 of health care employees].Source: Patricia Braus, Marketing Healthcare to Women

slide193

Women and Financial AdvisorsWomen want … a plan, to be listened to,to betaken seriously, to read about it, to think about it.Women do not want … an in-your-face sales pitchSource: Kathleen Boyle, Wheat Boyle Butcher Singer

slide194

“Women Beat Men at Art of Investing”Source: 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)

slide195
Value Line: Top State* Investment Clubs 20008 … All male19 … Coed22 … All FEMALE* VT & Maine not included; D.C. included
slide196

Marketing to Women: Help Them Save Time!80% … work86% … cook58% … run errands with kids38% … take child to school21% … go to the gym21% … take outside classes

slide197

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

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
slide200

“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

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

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[“I only really understand myself, what I’m really thinking and feeling, when I’ve 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]

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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 today’s skills?”EVEolution

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

this just might be the biggest thing in this seminar please think about it
THIS JUST MIGHT BE THE BIGGEST “THING” IN THIS SEMINAR.[PLEASE: THINK ABOUT IT!]
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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. I’d 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!”

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STATEMENT OF PHILOSOPHY: I am a businessperson. An analyst. A pragmatist. The enormous social good of increased women’s power is clear to me; but it is not my bailiwick. My “game” is haranguing business leaders about my fact-based conviction thatwomen’s 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 Altan … THIS IS EVEN BIGGER THAN THE INTERNET!Tom Peters

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“If we are single, they say we couldn’t catch a man. If we are married, they say we are neglecting him. If we are divorced, they say we couldn’t keep him. If we are widowed, they say we killed him.”Kathleen Brown, on the joys of female political candidacy

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Ad from Furniture /Today (04.01):“MEET WITH THE EXPERTS!: How Retailing’s Most Successful Stay that Way”PresentingExperts: M = 16;F = ??

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“Amazing. A bunch of guys sitting around designing shopping centers!”“Men may think they buy home furnishings, but that’s because women are smart enough to appeal to their vanity and pretend to have consulted them.”

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Some Possible First StepsData! (market research/best practices)Women as project managers/critical mass for many/most new product & marketing teamsStrategic recruitment & promotion program (D&T)“Critical Mass” of women on the Board (“rule of three”)

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“ ‘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

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

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Census Y2000A First: Married couples with children < 25% of households!(23.5% vs. 45% in ’60)35-54: Up 32%, to 82M(“This age group is used to redefining” – Dan Growhoski, True North Communications)

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

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

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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

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“What’s imperative is the creation of a style that becomes a culture linking you to the community. You can only do that through good design.”– Anita RoddickSource: Design Council [UK]

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

unconventional design messages not about lumpy objects no t about 79 000 objects
Unconventional [Design] MessagesNot about ... “Lumpy Objects”!Not about ... $79,000 objects
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The I.D. [International Design] Forty*Airstream … Alfred A. Knopf … Apple Computer …Amazon.com… Bloomberg… Caterpillar …CNN… Disney…FedEx… Gillette … IBM …Martha Stewart… New Balance …Nickelodeon… Patagonia …The New York Yankees… 3M … Etc. * List No. 1, 1999

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Design Transforms even the [Biggest] Corporations!TARGET… “the champion of America’s new design democracy” (Time) “Marketer of the Year 2000” (Advertising Age)

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“I’m just going to come right out and say it: Ericsson lost $2.3B on mobile phone handsets last year because its products are ugly.”Peter Martin (FT 04.24.01)

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

message services are not intangible you give off hundreds of design cues daily you are a designer
Message:“Services” are Not Intangible!You “give off” hundreds of design cues … daily!YOU ARE A DESIGNER!
first steps beauty contest
First Steps: “Beauty Contest”!
  • Select one form/document: invoice, air bill, sick leave policy, customer returns-claim form
  • Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on three dimensions: Beauty, Grace, Clarity
  • Re-invent!
  • Repeat, with a new selection, every 15 working days.
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“Experiencesare as distinct from services as services are from goods.”Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

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“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 that’s not work or home. It’s the place our customers come for refuge.”Nancy Orsolini, District Manager

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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

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

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PlotWilliams Sonoma = 5 [was 10]Crate & Barrel = 8Sharper Image = 9+Smith & Hawken = 8+Garnet Hill = 9L.L. Bean = 4 [was 9+]Colonial Williamsburg = ?

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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 experience applies to all work
Message: “Experience” is the “last 80%.” “Experience” applies to allwork!
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HP RevisitedPWC Consultants lead Business Re-invention Process (“Experience Economy”)Fabulous Customer Service (“Service Economy”)Terrific Servers (“Goods Economy”)

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“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

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“Most companies tend to equate branding with the company’s marketing. Design a new marketing campaign and, voila, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how clever. WHAT IS MY MISSION IN LIFE?WHAT DO I WANT TO CONVEY TO PEOPLE?HOW DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To put it bluntly, it is a matter of whether – or not – you want to be … UNIQUE … NOW.”Jesper Kunde, A Unique Moment

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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, Tom’s of Maine

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“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) Big Enchilada: Try ’em on a skeptical Client!

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

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Message: REAL Branding is personal. REAL Branding is integrity. REAL Branding is consistency& freshness. REAL Branding is the answer to WHO ARE WE? WHY ARE WE HERE? REAL Branding is why I/you/we [all] get out of bed in the morning. REAL Branding can’t be faked. REAL Branding is a systemic, 24/7, all departments, all hands affair.

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“Leadership is a performance.You have to be conscious of your behavior, because everybody else is.” Carly Fiorina
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“Leaders achieve their effectiveness chieflythrough the stories they relate. In addition to communicating stories, leaders embody those stories.”Howard Gardner, Leading Minds: An Anatomy of Leadership

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“Create a Cause, not a ‘business.’ ”Gary Hamel, Fortune (06.00), on re-inventing a company (Exemplar #1: Charles Schwab)
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“As Ministers of The Republic of Tea, our not-so-covert mission is to carry out a Tea Revolution.”Ron Rubin & Stuart Avery Gold, [email protected]

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“Our free and open immigration policies welcome all who wish to flee the tyranny of coffee crazed lives and escape the frazzled fast paced race-to-stay-in-one-place existence that it fuels. In our tiny land, we have come to learn that coffee is about speeding up and losing sight, while tea is about slowing down and taking a look. Because tea is not just a beverage, it is a consciousness altering substance that allows for a way of getting in touch with and taking pleasure from the beauty and the wonder that life has to offer.”Ron Rubin & Stuart Avery Gold, [email protected]

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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. TP’s final words: CYNICISM SUCKS.]

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