Tom peters re imagine business excellence in a disruptive age 07 21 2003
This presentation is the property of its rightful owner.
Sponsored Links
1 / 892

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 07.21.2003 PowerPoint PPT Presentation


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

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 07.21.2003. Slides at … tompeters.com. It is the foremost task—and responsibility— of our generation to re-imagine our enterprises, private and public —from the Foreword, Re-imagine.

Download Presentation

Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 07.21.2003

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 07 21 2003

Tom Peters Re-Imagine!Business Excellence in a Disruptive Age07.21.2003


Slides at tompeters com

Slides at tompeters.com


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Uncertainty is the only thing to be sure of.Anthony Muh, head of investment in Asia, Citigroup Asset management (FT/03.27.2003)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

If you dont like change, youre going to like irrelevance even less.General Eric Shinseki, Chief of Staff, U. S. Army


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

You must become an ignorant man againAnd see the sun again with an ignorant eyeAnd see it clearly in the idea of it.--Wallace Stevens/Notes Toward a Supreme Fiction


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective.In effect, they Napsterized the battlefield by cutting out the middlemen (much of the 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 07 21 2003

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 07 21 2003

At 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Erics ArmyFlat.Fast.Agile.Adaptable.Light But Lethal.Brand You/ 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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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.


I new business new context

I. NEW BUSINESS. NEW CONTEXT.


All bets are off

All Bets Are Off.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

<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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


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.


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


2 the destruction imperative

2. The Destruction Imperative.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

Analysts said we dont care about revenue, just give us the bottom line. They preferred cost cutting, as long as they could see 2 or 3 years of EPS growth. I preached revenue and the analysts eyes would glaze over. Now revenue is in because so many got caught, and earnings went to hell. They said, Oh my gosh, you need revenues to grow earnings over time. Well, Duh!Dick Kovacevich, Wells Fargo (in ABA Banking Journal)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 workJames Surowiecki, The New Yorker (07.01,2002)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

TP on Acquisitions1. Big + Big = Disaster. (Statistically.) (There are exceptions; e.g., Citigroup.)2. Big (GE, Cisco, Omnicon) 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.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

A Bakers Dozen Merger Messages: Private Sector & DHS/BTSD1. Attitude Rules: Opportunity or Pain in 2. Unique time for Deep Re-assessment. (WE MUST RE-INVENT THE ESSENTIAL IDEA OF HOMELAND SECURITY.)3. THIS SORT OF THING ONLY HAPPENS ONCE EVERY SEVERAL DECADES! (I.E.: Dont blow the Main Chance!)4. Avoid getting totally caught up in (necessary) details. (KEEP YOUR EYE ON THE B-I-G OPPORTUNITY.)5. Lets assume you only hold this job for the next few months. MAKE A DAMN DIFFERENCE EVERY DAMN DAY. 6. What happens in the next few months is the principal basis by which your entire professional career will be judged.7. How well (IMAGINATIVELY!!!) you do this matters to 280,000,000 Americans.8. Every morning, say quietly to yourself, GROW UP. Forget Age Old Turf Disputes. (TURF WARFARE IS OSAMAs-TERRORISMs NO. 1 OPPORTUNITY.)9. Inclusiveness matters. Be incredibly careful about Respect & Involvement.10. Score some Quick Wins. (Rudys Rule.) Needed: New Behaviors. Focus on the Positives. (Bobs Rule.) 11. BE INSANELY LAVISH IN PRAISE OF SMALL ACTS OF COOPERATION. (Be publicly brutal to the smallest act of turf warfare.)12. GOOD DECISIONS MADE TODAY BEAT GREAT DECISIONS DELAYED FOR MONTHS. MOMENTUM & MORALE MATTER. DELAY = CANCER.13. VISIBILITY RULES!


The new g e way dyb com

The [New] Ge WayDYB.com


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Top-performing CompaniesExtremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussableJeffrey Sonnenfeld, Yale School of Management


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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Just Say No I dont intend to be known as the King of the Tinkerers. CEO, large financial services company (New York, 5-99)


Jim tom joined at the hip not

Jim & Tom. Joined at the hip. Not.


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 07 21 2003

Pastels?T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. FranklinA. Lincoln/U. S. Grant/W. T. ShermanTR/FDR/LBJ/RR/JFKM.L. KingC. de GaulleM. GandhiW. ChurchillM. ThatcherPicassoMozartCopernicus/Newton/EinsteinJ. Welch/L. Gerstner/L. Ellison/B. Gates/S. Ballmer/S. Jobs/S. McNealyA. Carnegie/J. P. Morgan/H. Ford/J.D. Rockefeller/T. A. Edison


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 (03-00)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The Futility of Size Virtualization is the recognition that territorial size does not solve economic problems. Economic access must become the substitute for increasing domain.Richard Rosecrance, The Rise of the Virtual State


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 (08.00)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

The Three Levels of InnovationTransformationalSubstantialIncrementalSource: Dick Foster, Business 2.0 (05.01) Note: Each level requires totally different processes!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Boyd


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Eglin Flag: 100% AGAINST ZERO DEFECTSGeneral, if youre not having accidents, your training program is not what it should be. You need to kill some pilots.BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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)


Ii new business new tech

II. NEW BUSINESS. NEW TECH.


3 the white collar revolution the death of bureaucracy

3. The White Collar Revolution & the Death of Bureaucracy.


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

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


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


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 07 21 2003

The virtual corporation is research, development, design, marketing, financing, legal, and other headquarters functions wth 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Most physicians believe that diagnosis cant be reduced to a set of generalizationsto a cookbook. How often does my intuition lead me astray? The radical implication of the Swedish study is that the individualized, intuitive approach that lies at the center of modern medicine is flawedit causes more mistakes than it prevents. Atul Gawande, Complications


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

N.W.O./Holy Moly: Unemployment up 2% real wage growth highest since 60s productivity soaring.Source: BW/02.11.2002


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 07 21 2003

BW Cover/02.2003IS YOUR JOB NEXT? A New Round of GLOBALIZATION Is Sending Upscale Jobs Offshore. They Include Chip Design, Basic Researcheven Financial Analysis. Can America Lose These Jobs and Still Prosper?


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Everybodys Doin It!The leading Indian outsourcers reckon that the key to their long-term prosperity is bagging ever larger deals and moving ever higher up the value chain.The Economist/01.11.2003


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


4 is it web on the bus or off the bus

4. IS/ IT/ Web On the Bus or Off the Bus.


2 5g 3g 4g windows symbian java bluetooth wi fi pcs pdas cell phones e business vs m business etc

2.5G, 3G, 4GWindowsSymbianJavaBluetooth Wi-FiPCs-PDAs-CellphonesE-business vs. M-businessEtc.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Outsiders view: (1) Billions are being spent, even in a down market. (2) NOBODY HAS A CLUE AS TO WHO THE WINNERSAND LOSERSWILL BE. (3) Yet you must play. Now. Hard. Fast.


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 07 21 2003

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)


The real news x1 000 000 towtrucknet com

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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


From supply chain optimization to design chain optimization source cadence design systems

From: Supply-chain OptimizationTo: Design-chain OptimizationSource: Cadence Design Systems


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

NTT/DoCoMo/i-motion/remote control for your life/If Tokyo and DoCoMo are the first capitals of the wireless Internet industry, Helsinki and Nokia have been the wellsprings of mobile telephonyFinland leads the world in both Internet connections and mobile phones per capita.Source: Howard Rheingold/Smart Mobs


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

Jargon Bath!Bureaucracy free Systemically integrated Internet intense Knowledge based Time and location free Instantly responsive Customer centric Mass customization enabled.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Translation Bureaucracy free = Flat org, no B.S.Systemically integrated = Whole supply chain tightly wired/ friction-freeInternet intense = Do it all via the WebKnowledge based = Open accessTime and location free = Whenever, whereverInstantly responsive = Speed demonsCustomer centric = Customer calls the shotsMass customization enabled = Every product and service rapidly tailored to client requirements


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Dont rebuild. Reimagine.The New York Times Magazine on the future of the WTC space in Lower Manhattan/09.08.2002


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

[ 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.Rebuttal: (1) Service sucked in the pre-electronic age. (2) NewGen believes in the screen! (So do I.)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

One Persons OpinionTP to reporter: Service is MUCH better! Would you go back to bank tellers and phone operators? Value that I place on a smile: 3 on a scale of 10. Value I place on fast & accurate digital response: 11 on a scale of 10!!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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


Richard rosecrance the rise of the virtual state wealth and power in the coming century

Richard Rosecrance, The Rise of the Virtual State: Wealth and Power in the Coming Century


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The Futility of Size [Regarding this issue] the new process of virtualization fully exerts itself. Virtualization is the recognition that territorial size does not solve economic problems. Economic access must become the substitute for economic domain.Richard Rosecrance, The Rise of the Virtual State


Tp skill at creating exploiting and exiting crucial alliances beats ownership of fixed assets

TP: Skill at creating, exploiting, and exiting crucial alliances beats ownership of fixed assets.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Whats the Common Denominator?The Dutch the British the Rothschilds Cargill Sumitomo the KGB the CIA Mossad Enron Wal*Mart McKinsey FedEx UPS Mr. Speaker Henry Kissinger Executive secretaries the Corner Grocer Women-in-general?


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Masters of information acquisition, manipulation, dissemination, and utilization.Networkmeisters.Agile.Temporary.Virtual is thy name.Motto: Applied information is power/wealth.


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 napm you are the rock stars of the b2b age

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


Message you are re invention evangelists

Message: You are Re-invention Evangelists!


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


Talent department

Talent Department


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Model psf

Model PSF


Tom peters re imagine business excellence in a disruptive age 07 21 2003

(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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

When McDonalds first started exporting its formula of quality, cleanliness and service, it was something of a novelty. These days, quality, cleanliness and service are a givenand people are becoming more interested in what they are eating. FT/12.21.2002


Nobody brags about going to mcdonald s sf professional subway mcd s usa

Nobody brags about going to McDonaldsSF professional. Subway > McDs (USA).


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

Getting Beyond Lip Service!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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

The Internet is the most effective profit-killer on earth it stimulates a TRUE FREE MARKET; and a real free market is the most dangerous of marketplaces for companies selling the SAME OLD STUFF. To those with COURAGE, free markets are greatthey help kill off the deadwood competitors who dont have the courage to changemaking way for them to LEVERAGE their DRAMATIC DIFFERENCE into profitable growth.Doug Hall


The big day

The Big Day!


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

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

You are headed for commodity hell if you dont have services.Lou Gerstner on IBMs coming revolution (1997)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

Everybodys Doin It!The leading Indian outsourcers reckon that the key to their long-term prosperity is bagging ever larger deals and moving ever higher up the value chain.The Economist/01.11.2003


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

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Keep in mind customer s atisfaction versus customer success

Keep In Mind: Customer Satisfactionversus Customer Success


Was big iron transformer dudes division is air traffic controllers of electrons

Was: Big Iron Transformer Dudes Division.Is: Air Traffic Controllers of Electrons.


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

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

GEs New Six Sigma ApproachOld view: Out of service 9 days. 4 days are transport, which is client responsibility.New view: ALL 9 DAYS ARE OUR RESPONSIBILITY! Why? 9 days = Clients World.Source: Steve Kerr, VP, GE


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 07 21 2003

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


John deere landscapes this is our future

John Deere Landscapes: This is our future.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

A little-known fact: Siemens is now the worlds largest application service provider* to the health business. Digitally stored X rays, recordkeeping, the cameras that guide surgeons in the operating theaterall run on Siemens software Forbes/09.16.2002*E.g.: Siemens is giving Health South an all-digital hospital of the future.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Omnicom 57 of 6b from marketing services

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Model2002 3 4 5 dell ibm magic cut all the bullshit add lotsa soft integrative experiences value

Model2002/3/4/5/??Dell* + IBM** = Magic*Cut (ALL) the bullshit**Add (LOTSA) soft/integrative/experiences value


The seagate exception paradox possibility

The Seagate Exception. (Paradox? Possibility?)


7 the solutions 25 no more silos no more stovepipes damn it

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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)


Iv new business new brand

IV. NEW BUSINESS. NEW BRAND.


8 a world of scintillating awesome wow experiences

8. A World of Scintillating/ Awesome/ WOW Experiences.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.


The experience ladder experiences services goods raw materials

The Experience LadderExperiences ServicesGoods Raw Materials


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Experience It!Living Room, To Go: Cars of the future will be sanctuaries, with mood lighting, aroma therapy and massage seats. For long drives: movies and popcornheadline, Newsweek/11.25.2002


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Its a question of how to marshal our resources. Id like us to bereally great in four or five areas.We have tomake some hard choices.The big challenge is,weve got to get a story about science thats completelyunderstandable.To get money in wholesale amounts, youve got to sell concepts.Larry Small, Smithsonian Institution


Plot it williams sonoma 5 crate barrel 7 smith hawken 8 sharper image 9 ll bean 3

Plot It!Williams Sonoma 5Crate & Barrel 7+Smith & Hawken 8Sharper Image 9LL Bean 3


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 07 21 2003

Music Worth Paying For: Paul McCartney, rapper Jay-Z and other acts beat the digital pirates by cashing in on concertsForbes cover/07.07.03


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


First step hire a theater director as a consultant or fte

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


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 07 21 2003

Lay-Z-BoyExperience = Brand = Expert Sales and Design Consultants + Unique In-store Design Tools + In-home Design Assistance + Superior Delivery + Satisfaction Guarantee + Pixie Dust


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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.]


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The SAU/Straight Academic UnderpinningThat people in an advanced economy spend more on weightless intangibles than on three-dimensional objects causes some folks of literal bent to feel vaguely uncomfortable, but the trend should be of no concern. The greater value, and more eager expenditure, comes in the psychological domain. Robert Reich


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


Ladder position measure solutions success experiences services satisfaction goods six sigma

Ladder PositionMeasureSolutions Success(Experiences)Services SatisfactionGoods Six-sigma


Tg w vs tg r

<TGWvs.>TGR


9 experiences embracing the dream business

9. Experiences+: Embracing the Dream Business.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Emotional Design that Interprets DreamsZero defects: Only the starting point.Love at first sight.Design for the five senses.Develop to expand the Main Dream.Design so as to seduce through the peripheral senses.Source: Gian Luigi Longinotti-Buitoni


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

(Revised)Experience LadderDreams Come True Awesome ExperiencesSolutionsServicesGoodsRaw Materials


10 the mostly ignored soul of experiences design rules

10. 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Auto Designers at Milan Fashion Shows!Welcome to the world of the celebrity car designer, a new breed increasingly responsible for the fortunes of the worlds big car companies. We live in a designer world, and the car designers are at its heart.The Economist/12.21.2002


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Design Case I Thomas Hine: The Total Package: The Secret History and Hidden Meanings of Boxes, Bottles, Cans, and Other Persuasive Containers


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Packages have personality. They create confidence and trust. They spark fantasies. They move the goods!Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The most fundamental difference between a traditional market and the places through which you push your cart is that in modern retailing all the selling is done without people. It replaces people with packages. Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Oatmeal/1870: horses and a few stray ScotsOatmeal/1890/Quaker: a delicacy for the epicure, a nutritious dainty for thr invalid, a delight to the childrenDifference: Packaging!Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

During the thirty minutes you spend on an average trip to the supermarket, about thirty thousand different products vie to win your attention and ultimately to make you believe in their promise. When the door opens, you enter an arena where your emotions are in playand a walk down the aisles is an exercise in self-definition. Few experiences in life offer the visual intensity of a Safeway, a Krogers. Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Research: customers aware of 11,000 packages in 1,800 seconds walking the aisles.Opportunity= 1/6th second! Source: Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Packaging strives at once to offer excitement and reassurance. It promises something newer and better, but not necessarily different. When we talk about a tourist destination, or even a presidential contender, being packaged thats not really a metaphor. The same projection of intensified ordinariness, the same combination of titillation and reassurance, are used for laundry detergents, theme parks and candidates alike.Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Whats important to recognize is that fast-food and motel chains are not like packages, but that they are packagespackaged places and experiences.Thomas Hine/The Total Package


Tom peters re imagine business excellence in a disruptive age 07 21 2003

One, consumers really do not distinguish between a product and its package. Two, consumers relate emotionally not to the facts (the realities) of the product/packages they are involved with, but rather to their perceived realities. Walter Stern in Thomas Hine/The Total Package


11 design beautiful systems

11. 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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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.


12 it all adds up to the brand

12. It all adds up to THE BRAND.


The heart of branding

The Heart of Branding


Who are we

WHO ARE WE?


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Most companies tend to equate branding with the companys marketing. Design a new marketing campaign and, voil, youre 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, Unique Now ... or Never


What s our story

WHATS OUR STORY?


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Were not going to be driven by where we think a funding agency would like to see us go. Were going to build our case and then find an organization that agrees with us.Stephen Spongberg, Polly Hill Arboretum


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 07 21 2003

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 07 21 2003

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 cant be faked. REAL Branding is a systemic, 24/7, all departments, all hands affair.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.


13 trends i women roar

13. Trends I: Women Roar.


Women the marketspace

Women & the Marketspace.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

?????????Home Furnishings 94%Vacations 92% (Adventure Travel 70%/ $55B travel equipment)Houses 91%D.I.Y. (home projects) 80%Consumer Electronics 51% Cars 60% (90%)Allconsumerpurchases 83%Bank Account 89%Health Care 80%


Tom peters re imagine business excellence in a disruptive age 07 21 2003

????80%


Riding lawnmowers

Riding Lawnmowers


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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


4 8t japan 9m 27 5m 3 6t germany

$4.8T > Japan9M/27.5M/$3.6T> Germany


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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%


Opportunity no 1 no shit

OPPORTUNITY NO. 1!*[* No shit!]


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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)


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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps:Women love to talk.Men talk silently to themselves. Women think aloud. Women talk,men feel nagged. Women multitask. Women are indirect.Men are direct. Women talk emotively,men are literal. Men listen like statues. Boys like things,girls like people. Boys compete, girls cooperate.Men hate to be wrong. Men hide their emotions.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

We Really Dont Get It!Review of Unfaithful: the latest entry in the category of male directors clueless fantasies concerning what women fantasize about in their nonexistent free time.Source: Julie Iovine, NYT (05.19.2002)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Men & Women on Thelma & Louise. MEN: Sundance Kid; women who get angry, swear, go to bars, leave their mate. WOMEN: women controlled by the men in their lives, who would rather be dead than oppressed.Source: Judy Rosener, Americas Competitive Secret


Tom peters re imagine business excellence in a disruptive age 07 21 2003

[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 07 21 2003

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 07 21 2003

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


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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Storytelling: Men start with the headline. Women start with the context.Source: Martha Barletta, Marketing to Women


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 07 21 2003

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 07 21 2003

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 furnishings, not fixtures. Above all, I didnt want it to be girlie. John Hoke, designer, Nike


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 07 21 2003

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 07 21 2003

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


2 6 vs 21

2.6vs.21


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.


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 07 21 2003

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


Not year of the woman

Not!Year of the Woman


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

0


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Each time a womens movie is a success [e.g., First Wives Club] everybody is surprised all over again. But if any action movie is a hit, it instantly spawns a dozen knockoffs.Exec [F], major Hollywood studio


Stupid

Stupid!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Instructions: 1. Purchase ticket to symphony 7:30 p.m. show. 2. Drink three large bottles of water between 3 p.m. and 7 p.m. 3. X-dress. 4. Wait in queue at Ladies at Intermission. 5. Realize what total wretches you are. 6. Seize a microphone and apologize publicly to every woman in the hall.


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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.


14 trends ii boomer bonanza godzilla geezer

14. Trends 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%)


Aging elderly i m in charge

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Member growth 1987 1997 18 34 26 35 49 63 50 118 source ihrsa

Member Growth: 1987 199718 34: 26%35 49: 63%50+: 118%Source: IHRSA


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Take the Road Less TraveledAdvertising Age headline re Sony, upon targeting Zoomers, the neglected 34% of its customers who are age 50+


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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 07 21 2003

Relative to the demand, the success stories are pitifully fewAndrew Nuttney, Research Director, The Research & Advisory Group; on marketing effectively to Hispanics


Vi new business new work

VI. NEW BUSINESS. NEW WORK.


15 toward work that matters the wow project

15. Toward Work that Matters: The WOW Project.


Reward excellent failures punish mediocre successes phil daniels sydney exec

Reward excellent failures. Punish mediocre successes.Phil Daniels, Sydney exec


Language matters wow bhag takes your breath away

Languagematters!Wow! BHAG! Takes your breath away!


Let s make a dent in the universe steve jobs

Lets make a dent in the universe.Steve Jobs


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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!


Language matters

Language matters!


We shape our buildings thereafter they shape us wsc

We shape our buildings. Thereafter they shape us.WSC


We shape our words thereafter they shape us tjp

We shape our words. Thereafter they shape us.TJP


Astonish me s d build something great h y immortal d o

Astonish me! / S.D.Build something great! / H.Y.Immortal! / D.O.


Legacy

Legacy!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Herman Edwards: I picked up one of those Jets books and I told them, What you do as a football team is your legacy. When youre 80 years old, what youve done will be in this book and no one can take that away from you. Your grandkids, your kids after that, they will know what you did. Its about leaving your name in stone.Source: The New York Times (12.31.02)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

What the dot-com boom made vivid was that a significant portion of the workforce was disenchanted with the conventional office landscape and was looking for a viable alternative to the cubicle. Lise Anne Couture, designer/Metropolis/Reimagining Work/11.2002


New work new spaces

NEW WORK NEW SPACES


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The fact is, a person is so far formed by his surroundings, that his state of harmony depends entirely on his harmony with his surroundings.Christopher Alexander, The Timeless Way of Building


Tom peters re imagine business excellence in a disruptive age 07 21 2003

What the dot-com boom made vivid was that a significant portion of the workforce was disenchanted with the conventional office landscape and was looking for a viable alternative to the cubicle. Lise Anne Couture, designer/Metropolis/Reimagining Work/11.2002


Tom peters re imagine business excellence in a disruptive age 07 21 2003

I think its a chicken and egg proposition: do furniture manufacturers make cubes because of the demand, or is the demand there because its artificially created by the absence of any real alternatives? Lise Anne Couture, designer/Metropolis/Reimagining Work/11.2002


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Why Not?My ideal office wouldnt have a chair. You would do two things there: stand up or lie down. These are the bodys most natural positions.Niels Diffrient, designer and F500 consultant/Metropolis/Reimagining Work/11.2002


16 wow projects for the powerless a surefire recipe

16. 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 2002 he woulda done some really cool stuff but his boss wouldn t let him

Joe J. Jones 1942 2002 HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

Obeying the rules is obeying their rules. [Women] can never be powerful as long as they try to be in charge in the same way men take charge.Harriet Rubin, The Princessa: Machiavelli for Women


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Epitaphs from hell

Epitaphs from Hell


Joe j jones 1942 2002 he woulda done some really cool stuff but his boss wouldn t let him1

Joe J. Jones 1942 2002HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!


Joe j jones 1942 2002 he made budget again again

Joe J. Jones 1942 2002HE MADE BUDGET! (AGAIN & AGAIN.)


Joe j jones 1942 2002 his net worth was 11 000 000

Joe J. Jones 1942 2002HIS NET WORTH WAS $11,000,000.


Joe j jones 1942 2002 he hit quarterly earnings targets 44 times in a row

Joe J. Jones 1942 2002HE HIT QUARTERLY EARNINGS TARGETS 44 TIMES IN A ROW.


Who will go to stockholm damn it

WHO WILL GO TO STOCKHOLM? (Damn it.)


If you are not prepared to be fired over your beliefs you are working on the wrong project tp

If you are not prepared to be fired over your beliefs you are working on the wrong project - TP


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)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

IMPLEMENTATION SECRETS.Credibility. Demos & End Runs & Being There.Mr. OSHA Maine. Find three COs. Seek determined alumnae. Go to Bangkok. (Forget: How do I erase the old? Supplant rather than change the regnant heirarchs.)


It s politics stupid play or sit on the sidelines

Its politics, stupid!(Play or sit on the sidelines.)


17 bringing wow work to fruition the sales 25

17. Bringing WOW Work to Fruition:The Sales25.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 sidelines1

Its politics, stupid!(Play or sit on the sidelines.)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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!


18 boss work demos heroes stories or starting a wow projects epidemic

18. 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!


Leapfrog group lead frogs

Leapfrog Group: Lead Frogs


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Vii new business new you

VII. NEW BUSINESS. NEW YOU.


19 re inventing the individual welcome to a brand you world

19. Re-inventing the Individual: Welcome to a Brand You World


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


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 07 21 2003

Minimum New Work SurvivalSkillsKit2002MasteryRolodex 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 07 21 2003

Minimum New Work SurvivalSkillsKit2001MasteryRolodex 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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? youll 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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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.


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)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


20 boss job one the talent obsession

20. Boss Job One: The Talent Obsession.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

In a curious reversal, instead of people moving to jobs, I was finding that companies were moving to or forming in places that had skilled people. Richard Florida, The Rise of the Creative Class


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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%)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Sellers Market: Tomorrows Headline*Molecular biologists are up 3 points, economists down 1/4, in moderate trading*futureWEALTH, Stan Davis and Christopher Meyer


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Visibly energetic/ Passionate/ Enthusiastic about everything.Engaging/ Inspires others. (Inspires the interviewer!)Loves messes & pressure. Impatient/ Action fanatic.A finisher.Exhibits: Fat WOW Project Portfolio. (Loves to talk about her work.)Smart.Curious/ Eclectic interests/ A little (or more) weird.Well-developed sense of humor/ Fun to be around. ******No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: Did you visibly grow while working with X? / How has the department/team grown on a world-class scale during Xs tenure?)


2 greatness only the best

2.GreatnessOnly The Best!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Differentiation is all about being extreme, rewarding the best and weeding out the ineffective. You build strong teams by treating individuals differently. Just look at the way baseball teams pay 20-game winning pitchers and 40-plus homerun hitters.Jack Welch


3 performance up or out

3.PerformanceUp or out!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

Expose yourself to the best things humans have done and then try to bring those things into what you are doing.Steve Jobs, on the eclectic nature of the teams he concocts; people ofextraordinary tasteswithintriguing backgrounds


7 women born to lead

7.WomenBorn to Lead!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measureTitle, Special Report, Business Week, 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Leaders-Teachers Do Not Transform People!Instead leaders-mentors-teachers (1) provide a context which 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!


Talent department1

Talent Department


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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.


Mantram3 talent brand

MantraM3Talent = Brand


What s your company s evp e mployee v alue p roposition per ed michaels et al the war for talent

Whats your companys EVP?Employee Value Proposition, per Ed Michaels et al., The War for Talent


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

Talents Big Two RulesGREAT Finance Dept. = GREAT Football TeamDIFFERENCES Among Cello Players = DIFFERENCES Among Hotel GMs


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The Top 5 RevelationsBetter talent wins.Talent management is my job as leader.Talented leaders are looking for the moon and stars.Over-deliver on peoples dreams they are volunteers.Pump talent in at all levels, from all conceivable sources, all the time.Source: Ed Michaels et al., The War for Talent


Addenda tom peters the talent 50

ADDENDA: Tom PetersThe Talent50


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.


21 meet the new boss women rule

21. Meet the New Boss: Women Rule!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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


Thank you 17 men 8 4 women 19

Thank you17 Men: 84 Women: 19


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

M-F GPAs:All: 2.92M vs. 3.07F; Arts: 3.08M, 3.13F; Bus: 2.79M, 2.96F; Science/Math: 2.98M, 3.18F;Eng/CompSci: 2.96M, 3.17F.% Professional Degrees: F 77: 19%; F 94: 41% (45% Ph.D.s)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

THE NEW GENDER GAP: From kindergarten to grad school, boys are becoming the second sexCover story, BusinessWeek/26 May 2003


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

Workforce participation rate: Women soaring; men declining.Voter participation rate: Men plummeting; women decliningSource: The New Gender Gap/BusWeek/05.26.2003


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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Read This!Winning the Talent War for Women: Sometimes It Takes a RevolutionDouglas McCracken, HBR [11-12/2000]


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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]


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Goldsmith College research (UK): Gender stereotypes re-enforced. Men who extoll successes rewarded, women not. Men who face interviewer head on upgraded; women who look at floor or use sidelong glances do better. Women who nod repeatedly do better, not men. Men who give long answers score well, women who give short answers do well. (College grads seeking jobs; HR interviewers2 M, 2F.)Source: The Observer/ London/ 01.12.2003


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Would Congress [the Boardroom] be a different place if half the members were women?From Sex and Power, Susan Estrich


Norwegian law boards must have at least 40 women1

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


22 brand talent addressing the education fiasco

22. Brand Talent+: Addressing theEducation Fiasco


Tom peters re imagine business excellence in a disruptive age 07 21 2003

At the ultimate stage, competition among nations will be competition among educational systems, for the most productive and richest countries will be those with the best education and training.Richard Rosecrance, The Rise of the Virtual State


Losing the war to bismarck and rockefeller

Losing the War to Bismarck (and Rockefeller)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 2002 bi bo

Message2002 BI > BO


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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?


23 think weird the hva high value added bedrock

23. THINK WEIRD the HVA/ High Value Added Bedrock.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

We are crazy. We should do something when people say it is crazy.If people say something is good, it means someone else is already doing it.Hajime Mitarai, Canon


The cortez strategy

The Cortez Strategy!


Think weird the high standard deviation enterprise

THINK WEIRD: The High Standard Deviation Enterprise.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Generally, disruptive technologies underperform established 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 07 21 2003

*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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

BIG DRUG MAKERS TRY TO POSTPONE CUSTOM REGIMENS.Most drugs dont work well for about half the patients for whom they are prescribed, and experts believe genetic differences are part of the reason. The technology for genetic testing is now in use. But the technique threatens to be so disruptive to the business of big drug companies it could limit the market for some of their blockbuster products that many of them are resisting its widespread use.The Wall Street Journal (06.18.2001)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Top-performing CompaniesExtremely 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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

Renewal = The Weird 10 =The High S.D. Enterprise/IndividualPioneer [Weird] AcquisitionsPioneer Customers & Alliance Partners [Measure the Portfolios S.D.]Divide & Conquer/Sell-by [Lessons from the Bees, Sir Richard, Gary H.]Pioneer Assignments/Pioneer Projects [F2F & K2K]Hire Weird [Diversity]/Train Weird/Promote Weird/Pay Gobs & Promote Fast & Cherish Six Sigma Talent/Appoint a Weird BoardWeed Un-weird [One Sigma Talent, etc.] Hang out with Weird [Univ. of Weird]/Lunch with Weird/Read & Surf Weird/Vacate Weird R.A.F. to R.F.A. to F.F.F. [O.O.D.A. Loops/Prototyping Mania]Sense of Humor [Rhapsodize Over Thine Failures]Re-enforce a Culture of Disrespect/Piracy


Big idea s v c gm portfolio roster

Big Idea/sV.C. GMPortfolioRoster


24 brand inside summary the 10 basics

24. Brand Inside Summary: The 10 Basics


Message 2002 bi bo1

Message2002 BI > BO


Tom peters re imagine business excellence in a disruptive age 07 21 2003

The Brand Inside10BI1. The Execution Imperative: An Action CultureBI2. Cherish FailuresBI3. Dent the Universe: WOW Projects/BHAGsBI4. Tell Me a Story: Demo ManiaBI5. Cut the Crap: WebWorld = ALLBI6. Beautiful SystemsBI7. The Modified Basis for Value Added: The New Brand Inside WarriorsBI8. Talent TimeBI9. The HSDE: Weird Begets WeirdBI10. A Brand New/Brand You World


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Jesper Kundes Challenge: All business processes should be aligned with the Brand/Value Promise. Think BrandDrivenSystems!


Ix new business new leadership

IX. NEW BUSINESS. NEW LEADERSHIP.


25 the passion imperative the leadership 50

25. 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 07 21 2003

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!


I don t know

I dont know.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


The leadership types

The Leadership Types.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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)


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 07 21 2003

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


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 07 21 2003

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 07 21 2003

Rudy!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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 07 21 2003

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!)


Read it closely we don t sell insurance anymore we sell speed peter lewis progressive1

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


11 leaders re do

11. Leaders Re-do.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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.Business Week (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 07 21 2003

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


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 07 21 2003

[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 07 21 2003

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 07 21 2003

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


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 07 21 2003

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 07 21 2003

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


Leaders know we become who we hang with

Leaders know WE BECOME WHO WE HANG WITH!


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


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 07 21 2003

Success is the ability to go from failure to failure without losing your enthusiasm.Winston Churchill(as quoted by John Peterman)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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

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


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 07 21 2003

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 07 21 2003

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


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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: intent to purchase 100%; unique 0% to 5%)Source: Jump Start Your Business Brain, Doug Hall


Legacy1

Legacy!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

Herman Edwards: I picked up one of those Jets books and I told them, What you do as a football team is your legacy. When youre 80 years old, what youve done will be in this book and no one can take that away from you. Your grandkids, your kids after that, they will know what you did. Its about leaving your name in stone.Source: The New York Times (12.31.02)


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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?


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 07 21 2003

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 07 21 2003

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 = Brand


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 07 21 2003

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.


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


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!


34 leaders are in a hurry

34.Leaders Are in a Hurry


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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.]


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.


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 07 21 2003

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


40 leaders say thank you

40. Leaders SayThank You.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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


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 07 21 2003

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 07 21 2003

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


43 leaders are the brand

43. Leaders AreThe Brand


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


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.


44 leaders have a great story

44.Leaders Have a GREATSTORY!


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

[Bertelsmans 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 07 21 2003

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 07 21 2003

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!


X new business new rules

X. NEW BUSINESS. NEW RULES.


26 tom s 60tibs tib this i believe

26. Toms 60TIBs**TIB = This I Believe


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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. De Gaulle.45. Pursue Adventure in Every Task.


Tom peters re imagine business excellence in a disruptive age 07 21 2003

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 07 21 2003

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 07 21 2003

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 07 21 2003

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.


Have you changed civilization today source hp banner ad

Have you changed civilization today?Source: HP banner ad


Thank you

Thank You!


  • Login