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Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! gsk/04.02.2002

Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! gsk/04.02.2002. All Slides Available at … tompeters.com Note: Lavender text in this file is a link. CONTEXT. Confusion Reigns.

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Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! gsk/04.02.2002

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  1. Tom Peters’ Seminar2002 We Are In A Brawl With No Rules!gsk/04.02.2002

  2. All Slides Available at …tompeters.comNote: Lavender text in this file is a link.

  3. CONTEXT

  4. Confusion Reigns.

  5. “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

  6. <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

  7. The Destruction Imperative.

  8. 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

  9. “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 Innovator’s Dilemma

  10. 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.

  11. 20 of 267 of top 10*

  12. *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

  13. A White Collar Revolution.

  14. 108 X 5vs. 8 X 1= 540 vs. 8(-98.5%)

  15. IBM’s Project eLiza!** “Self-bootstrapping”/ “Artilects”

  16. E.g.: Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in3years.Source: BW (01.28.02)

  17. “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

  18. IS/IT/Web … “On the Bus” or “Off the Bus.”

  19. 100square feet

  20. Read It Closely:“We don’t sell insurance anymore.Wesell speed.”Peter Lewis, Progressive

  21. RESPONSE

  22. The “PSF Solution”:The Professional Service Firm Model.

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

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

  25. The Heart of the Value Added Revolution: PSFs Unbound/ The “Solutions Imperative.”

  26. 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 it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.”—Martin Feinstein, CEO, Farmers Group

  27. 2002: Same-Same-Same …Farmers = GE = Oracle = MCAA = Omnicom = gsk (???)

  28. The Big Day!

  29. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersconsulting business!

  30. “These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard

  31. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Delphi … Etc. … Etc.

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

  33. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Delphi … Etc. … Etc.

  34. Gerstner’s IBM: Systems Integrator of choice.Global Services: $35B, 40% of profit. Pledge/’99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products.Source: BW (12.01)

  35. It all adds up to … THE BRAND.

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

  37. 1st Law Mktg Physics: OVERTBENEFIT(Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion)2ND Law: REALREASONTOBELIEVE(Stand & Deliver!)3RD Law: DRAMATICDIFFERENCE(Execs Don’t Get It: See the next slide.)Source: Jump Start Your Business Brain, Doug Hall

  38. 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

  39. The Heart of Branding …

  40. “WHO ARE WE?”

  41. “EXACTLY HOW ARE WE DRAMATICALLYDIFFERENT?”

  42. THE INDIVIDUAL

  43. Re-inventing the Individual: BRAND YOU. (Or Else.)

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

  45. “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)

  46. 26.3

  47. 3 Weeks in May“Training” & Prep: 187“Work”: 41(“Other”: 17)

  48. 1% vs.367%

  49. 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 don’t businesspeople do it?

  50. Invent. Reinvent. Repeat.Source: HP banner ad

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