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Reinventing Work: Embracing Change in the Business World

This article explores the rapid pace of change in the business world and highlights the need for companies to adapt and reinvent themselves in order to stay competitive. It discusses the impact of technology, mergers, and acquisitions, as well as the importance of innovation and flexibility in today's market.

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Reinventing Work: Embracing Change in the Business World

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  1. Reinventing WorkTom PetersManchester 26.04.2001

  2. “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

  3. “In 25 years, you’ll probably be able to get the sum total of all human knowledge on a personal device.”Greg Blonder, VC [was Chief Technical Adviser for Corporate Strategy @ AT&T] [Barron’s 11.13.2000]

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

  5. <1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift1800s: > prior 900 years1900s: 1st 20 years > 1800s2000: 10 years for paradigm shift21st century: 1000X tech change than 20th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”)Ray Kurzweil, talk april2001

  6. “We are in abrawl with no rules.”Paul Allaire

  7. S.A.V.

  8. 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!)

  9. “It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners)

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

  11. Part I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

  12. Forces @ Work IThe Destruction Imperative!

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

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

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

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

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

  18. Built to Last v. Built to Flip“The problem with Built to Last is that it’s 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)

  19. The [New] Ge WayDYB.com

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

  21. 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 you’re trying new things.”Source: Fast Company

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

  23. Brand InsideBrand Org:Lean, Linked, Electronic & Malleable

  24. White Collar Revolution!

  25. 108 X 5vs. 8 X 1** 540 vs. 8 (-98.5%)

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

  27. “AssetlessCompany”John Bryan, CEO, on selling all Sara Lee’s manufacturing

  28. “Don’t own nothin’ if you can help it. If you can, rent your shoes.”F.G.

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

  30. Brand InsideBrand Work: The Professional Service Firm Model & The WOW Project

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

  32. Every job done in W.C.W. is also done “outside” … for profit!

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

  34. New OrleansApril 2000:NAPM

  35. Youare the …Rock Stars of the B2B Age!

  36. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!(31K bods)

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

  38. % Rev From Service:GE (80%) … IBM (80%) … HP … Sun????

  39. Maybe one [or more] of your“PSFs” becomes the tail that wags the dog?????[E.g.: engineering, IS-logistics-customer service]

  40. The Raw Material … The WOWProject!

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

  42. “Every project we take on starts with a question: How can we do what’s never been done before?”Stuart Hornery, CEO, Lend Lease

  43. My GOAL: Radicalize Audiences!**Hint: These are Radical times!

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

  45. Brand InsideBrand You: Distinct … or Extinct

  46. “New Economy changes how firms treat layoffs”Headline, USA Today (03.19.2001)

  47. “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

  48. Minimum New Work SurvivalSkillsKit2000MasteryRolodex Obsession (vert. to horiz. “loyalty”)Finishing SkillsEntrepreneurial InstinctCEO/Leader/BusinesspersonMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Marketing”Passion for Renewal

  49. Message: Distinct … or Extinct.

  50. Topic: Boss-free Implementation of STM/Stuff That MATTERS!

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