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Tom Peters’ Re-Ima g ine ! Leading Change, Driving Innovation MasterCard/Orlando/16March2006. Slides at … “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army.

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Tom Peters’ Re-Ima g ine ! Leading Change, Driving Innovation MasterCard/Orlando/16March2006

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    1. Tom Peters’ Re-Imagine!Leading Change, Driving InnovationMasterCard/Orlando/16March2006

    2. Slides at …

    3. “If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army

    4. 1.Re-imagine Everything: Brand New Ballgame


    6. New Economy?!Sergey + Larry* > Harvard*Page, not Summers

    7. New Economy?!Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

    8. 2. Re-imagine Permanence: The Naked Emperor Problem!

    9. “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

    10. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

    11. 3. Re-imagine:InnovateorDie!!

    12. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia

    13. Resist!

    14. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger.Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.”—Jim Collins/Time/2004

    15. Scale?

    16. “TOO BIG TO GROW: Why Wall Street has soured on many of corporate America’s most admired and feared companies”—headline, Newsweek, 0313.06

    17. Joined at the Hip. How?MicrosoftCitigroupGEWal*MartIntel

    18. Different!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

    19. This is not a “mature category.”

    20. This is an “undistinguishedcategory.”

    21. “[Immelt] is now identifying technologies with which GE will …systematically set out to build entirely new industries”—Strategy+Business, Fall 2005

    22. Bold!

    23. “Beware of the tyranny of making SmallChanges to SmallThings. Rather, make Big Changes to BigThings.”—Roger Enrico, former Chairman, PepsiCo

    24. “Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec

    25. 3. Re-imagine Organizing I: IS/IT as Disruptive Tool!

    26. Power Tools for Power Solutions/ Strategies!—TP

    27. “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

    28. Re-imagine:Up,Up,Up, Upthe Value-added Ladder.

    29. 4. Re-imagine Organizing II:The White-Collar Tsunami and the Professional Service Firm (“PSF”) Mandate.

    30. “ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05

    31. Answer: Professional Service Firm/PSF!Department Headto …Managing Partner, IS[HR, R&D, etc.]Inc.

    32. Re-imagine:Up,Up,Up, Upthe Value-added Ladder.

    33. 5. Re-imagine Business’sFundamental ValueProposition:PSFs Unbound, or Fighting “Inevitable Commoditization” via “The ‘Gamechanging Solutions’ Imperative.”

    34. $55B

    35. And the “M” Stands for … ?Gerstner’s IBM:“Systems Integrator of choice.”/BW(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )IBM Global Services*(*Integrated Systems Services Corp.):$55B

    36. Planetary Rainmaker-in-Chief!“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models.The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have never been able to touch.”—Fortune

    37. “Big Brown’s New Bag: UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/2004

    38. Huge:Customer Satisfactionversus Customer Success

    39. The Value-added Ladder/Stuff ‘n’ ThingsGoods Raw Materials

    40. The Value-added Ladder/Stuff & TransactionsServicesGoods Raw Materials

    41. The Value-added Ladder/Opportunity-seekingGamechanging Solutions/Business AdvantageServicesGoods Raw Materials

    42. Re-imagine:Up,Up,Up, Upthe Value-added Ladder.

    43. 8. Re-imagine Enterprise as Theater I: A World of Scintillating “Experiences.”

    44. “Experiencesare as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

    45. “We have identified a ‘third place.’And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.”—Nancy Orsolini, Starbucks

    46. The Value-added Ladder/Memorable ConnectionScintillating ExperiencesGamechanging Solutions/Business AdvantageServicesGoods Raw Materials

    47. Re-imagine:Up,Up,Up, Upthe Value-added Ladder.

    48. 9. Re-imagine Enterprise as Theater II:Embracing the “Dream Business.”

    49. 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

    50. “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