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Slides* at … tompeters *Also, “Long”

Tom Peters’ Re-Imagine.2006 ! Excellence Through the Relentless Provision of “Outrageous” Value-added CA Americas Sales Kickoff Orlando/06April2006. Slides* at … tompeters.com *Also, “Long”. Unglued. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz. New Economy? Sergey, Larry > Harvard.

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Slides* at … tompeters *Also, “Long”

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  1. Tom Peters’Re-Imagine.2006!Excellence Through the Relentless Provision of “Outrageous” Value-addedCA Americas Sales KickoffOrlando/06April2006

  2. Slides* at …tompeters.com*Also, “Long”

  3. Unglued.

  4. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  5. New Economy?Sergey, Larry > Harvard

  6. The General’s Answer. (And Darwin’s.)

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

  8. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  9. My Answer.

  10. “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.”—Fast Company /October2003

  11. Naked Emperors.

  12. “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

  13. “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

  14. InnovateorDie!!

  15. “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 (FT/2004)

  16. Scale?

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

  18. Scale?“Microsoft’s Struggle With Scale”—Headline, FT, 09.2005“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005

  19. Different!Inspiration/s: “Dramatic Difference”/Doug Hall, “Remarkable Point of View”/Seth Godin

  20. Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

  21. This is not a “mature category.”

  22. This is an “undistinguishedcategory.”

  23. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003

  24. $798

  25. $415/SqFt/Wal*Mart$798/SqFt/Whole Foods

  26. 7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

  27. Cakewalk:WallopWal*Mart16**Or: Why it’s so unbelievably easy to beat a GIANT Company

  28. The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.) *Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *“Dramatically Different” (La Difference ... within our community, our industry regionally … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

  29. Donnelly’s Weatherstrip ServiceWeymouth MA

  30. Focus!

  31. “We will not, I repeat not, pretend to be ‘all things to all people.’”—CEO, Investec (03.06)

  32. The Benefits of … “FOCUSED EXCELLENCE”Shouldice/Hernia Repair:30 min, 1% recurrence. Avg: 90 min, 10%-15% recurrence.Source: Complications, Atul Gawande

  33. Easy!

  34. We become who we hang out with!

  35. 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

  36. “Don’t benchmark, futuremark!”Inspiration: “The future is already here; it’s just not evenly distributed.” —William Gibson

  37. BOLD!

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

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

  40. Action !

  41. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

  42. “This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

  43. Speed/ Tempo!

  44. He who has the quickest O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. / Col. John Boyd

  45. Measurable!

  46. Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projectsscore 8 or higher(out of 10) on a“Weird”/ “Profound”/ “Wow”/“Game- changer”Scale?

  47. Up,Up,Up, Upthe Value-added Ladder.

  48. Solve It.

  49. $55B

  50. 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

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