********** th Happy 50 Birthday! ********** NEW ZEALAND 2007 Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo microsoft wal*mart ??? ???
Download ReportTranscript ********** th Happy 50 Birthday! ********** NEW ZEALAND 2007 Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo microsoft wal*mart ??? ???
********** Happy
50 th
Birthday
!
**********
NEW ZEALAND 2007
Ho hum: 2+ weeks in New Zealand …
Pfizer Ford Gap Chrysler Yahoo microsoft wal*mart ???
???
“ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”
—Charles Darwin
Punchline …
The last word: There is no “last word.”
Punchline …
The last word: There is a “last word.”
“… a blinding flash of the obvious”
—Manny Garcia
Punchline …
“… a blinding flash of the … necessary ”
—Manny Garcia
“Better By Design”: A National Strategy
NZ = Design Excellence
“
The Creative Age is a wide open game.”
—Richard Florida, The Rise of the Creative Class
Tom Peters’ X25*
EXCELLENCE. ALWAYS.
Lisbon/21 March 2007 Happy Birthday #50/European Union * In Search of Excellence 1982-2007
Slides at …
tompeters.com
EXCELL ENCE????
“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
“Forbes100” from 1917 to 1987 : 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly just underperformed the market;
2
(2%),
GE & Kodak
, outperformed the market from 1917 to 1987.
S&P 500 from 1957 to 1997 : 12 74 members of the Class of ’57 were alive in ’97; (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
Welcome to the “Club of Shattered Dreams”: Of Korea’s
Top 100
companies in 1955, only
7
were still on the list in 2004. The 1997 crisis “destroyed
half
of Korea’s
30
largest conglomerates.” Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)
S&P Stability Ratings* 1985 2006
Low Risk 41% 13%
Average Risk 24% 14%
High Risk 35% 73%
*Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006)
Hmmmmm …
“It is generally much easier to
organization kill an
than change it substantially.”
—Kevin Kelly, Out of Control
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
BIAS.
BUILT.
TO.
LAST.
NOT.
Built to Last vs
Built to Change / Rock the World
TP#1*:
Netscape!
*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)
EXCELLENCE. CIRCA 1982.
Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Properties ACTION 2. Close to the CUSTOMER 3. Autonomy and Entrepreneurship 4. Productivity Through 6. Stick to the Knitting PEOPLE 5. Hands On, Value-Driven 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight
ExIn*: 1982-2002/Forbes.com
DJIA : EI : $10,000 yields $10,000 yields $85,000 $140,050 *Forbes/ Excellence Index /Basket of 32 publicly traded stocks
EXCELLENCE. ASPIRATION.
“Why in the world did you go to Siberia?”
Enterprise* ** (*at its best):
An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others
.
***
**Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
The Peters Principles: Enthusiasm.
Emotion. Excellence.
Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism. Wow.
EXCELLENCE. ASPIRATION.
UNIVERSAL.
Jim’s Group
Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens
Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group
EXCELLENCE. REVENUE.
MATTERS.
MOST.
“Analysts … preferred cost cutting , as long as they could see two or three 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
“Our whole story is growing revenue.”
—Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)
C O* *Chief
Revenue
Officer
“If you want to gain competitive advantage fast, the best place to do it is in …
sales.”
—Larry Webb, John Laing Homes
EXCELLENCE. INNOVATE. OR. DIE.
More than $$$$ R&D spending, last 25 years?
“ I don’t believe in economies of scale.
You don’t get better by being bigger. You get worse
.” —Dick Kovacevich/Wells Fargo
“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
There’s
“A”
and then there’s
“A.”
InnoTacs
We become who we hang out with 1
Measure “Strangeness”/Portfolio Quality Competitors Staff Consultants Vendors Out-sourcing Partners Customers Product Portfolio IS/IT Projects HQ Location Lunch Mates Language (#, Quality) Innovation Alliance Partners (who we “benchmark” against) Strategic Initiatives (LineEx v. Leap) Board
“
The Bottleneck Is at the Top of the Bottle”
“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma:
At the to
p!”
— Gary Hamel/ Harvard Business Review
“Diverse groups of problem solvers
— groups of people with diverse tools almost always did better. … — consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group
Diversity trumped ability.”
—Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity
“Normal” =
“o
for
800”
We become who we hang out with 2
“How do dominant companies lose their position?
Two thirds of the time, they pick the wrong competitor to worry about.”
—Don Listwin, CEO, Openwave Systems/ WSJ
“Don’t benchmark … futuremark!”
Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
We become who we hang out with 3
Whacky
Wiki Wor ld
Wow
“The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’” —Headline, FT , 0110.07
Rob McEwen/CEO/ Goldcorp Inc./ Red Lake
gold
Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams
Speed/ Tempo/ is-it
“the
Fed
Ex
Economy ”
—headline/ New York Times/ 10.08.05
“Any3”:
Anything/ Anywhere/ Anytime
Power Tools For Power Strategies
try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Screw it up.
Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it.
Screw it up.
it. Try it. Try it. Try
“We have a ‘strategic plan.’ It’s called doing things.”
— Herb Kelleher
“ 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
“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software.
again.
We fixed them by doing it over and over, again and
We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version
# 5.
the time our rivals are ready with wires and screws, we are on version By
# 10.
It gets back to planning versus acting: We act from day one; others plan how to plan—for months.”
—Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may be
the most valuable core competence
an innovative organization can hope to have.”
—Michael Schrage
“Fail .
Forward. Fast.”
High Tech CEO, Pennsylvania
Sam’s Secret
#1!
“Reward
excellent failures.
Punish
mediocre successes.”
Phil Daniels, Sydney exec
READY.
FIRE!
AIM.
Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)
“You miss
100%
of the shots you never take.”
—Wayne Gretzky
Conscious measurement
Innovation Index: your Top 5 How many of Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird” / “Profound” / “Wow” / “Game changer” Scale?
personal
Step #1:
Buy a Mirror!
“The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”
—RG
De-cent ral-iz a-tion!
“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.” — Brian Joffe/BIDvest
“If it feels painful and scary—that’s real delegation.”
—Caspian Woods, small biz owner
The True Logic* of Decentralization:
6 divisions = 6 “tries” 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT “tries” = Max probability of “win” 6 divisions = 6 very leaders = 6 very DIFFERENT INDEPENDENT “tries” = Max probability of “far out”/”3 sigma” “win”
*“Driver”: Law of Large #s
Ex-e cu-tion!
“
Execution is the job of the business leader
.”
—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
“ Execution is a
systematic process
of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
(1) sum of Projects = Goal (“Vision”) (2) sum of Milestones = project (3) rapid Review + Truth-telling = accountability
Ac-count a-bil-ity!
“GE has set a standard of candor. … There is no puffery. …
There isn’t an ounce of denial in the place.”
—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)
6:15A.M.
DECENTRALIZATION.
EXECUTION.
ACCOUnTABILITY.
6
:15A.M.
EXCELLENCE. VALUE ADDED.
UP THE LADDER.
EXCELLENCE.
VALUE-ADDED LADDER I.
SOLVE IT.
“Big Brown’s New Bag: UPS Aims to Be the
Traffic Manager for Corporate America”
—Headline/ BW /2004
MasterCard Advisors
Huge: Customer
Satisfaction
versus
Customer
Success
Up, Up, Up,
the Value-added Ladder.
The Value-added Ladder/ STUFF ‘N’ THINGS
Goods Raw Materials
The Value-added Ladder/Stuff & TRANSACTIONS
Services
Goods Raw Materials
The Value-added Ladder/ OPPORTUNITY-SEEKING Customer Success/ Gamechanging Solutions Services Goods Raw Materials
“The business of selling is not just about matching viable solutions to the customers that require them.
It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution.
One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.” * (*E.g.: CRM failure rate/Gartner: 70%)
—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
The Value-added Ladder/ OPPORTUNITY-SEEKING Implemented Gamechanging Solutions Services Goods Raw Materials
EXCELLENCE.
SOLVE IT.
NO OPTION.
PSF. (PSF++)
“ ‘Disintermediation’ is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; ‘outsourcing’ is just another way of saying that …
y
ou’ve become
irrelevant to your customers
.”
—John Battelle/ Point/Advertising Age /07.05
“Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/ FT /0327
(500 of 900 Research)
“support function” / “cost center”/ “overhead”
or …
Are you …
“
Rock Stars of the Age of Talent”
Department Head to …
Managing Partner, IS Inc.
[HR, R&D, etc.]
“Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve 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) ( Data? Using Internal Customer Relationship Management to Improve Business and IT Integration Who Owns the —Frank Eichorn) —
Mantra:
“Eichorn it!”
Core Mechanism : “Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle ) +
Brand You
(“Distinct” or “Extinct”/The Talent ) +
Wow! Projects
(“Different” vs “Better”/The Work )
Are you the …
“Principal Engine of Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
The
“PSF35”
:
Thirty-Five Professional Service Firm Marks of Excellence
The PSF35: The Work & The Legacy 1.
CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs) 9. Fire-on-the spot Anyone Who Says, “Law/Architecture/Consulting/ I banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”
Pointed Point of View!
PSF /Professional Service Firm/Beliefs
Profession: Calling/Passion to make a difference/Excellence (always) point of view: know exactly what we stand for/ “Dramatic Difference” Client: enduring, test-the-limits relationship/Trusted advisor Solution: Rock His-her World/ “wow” / implemented “Culture change”/ >>>>>> “satisfaction”
“Purchasing Officer” Thrust #1: (at All Costs*) Cost Minimization Professional ?
Or/to: Full Partner Leader in Lifetime Value-added Maximization ?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
HCare CIO : “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team (who happens to be a techie)
Big Idea:
“Corporation” as
Mega-“PSF”
(Professional Service Firm*)
* “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/Applying Intellectual Capital (“Work Product”)
EXCELLENCE.
VALUE-ADDED LADDER II.
EXPERIENCE IT.
“ Experiences
are as distinct from services as services are from goods.”
—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage
“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 that’s not work or home. It’s the place our customers come for refuge.”
— Nancy Orsolini, District Manager
Up, Up, Up,
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding Experiences
Gamechanging Solutions Services Goods Raw Materials
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
C O* *Chief e X perience Officer
EXCELLENCE. DRAMATIC.
DIFFERENCE.
DOABLE.
“The ‘surplus society’ has a surplus of companies, employing
similar similar
with
similar
educational backgrounds, coming up with ideas, producing
similar
prices and
similar
people, with
s
similar imilar
things, quality.” —Kjell Nordström and Jonas Ridderstråle, Funky Business
This is
not
“ mature category.” a
This is an
“ un
distinguished
category.”
7X.
730A 800P.
F12A
.
*
* ’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
#1/100
“ Best Companies to Work for” / 2005
EXCELLENCE. NO EXCUSES.
WallopWal*Mart16* *Or: Why it’s so ABSURDLY EASY to BEAT a GIANT Company
Small Giants: Companies That Choose To Be Great Instead Of Big —by Bo Burlingham
Small Giants/Bo Burlingham "First, I could see that, unlike most entrepreneurs, their founders and leaders had
recognized the full range of choices they had
create." about the type of company they would "Second, the leaders had
overcome the enormous pressures on successful companies to take paths they had not chosen
and did not necessarily want to follow." "Third, each company had an
extraordinarily intimate relationship with the local city, town, or county
it did business -- a relationship that went well beyond the usual concept of `giving back.'" in which "Fourth, they cultivated
exceptionally intimate relationships with customers and suppliers
commitment to delivering on promises." , based on personal contact, one-on-one interaction, and mutual
Small Giants/Bo Burlingham "Fifth, the companies also had what struck me as unusually
intimate workplaces
." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the
passion
that the leaders brought to what the company did.
They loved the subject matter
constant torque hinges, beer, records storage, construction, dining, or fashion." , whether it be music, safety lighting, food, special effects,
EXCELLENCE.
VALUE-ADDED LADDER III.
DREAM IT.
Furniture vs. Dreams “We do not sell ‘furniture’ at Domain.
We sell dreams
.
This is accomplished by addressing the half formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks.
We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions
“No longer are we only an insurance provider.
Today, we also offer our customers the products and services that help them achieve their dreams a dream vacation.” — Farmers Group —whether it’s financial security, buying a car, paying for home repairs, or even taking Martin Feinstein, CEO,
Up, Up, Up,
the Value-added Ladder.
The Value-added Ladder/ EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials
“ Dreams Come True”: IBM UPS
Up, Up, Up,
the Value-added Ladder.
Ladder.2007: 3 of 6!
Dreams Come True Spellbinding Experiences Gamechanging Solutions
Services Goods Raw Materials
EXCELLENCE. SOUL.
DESIGN.
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
“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.
Design is the fundamental soul of a man-made creation.”
—Steve Jobs
C O * *Chief
Design
Officer
women.
BOOMERS.
GEEZERS.
E-nor-mous Strat-eg-ic opp-or-tun ity
“Forget
China
,
India
and the
Internet
Driven by : Economic Growth Is
Women
.” —Headline, 15, 2006, Leader, page 14 Economist , April
Women’s Trifecta+
*
Buy
*
Wealth
*
Lead
+
ECLIPSE OF MALES
(Old/Retire; Young/Poorly educated)
“Women are
the
majority market”
—Fara Warner/ The Power of the Purse
?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%
D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%) All consumer purchases Health Care … 80% … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
The Perfect Answer Jill and Jack buy slacks in black…
“
She
knows more about the [Volvo] than the sales her at the door. But how is she treated? As if she has a
hearing
his time
low IQ man
who greets , is slightly , and really has
no right hard of
to be buying a luxury car; and if she brought a male friend with her, odds are 10:1 that the clueless salesperson spent most of
speaking to him
.”
—Selling to Men, Selling to Women , Jeffery Tobias Halter
“Women don’t buy brands.
They join them.”
EVEolution
Selling to men:
The TRANSACTION Model
Selling to Women:
The RELATIONAL Model
Source:
Selling to Men, Selling to Women , Jeffery Tobias Halter
2.6
vs.
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. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9.
MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
10.
Women’s Market = Opportunity No. 1.
Cases! Cases! Cases!
McDonald’s (“mom-centered” to “majority consumer”; not via Home Depot P&G DeBeers kids) (“Do it [everything!] Herself”) (more than “house cleaner”) (“right-hand rings”/$4B) AXA Financial Kodak Nike (women = “emotional centers of the household”) (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want “friends,” not a blond stereotype) Source: Fara Warner/ The Power of the Purse
“Forget
China
,
India
and the
Internet
Driven by : Economic Growth Is
Women
.” —Headline, 15, 2006, Leader, page 14 Economist , April
10 UNASSAILABLE REASONS WOMEN RULE Women Women Women Women make [all] the financial decisions.
control [all] the wealth.
[substantially] outlive men.
start most of the new businesses.
Women’s Women work force participation rates have soared worldwide.
are closing in on “same pay for same job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se].
Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & value-added imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial as well as consumer goods.
So what exactly is … the point of men?
COROLLARY. EXCELLENCE. WOMEN.
RULE.
“AS LEADERS, WOMEN RULE:
New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek
New (3 of 6) Value-added “Ladder”: Plays to Women’s Inherent Strengths!
Dreams Come True/
F
Spellbinding Experiences/
F
Gamechanging Solutions/
F
Services/
F
Goods/
M
Raw Materials/
M
!!!!!!!!!!!!!!!!!
“People turning 50 today have
more than half
of their adult life ahead of them.”
—Bill Novelli, 50+: Igniting a Revolution to Reinvent America
2000-2010 Stats
18-44:
-1%
55+:
+21% (55-64: +47% )
Boomers’-Geezers’-Women’s Trifecta+
*Buy/ all *Wealth/ all *time left/ lots *Eclipse of males/ retire-die
Average # of cars purchased per household, “lifetime”:
13
Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women
44-65:
“New Customer Majority”
* *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing , David Wolfe & Robert Snyder
“Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.” —Marti Barletta, PrimeTime Women
not.
Yet.
Done.
Just Say “No” (!):
Launch an “Initiative.”
Women’s Trifecta+
*Buy/ all *Wealth/ all *Lead/ better +Eclipse of males/ whoops
(Retire-old/Poorly educated-young)
Boomers’-Geezers’-Women’s Trifecta+
*Buy/ all *Wealth/ all *time left/ lots *Eclipse of males/ retire-die
E-nor-mous Strat-eg-ic opp-or-tun ity. Now.
“Little things”: The True “Basics”
Thank You!
“The deepest human need is the need to be appreciated.”
William James
“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”
—Henry Clay
“Leaders
‘SERVE’
people. Period.”
—Anon.
Servant Leadership /Robert Greenleaf 1. Do those served grow as persons?
2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
The Manager’s Book of Decencies: How Small gestures Build Great Companies
—Steve Harrison, Adecco
Servant Leadership
—Robert Greenleaf
One: The Art and Practice of Conscious Leadership
founder of Manpower, Inc. —Lance Secretan,
THE PROBLEM IS RARELY THE PROBLEM.
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE
TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.
PERCEPTION IS ALL THERE IS. PERIOD.*
*From Whole Foods to IBM to the corner deli
Relationships (of all varieties) :
THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
RESPECT
“It was much later that I realized Dad’s 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
“Don’t belittle!”
—OD Consultant
R.O.I.R. Rules!
“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”
—Dale Carnegie
THE ONE THING YOU NEED TO KNOW (Marcus Buckingham)
“The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. …
Discover what is unique about each person and capitalize on it.”
—Marcus Buckingham, The One Thing You Need to Know
“ The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” —Marcus Buckingham, The One Thing You Need to Know
“The one thing you need to know about sustained individual success: Discover what you don’t like doing and
stop
doing it.”
—Marcus Buckingham, The One Thing You Need to Know
SWEET SPOT: SEEKING THE DISCOMFORT ZONE.
“ Do one thing every day that scares you.”
—Eleanor Roosevelt
“Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking,
‘What is impossible that I am going to do today?’”
—Daniel Lamarre, president, Cirque du Soleil
EXCELLENCE. BEDROCK.
TALENT.
Hire very good people!
“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge.
He increased profitability from $25 $80 million in 2 years.” million to
—Ed Michaels, War for Talent
C O*
*Chief
talent acquisition
Officer
EMPHASIZE THE “SOFT SKILLS.”
A Few Lessons from the Arts Each hired and developed and evaluated in unique ways contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lent-less!
“Practice is cool” (G Leonard/Mastery) Team and individual Aspire to EXCELLENCE = Obvious Ex-e-cu-tion (23 Talent = Brand = Duh “The Project” rules Emotional language Bit players. No.
B.I.W.
(everything) Delta events = Delta rosters (incl leader/s)
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.
A review of Jack and Suzy Welch’s
Winning
claims there are but two key differentiators that set GE “culture” apart from the herd:
First:
Separating financial forecasting and performance measurement.
Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting marketing.
HR on a par with finance and
SO YOU’RE A “PEOPLE PERSON”? PROVE IT.
“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”
SO YOU’RE A “PEOPLE PERSON”? PROVE IT.
< CAPEX > People!
The Value-added Ladder/ OPPORTUNITY-SEEKING Implemented Gamechanging Solutions (People intensive) Services (People & Capital intensive) Goods (Capital intensive) Raw Materials (Capital intensive)
LIVE FOR TALENT!
Our Mission
To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit.
WPP
Brand = Talent.
EVP/IBP =
Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability
Source: Ed Michaels, The War for Talent; TP
EXCELLENCE. INDIVIDUAL.
BRAND YOU.
“One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people.
It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.”
—Clyde Prestowitz, Three Billion New Capitalists
“ 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
Distinct
…
Extinct
… or
“You are the storyteller of your own life, and you can create your own legend or not.”
—Isabel Allende
New Work SurvivalKit.2007
1. MASTERY!
2. (Best/Absurdly Good at Something!) “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!) 3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6.
CEO/LEADER/BUSINESSPERSON/CLOSER 7. Master of Improv (CEO, Me Inc. 24/7!) (Play a dozen parts simultaneously, from 8. 9. Chief Strategist to Chief Toilet Scrubber) Sense of Humor (A willingness to Screw Up & Move On) Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your 11. Web site? Do you Blog?) EMBRACE “MARKETING” 12. PASSION FOR RENEWAL (Your own CSO/Chief Storytelling Officer) (Your own CLO/Chief Learning Officer) 13. EXECUTION EXCELLENCE!
(Show up on time! Leave last!)
Muhammad Yunus:
“
All human beings are entrepreneurs.
When we were in the caves we were all self-employed . . . finding our food, feeding ourselves. That’s where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”
Source: Muhammad Yunus/The News Hour—PBS/1122.2006
EXCELLENCE?
THE SCHOOLS FIASCO.
“
The Creative Age is a wide open game.”
—Richard Florida, The Rise of the Creative Class
“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 child—let alone our child—receive 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!
15 “Leading” Biz Schools Design /Core: 0 Design/Elective: 1 Creativity /Core: 0 Creativity/Elective: 4 Innovation /Core: 0 Innovation/Elective: 6 Source: DMI /Summer 2002/Research by Thomas Lockwood
New Economy Biz Degree Programs
MBA
MMM1 (Master of Business Administration ) (Master of Metaphysical Management) MMM2 MGLF MTD (Master of Metabolic Management) (Master of Great Leaps Forward) (Master of Talent Development) W/M w GTD w/o C (Woman/Man Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm )
EXCELLENCE. BEDROCK.
LEADERSHIP.
9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“People want to be part of something larger than themselves.
They want to be part of something they’re really proud they’ll fight for , of, that sacrifice for , trust.”
Starbucks
—
Howard Schultz, (IBD/09.05)
“ Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘
Who do we intend to be?’
Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
Ah, kids: “What is your vision for the future?” “What have you accomplished since your first book?” said. What would it be?” world a “Close your eyes and imagine me immediately doing something about what you’ve just “Do you feel you have an obligation to ‘Make the better place’?”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“
Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
“Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission.”
—Peter Drucker
“
A man without a smiling face must not open a shop.”
—Chinese Proverb
“
It’s always showtime.”
—David D’Alessandro, Career Warfare
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“The role of the Director is to create a space where the actors and actresses can
become more than they’ve ever been before, more than they’ve dreamed of being.”
Oscar acceptance speech —Robert Altman,
“In the end, management doesn’t change culture. Management
invites
the workforce itself to change the culture.” —Lou Gerstner
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
MBWA * *5,000 miles for a 5-minute face-to -face meeting (courtesy super agent Mark McCormick)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”
—RG
“
You must
be
the change you wish to see in the world.”
Gandhi
Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction Relentlessness Self-reliance “Closer” (Execution) excellence
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character : Grant had an extreme, almost phobic dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on — turning back was not an option for him.” —Michael Korda, Ulysses Grant
“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character :
Grant had an extreme, almost phobic dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on — turning back was not an option for him.”
—Michael Korda, Ulysses Grant
Relentless:
“One of my superstitions had always been when I started to go anywhere or to do anything,
not to turn back
, or stop, until the thing intended was accomplished.”
—Grant
“ Success seems to be largely a matter of
hanging on
after others have let go.”
—William Feather, author
“
Success seems to be largely a matter of
hanging on
after others have let go.”
—William Feather, author
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“Leaders
‘do’
people. Period.”
—Anon.
“Leaders
‘SERVE’
people. Period.”
—Anon.
Servant Leadership /Robert Greenleaf 1. Do those served grow as persons?
2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
Kevin Roberts’ Credo 1 . Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10.
Avoid moderation!
"The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”
—GB Shaw, Man and Superman: The Revolutionists' Handbook.
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.
Michelangelo
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
On NELSON:
“[other] admirals more frightened of losing than anxious to win”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE. Potent.
Positive.
“Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.”
Source: Anon.
(Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
"Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting
‘GERONIMO!’
”
—Bill McKenna, professional motorcycle racer ( Cycle magazine 02.1982)
Ger on -i mo !