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this presentation [and insure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Part 1.3
Tom Peters’
EXCELLENCE.
ALWAYS.
NEW MASTER/21 August 2008
Slides at …
tompeters.com
Ten Parts
P1.1, P1.2, P1.3, P1.4/Generic
P2/Leadership
P3/Talent
P4/“Value-added Ladder”
P5/“New” Markets
P6/“The Equations”
P7.1/Implementation
P7.2/Action
P8/13 “Guru Gaffes”
P9/Health“care”
P10/“The Lists”
Part 1.3
X =XFX*
*Excellence = Cross-functional Excellence
**Stanford/Hagadorn/Interdisciplinary
raison d’etre
**Conoco/geologists-geophysicists
**Old HP/R&D-Sales
**Schlumberger IPM-IBM Global ServicesUPS Logistics, HP-EDS (“bet the company” on
integrating others’ product offerings)
**GSK/7 CEDDs
**Chiat/Day
**Batalden/DHMC/“clinical microsystems”
**9-11 Commission
**JCS assignment pre-Flag
**Etc
**Etc
The “XF-50”: 50 Ways to
Enhance CrossFunctional
Effectiveness and
Deliver Speed, “Service
Excellence” and “Valueadded Customer
‘Solutions’”
Never
waste a
lunch!*
????
% XF
lunches*
*Measure!
???????
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in
high places!”
or
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in
low
places!”
Loser:
“He’s such a
suck-up!”
Winner:
“He’s such a
suck-down.”
C(I)>C(E)
1. It’s
our organization to make work—or not. It’s not “them,” the
outside world that’s the problem. The enemy is us. Period.
2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power
freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time,
now and forevermore.
3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Offense. Period. No
appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that
is, make one and all aware why the axe fell.)
4. Everything on the Web. This helps. A lot. (“Everything” = Big word.)
5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto
imperative in a Burn-the-Silos strategy.
Project managers rule!! Project managers running XF (crossfunctional) projects are the Elite of the organization, and seen as
such and treated as such. (The likes of construction companies
have practiced this more or less forever.)
6.
7. “Value-added Proposition” = Application of integrated resources. (From the entire supplychain.) To deliver on our emergent business raison d’etre, and compete with the likes of our
Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS
and many, many others are selling far more than a product or service that works—the new “it” is
pure and simple a product of XF co-operation; “the product is the co-operation” is not much of a
stretch.
GSK: 7 “CEDDs” …
Centers of
Excellence for
Drug Discovery
Promote “FRSs” (Friction
Reduction Specialists—nobody
can figure out what they “do’”
but when they’re around things
mysteriously get done
(Women? Not clear)
FRSs kin to HROs, IROs (Hurdle
Removal Officers, Impedance
Reduction Officers)
“Clinical
microsystem,” linked
microsystems,
patient-centric “care
teams” —Paul Batalden/DHMC
Source: “What System?” Dartmouth Medicine, Summer 2006
“Clinical microsystem,”
linked microsystems,
patient-centric “care
teams” —Paul Batalden/DHMC
Source: “What System?” Dartmouth Medicine, Summer 2006;
also: Quality By Design: A Clinical Microsystems Approach by
Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey
“Clinical microsystem,” linked microsystems,
patient-centric “care teams” —Paul Batalden/DHMC
Source: “What System?” Dartmouth Medicine, Summer
2006
Quality By Design: A Clinical Microsystems Approach by
Eugene C. Nelson, Paul B. Batalden, and Marjorie M.
Godfrey
K.i.s.s.
*Keep It Simple, Stupid
Nudge.
Sway.
K.I.S.S.
Case: The
“simple”
Checklist!
90K in U.S.A. ICUs on any
given day; 178 steps/day
in ICU.
50%
stays result
in “serious complication”
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Peter Pronovost, Johns Hopkins,
2001
**Checklist, line infections
**1/3rd at least one error when he started
**Nurses/permission to stop procedure
if doc, other not following checklist
**In 1 year, 10-day line-infection rate:
11% to …
0%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Docs, nurses make own
checklists on whatever
process-procedure they choose
**Within weeks, average stay in
ICU down
50%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Replicate in Inner City Detroit
(resource strapped—$$$, staff cut 1/3rd, poorest patients in USA)
**Nurses QB the process
**Project manager for overall process implementation
**Exec involvement (help with “little things”—it’s all “little things”)
**Blue Cross/insurers, small bonuses for participating
66%
**6 months,
decrease in infection rate; USA:
bottom 25% in hospital rankings to …
top 10%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
“[Pronovost] is focused on work that is not normally
considered a significant contribution in academic
medicine. As a result, few others are venturing to extend
Yet his work has
already saved more lives
than that of any
laboratory scientist in
the last decade.”
his achievements.
—Atul Gawande,
“The Checklist” (New Yorker, 1210.07)
Compression hose would mostly fix the hospital
problem: “According to the American Heart Association,
up to two million Americans are affected annually by deep
vein thrombosis. Of those who develop pulmonary
embolism, up to 300,000 will die each year. ... Deep vein
thrombosis also is among the leading causes of
preventable hospital death. Even more disturbing is the
fact that, according to a U.S. multi-center study published
by two of ClotCare's editorial board members,
58%
of patients who developed a DVT while in
the hospital received no preventive
treatment despite the presence of
multiple risk factors and overwhelming
data that prophylaxis is very effective at
reducing these events.” —Marie B. Walker,
clotcare.com, March 2008
Sprint/Overland Park KS:
Slow elevators, distant
parking lots with
infrequent buses, “food
court” as “poorly” placed
as possible, etc.
Source: New York Times
“Everything matters”
-80%
Source: Nudge, Richard Thaler and Cass
Sunstein, etching of fly in the urinal
reduces “spillage” by 80%, Schiphol Airport
“Beware of the
tyranny of making
Small Changes to Small
Things. Rather, make
Big
Changes to
Things.”
Big
—Roger Enrico, former Chairman, PepsiCo
“Beware of the tyranny of making
Small
Things.
Small
Changes to
Rather, make Big
Big Things …
using Small, Almost
Invisible
Straightforward
Levers with Big
Systemic Impact.”
Changes to
—TP
#17.1
Lisbon/New Biz:
Weeks
to …
Minutes
(!!!!)
450/8
First Steps: “Beauty Contest”!
1. Select one form/document:
invoice, airbill, sick leave policy,
customer returns claim form.
2. Rate the selected doc on a scale of
1 to 10 [1 = Bureaucratica
Obscuranta/Sucks; 10 = Work of
Art] on four dimensions:
Beauty. Grace.
Clarity. Simplicity.
3. Re-invent!
4. Repeat, with a new selection,
every 15 working days.
Beauty
Grace
Clarity
Simplicity
“One bank is currently
claiming to … ‘leverage its global
footprint to provide effective financial
solutions for its customers by providing
a gateway to diverse markets.’”
—Charles Handy
“I assume that it is just
saying that it is there to
‘help its customers
wherever they are’.”
—Charles Handy
“Seek honest, minimalist management.
Look for companies run by a team that
explains things clearly and briefly. …
You can tell a lot about the firm by
reading an annual report or two. If
management can’t explain the
business in plain English, move
on to another firm. If you see
phrases like ‘creating knowledge-based
value in emerging markets’ … someone
is trying to pull the wool over your eyes,
you lazy Fool. Run.” —Seth Jayson, “Stocks for the
Lazy Investor,” The Motley Fool
“How to flush
$500,000 down
the toilet in one
easy lesson!!”
TP:
< CAPEX
> People!
#18.1
Brand =
Talent.
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
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
#18.2
B(I) > B(O)
#18.3
Organizations exist to serve. Period.
Leaders live to serve. Period.
Passionate servant leaders, determined to create a
legacy of earthshaking transformation in their domain
create/must necessarily create organizations which
no less than Cathedrals in
which the full and awesome
power of the Imagination and
Spirit and native
Entrepreneurial flair of
diverse individuals is
unleashed … In passionate pursuit of jointly
are …
perceived soaring purpose and personal and community
and client service Excellence.
… no less than
Cathedrals
in which the full and
awesome power of the
Imagination and Spirit and
native Entrepreneurial flair
of diverse individuals is
unleashed in passionate
pursuit of … Excellence.
#18.4
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
million to
$80
million in
—Ed Michaels, War for Talent
2
years.”
#18.5
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
#18.6
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Leaders’ “Mt Everest Test”
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
#18.7
“[The CIA Director] never gave orders. He
‘floated ideas,’ he found gold dust in the
opinions of his subordinates, he made what
he called suggestions. Sometimes these
suggestions baffled, sometimes they took the
breath away. In [the Director’s] mind,
nothing was impossible. He was loved for
After all, to be told you
were capable of doing the
impossible was the rarest
kind of flattery.”
this.
Source: Christopher’s Ghosts, Charles McCarry
Dick-Ben-Blake
**Took me seriously
**Made me full member of an older team
**Believed I could do excellent work without
much supervision—and conveyed that
belief
**Calmed me down upon occasion
**Shared gossip with me that I shouldn’t
have heard
**Took me to meetings I would not normally
attend—let me present
**Taught me “the ropes”
** “We’re here to serve the battalions and
the sailors”—focus on the Big Task
**Get The Damn Job Done!
**Good work >> Good paperwork
**MBWA
“I wasn’t bowled over by [David Boies]
intelligence … What impressed me was
that when he asked a question, he waited
He not only
listened, he made me feel
like I was the only person
in the room.”
for an answer.
—Lawyer Kevin _____, on his first,
inadvertent meeting with David Boies, from Marshall Goldsmith,
“The One Skill That Separates,” Fast Company
#18.8
The Dream
Manager
—Matthew Kelly
???
% of people
with …
… Dreams
The Dream Manager
—Matthew Kelly
“An organization can only become the-best-version-ofitself to the extent that the people who drive that
organization are striving to become better-versions-ofthemselves.” “A company’s purpose is to become thebest-version-of-itself. The question is: What is an
employee’s purpose? Most would say, ‘to help the
company achieve its purpose’—but they would be wrong.
That is certainly part of the employee’s role, but an
employee’s primary purpose is to become the-bestversion-of-himself or –herself. … When a company
forgets that it exists to serve customers, it quickly goes
Our employees are our
first customers, and our most
important customers.”
out of business.
“… but Tom, how do we find out
what it is that people really want?”
Exec:
Tom (after a long pause and a lot of thought
—and I’m not kidding):
“… but Tom, how do we find out
what it is that people really want?”
Exec:
Tom (after a long pause and a lot of thought—and I’m
“Ask
‘em.”
not kidding):
“The four most important
words in any
organization
‘What do
you think?’ ”
are …
Source: courtesy Dave Wheeler,
posted at tompeters.com, source of
original unknown (0609.08)
#18.9
EMPHASIZE
THE “SOFT
SKILLS.”
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
“Success or Failure”/Try Instead “Optimism or
Failure”/From Martin Seligman’s Learned
Optimism: “I believe the traditional wisdom is
incomplete. A composer can have all the talent of a
Mozart and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will give up too
soon when the elusive right melody takes too long to
materialize. Success requires persistence, the ability to
not give up in the face of failure. I believe that …
OPTIMISTIC EXPLANATORY STYLE … is the
key to persistence. … The optimistic-explanatory-style
theory of success says that in order to choose people
for success in a challenging job, you need to select for
(1) Aptitude. (2)
Motivation. (3) Optimism. All three determine
three characteristics:
success.”
#18.10
#18.10.1
But …
**“School” on evaluating and
developing people
**Major (demonstrated) (formal)
time commitment to evaluation
(GK: 100 days/yr for 25 people—2 per year,
one collecting data, one offsite)
**Evaluation of your skills as
evaluator (and developer)
**Checklists are fine
**Prose evaluations by both
parties good (schools: tests vs
“demonstrations”)
#18.11
Hostmanship: The
Art of Making
People Feel
Welcome
—Jan Gunnarsson and Olle Blohm
“The path to a hostmanship culture paradoxically does not go
through the guest. In fact it wouldn’t be totally wrong to say
that the guest has nothing to do with it. True hostmanship
leaders focus on their employees. What drives them is finding
the right people and getting them to love their work and see it
The guest comes into the picture
only when you are ready to ask, ‘Would you
prefer to stay at a hotel where the staff love
their work or where management has made
customers its highest priority?’”
as a passion. …
“We went through the hotel and made a ‘consideration
renovation.’ Instead of redoing bathrooms, dining rooms and
guest rooms, we gave employees new uniforms, bought
flowers and fruit and changed colors. Our focus was totally on
They were the ones we wanted to make
happy. We wanted them to wake up every
morning excited about a new day at work.”
the staff.
Source: Jan Gunnarsson and Olle Blohm,
Hostmanship: The Art of Making People Feel Welcome
The Customer Comes
Second: Put Your
People First and
Watch ’Em Kick Butt
—Hal Rosenbluth and Diane McFerrin Peters (no relation—be delighted if she was)
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years
at Southwest Airlines (SWA’s pilots union took out a full-page
ad in USA Today thanking HK for all he had done; across the
way in Dallas American Airlines’ pilots were picketing the
Annual Meeting)
#18.12
2/year =
legacy.
#18.13
#1 cause of
Dis-satisfaction?
Employee retention & satisfaction:
Overwhelmingly,
based on their
immediate manager!
Source: Marcus Buckingham & Curt Coffman, First, Break All
the Rules:
What the World’s Greatest Managers Do Differently
The “Big Three”
st
1
Marriage
Parenthood
Line Supervisor*
*Accomplishment through others
#18.14
‘do’
“Leaders
people.
Period.”
—Anon.
“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”
(from Warren Bennis & Patricia Ward Biederman, Organizing Genius)
#18.15
“Leaders
‘SERVE’
people.
Period.”
—inspired by Robert Greenleaf
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.” *
—Boyd Clarke
*TP: An “organization” is, in fact and after all
is said and done, a/the “house” in which
most of us “live” most of the time.
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
“No matter what the situation,
[the great manager’s] first response is
always to think about the
individual concerned and how
things can be arranged to help
that individual experience
success.” —Marcus Buckingham,
The One Thing You Need to Know
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
#18.16
“Every child is
born an artist.
The trick is to
remain an
artist.” —Picasso
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . 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/2006 Nobel Peace prize winner,
father of micro-lending /The News Hour—PBS/1122.2006
Investment in Higher Ed:
U.S.: 2.6% GDP* ** ***
Europe: 1.2%
Japan: 1.1%
*8 of top 10 universities; 68% of top 50;
10 of top 10 in information sciences
**Etc: 76% of world biotech revenues
***Minister of education, Singapore: “We both have
meritocracies. Yours is a talent meritocracy, ours is an exam
meritocracy.”
Source: “The Future of American Power,” Fareed Zakaria, Foreign Affairs, vol 87, no. 3
#18.17
Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (18002000)
Globalization3.0
:
(2000+)
Individuals
collaborating
& competing globally
Source: Tom Friedman/The World Is Flat
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
1. Can someone overseas do
it cheaper?
2. Can a computer do it
faster?
3. Is what you’re selling in
demand in an age of
abundance?
Source: Dan Pink
“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
…
… or
Extinct
BRAND YOU.
NO OPTION.
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
“The general, speaking
with what felt was
authority, always insisted
that, if you bring off
adequate preservation
of your personal myth,
nothing much else in life
matters.” —Anthony Powell
“Carpenters bend
wood; fletchers
bend arrows; wise
men fashion
themselves.” — Buddha
The Rule of Positioning
“If you can’t describe
your position in
eight words or less,
you don’t have
a position.”
— Jay Levinson and
Seth Godin, Get What You Deserve!
“Nobody gives
you power.
You just
take it.”
—Roseanne
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . 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
The
electrician
knows!
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)
New Work SurvivalKit.2008
1. MASTERY! (Best/Absurdly Good at Something!)
2. “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 (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
Thriving in 24/7 (Sally Helgesen)
*START AT THE CORE.
Nimbleness only
possible if we “locate our inner voice,” take regular
inventory of where we are.
*LEARN TO ZIGZAG.
Think “gigs.” Think lifelong
learning. Forget “old loyalty.” Work on optimism.
*CREATE OUR OWN WORK.
Articulate your
value. Integrate your passions. I.D. your market. Run your
own business.
*WEAVE A STRONG WEB OF
INCLUSION. Build your own support network.
the art of “looking people up.”
Master
ACTING:
Think of a person as a
“troupe of
actors.” (“Many truths
about oneself” which must
all be understood if one is to
know oneself.)
Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life
Personal “Brand Equity” Evaluation
– My current Project is challenging me …
– New things I’ve learned in the last 90 days include …
– I am known for [2 to 3 things]; next year at this time I’ll
also be known for [1 more thing].
– My public “recognition program”
consists of …
– Additions to my Rolodex in the last 90 days include …
– My resume is discernibly
different from last year’s
at this time …
R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment
Strategy”/
R.I.P.*
*Renewal Investment Plan
R.D.A.*
Rate: 15%? 25%?
Therefore: Formal “Investment
Strategy”/ R.I.P.**
*Rapidly Depreciating Asset (You!)
**Renewal Investment Plan
“The only thing you
have power over is to
get good at what you
do. That’s all there
is; there ain’t no
more!”
—Sally Field
Richard Sennett:
“Craftsmanship,”
“a sustaining life
narrative”
Source: Stefan Stern on Management, FT, 0710.07
“Worthy” Ambition vs. “Mere”
Ambition per MILTON
“The difference is well illustrated by the
contrast between the person who says
he ‘wishes to be a writer’ and the
person who says he ‘wishes to write.’
The former desires to be pointed out at
cocktail parties, the latter is prepared
for the long, solitary hours at as desk;
the former desires a status, the latter a
process; the former desires to be, the
latter to do.” —A..C. Grayling, The Meaning of Things:
Applying Philosophy to Life [C.f. JOHN BOYD on “be-do.”]
“Happiness” & “Leisure” per ARISTOTLE
HAPPINESS: Eudaimonia … well-doing, living
flourishingly. Megalopsychos … “great-souled,”
“magnanimous.” More: respect and concern for
others; duty to improve oneself; using one’s gifts
to the fullest extent possible; fully aware; making
one’s own choices.
LEISURE: pursue excellence; reflect; deepen
understanding; opportunity to work for higher
ends. [“Rest” vs. “leisure.”]
Source: A.C. Grayling, The Meaning of Things: Applying Philosophy to Life
“My ancestors were printers
in Amsterdam from 1510 or
so until 1750, and
during
that entire time they
didn’t have to learn
anything new.”
—Peter
Drucker, Business 2.0
“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
1 Person!
Wendy Kopp, Princeton senior (1989)
Teach America (19,000-2,400)
10% Dartmouth, Yale
17,000 to date
Principal hirer of college graduates
“One of the few jobs that people pass up
Goldman Sachs for is Teach America” (Edie
Hunt, HR)
Source: Fortune, 1127.06
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
“To Be
somebody or to
Do something”
BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
“When was the last
time you asked,
‘What do I want to
be?’ ”
—Sara Ann Friedman, Work Matters
“All of our artistic and religious traditions
take equally great pains to inform us that
we must never mistake a
good career for good
work. Life is a creative, intimate,
unpredictable conversation if it is nothing
else—and our life and our work are both
the result of the way we hold that
passionate conversation.” —David Whyte, Crossing
the Unknown Sea: Work as a Pilgrimage of Identity
A “position” is not an
“accomplishment.” —TP
BLAME NOBODY.
EXPECT NOTHING.
DO SOMETHING.
Source: Locker room sign posted by
football coach Bill Parcells
“This is the true joy of Life, the
being used for a purpose
recognized by yourself as a
mighty one … the being a force of
Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
world will not devote itself to
making you happy.” —GB Shaw/
Man and Superman
“How Would You
Play Today If You
Knew You Could
Not Play
Tomorrow”
Source: Slogan for Loyola’s lacrosse season, from
coach Diane Geppi-Aikens (Lucky Every Day: The
Wisdom of Diane Geppi-Aikens, by Chip Silverman)
“Make each day a
Masterpiece!”
—JW
“Tell me, what is
it you plan to do
with your one
wild and
precious life?”
—Mary Oliver
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
Joe J. Jones
1942 – 2006
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
Single
greatest act
of pure
imagination
dubai
No Wiggle Room!
“Incrementalism
is innovation’s
worst enemy.”
—Nicholas Negroponte
3M’s Innovation
Crisis: How Six Sigma
Almost Smothered
Its Idea Culture
Source: Title/Cover Story, BW, 0611.07 (“What’s remarkable is
how fast a culture can be torn apart,” 3M lead scientist; “In
an innovation economy, [6 Sigma] is no longer a cure all”/BW)
#19.1
** “Where’s the Dubai”
in you strategy, or
project portfolio?
**Strategy doc should be
exciting —excite a
spouse or teenager, or a
meeting of frontline folks
Hard Is Soft
Soft Is Hard
Hard Is Soft (#s)
Soft Is Hard (people)
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
customers, values,
relationships))
“The 7-S Model”
Strategy
Structure
Systems
Style
Skills
Staff
Super-ordinate goal
“The 7-S Model”
“Hard Ss”
(Strategy, Structure, Systems)
“Soft SS”
(Style, Skills, Staff, Super-ordinate goal)
“The 7-S Model”
Strategy
Structure
Systems
Style (Corporate “Culture,” “The way
we do things around here”)
Skills (“Distinctive Competence/s)
Staff (People-Talent)
Super-ordinate goal (Vision,
Core Values)
“Get the strategy
right, the rest will
take care of itself.”
MP:
“Get the people and
execution right,
the strategy will
take care of itself.”
TP:
“If I could have chosen not to tackle the IBM culture head-on, I
probably wouldn’t have. My bias coming in was toward strategy,
analysis and measurement. In comparison, changing the
attitude and behaviors of hundreds of thousands of people is
[Yet] I came to see in
my time at IBM that culture
isn’t just one aspect of the
very, very hard.
game —it is the
game.”
—Lou Gerstner,
Who Says Elephants Can’t Dance
“The terms ‘hard facts,’
and ‘the soft stuff’ used
in business imply that
data are somehow real
and strong while
emotions are weak and
less important.”
—George Kohlrieser, Hostage at the Table
Drucker, Strategy, Leadership
Classic Drucker (from the HBR),
221 pages: “strategy,” 3 p
(infotech); “leadership,” 0.
The Practice of Management,
404 p: “strategy,” 0;
“leadership,” 3 p.
Management, 568 p: “strategy,”
8 p (all on systems, none on
content), “leadership,” 12 p.
Hard Is Soft
Soft Is Hard
“What I learned from my years
as a hostage negotiator is that
we do not have to feel
powerless—and that
bonding
is the antidote to
the hostage situation.” —George
Kohlrieser, Hostage at the Table
#20.1.1
Hard Is Soft
Soft Is Hard
bedrock
behaviors
Home Run
Being there! * ** *** ****
*No more, no less
**“A body can pretend to care, but they can’t
pretend to be there.” — Texas Bix Bender
*** GEN Melvin Zais on COs and inspections
****Silence is golden! [Utter silence is golden-er.]
Period!
Shake hands
Smile
Eye contact
Period+!
Shake hands
Smile
Eye contact
Thank you
Flowers
Open pose
ROIR
Period+!
Shake hands
Smile
Eye contact
Thank you
Flowers
Open pose
ROIR
Hard Is Soft
Soft Is Hard
R.O.I.R.
Return On
Investment In
Relationships
“The capacity to develop close and
enduring relationships is the mark of
a leader. Unfortunately, many leaders
of major companies believe their job
is to create the strategy, organization
structure and organizational
processes—then they just delegate
the work to be done, remaining aloof
from the people doing
the work.” —Bill George, Authentic Leadership
“Allied commands depend
on mutual confidence
[and this confidence]
is gained, above all
through the development
of friendships.”
—General D.D. Eisenhower,
Armchair General* (05.08)
*“Perhaps his most outstanding ability [at West Point] was
the ease with which he made friends and earned the trust
of fellow cadets who came from widely varied backgrounds;
it was a quality that would pay great dividends during his
future coalition command
Hard Is Soft
Soft Is Hard
Q/Systems Salesperson: “I make the
sale, and then the company screws up
the engineering or delivery or one of a
dozen things. Any suggestions?
“Spend less
time with your
customers!”
A/TP:
C(I)>C(E)
???????
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in
high places!”
or
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in
low
places!”
Loser:
“He’s such a
suck-up!”
Winner:
“He’s such a
suck-down.”
#20.4
“Buy in”“Ownership”Authorial bragging
rights-“Born again”
Champion = One
Line of Code!
“The four most important
words in any
organization
‘What do
you think?’ ”
are …
Source: courtesy Dave Wheeler,
posted at tompeters.com, source of
original unknown (0609.08)
Life’s Little Secret
**One line of code
**Caudill’s table in the rural
library
**Hair on the woman’s arm
**EJW’s scissors to the perfect
draft
**They own it.
**They saved it and saved your
(rather uninformed) butt.
**You must tolerate a smidgeon
of sub-optimization.
**You must show appropriate
humility and appreciation.
**You must be willing (eager) to
cover the exact same ground
again and again and again.
#20.5
“TAKE THIS QUICK QUIZ: Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills?
Who is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer ‘to
do’ list? Who enjoys a recap to the day’s
events? Who is better at keeping in touch
with others?”
Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why
Women Can Outsell Men, Nicki Joy & Susan Kane-Benson
#20.6
Hard Is Soft
Soft Is Hard
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.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.
#20.7
Hard Is Soft
Soft Is Hard
“I screwed
up.”*
*The virtuous “circle of blame
#20.8
Hard Is Soft
Soft Is Hard
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
“Good relationships
aren’t about ‘clear
communications’—
they’re about small
moments
of attachment and
intimacy.” —John Gottman, “Making
Relationships Work,” John Gottman (Harvard Business
Review, 12.07)
The Manager’s Book
of Decencies: How
Small /gestures
Build Great
Companies.
—Steve Harrison, Adecco
“Be kind, for
everyone you meet
is fighting a great
battle.”
—Philo of Alexandria
“There is always an
easy solution to
every human
problem—neat,
plausible, and …
wrong.”
—H.L. Mencken:
#20.9
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
love it or
leave it!
#20.10
Source: How Doctors Think, Jerome Groopman
Success
Through
Listening
Intently
Listening Is An Act of Love: A Celebration of American
Life from the StoryCorps Project, Dave Isay*
“Our stories—the stories of everyday
people—are as interesting and important
as the celebrity stories we are bombarded with …
“If we take the time to listen, we’ll find wisdom, wonder
and poetry in the lives and stories of the people all
around us …
“We all want to know our lives have mattered …
“Listening is an act of love.”
Guiding principles:
Listening may or may not be an “act of
love” or way to “tap into people’s dreams,”
but it sure as hell is (1) an uncommon act
of courtesy and recognition of worth from
which (2) you will invariably learn amazing
stuff if you can just keep your damn mouth
shut and ears open with an expression of
interest on your face and (3) it will buildmaintain relationships beyond your wildest
dreams. (4) So: shut up. Practice
attentiveness (no kidding) on waiters,
cab drivers, folks in line at the grocery
store, etc.
“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
#20.11
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
He was
seriously interested in
who you were and what
you had to say.”
college president.
Sara Lawrence-Lightfoot, Respect
The World Is A Liar!
“In a way, the world is a great liar. It shows you it
worships and admires money, but at the end of the day
it doesn’t. It says it adores fame and celebrity, but it
doesn’t, not really. The world admires, and wants to
hold on to, and not lose, goodness. It admires virtue. At
the end it gives its greatest tributes to generosity,
honesty, courage, mercy, talents well used, talents
that, brought into the world, make it better. That’s
what it really admires. That’s what we talk about in
We
don’t say ‘The thing about Joe was
he was rich.’ We say, if we can,
‘The thing about Joe was he took
good care of people.’” —Peggy Noonan,
eulogies, because that’s what’s important.
“Life’s Lesson,” on the astounding response to the passing of Tim Russert,
The Wall Street Journal, June 21-22, 2008
Amen!
“What creates trust, in
the end, is the leader’s
manifest respect for
the followers.” — Jim O’Toole,
Leading Change
“We are ladies
and gentlemen
serving ladies and
gentlemen.”
—Horst Schulze,
Ritz Carlton motto (laughed at at Hyatt)
“The [Union senior] officers rode past the
Confederates smugly without any sign
of recognition except by one. ‘When
General Grant reached the line of
ragged, filthy, bloody, despairing
prisoners strung out on each side of
the bridge, he lifted his hat and held it
over his head until he passed the last
man of that living funeral cortege. He
was the only officer in that whole train
who recognized us as being on the
face of the earth.’*”
*quote within a quote from diary of a Confederate soldier
“It’s not people who
aren’t credit-worthy.
It’s banks that aren’t
people worthy.”
Muhammad Yunus
“The deepest
human need is
the need to be
appreciated.”
William James
“If you don’t
listen,
you don’t sell
anything.”
—Carolyn Marland/Managing Director/Guardian Group
#20.12
FLOWER
POWER
#20.13
Questions: What do others think of you? [Are you sure?] What
do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
you sure?] What is your impact on others? [Are you sure?]
What are the “little things” you (perhaps unconsciously) do that
cause people to shrivel—or blossom? [Are you sure?] What do
you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
sure?] Do you know how to listen? [Are you sure?] Do you
listen? [Are you sure?] What is your style of “hashing things
out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
(d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
in a while? Are you comfortable-uncomfortable with folks on the
front line? Do you think you’re “in touch with the pulse of
things around here”? [Are You Sure?] Are you too
emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
questions like this are “so much BS”?]
#20.14
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative-adventures)
Decency
(respect, grace,
integrity, humane)
service
(worthy of our clients’ & extended
family’s continuing custom)
excellence
(period)
Cause
Space
Decency
service
excellence
servant leadership
Cause
Space
Decency
service
(worthy of commitment)
(room for/encouragement for initiative-adventures)
(respect, grace, integrity, humane)
(worthy of our clients’ & extended
family’s continuing custom)
excellence
servant leadership
(period)
Attending to
the “Last 98%”:
The New
Management “Science,”
or …
“Hard Is Soft,
Soft Is Hard”
Tom Peters/12.03.2008
S = f( ___ )
Success Is a
Function of …
S = ƒ(#&DR; -2L, -3L, 4L; I&E)
Number and depth of relationships 2, 3, and 4 levels down,
inside and outside the organization
S = ƒ(SD>SU)
Sucking down is more important than sucking up—the idea is to have
the entire organization working for you.
S = ƒ(#non-FF, #non-FL)
Number of friends, number of lunches with people not in my function
S = ƒ(#FF)
Number of friends in the finance function-organization
S = ƒ(OF)
Oddball friends
S = ƒ(PDL)
Purposeful, deep listening—this is very hard
S = ƒ(#EODD3MC)
Number of end-of-the-day difficult (you’d rather avoid) “3-minute calls” that
soothe raw feelings, mend fences, etc.
S = ƒ(UFP, UFK, OAPS)
Unsolicited favors performed, UFs involving co-workers’ kids, overt acts
politeness-solicitude toward co-workers’ spouses, parents, etc.
S = ƒ(#TN)
Number of thank you notes sent
S = ƒ(#C, PTS/“OLC”, SAPA)
# of consultations, perception of being taken serious (Responsible for “one line of
code,” small act of public appreciation
S = ƒ(SU)
Showing up (Woody Allen, Delaware’s ridiculous influence on the
U.S. Constitution)
S = ƒ(1D)
Seeking the assignment of writing first drafts, minutes, etc (1787)
S = ƒ(#SEAs)
Number of solid relationships with Executive Assistants
S = ƒ(%UL/w-m)
% useful lunches per week, month
S = ƒ(FG, FOC-BOF, CMO)
Favors given, favors owed collectively, balance of favors,
conscious management thereof
S = ƒ(CPRM, TS)
Conscious-planned Relationship management, time spent thereon
S = ƒ(TN/d, FG/m, AA/d)
Thank you notes per Day, flowers given per Month, Acts of Appreciation per Day
S = ƒ(PT100%A“T”S, E“NMF”–TTT)
Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault
(it always takes two to tango)
S = ƒ(AMR, NBS-SG)
Acceptance of mutual responsibilities for all affairs, no blameshifting, scape-goating
S = ƒ(APLSLFCT)
Awareness, perception of little snubs—and lightening fast
correction thereof
S = ƒ(G)
Grace
S = ƒ(GA)
Grace toward adversary
S = ƒ(GW)
Grace toward the wounded in bureaucratic firefights
S = ƒ(PD)
Purposeful decency
S = ƒ(TSPD, TSP-L1)
Time spent on promotion decisions, especially for 1st level managers
S = ƒ(%“SS”, H-PD)
% soft stuff involved in Hiring, Promotion decisions
S = ƒ(TWA, P, NP)
Time wandering around, purposeful, non-planned
S = ƒ(SBS)
Slack built into Schedule
S= ƒ(TSHR)
Time spent … Hurdle Removing
S = ƒ(%TM“TSS,” PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff, purposeful management of this Soft
Stuff, daily “to do” concerning “this Soft Stuff”
S = ƒ(MB“TSS”MR)
Purposeful management of this Soft Stuff by people reporting to me
S = ƒ(EC, MMO)
Emotional connection, mgt & maintenance of
S = ƒ(IMDOP)
Investment in Mastery of detailed organization processes
S = ƒ(H-TS)
Time spent on Hiring
S = f(%TM“TSS,”
PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff,
purposeful management of this Soft Stuff, daily
“to do” concerning “this Soft Stuff”
Notes from William Easterly’s:
The White Man’s
Burden: Why the
West’s Effort to Aid
the Rest Have Done
So Much Ill and so
Little Good
$2.3 trillion
“The West spent …
on foreign aid over the last five decades and
still has not managed to get twelve-cent
medicines to children to prevent half of all
malaria deaths. The West spent $2.3 trillion
and still not managed to get three dollars to
each new mother to prevent five million child
But I and many other
like-minded people keep
trying, not to abandon aid to
the poor, but to make sure it
reaches them.”
deaths. …
Easterly, maligned by many, is the arch-enemy
of the
Big Plan
[his capital letters, not mine]
sent from afar; and the vociferous fan of
practical activities of those he calls
“Searchers”
… who learn the
ins and outs of the culture, politics and local
conditions “on the ground” in order to use local
levers and local players, and get those 12cent medicines to community members.
Read on, “Planners” vs “Searchers” …
“In foreign aid, Planners announce good intentions but don’t motivate
anyone to carry them out; Searchers find things that work and
get some reward. Planners raise expectations but take no
responsibility for meeting them; Searchers accept
responsibility for their actions; Planners determine what to
supply; Searchers find out what is in demand. Planners apply
global blueprints; Searchers adapt to local conditions.
Planners at the top lack knowledge of the bottom; Searchers find
out what the reality is at the bottom. Planners never hear
whether the planned recipients got what they needed; Searchers
find out if the customer is satisfied. … A Planner thinks he
already knows the answers; he thinks of poverty as a technical
engineering problem that his answers will solve. A Searcher
admits he doesn’t know the answers in advance; he
believes that poverty is a complicated tangle of political,
social, historical, institutional, and technological factors;
he hopes to find answers to individual problems only by
trial and error experimentation. A planner believes outsiders
know enough to impose solutions; a Searcher believes only
insiders have enough knowledge to find solutions, and
that most solutions must be homegrown. …”
Derived from the above and more, I have
extracted a series of “lessons” from the
Easterly book. These implementation lessons
are, in fact, universal:
Lesson (#1 of sooooooo many): Show up!
(On the ground, where the action—and
possible implementation—is.)
Lesson: Invest in ceaseless study of
conditions “on the ground”—social and
political and historical and systemic.
Lesson: Listen
to the “locals.”
Lesson: Hear
the “locals.”
"Trust the development
experts—all seven billion
of them.”
—headline, for an article by development
guru William Easterly, Financial Times, 0529.08,
"The report of the World Bank Growth Commission, led
by Nobel laureate Michael Spence [former dean of the
Stanford biz school—tp], was published last week. After two
years of work by the commission of 21 world leaders,
an 11-member working group, 300 academic experts,
12 workshops, 13 consultations, and a budget of $4
million, the experts' answer to the question of how to
attain high growth was roughly: we do not know, but
trust experts to figure it out." —William Easterly,
Financial Times, 0529.08
Lesson: Talk to the “locals.”
Lesson: Listen to the “locals.”
Lesson: Hear the “locals.”
Lesson: Listen to the “locals.”
Lesson: Hear the “locals.”
Lesson: Listen to the “locals.”
Lesson: Hear the “locals.”
Lesson: Listen to the “locals.”
Lesson: Hear to the “locals.”
Lesson: Listen to the “locals.”
Lesson: Hear to the “locals.”
Lesson: Respect the “locals.”
Lesson: Empathize with the “locals.”
Lesson: Try to blend in, adopting local customs, showing
deference were necessary—almost everywhere;
and never interrupt the “big man” in front of his
folk, even, or especially, if you think he is 180
degrees off.
Lesson: Seek out the local leaders’ second cousins, etc,
to gain indirect assess over their uncle twice
removed! (Etc & etc.)
Lesson: Have a truly crappy office, and other
un-trappings!
Lesson: Remember, you do not in fact have the answers
despite your PhD with, naturally, honors, from the
University of Chicago—where you were mentored
by not one, but two, Nobel Laureates in economics.
Lesson: Regardless of the enormity of the problem,
proceed by trial (manageable in size) and error,
error, error. (Failure motto: “Do it right the first
time!” Success motto: “Do it right the 37th time!”
And hustle through those 37 tries—see the
next slide.)
Have a
truly crappy
office, and
other
un-trappings!
Lesson:
Lesson: The process of political-community
engagement must also be approached as
a trial and error learning process.
Lesson: Always alter the experiment to accommodate
local needs—the act of apparent local modification
per se is critical, as every community leader, in
order for them to accept “ownership” and
demonstrate to their constituents that they are in
charge, must feel as if they have directly and
measurably influenced the experiment. [See the next four slides.]
Lesson: Growth (the experimental and expansionemulation process) must be organic, and proceed
at a measured pace—nudged, not hurried.
Lesson: Speed kills! (To a point.) By and large, the
messiness and “inefficiency” of the local political
process must be honored.
“Buy in”“Ownership”Authorial bragging
rights-“Born again”
Champion = One
Line of Code!
Nothing is
“scalable”!*
Nothing is “scalable”!*
*Every replication must
exude the perception of
uniqueness—even if it
means a half-step
backwards. (“It wouldn’t
have worked if we hadn’t done
it our way.”)
Speed kills!
Lesson: Short-circuiting political
process kills!
Lesson: Premature rollout kills!
Lesson: Too much publicity-visibility
kills!
Lesson: Too much money kills!
Lesson: Too much technology kills!
Lesson:
Lesson: Outsiders, to be effective, must have genuine
appreciation of and affection for the locals with whom
and for whom they are working!
Lesson: Condescension kills most—said “locals” know
unimaginably more about life than well-intentioned
“do gooders,” young or even, alas, not so young.
Lesson: Progress … MUST … be consistent with “local
politics on the ground” in order to raise the odds
of sustainability.
Lesson: You will never-ever “fix” “everything at once”
or by the time you “finish”—in our Constitutional
Convention in 1787, George Washington only got
about 60% of what he wanted!
Lesson: Never forget the atmospherics, such as numerous
celebrations for tiny milestones reached, showering praise
on the local leader and your local cohorts, while you
assiduously stand at the back of the crowd—etc.
Lesson: The experiment has failed until the systems and political
rewards, often small, are in place, with Beta tests completed,
to up the odds of repetition.
Lesson: Most of your on-the-ground staff must consist of
respected locals—the de facto or de jure Chairman or CEO
must be a local; you must be virtually invisible.
Lesson: Spend enormous “pointless” social time with the local
political leaders—in Gulf War I, Norm Schwarzkopf spent his
evenings, nearly all of them, drinking tea until 2AM or 3AM
with the Saudi crown prince; he called it his greatest
contribution!
Lesson: Keep your “start up” plan simple and short and
filled with question marks in order to allow others
to have the last word. (I once did the final draft of a
proposal, making it as flawless as could be. I gave it to my boss,
pre Microsoft Word, and he proceeded to cut it up and tape the pieces
back together, and conspicuously cross out several paragraphs of my
obviously and labored over brilliant prose that he had agreed to. “Tom,”
he said as I recall, “we want the rest of the committee [of important, or at
least self-important folks] to feel as though they are participating and
that you and I are a naïve—not confront them with a beautiful plan that
shouts ‘Don’t you dare alter a word.’”)
Lesson: For projects involving children or health or education or
community development or sustainable small-business
growth (most projects), women are by far the most reliable
and most central and most indirectly powerful local
players in even the most chauvinist settings—their
characteristic process of “implementation by indirection”
means “life or death” to sustainable project success;
moreover, the expanding concentric circles of women’s
traditional networking processes is by far the best way to
“scale up”/expand a program. (Men should not even try
to understand what is taking place. Among other things,
this networking indirection-largely invisible process will
seemingly “take forever” by most men’s “action now,
skip steps” S.O.P.—and then, from out of the blue,
following an eternity of rambling discussions-on-top-oframbling-discussions, you will wake up one fine morning
and discover that the thing is done that everything has
fallen in place “overnight” and that ownership is nearly
universal. Concomitant imperative; most of your (as an
outsider) staff should be women, alas, most likely not
visibly “in charge.”
For projects involving children or
health or education or community
development or sustainable
small-business growth (most
women
projects),
are by
far the most reliable and most
central and most indirectly
powerful local players even in the
most chauvinist settings.
For projects involving
children or health or education or
community development or
sustainable small-business growth
Lesson:
(most projects),
women
are by far the most reliable and
most central and most indirectly
powerful local players even in the
most chauvinist settings.
Social Change, after William Easterly
1.
2.
3.
4.
5.
6.
7.
8.
9.
Bottom up
Pursue 100% participation
MBWA
Use the local infrastructure
Women must play a/the lead role—as leaders,
perhaps indirectly, and as investment targets
Accept “second best” solutions—optimal outcomes
are self-defeating
Use $$$ and technology with caution
Replication must always be localized
Try it! Try it!/4F
Colonel/British Army/
2 Tours/Iraq/0428.08/
Issues:
**Hardware first
**Failure to use existing human
infrastructure
**Failure to master local politics
**Unwillingness to accept “2nd best”
solutions
**Wedded to centrally prescribed
solutions-programs
**Misguided training
“We behaved as if we were
guests in their house. We
treated them not as a
defeated people, but as
allies. Our success became
their success.” —“How One Soldier
Brought Democracy to Iraq: The Mayor of Ar Rutbah”
(MAJ James Gavrilis/USA Special Forces)
#22.1
Commentary on David O. Stewart’s
The Summer of
1787: The Men
Who Invented
the Constitution
Tom Peters/0409.08
*** Show up!!!!!!!!!!!!
*** Keep showing up!!
*** Control the process through indirect
actions, like doing first drafts, writing
Minutes.
*** Remember the social graces—your
emotional “presentation of self” is more
important than even “all important”!!!
*** Hang in! Tenacity-relentlessness rules!
(Wear the bastards down. No kidding,
this is a matchless “success tool.”)
*** There’s no such thing as a “dull meeting.”
(No kidding!) Every get together is an
opportunity to press your agenda, directly
or indirectly, to perform a small favor with
the expectation of “return on investment”
at some point in the future.
*** Bite your tongue and listen, listen, listen—even to
bores. Nothing wins support like effective listening;
it’s the greatest gift you can give anyone!! (This is
triply important when you are desperate to correct
something someone has to say, even an “enemy” of
your cause—attentive listening is a peerless “win
’em over” “strategic” “tool.”)
*** “Sub-committees rule! It’s the little chances to
become Master of Something and perform-influence
in a small group setting that lead to the
accumulation of power and the ability to control the
flow in an area important to you.
*** Continually “illustrate” your ability to perform well
at almost any task and build a towering reputation
for reliability.
*** Cool off! No passion, no success! Too much abrasiveness
in pursuit of a cause that inflames you kills opportunity to
succeed like nothing else. (Folks love to put an abrasive
person in his place, even if they agree with him.)
*** Take a punch and keep on trucking. Losses are common—
live with ’em, take ’em with good grace, and then
persevere through out-persevering the other guy/s.
(*** Speaking of “punch,” out-drinking the other guy sure
worked in the summer of 1787. Reach your own
conclusions here …)
*** Grow up, accept life. Life, effectiveness is indeed about
horse trading as often as not—and at times consorting
with one’s enemies. (“The enemy of my enemy is my
friend.” Keep your passion, stay above the waterline on
issues of deep principal—but accept, and embrace, the
messy-as-hell “real world”!
*** Remember the black flies! “Little”
distractions can change the whole game.
*** Be ready with “Plan B.” Repeat: Nothing
in the real world follows the script.
*** Nobody, even George Washington, gets
more than about 60% of what they want!
*** Keep your word. A reputation for integrity
is priceless.
*** Don’t bite off more than you can chew,
even when “can’t miss” opportunities to
further your cause arise—overloading and
thence compromising effectiveness is a
big black eye.
*** Do something! “Small wins,” accumulated
regularly, build momentum!
*** Work assiduously on your public
presentation skills!
Regardless of the
topic—mundane or grand—
it is attending to the same
“mundane” “human” “timeless”
“basics” that shape the outcome
and determine the degree of
implementation. The Master
of GTD* is the true Master of
the Universe.
Lesson of Lessons:
*GTD/Getting Things Done
Don’t forget
the “it”!
“It suddenly
occurred to me …
“It suddenly occurred
to me that in the space
of two or three hours
never
he
talked
about cars.” —Les Wexner
Franchise Lost!
TP:
“How many of you
really
crave
new Chevy?”
NYC/IIR/061205
[600]
a
“Not long ago, I heard one
studio chief utter the
unthinkable: ‘What would
happen if I made a movie I
actually looked forward
to seeing?’ ”
—Peter Bart, Editor in Chief,
Variety; former Paramount exec, “Hollywood’s Model Doesn’t
Produce Art, or Much Profit” (NYT/0721.06)
A pox on
“micromarketing”
Who buys “it” I:
Sunset for men!
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
“Since 1970, women
have held two
out of every
three new jobs
created.”
—FT, 10.03.2006
“Forget China, India and the
Internet: Economic Growth Is Driven
by Women.” [Headline.] “Even today in the modern,
developed world, surveys show that parents still prefer to have
a boy rather than a girl. One longstanding reason boys have
been seen as a greater blessing has been that they are expected
to become better economic providers for their parents’ old age.
Yet it is time for parents to think again. Girls may now be a better
investment.” “Girls get better grades in school than boys, and in
most developed countries more women than men go to
university. Women will thus be better equipped for the new jobs
of the 21st century, in which brains count a lot more than brawn .
… And women are more likely to provide sound advice on
investing their parents’ nest—e.g.: surveys show that women
consistently achieve higher financial returns than men do.
Furthermore, the increase in female employment in the rich
world has been the main driving force of growth in the last
couple of decades. Those women have contributed more to global
GDP growth than have either new technology or the
new giants, India and China.”
Source: Economist, April 15, Leader, page 14
Continuing on page 73:
“A Guide to Womenomics: The
Future of the World Economy Lies Increasingly
in Female Hands.” (Headline.) More stats: Around the globe
since 1980, women have filled “two new jobs for everyone
taken by a man.” “Women are becoming more important in the
global marketplace not just as workers, but also as
consumers, entrepreneurs, managers and investors.” Re
consumption, Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from women’s increased
purchasing power; over the past decade the value of shares in
“Goldman’s basket has risen by 96%, against the Tokyo
stockmarket’s rise of 13%.” A couple of final assertions: (1) It
is now agreed that “the single best investment that can be
made in the developing world” is educating girls. (2) Also,
surprisingly, nations with the highest female laborforce
participation rates, such as Sweden and the U.S., have
the highest fertility rates; and those with the lowest
participation rates, such as Italy and Germany, have the
lowest fertility rates.
Source: Economist, April 15, page 73
“Goldman Sachs in Tokyo has
developed an index of 115
companies poised to benefit from
women’s increased purchasing
power; over the past decade the
value of shares in Goldman’s
basket has risen by 96%, against
the Tokyo stockmarket’s rise
of 13%.” —Economist, April 15
most significant
variable in every
“The
sales situation is the
gender
of the buyer, and
more importantly, how the
salesperson communicates
to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
The Perfect Answer
Jill and Jack buy
slacks in black…
“One thing is certain: Women’s rise to power, which is
linked to the increase in wealth per capita, is happening
in all domains and at all levels of society. Women are no
longer content to provide efficient labor or to be
consumers with rising budgets and more autonomy to
spend. … This is just the beginning. The phenomenon
will only grow as girls prove to be more successful than
For a number of
observers, we have already
entered the age of
‘womenomics,’ the economy as
thought out and practiced
by a woman.” —Aude Zieseniss de Thuin, Financial
boys in the school system.
Times, 10.03.2006
“ ‘Womenomics,’ the
economy as
thought out and
practiced by a
woman.”
—Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
Big bank CEO, summarizing to his top-management team his
“Tom’s made a great
point; he let us know that our customer base
will be different and more diverse in the future.”
notes from TP’s presentation:
“With all due respect, that’s not what Tom
said. Though I am an unabashed supporter of
‘diversity’ in general, what I said was
Tom:
‘She
is your customer—and
has been for a long time and will be forever.’
And ‘she’ is notably AWOL in this [meeting] room
full of senior ‘leaders.’ ”
Getting Started
Read in (start with Fara Warner,
The Power of the Purse /cases!!)
Convene a 2-day “Private conferenceretreat” for your top 5 managers and
female Board members, on both
marketing to women and women’s
leadership (two days, intense, senior women, midlevel women, designers/F/M), Creative ad folks, Internet
marketers, academics incl. neuroscientists and
psychologists, business owners, turn-around marketers
from Nike, Marti Barletta, Paco Underhill, Alan and
Barbara Pease, Judy Rosener, etc.)
#24.1
Selling to men:
The
TRANSACTION Model
Selling to Women:
The
RELATIONAL Model
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
FemaleThink/, Faith Popcorn & Liz Marigold
“Men and women don’t think the
same way, don’t communicate
the same way, don’t buy for the
same reasons.”
“He simply wants the transaction
to take place. She’s interested in
creating a relationship. Every
place women go, they make
connections.”
“Women don’t buy
They
join them.”
brands.
EVEolution
2.6 vs.
Age 3
days, baby
girls 2X eye
contact.
“People powered”:
Source: Martha Barletta, Marketing to Women
“Women speak and hear a language
of connection and intimacy, and men
speak and hear a language of status and
independence. Men communicate to
obtain information, establish their status,
and show independence. Women
communicate to create relationships,
encourage interaction, and exchange
feelings.”
—Judy Rosener, America’s Competitive Secret
The “Two Solar System Factor”
“Have you noticed men and women handle conflict differently? Many men,
especially in a business setting, resolve conflict by escalating it. They take a
strong position n and argue it until one of the two parties gives in or submits to
the other. Many women resolve conflict by de-escalating. Rather than focus on
differences, they focus on common ground. Men try to differentiate themselves.
Women look for points of similarity. Look at something as simple as a
conversation at a cocktail party. You have a group of guys and a group of
women who don’t know one another. The guys’ conversation may go something
like this: ‘Great weather today. I went out and played eighteen at The Links.’
‘It was a great day. I played thirty-six.’ ‘Have you played the Rivers course
yet? I played there last weekend, expensive, but well worth it.’ ‘Yeah, I play
there all the time. It’s a fun course. But The Boulders puts it to shame.’ ‘I shot
my best score ever at The Boulders—a seventy-eight.’ Men respect hierarchy
and establishing status. Now let’s look at a typical conversation between two
women who don’t know each other: ‘So, Samantha, do you have any kids?’
‘Yeah, a four-year-old, Zach, and Amy was born four months ago.’ ‘Four
months ago? And you look terrific! Did you gain much weight during the
pregnancy? I gained thirty pounds and still haven’t been able to take it off.’ ‘I
gained a lot of weight with Zach, so this time I signed up with a personal trainer
at my gym.’ ‘My best friend, Andrea, is pregnant—I’d love to tell her about this
trainer, do you have her information?’
Women seek common ground. Often women’s instinct is to help one another.
Plus, they can often discuss what might seem like very personal information
right away. … We suspect women may be quicker to trust because they rely on
more senses to judge people.
Source: Michele Miller & Holly Buchanan, The Soccer Mom Myth.
Today’s Female Consumer: Who She Really Is, Why She Really Buys
P-l-e-a-s-e Read …
Fara Warner:
The Power of
the Purse
“We simply had
stopped being
relevant to women.”
—Kay Napier, SVP Marketing (Fara Warner, The Power of the
Purse, “From Minority to Majority: McDonald’s Discovers the
Woman Inside the Mom”)
Cases! Cases! Cases!
McDonald’s (“mom-centered” to “majority consumer”; not
via kids)
Home Depot (“Do it [everything!] Herself”)
P&G (more than “house cleaner”)
DeBeers (“right-hand rings”/$4B)
AXA Financial
Kodak (women = “emotional centers of the household”)
Nike (> 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
“Mostly Moms”
“Women were either ignored
in favor of focusing on men—
generally considered the
industry’s most frequent
users and therefore its most
important consumers—or they
were cast in the role of moms
who were simply conduits to
their children.” —Fara Warner, The Power of
the Purse, “From Minority to Majority: McDonald’s
Discovers the Woman Inside the Mom”
#24.2
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
It’s gotta be
a majority …
Period??!!*
Start:
3 0f 14
18 months later:
10 of 18
(“deep dip”!)
*AIM/September 2007
“Siemens Chief Says
Its Managers Are Too
German, White and
Male”
—headline, Financial Times, 0625.08
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women 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
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?
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women 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 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?
#24.2.1
For projects involving children or
health or education or community
development or sustainable
small-business growth (most
women
projects),
are by
far the most reliable and most
central and most indirectly
powerful local players even in the
most chauvinist settings.
94%
of loans to …
women*
*Microlending; “Banker to the poor”; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
NOTE: Yunus is the father of
micro-lending. He did not set out
to provide loans to women. But
it soon became clear that men
would often spend their loan on
frivolous activities. Women, with
their abiding interest in family
affairs, were immediately seen
as more enterprising and far
more reliable than men.
“The growth and
success of womenowned businesses is
one of the most
profound changes
taking place in the
business world
today.” —
Margaret Heffernan, How She Does It
U.S. firms owned or controlled by Women: 10.6
million (48% of all firms)
Growth rate of Women-owned firms vs all firms: 3X
Rate of jobs created by Women-owned firms vs all
firms: 2X
Ratio of total payroll of Women-owned firms vs total
for Fortune 500 firms: >1.0
Ratio of likelihood of Women-owned firms staying in
business vs all firms: >1.0
Growth rate of Women-owned companies with
revenues of >$1,000,000 and >100 employees vs all
firms: 2X
Source: Margaret Heffernan, How She Does It
Women-owned Biz
U.S. employees >
F500 employees
worldwide
Source: Martha Barletta, Marketing to Women
#24.2.2
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
“[Women] see power
in terms of
influence,
not rank.” —Fortune
“Guys want to put everybody in
their hierarchical place. Like,
should I have more respect for
you, or are you somebody that’s
south of me?” —Paul Biondi, Mercer Consultants
[from It’s Not Business, It’s Personal, Ronna Lichtenberg]
Bob Reich’s women
“No
worries.”*
students:
*Men: “Can’t do it. _____ outranks me.”
Mrs Coach K
“There is always an
easy solution to
every human
problem—neat,
plausible, and …
wrong.”
—H.L. Mencken:
#24.3
Who buys “it” II:
Sunrise for
old folks!
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64:
+47%)
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
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
20
$14,000,000,000,000$25,000,000,000,000
NOTE: In the next 20 years
between 14 and 25 trillion
dollars of wealth will be passed
on to the current generation—a
number never matched
in history.
Median Household Net Worth
<35: $7K
35-44: $44K
45-54: $83K
55-64: $112K
65-69: $114K
70-74: $120K
>74: $100K
Source: U.S. Census
BoomerBucks!
Boomer turns 50: every 7 seconds. 2009: majority of
U.S. households headed by someone over 50. 20062016: U.S. population up 22.9 million; 22.1 million in
over-50 group. 2006: 1 in 5 adults is F, over 50.
Women between 50-70 who are single: 35%. Age
45-54: highest average income, $59, 021 (national
average is $42,209). FASTEST GROWING INCOME
CATEGORY: WOMEN, 55-64 (4X men in same
category). Women, age 60-64: 50% still in
workforce. Highest net worth: families, 55-64
($182,000). People over 50: 70% to 79% of all
financial assets; 80% of all savings accounts; 62% of
all large Wall Street asset accounts; 66% of $$
invested in the stock market. Age 50+: 29% of
population, 40% of total consumer spending, 50% of
discretionary spending. Next 2 decades: BOOMERS
WILL INHERIT $14 TRILLION-$25 TRILLION (“largest
intergenerational transfer of wealth in history”).
—Marti Barletta, PrimeTime Women
50+
$7T wealth (70%)/ $2T annual income
50% all discretionary spending
79% own homes
40M credit card users
41% new cars/48% luxury cars
$610B healthcare spending/
74% prescription drugs
5% of advertising targets
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
55-64 vs 25-34
E.g.: New cars & trucks: 20% more
spending. Meals at full-service restaurants:
+29%. Airfare: +38%. Sports equipment:
+58%. Motorized recreational vehicles:
+103%. Wine: 113%. Maintenance, repairs
and home insurance: +127%. Vacation
homes: +258%. Housekeeping & yard
services: +250% to +500%.
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
“Baby-boomer
Women: The
Sweetest of
Sweet Spots for
Marketers”
—David Wolfe and Robert
Snyder, Ageless Marketing
We are the Aussies & Kiwis & Americans &
Canadians. We are the Western Europeans &
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the
most (yes) ambitious, the most experimental &
exploratory, the most different, the most
indulgent, the most difficult & demanding,
the most service & experience obsessed, the
most vigorous, (the least vigorous,) the most
health conscious, the most female, the most
profoundly important commercial market in
the history of the world—and we will be the
Center of your universe for the next twentyfive years. We have arrived!
We are the Aussies & Kiwis & Americans & Canadians.
We are the Western Europeans & Japanese. We are the
fastest growing, the biggest, the wealthiest, the
boldest, the most (yes) ambitious, the most
experimental & exploratory, the most different, the
most indulgent, the most difficult & demanding, the
most service & experience obsessed, the most
vigorous, (the least vigorous,) the most health
conscious, the most female, the most profoundly
important commercial market in the history of the
we will be the
Center of your universe
for the next twenty-five
years. We have arrived!
world—and
“Sixty Is
the New
Thirty”
—Cover/AARP
“EIGHTY IS
THE NEW
FIFTY”
—Headline, Newsweek, 0616.08
“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
“One particularly puzzling category of youthobsession is the highly coveted target of men
18-34, and it’s always referred to as ‘highly
coveted category.’ Marketers have been
distracted by men age 18-34 because they are
getting harder to reach. So what? Who wants
to reach them? Beyond fast food and beer, they
don’t buy much of anything. … The theory is
that if you ‘get them while they’re young,
What
nonsense!”
they’re yours for life.’
—Marti Barletta, PrimeTime Women
“Marketers attempts at reaching those
over 50 have been miserably
No market’s
motivations and needs
are so poorly
understood.” Peter Francese, founding
unsuccessful.
—
publisher, American Demographics
Possession Experiences /“Desires
for things”/Young adulthood/to 38
Catered Experiences/ “Desires to
be served by others”/Middle
adulthood
Being Experiences/“Desires for
transcending experiences”/Late
adulthood
Source: David Wolfe and Robert Ageless Marketing
Brand Loyalty: Stable
or Unstable/Fickle?
Serial Monogamy:
A Personal Odyssey
Tom Peters/0411.07
Beer: National Boh to Bud to Anchor Steam to Zilch
Car: Chevrolet (1942-1962) to misc to Subaru
Biz Clothes: Various warehouses to Brooks to Nordstrom to Milan
Biz: Big (U.S. Navy, McKinsey) to Small (de facto self-employed)
Sports clothes: Misc-cheap to Northface
Spouse: “Sexy broad” (wife #1) to Best friend/Brainy (+sexy)
School: Cornell to Stanford to RISD (Go Nads!)
Pens: Cross to Bic
Food: Safeway to Whole Foods
Music: Beatles to Queen
Home Furnishings: With it to Comfortable
Home: SF Bay Area to West Tinmouth VT
Favorite sport: Lacrosse-Crew to Speed Walking-Trekking-Rowing
Favorite MLB, NFL: Orioles-Baltimore Colts to A’s-Raiders (Warriors!)
Favorite magazine: Life to Wired
Favorite media: Print-Radio to Web-Radio
Favorite airline: TWA to American to Lufthansa
Home: East to West
Vacations: USA to New Zealand
Price: Cheap to Varied (Wal*Mart to Milan)
Hotel: Ramada/Holiday Inns to Four Seasons/Leading Hotels
Restaurants: McDonald’s to Hole in the wall
Stores: Misc/Big to Little shops
Loyalty: Serial monogamy (just as loyal now as then; “love ’em, then leave ’em”)
“Older people have an image problem. As
a culture, we’re conditioned toward youth.
… When we think of youth, we think
‘energetic and colorful;’ when we think of
middle age or ‘mature,’ we think ‘tired and
washed out.’ and when we think of ‘old’ or
‘senior,’ we think either ‘exhausted and
gray’ or, more likely, we just don’t think.
… The financial numbers are
absolutely inarguable—the Mature
Market has the money. Yet advertisers
remain astonishingly indifferent to them.
…”
—Marti Barletta, PrimeTime Women
“The mature
market cannot be
dismissed as
entrenched in its
brand loyalties.”
—Carol Morgan & Doran Levy, Marketing to the Mindset
of Boomers and Their Elders
“Advertisers pay more to reach the kid
because they think that once someone hits
middle age he’s too set in his ways to be
susceptible to advertising. … In fact,
this notion of impressionable kids
and hidebound geezers is little
more than a fairy tale, a Madison
Avenue gloss on Hollywood’s cult
of youth.”—James Surowiecki (The New
Yorker/04.01.2002)
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
Caroline Flint, Housing Minister, UK: “lifetime
homes,” all “wheelchair friendly” by
2013, 16 features including ground floor
toilet, wide stairways take stair-lift,
gently sloping approach to front door,
low window sills, walls easy adaptation,
doors and hallways wide enough for
wheelchair; applies to all public housing
by 2011, 2010 standards for private
sector if not prior voluntary compliance
Source: Guardian 0225.08
End
Part 1.3