Transcript Re-imagine’s Requisites: The Leadership Tom Peters/ Mexico D.F./ 04June2004 Slides at … tompeters.com “Uncertainty is the only thing to be sure of.” —Anthony Muh, head of.

Re-imagine’s Requisites:
The Leadership
11
Tom Peters/ Mexico D.F./
04June2004
Slides at …
tompeters.com
“Uncertainty is the only
thing to be sure of.” —Anthony Muh,
head of investment in Asia, Citigroup Asset Management
“If you don’t like change,
you’re going to like
irrelevance even less.” —General Eric
Shinseki, Chief of Staff,
U. S. Army
“It’s no longer enough to
be a ‘change agent.’ You
change
insurgent—
must be a
provoking, prodding,
warning everyone in sight
that complacency is
death.” —Bob Reich
Context: The Change Tsunami
Jobs
Technology
Globalization
War, Warfighting & Security
Jobs
New Technology
Globalization
War, Warfighting &
Security
“14 MILLION
service jobs are in
danger of being
shipped overseas” —
The Dobbs Report/USN&WR/11.03/re new UCB
study
E.g. …
Jeff Immelt: 75% of “admin, back
room, finance” “digitalized” in
years.
Source: BW (01.28.02)
“One Singaporean worker
costs as much as …
3 … in Malaysia
8 … in Thailand
13 … in China
18 … in India.”
Source: The Straits Times/08.18.03
“Thaksinomics” (after Taksin
Shinawatra, PM)/ “Bangkok
Fashion City”/ “managed asset
reflation” (add to brand value of
Thai textiles by demonstrating flair
and design excellence)
Source: The Straits Times/03.04.2004
Jobs
Technology
Globalization
War, Warfighting &
Security
<1000A.D.: paradigm shift: 1000s of years
1000: 100 years for paradigm shift
1800s: > prior 900 years
1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift
21st century:
1000X
tech
change than 20th century (“the ‘Singularity,’ a merger between
humans and computers that is so rapid and profound it
represents a rupture in the fabric of human history”)
Ray Kurzweil
Jobs
Technology
Globalization
War, Warfighting &
Security
“The world has arrived at a rare strategic
inflection point where nearly half its
population—living in China, India and Russia—
have been integrated into the global market
economy, many of them highly educated
workers, who can do just about any job in the
We’re talking about
three billion people.” —Craig
world.
Barrett/Intel/01.08.2004
1990-2003: Exports 8X
($380B); 6% global exports
2003 vs. 3.9% 2000; 16% of
Total Global Growth in 2002.
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
1998-2003: 45,000,000 layoffs in
state sector; offset by $450B in
foreign investment; foreign
companies account for 50+%
of exports vs. 31% in Mexico,
15% in Korea.
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
200 cities with
>1,000,000
population.
Source: “China Takes Off,” David Hale & Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
“Going Global: Flush with
billions in foreign reserves,
China is embarking on a
buying spree” —Cover/ Newsweek/
03.01.04/ on China’s aggressive offshore
acquisition activity (buying brands,
technology, etc.)
World economic
output: U.S.A., 21%;
EU, 16%; China, 13%
(2X since1991)
Source: New York Times/12.14.2003
Jobs
Technology
Globalization
War, Warfighting
& Security
“This is a dangerous world and
it is going to become more dangerous.”
“We may not be
interested in chaos but
chaos is interested
in us.”
Source: Robert Cooper, The Breaking of Nations:
Order and Chaos in the Twenty-first Century
The
Leadership
11
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
In an age of value-added through
imagination, creativity and
intellectual capital … the leader’s
Job One is the recruitment,
development and retention of
awesome talent.
Brand =
Talent.
Age of Agriculture
Industrial Age
Age of Information Intensification
Age of Creation Intensification
Source: Murikami Teruyasu, Nomura Research Institute
“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
From “1, 2 or you’re out” [JW]
to …
“Best Talent in each
industry segment to build
best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
“Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
among non-conformists,
dissenters and rebels.”
David Ogilvy
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
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to get
things done.” – P.D.
“I don’t
know.”
Quests!
“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 (08.22.00)
“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 (22August2000)
I AM A TALENT FANATIC. I STACK
UP WITH THE BEST FOOTBALL
COACHES. OUR TALENT IS ON
QUESTS TO RE-IMAGINE
TOMORROW. THE TALENT I
RECRUIT AND DEVELOP IS MY
PREMIER LEGACY. (Scale
of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The “metabolism” of enterprisecompetition-invention has
speeded up remarkably. It is the
leader’s mission to increase—and
manage—the Metabolic Rate of her
or his organization.
“We are in a
brawl with no
rules.”
Paul Allaire
The Kotler Doctrine:
1965-1980: R.A.F.
(Ready.Aim.Fire.)
1980-1995: R.F.A.
(Ready.Fire!Aim.)
1995-????: F.F.F.
(Fire!Fire!Fire!)
WE ARE ON A PERMANENT HIGH.
WE LIVE ON SPEED. WE TACK
AND JIBE ON A NANOSECOND’S
NOTICE. RECRIMINATION IS
MINIMAL. ACTION RULES. I AM
PROACTIVE AROUND THE CAUSE
(Scale of
1 to 10?)
OF URGENCY.
“If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Internet and other associated
technologies are changing …
everything. The leader must take
direct charge of the full-bore
implementation of the new
technologies. The wise leader is
his own CIO.
square feet
“Our entire facility is digital. No paper, no film, no
medical records. Nothing. And it’s all integrated—from the lab to
X-ray to records to physician order entry. Patients don’t have to
wait for anything. The information from the physician’s office is
in registration and vice versa. The referring physician is
immediately sent an email telling him his patient has shown up.
… It’s wireless in-house. We have 800 notebook computers that
are wireless. Physicians can walk around with a computer that’s
pre-programmed. If the physician wants, we’ll go out and wire
their house so they can sit on the couch and connect to the
network. They can review a chart from 100 miles away.” —David
Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)
“Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made
one of the most fateful military calls of the 21st century. After 9/11 … her office
quickly leased all the available transponders covering Central Asia. The
implications should change everything about U.S. military thinking in the
years ahead.
“The U.S. Air Force had kicked off its fight against the Taliban with an
ineffective bombing campaign, and Washington was anguishing over whether
to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to
give the initiative to 250 Special Forces already on the ground. They used
satellite phones, Predator surveillance drones, and GPS- and laser-based
targeting systems to make the air strikes brutally effective.
“In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen
(much of the military’s command and control) and working directly with the
real players. … The data came in so fast that HQ revised operating procedures
to allow intelligence analysts and attack planners to work directly together.
Their favorite tool, incidentally, was instant messaging over a secure
network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/
OCT2002
“The mechanical speed of
combat vehicles has not
increased since Rommel’s day,
so the difference is all in the
operational speed, faster
communications and faster
decisions.” —Edward Luttwak, on the
unprecedented pace of the move toward Baghdad
“There’s no use trying,” said Alice.
“One can’t believe impossible things.”
“I daresay you haven’t had much
practice,” said the Queen. “When I was
your age, I always did it for half an
hour a day. Why, sometimes I’ve
believed as many as six impossible
things before breakfast.”
Lewis Carroll
I’net …
allows you to
dream dreams
you could never
have dreamed
before!
…
TECHNOLOGY CHANGES
EVERYTHING. I AM A TRUE
BELIEVER. NOW IS THE MOMENT
FOR INSANELY BOLD
INVESTMENT AND TOTAL
CORPORATE RE-IMAGINATION.
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The “corporate metabolism” cannot
be speeded up and the new
technologies cannot be fully exploited
unless all barriers to X-functional
communication (throughout the entire
supply and demand chain) are
destroyed. The leader must lead—get
directly involved in the minutiae of
this STRATEGIC task.
“The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help
our businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or penetrate
or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits.
“The corporation as we know it,
which is now 120 years old, is
not likely to survive the
next 25 years. Legally and
financially, yes, but not
structurally and economically.”
Peter Drucker, Business 2.0
“Ebusiness is about rebuilding
the organization from the
ground up. Most companies today
are not built to exploit the Internet.
Their business processes, their
approvals, their hierarchies, the
number of people they employ … all of
that is wrong for running an
ebusiness.”
Ray Lane, Kleiner Perkins
BARRIERS MUST GO. PERIOD. I
AM INTIMATELY INVOLVED WITH
THE GRUBBY DETAILS OF TOTAL
PROCESS RE-DESIGN. WE WILL
NOT PARTNER WITH THOSE THAT
(Scale of
1 t0 10?)
DON’T “GET IT.”
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The new competitive realities
demand that we turn our backs on
the ones who brung us. Every
leader needs a FORMAL
“forgetting strategy.”
“It is generally much
easier to kill an
organization than
change it
substantially.”
Kevin Kelly, Out of Control
Forbes100 from 1917 to 1987: 39
members of the Class of ’17 were alive
in ’87; 18 in ’87 F100; 18 F100
“survivors” underperformed the market
by 20%; just 2 (2%), GE & Kodak,
outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were
alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957
to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why
Companies That Are Built to Last Underperform the Market
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
“FORGET IT” IS MY MISSION AND
MANTRA. WE MUST SEVER
MANY/MOST OF OUR TIES TO THE
PAST … AND IMAGINE
COMPLETELY NEW WORLDS.
EVERYONE KNOWS THAT
“FORGETTING” IS MY PASSION.
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Metaphysical Management
A brand new value proposition is
emerging. We are moving toward
more and more ethereal
“products” and “services.” The
leader must oversee this
process—become the
Metaphysician-in-Chief.
“While everything may
it is also
increasingly
the same.”
be better,
Paul Goldberger on retail, “The Sameness of Things,”
The New York Times
“The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar
educational backgrounds, coming up
with similar ideas, producing
similar things, with similar prices
and similar quality.”
Kjell Nordström and Jonas Ridderstråle, Funky Business
“Companies have defined
so much ‘best practice’
that they are now more or
less identical.”
Jesper Kunde, Unique Now ... or Never
“We make over three new
product announcements a
day. Can you remember
them? Our
customers
can’t!”
Carly Fiorina
09.11.2000: HP bids
$18,000,000,000
for
PricewaterhouseCoopers
consulting business!
“These days, building
the best server isn’t
enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard
Systems
Integrator of
choice. Global Services:
Gerstner’s IBM:
$35B. Pledge/’99: Business
Partner Charter. 72 strategic partners,
aim for 200. Drop many in-house
programs/products. (BW/12.01).
“UPS wants to take over the
sweet spot in the endless loop
of goods, information and
capital that all the packages
[it moves] represent.”
ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
from 21 mfg. sites to 6,000 NA dealers)
And the Winners Are …
Televisions –12%
Cable TV service +5%
Toys -10%
Child care +5%
Photo equipment -7%
Photographer’s fees +3%
Sports Equipment -2%
Admission to sporting event +3%
New car -2%
Car repair +3%
Dishes & flatware -1%
Eating out +2%
Gardening supplies -0.1%
Gardening services +2%
Source: WSJ/05.16.03
“Experiences are as
distinct from services
as services are from
goods.”
Joseph Pine & James Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
“Club Med
is more
than just a ‘resort’; it’s a
means of rediscovering
oneself, of inventing an
entirely new ‘me.’ ”
Source: Jean-Marie Dru, Disruption
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
WHAT CAN BROWN DO FOR YOU?
The “Experience Ladder”
Experiences
Services
Goods
Raw Materials
Duet … Whirlpool … “washing machine” to
“fabric care system” … white goods: “a sea of
undifferentiated boxes” … $400 to $1,300 …
“the Ferrari of washing machines” …
consumer: “They are our little mechanical
buddies. They have personality. When they are
running efficiently, our lives are running
efficiently. They are part of my family.” …
“machine as aesthetic showpiece” … “laundry
room” to “family studio” / “designer laundry
room” (complements Sub-Zero refrigerator and
home-theater center)
Source: New York Times Magazine/01.11.2004
1997-2001
>$600: 10% to 18%
$400-$600: 49% to 32%
<$400: 41% to 50%
Source: Trading Up, Michael Silverstein & Neil Fiske
DREAM: “A dream is a complete
moment in the life of a client.
Important experiences that tempt
the client to commit substantial
resources. The essence of the
desires of the consumer. The
opportunity to help clients become
what they want to be.” —Gian Luigi
Longinotti-Buitoni
“No longer are we only an insurance
provider. Today, we also offer our
customers the products and services
that help them achieve their dreams,
whether it’s financial security, buying a
car, paying for home repairs, or even
taking a dream vacation.” —Martin Feinstein,
CEO, Farmers Group
The marketing of Dreams (Dreamketing)
Dreamketing: Touching the clients’
dreams.
Dreamketing: The art of telling stories and
entertaining.
Dreamketing: Promote the dream, not the
product.
Dreamketing: Build the brand around the
main dream.
Dreamketing: Build the “buzz,” the
“hype,” the “cult.”
Source: Gian Luigi Longinotti-Buitoni
(Revised) Experience Ladder
Dreams Come True
Awesome Experiences
Solutions
Services
Goods
Raw Materials
“The sun is setting on the Information Society—even before we
have fully adjusted to its demands as individuals and as
companies. We have lived as hunters and as farmers, we have
worked in factories and now we live in an information-based
We stand facing
the fifth kind of society: the Dream
Society. … The Dream Society is emerging this very
society whose icon is the computer.
instant—the shape of the future is visible today. Right now is the
time for decisions—before the major portion of consumer
purchases are made for emotional, nonmaterialistic reasons.
Future products will have to appeal to our hearts, not to our
heads. Now is the time to add emotional value to products and
services.” —Rolf Jensen/The Dream Society:How the Coming Shift from
Information to Imagination Will Transform Your Business
“Most executives have no
idea how to add value to a
market in the metaphysical
world. But that is what the market
will cry out for in the future. There
is no lack of ‘physical’ products to
choose between.”
Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin
et al.]
I FULLY COMPREHEND THAT THE
“BASIC VALUE PREMISE” IS
SHIFTING … DRAMATICALLY AND
RAPIDLY. I AM WHOLLY
COMMITTED TO BECOMING
“MASTER METAPHYSICIAN.”
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Opportunity Management
The two biggest (by far) “trends”
are ignored—or at least not treated
as Strategic Priority One—by
most. Women! Boomers &
Geezers! Why? (And … what does
the leader plan to do about it?)
Women & the
Marketspace.
?????????
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 … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
Health Care … 80%
91% women:
ADVERTISERS DON’T
UNDERSTAND US.
(58% “ANNOYED.”)
Source: Greenfield Online for Arnold’s Women’s Insight Team
(Martha Barletta, Marketing to Women)
Read This Book …
EVEolution:
The Eight Truths of
Marketing to Women
Faith Popcorn & Lys Marigold
FemaleThink/ Popcorn
“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.”
EVEolution: Truth No. 1
Connecting Your Female
Consumers to Each
Other Connects Them to
Your Brand
“The ‘Connection Proclivity’ in
women starts early. When asked,
‘How was school today?’ a girl
usually tells her mother every
detail of what happened, while a
boy might grunt, ‘Fine.’ ”
EVEolution
“Women don’t buy
They
join them.”
brands.
EVEolution
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.
Boomers &
Geezers.
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64: +47%)
44-65: “New
Consumer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
“The New Consumer
Majority is the only adult
market with realistic
prospects for significant
sales growth in dozens of
product lines for thousands
of companies.” —David Wolfe & Robert
Snyder, Ageless Marketing
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
“Marketers attempts at
reaching those over 50 have
been miserably
unsuccessful. No market’s
motivations and needs are
so poorly understood.”—Peter
Francese, founding publisher, American Demographics
“ ‘Age Power’ will
st
21
rule the
century,
and we are woefully
unprepared.”
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
I GET IT! WOMEN! BOOMERS &
GEEZERS! IT’S WHERE THE LOOT
IS! WE ARE “GOING STRATEGIC”
ON THIS! (Scale
to 10?)
of 1
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Portfolio Management
We must think of the “rosters” of
talent, customers, suppliers, leader,
projects, initiatives—and the Board—
in terms of portfolios. I.e.: Is our
portfolio as strange as these strange
times demand? The leader is a “V.C.”
(venture capitalist) creating and
managing several strategically vital
portfolios.
“Good management was the
most powerful reason [leading
firms] failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested aggressively in
technologies that would provide their customers more
and better products of the sort they wanted, and
because they carefully studied market trends and
systematically allocated investment capital to
innovations that promised the best returns, they lost
their positions of leadership.”
Clayton Christensen, The Innovator’s Dilemma
The
High Standard
Deviation
Enterprise.
THINK WEIRD:
Saviors-in-Waiting
Disgruntled Customers
Off-the-Scope Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
CUSTOMERS: “Futuredefining customers may
account for only 2% to 3%
of your total, but they
represent a crucial
window on the future.”
Adrian Slywotzky, Mercer Consultants
COMPETITORS: “The
best swordsman
in the world doesn’t need to fear
the second best swordsman in the
world; no, the person for him to be afraid of is
some ignorant antagonist who has never had a
sword in his hand before; he doesn’t do the
thing he ought to do, and so the expert isn’t
prepared for him; he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot.”
Mark Twain
“To grow, companies
need to break out of a
vicious cycle of
competitive
benchmarking and
imitation.” —W. Chan Kim & Renée
Mauborgne, “”Think for Yourself —Stop Copying a Rival,”
Financial Times/08.11.03
“How do dominant
companies lose there
position? Two-thirds of
the time, they pick the
wrong competitor to
worry about.”
—Don Listwin, CEO,
Openware Systems/WSJ/06.01.2004 (commenting on Nokia)
Employees: “Are there
enough weird
people in the lab these
days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
We become
who we hang
out with!
I AM A “V.C.” I OBSESS ABOUT
MY VARIOUS “ROSTERS”—
EMPLOYEES, CUSTOMERS,
ETCETERA. I MEASURE MY
ROSTERS’ “WEIRDNESS
QUOTIENT.” (Scale
to 10?)
of 1
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Failure Management
Screwing up is more important
than ever in strange times. The
screw-up rate is the best indicator
of sufficiently rapid adaptation.
The leader must “manage” the
screw-up process—literally.
“Wealth in this new regime flows
directly from innovation, not
optimization. That is, wealth is not
gained by perfecting the known,
but by imperfectly seizing the
unknown.”
Kevin Kelly, New Rules for the New Economy
“Perfection is
achieved only by
institutions on
the point of
collapse.”
— C. Northcote Parkinson
DG to TP: “Sam
is not afraid
to fail.”
“Fail faster.
Succeed
sooner.”
David Kelley/IDEO
Fail.
Forward.
Fast.
–High-tech Exec
“Reward
excellent
failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
WE DO NO “WITCH HUNTS”!
WE FULLY UNDERSTAND THAT
WE ARE AS GOOD AS OUR
“EXCELLENT FAILURES.” WE
CHERISH THE BOLD AND
BLOODIED ONES. (Scale
1 to 10?)
of
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Cause Management
People “sign up” for causes worth
pursuing. Turning the enterprise
into a cause-worth-committing-to
is a primary task of the leader.
“Create a
‘cause,’ not a
‘business.’ ”
G.H.:
“I never, ever thought of myself
I was
interested in creating
things I would be
proud of.” —Richard Branson
as a businessman.
Demo = Story
“A key – perhaps the key –
to leadership is the
effective communication
of a story.”
Howard Gardner, Leading Minds: An Anatomy of Leadership
WE WILL SUCCEED TO THE
EXTENT THAT OUR TEAM
“CAN’T WAIT FOR THE
WEEKEND TO END.” WE AIM TO
DENT THE UNIVERSE! (Scale
of 1 t0 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Passion Management
Passion moves mountains.
Creating a “passionate enterprise”
is a modern leadership imperative.
“A leader is a
dealer in
hope.”
Napoleon
(+TP’s writing room pics)
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
BZ: “I am a …
Dispenser of
Enthusiasm!”
Message: Leadership is
all about love! [Passion,
Enthusiasms, Appetite for Life,
Engagement, Commitment, Great
Causes & Determination to Make a
Damn Difference, Shared Adventures,
Bizarre Failures, Growth, Insatiable
Appetite for Change.] [Otherwise, why bother?
Just read Dilbert. TP’s final words: CYNICISM SUCKS.]
T. J. Peters
1942 – 2--HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
LET HIM!
T. J. Peters
1942 – 2---
HE WAS A PLAYER!
“If you ask me what I
have come to do in
this world, I who am
an artist, I will reply:
I am here to live my
life out loud.” — Émile Zola
I AM AN … ENTHUSIAST. MY
ENTHUSIAM IS CONTAGIOUS. WE
HAVE FUN. WE AIM TO GO ON
“QUESTS” AND CHANGE THE
WORLD. THAT IS MY
COMMITMENT. THAT IS MY
LEGACY. THAT IS MY (LOUD) LIFE.
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
“In Tom’s world, it’s always
better to try a swan dive and
deliver a colossal belly flop
than to step timidly off the
board while holding your
nose.” —Fast Company /October2003
Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective
1. Insanely Great & Quirky Talent.
2. Disrespect for Tradition.
3. Totally Passionate (to the Point of Irrationality) Belief in What
We Are Here to Do.
4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.”
5. A Maniacal Bias for Execution … and Utter Contempt
for Those Who Don’t “Get It.”
6. Speed Demons.
7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)
8. Passionate Hatred of Bureaucracy.
9. Willingness to Lead the Customer … and Take the Heat Associated
Therewith. (Mantra: Satan Invented Focus Groups to Derail True
Believers.)
10. “Reward Excellent Failures. Punish Mediocre Successes.”
11. Courage to Stand Alone on One’s Record of Accomplishment
Against All the Forces of Conventional Wisdom.
12. A Crystal Clear Understanding of Brand Power.
Sir Richard’s Rules:
Follow your passions.
Keep it simple.
Get the best people to help you.
Re-create yourself.
Play.
Source: Fortune/10.03
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!
“You can’t behave in
a calm, rational
manner. You’ve got to
be out there on the
lunatic fringe.” — Jack Welch
HTSH: Engage!
Commit! Engage! Try! Fail! Get up! Try again!
Fail again! Try again! But never, ever stop
moving on! Progress for humanity is
engendered by those who join and savor the
fray by giving one hundred percent of
themselves to their dreams! Not by those timid
souls who remain glued to the sidelines, stifled
by tradition, and fearful of losing face or giving
offense to the reigning authorities.
Key words: Commit! Engage! Try! Fail! Persist!
HTSH: You Must Care
Make the time each day to offer an expression
of appreciation to just one of your fellow human
beings. It is the accumulation of such “small”
kindnesses and acts of recognition that add up
to a life worth having been lived. In short … you
must care. You must wear your passion and
compassion on your sleeve, and attend
assiduously to the moment. It will not come
’round again.
Key word: Care