Tom Peters’ Re-Imagine! Leading Change, Developing Talent, Driving Innovation, Adding Value, Achieving Excellence NACE/Anaheim/0531.06 Alt TITLE/Opener Life @ the Center of the Universe NACE/Anaheim/0531.06
Download ReportTranscript Tom Peters’ Re-Imagine! Leading Change, Developing Talent, Driving Innovation, Adding Value, Achieving Excellence NACE/Anaheim/0531.06 Alt TITLE/Opener Life @ the Center of the Universe NACE/Anaheim/0531.06
Tom Peters’
Re-Imagine
!
Leading Change, Developing Talent, Driving Innovation, Adding Value, Achieving Excellence NACE/Anaheim/0531.06
Alt TITLE/Opener
Life @ the Center of the Universe
NACE/Anaheim/0531.06
The Monumental Opportunity @ the Center of the Universe
NACE/Anaheim/0531.06
Agriculture Age Industrial Age (farmers) (factory workers) Information Age Conceptual Age (knowledge workers)
(creators and empathizers)
Source: Dan Pink, A Whole New Mind
“ Human creativity is the ultimate economic resource.”
—Richard Florida,
The Rise of the Creative Class
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
“Income Confers No Immunity as Jobs Migrate”
—Headline/USA Today/02.2004
“THE FUTURE BELONGS TO …
SMALL POPULATIONS WHO BUILD EMPIRES OF THE MIND …
…
AND WHO IGNORE THE TEMPTATION OF —OR DO NOT HAVE THE OPTION OF —EXPLOITING NATURAL RESOURCES.” Source: Juan Enriquez/As the Future Catches You
“The Creative Age is a
wide-open game.”
—Richard Florida, The Rise of the Creative Class
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
Omnicom's acquisitions: “not for size per se”; client.”
“buying talent;”
“deepen a relationship with a (Advertising Age/07.05)
“Omnicom very simply is about talent. It’s about the acquisition of talent, providing the atmosphere so talent is attracted to it.”
(John Wren)
“The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance
DD $21M
A review of Jack and Suzy Welch’s Winning key differentiators claims there are but two that set GE “culture” apart from the herd: First:
Separating financial forecasting and performance measurement.
Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second:
Putting HR on a par with finance and marketing.
“Leaders
‘do’
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
“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
“Life is not a journey to the grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ” —anon.
Chicago: HRMAC
“support function” / “cost center”/ “overhead”
or …
Are you …
“
Rock Stars of the Age of Talent”
Are you the …
“Principal Engine of Value Added”
*Eg: Your R&D budget as robust as the New Products team?
End Alt Opener
Slides* at …
tompeters.com
*Also, “Long”
EXCELLENCE. ALWAYS.
Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms
Mediocrity
“Why in the world did you go to Siberia?”
The Peters Principles: Enthusiasm.
Emotion. EXCELLENCE.
Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.
Business* ** (*at its best) : An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.
*** ** Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
Business:
The Ultimate Creative Endeavor.
Business:
The Ultimate Personal Development Growth Experience.
Business:
The Ultimate Transcendent Service Opportunity .
Excellence: Freddy Delgado on Leadership
“I can’t say that I don’t know what my teachers were doing in the classroom. I am still responsible if a child gets lost.”
— Enron juror Freddy Delgado, elementary school principal
Re-imagine!
Not Your Father’s World I.
China!
China!
China!
THREE BILLION NEW CAPITALISTS
—Clyde Prestowitz
m
h
2003: 98% U.S.
2005: U.S. 150; Shanghai 500
“Deutsche Bank Moves Half of Its Back office Jobs to India”/ headline/FT/0327/
500 of 900 Research
/JPMorgan Chase/30% back-office by 12.31.07
1 Houston/ Month/15
600,000 350,000 70,000
“Beijing Rushes to Build World-class Universities”
—Headline, International Herald Tribune, 1028.05* *Headline, same day: “China Bank Becomes a Giant Worth $70 Billion”
“Forget China, India and the Internet: Economic Growth Is Driven by Women .”
— Headline,
Economist
, April 15, Leader, page 14
Re-imagine!
Not Your Father’s World II.
“Income Confers No Immunity as Jobs Migrate”
—Headline/USA Today/02.2004
“
There is
no
job that is America’s God-given right anymore.”
—Carly Fiorina/HP/January2004
“When I was growing up, my parents used to say to me: ‘Finish your dinner —people in China are starving.’ I, by contrast, find myself wanting to say to my daughters:
‘
Finish your homework—people in China and India are starving for your job.’” —Thomas Friedman/06.24.2004
“ In a global economy, the government can own lives.” cannot give anybody a guaranteed success story, but you give people the tools to make the most of their —WJC, from Philip Bobbitt, The
Shield of Achilles: War, Peace, and the Course of History
Re-imagine!
Not Your Father’s World III.
“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.
Only the constant pursuit of innovation can ensure long-term success.” —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)
New Economy?
Sergey, Larry > Harvard
The General’s Story.
(And Darwin’s) (And James Yorke’s)
“If you don’t like change, you’re going to like irrelevance even less.”
—General Eric Shinseki, Chief of Staff. U. S. Army
“It is not the strongest of the species that survives, nor the most intelligent, but to change.” the one most responsive —Charles Darwin
My Story.
“ 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
Everybody’s Story.
“One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003
New Zealand Thailand Spain Portugal Ireland Singapore Taiwan Philippines UAE Chile
Better By Design: A National Strategy
NZ =
Design Excellence
1. Re-imagine:
Innovate
o r
Die!
!
No Option
!
“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.
Only the constant pursuit of innovation can ensure long-term success.”
—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/2004)
Different
!
*
*“Dramatic Difference” (DH), “Remarkable Point of view” (SG)
Franchise Lost!
TP:
really
“
How many of you
crave
a new Chevy?”
[600] NYC/IIR/061205
“The ‘surplus society’ has a surplus of
similar
companies, employing
similar
people, with
similar
educational backgrounds, coming up with
similar
things, with ideas, producing
similar
prices and
s
similar imilar
quality.” —Kjell Nordström and Jonas Ridderstråle,
Funky Business
Summary:
WallopWal*Mart16*
*Or: Why it’s so absurdly easy to beat a GIANT Company
The “Small Guys” Guide: Wallop Wal*Mart16 * Niche-aimed.
Wal*Mart.) (Never, ever “all things for all people,” a “mini * Never attack the monsters head on!
SHORT.) (Instead steal niche business and lukewarm customers.) * “Dramatically Different” (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP * Compete on value/experience/intimacy, not price.
(You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors.
BIGGIES ON EMOTION/CONNECTION!!) (BEAT THE
$415/SqFt/Wal*Mart $798/SqFt/Whole Foods
7X. 730A 800P. F12A.*
*
’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
“It’s simple, really, Tom. Hire for
s
, and, above all, promote for
s.”
—Starbucks middle manager/field
EXCELLENCE.
#1T.
Cirque du Soleil!
“Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today?’” — Daniel Lamarre, president, Cirque du Soleil
EXCELLENCE.
#1T.
Donnelly’s Weatherstrip Service
Weymouth MA
Easy
!
We become who we hang out with!
Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board
BOLD
“Reward
failures. excellent
Punish
mediocre successes.”
Phil Daniels, Sydney exec
Action
TP/BW on BigCo Sin #1:
much talk, too little do” “too
“We have a ‘strategic plan.’ It’s called doing things.”
— Herb Kelleher
“ This is so simple it sounds stupid, but it is amazing how few oil people really understand that
only find oil if you drill wells.
You may
you
think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter
6:15A.M.
????????
Work Hard > Work Smart
“ Execution the job business leader.” is of the
—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done
Measurable
!
Innovation Index: How many of your Top 5 Initiatives/Key Projects 8 or higher Strategic (out of 10) score on a “Weird”/ “Profound”/ “Wow”/“Game- changer” Scale?
Personal
!
X.Step #1: Buy a Mirror!
“The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG
Inno.0524.06
What “We” Know “For Sure” About Innovation Big mergers [by & large] don’t work
Scale is over-rated
Strategic planning is the last refuge of scoundrels
Focus groups are counter-productive
“Built to last” is a chimera (stupid)
Success kills
“Forgetting” is impossible
Re-imagine is a charming idea
“Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox-like brains)
“Tipping points” are easy to identify … long after they will do you any good
“Facts” aren’t
All information making it to the top is filtered to the point of danger and hilarity
“Success stories” are the illusions of egomaniacs (and “gurus”)
If you believe the memoirs of CEOs you should be institutionalized
“Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing
“Top teams” are “Dittoheads”
CEOs have little effect on performance
“Expert” prediction is rarely better than rolling the dice
Parallel universe/Exec Ed v res MBA End run regnant powers/JKC Find done deals-practicing mavericks/Stone ReGo Bell curves/2016 in 2006 Non-industry benchmarking Everything = Portfolio V.C.s all!
Hot language/Wow-Astonish me-Insanely great-immortal-Make something great Lead customers/PW-Embraer Lead suppliers /Top decile R&D Weird alliances Mottos/Paul Arden (“Whatever You Think Think the Opposite”) Hire freaks/”Enough weird people?” Weird Boards!!!
CEO track record of Innovation (nobody starts at 45!) System/GE-Immelt “Strategic thrust overlay” Calendar Big Delta easier than Small MBWA with freaks-weirdos/JKC MBWA/Boonies’ labs V.C.-formal/Intel Acquire weird Children’s crusade Old foggies crusade Go Global at any size Stop listening to customers Talent!/Unusual sources-Hire innovators-V.C.s
Eschew giant mergers
Remember: scale economies max out early Assisted suicide! (“Built to last” = Chimera snare-delusion) Burn your press clippings “Forgetting” “strategy” Fire all strategic planners Tempo!
Final product bears little relation to starting notion Design! Design! Design! (“culture,” not program) All innovation: Angry people Gut feel rules!
Focus groups stink Weird focus groups okay Be-Do philosophy
Celebrations Culture little as well as big Inno (“everyone an innovator”) Life = Wow Projects Acknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback) R.F.A.
Culture of execution 4/40: decentralization, execution, accountability, 615AM EVP (S.O.U.B.)/Systems process “un design” Diversity for diversity’s sake Women-Women-Women/customers (they “are the market,” not a “segment”) -leaders Boomers Geezers (“all the money”)
CRO (Chief Revenue Officer) “culture”/top line obsessed CIO (Chief INNOVATION Officer) Laughter Facility-space configuration Experiments-prototypes “Reward excellent failures. Punish mediocre successes.” Bizarrely high incentives (& penalties) We are what we eat/We are who we hang out with (E.g.: Staff-Consultants-Vendors-Out-sourcing Partners/#, Quality-Innovation Alliance Partners Customers Board) Competitors/who we “benchmark” against -Strategic Initiatives -Product Portfolio/LineEx v. Leap IS/IT Projects-HQ Location-Lunch Mates-Language-
2. Re-imagine:
IS/IT as
Disruptive
Tool!
We all live in Dell Wal*Mart eBay Google World!
Power Tools for Power Solutions/ Strategies!
—TP
3. Re-imagine
: The Power of “We.”
“THE POWER OF US: Mass Collaboration on THE INTERNET Is Shaking Up Business” —Cover/BusinessWeek/06.20.05
“ There’s a fundamental shift in power happening. Everywhere, people are getting together and, using the Internet, disrupting whatever activities they’re involved in.” —Pierre Omidyar, founder, eBay
“
The fluidity of information will bring about a radically democratized society where consumers enjoy unprecedented power.” —Fast Company/10 th anniversary issue/March2006
“Blogging made my year!” —TP
Portal!
Conversations!
Collaboration!
New value!
“The architecture of participation”
—Tim O’Reilly/Tech-book publisher
4. Re-imagine
: Up the Value added Ladder
And the “M” Stands for … ?
Gerstner’s IBM:
“Systems Integrator of choice.”/BW
(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” ) IBM Global Services* (*Integrated Systems $55B Services Corp.):
“Big Brown’s New Bag: UPS
Aims to Be the
Traffic Manager for Corporate America ”
—Headline/BW/2004
MasterCard Advisors
No Choice.
“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance —disintermediation is just another way of saying that …
y ou’ve become irrelevant to your customers .”
—John Battelle/Point/Advertising Age/07.05
Are you …
“
Rock Stars of the Age of Talent”
Are you the …
“Principal Engine of Value Added”
*Eg: Your R&D budget as robust as the New Products team?
Department Head to …
Managing Partner, IS
[HR, R&D, etc.]
Inc.
The
“PSF35”
:
Thirty-Five Professional Service Firm Marks of Excellence
The PSF35: The Work & The Legacy 1.
CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs) 9. Fire-on-the spot Anyone Who Says, “Law/Architecture/Consulting/ I banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”
Point of View!
HCare CIO: “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Healing-Services Team Senior (who happens to be a techie)
“Purchasing Officer” Thrust #1: (at All Costs*) Cost Minimization Professional ?
Or/to: Full Partner Leader in Lifetime Value-added Maximization ?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
EXCELLENCE. UP THE LADDER.
The Value-added Ladder/ Stuff ‘n’ Things
Goods Raw Materials
The Value-added Ladder/Stuff & Transactions
Services
Goods Raw Materials
The Value-added Ladder/ Opportunity-seeking
Gamechanging Solutions
Services Goods Raw Materials
I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by BestBuy.
IV. Flagship of BestBuy Wholesale “Solutions” Strategy Makeover.
EXCELLENCE. EXPERIENCE IT.
“
Experiences are as distinct from services as services are from goods.”
—Joe Pine & Jim Gilmore,
The Experience Economy: Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have identified a ‘third place.’
And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.”
Nancy Orsolini, District Manager
The Value-added Ladder/ Memorable Connection
Spellbinding Experiences
Gamechanging Solutions Services Goods Raw Materials
C O* *Chief e X perience Officer
EXCELLENCE. DREAM IT.
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
EXCELLENCE. UP THE LADDER.
The Value-added Ladder/Emotion
Dreams Come True
Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials
C *Chief Dream Merchant
5. Re-imagine:
Welcome to a
Brand You
World … Distinct or Extinct
Globalization1.0:
Countries
globalizing (1492-1800) Globalization2.0:
Companies
globalizing (1800 2000) Globalization3.0 (2000+) :
Individuals
collaborating & competing globally Source: Tom Friedman/The World Is Flat
“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
12January2006
Happy 300
th
, Brand You!
New Work SurvivalKit.2006
1. Mastery!
(Best/Absurdly Good at Something!) 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!) 3. A “USP”/Unique Selling Proposition View … captured in 8 or less words) (R.POV8: Remarkable Point of 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. 9. Sense of Humor (A willingness to Screw Up & Move On) Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your 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!)
R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment Strategy”/
R.I.P
.* *Renewal Investment Plan
3 Weeks in May
“Training” & Prep: 187 “Work”: 41 (“Other”: 17)
1% vs.
367 %
Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it.
Why don’t businesspeople do it?
Distinct
… or …
Extinct
“
It’s always showtime.”
—David D’Alessandro, Career Warfare
Getting to WOW Through Mastery of … The Sales
25
.
Getting Things Done: The
Power & Implementation 34 .
Presentation Excellence: The
PresX56
The Interviewing Excellence:
The IntX31
“It’s no longer enough to be a ‘change agent.’ You must be a change insurgent—provoking, prodding, warning everyone in sight that complacency is death.” —Bob Reich
6. Re-imagine:
The Talent Obsession.
“Human creativity is the ultimate economic resource.”
—Richard Florida,
The Rise of the Creative Class
Brand = Talent.
“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
“In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues.
The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.”
—Ed Michaels
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 2 years.” —Ed Michaels, War for Talent
The Cracked Ones Let in the Light “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
“Well-behaved women rarely make history.”
—Anita Borg, Institute for Women and Technology
“Firms will not ‘manage the careers’ of their employees.
They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.”
—Tim Hall et al., “The New Protean Career Contract”
DD $21M
A review of Jack and Suzy Welch’s
Winning
claims there are but two key differentiators that set GE “culture” apart from the herd: First:
Separating financial forecasting and performance measurement.
Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting —and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second:
Putting HR on a par with finance and marketing.
What’s your company’s … EVP/
IBP?*
*Employee Value Proposition , per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP
EVP/IBP =
Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability
Source: Ed Michaels, The War for Talent; TP
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
Re-imagine People Power:
The Talent
50
The Talent50 1. People first!
2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital Added.
4. Talent “excellence” in every part of the organization.
5. P.O.T./Pursuit Of Talent = Obsession.
6. HR sits at The Head Table.
7. HR is “cool.”
The Talent50 8. Re name “HR.” (Talent Department, Center of Talent Excellence) 9. There’s an HR Strategy 10. There is a FORMAL Recruitment Strategy.
11. There is a FORMAL Leadership Development Strategy.
12. There is a “world class” Leadership Development Center.
13. There is a FORMAL-STRATEGIC HR Review Process.
14. The “Top100,” and every unit’s Top10, are consciously managed.
The Talent50 15. “People/Talent Reviews” are the FIRST reviews.
16. HR Strategy = Business Strategy.
17. Make it a Cause Worth Signing Up For..
18. Set Sky High Standards.
19. Enlist everyone in Challenge Century21.
20. Pursue the Best!
21. Up or Out.
22. Ensure that the Review Process has INTEGRITY.
23. Pay!
The Talent50 24. Training I: Train! Train! Train!
25. TII: 100% “business people.” 26. TIII: 100% Leaders.
27. TIV: Boss as Trainer-in-Chief.
28. Open Communication I: NO BARRIERS.
29. Open Communication II: Share Information. (ALL!) 30. Respect!
31. INTEGRITY!
32. Treat the Whole Individual.
The Talent50 33. Places of “grace.” 34. MBWA: The “Rudy Rule.” 35. Thank You!
36. Promote for “people skills.” (ALL ELSE IS SECONDARY.) 37. Honor youth.
38. Early leadership assignments.
39. Fast Tracking is the norm.
40. Create a System of Mentoring.
The Talent50 41. Diversity!
42. Diversity starts on the Board of Directors.
43. WOMEN RULE.
44. Weird Wins.
45. We are all unique. 46. Bosses “win people over.” 47. GOAL: Adventures of Mutual Discovery.
48. Foster Independence.
49. Enthusiasm!
7. Re-imagine:
New Education for a New World.
“My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age?
His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’ ” —Jordan Ayan, AHA!
Ye gads:
“Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, he’s actually found a negative correlation.
‘ It seems that school-related evaluations are poor predictors of economic success,’ Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on.” —Richard Farson & Ralph Keyes,
Whoever Makes the Most Mistakes Wins
8.
Re-imagine:
New Business Education for a New World.
15 “Leading” Biz Schools Design /Core:
0
Design/Elective: 1 Creativity /Core:
0
Creativity/Elective: 4 Innovation /Core:
0
Innovation/Elective: 6 Source: DMI/Summer 2002 Research by Thomas Lockwood
M.I.A
.*: Talk.
Sell.
(Present.) Listen.
(Life = Sales.) Do.
(Interview.) (Execution Implementation.) Talent.
Management.
Innovation.
Leadership.
(Recruit-Develop-Retain.) Project (Create. Solicit support. Execution. Adoption Client “Culture Change.”) (USMA, etc.) “Culture” Change.
(Cross-cultural Effectiveness.) You life-lifestyle.) Product.
E.Q.
(Lasting impact.) Wellness.
(Life.) (“It.”) (Design. Creativity. “Buzz-building.” Politics.) (Connect.) Diversity.
Career Creation.
(Brand *B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
9. Re-imagine Leadership:
The Passion Imperative.
Leadership
23
Leadership23 1. Enthusiasm. Energy. Exuberance.
2. Action. Execution.
3. Tempo. Metabolism.
4. Relentless.
5. Master of Plan B.
6. Accountability.
7. Meritocracy.
8. Leaders “do” people. Mentor. (“Success creation business.”) 9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
13. Legacy.
14. Best story wins.
15. On the edge. (“Wildest chimera of a moonstruck mind.”) 16. “Reward excellent failures. Punish mediocre successes.” 17. Different > Better. (“Only ones who do what we do.”) 18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. “To Don’t.” Two.
22. Excellence. Always.
23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”)
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!
Create a Cause!
“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)
“ Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is:
‘Who do we intend to be?’
Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
Make It a Grand Adventure !
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 .”
Yes!!!!!!!!!!!!!!!!!
“free to do his or her absolute best” … “allow its members to discover their greatness.”
“The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance
“Never doubt that a small group of committed people can change the world. has.” Indeed it is the only thing that ever —Margaret Mead
Trumpet an Exhilarating Story
!
Best Story Wins!
“A key – perhaps the leadership is key – to the
effective communication of a story.”
—Howard Gardner/Leading Minds:
An Anatomy of Leadership
Live Your Story
!
“
You must
be
the change you wish to see in the world.”
Gandhi
Try It
!
Sam’s Secret …
Insist on Speed
!
“
If things seem under control, you’re just not going fast enough.” —Mario Andretti
Put Women in Charge !
“AS LEADERS, WOMEN RULE:
New Studies find that female managers outshine their male counterparts in almost every measure” Title , Special Report/BusinessWeek
Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership
style [empowerment beats top-down decision
making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate
cultural diversity.
—Judy B. Rosener,
America’s Competitive Secret: Women Managers
U.S.A. Economic
Story #1
:
10.6M
The Core Argument 1. We are in a War for Talent.
2. The war will intensify.
3. Women are under-represented in our leadership ranks.
4. Women and men are different.
5. Women’s strengths match the New Economy’s leadership needs —to a striking degree.
6. Women are also the principal purchasers of goods and services —retail and commercial.
7. Ergo, women are a large part of “the answer” to the War for Talent issue/opportunity.
“To be a leader in consumer products, it’s critical to have leaders who represent the population we serve.” —Steve Reinemund/PepsiCo
Dispense Enthusiasm!
“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
“Most important, he
upped the energy level
Motorola.” at —Fortune on Ed Zander/08.05
“A man without a smiling face must not open a shop.”
—Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement
Avoid … Moderation!
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!
Free the Lunatic Within!
The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.
Michelangelo
“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch
“Life is not a journey to the grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ” —anon.
Bonus
The Irreducible209
A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.
“What, if anything,” he asked, “do you believe ‘for sure’?”
I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me —and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows.
Tom Peters
1. Hare 1, Tortoise 0.
2. Tempo.
(O.O.D.A.) (Hare-y times.) 3. MBWA.
4. Appreciation.
(“Motivator” #1.) (Can’t be faked. Good.) 5. 9. Decency.
6. Hurry.
7. Time out.
8. One matters. Big change. Short time.
(Alt not work.) 10. Excellence. Always.
11. 14. Passion. Energy. Hustle. Enthusiasm.
Exuberance.
13. Emotion.
Hard is soft.
(Move mountains. No alt.) 12. You must care.
(Soft is hard.)
15. Men. Women. Different. Contend. Connect.
16. Women. Buy. All. (RU listening?) 17. Quality. (“Mind blowing.” Beyond 6 -Sigma.) 18. Re-invent. Re-pot.
(Required.) 19. Jaywalk.
20. Big change. Small # of people. (Always.) 21. 23. Experiment. Now.
22. Failure. Normal. Most failures, most success. (Fail. Forward. Fast.) 24. “Reward excellent failures. Punish mediocre successes.” 25. Women leaders. (Altered times.) 26. Extremism. (Good business. Bad politics.) 27. Innovation source. Only. Extreme irritation.
28. Smile.
29. You must care.
30. Mentor. (Highest ROI.) 31. Best “roster” wins.
32. 34. 36. Wow.
(Okay in biz.) 33. We all have customers. (Biz. Personal.) All contacts = Experiences.
35. Cirque du Soleil. (Peerless.) Leaders create space for growth.
37. Quests.
(Only.) 38. High aspirations, “high” results. (Self-fulfilling prophecy.) 39. Attitude 1, Skills 0.
(Mostly.) (Attitude 1, Skill 0.3?) 40. Sometimes: Skill 1, Attitude 0.1.
41. Must “love,” not “like.” 42. Wegman’s.” (No excuses. “Mere” groceries.) 43. Less than your best. Cheating.
44. Brand You. (No alt.) 45. Self-sufficiency. (Biggest LT turn-on.) 46. In the moment.
47. The moment wins.
48. Tomorrow = Never.
49. 51. Action 1, Plan 0.1.
50. “Execution” can be a “system.” Realism.
52. Own up. Move on.
53. Accountability.
54. 55. Feedback. Necessary. Fast. (R.F.A. in 56. Work hard > Work smart.
“RFA times.”) Customers. Listen. Lead.
57. “On stage.” Always. (GW, FDR, RG = Supreme actors.) (Mostly.) (Paradox.)
58. Master statistical analysis.
59. Excellence = Set the table.
60. Legacy. (Will it have mattered?) 61. “Great.” (Why not?) 62. Radicals rule. (Think … Olympics.) 63. !!! = Good.
64. Red 1, Brown 0. (Red times.) 65. Talk. Listen. (“Big 2.” Master.) 66. Politics. (Normal-inevitable state of affairs. Master.) 67. Student. Forever.
68. 69. Don’t belittle.
70. “Why?” Respect.
(Question #1.) 71. All we have: this moment.
(“Moments matter most”?) 72. Now. (Procrastination. Death.)
73. Exercise.
74. Paint. (Leader. Portraits of Excellence.) 75. Best story wins.
76. “You must be the change you wish to see in the world.” 77. 80. Two “big ones.” Max. (Priorities.) 78. No “I” in Team. (“I” in Win.) 79. “I” in Win. (No “I” in Team.) 85. Different 1, Better 0.
(Not.) Leadership. (Not.) (Still.) (Everything.) (Better = 0.1) 81. Imitation = Mistake. (Learn, from who?) 82. Choose/battle the “right” competitor.
83. Schools. Creativity. Entrepreneurship.
84. MBAs. Creativity. Entrepreneurship. Design. Under-rated. Wildly.
86. You = Calendar.
(Calendar. Never. Lies.) 87. Laugh.
88. Handshake. (Quantity. Quality.) 89. Don’t fold your hands in front of your chest. Ever. (Never.) 90. Grace.
(“Works” in biz.) 91. Weird. Wins.
92. Crazy times. Crazy orgs.
93. Internet. All.
(Weird times.) 94. Women. Boomers-Geezers. Market. All.
95. Passion. (Repeat. So what?) 96. Energy. (Repeat. So what?) 97. Hustle. (Repeat. So what?) 98. Enthusiasm. (Repeat. So what?) 99. Exuberance. (Repeat. So what?) 100. Smile. (Repeat. So what?) 101. Care. (Repeat. So what?)
102. Simplicity. Redundancy. Resilience. Bloody mindedness. Visible optimism.
(Success.) 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?) 105. 107. 109. Fun.
(Biz. Why not?) 106. Joy. (Biz. Why not?) Sales = Life.
108. Marketing = Life.
Long term. “Top line.” 110. Great company = Creates the most individual success stories.
(RE/MAX) 111. Talent first, performance byproduct.
112. Sustained Wow* 1, “Shareholder value,” 0.2 (*Product, People.) 113. Commitment, by invitation only.
114. Creativity, by invitation only. 115. HR = #1.
116. (Ought to.) Face-to-face.
(5K miles, 5 minutes.)
117. Negotiation. Make all winners.
120. (Save face.) 118. Grace makes enemies friends.
119. Network.
Invest in relationships with weird.) . (Think ROIR.
Return On Investment in Relationships.) 118. Relationship investment. Forethought.
Calendar item. Intensity.
119. Innovation. Easy. (Hang out 120. Weird = Win. (Weird times.) 121. “The bottleneck is at the top of the bottle.” 122. Good Board = Weird Board. (At least, surprising.) 123. No contention, no progress.
124. “Crucial conversations.” “Crucial 127. confrontations.” (Study. Learn. Do.) 125. Honest feedback.
126. Gaspworthy. Yes. “Insanely great.” 128. “Astonish me.” 129. “Make it immortal.” 130. “Will you remember it in 20 years?” 131. No small opportunities. (Reframe.) 132. One playmate, one playpen = Enough.
133. End run. Sensible.
134. Allies are there for the finding.
135. Find successes. Build on successes.
137. (Pos > Neg. Encourage > Fix.) 136. Somebody’s doing it today. Find ‘em.
Someone is living 2016 in 2006.
(Find ‘em. Study ‘em.)
138. Don’t “benchmark,” “futuremark.” (2016. Happening. Somewhere.) 139. “PMA.” It works.
140. There are no experts. (You are the expert.) 141. Life is short. 142. “Sustained success.” Fat chance.
Make today matter. (“Sustained.” Ha.) 143. Collaborate. (Networked world.) 144. Go solo. (Individual. Unit of Intellectual Capital.) 145. There are no “perfect” plans.
Sense of purpose.) 147. Never rest.
148. Get some sleep.
150. Ambiguity = Opportunity.
(Do. Wins.) 146. Plans motivate. (Right or wrong. 149. Winning = Embracing paradox.
151. Resilience.
152. Relentless-ness.
153. None. Above. Comeuppance.
(GM. Sears. U.S. Steel. DEC.) 154. Be yourself. Period.
155. Never work with jerks. Including customers. (Life. Too short.) 156. Under-promise, over-deliver.
157. Talent. (Powerful word.) 158. “Customer = Anyone whose actions affect your results.” 159. Competition stinks. (Seek the soft spots where you can dominate.) 160. K.I.S.S./Keep It Simple, Stupid.
161. Beauty. (Good biz word.) 162. “See the beauty in a hamburger bun.” (Go. Ray.)
163. Own up. Quick. ( Denial. Cancer.) 164. Celebrate. Often.
165. 78 people = 78 approaches.
166. Weed. Ceaselessly.
Rules. Non-stop.) (Each. Unique.) (Prune. Stupid. 167. 171. 176. Get out of the way.
(You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) Be intolerant of “sour.” 172. No “quick trigger” on promotion.
(Too important.) 173. Evaluation = Lots of study-time.
174. Evaluation = “Life or death” to evaluee.
175. “360” evaluation. No fad.
Exit when you’re done .
(1 = Major pollution) (Done.
Sooner than you think.)
177. Today. Now. My Project. Am. Is. I. Period.
178. “Beautiful” systems. (Good biz phrase.
Not oxymoron.) 179. Build on strengths > Fix weaknesses.
180. “To don’t” = “To do.” “To do” ?) (“To don’t” > 181. Leaders “Do” People.
(Period.) 182. Leaders enjoy leading.
183. Serious leadership training = Serious.
184. Priorities. Obvious. (Or else.) 185. 5 “Priorities” = 0 Priorities. (3 “Priorities” = 0 Priorities?) 186. People. First. Last. Always.
187. It. Is. Always. The. People.
188. Handshake. (Quantity. Quality.) 189. Don’t fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience.
Bloody-mindedness. Visible optimism.
(Success.) (Repeat.) 191. Employee Entrance = Guest Entrance.
192. Put the customer SECOND.
(Thanks, Hal.) 193. Flowers. (Or did I say that before?
No matter if I did.) 194. Big Mergers don’t work. Small acquisitions can/do work — if you don’t screw with their energy.
195. Instinctively “head for the front line.” (In all contexts.) 196. Success = DDMMPR/"D-squared, M “ M squared, PR” = DramDiff + Money-Financial Acumen + Good arketing” Instincts + Stellar People + Resilience Find it.
(The “fab five”: What.
Every. Small. Biz. Needs.) (Big too.) 197. Core Mechanism (“Game Solutions”): PSF (Professional Service Firm “model”) + Wow! Projects (“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”) -changing 198. 2011/2016 has already happened.
199. Kids “know” kids. Oldies “know” oldies.
Women “know” women.
(Staff accordingly.) 200. Everybody is my customer.
201. Cosset “vendors.” 202. I want to run a Housekeeping department.
(And you?) 203. The military doesn’t follow the “military model.” (Initiative = Excellence.) 204. No such thing as “going to absurd lengths” to serve the Customer.
(So don’t sleight.) (HSM & Lefties.) 205. Forget the “customer.” All = “Clients.” 206. It takes decades to get over “sleights.” 207. Don’t “dumb down.” Ever.
208.
209.
NO LESS THAN EXCELLENCE.
EVER.
EXCELLENCE.
ALWAYS.
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!
*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit