Transcript Document 7131709

Tom Peters’ 2002
We Are In A
Brawl With No
Rules!
MASTER/01.01.2002
All Slides Available at …
tompeters.com
More at …
tompeters.com
Slides from this seminar;
Master Presentation, for in-depth;
annotated Special Presentations
[Women Rule!, Design!, etc.].
“Cool Friends” (referenced in seminar).
Discussions re this stuff.
Calendar of events.
Note: Lavender text in this file is a link.
Confusion
Reigns.
“There will be more
confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
change will only accelerate.”
Steve Case
Uncertainty: We
don’t know
when things will get back
to normal.
We no longer
know what “normal”
means.
Ambiguity:
BMcC: (1) Hierarchy vs.
“Network organization.” (2)
NWO = “Doctrine as center of
gravity”/source of motivation;
distributed support & decisionmaking;largely self-organizing;
“outside the military sphere.”
Per capita scientists: 12,000-60,000 per
1,000,000 in developed world. 1 per 4,000,000
(Ratio =
144,000:1)
in Muslim countries.
Source: FT 20Oct2001
From:
To:
Weapon v.
Weapon
Org structure v.
Org structure
“Our military structure
today is essentially one
developed and
designed by
Napoleon.”
Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
“In an era when terrorists use
satellite phones and encrypted
email, US gatekeepers stand
armed against them with pencils
and paperwork, and archaic
computer systems that don’t
talk to each other.”
Boston Globe (09.30.2001)
“One of the 19 hijackers was
stopped by a Maryland state
trooper before September 11 but
was released because the
trooper had no way of knowing
the man was on a CIA terrorist
watch list.”
Source: AP (12.12.2001)
Per capita scientists: 12,000-60,000 per
1,000,000 in developed world. 1 per 4,000,000
(Ratio =
144,000:1)
in Muslim countries.
Source: FT 20Oct2001
<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
1 day 2001 = Year’s
trade in 1949, year’s
FEX in 1979, year’s
global calls in 1984.
Source: Charles Handy, The Elephant and the Flea
7 Rules for Leading/THRIVING in a Recession+
1. It’s ALREADY too late.
2. Show up & tell the truth—CREDIBILITY rules.
3. Kill with KINDNESS.
4. Sharp pencils are imperative—but don’t forget that
the CUSTOMER & our TALENT & RISKY
INVESTMENTS are still our long-term Bread & Butter.
5. Everything’s different, everything’s the same—it’s
the NEW ECONOMY, more than ever, stupid!
6. “Use” the trauma to mount the bold initiatives you
should have long before mounted: Flux =
OPPORTUNITY.
7. We’re in a War of Organizational Models—from retail
to the Pentagon. IDEAS MATTER MOST.
SWA
= American +
Continental + Delta + Northwest +
United + USAirways.
Source: Boston Globe (12.22.2001)
The
Destruction
Imperative.
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
Are all CEOs
bozos? Was Darwin a
Message*:
genius, or what? So,
Boss,
whaddaya say about
“risk taking” now?
*And “all that” (2 of 100; 12 of 500) was in relatively placid times.
CEOs appointed after
1985 are 3X more likely
to be fired than CEOs
appointed before 1985
Warren Bennis, MIT Sloan Management Review
“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
“A pattern emphasized in the case
studies in this book is the degree to
which powerful competitors not only
resist innovative threats, but actually
resist all efforts to understand them,
preferring to further their positions in
older products. This results in a surge of
productivity and performance that may
take the old technology to unheard of
heights. But in most cases this is a sign
of impending death.”
Jim Utterback, Mastering the Dynamics of Innovation
“The 1990s was a decade of multiple
revolutions—political, economic, technological—
that changed so thoroughly the way we live that
the past no longer seems a good guide to the
future (in fact the past seems precisely
the wrong guide). So it is in the world of
military affairs. The RMA is our opportunity to
use the new information technology to change
the very nature of the military—in a way that
could reinvigorate American political, diplomatic
and economic leadership in the world for
decades to come.” –Bill Owens, Lifting the Fog of War
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
Japan’s Science Gap *
Rice farming culture: Uniqueness suppressed.
Gov’t control of R & D. Promotion based on
seniority. Consensus vs. debate. (U.S.: friends can be
mortal enemies.) Bias for C.I. vs. “bold leaps.” Lack
of competition and critical evaluation (peer
review). Syukuro Manabe: “What we need
to create is job insecurity rather than
security to make people compete
more.”
*Hideki Shirakawa, Nobel laureate, chemistry
The [New] Ge Way
DYB.com
The Gales of Creative Destruction
+29M = -44M + 73M
+4M = +4M - 0M
“The secret of fast
progress is
inefficiency, fast and
furious and numerous
failures.”
Kevin Kelly
“Active mutators in placid
times tend to die off. They
are selected against.
Reluctant mutators in
quickly changing times are
also selected against.”
Carl Sagan & Ann Druyan,
Shadows of Forgotten Ancestors
“Chivalry is dead. The new code of conduct
is an active strategy of disrupting the
status quo to create an unsustainable
series of competitive advantages. This is
not an age of defensive castles, moats and
armor. It is rather an age of cunning, speed and
surprise. It may be hard for some to hang up the
chain mail of ‘sustainable advantage’ after so
many battles. But hypercompetition, a state in
which sustainable advantages are no longer
possible, is now the only level of competition.”
Rich D’Aveni, Hypercompetition: Managing the Dynamics of
Strategic Maneuvering
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
Peter Job, CEO, Reuters
“When asked to name just one big merger
that had lived up to expectations, Leon
Cooperman, former cochairman of
Goldman Sachs’ Investment Policy
I’m sure
there are success stories
out there, but at this
moment I draw a blank.”
Committee, answered:
Mark Sirower, The Synergy Trap
Lessons from the Bees!
“Since merger mania is now the rage, what lessons can
the bees teach us? A simple one: Merging is not in
nature. [Nature’s] process is the exact opposite: one of
growth, fragmentation and dispersal. There is no
megalomania, no merging for merging’s sake. The
point is that unlike corporations, which just get bigger,
bee colonies know when the time has come to split up
into smaller colonies which can grow value faster.
What the bees are telling us is that the
corporate world has got it all wrong.”
David Lascelles, Co-director of The Centre for the
Study of Financial Innovation [UK]
“Terror cells are superb, malevolent
examples of what Information Age
organizations can be. So how do you kill
them? … Soldiers used to idolize
Napoleon or Patton. Network-centric
warriors admire Wal*Mart for using
‘information superiority’ to crush
rivals. … [The Navy’s John] Arquilla
calls for small, fast, informationenabled units.” –America’s Secret Weapon,
Business 2.0 (DEC2001)
A White Collar
Revolution.
108 X 5
vs.
8X1
= 540 vs. 8 (-98.5%)
The Pincer 5
1 “Destructive” entrepreneurs/
Global Competition
.
2 “White Collar Robots”
.
3 THE INTERNET!
.
[E.g.: GM + Ford + DaimlerChrysler]
4. Global Outsourcing
[E.g.: India, Mexico]
5. Speed!!
Automation+
40
75% of what we do:
“expert” decision rules!
IBM’s Project
eLiza!
“Unless mankind redesigns
itself by changing our DNA
through altering our genetic
makeup, computergenerated robots will take
over the world.” – Stephen
Hawking, in the German magazine Focus
The Pincer 5
1 “Destructive” entrepreneurs/
Global Competition
.
2 “White Collar Robots”
.
3 THE INTERNET!
.
[E.g.: GM + Ford + DaimlerChrysler]
4. Global Outsourcing
[E.g.: India, Mexico]
5. Speed!!
“So what does Drexel’s
demise tell us about
Enron? Companies may
die (or commit suicide), but
ideas—if they’re any good—
survive.”
James Surowiecki, The New Yorker
New Org I: IS/IT …
“On the Bus” or
“Off the Bus.”
Dell’s OptiPlex Facility
Big Job: 6
to 8 hours.
(80,000 per day)
Parts Inventory:
square feet.
Cisco!
90% of $20B (=$50M/day)
Annual savings in service
and support from customer
self-management: $550M
(P.S.: C.Sat e >> C.Sat h)
Secret Cisco: Community!
Customer Engineer
Chat Rooms/Collaborative
Design ($1B “free” consulting) (45,000
customer problems a week solved via
customer collaboration)
The Real “News”: X1,000,000
TowTruckNet.com
Webcor. Construction. Web site
for each project. Instant info on
status to employees, subs,
architects. Mgt costs cut by
2/3rds. Huge time shrinkage.
Source: Business Week (09.00)
Welcome to D.I.Y. Nation: “Changes
in business processes will emphasize
self service. Your costs as a business
go down and
perceived
service
goes up because
customers are conducting it
themselves.”
Ray Lane, Oracle
Psych 101:
Strongest Force on Earth?
My need to be in
perceived control
of my universe!
WebWorld = Everything
Web as a way to run your business’s innards
Web as connector for your entire supply-demand chain
Web as “spider’s web” which re-conceives the industry
Web/B2B as ultimate wake-up call to
“commodity producers”
Web as the scourge of slack, inefficiency, sloth,
bureaucracy, poor customer data
Web as an Encompassing Way of Life
Web = Everything (P.D. to after-sales)
Web forces you to focus on what you do best
Web as entrée, at any size, to World’s Best at Everything
as next door neighbor
Message: eCommerce
is not a
technology play! It is a
relationship, partnership,
organizational and
communications play, made
possible by new
technologies.
Message: There
is no such
thing as an effective B2B or
Internet-supply chain
strategy in a low-trust,
bottleneckedcommunication, six-layer
organization.
“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
Jargon Bath!
Bureaucracy free …
Systemically integrated …
Internet intense …
Knowledge based …
Time and location free …
“Instantly” responsive …
Customer centric …
Mass customization enabled.
Translation …
Bureaucracy free = Flat org, no B.S.
Systemically integrated = Whole supply chain
tightly wired/ friction free
Internet intense = Do it all via the Web
Knowledge based = Open access
Time and location free = Whenever, wherever
“Instantly” responsive = Speed demons
Customer centric = Customer calls the shots
Mass customization enabled = Every product
and service rapidly tailored to client
requirements
“Supply Chain” 2000:
“When Joe Employee at Company X launches his
browser, he’s taken to Company X’s personalized
home page. He can interact with the entire scope of
Company X’s world – customers, other employees,
distributors, suppliers, manufacturers, consultants.
The browser – that is, the portal – resembles a My
Yahoo for Company X and hooks into every network
associated with Company X. The real trick is that Joe
Employee, business partners and customers don’t
have to be in the office. They can log on from a cell
phone, Palm Pilot, pager or home office system.”
Red Herring (09.2000)
The Real “New Economy”
“Imagine a chess game in which, after every half
dozen moves, the arrangement of the pieces on
the board stays the same but the capabilities of
the pieces randomly change. Knights now move
like bishops, bishops like rooks … Technology
does that. It rubs out boundaries that separate
industries. Suddenly new competitors with new
capabilities will come at you from new directions.
Lowly truckers in brown vans become geeky
logistics experts. …”
Business 2.0 (9-10.2001)
The Real “New Economy”
“Only a few times in history
have interaction costs
radically changed—one was
the railroads, then the telegraph
and telephone. We’re going
through another one right now.”
Jeff Skilling, Enron
Read It Closely: “We
don’t sell
We
sell speed.”
insurance anymore.
Peter Lewis, Progressive
Case:
CRM
UBIQUITY! “It’s the cars, not
the tires, that squeal”:
NYT/Circuits/10.25.01): E-ZPass
(6M in NE), tests with McD’s,
gas stations and parking lots
next. OnStar (GM/1.5M). Plus:
“black boxes,” GPS (the case of
the $450 ticket), CA smog
offenders.
“CRM has, almost
universally, failed
to live up to
expectations.”
Butler Group (UK)
FT: “The aim [of
CRM] is to make customers
feel as they did in the preelectronic age when service
was more personal.”
No! No! No!
Rebuttal: (1) Service sucked in the
“pre-electronic” age. (2) NewGen
believes in the screen! (So do I.)
One Person’s Opinion
TP to reporter:
“Service is
MUCH better! Would you go
back to bank tellers and phone
operators? Value that I place on
a “smile”: 3 on a scale of 10. Value
I place on fast & accurate “digital”
response: 11 on a scale of 10!!
-5% defections =
+25% to +85% profit. Lose
15% to 35% p.a. 69% defect
as a result of lousy sales or
service experience. (Q:But is
this the point???? A: Yes.
No.)
M. Rogers:
CGE&Y (Paul Cole): “Pleasant
“Systemic
Opportunity.” “Better job
of what we do today” vs. “Rethink overall
enterprise strategy.”
Transaction” vs.
Message CRM: Madness = 600 CRM
vendors. ???: “Do it all” or “do
something.” Past: over-invest in lowvalue customers. Idea: better
experience, not off-load work to
customer. Relationship = f(dialogue
& knowledge & duration). Key: new
attitudes, DESTRUCTION of
functional barriers to info & action.
I’net …
allows you to
dream dreams
you could never
have dreamed
before!
…
“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
Suppose, just suppose, that the Web is a new world
we’re just beginning to inhabit. We’re like the earlier
European settlers in the United States, living on the
edge of the forest. We don’t know what’s there and we
don’t know exactly what we need to do to find out: Do
we pack mountain climbing gear, desert wear, canoes,
or all three? Of course while the settlers may not have
known what the geography of the new world was
going to be, they at least knew that there was a
geography. The Web, on the other hand, has no
geography, no landscape. It has no distance. It has
nothing natural in it. It has few rules of behavior and
fewer lines of authority. Common sense doesn’t hold
here, and uncommon sense hasn’t yet emerged.”
David Weinberger, Small Pieces Loosely Joined
New Org II: “PSF”
…The Professional
Service Firm Model.
So what will be the
Basic Building
Block of the
New Org?
Every job done
in W.C.W. is also
done “outside”
…for profit!
Answer: PSF!
[Professional Service Firm]
Department Head
to …
Managing Partner,
HR [IS, etc.] Inc.
“P.S.F.”: Summary
H.V.A. Projects (100%)
Pioneer Clients
WOW Work (see below)
Hot “Talent” (see below)
“Adventurous” “culture”
Proprietary Point of View (Methodology)
W.W.P.F. (100%)/Outside Clients (25%++)
TP to NAPM:
You are the …
Rock Stars
of the
B2B Age!
“P.S.F.”: Summary
H.V.A. Projects (100%)
Pioneer Clients
WOW Work (see below)
Hot “Talent” (see below)
“Adventurous” “culture”
Proprietary Point of View (Methodology)
W.W.P.F. (100%)/Outside Clients (25%++)
BMW’s
Designworks/USA:
>50% from
outside work
eHR*/PCC**
*All HR on the Web
**Productivity Consulting Center
Source: E-HR: A Walk through a 21st Century HR
Department, John Sullivan, IHRIM
Model PSF …
(1) Translate ALL departmental
activities into discrete
W.W.P.F. “Products.”
(2) 100% go on the Web.
(3) Non-awesome are
outsourced (75%??).
(4) Remaining “Centers of
Excellence” are retained &
leveraged to the hilt!
New Org III : PSF
Unbound … the Heart
of the Value-added
Revolution.
Animating Force: The
Sameness Trap
“While everything may
it is also
increasingly
the same.”
be better,
Paul Goldberger on retail, “The Sameness of Things,”
The New York Times
“We make over three new
product announcements a
day. Can you remember
them?
Our customers can’t!”
Carly Fiorina
“The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar
educational backgrounds, working in
similar jobs, coming up with similar
ideas, producing similar things, with
similar prices and similar quality.”
Kjell Nordstrom and Jonas Ridderstrale,
Funky Business
“Companies have
defined so much ‘best
practice’ that they
are now more or less
identical.”
Jesper Kunde, A Unique Moment
10X/10X
The
Big Day!
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
HP … Sun … GE … IBM
… UPS … UTC …
General Mills … Springs
… Anheuser-Busch …
Carpet One … Delphi …
Etc. … Etc.
“We want to be the
air traffic
controllers of
electrons.”
Bob Nardelli, GE Power Systems
“Customer Satisfaction” to
“Customer Success”
“We’re getting better at [Six
Sigma] every day. But we really
need to think about the customer’s
profitability. Are customers’
bottom lines really benefiting from
what we provide them?”
Bob Nardelli, GE Power Systems
Keep In Mind:
Customer
Satisfaction
versus
Customer
Success
“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)
New Springs = Turnkey
Collections.
Flexible sourcing.
Packaging.
Merchandising.
Promotion.
Systems & Site mgt.
Omnicom:
57%
(of
$6B) from marketing services
Who was the
number one
employer of
architecture school
grads in the U.S.
last year?
“We are a ‘real estate
facilities consulting’
organization, not just an
‘interior design’ firm.”
Jean Bellas, founder, SPACE (from SMPS Marketer)
“VISIONS OF A BRAND-NAME
OFFICE EMPIRE. Sam Zell is not a man
plagued by self doubt. Mr. Zell controls public
companies that own nearly 700 office buildings
in the United States. … Now Mr. Zell says he will
transform the real estate market by turning
those REITs into national brands. … Mr. Zell
believes [clients] will start to view those offices
as something more than a commodity chosen
chiefly by price and location.”
(12.16.2001)
–New York Times
Everybody is
going after the
same space!
Problem:
“Assetless
Company”
John Bryan, CEO, on selling all
Sara Lee’s manufacturing
“Don’t own
nothin’ if you
can help it. If you
can, rent your
shoes.”
F.G.
Better Red than Dead?/
Better Dead than Red?
“We will see more and
more outsourcing of
discovery processes.”
Craig Venter
1,000
Pfizer:
projects with
academics and biotechs. Novartis:
30% of R&D is via
collaborations.
Better Red than Dead?/
Better Dead than Red?
“If we completely
outsourced all of our genetic
analysis, we’d be held
hostage by outside people.”
Brian Spear, Director of
Pharmacogenomics, Abbott Labs
NC2001: Furniture
company
outsources all mfg. to
Asian firm. Asian firm
gets financing, buys
NC company.
Hmmm!!??
“The move toward outsourced
manufacturing represents an obvious
opportunity for contract manufacturers [such
as Flextronics: $93M to $15B, ’93-’00], but it’s also a
potential boon to product innovation. The
future of gadget-making is not about
making gadgets; it’s about imagining them.
Someone else makes the imaginary real.
‘All that money that used to go to fund
infrastructure is going into design and
innovation,’ says Flex CEO Michael Marks.”
Wired/11.2001
Markets to networks. Hierarchies to networks.
Sellers and buyers to suppliers and users.
Ownership to access. (Age of Access.)
Marginalization of physical property. Weightless
economy. Protean generation. Outsourcing of
everything. Franchising of everything. (Business
format franchising.) (Leasing DNA.) Everything is a
service/platform for services delivery. (Give away
the goods, charge for the services. VALUE = THE
RELATIONSHIP. “Share of market” to “Share of
customer.”) Every business is show business.
Source: Jeremy Rifkin, The Age of Access
Bottom Line:
The …
Solutions
Imperative
1. It’s the (OUR!) organization, stupid!
2. Friction free!
3. No STOVEPIPES!
4. “Stovepiping” is a F.O.—Firing Offense.
5. ALL on the web! (ALL = ALL.)
6. Open access!
6. Project Managers rule! (E.g.: Control the purse
strings and evals.)
7. VALUE-ADDED RULES! (Services Rule.)
(Experiences Rule.) (Brand Rules.)
8. SOLUTIONS RULE! (We sell SOLUTIONS.
Period. We sell PRODUCTIVITY &
PROFITABILITY. Period.)
9. Solutions = “Our ‘culture.’ ”
10. Partner with B.I.C. (Best-In-Class). Period.
11. All functions contribute equally—IS, HR, Finance,
Purchasing, Engineering, Logistics, Sales, Etc.
12. Project Management can come from any function.
13. WE ARE ALL IN SALES. PERIOD.
14. We all invest in “wiring” the customer
organization.
15. WE ALL “LIVE THE BRAND.” (Brand = Solutions.
That MAKE MONEY FOR OUR CUSTOMERPARTNER.)
16. We use the word “PARTNER” until we all want to
barf!
17. We NEVER BLAME other parts of our organization
for screw-ups.
18. WE AIM TO REINVENT THIS INDUSTRY!
19. We hate the word-idea “COMMODITY.”
20. We believe in “High tech, High touch.”
21. We are DREAMERS.
22. We deliver . (PROFITS.) (CUSTOMER SUCCESS.)
23. If we play the “SOLUTIONS GAME” brilliantly, no
one can touch us!
24. Our TEAM needs 100% I.C.s (Imaginative
Contributors). This is the ULTIMATE “All Hands”
affair!
25. This is a hoot!
PSF Unbound+ … It’s the
EXPERIENCE.
“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
“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
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
The “Experience Ladder”
Experiences
Services
Goods
Raw Materials
1940: Cake from flour, sugar (raw
materials economy): $1.00
1955: Cake from Cake mix (goods
economy): $2.00
1970: Bakery-made cake (service
economy): $10.00
1990: Party @ Chuck E. Cheese
(experience economy) $100.00
Message:
“Experience” is the
“Last 80%”
P.S.: “Experience” applies to all work!
1940: Cake from flour, sugar (raw materials
economy): $1.00
1955: Cake from Cake mix (goods economy):
$2.00
1970: Bakery-made cake (service
economy):
$10.00
1990: Party @ Chuck E. Cheese
(experience economy)
$100.00
“I see us as being in
the art business. Art,
entertainment and mobile
sculpture, which,
coincidentally, also
happens to provide
transportation.”
Bob Lutz:
Source: NYT 10.19.01
The “Experience Ladder”
Experiences
Services
Goods
Raw Materials
Ladder Position
Measure
Solutions
Success
Services
Satisfaction
Goods
Six-sigma
Sales2002.
The Sales25: Great Salespeople …
1. Know the product. (Find cool mentors, and use them.)
2. Know the company.
3. Know the customer. (Including the customer’s
consultants.) (And especially the “corporate culture.”)
4. Love internal politics at home and abroad.
5. Religiously respect competitors. (No badmouthing, no
matter how provoked.)
6. Wire the customer’s org. (Relationships at all levels &
functions.)
7. Wire the home team’s org. and vendors’ orgs.
(INVEST Big Time time in relationships at all levels & functions.)
(Take junior people in all functions to client meetings.)
Great Salespeople …
8. Never overpromise. (Even if it costs you your job.)
9. Sell only by solving problems-creating profitable
opportunities. (“Our product solves these problems, creates
these unimagined INCREDIBLE opportunities, and will make you
a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT
SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF
5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE
TRADE PRESS?)
10. Will involve anybody—including mortal enemies—if
it enhances the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.
11. Know the Brand Story cold; live the Brand Story. (If
not, leave.)
Great Salespeople …
12. Think “Turnkey.” (It’s always your problem!)
13. Act as “orchestra conductor”: You are responsible
for making the whole-damn-network respond. (PERIOD.)
14. Help the customer get to know the vendor’s
organization & build up their Rolodex.
15. Walk away from bad business. (Even if it gets you fired.)
16. Understand the idea of a “good loss.” (A bold effort
that’s sometimes better than a lousy win.)
17. Think those who regularly say “It’s all a price issue”
suffer from rampant immaturity & shrunken imagination.
18. Will not give away the store to get a foot in the door.
19. Are wary & respectful of upstarts—the real enemy.
20. Seek several “cool customers”—who’ll drag you into
Tomorrowland.
Great Salespeople …
21. Use the word “partnership” obsessively, even
though it is way overused. (“Partnership” includes folks at
all levels throughout the supply chain.)
22. Send thank you notes by the truckload. (NOT ENOTES.) (Most are for “little things.”) (50% of those notes are
sent to those in our company!) Remember birthdays. Use
the word “we.”
23. When you look across the table at the customer,
think religiously to yourself: “HOW CAN I MAKE THIS
DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?”
24. Great salespeople can affirmatively respond to the
query in an HP banner ad: HAVE YOU CHANGED
CIVILIZATION TODAY?
25. Keep your bloody PowerPoint slides simple!
Re-inventing the
Individual: Ahoy
BRAND YOU.
2010 “Demographics”:
By 2010, full-time
workers will be in the
minority
Source: MIT study (28August2000)
New World of Work
< 1 in 10 F500
#1: Manpower Inc.
Freelancers/I.C.: 16M-25M
Temps: 3M (incl. CEOs & lawyers)
Microbusinesses: 12M-27M
Total: 31M-55M
Source: Daniel Pink, Free Agent Nation
“The fundamental unit of the new economy is not
the corporation, but the individual. Tasks aren’t
assigned and controlled through a stable chain of
command but are carried out autonomously by
e-lancers
independent contractors - who
join together in fluid and temporary networks to
sell goods and services. When the job is done, the
network dissolves and its members become
independent again, circulating through the
economy, seeking the next assignment.”
Thomas Malone and Robert Laubacher
“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
Minimum New Work SurvivalSkillsKit2001
Mastery
Rolodex Obsession (vert. to horiz. “loyalty”)
Entrepreneurial Instinct
CEO/Leader/Businessperson/Closer
Mistress of Improv
Sense of Humor
Intense Appetite for Technology
Groveling Before the Young
Embracing “Marketing”
Passion for Renewal
Sam’s
Secret #1!
Minimum New Work SurvivalSkillsKit2001
Mastery
Rolodex Obsession (vert. to horiz. “loyalty”)
Entrepreneurial Instinct
CEO/Leader/Businessperson/Closer
Mistress of Improv
Sense of Humor
Intense Appetite for Technology
Groveling Before the Young
Embracing “Marketing”
Passion for Renewal
“You must realize that how you invest your
human capital matters as much as how you
invest your financial capital. Its rate of return
determines your future options. Take a job for
what it teaches you, not for what it pays.
Instead of a potential employer asking,
‘Where do you see yourself in 5 years?’
you’ll ask, ‘If I invest my mental assets with
you for 5 years, how much will they
appreciate? How much will my portfolio of
career options grow?’ ”
Stan Davis & Christopher Meyer, futureWEALTH
“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)
E-LEARNING: 2M students in U.S. 4,000 colleges
& universities offer. Target: Developing world.
E.g.: U. of Melbourne & McGill, part of U21 (with
Thompson Learning), expect 100K students by
2010—mostly Asians. Army’s $500M contract
with PWC (eArmyU)—includes degrees @ 24
colleges. Mixed models: Fuqua—9 to 11 weeks
“in residence” over 2 years. Dentist gets law
degree—25 to 30 hours per week. IBM trained
200K online in 2000—saved $350M. “Tricks”:
Small classes, required student involvement at
U. of Phoenix Online (76% growth in Y2K.).
Source: Business Week (12.03.2001)
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
[very much]?
“We”
are not
serious!
Conclusion:
Invent. Reinvent. Repeat.
Source: HP banner ad
“The time seems
appropriate to rethink the
notions of self and
identity in this rapidly
changing age …”
Tara Lemmey, Project LENS, past president
Electronic Frontier Foundation
In Store: International Equality, Intranational Inequality
“The new organization of society implied by the triumph
of individual autonomy and the true equalization of
opportunity based upon merit will lead to very great
rewards for merit and great individual autonomy. This
will leave individuals far more responsible for
themselves than they have been accustomed to being
during the industrial period. It will also reduce the
unearned advantage in living standards that has been
enjoyed by residents of advanced industrial societies
throughout the 20th century.”
James Davidson & William Rees-Mogg,The Sovereign Individual
Great Great Granddad: Pushes the
plow.
Great Granddad: Horse now walks
ahead of the plow.
Granddad: Farm Hand to
Factory Factotum.
Dad: Factory Factotum to White
Collar Cubicle Slave.
And You: V.A. Player (“Brand You”)
… or else!
America[ns] The …
Beautiful Re-inventors
Ben F.
Ralph W.E.
Dale C.
N.V.P.
Werner E./EST
Tony R.
Stephen
Brand You, Big Time!
I AM AN
ARMY OF
ONE
Distinct
… or Extinct.
Message:
Brand You+ … a
New Age of Selfdetermination.
(+Trends I: Health Care Center
Stage.)
“Parents, doctors, stockbrokers,
even military leaders are starting to
lose the authority they once had.
There are all these roles premised on
access to privileged information. …
What we are witnessing is a
collapse of that advantage,
prestige and authority.”
Michael Lewis, next
Anne Busquet/ American Express
Not: “Age of the Internet”
“Age of
Customer
Control”
Is:
Amen!
“The Age of the
Never Satisfied
Customer”
Regis McKenna
“Teens and young
adults are flocking to the Web for
health-related information as much
as they are downloading music
and playing games online and
more often than shopping online,
according to a national survey
from the Kaiser Family
Foundation.”
Reuters (12.11.01):
“One in Four
Internet Users
Seek Religious
Information”—Reuters
(12.24.2001) (“God trumps money, sex.”)
Impact #1:
Healthcare
HealthCare2001
Consumerism X
Demographics X
IS/Internet X
Info Consolidators X
Genetics & Devices
= YIKES!
1. Consumerism
centric Healthcare)
(Patient-
“A seismic shift is underway in
healthcare. The Internet is
delivering vast knowledge and new
choices to consumers—raising their
expectations and, in many cases,
handing them the controls.
[Healthcare] consumers are driving
radical, fundamental change.”
Deloitte Research, “Winning the Loyalty
of the eHealth Consumer”
“Teens and young
adults are flocking to the Web for
health-related information as much
as they are downloading music
and playing games online and
more often than shopping online,
according to a national survey
from the Kaiser Family
Foundation.”
Reuters (12.11.01):
Consumer Imperatives
Choice
Control (Self-care, Self-management)
Shared Medical Decision-making
Customer Service
Information
Branding
Source: Institute for the Future
“Consumerism”: HMO backlash
(e.g., plans with more choice). Alternative
Medicine, Wellness & Prevention.
Info availability (disease, health, docs,
support groups, outcomes). Self-care
(chronic disease). High expectations
(genetics, etc.). Boomers (see below). …
“Savior for the Sick”
vs.
“Partner for Good
Health”
Source: NPR/VPR 08.15.00
“He shook me up. He put his hand
on my shoulder, and simply said,
‘Old friend, you
have got to
take charge of your
own medical care.’ ”
Hamilton Jordan, No Such Thing as a Bad Day
(on a conversation with a doctor pal,
following Jordan’s cancer diagnosis)
2. Demographics:
The BOOMERS
Reach 55!
Boomer World
“From jogging to plastic
surgery, from vegetarian diets
to Viagra, they are fighting to
preserve their youth and
defy the effects of gravity.”
M.W.C. Howgill, “Healthcare Consumerism, the
Information Revolution and Branding”
Message Boomer: (1) “There are
l-o-t-s of us.” (2) “We have
the $$$$$$. (3) “We’re/I’m in
charge!” (4) “We’ll take no
guff from anyone.” (5) “We
know the emperor has no
clothes.”
3. The IS/Web
REVOLUTION
“We’re in the Internet
age, and the average
patient can’t email
their doctor.”
Donald Berwick, Harvard Med School
“In an era when terrorists use
satellite phones and encrypted
email, US gatekeepers stand
armed against them with pencils
and paperwork, and archaic
computer systems that don’t
talk to each other.”
Boston Globe (09.30.2001)
“Once devised in Riyadh, the tasking order took hours
to get to the Navy’s six aircraft carriers—because the
Navy had failed years earlier to procure the proper
communications gear that would have connected the
Navy with its Air Force counterparts. … To
compensate for the lack of communications capability,
the Navy was forced to fly a daily cargo mission from
the Persian Gulf and Red Sea to Riyadh in order to
pick up a computer printout of the air mission tasking
order, then fly back to the carriers, run photocopy
machines at full tilt, and distribute the documents to
the air wing squadrons that were planning the next
strike.” –Bill Owens, Lifting the Fog of War
“By combining powerful
computer technology and other
modern information-based
systems we could make a
revitalized, leaner military force
that is designed to outsee,
outmaneuver and outfight any
foe.” --Bill Owens, Lifting the Fog of War
“Without being disrespectful, I
consider the U.S. healthcare delivery
system the largest cottage industry in
the world. There
are virtually no
performance measurements
and no standards. Trying to
measure performance … is the next
revolution in healthcare.”
Richard Huber, former CEO, Aetna
“As unsettling as the prevalence of
inappropriate care is the enormous amount of
what can only be called ignorant care. A
surprising 85% of everyday medical
treatments have never been
scientifically validated. … For instance,
when family practitioners in Washington were
queried about treating a simple urinary tract
infection, 82 physicians came up with an
extraordinary 137 strategies.”
Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
“In health care,
geography is
destiny.”
Dartmouth Medical School 1996 report, from Demanding Medical
Excellence: Doctors and Accountability in the Information Age,
Michael Millenson
Geography Is Destiny
E.g.: Ft. Myers 4X Manhattan—back
surgery. Newark 2X New Haven—
prostatectomy. Rapid City SD 34X Elyria
OH—breast-conserving surgery. VT, ME,
IA: 3X differences in hysterectomy by age
70; 8X tonsillectomy; 4X prostatectomy
(10X Baton Rouge vs. Binghampton).
Breast cancer screening: 4X NE, FL, MI
vs. SE, SW. (Source: various)
Geography Is Destiny
“Often all one must do to acquire a disease is
to enter a country where a disease is
recognized—leaving the country will either
cure the malady or turn it into something else.
… Blood pressure considered treatably high in
the United States might be considered normal
in England; and the low blood pressure treated
with 85 drugs as well as hydrotherapy and spa
treatments in Germany would entitle its
sufferer to lower life insurance rates in the
United States.” – Lynn Payer, Medicine & Culture
“Practice variation is not caused by ‘bad’ or
‘ignorant’ doctors. Rather, it is a natural
consequence of a system that systematically
tracks neither its processes nor its outcomes,
preferring to presume that good facilities, good
intentions and good training lead automatically
to good results. Providers remain more
comfortable with the habits of a guild, where
each craftsman trusts his fellows, than with the
demands of the information age.”
Michael Millenson, Demanding Medical Excellence
CDC 1998: 90,000 killed
and 2,000,000 injured
from nosocomial
[hospital-caused] drug
errors & infections
“Quality of care is
the problem, not
managed care.”
Institute of Medicine (from Michael
Millenson, Demanding Medical Excellence)
RAND (1998): 50%,
appropriate
preventive care. 60%,
recommended treatment, per
medical studies, for chronic
conditions. 20%, chronic
care treatment that is wrong.
30% acute care treatment
that is wrong.
“In a disturbing 1991 study, 110
nurses of varying experience levels
took a written test of their ability to
calculate medication doses. Eight out
of 10 made calculation mistakes at
least 10% of the time, while four out
of 10 made mistakes 30 % of
the time.”
Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
“Patient by patient, problem by
problem—drug reactions, hospital
caused infections—Salt Lake City’s
LDS Hospital has attacked treatmentcaused injuries and deaths. One of the
secrets of LDS’s success is a custombuilt clinical computer system that
may serve as a national model for how
to save patient lives.”
Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
The VHA gets it!
E.g.: Laptop at bedside calls
up patient e-records from one of 1,300 hospitals. Barcoded wristband confirms meds. National Center for
Patient Safety in Ann Arbor. Docs and researchers
discuss optimal treatment regimens—research center
in Durham NC. Doc measures & guidelines; e.g.,
pneumonia vaccinations from 50% to 84%. Blamefree system, modeled after airlines. “What’s needed
in the U.S. is nothing short of a medical revolution and
the VHA has gone further than most any other
organization to revamp its culture and systems.”—
Rand/Source:WSJ 12.10.2001
“When a plane crashes,
they ask, ‘What
happened?’ In medicine
they ask: ‘Whose fault
was it?’ ”—James Bagian, M.D. &
former astronaut, now working with the VHA.
Winning By Acknowledging Failures
Wernher Von Braun, the Redstone
missile engineer who “confessed” &
the bottle of champagne. Award to the
sailor on the Carl Vinson—for
reporting the lost tool. Amy Edmonson
& the successful nursing units with the
highest reported adverse drug events.
Source: Karl Weick & Kathleen Sutcliffe, Managing the Unexpected
4. Information
Consolidators: The
Network Maestros
“America has twice
as many hospitals
and physicians as
it needs.”
Med Inc., Sandy Lutz, Woodrin Grossman
& John Bigalke
“The future of hospitals is
murky. A combination of
technological advances,
managed care, and changes in
Medicare reimbursement policy
means that the underlying
demand for inpatient services
will continue to fall.”
Institute for the Future
“Virtual health care webs force
providers to focus on their
areas of excellence and to
invest in areas where they can
generate a sustainable
competitive advantage.”
Healthcare.com: Rx for Reform, David
Friend, Watson Wyatt Worldwide
WebMD
& assigns)
(or heirs
5. Genetics &
Devices
“Recognizing that a
single misspelled gene
means the difference
between being poisoned
and being cured was the
first victory for the new science
of pharmacogenetics.”
Newsweek (06.25.01)
Genetic data:
2X
every 6
months.
Source: FT, 11.27.2001
“Pharmacogenomics could
fundamentally change the nature
of drug discovery and marketing,
rendering obsolete the
pharmaceutical industry’s practice of
spending vast amounts of time and
money to craft a single medicine with
mass-market appeal.”
The Industry Standard (05.28.01)
E.g., Genentech’s
Herceptin, useful in 25% of
advanced breast cancer cases.
Would probably have been
uneconomic if subjected to 9X
patients in phase III clinical trials.
Source: FT (11.27.01)
Pharmacogenomics: End of Blockbusters
by End-of-Decade (Reuters/5-22)
Barrie James, Pharma Strategy Consulting: “We’re
moving from a blunderbuss approach to laserguided munitions, and it marks a sea change for
the industry. The implications for existing
business models are devastating.” Allen Roses,
SVP Genetic Research, GlaxoSmithKline:
“minibuster.” Rob Arnold, Euro head of life sciences,
PWC: “Once you start dealing with minority
treatments, small biotechs who are more nimble
and don’t need $500-million-a-year drugs to make
money could be at a real advantage.”
“BIG DRUG MAKERS TRY TO POSTPONE
CUSTOM REGIMENS. Most drugs don’t work
well for about half the patients for whom they are
prescribed, and experts believe genetic
differences are part of the reason. The
technology for genetic testing is now in use. But
the technique threatens to be so disruptive to the
business of big drug companies – it could limit
the market for some of their blockbuster
products – that many of them are resisting its
widespread use.”
The Wall Street Journal (06.18.2001)
Forbes100 from 1917 to 1987: 39
members of the Class of ’17 were alive
in ’87; 18 are in ’87 F100; the 18 F100
“survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market from
1917 to 1987.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why
Companies That Are Built to Last Underperform the Market
Biotechs: Amgen, Genentech,
Biogen, Genzyme, Celltech,
ImClone Systems. Bioinformatics:
Accelrys, Cognia, Double Twist,
IBM Lifesciences, NetGenics, SAS
Institute.
“Imagine the day that your
surgeon performs your heart
bypass sitting at a computer
thousands of miles from the
operating table. That day may
come sooner than you think.”
Newsweek (06.25.01)
“There is no question in my
mind that the future of heart
surgery is in robotics.”
Dr. Robert Michler, OSU Med Center, upon
the FDA’s approval of robotic partialbypass surgery
Golden Age of Patient-centric, Geneticsdriven Healthcare Looms! Current status:
$1.3T. 30M-70M uninsured. 90K killed and
2M injured p.a. in hospitals. 85%
treatments unproven. Cure depends on
locale in which treated. 50% prescriptions
do not work. 2X docs. 2X hospitals. IS
primitive. Accountability & measurement
nil. And everybody’s mad and feels
powerless: docs, patients, nurses,
insurers, employers, hospitals
administrators and staff.
Message: (1) An unparalleled time
imagination
for
and bold
action. (2) A time of unprecedented
opportunities. (3) A time
of unprecedented risk.
Trends II: Welcome
to “Old World.”
“ ‘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
Subject: Marketers & Stupidity
“It’s 18-44,
stupid!”
Subject: Marketers & Stupidity
“18-44 is
stupid,
stupid!”
Or is it:
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64: +47%)
“NOT ACTING THEIR
AGE: As Baby Boomers
Zoom into Retirement,
Will America Ever Be the
Same?”
USN&WR Cover/06.01
Member Growth: 1987 – 1997
18 – 34: 26%
35 – 49: 63%
50+: 118%
Source: IHRSA
Aging/“Elderly”
$$$$$$$$$$$$
“I’m in charge!”
50+
$7T wealth (70%)/$2T annual income
50% all discretionary spending
79% own homes/40M credit card users
41% new cars/48% luxury
$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
Stupid!
No: “Target Marketing”
Yes:
“Target
Innovation” & “Target
Delivery Systems”
Redefining the Work
The
WOW Project.
Itself I:
“Reward excellent
failures. Punish
mediocre
successes.”
Phil Daniels, Sydney exec
Language
matters! Wow!
BHAG! “Takes
your breath
away!”
“Intimidate their
[users] imaginations”
… “Where’s the
revolution?” –J Allard,
on the Xbox
“Let’s make a
dent in the
universe.”
Steve Jobs
Your Current Project?
1. Another day’s work/Pays the
rent.
4. Of value.
7. Pretty Damn Cool/Definitely
subversive.
10. WE AIM TO CHANGE THE
WORLD. (Insane!/Insanely
Great!/WOW!)
“Learn not
to be
careful.”
Photographer Diane Arbus,
to her students
Re-defining the Work
Itself II: WOW
Projects for the
“Powerless.”
Topic: Boss-free
Implementation of
STM /Stuff That
MATTERS!
World’s Biggest Waste …
Selling “Up”
THE IDEA:
Model F4
Find a Fellow
Freak Faraway
Heart of the Matter
F2F!/K2K!/
1@T/R.F!A.*
*Freak to Freak/Kook to Kook/
One at a Time/ Ready.Fire!Aim.
THE NUGGET
Do Something.
Do Anything.
Get Going.
Now.
Opportunity ALWAYS Knocks
VFCJ* “Strategy”
*Volunteer For Crappy Jobs
Is It …
“The Oh-Hell-I-Wish-It-WereOver Memorial Day picnic”
or
“The First Annual Seriously
Kewl Celebration of Our
Incredible Staff”
Is It …
Wrestle the damn Safety Manual into line
with the ridiculous new OSHA Regs?
Or …
A stealth opportunity to address the War
for Talent via … a thoroughgoing review
of how safety and environmental
issues contribute to making this a
Great Place to Work?
Reframers’ Rules:
Rule 1: Never accept an
assignment as given!
(Please.)
Rule 2: You’re never so powerful
as when you are “powerless”!
Rule 3: Every “small”
project contains the entire
enterprise DNA!
THE TOOL
Prototyping Mania!
Think about It!?
Innovation = Reaction to
the Prototype
Michael Schrage
He who has the
quickest O.O.D.A.
Loops* wins!
*Observe. Orient. Decide. Act. /
Col. John Boyd
THE Process
Building Buzz!
Boss-free “Selling” of a WOW! Idea
Get a Zany [WOW!] Idea/
Shop it with a coupla good pals.
Surface [using your network] a list of [operational]
folks who might be interested in playing.
Call, visit and choose a coupla prospects.
Engage the prospects [they must “own” “it”].
Concoct a rough plan and a prototype schedule.
Move forward [Ready. Fire! Aim.].
Keep on recruitin’.
Get the Test Customer to recruit some buddies for
Round #2 tests [Meanwhile Customer #1 expands
program]
Get going with Round #2 prototypes
Start conscious “buzz building” [Let “the word” of
successful tests trickle out]
Have the “line dudes” put on a demo for, say, a coupla
“cool” regional bosses
Etc.
Etc.
Have the growing Network of Converts initiate a Major
Program Proposal
Etc.
Etc.
BOTTOM LINE
The Enemy!
Joe J. Jones
1942 – 2001
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
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
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, article on
“Most Admired Global Corporations”
It AIN’T
about the science. It’s
NEVER about the
science. It’s ALWAYS
about the PASSION for
the IDEA.
Message to “scientists”:
“In a long and honorable
career, a Ph.D. scientist
in a pharmaceutical
house is not likely –
statistically – to
experience a success.”
Pharmaceutical Exec
“Statistically speaking,” Churchill
shouldn’t have been able to fend off
Hitler. “Statistically speaking,”
de Gaulle shouldn’t have been able to
revive the French. “Statistically
speaking,” Jefferson & Adams &
Hamilton shouldn’t have been able to
create America.
I wonder …
Will
one
of you be awoken
some December morning
in Stockholm by candle-carrying
kids?
If you are not
prepared to be
fired over your
beliefs … you are
working on the
wrong project - TP
Charles Handy on the “alchemists”: “Passion
was what drove these people, passion
for their product or their cause. If you
care enough, you will find out what you need to
know. Or you will experiment and not worry if
the experiment goes wrong. Passion as the
secret to learning is an odd secret to propose,
but I believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.”
John Jumper and
Predator, the armed
unmanned drone.
Walsh: Height—shrimp. Arm—
okay. Quickness—okay. Speed—
slow. Zeal—PLANET
CLASS.
“People can’t
measure your heart. They look at
my size, my arm strength and
knock me for that”—Jeff Garcia.
Source: USA Today, 11.23.2001
Re-defining the
Work Itself III:
Starting a Wow
Projects Epidemic.
“Ordering”
Systemic Change
is a Stupid Waste
of Time!
Premise:
Demos!
Heroes!
Stories!
Demos!
Heroes!
Stories!
L.B.I.W.D.
Inducing Weird Demos)
(Leading By
Leaders aiming to change their world
… troll
for & identify palpable
heroes, who executed
palpable projects—then they
point to these people and say to the
masses, “See, here it is, done by one
of your own.” (And then they “deep-dip” a few of
those heroes to demo their seriousness.)
Trolling for radicals. ER Doc Ken
Kizer (former VA Undersecretary):
Spots patient wrist band during
1998 visit to Topeka. Finds RN Sue
Kinnick. (She’d gotten the idea
from Avis.) Kizer orders systemic
experiment. 170 hospitals by
09.2000. Topeka: 70% reduction in
meds errors.
Demos!
Heroes!
Stories!
Demo = Story
“A key – perhaps the key –
to leadership is the
effective communication
of a story.”
Howard Gardner, Leading Minds: An Anatomy of Leadership
MB
A!*
*Managing By Story-ing Around/David Armstrong
Boss Advice I: The “Poster Kids” Strategy
Chat up the organization. Develop a tentative
list of Pioneers.
Hang with those Pioneers, discover the
“stuff I’ve long wanted to do”/Encourage
them to “Do it!”
Begin to showcase their developing results
[with your public stamp of approval].
Dip deep[ish] and early - promote a Pioneer into
the [New] Establishment.
Incorporate the Pioneers’ work into your Vision
Chatter/Welcome ALL aboard!
Boss Advice II: The “Flypaper” Strategy
“Event Marketing”: Idea Fair/Internal
“Tradeshow”/Bragfest. Or: Seminar Series, with
“strange” outsiders/insiders (not the usual suspects);
intense Web-based follow-up and community creation
(Neighborhoods of Common Interest).
“Play Fund,” around a topic of importance. Small-ish
grants. Easy application process. Short-ish
timeframes. (Gerstner @ American Express re AI.)
“Scholarships” (not the usual suspects). Sabbatical
funds (contest?). Placement on customer or supplier
project teams (not the usual suspects).
Each VP a V.C.: Portfolio
of high-risk investments …
from all across the
company.
Silicon Valley Success
[Failure?] Secrets
“Pursuit of risk”: 4 of 20 in V.C.
portfolio go bust; 6 lose money;
6 do okay; 3 do well;
1 hits the jackpot
Source: The Economist
Freaks need
mentors/
guardians!
Summary
Don’t try to “change the culture”!
Do create flypaper which
attracts Mavericks & Pirates!
Let the new culture (which is already
lurking around you) find you!
Publicize, at the appropriate moment, the
New Hall of Fame; help the New Culture
Adherents create & nurture Community!
“The” Unsung Work
Tool: Design
Mindfulness.
What is it?
Unconventional
[Design] Messages
Not about ... “Lumpy Objects”!
Not about ... $79,000 objects
The I.D. [International Design] Forty*
Airstream … Alfred A. Knopf … Apple
Computer … Amazon.com …
Bloomberg … Caterpillar … CNN …
Disney … FedEx … Gillette … IBM …
Martha Stewart … New Balance …
Nickelodeon … Patagonia … The New
York Yankees … 3M … Etc.
* List No. 1, 1999
Unconventional
[Design] Messages
Not about ... “Lumpy Objects”!
Not about ... $79,000 objects
Design Transforms even the
[Biggest] Corporations!
TARGET … “the champion of
America’s new design democracy”
(Time) “Marketer of the Year 2000”
(Advertising Age)
Lady Sensor, Mach3, and …
$70M on developing the
OralB CrossAction toothbrush
23 patents, including 6 for the
packaging
Source: www.ecompany.com [06.00]
Packaging Power: From Quaker
Listerine
PocketPaks
Oats to …
Packaging, Power of …
1870: animal feed.
1890: “A delicacy for the epicure,
a nutritious dainty for the invalid,
a delight to the children”
Source: Thomas Hine, The Total Package: The
Evolution and Secret Meanings of Bottles, Boxes,
Cans and Tubes (on Quaker Oats)
“Packages
are
about containing and labeling and
informing and celebrating. They are
about power and flattery and trying to
win people’s trust. They are about
beauty and craftsmanship and
comfort. They are about color,
protection, survival.” –Thomas Hine, The
Total Package
“During the 30 minutes you spend on an average
trip to the supermarket, about 30,000 different
products vie to win your attention and ultimately
to make you believe in their promise. When the
door opens, automatically, before you, you enter
an arena where your emotions and your
appetites are in play, and a walk down the aisle
is an exercise in self definition. Are you a good
parent, a good provider? … do you care about
the environment? Do you appreciate the finer
things in life? Are you enjoying what you’ve
accomplished?” –Thomas Hine, The Total Package
Bottom Line.
Design “is” … WHAT &
WHY I LOVE.
LOVE.
I
LOVE
my ZYLISS
Garlic Peeler!
Design “is” … WHY I
GET MAD.
MAD.
Wanted: THE
DESIGNER OF MY
RADIO SHACK
PHONE. Major
Reward!
“I’m just going to come right out and say
it: Ericsson lost $2.3B on mobile phone
because
its products
are ugly.”
handsets last year
Peter Martin (FT 04.24.01)
Design is never
neutral.
DESIGN is the
principal difference
between love and hate!
Hypothesis:
THE BASE CASE: I am a design fanatic. Though not
“artistic,” I love “cool stuff.” But it goes [much]
further, far beyond the personal. Design has become
a professional obsession. I SIMPLY BELIEVE THAT
DESIGN PER SE IS THE PRINCIPAL REASON
FOR EMOTIONAL ATTACHMENT [or detachment]
RELATIVE TO A PRODUCT OR SERVICE OR
EXPERIENCE. Design, as I see it, is arguably the #1
DETERMINANT of whether a product-serviceexperience stands out … or doesn’t. Furthermore, it’s
another “one of those things”
that damn few companies put – consistently – on the
front burner.
Design’s place in
the universe.
And Tomorrow …
“Fifteen years ago companies
competed on price. Now it’s
Tomorrow
it’s design.”
quality.
Robert Hayes
All Equal Except …
“At Sony we assume that all products of
our competitors have basically the same
technology, price, performance and
Design is the only
thing that differentiates one
product from another in the
marketplace.”
features.
Norio Ohga
“Design is treated
like a religion at
BMW.”
Fortune
“The new Beetle fails at
most categories. The only
thing it doesn’t fail in is
drop-dead charm.”
Jerry Hirshberg, Nissan Design International
Object of Desire!
“Every now and then, a design comes
along that radically changes the way we
think about a particular object. Case in
point: the iMac. Suddenly, a computer
is no longer an anonymous box. It is a
sculpture, an object of desire,
something that you look at.”
Katherine McCoy & Michael McCoy,
Illinois Institute of Technology
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. … But
to me, nothing could be further from the
Design is
the fundamental soul
meaning of design.
of a man-made creation.”
Steve Jobs
“The good 10 percent of
American product design comes
out of big-idea companies that
don’t believe in talking to the
customer. They're run by
passionate maniacs who make
everybody’s life miserable until
they get what they want.”
Bran Ferren, Applied Minds/Wired 1-2001
Check Out the Language:
“Tomorrow it’s design …”
“Design is the only thing …”
“Design is … religion ...”
“Drop-dead charm …”
“Object of desire …”
“Fundamental soul …”
“Passionate maniacs …”
Philippe Starck
“Today the problem is not how to
produce more to sell more. The
fundamental question is
that of the product’s right to
exist. And it is the designer’s
right and duty to question the
legitimacy of the product.”
Philippe Starck
“[At Thompson] I outlawed the word ‘consumer’
in all company meetings, and insisted it be
replaced by the words ‘my friend,’ ‘my wife, ‘my
daughter,’ ‘my mother,’ or ‘myself.’ It doesn’t
sound the same at all, if you say: ‘It doesn’t
matter, it’s shit, but the consumers will
make do with it,’ or if you start over again
and say, ‘It’s shit, but it doesn’t matter,
my daughter will make do with it.’ All of
a sudden, you can’t get away with it anymore.
There is an enormous task to be done with this
kind of symbolic repositioning.”
Philippe Starck
“Today, 80 per cent of objects are
unnecessarily macho. Yet it is
plain: The intelligence of a truly
modern society must be
feminine. … Apart from a machine
pistol, I can’t think of many objects
which actually need to be
extravagantly masculine.”
Philippe Starck
Message (?????): Men
cannot design for women’s
needs.
“The only
house with a secondfloor laundry was
designed by a
woman.”
Architect to TP:
Message: Design
is
the wellspring of
branding. Great
design takes guts and is
“soul deep.”
T.T.D./Design “Awareness”!
STEP No. 1:
NOTEBOOK!
[Start recording the awesome
and the awful.]
Compare 10 order forms or data
fields at a Web site.
Save great and awful junk mail.
Go on a <$10 shopping spree.
Pay attention to signage. (And
instruction manuals.)
Start a notebook. NOW.
Design-Minded Company: Credo
Design matters! Everywhere!
The Brand Promise rules! Everywhere!
All can answer: WHO ARE WE? HOW ARE
WE DISTINCT?
Words such as beauty & grace & emotion
& connection & Wow & adventure are okay
’twixt 9 and 5.
Non-Wow doesn’t cut it. Anywhere!
We aim to attract Best-In-Planet TALENT;
non-traditional hiring, with an emphasis
on the arts, is part of this. Diversity-R-Us!
Design-Minded Company: Operating Philosophy
All work is the product of Hot Teams of peers.
Hierarchy is minimal, and usually a distraction.
We understand that “disrespect” is the
ultimate in respect in crazy times.
The Work Matters! Wow … or bust!
All work reflects design-mindfulness
& the brand promise.
Promotion comes immediately if the work is Wow.
NO BULLSHIT. We keep our word to
our teammates and other partners.
Integrity = No.1 outcropping of design-mindfulness.
We are a business. Results matter!
Design+ =
Beautiful
Systems.
Fred S.’s “mediocre”
thesis. Herb K.’s
napkin.
Great design =
One-page
business plan (Jim
Horan)
K.I.S.S.:
Gordon Bell (VAX
500/50.
daddy):
Chas.
Wang (CA): Behind schedule?
Cut least
productive 25%.
Scaled De-Compression, Rule Of …
5 days “on the
ground” = 5 weeks
(MONTHS?) in absentia
“Most companies would do more
business on the Internet if they
fired their entire marketing
department and replaced it with
people who could produce
interactive content that actually
made it easier for users to buy.”
Jakob Nielsen, Nielsen Norman Group
SWA
Simple!!!!!!!!!!!! (customers call
because the process is so easy they can’t
believe they’re done)
30% of revenues directly from
site (vs. 6% for others)
Source: Business Week (09.00)
Read It Closely: “We
don’t sell
We
sell speed.”
insurance anymore.
Peter Lewis, Progressive
K.I.S.S./Jack “1@T” Welch: (1)
Neutron Jack. (Banish
bureaucracy.) (2) “1, 2 or out”
Jack. (Lead or leave.) (3)
“Workout” Jack. (Empowerment,
GE style.) (4) 6-Sigma Jack. (5)
Internet Jack. (Throughout)
TALENT JACK!
have. Must
hate. / Must
design. Must undesign.
Systems: Must
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to
get things done.” – P.D.
Mgt. Team
includes … EVP
(S.O.U.B.)
Executive Vice President, Stomping Out Unnecessary Bullshit
First Steps: “Beauty Contest”!
1. Select one form/document: invoice, air bill,
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.
Systems Design Matters!
Palm Beach County’s U.C.B.*
[*Utterly Confusing Ballot]
Brand
= Talent
N.W.O. I:
“When land was the scarce
resource, nations battled
over it. The
same is
happening now for
talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
Yikes: “What worries me is that
I can’t see why any ambitious
young person would want to
join my company, or stay here
for long if they did join. My most
important job is to change that
as fast as I can.”—CEO, giant multinational,
to Charles Handy
The Talent Ten
1. Obsession
P.O.T.* = All
Consuming
*Pursuit of 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
Sports
Franchise GM
Model 24/7*:
*25/8/53
2. Greatness
Only The Best!
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 (05.17.00)
3. Performance
Up or out!
“We believe companies can increase their
market cap 50 percent in 3 years. Steve
changed 20 of
his 40 box plant managers to put
more talented, higher paid
managers in charge. He increased
Macadam at Georgia-Pacific
profitability from $25 million to $80 million in 2
years.”
Ed Michaels, War for Talent (05.17.00)
Message: Some
people are
better than other
people. Some people
are a helluva lot
better than other
people.
4. Pay
Fork Over!
“Top performing companies are
two to four times more likely
than the rest to pay what it
takes to prevent losing
top performers.”
Ed Michaels, War for Talent (05.17.00)
What gets measured
gets done. What gets
paid for gets done
more. What gets paid
a lot for gets done
a lot more.
5. Youth
Grovel Before
the Young!
“Why focus on these late teens and twentysomethings? Because they are the first
young who are both in a position to
change the world, and are actually
doing so. … For the first time in history,
children are more comfortable, knowledgeable
and literate than their parents about an
innovation central to society. … The Internet has
triggered the first industrial revolution in history
to be led by the young.”
The Economist [12/2000]
6. Diversity
Mess Rules!
“Diversity defines the health and
wealth of nations in a new century.
Mighty is the mongrel. … The hybrid is hip. The
impure, the mélange, the adulterated, the
blemished, the rough, the black-and-blue, the
mix-and-match – these people are inheriting the
earth. Mixing is the new norm. Mixing trumps
isolation. It spawns creativity, nourishes the
human spirit, spurs economic growth
and empowers nations.”
G. Pascal Zachary, The Global Me:
New Cosmopolitans and the Competitive Edge
7. Women
Born to Lead!
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report, Business Week, 11.20.00
The New Economy …
Shout goodbye to
“command and control”!
Shout goodbye to hierarchy!
Shout goodbye to “knowing
one’s place”!
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
Source: Judy B. Rosener, America’s Competitive Secret
“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
“Investors are looking more and more
for a relationship with their financial
advisers. They
want someone
they can trust, someone who
listens. In my experience, in general,
women may be better at these
relationship-building skills than are
men.”
Hardwick Simmons, CEO, Prudential Securities
It’s Girls, Stupid!
1996: 8.4M women, 6.7M men in college (est:
9.2 to 6.9 in 2007); more women than men in
high-level math and science courses
More girls in student govt., honor societies;
girls read more books, outperform boys in
artistic and musical ability, study abroad in
higher numbers
Boys do rule: crime, alcohol, drugs, failure to
do homework (4:1)
Source: The Atlantic Monthly (May2000)
Okay, you think I’ve gone tooooo far.
DO ANY
OF YOU SUFFER
FROM TOO
MUCH TALENT?
How about this:
63 of 2,500 top earners in F500
8% Big 5 partners
14% partners at top 250 law firms
43% new med students; 26% med
faculty; 7% deans
Source: Susan Estrich, Sex and Power
Opportunity!
M.Mgt.
T.Mgt.
Peak Partic. Age
% Coll. Stud.
U.S. G.B. E.U. Ja.
41% 29% 18% 6%
4%
3%
2%
<1%
45
22
27
19
52% 50% 48% 26%
Source: Judy Rosener, America’s Competitive Secret
Encouraging signs: CEO, HP. CEO,
eBay. CEO, Avon. CEO, Mirant.
CEO, Xerox. President,
Pharmaceutical Group, Pfizer.
President, Chevron Products. CoCEO, Kraft. President, PepsiCo.
CEO, Ogilvy & Mather. COO, Enron
Americas. COO, Colgate-Palmolive.
President, Southwest Airlines.
Message S. Estrich:
Re-invent the Culture!
S. Estrich: The
Magic
Number 3! [Partners,
Tenured Profs, Directors]
“Deloitte was doing a great job of hiring highperforming women; in fact, women often earned
higher performance ratings than men in their first
years with the firm. Yet the percentage of women
decreased with step up the career ladder. … Most
women weren’t leaving to raise families; they
had weighed their options in Deloitte’s maledominated culture and found them wanting.
Many, dissatisfied with a culture they perceived as
endemic to professional service firms, switched
professions.”
Douglas McCracken, “Winning the Talent War for Women” [HBR]
“The process of assigning plum
accounts was largely unexamined. …
Male partners made assumptions:
‘I wouldn’t put her on that kind of
company because it’s a tough
manufacturing environment.’ ‘That
client is difficult to deal with.’ ‘Travel
puts too much pressure on women.’ ”
Douglas McCracken, “Winning the Talent War for Women” [HBR]
8. Weird
The Cracked Ones
Let in the Light!
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
enough
weird people in
“Are there
the lab these days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
“I would like to think we could
attract students with green
hair. We will take pink and
blue and orange hair, too.”
Shirley Tilghman, Princeton
Would Craig
Venter
(Luciano Benetton)
come to work for
us?
9. Opportunity
Make It an
Adventure!
“H.R.” to “H.E.D.” ???
Human
Enablement
Department
Titles!
Manager
Human Capital
Assets or Manager
Manager HRIS to
Employee Marketing*
*IHRIM.link (2-3.2001)
10. Leading Genius
We are all unique!
Beware Lurking HR Types …
One size
NEVER fits all.
One size fits
one. Period.
48 Players =
48 Projects =
48 different success
measures
MantraM3
Talent = Brand
What’s your company’s …
Employee Value Proposition, per Ed
Michaels et al., The War for Talent
EVP = Challenge,
professional growth,
respect, satisfaction,
opportunity, reward
Source: Ed Michaels et al., The War for Talent
First Steps
Make a list of the traits you
really want to unearth. (TP &
“sense of humor;” GR & jaywalking.)
Promote for TDS/Talent
Development Skills.
Work up an EVP.
Trends III: Speaking of …
Women.
Women & the
Marketspace.
?????????
Home Furnishings … 94%
Vacations … 92%
Houses … 91%
Consumer Electronics … 51%
Cars … 60% (90%)
All consumer purchases … 83%
Bank Account … 89%
Health Care … 80%
????
Riding Lawnmowers
2/3rds working women/
50+% working wives > 50%
80% checks
61% bills
53% stock (mutual fund boom)
43% > $500K
95% financial decisions/
29% single handed
$4.8T > Japan
9M/27.5M/$3.6T >
Germany
New golfers … 37%
Basketball … 13.5M
1 in 27 (’70) … 1 in 3 (’96)
1874 … Jock Strap
1977 … Jogbra
1977 ... 25K
1996 … 42
M
Yeow!
1970 … 1%
2002 …
50%
OPPORTUNITY
NO.
1!*
[* No shit!]
Carol Gilligan/ In a Different Voice
Men: Get away from authority, family
Women: Connect
Men: Self-oriented
Women: Other-oriented
Men: Rights
Women: Responsibilities
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.”
“Men seem like loose cannons. Men
always move faster through a store’s
aisles. Men spend less time looking. They
usually don’t like asking where things are.
You’ll see a man move impatiently
through a store to the section he wants,
pick something up, and then, almost
abruptly he’s ready to buy. … For a
man, ignoring the price tag is almost
a sign of virility.”
Paco Underhill, Why
We Buy* (*Buy this book!)
Read This: Barbara & Allan Pease’s
Why Men Don’t
Listen & Women
Can’t Read Maps
“It is obvious to a woman when
another woman is upset, while a man
generally has to physically witness
tears or a temper tantrum or be
slapped in the face before he even has
a clue that anything is going on. Like
most female mammals, women are
equipped with far more finely tuned
sensory skills than men.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“Resting” State: 30%, 90%: “A
woman knows her children’s
friends, hopes, dreams, romances,
secret fears, what they are
thinking, how they are feeling. Men
are vaguely aware of some short
people also living in the house.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“As a hunter, a man needed vision that
would allow him to zero in on targets in the
distance … whereas a woman needed eyes
to allow a wide arc of vision so that she
could monitor any predators sneaking up
on the nest. This is why modern men can
find their way effortlessly to a distant pub,
but can never find things in fridges,
cupboards or drawers.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“Female hearing advantage
contributes significantly to what is
called ‘women’s intuition’ and is one
of the reasons why a woman can read
between the lines of what people say.
Men, however, shouldn’t despair.
They are excellent at imitating
animal sounds.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
Read This Book …
EVEolution:
The Eight Truths of
Marketing to Women
Faith Popcorn & Lys Marigold
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
What If …
“What if ExxonMobil or Shell dipped into their
credit card database to help commuting women
interview and make a choice of car pool
partners?”
“What if American Express made a concerted
effort to connect up female empty-nesters
through on-line and off-line programs, geared to
help women re-enter the workforce with today’s
skills?”
EVEolution
Not!!
“Year of the
Woman”
Enterprise Reinvention!
Recruiting
Hiring/Rewarding/Promoting
Structure
Processes
Measurement
Strategy
Culture
Vision
Leadership
THE BRAND ITSELF!
“Honey, are you
sure you have the
kind of money it
takes to be
looking at a car
like this?”
27 March 2000: email to TP from
Shelley Rae Norbeck
“I make 1/3rd more money than my
husband does. I have as much financial
‘pull’ in the relationship as he does. I’d say
this is also true of most of my women
friends. Someone should wake up, smell
the coffee and kiss our asses long enough
to sell us something! We have money to
spend and nobody wants it!”
STATEMENT OF PHILOSOPHY: I am a
businessperson. An analyst. A pragmatist. The
enormous social good of increased women’s
power is clear to me; but it is not my bailiwick.
My “game” is haranguing business leaders
about my fact-based conviction that women’s
increasing power – leadership skills
and purchasing power – is the strongest and
most dynamic force at work in the American
economy today. Dare I say it as a long-time Palo
Alto resident … THIS IS EVEN BIGGER THAN
THE INTERNET!
Tom Peters
Psssst! Wanna
see my “porn”
collection?
“If we are single, they say we
couldn’t catch a man. If we are
married, they say we are
neglecting him. If we are divorced,
they say we couldn’t keep him.
If we are widowed, they say we
killed him.”
Kathleen Brown, on the joys of female political candidacy
Stupid!
Ad from Furniture /Today (04.01):
“MEET WITH THE EXPERTS!: How
Retailing’s Most Successful Stay that Way”
Presenting Experts: M =
F=
??
16;
(94% = 272)
The Furniture Industry …
doesn’t understand BRANDING
doesn’t understand FASHION
doesn’t understand WOMEN
doesn’t understand SPEED & RESPONSIVENESS &
VALUE-ADDED SERVICES
doesn’t understand EXCITING RETAIL
PRESENTATION &
“EXPERIENCE” MARKETING.
And is run by old, conservative white guys … who
don’t even understand what they don’t understand.
Prescription …
SHE is the Consumer. (PERIOD.)
SHE is the Brand. (PERIOD.)
75% women designers* (*Men CANNOT
design for women. PERIOD.)
75% women reps.
“Cool” retail spaces in high-rent districts
(à la Ethan Allen).
Match furniture with accessories … i.e.,
create an “experience.”
FOCUS ON “RELATIONSHIPS-FOR-LIFE”,
not “transactions.”
Stupid: “Amazing, now that I
think about it. A bunch of
guys --developers, architects,
contractors--sitting around
designing shopping centers.
And the ‘end users’ will be
overwhelmingly women!”
Whose pelvis is
it, anyway?
Stupid: Nike.
The “pelvis
pics.” Research in
h.care. Georgene Terry’s
“finding.” Etc. Etc. Etc.
Etc. Etc.
Harmony.
From
General Mills. Low-fat cereal
fortified with calcium, folic acid
and iron. “Breakfast of Heroines”
Source: Business Week’s “The Best Products of 2001”
Brand Talent+: The
Education Fiasco
FES/NOV2001: New
Work. New Education.
The Twain Must
Meet.
TP Mood
Anger.
Despair.
Hopelessness.
Losing the War
to Bismarck
(and Rockefeller)
J. D. Rockefeller’s General Education Board
(1906):
“In our dreams people
yield themselves with
perfect docility to our
molding hands. … The task is
simple. We will organize children and teach
them in a perfect way the things their fathers
and mothers are doing in an imperfect way.”
John Taylor Gatto, A Different Kind of Teacher
“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
His teacher
informed us that he had refused to
color within the lines, which was a
state requirement for
demonstrating ‘grade-level motor
skills.’ ”
grade in art at such a young age?
Jordan Ayan, AHA!
“How many artists are there in the room? Would you please raise
your hands. FIRST GRADE: En masse the children leapt from
their seats, arms waving. Every child was an artist. SECOND
GRADE: About half the kids raised their hands, shoulder high, no
higher. The hands were still. THIRD GRADE: At best, 10 kids out
of 30 would raise a hand, tentatively, self-consciously. By the
time I reached SIXTH GRADE, no more than one or two kids
raised their hands, and then ever so slightly, betraying a fear of
being identified by the group as a ‘closet artist.’ The point is:
Every school I visited was participating
in the suppression of creative genius.”
Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace
An Unnatural
Way to
“Learn”
Schools’ “Kafka-like rituals”: “enforce sensory
deprivation on classes of children held in
featureless rooms … sort children into rigid
categories by the use of fantastic measures such as
age-grading, or standardized test scores … train
children to drop whatever they are occupied with
and to move as a body from room to room at the
sound of a bell, buzzer, horn, or klaxon … keep
children under constant surveillance, depriving
them of private time and space …
John Taylor Gatto, A Different Kind of Teacher
Kafka-like rituals (cont.): “assign children
numbers constantly, feigning the ability to
discriminate qualities quantitatively … insist
that every moment of time be filled with lowlevel abstractions … forbid children their own
discoveries, pretending to possess some vital
secret to which children must surrender their
active learning time to acquire.”
John Taylor Gatto, A Different Kind of Teacher
Doing Stuff
that Matters!
“During the first years of
life, youngsters all over
the world master a
breathtaking array of
competences with little
formal tutelage.”
Howard Gardner, The Unschooled Mind
The Learner’s Manifesto
The brain is always learning.
Learning does not require coercion.
Learning must be meaningful.
Learning is incidental.
Learning is collaborative.
The consequences of worthwhile learning
are obvious.
Learning always involves feelings.
Learning must be free of risk.
Frank Smith, Insult to Intelligence
Tom’s Edu3M
Manifesto*
*Manifesto for Education in the 3rd Millennium
Education3M
Learning is a normal state.
Children are learnavores.
Prodigious feats of learning are common as dirt.
[Watch an H.S. QB studying game film.]
We learn at different rates.
We learn in different ways.
Boys and girls learn [very] differently.
In a class of 25, there are 25 different trajectories.
Learning in 40-minutes blocks is bullshit.
Learning for tests is utterly insane.
There are numerous rigorous evaluation schemes,
of which testing is but one—and abnormal, by “real
world” standards.
Education3M
We learn most/fastest/most completely when we
are passionate about what we are learning and it
matters to us. [Salience rules!]
Think EBI/LBI: Education by Interest/
Learning by Internship.
Classrooms are abnormal places.
We need changes of pace. [Japanese recesses after each
class.]
International test scores are not correlated with
hours-per-year in class.
Big classes are slightly problematic. Big schools
suck. Period.
Education3M
“All this”—the right stuff—fits the NWW/New World
of Work hand-in-glove. [NWW = Age of Creativity.]
U.S. schools circa 2001 are a vestige of the
Prussian-Fordist model, more interested in shaping
behavior than stoking the fires of lifelong learning.
Cutting art-music budgets is truly dumb.
Learning is a matter of Intensity of Engagement, not
elapsed time. [Aargh: 11 minutes on the Battle of Gettysburg.]
Teachers need enough space-time-flexibility to get
to know kids as individuals.
Scientific discovery processes and the teaching of
science are utterly at odds. [Exploration vs. spoon-feeding.]
Education3M
Our toughest “learning achievement”—
mastering our native language—does not
require schools, or even competent parents. [It
does require a desperate need-to-know.]
Great teachers are great learners, not impartersof-knowledge.
Great teachers ask great questions—that launch
kids on lifelong quests.
The world is not about “right” & “wrong”
answers; it is about the pursuit of increasingly
sophisticated questions—just ask a ski
instructor or neurosurgeon.
Education3M
Most schools spend most of their time setting
up contexts in which kids learn not to like
particular subjects. [Evidence shows that such antilearning sticks!]
Vigorous exploration is normal … until you are
incarcerated in a school.
“Bite size” education-learning is neither
education nor learning.
Learning takes place rapidly on the cheerleading
squad, the football team, the school newspaper,
the drama club, at the after-class job--just not in
the hyper-structured classroom.
Education3M
The “school reform” “movement” is a giant step …
backwards … embracing the Prussian-Fordist
paradigm with renewed vigor—at exactly the
wrong time.
There are large numbers of superb schools, superb
principals, superb teachers; sadly, they not only fail
to infect the [largely timid] rest, but are ordinarily
supplanted by wusses & wimps.
Alas, the teaching profession does not ordinarily
attract “cool dudes & dudettes.”
Schools of “education” should by and large have
their charters revoked.
Education3M
Stability is dead; “education” must
therefore “educate” for an unknowable,
ambiguous, changing future; thence,
learning to learn & change is far more
important than mastery of a static
body of “facts.”
“Education” must “develop in youth the
capabilities for engaging in intense concentrated
involvement in an activity.” [James Coleman, 1974.]
[Hint: It doesn’t.] [Hint: Understatement.]
N.W.O. II, New Org IV
& Reprise: THINK
WEIRD.
The
High Standard
Deviation
Enterprise.
THINK WEIRD:
“The corporate faith in big
industrial mergers
is a vestige of the
spats-and-spittoons era.”
[2/3rds of which
fail]
—James Suroweicki, The New Yorker (More, a Buffett annualreport quote: “Many managers were overexposed in
impressionable childhood years to the story in which
the imprisoned handsome prince is released from a
toad’s body by a kiss from the beautiful princess.”)
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
Employees: “Are there
enough weird
people in the lab these
days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
Suppliers: There
is an ominous
downside to strategic supplier
relationships. An SSR supplier is not
likely to function as any more than a mirror
to your organization. Fringe suppliers that
offer innovative business practices need
not apply.”
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
Elliott Masie, on desirable
eLearning vendors: “I want a
‘sandbox partner,’ someone
who will openly say, ‘This is
not the last word; we
don’t know exactly where
we’re going.’ ”
Step 1: TAKE SOMEONE
NEW & WEIRD TO
LUNCH TODAY OR
TOMORROW. [Inundate yourself
with weird.]
WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the
organizational code). (1.5) Hire people who make you
uncomfortable, even those you dislike. (2) Hire people you
(probably) don’t need. (3) Use job interviews to get ideas, not
to screen candidates. (4) Encourage people to ignore and defy
superiors and peers. (5) Find some happy people and get them
to fight. (6) Reward success and failure, punish inaction.
(7) Decide to do something that will probably fail, then convince
yourself and everyone else that success is certain. (8) Think of
some ridiculous, impractical things to do, then do them.
(9) Avoid, distract, and bore customers, critics, and anyone who
just wants to talk about money. (10) Don’t try to learn anything
from people who seem to have solved the problems you face.
(11) Forget the past, particularly your company’s success.
Bob Sutton, Weird Ideas that Work: 11½ Ideas for Promoting,
Managing and Sustaining Innovation
The
GM/VC
leadership.
“model” of
Logic: Cut from 1,000 brands to 500 brands, for efficiency’s
sake. Need 10% p.a. growth in reduced # of brands to get
“guaranteed” corporate growth of 5%. (AND YOU DON’T GET
“AVERAGE” GROWTH IN EVERY BRAND—DUH.) Hence, 10% across-theboard growth will mostly come from 40% growth in small # of
brands (Pareto: 80/20 rule; blah, blah, blah).
Axiom: 40% growth will only
come from high-risk bets—and
accompanying failures—across
the portfolio. Hence, the “VC
[GM] model.”
Axiom/Statistical Truism: The
more challenging the goal and the
more elusive the target … the
more dependant we are on the
“outliers” … the
serendipitous/“long shot” results
that only emanate from a portfolio
of “tries”/projects laden with risk.
ALL HAIL THE HSDE!
Renewal = The Weird 10 = The “High S.D.” Enterprise/Individual
Pioneer [Weird] Acquisitions
Pioneer [Weird] Customers & Alliance Partners
[Measure the Customer-Partner Portfolios’ S.D./Weirdness Index]
Divide & Conquer/“Sell-by” [Lessons from the Bees, Sir Richard, Gary H.]
Pioneer Assignments/Pioneer Projects/Pioneer Partners
[F2F: Freak-to-Freak/ 4F: Find a Fellow Freak Faraway]
Hire Weird [Diversity]/Train Weird/Promote Weird/Pay Gobs &
Promote Fast & Cherish “Six Sigma” Talent/Appoint a Weird Board
Weed Un-weird [“One Sigma” “Talent,” etc.]
Hang out with Weird [Univ. of Weird]/Lunch with Weird/
Read & Surf Weird/Vacate Weird
R.A.F. to R.F.A. to F.F.F. [O.O.D.A. Loops/Prototyping Mania]
Sense of Humor [Rhapsodize Over Thine Cool Failures!]
Re-enforce a “Culture of Disrespect”/PassionatePiracy
The Top Creators of Shareholder Value
Accept depressed earnings
for several quarters to
support hot product
Expense rather than capitalize new
venture costs
Bonuses without caps
Source: Fortune (09.17.201)
New Org IV+: Tomorrow’s
Organizations …
Itinerant Potential
Machines.
TALENT POOL TO DIE FOR. Youthful.
Insanely energetic. Value creativity. Risk
taking is routine. Failing is normal … if
you’re stretching. Want to “make their
bones” in “the revolution.”Love the new
technologies. Well rewarded. Don’t plan to
be around 10 years from now.
TALENT POOL PLUS. Seek out and work
with “world’s best” as needed (it’s often
needed). “We aim to change the world, and
we need gifted colleagues—who well may
not be on our payroll.”
BRASSY-BUT-GROUNDED-LEADERSHIP. Say “I
don’t know”—and then unleash the TALENT.
Have a vision to be DRAMATICALLY
DIFFERENT—but don’t expect the co. to be
around forever. Will scrap pet projects, and
change course 180 degrees—and take a big
write-off in the process. NO REGRETS FROM
SCREW-UPS WHOSE TIME HAS NOT-YETCOME. GREAT REGRETS AT TIME & $$$
WASTED ON “ME TOO” PRODUCTS AND
PROJECTS.
BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)
“Visionary” leaders matched by leaders with
shrewd business sense: “HOW DO WE TURN A
PROFIT ON THIS GORGEOUS IDEA?” Appreciate
“market creation” as much as or more than
“market share growth.” ARE INSANELY AWARE
THAT MARKET LEADERS ARE ALWAYS IN
PRECARIOUS POSITIONS, AND THAT MARKET
SHARE WILL NOT PROTECT US, IN TODAY’S
VOLATILE WORLD, FROM THE NEXT KILLER
IDEA AND KILLER ENTREPRENEUR. (Gates.
Ellison. Venter. McNealy. Walton. Case. Etc.)
ALLIANCE MANIACS. Don’t assume that
“the best resides within.” WORK WITH A
SHIFTING ARRAY OF STATE-OF-THE-ART
PARTNERS FROM ONE END OF THE
“SUPPLY CHAIN” TO THE OTHER.
Including vendors and consultants and …
especially … PIONEERING CUSTOMERS …
who will “pull us into the future.”
TECHNOLOGY-NETWORK FANATICS. Run the
whole-damn-company, and relations with all
outsiders, on the Internet … at Internet speed.
Reluctant to work with those who don’t share
this (radical) vision.
POTENTIAL MACHINES-ORGANISMS. Don’t
know what’s coming next. But are ready to jump
at opportunities, especially those that
challenge-overturn our own “way of doing
things.”
New Org IV++:
NewGov2002.
WE NEED …
IDEAS!
“There will be more
confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
change will only accelerate.”
Steve Case
BMcC: (1) Hierarchy vs.
“Network organization.” (2)
NWO = “Doctrine as center of
gravity”/source of motivation;
distributed support & decisionmaking;largely self-organizing;
“outside the military sphere.”
“Our military structure
today is essentially one
developed and
designed by
Napoleon.”
Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
From:
To:
Weapon v.
Weapon
Org structure v.
Org structure
Ideas > Leadership
NO: “Good gov’t”
YES: EFFECTIVE Gov’t
(in altered/ambiguous
times)
A Plea for
“virtual
[RESPONSIVE]
government”
WALLS
MUST
FALL!
The W.O.G. (Work-of-
InstaTargeted WPTs
Government):
(WOW
Project
Teams
)
(B.H.A.G.)
(with clout)
Experiments rule!
Failures
rule!
Talent
matters!
IS/IT to
the Max!
Streamlined
procurement (esp.
IS/IT)
“THE MARINES
LEARN NEW
TACTICS—FROM
WAL*MART”
Week (12.24.2001)
—Business
N.W.O. III: It all
adds up to …
THE BRAND.
“WHO ARE
YOU [these days] ?”
TP to Client
“Most companies tend to equate branding with the
company’s marketing. Design a new marketing
campaign and, voilà, you’re on course. They are
wrong. The task is much bigger. It is about fulfilling our
potential … not about a new logo, no matter how
clever. WHAT IS MY MISSION IN LIFE? WHAT
DO I WANT TO CONVEY TO PEOPLE? HOW DO
I MAKE SURE THAT WHAT I HAVE TO OFFER
THE WORLD IS ACTUALLY UNIQUE? The brand
has to give of itself, the company has to give of
itself, the management has to give of itself. To
put it bluntly, it is a matter of whether – or not –
you want to be … UNIQUE … NOW.”
Jesper Kunde, A Unique Moment
“We are in the twilight of a society based on data. As
information and intelligence become the domain of
computers, society will place more value on the one
human ability that cannot be automated: emotion.
Imagination, myth, ritual - the language of emotion will affect everything from our purchasing decisions
Companies will
thrive on the basis of their stories
and myths. Companies will need to understand
to how we work with others.
that their products are less important than their
stories.”
Rolf Jensen, Copenhagen Institute for Future Studies
“Brand Promise” Exercise: (1) Who
Are WE? (poem/novella/song, then 25 words.)
(2) List three ways in which we are
UNIQUE … to our Clients. (3) Who
are THEY (competitors)? (ID, 25 words.)
(4) List 3 distinct “us”/“them”
differences. (5) Try “results” on
your teammates. (6) Try ’em on a
friendly Client. (7) Try ’em on a
skeptical Client!
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or
2 > 3 or 4/“One Great Thing.”
Source #1: Personal Passion)
2ND Law: REAL REASON TO BELIEVE (Stand &
Deliver!)
RD
3
Law: DRAMATIC
DIFFERENCE (Execs Don’t Get It:
See the next slide.)
Source: Jump Start Your Business Brain, Doug Hall
2 Questions:
“How likely are you to
purchase this new product or
service?” (95% to 100% weighting by execs)
“How unique is this new
product or service?” (0% to 5%*)
*No exceptions in 20 years – Doug Hall,
Jump Start Your Business Brain
Message: “Branding” is B.S. longterm if the product is not
supercalifragilisticexpealidocious
(e.g., see sections on Design &
Experience above)
The Heart of
Branding …
“WHO ARE
WE?”
WHAT’S
OUR
STORY?
DO THE
HOUSEKEEPERS
& CLERKS “BUY
IT”?
[ARE YOU V-E-R-Y SURE?]
“EXACTLY
HOW ARE WE
DRAMATICALLY
DIFFERENT?”
“ WHY DOES IT
MATTER TO
THE CLIENT?”
“EXACTLY HOW DO I
PASSIONATELY
CONVEY THAT
DRAMATIC
DIFFERENCE TO THE
CLIENT ”
Leading in
Totally Screwed
Up Times.
The Context.
“There will be more
confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
change will only accelerate.”
Steve Case
Uncertainty: We
don’t know
when things will get back
to normal.
We no longer
know what “normal”
means.
Ambiguity:
BMcC: (1) Hierarchy vs.
“Network organization.” (2)
NWO = “Doctrine as center of
gravity”/source of motivation;
distributed support & decisionmaking;largely self-organizing;
“outside the military sphere.”
From:
To:
Weapon v.
Weapon
Org structure v.
Org structure
“Our military structure
today is essentially one
developed and
designed by
Napoleon.”
Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
<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
1 day 2001 = Year’s
trade in 1949, year’s
FEX in 1979, year’s
global calls in 1984.
Source: Charles Handy, The Elephant and the Flea
The
Leadership
The Basic
Premise.
1. Leadership Is a …
Mutual
Discovery
Process.
Leaders-Teachers Do Not “Transform People”!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a luxuriant
portfolio of meaningful opportunities (projects) which
(3) allow people to fully (and safely, mostly—caveat: “they”
don’t engage unless they’re “mad about something”) express
their innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams, assisted by an
extensive self-constructed network) by which those people
(5) go to-create places they (and their mentors-teachersleaders) had never dreamed existed—and then the
leaders-mentors-teachers (6) applaud like hell, stage
“photo-ops,” and ring the church bells
100 times to commemorate the bravery of their
“followers’ ” explorations!
I am inalterably opposed to
“organization change,”
“empowerment,” “motivation.” The
goal: to awaken the latent talent
already within, by providing
opportunities worthy of the
individual’s investment of her or
his most precious resources …
time and emotional commitment.
1A. Leaders …
Cede Control.
“I don’t
know.”
“The leader who says ‘I don’t know’ essentially
says that the group is facing a new ballgame
where the old tools of logic may be its undoing
rather than its salvation. To drop these tools is
not to give up on finding a workable answer. It is
only to give up on one means of answering that
is ill-suited to the unstable, the unknowable, the
unpredictable. To drop the heavy tools of
rationality is to gain access to lightness in the
form of intuitions, feelings, stories, experience,
active listening, shared humanity, awareness in
the moment, capability for fascination, awe,
novel words and empathy.” - Karl Weick
1B.
Not
to Screw
Things Up
Leaders Try …
“Ninety percent of what
we call ‘management’
consists making it
difficult for people to get
things done.” – P.D.
The
Leadership
Types.
2. Great Leaders on Snorting
Steeds Are Important – but
Great Talent
Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
the Long Haul.
25/8/53*
(*Damn it!)
Whoops: Jack
didn’t have a vision!
2A. “Just One”: Great
Leading = Great
Mentoring.
T.A.:
FindDevelop-Mentor
Goal of the Year No. 1*:
ONE Extraordinary
Person.
*CEO, large financial advisory firm, April 2001
2B.
Great Leaders are …
Great V.C.s.
“Basically [Omnicom’s John] Wren makes
aggressive bets on entrepreneurs and
gives them tremendous autonomy, on the
assumption that the risk-taking will pay off
in new ideas, connections, businesses,
and, yes, revenues and profits. …
‘Omnicom operates like a
venture-capital firm,’ says Sir Martin
Sorrell [of WPP].”
Fortune (09.17.2001)
3. But Then Again, There
Are Times When This
“Cult of Personality”
(Type II Leadership) Stuff
Actually Works!
“A leader is a
dealer in
hope.”
Napoleon
(+TP’s writing room pics)
4. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired Profit
Mechanic)
4A. All Organizations
Need the Golden
Leadership
Triangle.
The Golden Leadership
Triangle: (1) CreatorVisionary … (2) Talent
Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic.
Project Team Golden Triangle
(1) Champion-Maniac.
(2) Implementer-Pol. (3)
Schedule & Budgets
Fanatic.
5. Leadership Mantra
#1: IT
ALL
DEPENDS!
Renaissance Men
are … a snare, a
myth, a delusion!
6. The Leader Is
Rarely/Never the
Best Performer.
33 Division Titles. 26
League Pennants. 14
World Series: Earl Weaver—0.
Tom Kelly—0. Jim Leyland—0.
Walter Alston—1AB. Tony
LaRussa—132 games, 6 seasons.
Tommy Lasorda—P, 26 games.
Sparky Anderson—1 season.
The
Leadership
Dance.
7. Leaders …
SHOW UP!
P.S. …
5,000
miles for a 5
min. meeting!
Mark McCormack:
7A. Leaders …
LOVE the
MESS!
“If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
7B. Leadership
Is Improv!
Duct Tape Rules!
“Andrew Higgins, who built landing craft
in WWII, refused to hire graduates of
engineering schools. He believed that they only
teach you what you can’t do in engineering
school. He started off with 20 employees, and by
the middle of the war had 30,000 working for
him. He turned out 20,000 landing craft. D.D.
Eisenhower told me, ‘Andrew Higgins won the
war for us. He did it without engineers.’ ”
Stephen Ambrose/Fast Company
8. Leaders
Groove on
AMBIGUITY!
“Most of our
predictions are based
on very linear thinking.
That’s why they will
most likely be wrong.”
Vinod Khosla, in “GIGATRENDS,” Wired 04.01
9. Leaders
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!)
9A. Leaders
Re
-do.
“Sony Electronics has a wellearned reputation for persistence.
The company’s first entry into a
new field often isn’t very good. But,
as it has shown in laptops, Sony
will keep trying until it gets
it right.”
Business Week (5/01)
“If Microsoft is good at anything, it’s
avoiding the trap of worrying about
criticism. Microsoft fails constantly.
They’re eviscerated in public for lousy
products. Yet they persist, through
version after version, until they get
something good enough. Then they
leverage the power they’ve gained in
other markets to enforce their standard.”
Seth Godin, Zooming
He who has the
quickest O.O.D.A.
Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd
9B. Leaders Are
PLAYFUL.
“You can’t be a serious innovator
unless and until you are ready,
willing and able to seriously play.
‘Serious play’ is not an oxymoron;
it is the essence of innovation.”
Michael Schrage,
Serious Play
Never trust
a “boss” with
no toys in
his/her office!
Axiom:
10. BUT … Leaders
Know When to
Wait.
Tex Schramm:
The
“too hard”
box!
Axioms: (1)
Pick your
battles carefully. (2)
Sometimes inaction
promotes sorting out &
preserves options.
11. Leaders …
DELIVER!
11A. Leaders
KNOW They Can
Make a Difference!
“Leaders don’t
‘want to’ win.
Leaders ‘need
to’ win.”
#49
WILLPOWER RULES! (12.12.2001) “In the
end the war is not about statistics, deadlines, short
attention spans of 24 hour news cycles. It’s about will,
the projection of will, the clear, unambiguous
determination of the president of the United States and
the American people to see this through.—DR.
Given our lack of knowledge, LT investments
made on the basis of “animal spirits—a spontaneous
urge to action rather than inaction, not as the outcome
of a weighted average of quantitative benefits
multiplied by quantitative probabilities.”—JMK.
Texas’ “top ten percenters” GPAs > than those with
SATs 200-300 points higher.
mean
“A real superstar is
in a
particular way. He is Michael Jordan or
Cal Ripken, greedy for records and
history. Armored and self-contained, his
inner core is a hard knot of physical
talent and fierce will. Nothing penetrates
that core, and anybody or anything that
gets too close is out of his life.”
Michael Sokolove, “The last Straw”
11B. Leaders Are …
Optimists.
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost transcendent
happiness.”
Half-full Cups:
Lou Cannon, George (08.2000)
12. BUT …
Leaders Are
Realists/Leaders
Win Through
LOGISTICS!
The “Gus
Imperative”!
13. Leaders
FOCUS!
“To
Don’t ”
List
14. Leaders …
Set CLEAR
DESIGN SPECS.
1@T: (1) Neutron
JackWorld/
Jack. (Banish bureaucracy.) (2) “1, 2
or out” Jack. (Lead or leave.) (3)
“Workout” Jack. (Empowerment,
GE style.) (4) 6-Sigma Jack. (5)
Internet Jack. (Throughout)
TALENT JACK!
Danger:
S.I.O.
(Strategic
Initiative Overload)
15. Leaders …
Send V-E-R-Y
Clear Signals About
Design Specs!
Ridin’ with Roger: “What
have
you done to
DRAMATICALLY
IMPROVE quality in the
last 90 days?”
It’s
Relationships,
Stupid.
16. Leaders
Trust in
TRUST!
Credibility
16A. Leaders Infuse the
Dreaded-All Important
“Evaluation Process”
with CREDIBILITY!
25 = 100
17. Leaders …
Understand the
Ultimate Power of
RELATIONSHIPS.
“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
17A. Leaders
Wire the Joint!
Winners wire.
Losers are
slaves to rank.
“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
17B. Leaders Are
Natural
EMPOWERMENT
FREAKS!
18. Leaders Know …
Women Roar/
Women Rule.
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report, Business Week, 11.20.00
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
Source: Judy B. Rosener, America’s Competitive Secret
(18A.
Women
Buy All the Stuff)
Oh Yeah … and
$4.8T > Japan
9M/27.5M/$3.6T
> Germany
If It Ain’t Broke
… Break It.
19. Leaders …
FORGET!/
Leaders …
DESTROY!
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
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
“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
Cortez!
Leaders “dump
the
ones who brung
’em” —Nokia, HP, 3M,
PerkinElmer, Corning, etc.
The [New] Ge Way
DYB.com
20. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned.”
Subtitle in the chapter, “Own Up to the Great Paradox: Success
Is the Product of Deep Grooves/ Deep Grooves Destroy
Adaptivity,” Liberation Management (1992)
21. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision
22. Leaders …
HANG OUT
WITH FREAKS!
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
Axiom: Never hire
anyone without an
aberration in their
background!
enough
weird people in
“Are there
the lab these days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
Would Craig
Venter
(Luciano Benetton)
come to work for
us?
“I would like to think we could
attract students with green
hair. We will take pink and
blue and orange hair, too.”
Shirley Tilghman, Princeton
Yikes: “What worries me is that
I can’t see why any ambitious
young person would want to
join my company, or stay here
for long if they did join. My most
important job is to change that
as fast as I can.”—CEO, giant multinational,
to Charles Handy
Message: TAKE
NEW &
WEIRD TO LUNCH
SOMEONE
TODAY OR TOMORROW.
[Inundate yourself with weird.]
23. Leaders Make
[Lotsa] Mistakes
– and MAKE NO
BONES ABOUT IT!
Sam’s
Secret #1!
“Fail faster.
Succeed
sooner.”
David Kelley/IDEO
24. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
24A. Leaders Honor
Mistakes & Create
“Blame-free
‘Cultures.’ ”
Accountability: YES!
Never-ending witch
hunts:
NO!
Winning By Acknowledging Failures
Wernher Von Braun, the Redstone
missile engineer who “confessed” &
the bottle of champagne. Award to the
sailor on the Carl Vinson—for
reporting the lost tool. Amy Edmonson
& the successful nursing units with the
highest reported adverse drug events.
Source: Karl Weick & Kathleen Sutcliffe, Managing the Unexpected
Create.
25. Leaders Know that
THERE’S MORE TO LIFE
THAN “LINE EXTENSIONS.”
Leaders Love to CREATE NEW
MARKETS.
No one ever made it
into the Business Hall
of Fame on a record of
“line extensions.”
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
Peter Job, CEO, Reuters
The Top Creators of Shareholder Value
Accept depressed earnings
for several quarters to
support hot product
Expense rather than capitalize new
venture costs
Bonuses without caps
Source: Fortune (09.17.201)
“The highest performing companies have
well-developed systems for killing ideas
their customers don’t want. As a result,
these companies find it very difficult to
invest adequate resources in disruptive
technologies—lower margin opportunities
that their customers don’t want—until they
want them. And by then it’s too late.”
Clayton Christensen, The Innovator’s Dilemma
26. Leaders Pursue
DRAMATIC
DIFFERENCE!
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or
4/“One Great Thing.”
Source #1: Personal Passion)
2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)
3RD Law: DRAMATIC
DIFFERENCE (Execs Don’t Get It:
“intent to purchase” – 100%; “unique” – 0% to
5%)
Source: Jump Start Your Business Brain, Doug Hall
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
26A. Leaders … Make
Their Mark /
Leaders … Do Stuff
That Matters
Ideas > Leadership
“Today the problem is not how
to produce more to sell more.
The fundamental question is
that of the product’s right to
exist. And it is the designer’s
right and duty to question the
legitimacy of the product.”
Philippe Starck
NO: “Good gov’t”
YES: EFFECTIVE Gov’t
(in altered/ambiguous
times)
“By combining powerful
computer technology and other
modern information-based
systems we could make a
revitalized, leaner military force
that is designed to outsee,
outmaneuver and outfight any
foe.” --Bill Owens, Lifting the Fog of War
27. Leaders Push Their
W-a-y Up the
Value-added/
Intellectual Capital
Chain
Organizations
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
HP … Sun … GE … IBM
… UPS … UTC …
General Mills … Springs
… Anheuser-Busch …
Carpet One … Delphi …
Etc. … Etc.
Springs
Collections.
Flexible sourcing.
Packaging.
Merchandising.
Promotion.
Design.
Systems & Site mgt.
= Turnkey.
28. Leaders
LOVE the
New Technology!
square feet
“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!
…
28A. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) CreatorVisionary … (2) Talent
Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic. (4)
Technology Dreamer-True
Believer
Talent.
29. When It Comes to
TALENT …
Leaders Always Swing
for the Fences!
Message: Some
people are
better than other
people. Some people
are a helluva lot
better than other
people.
30. Leaders Don’t
Create “Followers”:
THEY CREATE
LEADERS!
Brand You, Big Time!
I AM AN
ARMY OF
ONE
31. Leaders “Win
Followers Over”
WHAT AN IDIOT: “Instead
of employees being in the driver’s
seat, now we’re in the driver’s
seat.”
“Coaching
is winning
players over.”
PJ:
32. Leaders
“Manage” Their
EVP/Internal
Brand Promise.
MantraM3
Talent = Brand
EVP = Challenge,
professional growth,
respect, satisfaction,
opportunity, reward
Source: Ed Michaels et al., The War for Talent
33. Leaders LOVE
RAINBOWS – for
Pragmatic Reasons.
“Diversity defines the health and
wealth of nations in a new century.
Mighty is the mongrel. … The hybrid is hip. The
impure, the mélange, the adulterated, the
blemished, the rough, the black-and-blue, the
mix-and-match – these people are inheriting the
earth. Mixing is the new norm. Mixing trumps
isolation. It spawns creativity, nourishes the
human spirit, spurs economic growth
and empowers nations.”
G. Pascal Zachary, The Global Me:
New Cosmopolitans and the Competitive Edge
33A. Leaders Pursue
Poets!
Gardner’s MI7: Logical-
mathematical, Linguistic,
Spatial, Musical,
Bodily-kinesthetic,
Interpersonal,
Intrapersonal.
“Expose yourself to the
best things humans
have done, and then try
to bring those things
into what you’re
doing.”
Steve Jobs
Passion.
34. Leaders …
Out Their
PASSION!
“Create a
‘cause,’ not a
‘business.’ ”
G.H.:
35. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
BZ: “I am a …
Dispenser of
Enthusiasm!”
36. Leaders
Focus on the
SOFT STUFF!
“Soft” Is
“Hard”
- ISOE
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.]
36A. Leaders Know …
“Culture Change”
Takes But a
Minute. (No Bull!)
What Do I “Do” First?
One Minute
Excellence!*
*Thomas Watson
Culture Change is not “Corporate.”
Culture Change is not a “Program.”
Culture change does not take “Years.”
Culture Change does not start “Today.”
Culture Change starts Right
Culture Change
Now!
Lives in the Moment!
Culture Change is
Entirely in Your Hands!
The “Job” of
Leading.
37.
Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t LOVE
SALES … find
another life. (Don’t pretend
TP:
you’re a “leader.”) (See TP’s
The Project50.)
37A. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life. (Don’t pretend
TP:
you’re a “leader.”)
38.
But … Leaders Also
Break a Lot of
China
If you’re not
pissing people off,
you’re not making
a difference!
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, article on
“Most Admired Global Corporations”
Joe J. Jones
1942 – 2001
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
39. Leaders
Give …
RESPECT!
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the
same way he talked and listened to a
bishop or a college president. He
was
seriously interested in who you
were and what you had to say.”
Sara Lawrence-Lightfoot, Respect
“Leaders are living
individuals whom
employees smell,
feel, touch their
presence.”
#49
“It is impossible to claim that all good teachers
use similar techniques: some lecture nonstop
and others speak very little; some stay close to
their material and others loose the imagination;
some teach with the carrot and others with the
stick. But in every instance, good teachers
share one trait: a strong sense of personal
identity infuses their work. ‘Dr. A is really
there when he teaches.’ ‘Mr. B has such
enthusiasm for his subject.’ ‘You can tell
that this is really Prof. C’s life.’ ”
Parker Palmer, The Courage to Teach
40. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
“The two most powerful things
a kind
word and a
thoughtful
gesture.”
in existence:
Ken Langone, CEO, Invemed Associates [from Ronna
Lichtenberg, It’s Not Business, It’s Personal]
40A. Leaders Are …
Graceful.
“My favorite word is grace –
grace,
saving grace, grace under
fire, Grace Kelly. How we live
whether it’s amazing
contributes to beauty – whether
it’s how we treat other people or
the environment.”
Celeste Cooper, designer
Rodale’s on “Grace” …
elegance … charm …
loveliness … poetry in
motion … kindliness ..
benevolence … benefaction
… compassion … beauty
41. Leaders
LISTEN!
See Stephen!
(Empathetic
Listening)
41A. Leaders
Are …
Curious.
41B. Leaders
Are … Great
Learners.
The Three Most
Important Letters …
TP/08.2001:
42. Leadership
Is a …
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
43.
Leaders …
Are
The Brand
“WHO ARE
YOU [these days] ?”
TP to Client
“We are in the twilight of a society based on data. As
information and intelligence become the domain of
computers, society will place more value on the one
human ability that cannot be automated: emotion.
Imagination, myth, ritual - the language of emotion will affect everything from our purchasing decisions
Companies will
thrive on the basis of their stories
and myths. Companies will need to understand
to how we work with others.
that their products are less important than their
stories.”
Rolf Jensen, Copenhagen Institute for Future Studies
The BRAND lives (OR
DIES) in the “minutiae”
of the leader’s momentto-moment actions.
“You must be
the change you
wish to see in the
world.”
Gandhi
44. Leaders …
GREAT
STORY!
Have a
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
“Early in my career in the law I learned
he who has
the best story
wins.”
that …
JQ Adams/A Hopkins to T Joadson/M Freeman
“Stories of identity – narratives
that help individuals think about
and feel who they are, where
they come from, and where they
are headed – constitute the
single most powerful weapon
in the leader’s arsenal.”
Howard Gardner, Leading Minds: An Anatomy of Leadership
MB
A!*
*Managing By Story-ing Around/David Armstrong
Leaders don’t just make products
and make decisions.
Leaders make
meaning.
– John Seeley Brown
45. Leaders Seed &
Pursue &
Recognize (Weird)
“Demos.”
45A. Leaders
Create
BUZZ!
Demos!
Heroes!
Stories!
L.B.I.W.D.
Inducing Weird Demos)
(Leading By
Leaders aimed on changing their
world identify
palpable
heroes, who executed
palpable projects—they
point to these people and say to
the masses, “See, here it is, done
by one of your own.” (And then they
“deep-dip” a few of those heroes to demo their
seriousness.)
Each VP a V.C.: Portfolio
of high-risk investments in
people & ideas from all
across the company.
Introspection.
46. Leaders …
Enjoy Leading.
Warren’s “Whoops
Moment” …
“Warren, I know you
want to ‘be’
president. But do
you want to ‘do’
president?”
Docs who
want to heal the
sick vs. Docs who
want to be M.D.s.
Thom Mayer:
46A. Leaders …
KNOW
THEMSELVES.
Individuals (would-be leaders)
cannot engage in a
liberating mutual discovery
process unless they are
comfortable with their
own skin. (“Leaders” who are not
comfortable with themselves become petty
control freaks.)
46B. But …
Leaders have
MENTORS.
Upon
having the Leadership
Mantle placed upon thine
head, thou shalt never
hear the unvarnished
truth again!*
The Gospel According to TP:
(*Therefore, thy needs one faithful
compatriot to lay it on with no jelly.)
47. Leaders
LAUGH!
47A.
“It’s My
Fault.”
But … Leaders Know
You recruited ’em.
You hired ’em.
You trained ’em.
You evaluated ’em.
You “motivated” ’em.
47B. Leaders Don’t
Scapegoat /
Allow
Scapegoating.
“When a plane crashes,
they ask, ‘What
happened?’ In medicine
they ask: ‘Whose fault
was it?’ ”—James Bagian, M.D. &
former astronaut, now working with the VHA.
48. Leaders …
Take Breaks.
Zombie!
Zombie!
Zombie!
Zombie!
The End
Game.
49. Leaders
???:
“Leadership is the
PROCESS of
ENGAGING PEOPLE in
CREATING a LEGACY
of EXCELLENCE.”
“ ‘It’s only business,
not personal’ … IT
ALWAYS IS
PERSONAL.”
“Hire smart – go
bonkers – have grace –
make mistakes – love
technology – start all
over again.”
“LEADERS NEED TO
BE THE ROCK OF
GIBRALTAR ON
ROLLER BLADES”
Bonus:
Boss Talk
Branding: Kevin Roberts: “The
great brands have mystery and
sensuality. Apple is the most
sensual product since the
vibrator.”/ Tina Brown: “You should
be able to throw a magazine on the
floor at any page and know whose
magazine it is.”/
The Perils of “Me-too”: Stephen
Hardis (Eaton): “Don’t have your
resources trapped in areas that are
inherently zero-sum games with a very
marginal return.”/ Phil Condit (Boeing):
“Just doing what your competitor does
is the biggest opportunity to lose
money. Douglas and Lockheed built
tri-jets to the identical specs and beat
each other silly.”
Jeff Bezos: “It’s easy to let the inbox side of your life overwhelm
you, so you become a totally
reactive person. The only remedy I
know is to set aside some fraction
of your time as your own. I use
Tuesdays and Thursdays as my
proactive days, when I try not to
schedule meetings.”
Jeff Bezos: “I'm often
encouraging people to go
faster, even if it means a
worse initial product. I want
us to start learning. The cost
of trying to avoid mistakes
is huge in terms of speed.”
Robert Miller (Federal-Mogul), on
Turnarounds: (1) Tell the truth.
Play it straight. (2) Make
decisions. Don’t study things to
death. (3) Listen to your
customers. They are usually
more perceptive than you are
about what needs to be done.”
Juergen Schrempp/DaimlerChrysler
“Digital decision making”/
“the danger of the deadly
wish for harmony”
Boss Talk/WSJ
Provide a simple, clear, exciting
& energizing focus.
Obsess on TALENT.
Speed > Perfection. (Clarity, motivation, rapid adjustment.)
Leap > Line extension. (Beware “me-too,” perfecting
yesterday.)
Tell the truth.
Control your calendar.
Get out of the office.
Listen to customers face-to-face—at their place.
50. Leaders Know
WHEN TO
LEAVE!
Thank You!