Transcript Re-imagine’s Requisites: The Leadership Tom Peters/06.18.04 Slides at … tompeters.com Montgomery Ward … Kmart … Sears … Macy’s … Hutzler’s … Wanamaker’s … DEC …

Re-imagine’s Requisites:
11
The Leadership
Tom Peters/06.18.04
Slides at …
tompeters.com
Montgomery Ward … Kmart …
Sears … Macy’s … Hutzler’s …
Wanamaker’s … DEC … Wang …
Compaq … Chase Manhattan …
American Motors … Chrysler …
U. S. Steel … Bethlehem Steel …
AT&T … Soviet Union …
Wal*Mart … Dell …
Microsoft … U.S.A. …
“Uncertainty is the only
thing to be sure of.” —Anthony Muh,
head of investment in Asia, Citigroup Asset Management
“If you don’t like change,
you’re going to like
irrelevance even less.” —General Eric
Shinseki, Chief of Staff,
U. S. Army
“It’s no longer enough to
be a ‘change agent.’ You
change
insurgent—
must be a
provoking, prodding,
warning everyone in sight
that complacency is
death.” —Bob Reich
Biases
Importance of Success Factors by Various
“Gurus”/Estimates by Tom Peters
Strategy Systems Passion Execution
Porter
50%
20
15
15
Drucker
35%
30
15
20
Bennis
25%
20
30
25
Peters
15%
20
35
30
Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective
1. Insanely Great & Quirky Talent.
2. Disrespect for Tradition.
3. Totally Passionate (to the Point of Irrationality) Belief in What
We Are Here to Do.
4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.”
5. A Maniacal Bias for Execution … and Utter Contempt
for Those Who Don’t “Get It.”
6. Speed Demons.
7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)
8. Passionate Hatred of Bureaucracy.
9. Willingness to Lead the Customer … and Take the Heat Associated
Therewith. (Mantra: Satan Invented Focus Groups to Derail True
Believers.)
10. “Reward Excellent Failures. Punish Mediocre Successes.”
11. Courage to Stand Alone on One’s Record of Accomplishment
Against All the Forces of Conventional Wisdom.
12. A Crystal Clear Understanding of the power of a Good Story
(Brand Power).
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10. Avoid moderation!
Sir Richard’s Rules:
Follow your passions.
Keep it simple.
Get the best people to help you.
Re-create yourself.
Play.
Source: Fortune/10.03
“In Tom’s world, it’s
always better to try a swan
dive and deliver a
colossal belly flop than to
step timidly off the
board while holding your
nose.” —Fast Company /October2003
Purpose
It is the foremost task—
and responsibility—
of our generation to
re-imagine our
enterprises, private
and public. —from the back cover,
Re-imagine!
“Management has a lot to do
with answers. Leadership is a
function of questions. And the
first question for a leader
always is: ‘Who do we intend
to be?’ Not ‘What are we going
to do?’ but ‘Who do we intend to
be?’” —Max De Pree, Herman Miller
Re-imagine!
Do we rest on our laurels or reinvent our corners of the world?
T.I.B.*: In the end we are uniquely
responsible for using our power
and resources to leave the world a
better place than when we arrived.
*This I Believe
60 – 30 = 90 – 60*
*90 – 60 > 60 – 30 (??)
One Person, Not So Senior!
LCDR Charles Swift,
Guantanamo Bay defense
attorney
SPC Joe Darby
Context: The Change Tsunami
Jobs
Technology
Globalization
War, Warfighting & Security
Jobs
New Technology
Globalization
War, Warfighting &
Security
The Perfect (Jobs) Storm
Off-shoring
WC Automation
Reluctance to hire
“In a global economy, the
government cannot give
anybody a guaranteed success
story, but you can give people
the tools to make the most of
their own lives.” —WJC, from Philip Bobbitt,
The Shield of Achilles: War, Peace, and the Course of History
“14 MILLION
service jobs are in
danger of being
shipped overseas” —
The Dobbs Report/USN&WR/11.03/re new UCB
study
“Income Confers No
Immunity as Jobs
Migrate”
—Headline/USA Today/02.04
+
People skills & emotional intelligence (financial service
sales, 78%/248K; RNs, 28%/512K; lawyers, 24%/182K)
Imagination & creativity (architects, 44%/60K;
designers, 43%/230K; photographers, 38%/50K)
Analytic reasoning (legal assts, 66%/159K; electronic
engs, 28%/147K; computer operators, 55%/367K)
Source: “Where the Jobs Are”/NYT/05.13.2004/data 1994-2004
Formulaic intelligence (health record clerks, 63%/36K;
secretaries & typists, 30%/1.3M; bookkeepers,
13%/247K)
Manual dexterity (sewing machine ops, 50%/347K;
lathe ops, 49%/30K; butchers, 23%/67K)
Muscle power (timber cutters, 32%/25K; farm workers,
20%/182K)
Source: “Where the Jobs Are”/NYT/05.13.2004/data 1994-2004
“One Singaporean worker
costs as much as …
3 … in Malaysia
8 … in Thailand
13 … in China
18 … in India.”
Source: The Straits Times/08.18.03
“The proper role of a healthily
functioning economy is to destroy
jobs and to put labor to use
elsewhere. Despite this truth,
layoffs and firings will always
sting, as if the invisible hand of
free enterprise has slapped
workers in the face.” —Joseph Schumpeter
“There is no job
that is America’s
God-given right
anymore.”
—Carly Fiorina/ HP/
01.08.2004
“WHAT ARE PEOPLE
GOING TO DO WITH
THEMSELVES?” —Headline/
Fortune/ 11.03 (“We should finally admit that we do not
and cannot know, and regard that fact with serenity
rather than anxiety.”)
“We erect walls to foreign trade and
even discourage job-displacing
innovations. But time and again
through our history, we have
discovered merely to preserve the
comfortable features of the present,
rather than reaching for new levels of
prosperity, is a sure path to
stagnation.” —Alan Greenspan/03.12.2004
Jobs
Technology
Globalization
War, Warfighting &
Security
<1000A.D.: paradigm shift: 1000s of years
1000: 100 years for paradigm shift
1800s: > prior 900 years
1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift
21st century:
1000X
tech
change than 20th century (“the ‘Singularity,’ a merger between
humans and computers that is so rapid and profound it
represents a rupture in the fabric of human history”)
Ray Kurzweil
E.g. …
Jeff Immelt: 75% of “admin, back
room, finance” “digitalized” in
years.
Source: BW (01.28.02)
Productivity!
McKesson 2002-2003:
Revenue … +$7B
Employees … +500
Source: USA Today/06.14.04
“A bureaucrat is an
expensive
microchip.”
Dan Sullivan, consultant and
executive coach
“I genuinely believe we
are living through the
greatest intellectual
moment in history.”
Matt Ridley, Genome
“In 25 years, you’ll
probably be able to get the
sum total of all human
knowledge on a personal
device.”
Greg Blonder, VC [was Chief Technical
Adviser for Corporate Strategy @ AT&T]
[Barron’s 11.13.2000]
“A California biotechnology
company has put the entire
sequence of the human genome
on a single chip, allowing
researchers to conduct a single
experiment on the complex
relationships between the 30,000
genes that make up a human
being.” —Page 3, Financial Times/10.03.2003
Jobs
Technology
Globalization
War, Warfighting &
Security
“Asia’s rise is the economic event
of our age. Should it proceed as it
has over the last few decades, it
will bring the two centuries of
global domination by Europe and,
subsequently, its giant North
American offshoot to an end.”
—Financial Times (09.22.2003)
“The world has arrived at a rare
strategic inflection point where
nearly half its population—living in
China, India and Russia—have been
integrated into the global market
economy, many of them highly
educated workers, who can do
just about any job in the world.
We’re talking about three billion
people.” —Craig Barrett/Intel/01.08.2004
China
Roars!
Chinese Industrial Growth Rate
Slows!
April ’03 to April ’04: 19.1%
May ’03 to May ’04: 17.5%
Source: NYT/06.11.04
1990-2003: Exports 8X
($380B); 6% global exports
2003 vs. 3.9% 2000; 16% of
Total Global Growth in 2002.
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
1998-2003: 45,000,000 layoffs in
state sector; offset by $450B in
foreign investment; foreign
companies account for 50+%
of exports vs. 31% in Mexico,
15% in Korea.
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
50% of output from private
firms, 37% from state-owned
firms; 80% of workforce
(incl. rural) now in private
employ.
Source: “China Takes Off”, David Hale & Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
Population growth = 1%;
two-thirds of housing
privately owned, 90% of
urban Chinese own a home
(vs. 61% in Japan)
Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign
Affairs/Nov-Dec2003
200 cities with
>1,000,000
population.
Source: “China Takes Off”, David Hale & Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
Shanghai. 17 million
people. $10,000 p.c. (10X
China). 2000-2003:
30% p.a. growth.
Source: Washington Post / 06.13.04
2003: China-Hong Kong leading
producer in 8 of 12 key consumer
electronic product areas (>50%:
DVDs, digital cameras; >33.33%:
DVD-ROM drives, personal
desktop and notebook computers;
>25% mobile phones, color TVs,
PDAs, car stereos).
Source: “China Takes Off,” David Hale & Lyric Hughes
Hale/Foreign Affairs/Nov-Dec2003
“Going Global: Flush with
billions in foreign reserves,
China is embarking on a
buying spree” —Cover/ Newsweek/
03.01.04/ on China’s aggressive offshore
acquisition activity (buying brands,
technology, etc.)
World economic
output: U.S.A., 21%;
EU, 16%; China, 13%
(2X since1991)
Source: New York Times/12.14.2003
“America, like everyone else, must get
used to being a loser as well as a gainer
in the global economy. In the end, the
21st century is unlikely to be the American
Century.” —“When the Chinese Consumer Is King”/New
York Times/12.14.2003.
“The notion that God
intended Americans to be permanently
wealthier than the rest of the world,
that gets less and less likely as time
goes on.” —Robert Solow, Nobel laureate in
economics/New York Times/12.14.2003
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
Indian GDP/1990-2002: Ag,
34% to 21%; services,
40% to 56%
Source: The Economist / 02.04
Level 5 (top)
ranking/Carnegie Mellon
Software Engineering
Institute: 35 of 70
companies in world are
from India
Source: Wired/02.04
No Limits?
“Short on Priests, U.S.
Catholics Outsource Prayer
to Indian Clergy” —New York
Times/06.13.04 (“Special intentions,” $.90 for Indians, $5.00 for
Americans)
“Forget India, Let’s
Go to Bulgaria”
—Headline,
BW/03.04, re SAP, BMW, Siemens et al. “near-shoring”
Jobs
Technology
Globalization
War, Warfighting
& Security
“This is a dangerous world and
it is going to become more
dangerous.”
“We may not be interested in
chaos but chaos is interested
in us.”
Source: Robert Cooper, The Breaking of Nations:
Order and Chaos in the Twenty-first Century
“The world’s new dimension
(computers, Internet, globalization,
instantaneous communication, widely
available instruments of mass
destruction and so on) amounts to a
new metaphysics that, by empowering
individual zealots or agitated tribes
with unappeasable grievances, makes
the world unstable and dangerous in
radically new ways.” —Lance Morrow/Evil
“The new century risks being overrun by both anarchy and technology. The
two great destroyers of history may reinforce each other. Both the spread of
terrorism and that of weapons of mass destruction point to a world in which
Western governments are losing control. The spread of the technology of
mass destruction represents a potentially massive redistribution of power
away from the advanced industrial (and democratic) states and toward
smaller states that may be less stable and have less of a stake in an orderly
world; or more dramatically still, it may represent a redistribution of power
away from the state itself and towards individuals, that is to say terrorists or
criminals. In the past to be damaging, an ideological movement had to be
widespread to recruit enough support to take on authority. Henceforth,
comparatively small groups will be able to do the sort of damage which before
only state armies or major revolutionary movements could achieve. A few
fanatics with a ‘dirty bomb’ or biological weapons will be able to cause death
on a scale not previously envisaged. … Emancipation, diversity, global
communication—all of the things that promise an age of riches and
creativity—could also bring a nightmare in which states lose control of the
means of violence and people lose control of their futures.”—Robert Cooper,
The Breaking of Nations: Order and Chaos in the Twenty-first Century
“Before we can talk about the
security requirements for today
and tomorrow, we have to
forget the security rules
of yesterday.”
—Robert Cooper, The
Breaking of Nations: Order and Chaos in the Twenty-first
Century
All Bets
Are Off!
“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
“Let’s compete—by training the
best workers, investing in R & D,
erecting the best infrastructure and
building an education system that
graduates students who rank with
the worlds best. Our goal is to be
competitive with the best so we
both win and create jobs.” —Craig Barrett
(Time/03.01.04)
The “Ownership Society” (GWB): “This
is a bundle of proposals that treat
workers as self-reliant pioneers who
rise through several employers and
careers. To thrive, these pioneers need
survival tools. They need to own their
own capital reserves, their retraining
programs, their own pensions and
their own health insurance.” —David
Brooks/NYT/12.20.03
Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective
1. Insanely Great & Quirky Talent.
2. Disrespect for Tradition.
3. Totally Passionate (to the Point of Irrationality) Belief in What
We Are Here to Do.
4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.”
5. A Maniacal Bias for Execution … and Utter Contempt
for Those Who Don’t “Get It.”
6. Speed Demons.
7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)
8. Passionate Hatred of Bureaucracy.
9. Willingness to Lead the Customer … and Take the Heat Associated
Therewith. (Mantra: Satan Invented Focus Groups to Derail True
Believers.)
10. “Reward Excellent Failures. Punish Mediocre Successes.”
11. Courage to Stand Alone on One’s Record of Accomplishment
Against All the Forces of Conventional Wisdom.
12. A Crystal Clear Understanding of Brand Power.
The
Leadership
11
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
Steel: 75,000,000 tons in
’82 to 102,000,000 tons in
’02. 289, 000 steelworkers
in ’82 to 74,000
steelworkers in ’02.
Source: Fortune/11.24.03
“WHERE IS YOUR JOB GOING”:
writing software, designing chips,
reading MRIs, processing mortgages,
preparing tax returns, managing
computer networks (etc: GE Capital’s
15,000 in Delhi), preparing PP slides
for McKinsey (350 in Chennai), equity
analysis of U.S. companies (Morgan
Stanley) …
Source: Fortune/11.24.03
“WHAT ARE PEOPLE
GOING TO DO WITH
THEMSELVES?” —Headline
/Fortune/ 11.03 (“We should finally admit that we do
not and cannot know, and regard that fact with
serenity rather than anxiety.”)
“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 Leadership11
Talent Management
In an age of value-added through
imagination, creativity and
intellectual capital … the leader’s
Job One is the recruitment,
development and retention of
awesome talent.
Brand =
Talent.
“When land was the scarce
resource, nations battled
over it. The same is
happening now for
talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
Age of Agriculture
Industrial Age
Age of Information Intensification
Age of Creation Intensification
Source: Murikami Teruyasu, Nomura Research Institute
“The Creative Class derives its
identity from its members’ roles as
purveyors of creativity. Because
creativity is the driving force of
economic growth, in terms of
influence the Creative Class has
become the dominant class in
society.” —Richard Florida, The Rise of the Creative
Class (38M, 30%)
“The leaders of Great
Groups love talent and know
where to find it. They revel in
the talent of others.”
Warren Bennis & Patricia Ward Biederman,
Organizing Genius
PARC’s Bob Taylor:
“Connoisseur
of Talent”
Talent!
Tina Brown: “The
first thing
to do is to hire enough
talent that a critical mass
of excitement starts to
grow.”
Source: Business2.0/12.2002-01.2003
T.A.:
Model
25/8/53
Sports Franchise GM
“In most companies, the Talent Review
Process is a farce. At GE, Jack Welch and
his two top HR people visit each division
for a day. They review the top 20 to 50
people by name. They talk about Talent
Pool strengthening issues. The Talent
Review Process is a contact sport at GE; it
has the intensity and the importance of the
budget process at most companies.” —Ed
Michaels
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
“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)
DD$21M
“Where do good new ideas come
from? That’s simple! From
differences. Creativity comes
from unlikely juxtapositions.
The best way to maximize differences
is to mix ages, cultures and
disciplines.”
Nicholas Negroponte
“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
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report, BusinessWeek, 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: Women Managers
“Are men
obsolete?”
—Headline,
USN&WR/06.03.03
What’s your company’s …
EVP?
Employee Value Proposition, per Ed
Michaels et al., The War for Talent;
IBP/Internal Brand Promise per TP
EVP = Challenge,
professional growth,
respect, satisfaction,
opportunity, reward
Source: Ed Michaels et al., The War for Talent
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
Talent’s “Big Two” Rules
GREAT Finance Dept. =
GREAT Football Team
DIFFERENCES Among Cello
Players = DIFFERENCES
Among Hotel GMs
The Top 5 “Revelations”
Better talent wins.
Talent management is my job as leader.
Talented leaders are looking for the moon
and stars.
Over-deliver on people’s dreams – they are
volunteers.
Pump talent in at all levels, from all
conceivable sources, all the time.
Source: Ed Michaels et al., The War for Talent
Talent’s Rules
1. Talent = 25/8/53
2. Some people are better than
other people. Some people are a
helluva lot better than other people
3. Think “Roster”
4. Think “V.C.”
5. Talent = Brand
6. Talent is what leaders do.
Talent
Department
People Department
Center for Talent Excellence
Seriously Cool People Who Recruit
& Develop Seriously Cool People
Etc.
“Firms will not ‘manage the
careers’ of their employees. They
will provide opportunities to
enable the employee to develop
identity and adaptability and
thus be in charge of his or her
own career.”
Tim Hall et al., “The New Protean Career Contract”
Quests!
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to get
things done.” – P.D.
“I don’t
know.”
Distinct …or Exstinct
“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
“better material
welfare” vs. “maximize
the opportunity of its
people”
—Philip Bobbitt, The Shield of Achilles:
War, Peace, and the Course of History
“In a global economy, the
government cannot give
anybody a guaranteed success
story, but you can give people
the tools to make the most of
their own lives.” —WJC, from Philip Bobbitt,
The Shield of Achilles: War, Peace, and the Course of History
Country
Guarantee No One Is in Need
U.S.A.
Germany
France
UK
Italy
35%
58%
61%
61%
65%
Source: Economist/11.08.2003
Provide Freedom to Pursue Goals
58%
38%
36%
35%
22%
“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)
Prep: 1 hour per 1 minute (WSC)
“Forget ‘practice makes perfect.’
Substitute ‘perfect practice makes
perfect.’ ” (TT) “Major difference
between ‘best’ and ‘average’?
‘Best’ get as much pleasure from
practice as performance.” —Ben Zander
Edward Jones’ Training Machine*
146 hours/employee/year
New hires: 4X avg.
3.8% of payroll
* #1, “The 100 Best Companies To Work
For”/Fortune/01.2003
T.T.D./Assignment
Construct a 1/8-page or
1/4-page ad for
Brand You … for the
Yellow Pages
“You are the storyteller
of your own life, and you
can create your own
legend or not.”
Isabel Allende
“For Marx, the path to social betterment was
through collective resistance of the proletariat to
the economic injustices of the capitalist system
that produced such misshapenness and
fragmentation. For Emerson, the key was to jolt
individuals into realizing the untapped power of
energy, knowledge and creativity of which all
people, at least in principle, are capable. He too
hated all systems of human oppression; but his
central project, and the basis of his legacy, was
to unchain individual minds.” —Lawrence Buell, Emerson
I AM A TALENT FANATIC. I STACK
UP WITH THE BEST FOOTBALL
COACHES. OUR TALENT IS ON
QUESTS TO RE-IMAGINE
TOMORROW. THE TALENT I
RECRUIT AND DEVELOP IS MY
PREMIER LEGACY. (Scale
of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Metabolic Management
The “metabolism” of enterprisecompetition-invention has
speeded up remarkably. It is the
leader’s mission to increase—and
manage—the Metabolic Rate of her
or his organization.
“How we feel about the evolving future tells us who we
are as individuals and as a civilization: Do we search
for stasis—a regulated, engineered world? Or do we
embrace dynamism—a world of constant creation,
discovery and competition? Do we value stability and
control or evolution and learning? Do we think that
progress requires a central blueprint, or do we see it
as a decentralized, evolutionary process?? Do we see
mistakes as permanent disasters, or the correctable
byproducts of experimentation? Do we crave
predictability or relish surprise? These two poles,
stasis and dynamism, increasingly define our political,
intellectual and cultural landscape.” —Virginia Postrel,
The Future and Its Enemies
“If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
“I’m not comfortable
unless
I’m uncomfortable.”
—Jay
Chiat
“We are in a
brawl with no
rules.”
Paul Allaire
“Strategy meetings held once
or twice a year” to “Strategy
meetings needed several
times a week.”
Source: New York Times on Meg Whitman/eBay
Rate of Leaving F500
1970-1990:
Source: The Company, John Micklethwait & Adrian
Wooldridge (1974-200: One-half biggest 100 disappear)
“Far from being a
source of comfort,
bigness became a code
for inflexibility.”
—John Micklethwait
& Adrian Wooldridge, The Company
“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
“The secret of fast
progress is
inefficiency, fast and
furious and numerous
failures.”
Kevin Kelly
The Kotler Doctrine:
1965-1980: R.A.F.
(Ready.Aim.Fire.)
1980-1995: R.F.A.
(Ready.Fire!Aim.)
1995-????: F.F.F.
(Fire!Fire!Fire!)
“We have a
‘strategic’ plan.
It’s called doing
things.”
— Herb Kelleher
“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
Culture of Prototyping
“Effective prototyping may be
the most valuable
core competence an
innovative organization can
hope to have.”
Michael Schrage
Think about It!?
Innovation = Reaction to
the Prototype
Michael Schrage
“If it works,
it’s obsolete.”
—Marshall McLuhan
OODA Loop/Boyd Cycle
“Unraveling the competition”/ Quick
Transients/ Quick Tempo (NOT JUST
SPEED!)/ Agility/ “So quick it is
disconcerting” (adversary over-reacts or
under-reacts)/ “Winners used tactics that
caused the enemy to unravel before the
fight” (NEVER HEAD TO HEAD)
BOYD: The Fighter Pilot Who Changed
the Art of War (Robert Coram)
“Blitzkrieg is far more than lightning
thrusts that most people think of
when they hear the term; rather it
was all about high operational
tempo and the rapid exploitation
of opportunity.”
BOYD: The Fighter Pilot Who Changed
the Art of War (Robert Coram)
“Float like a
butterfly.
Sting like a
bee.” —Ali
“Maneuverists”
BOYD: The Fighter Pilot Who
Changed the Art of War (Robert Coram)
Eric’s Army
Flat.
Fast.
Agile.
Adaptable.
Light … But Lethal.
Talent/ “I Am an Army of One.”
Info-intense.
Network-centric.
The New Infantry Battalion/
New York Times/12.01.2002
“Pentagon’s Urgent Search for
Speed.” 270 soldiers (1/3rd normal
complement); 140 robotic off-road
armored trucks. “Every soldier is a
sensor.” “Revolutionary capabilities.”
Find-to-hit: 45 minutes to 15 minutes
… in just one year.
“Rather than have massive armies
that people can go along and
inspect, it is now about having
rapidly deployable expediency
forces that can be dropped by
land, sea or air and with full
support.” —MoD official, on Defense Secretary Geoff
Hoon’s defense white paper (12.2003)
WE ARE ON A PERMANENT HIGH.
WE LIVE ON SPEED. WE TACK
AND JIBE ON A NANOSECOND’S
NOTICE. RECRIMINATION IS
MINIMAL. ACTION RULES. I AM
PROACTIVE AROUND THE CAUSE
(Scale of
1 to 10?)
OF URGENCY.
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Technology Management
The Internet and other associated
technologies are changing …
everything. The leader must take
direct charge of the full-bore
implementation of the new
technologies. The wise leader is
his own CIO.
“E-commerce is happening the way all
the hype said it would. Internet
deployment is happening. Broadband
is happening. Everything we ever said
about the Internet is happening. And it
is very, very early. We can’t even
glimpse IT’s potential in changing the
way people work and live.” —Andy Grove
(BusinessWeek/August 2003)
square feet
“Our entire facility is digital. No paper, no film, no
medical records. Nothing. And it’s all integrated—from the lab to
X-ray to records to physician order entry. Patients don’t have to
wait for anything. The information from the physician’s office is
in registration and vice versa. The referring physician is
immediately sent an email telling him his patient has shown up.
… It’s wireless in-house. We have 800 notebook computers that
are wireless. Physicians can walk around with a computer that’s
pre-programmed. If the physician wants, we’ll go out and wire
their house so they can sit on the couch and connect to the
network. They can review a chart from 100 miles away.” —David
Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)
“Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made
one of the most fateful military calls of the 21st century. After 9/11 … her office
quickly leased all the available transponders covering Central Asia. The
implications should change everything about U.S. military thinking in the
years ahead.
“The U.S. Air Force had kicked off its fight against the Taliban with an
ineffective bombing campaign, and Washington was anguishing over whether
to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to
give the initiative to 250 Special Forces already on the ground. They used
satellite phones, Predator surveillance drones, and GPS- and laser-based
targeting systems to make the air strikes brutally effective.
“In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen
(much of the military’s command and control) and working directly with the
real players. … The data came in so fast that HQ revised operating procedures
to allow intelligence analysts and attack planners to work directly together.
Their favorite tool, incidentally, was instant messaging over a secure
network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/
OCT2002
“The mechanical speed of
combat vehicles has not
increased since Rommel’s day,
so the difference is all in the
operational speed, faster
communications and faster
decisions.” —Edward Luttwak, on the
unprecedented pace of the move toward Baghdad
Eric’s Army
Flat.
Fast.
Agile.
Adaptable.
Light … But Lethal.
Talent/ “I Am an Army of One.”
Info-intense.
Network-centric.
“Hyperlinks subvert
hierarchy!”
The Cluetrain Manifesto
Words to Live By …
“Hierarchy is an
organization with its face
toward the CEO and it’s ass
toward the customer.”
Kjell Nordstrom and Jonas Ridderstrale,
Funky Business
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
“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!
…
Case:
CRM
Amen!
“The Age of the
Never Satisfied
Customer”
Regis McKenna
“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!
DIM/Self-service Rules!
ATMs
Checkout
Phones
Speedpass
The Web (eBay, Amazon,
Travelocity, Mapquest, banking et al.)
HR, Project management, etc.
Minus 1.3M secretaries
CGE&Y (Paul Cole): “Pleasant
“Systemic
Opportunity.” “Better job
of what we do today” vs. “Rethink overall
enterprise strategy.”
Transaction” vs.
Here We Go Again: Except It’s Real This Time!
Bank online: 24.3M (10.2002); 2X Y2000.
Wells Fargo: 1/3rd; 3.3M; 50%
lower
attrition rate; 50% higher growth in
balances than off-line; more likely to
cross-purchase; “happier and stay
with the bank much longer.”
Source: The Wall Street Journal/10.21.2002
TECHNOLOGY CHANGES
EVERYTHING. I AM A TRUE
BELIEVER. NOW IS THE MOMENT
FOR INSANELY BOLD
INVESTMENT AND TOTAL
CORPORATE RE-IMAGINATION.
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Barrier Management
The “corporate metabolism” cannot
be speeded up and the new
technologies cannot be fully exploited
unless all barriers to X-functional
communication (throughout the entire
supply and demand chain) are
destroyed. The leader must lead—get
directly involved in the minutiae of
this STRATEGIC task.
“IT MAY SOMEDAY BE SAID THAT THE 21ST
CENTURY BEGAN ON SEPTEMBER 11, 2001. …
“Al-Qaeda represents a new and
profoundly dangerous kind of
organization—one that might be called
a ‘virtual state.’ On September 11 a virtual
state proved that modern societies are
vulnerable as never before.”—Time/09.09.2002
“The deadliest strength of America’s new adversaries
is their very fluidity, Defense Secretary Donald
Rumsfeld believes. Terrorist networks, unburdened by
fixed borders, headquarters or conventional forces, are
free to study the way this nation responds to threats
and adapt themselves to prepare for what Mr. Rumsfeld
is certain will be another attack. …
“ ‘Business as usual won’t do it,’ he said. His
answer is to develop swifter, more lethal ways to
fight. ‘Big institutions aren’t swift on their feet in
adapting but rather ponderous and clumsy and
slow.’ ”—The New York Times/09.04.2002
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
“The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help
our businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or penetrate
or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits.
“In an era when terrorists use satellite
US
gatekeepers stand armed
against them with pencils
and paperwork, and archaic
computer systems that don’t
talk to each other.”
phones and encrypted email,
Boston Globe (09.30.2001)
“Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made
one of the most fateful military calls of the 21st century. After 9/11 … her office
quickly leased all the available transponders covering Central Asia. The
implications should change everything about U.S. military thinking in the
years ahead.
“The U.S. Air Force had kicked off its fight against the Taliban with an
ineffective bombing campaign, and Washington was anguishing over whether
to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to
give the initiative to 250 Special Forces already on the ground. They used
satellite phones, Predator surveillance drones, and GPS- and laser-based
targeting systems to make the air strikes brutally effective.
“In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen
(much of the military’s command and control) and working directly with the
real players. … The data came in so fast that HQ revised operating procedures
to allow intelligence analysts and attack planners to work directly together.
Their favorite tool, incidentally, was instant messaging over a secure
network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/
OCT2002
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
“The corporation as we know it,
which is now 120 years old, is
not likely to survive the
next 25 years. Legally and
financially, yes, but not
structurally and economically.”
Peter Drucker, Business 2.0
BARRIERS MUST GO. PERIOD. I
AM INTIMATELY INVOLVED WITH
THE GRUBBY DETAILS OF TOTAL
PROCESS RE-DESIGN. WE WILL
NOT PARTNER WITH THOSE THAT
(Scale of
1 t0 10?)
DON’T “GET IT.”
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Forgetful Management
The new competitive realities
demand that we turn our backs on
the ones who brung us. Every
leader needs a FORMAL
“forgetting strategy.”
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
“It is generally much
easier to kill an
organization than
change it
substantially.”
Kevin Kelly, Out of Control
Cortez!
Leaders “dump
the
ones who brung
’em” —Nokia, HP, 3M,
PerkinElmer, Corning, etc.
Survivors
underperform.”
“It’s just a fact:
—Dick Foster
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
Success Kills!
“The more successful a
company, the flatter its
forgetting curve.”
— Gary Hamel and C.K. Prahalad
“FORGET IT” IS MY MISSION AND
MANTRA. WE MUST SEVER
MANY/MOST OF OUR TIES TO THE
PAST … AND IMAGINE
COMPLETELY NEW WORLDS.
EVERYONE KNOWS THAT
“FORGETTING” IS MY PASSION.
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Metaphysical Management
A brand new value proposition is
emerging. We are moving toward
more and more ethereal
“products” and “services.” The
leader must oversee this
process—become the
Metaphysician-in-Chief.
“While everything may
it is also
increasingly
the same.”
be better,
Paul Goldberger on retail, “The Sameness of Things,”
The New York Times
“The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar
educational backgrounds, coming up
with similar ideas, producing
similar things, with similar prices
and similar quality.”
Kjell Nordström and Jonas Ridderstråle, Funky Business
“Companies have defined
so much ‘best practice’
that they are now more or
less identical.”
Jesper Kunde, Unique Now ... or Never
“This is an essay about what it takes to create and sell something
remarkable. It is a plea for originality, passion, guts and daring. You can’t be
remarkable by following someone else who’s remarkable. One way to figure
out a theory is to look at what’s working in the real world and determine what
the successes have in common. But what could the Four Seasons and Motel
6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia
(bringing out new hardware every 30 days or so) and Nintendo (marketing
the same Game Boy 14 years in a row)? It’s like trying to drive looking in the
The thing that all these
companies have in common is that they
have nothing in common. They are outliers. They’re on
rearview mirror.
the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely
big or extremely small. The reason its so hard to follow the leader is this:
The leader is the leader precisely because he did something remarkable. And
that remarkable thing is now taken—so it’s no longer remarkable when you
decide to do it.” —Seth Godin, Fast Company/02.2003
“We make over three new
product announcements a
day. Can you remember
them? Our
customers
can’t!”
Carly Fiorina
09.11.2000: HP bids
$18,000,000,000
for
PricewaterhouseCoopers
consulting business!
“These days, building
the best server isn’t
enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard
Systems
Integrator of
choice. Global Services:
Gerstner’s IBM:
$35B. Pledge/’99: Business
Partner Charter. 72 strategic partners,
aim for 200. Drop many in-house
programs/products. (BW/12.01).
“[Sam] Palmisano’s strategy is to
expand tech’s borders by pushing
users—and entire industries—toward
radically different business models.
The payoff for IBM would be access to
an ocean of revenue—Palmisano
estimates it at $500 billion a year—
that technology companies have
never been able to touch.” —Fortune/06.14.04
“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)
E.g. …
UTC/Otis + Carrier:
boxes to “integrated
building systems”
Units of
“Coolth”
Leased AC:
Omnicom:
57%
(of
$6B) from marketing services
And the Winners Are …
Televisions –12%
Cable TV service +5%
Toys -10%
Child care +5%
Photo equipment -7%
Photographer’s fees +3%
Sports Equipment -2%
Admission to sporting event +3%
New car -2%
Car repair +3%
Dishes & flatware -1%
Eating out +2%
Gardening supplies -0.1%
Gardening services +2%
Source: WSJ/05.16.03
IBM/Q3/10.15.03/Rev: +5%
Services/Consulting: +11%
Software: +5%
Hardware: -5%
PCs: -2%
Technology/Chips: -33%
Turnkey Nation
HP … Sun … Farmers Group …
Northwestern Mutual Financial Network …
IBM … AT&T … Ericsson … GE Power
Systems … GE Industrial Systems …
Ford … Siemens … Home Depot …
Deere … UTC Otis … UTC Carrier …
UPS … Springs Industries … RCI …
Equity Office Properties … Omnicom …
India … Etc.
“Experiences are as
distinct from services
as services are from
goods.”
Joseph Pine & James Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
“Club Med
is more
than just a ‘resort’; it’s a
means of rediscovering
oneself, of inventing an
entirely new ‘me.’ ”
Source: Jean-Marie Dru, Disruption
“Guinness as a brand
is all about community.
It’s about bringing people
together and sharing
stories.”—Ralph Ardill, Imagination, in re
Guinness Storehouse
“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
WHAT CAN BROWN DO FOR YOU?
The “Experience Ladder”
Experiences
Services
Goods
Raw Materials
“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
“Lexus sells its cars as
containers for our
sound systems. It’s
marvelous.”—Sidney Harman/
Harman International
It’s All About EXPERIENCES: “Trapper” to
“Wildlife Damage-control Professional”
Trapper: <$20 per beaver pelt.
WDCP: $150/“problem beaver”;
$750-$1,000 for flood-control
piping … so that beavers
can stay.
Source: WSJ/05.21.2002
Moving Companies
WSJ/08.2003: “In Texas, They’ll fill
your empty fridge with brie and
wine. An outfit in New York
promises quick high-speed Internet
hookup. And when Allied Van Lines
finishes unloading your couch,
they’ll have a feng shui expert
figure out the right spot. …”
Duet … Whirlpool … “washing machine” to
“fabric care system” … white goods: “a sea of
undifferentiated boxes” … $400 to $1,300 …
“the Ferrari of washing machines” …
consumer: “They are our little mechanical
buddies. They have personality. When they are
running efficiently, our lives are running
efficiently. They are part of my family.” …
“machine as aesthetic showpiece” … “laundry
room” to “family studio” / “designer laundry
room” (complements Sub-Zero refrigerator and
home-theater center)
Source: New York Times Magazine/01.11.2004
1997-2001
>$600: 10% to 18%
$400-$600: 49% to 32%
<$400: 41% to 50%
Source: Trading Up, Michael Silverstein & Neil Fiske
“Clients want
either the best or
the least
expensive; there is
no in between.”
—John
Dijulius, Secret Service
DREAM: “A dream is a complete
moment in the life of a client.
Important experiences that tempt
the client to commit substantial
resources. The essence of the
desires of the consumer. The
opportunity to help clients become
what they want to be.”—Gian Luigi
Longinotti-Buitoni
“No longer are we only an insurance
provider. Today, we also offer our
customers the products and services
that help them achieve their dreams,
whether it’s financial security, buying a
car, paying for home repairs, or even
taking a dream vacation.” —Martin Feinstein,
CEO, Farmers Group
The marketing of Dreams (Dreamketing)
Dreamketing: Touching the clients’
dreams.
Dreamketing: The art of telling stories and
entertaining.
Dreamketing: Promote the dream, not the
product.
Dreamketing: Build the brand around the
main dream.
Dreamketing: Build the “buzz,” the
“hype,” the “cult.”
Source: Gian Luigi Longinotti-Buitoni
“Trustmarks come aftere brands;
Lovemarks come after Trustmarks.
Think about how you make the most
money. You make it when loyal users,
heavy users, use your product all the
time. So having a long-term Love
affair is better than having a trusting
relationship.” —Kevin Roberts, Saatchi & Saatchi, The
Future Beyond Brands: Lovemarks
(Revised) Experience Ladder
Dreams Come True
Awesome Experiences
Solutions
Services
Goods
Raw Materials
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
“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 sun is setting on the Information Society—even before we
have fully adjusted to its demands as individuals and as
companies. We have lived as hunters and as farmers, we have
worked in factories and now we live in an information-based
society whose icon is the computer. We stand facing the fifth
kind of society: the Dream Society. … The Dream Society is
emerging this very instant—the shape of the future is visible
today. Right now is the time for decisions—before the major
portion of consumer purchases are made for emotional,
nonmaterialistic reasons. Future products will have to appeal to
our hearts, not to our heads. Now is the time to add emotional
value to products and services.” —Rolf Jensen/The Dream Society:How the
Coming Shift from Information to Imagination Will Transform Your Business
“A shipping clerk earning $25,000 a year treats herself to silk
pajamas at Victoria’s Secret. A dual-income couple earning
$125,000 orders a $4,000 Viking range for their townhouse even
though the developer offered to throw in a perfectly serviceable
generic range at no extra charge. These purchases reflect an
important worldwide behavioral shift. Consumers today are
willing to pay a significant premium for goods and services
that are emotionally important to them and that deliver the
perceived values of quality, performance and engagement.
But in other categories that aren’t emotionally important, they
become bargain hunters: a passionate Mercedes driver will
shop at Target every weekend; a construction worker who
splurges on a $3,000 set of Callaway golf clubs will buy store
brand groceries.” —Trading Up: The New American Luxury/Michael
Silverstein & Neil Fiske
“Most executives have no
idea how to add value to a
market in the metaphysical
world. But that is what the market
will cry out for in the future. There
is no lack of ‘physical’ products to
choose between.”
Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin
et al.]
15 “Leading” Biz Schools
Design/Core: 0
Design/Elective: 1
Creativity/Core: 0
Creativity/Elective: 4
Innovation/Core: 0
Innovation/Elective: 6
Source: DMI/Summer 2002
New Market Realities
Selling Dreams: How to Make Any Product
Irresistible, Gian Luigi Longinotti-Buitoni
The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your
Business, Rolf Jensen
Trading Up: The New American Luxury, Michael
Silverstein & Neil Fiske
I FULLY COMPREHEND THAT THE
“BASIC VALUE PREMISE” IS
SHIFTING … DRAMATICALLY AND
RAPIDLY. I AM WHOLLY
COMMITTED TO BECOMING
“MASTER METAPHYSICIAN.”
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Opportunity Management
The two biggest (by far) “trends”
are ignored—or at least not treated
as Strategic Priority One—by
most. Women! Boomers &
Geezers! Why? (And … what does
the leader plan to do about it?)
Women & the
Marketspace.
?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%
D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)
All consumer purchases … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
Health Care … 80%
$5+T > Japan
10M/28M/$3.6T
> Germany
Yeow!
1970 … 1%
2002 …
50%
91% women:
ADVERTISERS DON’T
UNDERSTAND US.
(58% “ANNOYED.”)
Source: Greenfield Online for Arnold’s Women’s Insight Team
(Martha Barletta, Marketing to Women)
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!)
Women's View of Male
Salespeople
Technically knowledgeable;
assertive; get to the point; pushy;
condescending; insensitive to
women’s needs.
Source: Judith Tingley, How to Sell to the Opposite Sex
(Martha Barletta, Marketing to Women)
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
Senses
Vision: Men, focused; Women,
peripheral.
Hearing: Women’s discomfort
level I/2 men’s.
Smell: Women >> Men.
Touch: Most sensitive man <
Least sensitive women.
Source: Martha Barletta, Marketing to Women
“When a woman is upset,
she talks emotionally to
her friends; but an upset
man rebuilds a motor or
fixes a leaking tap.”
Barbara & Allan Pease, Why Men Don’t Listen &
Women Can’t Read Maps
“Women are more
comfortable talking or
thinking about people and
relationships, while men
prefer to contemplate
things.” —research reported in the New York
Times (08.10.2003)
Editorial/Men: Tables, rankings.*
Editorial/Women: Narratives that
cohere.*
*Redwood (UK)
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
2.6
vs.
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s Market = Opportunity No. 1.
Psssst! Wanna
see my “porn”
collection?
Boomers &
Geezers.
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%)
“Some 350,00 people turn 50
each month in the United
States, providing an
enormous and growing pool
of potential buyers [of giant RVs] for
at least the next decade.” —
Craig Kennison, industry analyst/Chicago Tribune/06.07.2004
44-65: “New
Consumer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
“The New Consumer
Majority is the only adult
market with realistic
prospects for significant
sales growth in dozens of
product lines for thousands
of companies.” —David Wolfe & Robert
Snyder, Ageless Marketing
“Baby-boomer
Women: The
Sweetest of
Sweet Spots for
Marketers”
—David Wolfe and Robert
Snyder, Ageless Marketing
Aging/“Elderly”
$$$$$$$$$$$$
“I’m in charge!”
“NOT ACTING THEIR
AGE: As Baby Boomers
Zoom into Retirement,
Will America Ever Be the
Same?”
USN&WR Cover/06.01
“Sixty Is the
New Thirty”
—Cover/AARP/11.03
50+
$7T wealth (70%)/$2T annual income
50% all discretionary spending
79% own homes/40M credit card users
41% new cars/48% luxury cars
$610B healthcare spending/
74% prescription drugs
5% of advertising targets
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
Median Household Net Worth
<35: $7K
35-44: $44K
45-54: $83K
55-64: $112K
65-69: $114K
70-74: $120K
>74: $100K
Source: U.S. Census
Net Worth Household Heads
55-64
= 15X
<35
Source: U.S. Census/WSJ
“Marketers attempts at
reaching those over 50 have
been miserably
unsuccessful. No market’s
motivations and needs are
so poorly understood.”—Peter
Francese, founding publisher, American Demographics
“ ‘Age Power’ will
st
21
rule the
century,
and we are woefully
unprepared.”
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
No: “Target Marketing”
Yes:
“Target
Innovation” & “Target
Delivery Systems”
“BofA Is Betting Its Future on the
Hispanic Market” *
“We expect to get no less than
80 % of our future growth in
retail banking from the Hispanic
market.” —Ken Lewis, CEO, BofA
*Fortune/04.2003
I GET IT! WOMEN! BOOMERS &
GEEZERS! IT’S WHERE THE LOOT
IS! WE ARE “GOING STRATEGIC”
ON THIS! (Scale
to 10?)
of 1
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Portfolio Management
We must think of the “rosters” of
talent, customers, suppliers, leader,
projects, initiatives—and the Board—
in terms of portfolios. I.e.: Is our
portfolio as strange as these strange
times demand? The leader is a “V.C.”
(venture capitalist) creating and
managing several strategically vital
portfolios.
“Good management was the
most powerful reason [leading
firms] failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested aggressively in
technologies that would provide their customers more
and better products of the sort they wanted, and
because they carefully studied market trends and
systematically allocated investment capital to
innovations that promised the best returns, they lost
their positions of leadership.”
Clayton Christensen, The Innovator’s Dilemma
The
High Standard
Deviation
Enterprise.
THINK WEIRD:
Saviors-in-Waiting
Disgruntled Customers
Off-the-Scope Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
CUSTOMERS: “Futuredefining customers may
account for only 2% to 3%
of your total, but they
represent a crucial
window on the future.”
Adrian Slywotzky, Mercer Consultants
COMPETITORS: “The
best swordsman
in the world doesn’t need to fear
the second best swordsman in the
world; no, the person for him to be afraid of is
some ignorant antagonist who has never had a
sword in his hand before; he doesn’t do the
thing he ought to do, and so the expert isn’t
prepared for him; he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot.”
Mark Twain
“To grow, companies need
to break out of a vicious
cycle of competitive
benchmarking, imitation and
pursuit.” —W. Chan Kim & Rene Mauborgne, “Think
for Yourself —Stop Copying a Rival,” Financial Times/08.11.03
“How do dominant
companies lose there
position? Two-thirds of
the time, they pick the
wrong competitor to
worry about.”
—Don Listwin, CEO,
Openware Systems/WSJ/06.01.2004 (commenting on Nokia)
Employees: “Are there
enough weird
people in the lab these
days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
Audie Murphy was the most
decorated soldier in WW2.
He won every medal we had
to offer, plus 5 presented by
Belgium and France. There
was one common medal he
never won …
… the Good
Conduct medal.
Herman Melville on JPJ:
“intrepid, unprincipled,
reckless, predatory, with
boundless ambition,
civilized in externals but a
savage at heart.” —from Evan
Thomas, John Paul Jones: Sailor, Hero, Father
of the American Navy
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
Boards: “Extremely contentious
boards that regard dissent as an
obligation and that treat no
subject as undiscussable” —Jeffrey
Sonnenfeld, Yale School of Management
We become
who we hang
out with!
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
Advice to Corporate Leaders: “Consider the
metaphor of the windmill: You can harness raw
power but you can’t control it. … Hire artists,
clowns, or other disrupters to come in and
challenge your corporate environment. … Hire a
corporate anthropologist to analyze how tolerant
your organization is of deviants and other
innovators. … Once the anthropologist
leaves, hire a shaman to drive out the
evil spirits of conformity. …”
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
“Deviance tells
the story of every mass
market ever created. What
Deviants, Inc.
starts out weird and dangerous
becomes America’s next big corporate
payday. So are you looking for the next
mass market idea? It’s out there … way
out there.”
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
“ ‘Giant’ projects contain within them the
almost certain seeds of mediocrity. The
very fact of their size causes constant
scrutiny and thence ‘political’ interference.
Such ‘oversight’ drains the passion of the
champions and risks—to the point of
certainty—fatal ‘dumbing down’ and
thence loss of the very distinction and
quirkiness sought in the first place.”—
Exec, Hollywood
Big Idea/s
V.C.
Portfolio
Roster
I AM A “V.C.” I OBSESS ABOUT
MY VARIOUS “ROSTERS”—
EMPLOYEES, CUSTOMERS,
ETCETERA. I MEASURE MY
ROSTERS’ “WEIRDNESS
QUOTIENT.” (Scale
to 10?)
of 1
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Failure Management
Screwing up is more important
than ever in strange times. The
screw-up rate is the best indicator
of sufficiently rapid adaptation.
The leader must “manage” the
screw-up process—literally.
“Wealth in this new regime flows
directly from innovation, not
optimization. That is, wealth is not
gained by perfecting the known,
but by imperfectly seizing the
unknown.”
Kevin Kelly, New Rules for the New Economy
The [New] Ge Way
DYB.com
“Perfection is
achieved only by
institutions on
the point of
collapse.”
— C. Northcote Parkinson
“The secret of fast
progress is
inefficiency, fast and
furious and numerous
failures.”
Kevin Kelly
RM: “A lot of companies in the
Valley fail.”
RN: “Maybe not enough fail.”
RM: “What do you mean by that?”
RN: “Whenever you fail, it means
you’re trying new things.”
Source: Fast Company
“The Silicon Valley of
today is built less atop
the spires of earlier
triumphs than upon the
rubble of earlier
debacles.” —Newsweek/ Paul Saffo (03.02)
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
Excellence =
1 in 20
“... natural selection is death. ...
Without huge amounts of death,
organisms do not change over
time. ... Death is the mother of
structure. ... It took four billion
years of death ... to invent the
human mind ...” — The Cobra Event
DG to TP: “Sam
is not afraid
to fail.” *
*NASA failing #1, from the shuttle disaster report (July 2003):
“fear of retribution by lower-level employees.”
“Fail faster.
Succeed
sooner.”
David Kelley/IDEO
Fail.
Forward.
Fast.
–High-tech Exec
“No matter. Try
again. Fail
again. Fail
better.” —Samuel Beckett
“Success is the ability
to go from failure to
failure without losing
your enthusiasm.”
—Winston
Churchill
“Reward
excellent
failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
WE DO NO “WITCH HUNTS”!
WE FULLY UNDERSTAND THAT
WE ARE AS GOOD AS OUR
“EXCELLENT FAILURES.” WE
CHERISH THE BOLD AND
BLOODIED ONES. (Scale
1 to 10?)
of
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Cause Management
People “sign up” for causes worth
pursuing. Turning the enterprise
into a cause-worth-committing-to
is a primary task of the leader.
“Create a
‘cause,’ not a
‘business.’ ”
G.H.:
“I never, ever thought of myself
I was
interested in creating
things I would be
proud of.” —Richard Branson
as a businessman.
CEO Assignment2002 (Bermuda):
“Please leap forward to 2007, 2012, or
2022, and write a business history of
What will have
been said about your
company during your
tenure?”
Bermuda.
Ah, kids: “What is your vision for
the future?” “What have you
accomplished since your first
book?” “Close your eyes and
imagine me immediately doing
something about what you’ve
just said. What would it be?”
“Do you feel you have an
obligation to ‘Make the world a
better place’?”
“Management has a lot to do
with answers. Leadership is a
function of questions. And the
first question for a leader
always is: ‘Who do we intend
to be?’ Not ‘What are we going
to do?’ but ‘Who do we intend to
be?’” —Max De Pree, Herman Miller
Demo = Story
“A key – perhaps the key –
to leadership is the
effective communication
of a story.”
Howard Gardner, Leading Minds: An Anatomy of Leadership
Good to Great: Fannie Mae …
Kroger … Walgreens … Philip
Morris … Pitney Bowes … Abbott
… Kimberly-Clark … Wells Fargo
AGENDA SETTERS: “Set the Table”/
Pioneers/ Questors/ Adventurers
US Steel … Ford … Macy’s … Sears …
Litton Industries … ITT … The Gap …
Limited … Wal*Mart … P&G … 3M …
Intel … IBM … Apple … Nokia … Cisco
… Dell … MCI … Sun … Oracle …
Microsoft … Enron … Schwab … GE …
Southwest … Laker …People Express
… Ogilvy … Chiat/Day … Virgin … eBay
… Amazon … Sony … BMW … CNN …
Huh?
“Quiet, workmanlike, stoic
leaders bring about the big
transformations.”--JC
Huh?
“Humility: The Surprise Factor in
Leadership … bosses with Gungho Qualities and Charisma May Be
Out of Fashion” —Headline/FT/
re JCollins/10.03 (TP: scribble: “Nelson, Wellington,
Montgomery, Disraeli, Churchill, Thatcher”)
Pastels?
T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin
A. Lincoln/U. S. Grant/W. T. Sherman
TR/FDR/LBJ/RR/JFK
M.L. King
C. de Gaulle
M. Gandhi
W. Churchill
M. Thatcher
Picasso
Mozart
Copernicus/Newton/Einstein
J. Welch/L. Gerstner/L. Ellison/B. Gates/S. Ballmer/S. Jobs/S.
McNealy
A. Carnegie/J. P. Morgan/H. Ford/J.D. Rockefeller/T. A. Edison
“rough …
sarcastic …
bullying”
WE WILL SUCCEED TO THE
EXTENT THAT OUR TEAM
“CAN’T WAIT FOR THE
WEEKEND TO END.” WE AIM TO
DENT THE UNIVERSE! (Scale
of 1 t0 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
The Leadership11
Passion Management
Passion moves mountains.
Creating a “passionate enterprise”
is a modern leadership imperative.
“A leader is a
dealer in
hope.”
Napoleon
(+TP’s writing room pics)
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost transcendent
happiness.”
Half-full Cups:
Lou Cannon, George (08.2000)
“Ronald Reagan does not enter history tentatively—he
does so with certainty and panache. At home and on
the world stage, his were not the pallid etchings of a
timorous politician. They were the bold strokes of a
confident and accomplished leader.”—Brian Mulroney
Mulroney on great leaders/RR: “ … magical quality
that sets some men and women apart so that millions
will follow them as they conjure up grand visions
and invite their countrymen to dream big and
exciting dreams”
Source: RR eulogies at National Cathedral 06.11.2004
“I’m not sure about his
politics, but that’s not
what made him great. He
inspired people. He made
us all feel better about
ourselves.”
—bystander, California, during RR
funeral
BZ: “I am a …
Dispenser of
Enthusiasm!”
“You can’t behave in a
calm, rational manner.
You’ve got to be out there
on the lunatic fringe.” — Jack
Welch, on GE’s quality program
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.]
“I didn’t have a ‘mission statement’ at
Burger King. I had a dream. Very
simple. It was something like, ‘Burger
King is 250,000 people, every one of
whom gives a shit.’ Every one.
Accounting. Systems. Not just the
drive through. Everyone is ‘in the
brand.’ That’s what we’re talking
about, nothing less.”
— Barry Gibbons
T. J. Peters
1942 – 2--HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
LET HIM!
T. J. Peters
1942 – 2---
HE WAS A PLAYER!
“If you ask me what I
have come to do in this
world, I who am an
artist, I will reply: I am
here to live my life out
loud.”
— Émile Zola
“May you live
all the days of
your life.”
— Jonathan Swift
The Re-imagineer’s Credo … or,
Pity the Poor Brown*
Technicolor Times demand …
Technicolor Leaders and Boards who recruit …
Technicolor People who are sent on …
Technicolor Quests to execute …
Technicolor (WOW!) Projects in partnership with …
Technicolor Customers and …
Technicolor Suppliers all of whom are in pursuit of …
Technicolor Goals and Aspirations fit for …
Technicolor Times.
*WSC
“the wildest
chimera of a
moonstruck
mind”
—The Federalist on
Jefferson’s Louisiana Purchase
Successful Businesses’ Dozen Truths: TP’s 30 Year Perspective
1. Insanely Great & Quirky Talent.
2. Disrespect for Tradition.
3. Totally Passionate (to the Point of Irrationality) Belief in What
We Are Here to Do.
4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.”
5. A Maniacal Bias for Execution … and Utter Contempt
for Those Who Don’t “Get It.”
6. Speed Demons.
7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)
8. Passionate Hatred of Bureaucracy.
9. Willingness to Lead the Customer … and Take the Heat Associated
Therewith. (Mantra: Satan Invented Focus Groups to Derail True
Believers.)
10. “Reward Excellent Failures. Punish Mediocre Successes.”
11. Courage to Stand Alone on One’s Record of Accomplishment
Against All the Forces of Conventional Wisdom.
12. A Crystal Clear Understanding of Brand Power.
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10. Avoid moderation!
Sir Richard’s Rules:
Follow your passions.
Keep it simple.
Get the best people to help you.
Re-create yourself.
Play.
Source: Fortune/10.03
“In Tom’s world, it’s always
better to try a swan dive and
deliver a colossal belly flop
than to step timidly off the
board while holding your
nose.” —Fast Company /October2003
I AM AN … ENTHUSIAST. MY
ENTHUSIAM IS CONTAGIOUS. WE
HAVE FUN. WE AIM TO GO ON
“QUESTS” AND CHANGE THE
WORLD. THAT IS MY
COMMITMENT. THAT IS MY
LEGACY. THAT IS MY (LOUD) LIFE.
(Scale of 1 to 10?)
The Leadership11
1. Talent Management
2. Metabolic Management
3. Technology Management
4. Barrier Management
5. Forgetful Management
6. Metaphysical Management
7. Opportunity Management
8. Portfolio Management
9. Failure Management
10. Cause Management
11. Passion Management
HTSH: Engage!
Commit! Engage! Try! Fail! Get up! Try again!
Fail again! Try again! But never, ever stop
moving on! Progress for humanity is
engendered by those who join and savor the
fray by giving one hundred percent of
themselves to their dreams! Not by those timid
souls who remain glued to the sidelines, stifled
by tradition, and fearful of losing face or giving
offense to the reigning authorities.
Key words: Commit! Engage! Try! Fail! Persist!
HTSH: You Must Care
Make the time each day to offer an expression
of appreciation to just one of your fellow human
beings. It is the accumulation of such “small”
kindnesses and acts of recognition that add up
to a life worth having been lived. In short … you
must care. You must wear your passion and
compassion on your sleeve, and attend
assiduously to the moment. It will not come
’round again.
Key word: Care