NEW
SLIDES
0712
What About Me/Us?
“[Architecture] is among the
most spiritual of the arts,
because it changes the world,
changes lives. It is about
beautiful things. And without a
kind of utopian vision, you
cannot even try to be an
architect.” —Renzo Piano (FT/0708-09)
MGT.
LDRSHP.
So What???????
MANAGERS “do things
right”
LEADERS “do the right
things”
Not!
“Leadership is doing
the right things.
Management is doing
things right.”
—WB et al.
The Twain SHALL Meet!
Leadership: Invite
Associates/Colleagues/Talent to
join a Gaspworthy Adventure in
EXCELLENCE which will provide
matchless Personal and
Professional Growth and be of
Immense Service to selected Clients
Management:
Do it!
LEADERSHIP (Eternal!):
Invigorate a sizeable # of
people to Aspire to Excellence
in pursuit of a Common
(Noble) Goal that revolves
around service-of-exceptionalvalue to Clients
“Leadership” v. “Management”
“In [President Bush’s] belief
that America needed to
respond resolutely to the
dangers of terrorism, tyranny
and proliferation, he was mainly
right. His chief failures stem
from incompetent execution.”
—The Economist/05.13.2006
DRUCKER’S GREAT
CONTRIBUTION: management
per se as a/the principal
determinant of institutional
effectiveness
Grant
Jean Edward Smith
“A generation of American officers had been schooled to believe the
art of generalship required rigid adherence to certain textbook
theorems.”/151 “The nature of Grant’s greatness has been a riddle
to many observers. … did not hedge his bets … disregarded explicit
instructions … nothing to fall back on … violating every maxim held
dear by the military profession … new dimension: ability to learn
from the battlefield … finished near the bottom of his [West Point]
class in tactics … carried the fight to the enemy … maintain the
momentum of the attack … military greatness is the ability to
recognize and respond to opportunities presented.”/152-3 “Grant
had an aversion to digging in.”/153 “Grant had an intangible
advantage. He knew what he wanted.”/153 “Grant’s seven-mile dash
changed the course of the war.”/157 “The one who attacks first will
be victorious.”/158 “dogged”/159 “unconditional surrender”/162
“simplicity and determination”/166 “quickness of mind that allowed
him to make on the spot adjustments … [his] battles were not
elegant set-piece operations”/166 “[other Union general] preferred
preparation to execution … became a friend of detail … suffered
from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not
hesitate to arrest him” [following great victory]/172 … “learned how
to withstand attacks from the rear [Army politics]/179
“He never credited the enemy with the capacity to take the
offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired
of whipping them yet” [at very low point]/195 “Both sides seemed
eefeated and whoever assumed the offensive was sure to win.”/200
… “inchoate bond [between Grant and soldiers]”/201 … “The genius
of Grant’s command style lay in its simplicity. Grant never burdened
his division commanders with excessive detail. … no elaborate staff
conferences, no written orders prescribing deployment. … Grant
recognized the battlefield was in flux. By not specifying movements
in detail, he left his subordinate commanders free to exploit
whatever opportunities developed.”/202 “If anyone other than
Grant had been in command, the Union army certainly would have
retreated.”/204 Lincoln (urged to fire Grant): “I can’t spare this
man; he fights.”/205 “Grant turned defeat into Union victory.”/206
“moved on intuition, which he often could not explain or
justify.”/208 “instinctive recognition that victory lay in relentlessly
hounding a defeated army into surrender.”/213 Nathan Bedford
Forrest, successful Confederate commander: “amenable to no
known rules of procedure, was a lawunto himself for all military
acts, and was constantly doing the unexpected at all times and
places.”/213
“The commanding general would be in the field”/228 Lincoln:
“What I want, and what the people want, is generals who will fight
battles and win victories. Grant has done this and I propose to stand
by him.”/231 “retains his hold upon the affections of his men”/232
“Grant’s moral courage—his willingness to choose a path frrom
which there could be no return—set him apart from most
commanders … were [Grant and Lee] were uniquely willing to take
full responsibility for their actions.”/233 “ … modest … honest …
nothing could perturb … never faltered …”/233 “plan was
breathtakingly simple but fraught with peril”/235 “demonstrating
the flexibility that had become his hallmark”/238 “But like any West
Point trained general, he had difficulty comprhending what Grant
was up to …”/240 “recognized the value of momentum … throw off
balance … blitzkreig … travelling light … headquarters in the
saddle”/243 “acted as quartermaster”/243 [rushed away so that he
couldn’t receive Halleck’s order] … “like Lord Nelson … telescope to
his blind eye” … “pressing ahead on his own”/245 “focus on the
enemy’s weakness rather than his own”/250
TP’s take: Intuition … Move today > perfect plan tomorrow … Great
advantage: You know what you’re up to and you’re moving …
Action! .. Keep moving! … Engage! … Offense! … Momentum! ….
Keep ’em off balance … “Plan B” … Adjust … Adapt …
Opportunism! … Revise in accordance with conditions and
opportunities on the ground … Doggedness … Relentless … Never
retreat … Simplicity! … Wide latitude for division commanders …
minimum written orders, conferences, etc … keep his own council
… HQ is Grant & his horse … Communion with soldiers/Exude quiet
confidence … Self-accountability! … Evade orders (or ignore) …
Share harm & hardship … [Nelson: avoid loss vs seek victory] …
[Boyd: quickest O.O.D.A. loops] [Life 101: politics between the
Generals!]
Insubordinate (when it comes to
delays)/N
Action-oriented/Offense/
Total victory/N
Relentless
Troop Commander par Excellence/N
Leeway to Commanders/N
WOMEN.
WOMEN’S STUFF.
DEE DEE.
0712.2006.
LEADERSHIP
SKILLS.
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like
a Woman: Why the 21st-century negotiator will need the female touch”
“When boys win,
they boast; when
girls win, they
apologize.”
—Max, tennis coach,
from Double Fault by Lionel Shriver
M/3 of 10 (“I’m ready
& rarin’ to go!”)
F/8 of 10 (“I’ve still
got a ways to go.”)
“Well-behaved
women rarely
make history.”
—Anita Borg, Institute for Women and Technology
“To Hell With Well
Behaved … Recently a young
mother asked for advice. What, she
wanted to know, was she to do with a
7-year-old who was obstreperous,
outspoken, and inconveniently willful?
‘Keep her,’ I replied. … The suffragettes
refused to be polite in demanding what
they wanted or grateful for getting what
they deserved. Works for me.”
—Anna Quindlen/Newsweek
“Nobody gives
you power.
You just take
it.”
—Roseanne
Women
Dominate
Economic
Growth.
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by Women.”
—Headline, Economist,
April 15, Leader, page 14
“Forget China, India and the
Internet: Economic Growth Is
Driven by Women.” [Headline.] “Even today in the
modern, developed world, surveys show that parents still prefer
to have a boy rather than a girl. One longstanding reason boys
have been seen as a greater blessing has been that they are
expected to become better economic providers for their parents’
old age. Yet it is time for parents to think again. Girls may now
be a better investment.” “Girls get better grades in school than
boys, and in most developed countries more women than men
go to university. Women will thus be better equipped for the
new jobs of the 21st century, in which brains count a lot more
than brawn. … And women are more likely to provide sound
advice on investing their parents’ nest—eg: surveys show that
women consistently achieve higher financial returns than men
do. Furthermore, the increase in female employment in the rich
world has been the main driving force of growth in the last
couple of decades. Those women have contributed more to
global GDP growth than have either new technology or the
new giants, India and China.”
Source: Economist, April 15, Leader, page 14
“A Guide to Womenomics:
The Future of the World Economy Lies
Increasingly in Female Hands.” (Headline.) More
Continuing on page 73:
stats: Around the globe since 1980, women have filled “two
new jobs for everyone taken by a man.” “Women are
becoming more important in the global marketplace not just
as workers, but also as consumers, entrepreneurs, managers
and investors.” Re consumption, Goldman Sachs in Tokyo has
developed an index of 115 companies poised to benefit from
women’s increased purchasing power; over the past decade
the value of shares in “Goldman’s basket has risen by 96%,
against the Tokyo stockmarket’s rise of 13%.” A couple of
final assertions: (1) It is now agreed that “the single best
investment that can be made in the developing world” is
educating girls. (2) Also, surprisingly, nations with the highest
female laborforce participation rates, such as Sweden and the
U.S., have the highest fertility rates; and those with the lowest
participation rates, such as Italy and Germany, have the
lowest fertility rates.
Source: Economist, April 15, page 73
“Goldman Sachs in Tokyo has
developed an index of 115
companies poised to benefit from
women’s increased purchasing
power; over the past decade the
value of shares in Goldman’s
basket has risen by 96%, against
the Tokyo stockmarket’s rise of
13%.” —Economist, April 15
"Women have been making
educational progress, and the
men are stuck. They haven't
just fallen behind women.
They have fallen behind
changes in the job market.”
—Tom Mortenson, The Pell Institute for the Study of
Opportunity in Higher Education (AOL-AP, 060206)
“The Importance of Sex: Forget China, India, and the
Internet—Economic Growth Is Driven By Women”
*Better grades
*More go to university (“21st century, brains count”)
*“Far more” training to be docs (UK)
*Better investment decisions (greatest wealth
transfer ever)
*Growing female employment rate #1 driver
of growth (women>high tech, China, India)
*More women in gov’t increase econ growth
emphasis (Invest health, ed, infrastructure, poverty)
Source: Economist/0415
Impact! Add It Up!
Primary markets/Everything
(“Men buy
things that other men will buy for women. I buy things that women want.”—
successful jeweler/F. “Women are the majority market” —Fara Warner/The
Power of the Purse. Women as Purchasing Officers, CIOs, etc.)
Greater global workforce
participation rate (“bigger contributor to GDP
growth than technology, China, India”—Economist)
Higher wages
(more seniority, promotions—even if not to
CEO; greater pay equity—even if not equal)
Business “decision makers”
(more
seniority, promotions—even if not to CEO)
Women-owned businesses
(answer to the
Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing
world)
“Idiot” is
too kind a
word.
“That’s a very
diverse* team.”
—Patrick Cescau, CEO, Unilever**
*1 of 14 Board of Directors members is a woman
(not an exec); 2 of 7 Exec Team members
are … Indians. (Source: FT/24-25 June.)
**Approximately 85% of Unilever’s products
are purchased by … women.
“That’s a
VERY
diverse team.”
—Patrick Cescau, CEO, Unilever* **
*1 of 14 Board of Directors members is a woman
(not an exec); 2 of 7 Exec Team members
are … Indians. (Source: FT/24-25 June.)
**Approximately 85% of Unilever’s products
are purchased by … women.
85%
vs.
7%
(1 of 14)
“That’s a
VERY
sick man.”
—Tom Peters
EXCELLENCE.
OPPORTUNITY.
Fara Warner
Read.
This.
Book.
Damn it.
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
USA/F.Stats: Short ’n (Very) Sweet
>50% of stock ownership, $13T total wealth (2X in 15 years)
>$7T consumer & biz spending (>50% GDP; > Japan GDP);
>80% consumer spdg (Consumer = 70% all spdg)
57% BA degrees (2002); = ed & social strata, no wage gap
60% Internet users; >50% primary users of
electronic equipment
>50% biz trips
WimBiz: Employees > F500; 10M+: 33% all US Biz
Pay from 62% in 1980 to 80% today; equal if education,
social status, etc are equal
60% work; 46M (divorced, widowed, never married)
Source: Fara Warner, The Power of the Purse
“The left hand rocks the cradle, The
right hand rules the world.” —DeBeers*
(*created new $4B segment in 5 years)
“In those two simple sentences I saw
a view of women I had not seen
before in advertising. Here was a
company that had the guts to talk
openly about what women were still
struggling to understand and
embrace.” —Fara Warner, The Power of the Purse
Cases!
McDonald’s (“mom-centered” to “majority consumer”; not
via kids)
Home Depot (“Do it [everything!] Herself”)
P&G (more than “house cleaner”)
DeBeers (“right-hand rings”/$4B)
AXA Financial
Kodak (women = “emotional centers of the household”)
Nike (> jock endorsements; new def sports; majority consumer)
Avon
Bratz (young girls want “friends,” not a blond stereotype)
Source: Fara Warner/The Power of the Purse
“To help revive the company’s sales
and profits, McDonald’s shifted its
strategy toward women from one of
‘minority’ consumers who served as
a conduit to the important children’s
market to one in which women are the
majority consumers and the main
drivers behind menu and promotion
innovation.” —Fara Warner, The Power of the Purse
“What women [in focus groups] told
us was that all moms were
women, but not all women
are moms—so why weren’t
we trying to reach all
women? We realized we
should be finding the woman
inside the mom.” —Kay Napier, SVP
Marketing (from Fara Warner, The Power of the Purse)
Faith, Lys, Marti, Fara …
Targeting the New
Professional Woman:
How to Market and Sell to
Today’s 57 Million
Working Women.
—Gerry Myers
Stupid Fr*&^ing Idiot-Marketers!
“Critics describe evening
news in unflattering
terms— They’re old!
They’re set in their ways!
They won’t buy iPods!””
Source: Advertising Age, 05.08.06
e-book
News
e-books/40% p.a./
Purchaser:
M?
iPod user?
Sci-fi?
e-books/40% p.a./
Purchaser:
M? No.
iPod user? No.
Sci-fi? No.
e-books/40% p.a./
Purchaser:
F? Yes.
iPod user? N.A.
Romance Novel? Yes.
e-books/40% p.a.
“The e-book is coming—at last.”
“Romance is the fastest-growing
category in the e-bok market.”
“With e-books, women rule.”
Source/s: The Sunday Telegraph/
Romance Writers of America
Market
Opportunity
Duh.
Women.
Boomers-Geezers.
Women business owners.
Single-adults (Urban)
U.S.A. Economic Story
#1:
10.6M
Fastest growing demographic:
Single-person
Households (>50% in
London, Stockholm, etc)
Source: Richard Scase
% of homes purchased by
single women: 1981, 10%;
2005, 20%
% of homes purchased by
single men: 1981, 10%;
2005, 9%
Source: USA Today/02.15.06
END WOMEN.
Health
MHHA
YOU DO: Patient Safety.
“Healthcare” to “Health.”
I DO: Transfat, High Fructose
Corn Syrup, #50 Sunscreen,
“Wash your hands”
Griffin Hospital (Planetree)
results: Financially
successful. Expanding
programs-physically.
Growing market share. Only
hospital in “100 Best Cos to
Work for—7 consecutive
years, currently #6. —“Five-Star
Hospitals,” Joe Flower, strategy+business (#42)
“Sanitary revolution”:
mortality in major cities
down
55%
between 1850 and 1915
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
“Curve
Shifting”
Source: Tom Farley & Deborah Cohen,
Prescription for a Healthy Nation
“Bump into factor”: Extra-size
portions, eat more. Higher
% shelf space snacks, more
obesity. More liquor stores,
more crime. High vs low fat:
Japanese who emigrate to
U.S. suffer 3X increase in
heart disease.
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
Sprint/Overland Park KS:
Slow elevators, distant
parking lots with
infrequent buses, “food
court” as “poorly” placed
as possible, etc.
Source: New York Times
Wellness
Obesity/-79(-36); BP (140-85 to
90-60); Blood sugar (180-87);
Blood chemistry (normal+);
Cholesterol (140-58);
Metabolic rate/RMR (+250);
Mental state (dramatic
improvement*)
Off …
Univasc (<1/2)
Bextra
Lipitor
Toprol
Propranolol
Aging
reversal!!!!*
*Why wasn’t I “informed”
until age 59?
“Fixes”
Diet
Extreme exercise
Meditation
Supplements
Eliminate all alcohol
(Meds)
TP Recce #1:
Dubai Healthcare City
to
Dubai Health City*
*Cleveland Clinic and Canyon Ranch
T.T.D./
Healthcare27
Healthcare27
1. Fully utilize Physician’s Assistants to do
routine work in a timely fashion. (“Doc in a Kiosk” at
Wal*Mart is great!)
2. Maximize Outpatient services!
3. Short hospital stays work!
4. Support home care to the max. (E.g., “Declaration of
Independents”—Beacon Hill/Boston)
5. STOP THE 100K+ NEEDLESS DEATHS —
much/most of the “quality stuff” is eminently fixable.
(Don Berwick for President! AHA for Hall of Shame!) (Strong, vicious insurer
incentives!!!)
6. FLIP HC 177 DEGREES TO EMPHASIZE
PREVENTION & WELLNESS. (“Steps” are being taken but not
enough. Med schools: Awful! Insurers: Little better. Support for appropriateproven alternative therapies is an important part.) (HUGE INCENTIVES FOR
EFFECTIVE WELLNESS-PREVENTION PROGRAMS-MEASURABLE SUCCESSES.)
T.T.D./
ACTION.
NOW.
Visible Signs/Measures (Creech)
TRAIN. TRAIN. TRAIN. (P.S.)
Med school, Nursing school cirriculum (P.S.)
BOLD!/Big change EASIER than
modest change (P.S., etc.)
EXCELLENCE. ONLY. ALWAYS. DAMN IT.
EVP/Patient Safety
P.S.O.s
Fund the living hell out of it (P.S.)
CEO (etc): REFLECT IT IN CALENDAR
EMERGENCY STATUS
H.M.O.s: Big/ENORMOUS (+/-) incentives
for docs, hospitals, etc, etc
BOARD: Patient Safety Committee
BOARD: WPCC Committee
Patient Safety BALDRIDGE (POTUS?)
CERTIFICATION/RE-CERTIFICATION
for One & All (P.S., etc)
WPOCC Rules!!!!!!! (Wellness/
Prevention/Obesity/ChronicCare)
WPOCC: N.G.A. (AK)
INSURANCE COMPANY VISIBILITY/
SPONSORSHIP/MEGA-INCENTIVES
Awards Galore P.S./WPOCC)
BOARD Committee: H5N1
HHS: Split HC & PWO (Ontario)
Write off ½ of med school loan if “pay” with 3-5
years service in Public Health
Glamorize Family Practice, Public Health, etc
FAT legislation?? (Almost certainly) (Density,
HFCS, Trasfats, etc, etc) (A FIRST FOR TP)
SUE the hell out of One & All
re Obesity (Cigarettes II)
Research LEAP @ N.I.H. (Etc, Etc, ETC)
INCENTIVES @ SCHOOLS (BIG!!)
EMR: Intensify!!!!!!!!!!!!!
No leadership position in AHA (AMA?)
(DEANs?) (Etc?) without “Safety tour”
No Medical Chief (>150 beds?)
without “Safety tour”
FORGET ABOUT ME!!! (Except
Wellness, ChroniCare)
VIGOROUSLYSUPPORT Home Care
American OBESITY = African AIDs (??)
ELIMINATE/OBLITERATE HIGH
FRUCTOSE CORN SYRUP!
ELIMINATE/OBLITERATE TRANSFATS!
(HFTC/TF = The Real “WMDs”)
FDA: Kill! Kill! Kill! (Please)
CEO Bonus: 50+%: P.S./WPOCC
OBNOXIOUS labels
Incentives for BILLBOARDS
Natl Advertising Council
PARENTING education, etc.
THIS IS NOT A
“PROGRAM” (P.S./WPOCC)
STATE OF
EMERGENCY
March-June 2006:
Sample of
Healthcare “PR”
Docs &
Hospitals
Doctors/Hospitals
53 autopsy studies … 24% misdiagnosis rate
(The Independent, 06.27)
“Medical Guesswork: From heart surgery to prostate care, the health
industry knows little about which common treatments really work”
(Cover, BusinessWeek, 0529) Dr David Eddy/Kaiser Permanente
Care Management Institute: “The problem is we do not know what
we are doing.” Eddy: 15% of what doctors do is “backed by hard
evidence” (BW); in general, 20% to 25%.
“What Doctors Hate About Hospitals” (Cover, Time, 05.01) “It
remains almost a stroke of luck to enter a U.S. hospital and receive
precisely the right treatment.” (Time) “No day passed—not one—
without a medication error. The errors were not rare; they were
the norm” (Don Berwick, on his wife’s treatment) “One medication
was discontinued by a physician’s order on the first day of
admission [Berwick’s wife] and yet was brought by a nurse every
single evening fo 14 days straight.” (Time) Harvard Public Health,
2002 study: “More than 1 in 3 doctors reported errors in their own or
a family member’s medical care.” (Time)
Big Pharma
Digger the
Dermatophyte*
*Lamisil/Novartis/#4/$110M/3X in 10 to 100,000
Big Pharma
“Pushing Pills: How Big Pharma Got Addicted To Marketing” (Cover,
Forbes, 05.08) Novartis: #4 best seller, Lamisil, toe fungus, $850 for
3-month treatment, “Digger Dermatophyte” (Forbes) $42 billion on
R&D, $46 billion on marketing and admin. Salespeople: up 100,000 in
last 10 years, 1 per 9 docs vs 1 per 18 docs. (Forbes) Clinical trials
favor sponsor’s drug 90% of the time. “The comparative studies
are a joke.” —Dr Jack Rosenblatt (Forbes)
“Psychiatric Drugs Fare Favorably When Companies Pay for
Studies” (headline, USA Today. 05.25) 57% of studies paid by drug
companies, up from 25% in 1992. Favorable outcome for sponsor:
78%. Sponsored by neutral: 48%. Sponsored by competitor: 28%.
USA Today /American Psychiatric Association)
“Hey, You Don’t Look So Good: As diagnoses of once-rare illnesses
soar, doctors say drugmakers are ‘disease-mongering’ to boost
sales” (feature, BusinessWeek, 05.08)
Intractable
Problems
Other
“Hazardous To Your Health” (New York Times Op-ed on
High Fructose Corn Syrup, 04.11); 112,000
deaths/year, $75 billion/per year associated with too
much fat; 2/3rd of Americans over-weight, 1/3rd children
“Call for Switch to Preventive Measures as 29 billion
[pound] Cost of Heart Disease is Revealed” (headline,
The Independent, 05.15)
“The Fat Police” “Obesity Tests: Every four-year-old
in the country to be officially screened” (headline,
The Independent, 05.21)
“The Politics of Fat” (headline, Time, 03.27); childhood
obesity up
3X
in 25 years
MI
Healthcar
e
STATE OF
EMERGENCY
Funding …………………........... N.A.
Access …………………………… N.A.
Execution of chosen task … D
Priorities ……………………...... F
Big Pharma …………………..... D-
Funding …………………........... N.A.
Access …………………………… N.A.
Execution of chosen task … D
Priorities ……………………...... F
Big Pharma …………………..... DQuality: F
Scientific basis for action: C-/D
Funding …………………........... N.A.
Access …………………………… N.A.
Execution of chosen task … D
Priorities ……………………...... F
Big Pharma …………………..... DEmphasis on Acute care: C
De-emphasis of WPC/WellnessPrevention-Chronic care: F (F-??)
Funding …………………........... N.A.
Access …………………………… N.A.
Execution of chosen task … D
Priorities ……………………...... F
Big Pharma …………………..... D“Me too”: DOvercomplexity/Drug discovery: DDisease creation: DHiring pretty girls: A
Hiring lotsa pretty girls: A
Funding …………………........... N.A.
Access …………………………… N.A.
Execution of chosen task … D
Priorities ……………………...... F
Big Pharma …………………..... D-
Bust
fat docs!
Report
Card.
Re-imagine Healthcare: Reportcard2006
Evidence-based/Outcomes-based ……………….………...... D
Pay-for-performance ………………………………………….… D
IS/IT (general) ………………………………..………………..…. CUse of information (for decisionmaking-measurement) .… CEMR (Electronic Medical Records) ……………………..….... D
CPOE (Computerized Physician Order Entry) ……….……. C-/D
Quality/100K+ unnecessary deaths …………..……… D-(kind)
Acute care to chronic care-home care shift ………….….... D/DAcute-care to Prevention/Wellness Obsession…..… FPatient-centric/Client-centric………………………………….. D
Docs’ acceptance of “evidence-based” …………............… D/D“Revolutionary”-intensity Incentives re evidence …..……. DChildhood obesity epidemic …………………………….. DH5N1 preparedness ………………………………….…….. D
Corporate focus on Prevention/Wellness…………..…..…..... C-/D
Individual focus on Prevention/Wellness…………………..… D
Individuals’ health education/self-management …….…...…. C-
Workforce acceptance of self-responsibility ….…….…...….. CWorkforce transition to “Brand You” attitude……..……..….. C-/D
3 March 2006/Tom Peters
Wash your hands.
Apply #50 sunscreen.
Banish trans fat
Banish high fructose corn syrup.
Exercise “30-7.”
Breathe.
Stockpile for H5N1.* (*not Tamiflu!)
Avoid hospitalization.
Take charge of your health.
Health:
Century21.Job # 1
(HC21.J1)
Tom Peters/0428.2006
Quality!
Prevention!
Wellness!
Chronic care!
Childhood obesity!
H5N1!
Quality!
Prevention!
Wellness!
Chronic care!
Childhood obesity!
H5N1!
2 38
m
s
Welcome to the Homer Simpson Hospital
a/k/a
The Killing
Fields
“When I climb Mount
Rainier I face less
risk of death than
I’ll face on the
operating table.”
—Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions
Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (1212.2005)
Quality!
Prevention!
Wellness!
Chronic care!
Childhood obesity!
H5N1!
Childhood
Obesity >
Terrorism
Quality!
Prevention!
Wellness!
Chronic care!
Childhood obesity!
H5N1!
The Ultimate “Culture Change”
“Healthcare”
vs.
“Health”
Quality (100K+ deaths)
“Evidence/Outcomes-based” medicine
IS/IT-in-health(care) revolution
Wellness/Prevention
Health“care” to Health “culture” transformation
Wash your hands!
Home-care (as the population rapidly ages)
Med-school re-orientation
“Public health” emphasis
Childhood Obesity
Mind-boggling (15 years?) social-moral-technological
impact of life sciences (“the Singularity”?)
H5N1/WMDs/Environmental degradation
Risk assessment (private, public)
Market opportunity
Public vs/+ Private responsibilities & partnerships
Africa! (Unconscionable failure to attend to/staggering Health consequences for all)
Re-imagine Healthcare: Reportcard2006
Evidence-based/Outcomes-based ……………….………...... D
Pay-for-performance ………………………………………….… D
IS/IT (general) ………………………………..………………..…. CUse of information (for decisionmaking-measurement) .… CEMR (Electronic Medical Records) ……………………..….... C-/D
CPOE (Computerized Physician Order Entry) ……….……. C-/D
Quality/100K+ unnecessary deaths …………..……… D-(kind)
Acute care to chronic care-home care shift ………….….... D/DAcute-care to Prevention/Wellness Obsession…..… D/DPatient-centric/Client-centric………………………………….. D
Docs’ acceptance of “evidence-based” …………............… D/D“Revolutionary”-intensity Incentives re evidence …..……. DChildhood obesity epidemic …………………………….. DH5N1 preparedness ………………………………….…….. D
Corporate focus on Prevention/Wellness…………..…..…..... C-/D
Individual focus on Prevention/Wellness…………………..… D
Individuals’ health education/self-management …….…...…. C-
Workforce acceptance of self-responsibility ….…….…...….. CWorkforce transition to “Brand You” attitude……..……..….. C-/D
3 March 2006/Tom Peters
“If God spoke to me by saying, ‘Mark, you’re down to
your last three words: What would you want to say to
your fellow humans that would make the most positive
impact?’ It would be a close call between Love Thy
Wash Your
Hands .
Neighbor and
A close third would be Move,
Move, Move.”
—Mark Pettus, M.D., The Savvy Patient
“The most important thing you can do to keep
from getting sick is to
hands. ”
wash your
—CDC/National Center for Infectious Diseases
Tommy Thompson: take
your
meds; chronic illness
75% to 80%; “curative
healthcare system” to
“prevention system”
Source: Advertising Age, 05.08.06
Wash your hands.
Apply #50 sunscreen.
Banish (TOTALLY) high fructose corn syrup.
Exercise “30-7.”
Breathe.
Stockpile for H5N1.* (*not Tamiflu!)
END
HEALTH
INNOVATION
World Innovation Forum
EVERYTHING YOU
THOUGHT YOU KNEW
ABOUT INNOVATION IS
WRONG
Tom Peters/New York/0524.2006/
Inno.new.LIST.0527
World Innovation Forum: Alt Title
YOU ONLY FIND
OIL IF YOU
DRILL WELLS
What “We” Know “For Sure” About Innovation
Big mergers [by & large] don’t work
Scale is over-rated
Strategic planning is the last refuge of scoundrels
Focus groups are counter-productive
“Built to last” is a chimera (stupid)
Success kills
“Forgetting” is impossible
Re-imagine is a charming idea
“Orderly innovation process” is an oxymoronic phrase
(= Believed only by morons with ox-like brains)
“Tipping points” are easy to identify …
long after they will do you any good
“Facts” aren’t
All information making it to the top is filtered
to the point of danger and hilarity
“Success stories” are the illusions of egomaniacs (and “gurus”)
If you believe the memoirs of CEOs you should be institutionalized
“Herd behavior” (XYZ is “hot”) is ubiquitous
… and amusing
“Top teams” are “Dittoheads”
CEOs have little effect on performance
“Expert” prediction is rarely better than rolling the dice
Parallel universe/Exec Ed v res MBA
End run regnant powers/JKC
Find done deals-practicing mavericks/StoneReGo
Bell curves/2016 in 2006
Non-industry benchmarking
Everything = Portfolio
V.C.s all!
Hot language/Wow-Astonish me-Insanely
great-immortal-Make something great
Lead customers/PW-Embraer
Lead suppliers /Top decile R&D
Weird alliances
Mottos/Paul Arden (“Whatever You Think
Think the Opposite”)
Hire freaks/Enough weird people?
Weird Boards!!!
CEO track record of Innovation (nobody starts
at 45!)
System/GE-Immelt
“Strategic thrust overlay”
Calendar
Big Delta easier than Small
MBWA with freaks-weirdos/JKC
MBWA/Boonies’ labs
V.C.-formal/Intel
Acquire weird
Children’s crusade
Old farts crusade
Go Global at any size
Stop listening to customers
Talent!/Unusual sources-Hire innovators-V.C.s
Eschew giant mergers
Remember: scale economies max out early
Assisted suicide! (“Built to last” = Chimerasnare-delusion)
Burn your press clippings
“Forgetting” “strategy”
Fire all strategic planners
Tempo!
Final product bears little relation to starting
notion
Design! Design! Design! (“culture,” not
program)
All innovation: Pissed-off people
Gut feel rules!
Focus groups suck
Weird focus groups okay
Be-Do philosophy
Celebrations
Culture-little as well as big Inno (“everyonean-innovator”)
Life = Wow Projects
Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback)
R.F.A.
Culture of execution
4/40: decentralization, execution,
accountability, 615AM
EVP (S.O.U.B.)/Systems-process “un-design”
Diversity for diversity’s sake
Women-Women-Women/customers (they
“are the market,” not a “segment”)-leaders
Boomers-Geezers (“all the money”)
CRO (Chief Revenue Officer) “culture”/topline obsessed
CIO (Chief INNOVATION Officer)
Laughter
Facility-space configuration
Experiments-prototypes
“Reward excellent failures. Punish mediocre
successes.”
Bizarrely high incentives (& penalties)
We are what we eat/We are who we hang out
with (E.g.: Staff-Consultants-Vendors-Out-sourcing
Partners/#, Quality-Innovation Alliance PartnersCustomers-Competitors/who we “benchmark” against
-Strategic Initiatives -Product Portfolio/LineEx v. LeapIS/IT Projects-HQ Location-Lunch Mates-LanguageBoard)
InnoTac
“You miss 100
percent of the
shots you never
take.”
—Wayne Gretzky
“Please represent your plan
from last year—
exact same
PowerPoint.” (LG)
Parallel
universe!
Read This!
Richard Farson & Ralph Keyes:
Whoever Makes
the Most Mistakes
Wins: The Paradox
of Innovation
Winning against …
… Niche/Focus
… Dramatic Difference
… 2016/2011 in 2006
… Transparent (easy to do
business with/Great
EXPERIENCE)
… Partner
… EXECUTION
Innovation:
Some Secrets
Parallel
universe!
“Venture” fund: E.g.
Gerstner/Amex,
Dow/Marriott, Grove/Intel,
Bedbury/Starbucks
“SkunkWorks”/ “ParallelUniverse”
“the
solution”
Source: Scott Bedbury
2/50*
*Scott Bedbury/Starbucks/<1%/<4 of 400/
grabbed best/all wanted to be there/2%-50%
Immelt on “Innovation
breakthroughs”: Pull out and
fund ideas in each business
that will generate >$100M in
revenue; find best people to
lead (80 throughout GE)
Source: Fast Company/07.05
“End Run”: E.g. JKC
@ Smith; Continuing Ed in
B.Schools
“This is so simple it sounds stupid, but it is amazing
you
only find oil if you
drill wells.
how few oil people really understand that
You may think you’re
finding it when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We made mistakes, of course. Most of them
were omissions we didn’t think of when we
initially wrote the software. We fixed them by
doing it over and over, again and again. We do
the same today. While our competitors are still
sucking their thumbs trying to make the
design perfect, we’re already on prototype
version No. 5. By the time our rivals are
ready with wires and screws, we are on
version
No. 10. It gets back to
planning versus acting: We act
from day one; others plan how
to plan—for months.”
—Bloomberg by Bloomberg
Bloodymindedness!
1@T
JackWorld/
: (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.
(1-5/Throughout) TALENT JACK!
“[Immelt] is now identifying
technologies with which GE
systematically
set out to build
entirely new
industries”
will …
—Strategy+Business, Fall 2005
“Reward excellent
failures. Punish
mediocre
successes.”
Phil Daniels, Sydney exec
“FAIL, FAIL
AGAIN. FAIL
BETTER.”
—Samuel Beckett
“METABOLIC
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
“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
“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
“If it works,
it’s obsolete.”
—Marshall McLuhan
Boyd on
TEMPO
“The most
successful people
are those who
are good at plan B.”
—James Yorke, mathematician, on chaos theory
in The New Scientist
He who has the
quickest O.O.D.A.
Loops* wins!
*Observe. Orient. Decide. Act./Col. John
Boyd
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)
“The stuff has got to
be implicit. If it is
explicit, you can’t do
it fast enough.”
—John Boyd
BOYD: The Fighter Pilot Who Changed
the Art of War (Robert Coram)
Tempo!*
70-10
*Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech
70-10/Nebraska/Unk QB 643 yards K.State/
Linemen spread wide/All legals go out for
pass/Defenders confused & tire (Boyd/Tempo
is not speed/“Re-arrange the mind of the enemy”—T.E.
“By changing the geometry of
the game, and pushing the limits of
space and time on the gridiron, Mike
Leach is taking Texas Tech to some
far out places.” —Michael Lewis (NY Times
Lawrence)/
Magazine, 12.04.05, on Mike Leach/Texas Tech)
“In war, delay is fatal.” —Napoleon
“The only way to whip an army is
to go out and fight it.” —Grant
“ … demonstrating the tactic that
would become his hallmark: the
immediate move to seek out the
enemy and attack him” —John Mosier,
on Grant “A good plan executed right
now is far preferable to a ‘perfect’
plan executed next week.” —Patton
Relentless!*
*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs),
UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, NixonKissinger, Gerstner, Rice, Jordan, Armstrong
“This [adolescent] incident [of getting from point A to
point B] is notable not only because it underlines
Grant’s fearless horsemanship and his determination,
but also it is the first known example of a very
Grant had
an extreme, almost phobic dislike
of turning back and retracing his
steps. If he set out for somewhere, he would get
important peculiarity of his character:
there somehow, whatever the difficulties that lay in his
way. This idiosyncrasy would turn out to be one the
factors that made him such a formidable general. Grant
would always, always press on—turning back was not
an option for him.” —Michael Korda, Ulysses Grant
Blitzkrieg?
False Attributions
German citizenry low morale, no appetite for war
3rd Republic government rather well regarded
French Army in good shape, surprisingly well
armed, decent strategy (in dozens of simulations, French usually win)
Blitzkrieg not used
Germans very vulnerable
Lousy French intelligence* and luck perhaps
determinant (*“intelligence information tends to be sifted to reinforce
received ideas rather than to overturn them”)
Many plausible competing hypotheses
Source: Julian Jackson, The Fall of France (cf Nassim Nicholas Taleb, Fooled by
Randomness: The Hidden Role of Chance in Life and in the Markets.)
Smashing Conventional Wisdom
“Blitzkrieg in fact emerged in a rather haphazard way
from the experience of the French campaign, whose
success surprised the Germans as much as the
French. Why otherwise did the High Command try on
various occasions, with Hitler’s backing, to slow the
panzers down? The victory in France* came about
partly because the German High Command
temporarily lost control of the battle. The decisive
moment in this process was Guderian’s decision to
move immediately westward on 14 May, the day after
the Meuse crossing, wrenching the whole of the rest
of the army along behind him.”
*messed up traffic, little close air support, random heroics by
some small bits of Guderian’s forces, Guderian not a disciple of
the WWI-derived “strategy of indirect approach”
Source: Julian Jackson, The Fall of France
Grove and
Bloomberg
on Action
“We made mistakes, of course. Most of them
were omissions we didn’t think of when we
initially wrote the software. We fixed them by
doing it over and over, again and again. We do
the same today. While our competitors are still
sucking their thumbs trying to make the
design perfect, we’re already on prototype
version No. 5. By the time our rivals are ready
with wires and screws, we are on version
It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
No. 10.
"I think it is very important
for you to do two things:
act on your temporary
conviction as if it was a
real conviction; and when
you realize that you are
wrong, correct course very
quickly.” —Andy Grove
“Never forget
implementation boys.
In our work it’s what I
call the ‘missing 98
percent’ of the client
puzzle.” —Al McDonald, former Managing Director,
McKinsey & Co, to a project team that included TP
“This is so simple it sounds stupid, but it is amazing
you
only find oil if you
drill wells.
how few oil people really understand that
You may think you’re
finding it when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
BIAS
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties”
Importance of Success Factors by Various “Gurus”/
Estimates (Unreliable) by Tom Peters
Strategy
Systems
Passion/
Execution
Leadership
Porter
45%
20
20
15
Drucker
35%
30
15
20
Bennis
20%
20
35
25
Peters
15%
20
30
35
Ubiquitous
“Politics”
“A man of great mediocrity.” —General George Patton
about General Omar Bradley …… “A third-rate general. He
never did anything or won any battle that any other
general could not have won as well or better.” —General
Omar Bradley about Sir Bernard Montgomery …… “If you
want to end the war in any reasonable time, you will have
to remove Ike’s hand from the control of the land battle.”
—Sir Bernard Montgomery about General Dwight
Eisenhower …… “One thing that might help win this war is
to get someone to shoot King.” —General Dwight
Eisenhower about Admiral Ernest King …… “Eisenhower,
though supposed to be running the land war, is on the
golf links at Rhiems—entirely detached and taking
practically no part in running the war.” —Sir Alan Brooke
…… “If the unhelpful British attitude continues, then I
shall go home.” —General Dwight Eisenhower
Source: David Irving, The War Between the Generals: Inside the Allied High Command
Utterback
“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 Art of Innovation
Forget>“Learn”
“The problem is never
how to get new,
innovative thoughts into
but how to
get the old ones
out.”
your mind,
—Dee Hock
“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
“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
Wendell Phillips, abolitionist:
“Republics exist only on the
tenure of being constantly
agitated. There is no
republican road to safety
but in constant distrust.”
Source: Louis Menand, The Metaphysical Club:
A Story of Ideas in America
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
First-level
Scientific
Success:
Beyond Brains
Tom Peters/14April2006
First-level Scientific Success
Fanaticism
Persistence-Dogged Tenacity
Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)
Passion
Energy
Relentlessness (Grant-ian)
Enthusiasm
Driven (nuts!)
(Brutal?) Competitiveness
Entrepreneurial
Pragmatic (R.F!A.)
Scrounge (“gets” the logistics-infrastructure bit)
Master of Politics (internal-external)
Tactical Genius
Pursuit of (Oceanic) Excellence!
High EQ/Skillful in Attracting + Keeping Talent/Magnetic
Prolific (“ground up more pig brains”)
Egocentric
Sense of History-Destiny
Futuristic-In the Moment
Mono-dimensional (“Work-life balance”? Ha!)
Exceptionally Intelligent
Exceptionally Clever (methodological shortcuts/methodological genius)
Luck
First-level Scientific Success
The “smartest guy
in the room wins”
Or …
Happy 50!
26April2006
Malcom McLean
Containerization
Lessons
Need-driven
A thousand “parents”
Messy
Evolutionary
“Trivial”
Experimentation
trial &
ERROR
Loooong time for systemic adaptation/s
(many innovations) (bill of lading, standard time)
Not …
“Plan-driven”
The product of “Strategic Thinking/Planning”
The product of “focus groups”
Get mad. Do
something
about it. Now.
SCALE.
ETC.
“I don’t believe in economies of
You don’t get
better by being
bigger. You get
worse.”
scale.
—Dick Kovacevich/Wells
Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
J.P. Morgan Chase, 0.9%)
Last week’s “Invincibles”:
Dell
Microsoft
Big Pharma
Scale?
“Microsoft’s Struggle With
Scale”
—Headline, FT, 09.2005
“Troubling
Exits at Microsoft”
—Cover Story, BW, 09.2005
“Too Big to Move Fast?”
—Headline, BW, 09.2005
New Economy?!
Genentech09,
Amgen09
> Merck09
(70K-3/394B-5)
Wal*Mart + Home
Depot + Walt Disney +
Intel + Microsoft +
Pfizer = Flat
Source: “Blue Chip Blues”, Cover, BW, 0417.06
More than $$$$
#1 R&D
spending,
last 25 years?
GM
Line Extensions:
86 percent of new
products. 62 percent
39
of revenues.
percent of profit.
Source: Blue Ocean Strategy, Chan Kim and Renee Mauborgne
I HEREBY PLEDGE …
When asked, “What are some examples
of companies stepping up to today’s
challenges?” … I will …
NEVER
AGAIN … offer an example of a
Giant Company; instead I’ll refer to
Cirque du Soleil, Donnelly’s Weatherstrip
Service, 3K tanning salons, 10.6M
women-owned businesses (or the
typically female recipients of
micro-lending) …*
*There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”
“While many people big oil finds
with big companies, over the years
about 80 percent of the oil
found in the United States has been
brought in by wildcatters such
as Mr Findley, says Larry Nation,
spokesman for the American
Association of Petroleum
Geologists.” —WSJ, “Wildcat Producer Sparks Oil
Boom in Montana,” 0405.2006
Market Share, Anyone?
— 240 industries: Marketshare leader is ROA leader
29% of the time
— Profit /ROA leaders:
“aggressively weed
out customers who
generate low returns”
Source: Donald V. Potter, Wall Street Journal
Did one of ’em ever turn to
the other and say: “Wow, I
wonder what unimaginable
new tools, otherwise not
possible, will be brought
forth for my daughter
Alice, age 17, because
of this deal?”
Did one of ’em ever turn to
the other and say: “Wow I
wonder what unimaginable
new tools, otherwise not
possible, will be quickly
brought forth for our
customers because of
this deal?”
Sluggish + Obese +
Unimaginative + More
Sluggish + More Obese +
More Unimaginative + Even
More Sluggish + Even More
Obese + Even More
Unimaginative = Nissan +
Renault + GM = Innovative
Challenger for Toyota????
??????????????
Crappy Management (GM) +
Arrogant-Overstretched
Management (Carlos G) =
Great Management
Bacteria.
Productivity of small.
Failure rate of Big Mergers.
Failure rate of Big
Companies.
Terrorists.
Galbraith vs Hayek.
(“Left tail” limits.)
END
INNOVATION
DETERMINATION
The “D-File”:
DETERMINATION
DE-TERMIN-ATION
Or: The “B-File” …
BLOODYMINDEDNESS
BLOOD-YMIND-EDNESS
“ … except for the
GET A
DAMN
LIFE.
‘politics’”:
(Grant, Churchill, GW, &c.)
“It is no use saying
‘We are doing our
best.’ You have got
to succeed in doing
what is necessary.”
—WSC
First-level Scientific Success
The smartest guy
in the room wins”
Or …
First-level Scientific Success
Fanaticism
Persistence-Dogged Tenacity
Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)
Passion
Energy
Relentlessness (Grant-ian)
Enthusiasm
Driven (nuts!)
(Brutal?) Competitiveness
Entrepreneurial
Pragmatic (R.F!A.)
Scrounge (“gets” the logistics-infrastructure bit)
Master of Politics (internal-external)
Tactical Genius
Pursuit of (Oceanic) Excellence!
High EQ/Skillful in Attracting + Keeping Talent/Magnetic
Prolific (“ground up more pig brains”)
Egocentric
Sense of History-Destiny
Futuristic-In the Moment
Mono-dimensional (“Work-life balance”? Ha!)
Exceptionally Intelligent
Exceptionally Clever (methodological shortcuts/methodological genius)
Luck
First-level Scientific Success/Short Form
Scientific Success
(Nobel-level) = Genius +
Execution + Master of
Soft Skills + Enthusiasm
+ Magnetism + Destiny
(sense of) + Energy
6:15A.M.
????????
Work Hard >
Work Smart
“This [adolescent] incident [of getting from point A to point B] is
notable not only because it underlines Grant’s fearless
horsemanship and his determination, but also it is the first known
example of a very important peculiarity of his character:
Grant had an extreme,
almost phobic dislike of
turning back and retracing
his steps. If he set out for somewhere, he would get
there somehow, whatever the difficulties that lay in his way. This
idiosyncrasy would turn out to be one the factors that made him
such a formidable general. Grant would always, always press on—
turning back was not an option for him.”
—Michael Korda, Ulysses Grant
Relentless!*
*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs),
UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, NixonKissinger, Gerstner, Rice, Jordan, Armstrong
Bloodyminded:
Unreasonably
stubborn
Source: The Random House Dictionary of the English Language
“Before you can inspire with
emotion, you must be
swamped with it yourself.
Before you can move their
tears, your own must flow. To
convince them, you must
yourself believe.” —Winston Churchill
“Nobody can prevent
you from choosing to be
exceptional.” —Mark Sanborn, The Fred Factor
“To live is the rarest thing in
the world. Most people exist,
that is all.” —Oscar Wilde
“If I can reduce my work to
just a job I have to do, then I
keep myself safely away from
the losses to be endured in
putting my heart’s desires at
stake.”
—David Whyte, Crossing the Unknown Sea:
Work as a Pilgrimage of Identity
“Make each day a
Masterpiece!”
—JW
“Make your life
itself a creative
work of art.”
—Mike Ray, The
Highest Goal
“This is the true joy of Life, the
being used for a purpose
recognized by yourself as a
mighty one … the being a force of
Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
world will not devote itself to
making you happy.” —GB Shaw/
Man and Superman
“To have a firm persuasion in
our work—to feel that what we
do is right for ourselves and
good for the world at exactly
the same time—is one of the
great triumphs of human
existence.” —David Whyte, Crossing the
Unknown Sea: Work as a Pilgrimage of Identity
“The antidote to
exhaustion is not rest, it
is wholeheartedness.”
—David Whyte, Crossing the Unknown Sea:
Work as a Pilgrimage of Identity
“All of our artistic and religious traditions
take equally great pains to inform us that
we must never mistake a good career for
good work. Life is a creative, intimate,
unpredictable conversation if it is nothing
else—and our life and our work are both
the result of the way we hold that
passionate conversation.” —David Whyte,
Crossing the Unknown Sea: Work as a Pilgrimage of Identity
“To Be
somebody or to
Do something”
BOYD: The Fighter Pilot Who Changed the Art of War
(Robert Coram)
“Tell me, what is it
you plan to do with
your one wild and
precious life?”
—Mary Oliver
Joe J. Jones
1942 – 2006
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
T. J. Peters
1942 – 2---
HE WAS A PLAYER!
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
“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
“This is the true joy of Life, the
being used for a purpose
recognized by yourself as a
mighty one … the being a force of
Nature instead of a feverish,
selfish little clod of ailments
and grievances complaining that
the world will not devote itself
to making you happy.”
—GB Shaw/Man and Superman
“Life is not a journey to the
grave with the intention of
arriving safely in a pretty and
well-preserved body—but
rather a skid in broadside,
thoroughly used up, totally
worn out, and loudly
proclaiming, ‘Wow, what
a ride!’ ” —anon.
“No leader sets out to be a
leader per se, but rather to
express him- or herself freely
and fully. That is leaders have
no interest in proving
themselves, but an abiding
interest in expressing
themselves.” —Warren Bennis, On Becoming a
Leader
“A man of great mediocrity.” —General George Patton
about General Omar Bradley …… “A third-rate general. He
never did anything or won any battle that any other
general could not have won as well or better.” —General
Omar Bradley about Sir Bernard Montgomery …… “If you
want to end the war in any reasonable time, you will have
to remove Ike’s hand from the control of the land battle.”
—Sir Bernard Montgomery about General Dwight
Eisenhower …… “One thing that might help win this war is
to get someone to shoot King.” —General Dwight
Eisenhower about Admiral Ernest King …… “Eisenhower,
though supposed to be running the land war, is on the
golf links at Rhiems—entirely detached and taking
practically no part in running the war.” —Sir Alan Brooke
…… “If the unhelpful British attitude continues, then I
shall go home.” —General Dwight Eisenhower
Source: David Irving, The War Between the Generals: Inside the Allied High Command
“A man of great mediocrity.” —General George Patton
about General Omar Bradley …… “A third-rate general. He
never did anything or won any battle that any other
general could not have won as well or better.” —General
Omar Bradley about Sir Bernard Montgomery …… “If you
want to end the war in any reasonable time, you will have
to remove Ike’s hand from the control of the land battle.”
—Sir Bernard Montgomery about General Dwight
Eisenhower …… “One thing that might help win this war is
to get someone to shoot King.” —General Dwight
Eisenhower about Admiral Ernest King …… “Eisenhower,
though supposed to be running the land war, is on the
golf links at Rhiems—entirely detached and taking
practically no part in running the war.” —Sir Alan Brooke
…… “If the unhelpful British attitude continues, then I
shall go home.” —General Dwight Eisenhower
Source: David Irving, The War Between the Generals: Inside the Allied High Command
“Success or Failure”? Try Instead “Optimism or Failure”!
From Martin Seligman’s Learned Optimism: “I believe the traditional
wisdom is incomplete. A composer can have all the talent of a
Mozart and a passionate desire to succeed, but if he believes he
cannot compose music, he will come to nothing. He will not try hard
enough. He will give up too soon when the elusive right melody
takes too long to materialize. Success requires persistence, the
ability to not give up in the face of failure. I believe that …
OPTIMISTIC EXPLANATORY STYLE … is the key to persistence.
“The optimistic-explanatory-style theory of success says that in
order to choose people for success in a challenging job, you need
to select for three characteristics: (1) Aptitude. (2) Motivation. (3)
Optimism. All three determine success.” (Note: Seligman’s extensive work
with Met Life salespeople, among others, proved out the above—in spades.)
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
Passion
goes wrong.
as the secret to learning
is an odd secret to propose, but I believe that it works
passion
at all levels and at all ages. Sadly,
is
not a word often heard in the elephant organizations,
nor in schools, where it can seem disruptive.”
“Whenever anything is
being accomplished, I
have learned, it is being
done by a monomaniac
with a mission.” —Peter Drucker
"The reasonable man adapts
himself to the world. The
unreasonable one persists in
trying to adapt the world to
himself. Therefore, all
progress depends upon the
unreasonable man.” —GB Shaw,
Man and Superman: The Revolutionists' Handbook.
“I’m looking
for insane
commitment.”
—Twyla Tharp, The Creative Habit
“The role of the Director
is to create a space
where the actor or
actress can become
more than they’ve ever
been before, more than
they’ve dreamed of
being.” —Robert Altman, Oscar acceptance
HTSH: Engage!*
Commit! Engage! Try! Fail! Get up! Try
again! Fail again! Try again! But never,
ever stop moving on! Progress for
humanity is engendered by those who join
and savor the fray by giving one hundred
percent of themselves to their dreams!
Not by those timid souls who remain
glued to the sidelines, stifled by tradition,
and fearful of losing face or giving offense
to the reigning authorities.
Key words: Commit! Engage! Try! Fail! Persist!
*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit
“My only goal is to
have no goals. The
goal, every time, is
that film, that very
moment.”
—Bernardo Bertolucci
“You want ‘checklists.’ I
instead offer you a ‘guaranteed’
‘formula’: Passion.
Bloodymindedness
Enthusiasm.
[as contrasted with
Relentlessness. A
demonic need to make ‘it’
happen.” —TP
mere ‘determination’].
“You say ‘But there are
‘naysayers.’ I say: “Get a life.” I
offer an-the answer: Passion.
Bloodymindedness
Enthusiasm.
[as contrasted with
Relentlessness. A
demonic need to make ‘it’
happen.” —TP
mere ‘determination’].
“You say ‘But there are
‘naysayers.’ I say: “Get a life.” I
offer an-the answer: Passion.
Bloodymindedness
Enthusiasm.
[as contrasted with
mere ‘determination’ … ‘commitment’ … ‘purposefulness’].
Relentlessness. A demonic need
to make ‘it’ happen.” —TP
“You say ‘But there are
‘naysayers.’ I say: “Get a life. If
it’s important there are always
Naysayers.” I say: Passion.
Bloodymindedness
Enthusiasm.
[as contrasted with
Relentlessness. A
demonic need to make ‘it’
happen.” —TP
mere ‘determination’].
Nelson.
Grant.
Churchill.
“I fear I am
becoming utterly
useless. My regard
for ‘practical advice’
has evaporated.”
TP0707:
Geronimo!
“Life is not a journey to the
grave with the intention of
arriving safely in a pretty and
well-preserved body—but
rather a skid in broadside,
thoroughly used up, totally
worn out, and loudly
proclaiming, ‘Wow,
what a ride!’ ” —anon.
"Life is not a journey to the
grave with the intention of
arriving safely in one pretty
and well preserved piece, but
to skid across the line
broadside, thoroughly used
up, worn out, leaking oil,
shouting ‘GERONIMO!’ ”
—Bill McKenna, professional motorcycle racer
(Cycle magazine 02.1982)
"The object of life's
journey is not to arrive at
the grave safely in a well
preserved body, but rather
to skid in sideways, totally
worn out, shouting, 'Holy
Shit, What a
Ride!!!’ ”
—Mavis Leyrer
(feisty octogenarian, living in Seattle)
Let Us
March
Tom Peters/0523.06
“The pen is mightier
than the sword, but
nothing compares
with the vocal cord.”
—DAW/Vineyard Gazette
“The problem with
communication ...is the
ILLUSION that it has
been accomplished.”
—George Bernard Shaw
“Speech is
power: speech is
to persuade, to
convert, to
compel.”
—Ralph Waldo Emerson
“Everyone lives by
selling something.”
—Robert Louis Stevenson
“If you don’t
listen, you don’t
sell anything.”
—Carolyn Marland/Managing Director/Guardian Group
“If all my possessions
were taken from me with
one exception, I would
choose to keep the
power of speech, for
by it I would regain all
the rest.”
—Daniel Webster
“The only reason
to give a speech
is to change the
world.”
—JFK
“In classical times when
Cicero had finished speaking,
the people said, ‘How well he
spoke,’ but when
Demosthenes had finished
speaking, they said, ‘Let
march.’”
us
—Adlai Stevenson
Let us
march.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
Carly F: 2Cs/Capability
+ Character
TP: 2Ds/Determination +
Decency
The [EXTREME] Limits to Miracle Approaches*
6-sigma + Bloody-minded
Determination = Roaring Success
6-sigma + by-the-numbers/
“fashionable” “leadership” =
Tepid results (at best)
*Or: the rich get richer …
END.
DETERMINATION.
IMPLEMENTATION
Marcus+
Arts+
A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
(23 contributors; 23 unique contributions; 23 pathways; 23 personalities; 23 sets of
motivators)
Attitude/Enthusiasm/Energy paramount
Re-lent-less!
“Practice is cool” (G Leonard/Mastery)
Team and individual
Aspire to EXCELLENCE = Obvious
Ex-e-cu-tion
Talent = Brand = Duh
“The Project” rules
Emotional language
Bit players. No.
B.I.W. (everything)
Delta events = Delta rosters (incl leader/s)
“The key difference between
checkers and chess is that in
checkers the pieces all move
the same way, whereas in chess
all the pieces move differently.
… Discover what is unique
about each person and
capitalize on it.” —Marcus Buckingham,
The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most influential
qualities of a person are innate and
therefore that the essence of management
is to deploy these innate qualities as
effectively as possible and so drive
performance.” —Marcus Buckingham, The One Thing
You Need to Know
“The one thing you need
to know about sustained
individual success:
Discover what you don’t
like doing and stop doing
it.” —Marcus Buckingham, The One Thing You Need to
Know
“No matter what the situation,
[the great manager’s] first response is
always to think about the
individual concerned and how
things can be arranged to help
that individual experience
success.” —Marcus Buckingham,
The One Thing You Need to Know
C
O*
*Chief Recruitment Officer
CRO/Chief Recruiting
Officer: #1 strategic issue in
“commoditized” world,
enormous financial services
company. Agent turnover.
15% retention after 4 years.
(Industry average is 11% …
“because that’s the way
it is” )
C
O*
*Chief quest-meister
Stating the Obvious:
THE PROBLEM
IS RARELY THE
PROBLEM.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.* **
*Watergate, M Stewart, BR
**And: PERCEPTION IS ALL THERE IS!
OFTEN AS
NOT/MORE OFTEN
THAN NOT THE
UNDERLYING
PROBLEM IS NOT
MUCH OF A
PROBLEM.
PERCEPTION
IS ALL THERE
IS. PERIOD.*
*From Whole Foods to IBM to the corner deli
THERE
ONCE WAS A TIME WHEN
A THREE-MINUTE PHONE
CALL WOULD HAVE
AVOIDED SETTING OFF
THE DOWNWARD SPIRAL
THAT RESULTED IN A
COMPLETE RUPTURE.
Relationships
(of all varieties):
POWER WORDS!
“I’m sorry.”
Stating the Obvious:
MORE POWER
WORDS/IDEAS
Thank
You!
MBWA*
*5,000 miles for a 5-minute face-to
-face meeting (courtesy superagent Mark McCormick)
Say it with …
FLOWERS
POWER IDEAS!
You must care.
—General Melvin Zais
motivational
stuff
“Do one thing
every day that
scares you.”
—Eleanor Roosevelt
"The reasonable man adapts
himself to the world. The
unreasonable one persists in
trying to adapt the world to
himself. Therefore, all
progress depends upon the
unreasonable man.” —GB Shaw,
Man and Superman: The Revolutionists' Handbook.
Immutable Logic for “New Management”
“ ‘Say goodbye to Mr Tough Guy, that ugly, mean-spirited tyrant,’ said Peter
Georgescu, chairman emeritus of Young & Rubicam. ‘Starting in the late
1940s and continuing throughout most of the rest of the 20th century, the
demand for products and services far exceeded their supply,’ he said.
‘Those with sufficient capital to produce and distribute goods had
unparalleled advantages, and all the accepted business wisdom—rules,
advice, best practices—revolved around excess demand.’ But during the
1990s all that began to change. Today most businesses and industries in the
developed world are in a state of excess supply: Capital is cheap and
ubiquitous; raw materials are readily available; manufacturing is now clearly
at overcapacity; and human labor is plentiful and inexpensive. What this
means is that the ‘war’ between providers and consumers is finally over—
and that consumers have won. … Georgescu called commoditization—
where all products look alike, feel alike, and perform alike except for price—
the ‘cancer of the 21st century.’ … There is, however, one aspect of doing
business that has not—and can never be—commoditized. And that is
creativity. As exciting and as robust as creativity is, it is also a fragile
resource that needs to be supported, encouraged, and nurtured. ‘It can’t be
forced,’ Georgescu said. ‘It can’t be motivated by fear or intimidation.’”
—Alice LaPlante, Stanford Business (05.2006)
“Nothing is as fast
as the speed of
trust.”
—Stephen M.R. Covey, The Speed of Trust
Eric: “What’s a better description of what you ‘could’
do than what you ‘did’ do?”
Willy: “Don’t you ever see a discrepancy between your
ability and how well you played a match?”
Eric: “If I do, I shouldn’t. If you discriminate between
the two, what you ‘could’ do is infinite. You’re capable
of what you actually do. If ability is a finite, measurable
quantity, it’s the same thing as performance.”
from Double Fault by Lionel Shriver
“I’m looking
for insane
commitment.”
—Twyla Tharp, The Creative Habit
“The role of the Director
is to create a space
where the actor or
actress can become
more than they’ve ever
been before, more than
they’ve dreamed of
being.” —Robert Altman, Oscar acceptance
“If it’s not fun
you’re not doing
it right.”
—Fran Tarkenton
“Life is not a journey to the
grave with the intention of
arriving safely in a pretty and
well-preserved body—but
rather a skid in broadside,
thoroughly used up, totally
worn out, and loudly
proclaiming, ‘Wow, what
a ride!’ ” —anon.
HTSH: Engage!*
Commit! Engage! Try! Fail! Get up! Try
again! Fail again! Try again! But never,
ever stop moving on! Progress for
humanity is engendered by those who join
and savor the fray by giving one hundred
percent of themselves to their dreams!
Not by those timid souls who remain
glued to the sidelines, stifled by tradition,
and fearful of losing face or giving offense
to the reigning authorities.
Key words: Commit! Engage! Try! Fail! Persist!
*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit
“My only goal is to
have no goals. The
goal, every time, is
that film, that very
moment.”
—Bernardo Bertolucci
Only
connect!
—E.M. Forster, Howards End
Only connect!
That was the whole of her
sermon.
Only connect the prose and the
passion, and both will be
exalted,
And human love will be seen
at its height.
Live in fragments no longer.
Only connect ...
—E.M. Forster, Howards End
ACTING: Think of a person as
“troupe of
actors.” (“Many truths
a
about oneself” which must
all be understood if one is to
know oneself.)
Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life
Radically Thrilling Language!
“Radically
Thrilling.”
—BMW Z4 (ad)
Paul Arden,
Whatever You Think
Think the Opposite
“TRAPPED. It’s not because you are
making the wrong decisions. It’s
because you are making the right
ones. We try to make sensible
decisions based on the facts in front
of us. The problem with making
sensible decisions is that so is
everybody else.”
Source: Paul Arden, Whatever You Think Think the Opposite
“I WANT. Making the safe decision is dull,
predictable and leads nowhere new. The
unsafe decision causes you to think and
respond in a way you hadn’t thought of.
And that thought will lead to other
thoughts which will help you achieve
what you want. Start taking bad decisions
and it will take you to a place where
others only dream of being.”
Source: Paul Arden, Whatever You Think Think the Opposite
“ARE YOU BEING
REASONABLE? Most people
are reasonable; that’s why
they only do reasonably well.”
Source: Paul Arden, Whatever You Think Think the Opposite
“THE AGE OF UNREASON. Old golfers don’t
win (it’s not an absolute, it’s a general rule).
Why? The older golfer can hit the ball as far
as the younger one. He chips and putts
equally well. … So why does he take the extra
stroke that denies him victory? Experience.
He knows the downside, what happens if it
goes wrong, which makes him more cautious.
The younger player is either ignorant or
reckless to caution. That is his edge. It is the
same with all of us. Knowledge makes us play
safe. The secret is to stay childish.”
Source: Paul Arden, Whatever You Think Think the Opposite
[If you are a brilliant listener
who rarely interjects the
speaker will think you are
brilliant—because he will have
been listening to himself.]
Source: Paul Arden, Whatever You Think Think the Opposite
“WHAT IS A GOOD
IDEA? One that
happens is. If it
doesn’t, it isn’t.”*
*Even a bad idea that happens is better
than a “good idea” that doesn’t
Source: Paul Arden, Whatever You Think Think the Opposite
“DON’T STAY TOO LONG IN A
JOB. … FIRED? IT’S THE BEST
THING THAT CAN HAPPEN TO
YOU.* (*You hated your situation anyway.) …
DON’T GO TO UNIVERSITY.
GO TO WORK.* (*Going to university
usually means, ‘I don’t know what to do with my
life, so I’ll go to university.’)”
Source: Paul Arden, Whatever You Think Think the Opposite
“DON’T BE NEGATIVE ABOUT
REJECTION. When I was Creative
Director at Saatchi’s I gave a young
man a grilling for producing an
underwhelming piece of work. Later in
the day, somebody told me he was in
his office crying. I went along to
console him. I said, ‘Don’t worry, I was
useless at your age too.’”
Source: Paul Arden, Whatever You Think Think the Opposite
“SIMPLY CHANGE YOUR
LIFE. The world is what
you think of it. So think of
it differently and your life
will change.”
Source: Paul Arden, Whatever You Think Think the Opposite
“The best piece of advice ever given
was by the art director of Harper’s
Bazaar, Alexey Brodovitch, to the
young Richard Avedon, destined to
become one of the world’s great
photographers. The advice was
simple: ‘ASTONISH ME.’ Bear these
words in mind, and whatever you do
will be creative.”
Source: Paul Arden, Whatever You Think Think the Opposite
“Which slogan would you choose for the V&A?
THE MUSEUM OF THE ARTS
THE ART OF THE MUSEUM
THE NEW V&A
IT’S NOT FOR BORING OLD ARTS
AN ACE CAFF WITH QUITE A NICE
MUSEUM ATTACHED
“In a museum, the first question is ‘Where’s the loo?’ the second is ‘Where is the
café?’ A visit to a museum is an outing it should be entertaining as well as
elevating. Curators have to conserve art, and directors are there to serve the
public, the curators and themselves. So put yourself in their position. Which line
are you going to choose? One which will be effective with the public, or one that
preserves the dignity of the V&A? To her everlasting credit, Elizabeth Esteve-Coll,
then Director of the V&A, chose the last line.”
Source: Paul Arden, Whatever You Think Think the Opposite
Let Us
March
Tom Peters/0523.06
“The pen is mightier
than the sword, but
nothing compares
with the vocal cord.”
—DAW/Vineyard Gazette
“The problem with
communication ...is the
ILLUSION that it has
been accomplished.”
—George Bernard Shaw
“Speech is
power: speech is
to persuade, to
convert, to
compel.”
—Ralph Waldo Emerson
“Everyone lives by
selling something.”
—Robert Louis Stevenson
“If you don’t
listen, you don’t
sell anything.”
—Carolyn Marland/Managing Director/Guardian Group
“If all my possessions
were taken from me with
one exception, I would
choose to keep the
power of speech, for
by it I would regain all
the rest.”
—Daniel Webster
“The only reason
to give a speech
is to change the
world.”
—JFK
“In classical times when
Cicero had finished speaking,
the people said, ‘How well he
spoke,’ but when
Demosthenes had finished
speaking, they said, ‘Let
march.’”
us
—Adlai Stevenson
Let us
march.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
K.I.S.S.
K.I.S.S.
450/8/Stone
200/3/Bossidy
3/Enrico
3/Haass
1p/Horan
1p/TP
Bberry/Scott
Repeat/Gerstner
Billboards/Creech
“One bank is currently
claiming to ‘leverage its
global footprint
to provide effective
financial solutions for its
customers by providing a
gateway to diverse
markets.’
“I assume that it is just
saying that it is there to
‘help its customers
wherever they are’.”
—Charles Handy
450/8
“I wanted GE to operate with
the speed, informality, and open
communication of a corner
store. Corner stores often have
strategy right. With their limited
resources, they have to rely on
laser-like focus on doing one
thing very well.”
—Jack Welch/Fortune/04.05
Lee’s Rule:
Run It off a
Blackberry!
“The art of war does not
require complicated
maneuvers; the simplest are
the best, and common sense
is fundamental. From which
one might wonder how it is
generals make blunders; it is
because they try to be
clever.” —Napoleon on Simplicity, from
Napoleon on Project Management by Jerry Manas.
Exercise: Take
a
complex financial
analysis you are
presenting—and
convert it into a
number-less story.*
*Shell’s (et al.) “scenario planning”
End
IMPLEMENTATION
EXCELLENCE.
EXCELLENCE.
ALWAYS.
EXCELLENCE.
CAUSES.
ADVERSARIES.
Causes/1966-2006
Implementation/Small Wins
(Stanford GSB/PhD thesis;
1st on implementation per se)
EXCELLENCE (as a worthy business pursuit)
Management Style/Corporate Culture
Soft “Ss”/7-S (Waterman-Peters complete “business model”;
waaaaay beyond Strategy & Structure)
Structure > Strategy (“We shape our structures, then they shape
us …”—Churchillian paraphrase)
Soft Change Levers (> structure; symbols, patterns & settings)
Close to the Customer (novel idea, circa 1982)
MBWA (Managing By Wandering Around—courtesy a much
more intimate than today HP)
Productivity through People (novel idea, circa 1982)
Chaos/Crazy Times Call for Crazy Organizations
Middle-sized companies are cool
Re-imagine!/Innovate or Die!
Small-ish/Scale & Synergy limits-delusions/anti-Big
Mergers
Causes/1966-2006
Women/Market opportunity
Women/Leaders (right for the times)
Design/Design-as-soul
Wow! (Hot language)
Weird!
Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1)
Brand You (or else)
PSF = Bedrock (add value or bust—every group must
demonstrate economic viability)
PSF + Brand You + WOW Projects = New Biz Logic
Sales/+R > -C (increasing revenue more important than cutting cost)
HealthCare/Wellness-Safety-H5N1
Brand = Talent (best roster wins)
New VA Ladder/Products-Services-SOLUTIONSEXPERIENCES-DREAMKETING (Dream Marketing)-LOVEMARK
Different > > Better
Boomers & Geezers/marketing to new “mega-segment”
Hardball: Are You Playing to Play or Playing to Win? by
George Stalk & Rob Lachenauer/HBS Press
“The winners in business have always played hardball.”
“Unleash massive and overwhelming force.” “Exploit
anomalies.” “Threaten your competitor’s profit
sanctuaries.” “Entice your competitor into retreat.”
Approximately 640 Index entries: Customer/s
(service, retention, loyalty),
worker/s),
0.
4.
People (employees, motivation, morale,
Innovation (product development, research &
development, new products),
0.
M.I.A.*: Talk. (Present.) Listen. (Interview.)
Sell. (Life = Sales.) Do. (Execution-Implementation.)
Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support.
Execution. Adoption-Client “Culture Change.”)
Product. (“It.”) Innovation. (Design.
Creativity. “Buzz-building.” Politics.) Leadership.
(USMA, etc.) E.Q. (Connect.) “Culture”
Change. (Lasting impact.) Diversity. (Crosscultural Effectiveness.) Career Creation.
(Brand You life-lifestyle.) Wellness. (Life.)
*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
Noble Bill
“This is not to denigrate
emphasis on leadership,
entrepreneurship,
management and global
business” —WFS
Source: “Brave New World, Bold New B-School”/Tim Westerbeck/BizEd/08.04
Adversaries
B-schools (crappy at soft skills, implementation, leadership)
Strategy-is-all
By-the-numbers management
Dis-passionate management
Focus groups
Intuition discounted
Leading as an intellectual task
Leading without passion
Cool language in Hot times
Dilbert (accepting cubicle slavery)
Bigness per se (severe scale limitations—even at Microsoft)
White guys! (not really, but enough already)
18-44 emphasis in marketing (geezers > youth for foreseeable future)
-Cost > +Revenue (cost cutting more important than organic revenue
growth)
CI (continuous improvement in an age of discontinuous world)
LESS THAN THE NO-HOLDS-BARRED PURSUIT OF
EXCELLENCE
A Life’s Work
1966: MBWA/Do>Talk
1974: Behavioralism: Do>Talk/IMPLEMENTATION>Strategy
1979: 7S/Emphasis on “Soft Ss” (“Hard is soft. Soft is hard.”)
1982: “Beyond strategy”
EXCELLENCE
“Bias for Action”/“Do it. Fix it. Try it again.”
“Close to the Customer”
MBWA (as metaphor)
“Management Style”
1990: “Innovate or Die”
Design
Women
Brand You
WOW! (Passion. Enthusiasm. Energy. Emotion. Technicolor)
2000: “The Work Matters”
PSF+BY+WowProjects = V.A. Source #1
Brand “Inside”
Them-Us
Tom Peters/0624.2006
“Them”
“Us”
Strategy
Planning
Marketing
Markets
Customers
Micro-segmentation
Cost minimization
Synergy/“Efficiencies”
“Strategic supplier
Process
Effectiveness
Men
Leadership
Standardization
Big clients
Prestigious Board
EXECUTION
Action
Selling/Sales
Customers
Clients
Big Stuff (Women, Boomers)
Revenue maximization
Decentralization
Pioneering supplier
Project
Excellence
Women
Management + Leadership
Exceptionalism (53 = 53)
COOL clients
INTERESTING Board
“Them”
Big
Growth by merger
Buy market share
Efficient, streamlined
“department”
Certainty-predictability
Fearful of losing
Plan
Careful evaluation
Revised plan
People/Employees
Effective HR department
Benchmark against the
“best”-“industry leader”
“Us”
Mid-size
Organic growth
Create NEW markets
Value-creating “PSF”
Ambiguity-opportunity
Aggressive pursuit
of winning
Prototype
Another prototype
Another prototype
Talent
Rockin’ Talent
Development Center
of Excellence
Benchmark against the
“coolest”
“Them”
“Us”
Benchmark
Orderly career progression
Head
IQ
“Professional”
Stoic, humble leaders
“Future”mark
“Up or Out” (PDQ)
Heart
EQ
Passionate
Noisy, emotional
“characters” in charge
Hire for intangibles
Relentless, pig-headed
determination
Teamwork and disruptive
individuals equal billing
Lead customers
Intimate-Seamless
customer inter-twining
Hire for Resume
Measured-thoughtful
approach
Teamwork comes first
Listen to customers
Customer “involvement”
“Them”
MBM (Management
by memo)
MBA
Shareholder Value
comes first
Work smart
Built to last
Reward successes
“Us”
MBWA
MFA
Great people-product rule
Work hard
Built to Rock the World
Reward (EXCELLENT)
failures
Design 1T
Innovation 1T
Jaw-dropping Experience
Quality first!
Quality first
High-quality
transaction
CVs demo consistent CVs feature Magic Moments
performance
Good grades
Cool stuff
Operational excellence World-rocking INNOVATION
“Them”
Brand
Best analysis wins
“Beyond politics”
Outsource
“Motivate”
“Motivate”
Measured language
Product-Service
Pastel
Better
“Mission success”
Very good
“Us”
Lovemark
Best STORY wins
Politics-is-life, the
rest is details
Bestsource
Send on QUESTS
Invite
HOT language
Gamechanging SOLUTION,
Thrilling EXPERIENCE,
DREAM come true,
LOVEMARK
Technicolor
Different
“Mission EXCELLENCE”
EXCELLENCE. ALWAYS.
good words.
Bad words.
Words that may NOT be
used in my presence:
“Motivate”
“Market”
Words that may NOT be used in
my presence: “Motivate” …
“Market” … “MBA” … “Plan”
(mostly) … “Worker” … “Job” …
“Task” … “Exceeds
expectations” … “HR” …
“Employee evaluation” … “Man”
(mostly)
… “Shareholder Value”
Words that MAY be used in my presence: “Invite”
… “Sell” (v. “Market”) … “People” (we’d
like to serve) (v. “Market segment”) … “Client” (v.
“Customer”) “OJT/MFA” (v. “MBA”) … “Act”/ “Execute”
(v. “Plan”) … “Talent” (v. “Worker”) …
“Quest”/“Adventure-in-EXCELLENCE” (v. “Job”) …
“Wow Project” (v. “Task”) … “Rockin’ (profit-makin’)
PSF” (v. “Department”) … “Theater” (v. “Office”) …
“Breathtaking Experience” (v. “Transaction” that “Exceeds
expectations”) … “Talent Fanatics Inc” (v. “HR”) …
“Brand You adventure” (v “Career development”)
“Annual Report development session” … (v.
“Employee evaluation”) … “Woman” (v. “Man”) …
(v. “Motivate”)
Words that MAY be used in my presence: …
“Wow!” (v. “Nice”) … “Bloody-minded”
(v. “Committed”) … “Thank you! (v. “____”) …
“Attack”/Innovate (v. “defend”/Entrench)
… “Great stuff. Great people. ‘Do it’
fanatics.” (v. “shareholder value”) …
“EXCELLENCE.
ALWAYS.”
(v. “Good work”)
(v. “shareholder value”)
Radically Thrilling Language!
“Radically
Thrilling.”
—BMW Z4 (ad)
EXCELLENCE.
ALWAYS.
“Why in the
world did
you go to
Siberia?”
The Peters
Principles: Enthusiasm.
Emotion. Excellence. Energy.
Excitement. Service. Growth.
Creativity. Imagination. Vitality.
Joy. Surprise. Independence.
Spirit. Community. Limitless
human potential. Diversity. Profit.
Innovation. Design. Quality.
Entrepreneurialism. Wow.
An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that
elicits maximum concerted
human potential in the
wholehearted service
of others.***
Business* ** (*at its best):
**Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
The
Ultimate
Business:
Creative
Endeavor.
The
Ultimate
Business:
Personal
DevelopmentGrowth
Experience.
The
Ultimate
Business:
Transcendent
Service
Opportunity.
A Comment on Tom Peters in the
Context of the Reagan Revolution …
“Tom Peters and Steve
Jobs did more to make
business cool ‘for the
rest of us’ than any
others.” —Rich Karlgaard, publisher, Forbes
“To me business isn’t about
wearing suits or pleasing
stockholders. It’s about
being true to yourself, your
ideas and focusing on the
essentials.” —Richard Branson
“It is not the strongest
of the species that
survives, nor the most
intelligent, but the
one most responsive
to change.”
—Charles Darwin
“This is the true joy of Life, the
being used for a purpose
recognized by yourself as a
mighty one … the being a force of
Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
world will not devote itself to
making you happy.” —GB Shaw/
Man and Superman
“Life is not a journey to the
grave with the intention of
arriving safely in a pretty and
well-preserved body—but
rather a skid in broadside,
thoroughly used up, totally
worn out, and loudly
proclaiming, ‘Wow,
what a ride!’ ” —anon.
Skid in
broadside
"Life is not a journey to the
grave with the intention of
arriving safely in one pretty
and well preserved piece, but
to skid across the line
broadside, thoroughly used
up, worn out, leaking oil,
shouting ‘GERONIMO!’ ”
—Bill McKenna, professional motorcycle racer
(Cycle magazine 02.1982)
"The object of life's
journey is not to arrive at
the grave safely in a well
preserved body, but rather
to skid in sideways, totally
worn out, shouting, 'Holy
Shit, What a
Ride!!!’ ”
—Mavis Leyrer
(feisty octogenarian, living in Seattle)
Geronimo!
Radically Thrilling Language!
“Radically
Thrilling.”
—BMW Z4 (ad)
The
“Soft”
Side
Tom Peters/0430.06
“Every child is born an artist.
The trick is to remain an artist.”
—Picasso
“If it’s not fun
you’re not doing
it right.”
—Fran Tarkenton
“Happiness” & “Leisure” per ARISTOTLE
HAPPINESS: Eudaimonia … well-doing, living
flourishingly. Megalopsychos … “great-souled,”
“magnanimous.” More: respect and concern for
others; duty to improve oneself; using one’s gifts
to the fullest extent possible; fully aware; making
one’s own choices.
LEISURE: pursue excellence; reflect; deepen
understanding; opportunity to work for higher
ends. [“Rest” vs. “leisure.”]
Source: A.C. Grayling, The Meaning of Things: Aplying Philosophy to Life
“Worthy” Ambition vs. “Mere”
Ambition per MILTON
“The difference is well illustrated by the
contrast between the person who says
he ‘wishes to be a writer’ and the
person who says he ‘wishes to write.’
The former desires to be pointed out at
cocktail parties, the latter is prepared
for the long, solitary hours at as desk;
the former desires a status, the latter a
process; the former desires to be, the
latter to do.” —A..C. Grayling, The Meaning of Things:
Applying Philosophy to Life [C.f. JOHN BOYD on “be-do.”]
EXCELLENCE.
BY INVITATION.
“The role of the Director
is to create a space
where the actor or
actress can become
more than they’ve ever
been before, more than
they’ve dreamed of
being.” —Robert Altman, Oscar acceptance
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
A review of Jack and Suzy Welch’s Winning claims there are but
two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE’s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors’ performance; ie it’s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second: Putting HR on
a par with finance
and marketing.
“AS
LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
Title, Special Report/BusinessWeek
EXCELLENCE.
SALES.
“Analysts … preferred cost cutting, as long as
they could see two or three years of EPS growth. I preached revenue
and the analysts’ eyes would glaze over. Now revenue is ‘in’ because
They
said, ‘Oh my gosh, you
need revenues to grow
earnings over time.’
Well, Duh!”
so many got caught, and earnings went to hell.
—Dick Kovacevich, Wells Fargo
This is not about …
“customer centrism”
“integrated marketing”
etc
etc
etc
It is about …
… sellin’ a whole lotta stuff and
having customers go bananas
with love to the point that
they tell every damn friend they
have and then start buttonholing
strangers on trains and planes
and busses.
M.I.A.*: Talk. (Present.) Listen. (Interview.)
Sell.
(Life = Sales.)
Do. (Execution-
Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client “Culture Change.”) Product. (“It.”)
Innovation. (Design. Creativity. “Buzz-building.” Politics.)
Leadership. (USMA, etc.) E.Q. (Connect.)
“Culture” Change. (Lasting impact.) Diversity.
(Cross-cultural Effectiveness.) Career Creation. (Brand
You life-lifestyle.) Wellness. (Life.)
Implementation.)
*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
“Everyone
lives by selling
something.”
.
– Robert Louis Stevenson
Sell
Sell
“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
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
TP.27 …
on Selling
(Short) (Personal)
Out-prepare!! (huge time commitment!)
Learn the “culture”
Practice!
Care-Empathy
Listen-Empathetic listening (SC)
“Listen”-Body language
K.I.S.S. (1-page summary. 1 = 1.)
Enthusiasm-ENERGY-“Authenticity”!!
OBVIOUS belief in product
Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference
Selling: Better STORY! (“Best story wins”)
Selling: Yourself! (Brand you)
“Obvious” Wow!
No exaggeration!
Spell out commitments!
SIMPLE timeline
Sell “inside”-First! Thorough!
Relationships-“Way down”!!
Time!!!! (Eg, build trust)
Ooze integrity
Introduce to rest of team, esp “mechanics”
SBWA (5K for 5M)
Remember: Close!
Gotta-make-a-profit (be ready to walk away!)
“Good loss”
Don’t dis competitors!!
Make her-him-target SUCCESSFUL (in a personal way)
C(I)>C(X)
EXCELLENCE.
THE END.
PSF
PSF Transformation: Credit Department/Trek
Was
Is
Credit Dept
Financial Services
Hammer on dealers until
they pay
Make dealers successful so they
CAN pay
AR sold to 3rd party
commercial co.
Trek is the commercial financial
Company
23 employees
12 employees
Oversee peak AR of $70M
Oversee peak AR of $160M
Identify risky dealers
Identify opportunities
Cost Center
Profit Center
No products
Products: Consulting, MC/Visa,
Stored value of gift cards, Gift card
peripherals, Online payments
Source: John Burke/0330.06
“Technology
Executive” (workin’ in a hospital)
HCare CIO:
Full-scale,
Accountable (life or death)
Member-Partner of XYZ
Hospital’s Senior
Or/to:
Healing-Services
Team
(who happens to be a techie)
Gamechanging “Solutions”: Bet-the-Company
IBM
UPS
Xerox
MasterCard
GE
BestBuy
The Work Matters: On
Self-reliance,
Becoming a “Change
Insurgent” and the
Power of Peculiarities
“Self-reliance never comes
‘naturally’ to adults because they
have been so conditioned to think
non-authentically that it feels
wrenching to do otherwise. … Self
Reliance is a last resort to which a
person is driven in desperation only
when he or she realizes ‘that
imitation is suicide, that he must take
himself for better, for worse, as his
portion.’ ” —Lawrence Buell, Emerson
“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
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.”
fragmentation.
—Lawrence Buell, Emerson
The Work Matters!
“What we do matters to us. Work
may not be the most important
thing in our lives or the only thing.
We may work because we must,
but we still want to love, to feel
pride in, to respect ourselves for
what we do and to make a
difference.” —Sara Ann Friedman, Work Matters:
Women Talk About Their Jobs and Their Lives
“When was the last
time you asked,
‘What do I want
to be?’ ”
—Sara Ann Friedman, Work Matters
“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
“How Would You
Play Today If You
Knew You Could
Not Play
Tomorrow”
Source: Slogan for Loyola’s lacrosse season, from
coach Diane Geppi-Aikens (Lucky Every Day: The
Wisdom of Diane Geppi-Aikens, by Chip Silverman)
“She made us close our eyes and hear the singers
she was passionate about: Roberta Flack and
Aretha Franklin. ‘Listen to the joy in their voices,’
‘It’s not the words or
the music. They sing with such
great passion, such heart and
soul. You can feel how the singers love what
urged Diane.
they’re doing. It’s not just a job to them. If you want
to excel at anything, you must be passionate.
Otherwise, why waste your time?’ ”
Source: Lucky Every Day: The Wisdom of
Diane Geppi-Aikens, by Chip Silverman
“It’s no longer enough to
be a ‘change agent.’ You
must be a change
insurgent—provoking,
prodding, warning
everyone in sight that
complacency is death.”
—Bob Reich
“Nobody gives
you power.
You just take
it.”
—Roseanne
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, on “Most Admired Global Corporations”
“Life is not a journey to the
grave with the intention of
arriving safely in a pretty and
well-preserved body—but
rather a skid in broadside,
thoroughly used up, totally
worn out, and loudly
proclaiming, ‘Wow, what
a ride!’ ” —anon.
“In Italy for 30 years under
the Borgias they had warfare,
terror, murder, bloodshed—
and produced Michelangelo,
da Vinci and the
Renaissance. In Switzerland
they had brotherly love, 500
years of democracy and peace,
and what did they produce—
Source: Orson Welles, as Harry Lime, in The Third Man
—the
cuckoo
clock.”
“The key question isn’t ‘What fosters
creativity?’ But it is why in God’s name
isn’t everyone creative? Where was the
human potential lost? How was it
crippled? I think therefore a good
question might be not
why do people create? But why do
people not create or innovate? We
have got to abandon that sense of
amazement in the face of creativity,
as if it were a miracle if anybody
created anything.” —Abe Maslow
“To Hell With Well
Behaved … Recently a young
mother asked for advice. What, she
wanted to know, was she to do with a
7-year-old who was obstreperous,
outspoken, and inconveniently willful?
‘Keep her,’ I replied. … The suffragettes
refused to be polite in demanding what
they wanted or grateful for getting what
they deserved. Works for me.”
—Anna Quindlen/Newsweek
Back to the Future: The “PSF”/
“Brand You” Idea Circa 1900*
William James (“What Makes a Life
“men with no
trade” “must sell to the
highest bidder their mere
muscular strength for so
many hours per day”
Significant”/1899):
* “Brand You”/2005 = “Tradesman”/1899
“Well-behaved
women rarely
make history.”
—Anita Borg, Institute for Women and Technology
Goodnight
and Good
Luck.
Unparalled in “Our” Professional Lifetime*
Terrorism
Middle East instability
H5N1
China screwups
Globalization backlash
Energy dependence
Environmental threats
Life sciences
“Cold War” with China
Fraying American fabric
U.S. impotence in the face of Asia’s rise
*Current leaders were not Cold War leaders
“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
“Not a single item in our trillion-dollar arsenal
can compare with the genius of the suicide
bomber—the breakthrough weapon of our time.
Our intelligence systems cannot locate him, our
arsenal cannot deter him, and, all too often, our
soldiers cannot stop him before it’s too late. A
man of invincible conviction—call it delusion, if
you will—armed with explosives stolen or
purchased for a handful of soiled bills can have
a strategic impact that staggers governments.
Abetted by the global media, the suicide bomber
is the wonder weapon of the age.”
—The Weekly Standard, 0206.06
Chicagoland’s
Mystery
Disappearances …
New Economy?!
Sergey +
Larry >
Harvard/370
New Economy?!
Genentech09,
Amgen09
> Merck09
(70K-3/394B-5)
“Deutsche Bank Moves Half of Its
Back-office Jobs to India”/
headline/FT/0327; 500
of
900 Research;
JPMorgan Chase—30% backoffice by 12.31.07
43,000
Stuff
“I can’t say that I don’t
know what my teachers
were doing in the
classroom. I am still
responsible if a child gets
lost.” —Enron juror Freddy Delgado,
elementary school principal
Google/U.N.
Resolution 347
(“inside his information loop”)
“From secret hideouts in South
Asia, the Spanish-Syrian al-Qaeda
strategist published thousands of
pages of tracts on how small teams
of Islamic extremists could wage a
decentralized global war against the
United States and its allies.”
—Washington Post/0523.06
“The Nanny State Places a
Bet: As Manufacturing Jobs
Move Abroad, a More Relaxed
Singapore Tries to Stimulate
Tourism by Building Its First
Casinos” —headline, NYT 0523.06
“American political life [has
been] overwhelmed by
marketing professionals,
consultants and pollsters
who, with the flaccid
acquiescence of the
politicians, have robbed
public life of much of its
romance and vigor.”
—Joe Klein, Politics Lost
“Consultants have drained a
good deal of the life
from our democracy.
Specialists in caution,
they fear anything they
haven’t tested.”
—Joe Klein, Politics Lost
“Google,
Craigslist
Tackle Real
Estate,”
—Headline, WSJ, 0406.06
eBay/0306
$50B
1 new car/second
700K make living
from eBay
Source: FT/0325.06
Cultural sensitivities
PLUS
“Universals”
“Integrity” “vs”
“Politics”: A
little realism,
please …
Loyalty, Now More
Than Ever: “Vertical”
(hierarchical) LOYALITY
vs “Horizontal” (peers;
community) LOYALITY
Omnicom: Acquire
for TALENT (Openly)
Omnicom's acquisitions: “not for
size per se”; “buying talent;”
“deepen a relationship with a
client.” (Advertising Age/07.05)
“Omnicom very simply is about
talent. It’s about the acquisition of
talent, providing the atmosphere
so talent is attracted to it.” (John Wren)