**********
th
Happy 50
Birthday!
**********
NEW ZEALAND 2007
Ho hum: 2+ weeks in New Zealand …
Pfizer
Ford
Gap
Chrysler
Yahoo
microsoft
wal*mart
???
???
“It is not the strongest
of the species that
survives, nor the most
intelligent, but the
one most responsive
to change.”
—Charles Darwin
Punchline …
The last
word:
There is no
“last
word.”
Punchline …
The last
word: There
is
a “last
word.”
“… a blinding
flash of the
obvious”
—Manny Garcia
Punchline …
“… a blinding
flash of the …
necessary”
—Manny Garcia
“Better By Design”: A National Strategy
NZ = Design
Excellence
“The Creative
Age is a wideopen game.”
—Richard Florida, The Rise of the Creative Class
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
Lisbon/21 March 2007
Happy Birthday #50/European Union
*In Search of Excellence 1982-2007
Slides at …
tompeters.com
EXCELLENCE????
“I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, ‘How do I build a small firm for myself?’
Buy a
very large one
and just wait.”
The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“Forbes100” from 1917 to 1987
: 39
members of
the Class of ’17 were alive in ’87; 18 in ’87 F100;
18 F100 “survivors” significantly
underperformed the market;
just
2 (2%), GE & Kodak,
outperformed the market from
1917 to 1987.
S&P 500 from 1957 to 1997:
74 members of the Class of ’57 were alive in ’97;
12 (2.4%) of 500 outperformed the market from 1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction:
Why Companies That Are Built to Last Underperform the Market
Welcome to the “Club of Shattered Dreams”:
Of Korea’s Top 100 companies in
1955, only 7 were still on the list in
2004. The 1997 crisis “destroyed
half of Korea’s
30 largest conglomerates.”
Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)
S&P Stability Ratings*
1985
2006
Low Risk
41%
13%
Average Risk
24%
14%
High Risk 35%
*Likelihood of
73%
stable long-term earnings growth
Source: Fortune (2 October 2006)
Hmmmmm …
“It is generally much easier to
organization
kill an
than change it
substantially.”
—Kevin Kelly, Out of Control
Forget>“Learn”
“The problem is never how to get new,
innovative thoughts into your mind,
but how to get the old ones
out.”
—Dee Hock
BIAS.
BUILT.
TO.
LAST.
NOT.
Built to Last
vs
Built to
Change/Rock
the World
TP#1*:
Netscape!
*Where would you rather have worked for those 5 years, Netscape
or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you
rather to be able to tell someone—e.g., grandchild—that you worked?)
EXCELLENCE.
CIRCA 1982.
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
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,000
EI: $10,000 yields $140,050
*Forbes/Excellence Index /Basket of 32 publicly traded stocks
EXCELLENCE.
ASPIRATION.
“Why in the
world did
you go to
Siberia?”
An emotional,
vital, innovative, joyful,
creative, entrepreneurial
endeavor that elicits maximum
concerted
human potential in
the wholehearted
service of others.***
Enterprise* ** (*at its best):
**Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
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.
EXCELLENCE.
ASPIRATION.
UNIVERSAL.
Jim’s
Group
Jim’s Mowing Canada
Jim’s Mowing UK
Jim’s Antennas
Jim’s Bookkeeping
Jim’s Building Maintenance
Jim’s Carpet Cleaning
Jim’s Car Cleaning
Jim’s Computer Services
Jim’s Dog Wash
Jim’s Driving School
Jim’s Fencing
Jim’s Floors
Jim’s Painting
Jim’s Paving
Jim’s Pergolas [gazebos]
Jim’s Pool Care
Jim’s Pressure Cleaning
Jim’s Roofing
Jim’s Security Doors
Jim’s Trees
Jim’s Window Cleaning
Jim’s Windscreens
Note: Download, free, Jim Penman’s book:
What Will They Franchise Next? The Story of Jim’s Group
EXCELLENCE.
REVENUE.
MATTERS.
MOST.
“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 so many
They said,
‘Oh my gosh, you need
revenues to grow
earnings over time.’
Well, Duh!”
got caught, and earnings went to hell.
—Dick Kovacevich, Wells Fargo
“Our whole
story is
growing
revenue.”
—Vernon Hill (Top-line driven; standard
is bottom-line driven by cost cutting)
C
*Chief
O*
Revenue
Officer
“If you want to gain
competitive advantage
fast, the best place to
do it is in …
sales.”
—Larry Webb, John Laing Homes
EXCELLENCE.
INNOVATE. OR.
DIE.
More than $$$$
R&D
spending,
last 25 years?
“I don’t believe in economies of
You don’t get
better by being
bigger. You get
worse.”
scale.
—Dick Kovacevich/Wells
Fargo
“Not a single company that
qualified as having made a
sustained transformation
ignited its leap with a big
acquisition or merger. Moreover,
comparison companies—those that failed to make a leap
or, if they did, failed to sustain it—often tried to make
themselves great with a
big acquisition or merger. They failed to grasp the simple
truth that while you can buy
your way to growth, you cannot buy your way to
greatness.” —Jim Collins/Time/2004
There’s “A”
and then
there’s “A.”
InnoTacs
We become
who we hang
out with 1
Measure “Strangeness”/Portfolio Quality
Staff
Consultants
Vendors
Out-sourcing Partners (#, Quality)
Innovation Alliance Partners
Customers
Competitors (who we “benchmark” against)
Strategic Initiatives
Product Portfolio (LineEx v. Leap)
IS/IT Projects
HQ Location
Lunch Mates
Language
Board
“The
Bottleneck Is at
the Top of the Bottle”
“Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest
reverence for industry dogma:
At the top!”
— Gary Hamel/Harvard Business Review
“Diverse groups of problem solvers—
groups of people with diverse tools—
consistently outperformed groups of the
best and the brightest. If I formed two
groups, one random (and therefore
diverse) and one consisting of the best
individual performers, the first group
almost always did better. …
Diversity trumped
ability.”
—Scott Page, The Difference: How
the Power of Diversity Creates Better Groups,
Firms, Schools, and Societies Diversity
“Normal” =
“o for 800”
We become
who we hang
out with 2
“How do dominant companies
lose their position? Two-
thirds of the time,
they pick the wrong
competitor to worry
about.”
—Don Listwin, CEO,
Openwave Systems/WSJ
“Don’t
benchmark …
futuremark!”
Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
We become
who we hang
out with 3
Whacky
WikiWor
ldWow
“The Billion-man
Research Team:
Companies offering work
to online communities
are reaping the benefits
of ‘crowdsourcing.’”
—Headline, FT, 0110.07
Rob McEwen/CEO/
Goldcorp Inc./
Red Lake
gold
Source: Wikinomics: How Mass
Collaboration Changes Everything,
Don Tapscott & Anthony Williams
Speed/
Tempo/
is-it
FedEx
Economy”
“the
—headline/New York Times/10.08.05
Anything/
Anywhere/
Anytime
“Any3”:
Power Tools
For Power
Strategies
Try it. Try it. Try it.
ry it. Try it. Screw i
p. Try it. Try it. Try i
Try it. Try it. Try it.
Try it. Screw it up. it
Try it. Try it. try it.
ry it. Screw it up. Tr
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“This is so simple it sounds stupid, but it is amazing how
you
only find oil if
you drill wells.
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
#5.
By
the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—for
months.” —Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may
the most valuable
core competence an
be
innovative organization can
hope to have.” —Michael Schrage
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
Sam’s
Secret
#1!
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
READY.
FIRE!
AIM.
Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
“You miss
100% of the
shots you never
take.”
—Wayne Gretzky
Conscious
measurement
Innovation Index: How many of
your Top 5 Strategic
Initiatives/Key Projects score 8
or higher [out of 10] on a “Weird”/
“Profound”/ “Wow”/“Gamechanger” Scale?
personal
Buy a
Mirror!
Step #1:
“The First step in a
‘dramatic’ ‘organizational
change program’ is
obvious—dramatic
personal change!” —RG
De-central-iza-tion!
“‘Decentralization’ is
not a piece of paper.
It’s not me. It’s either
in your heart, or not.”
—Brian Joffe/BIDvest
“If it feels painful
and scary—that’s
real delegation.”
—Caspian Woods, small biz owner
The True Logic* of Decentralization:
6 divisions = 6 “tries”
6 divisions = 6 DIFFERENT leaders = 6
INDEPENDENT “tries” = Max
probability of “win”
6 divisions = 6 very DIFFERENT
leaders = 6 very INDEPENDENT “tries”
= Max probability of “far out”/”3sigma” “win”
*“Driver”: Law of Large #s
Ex-ecu-tion!
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done
“Execution is a
systematic
process
of rigorously
discussing hows and whats, tenaciously
following through, and ensuring
accountability.”
—Larry Bossidy & Ram Charan/ Execution:
The Discipline of Getting Things Done
(1) sum of Projects =
Goal (“Vision”)
(2) sum of Milestones =
project
(3) rapid Review +
Truth-telling =
accountability
Ac-counta-bil-ity!
“GE has set a standard of
candor. … There is no
puffery. … There isn’t an
ounce of denial in the
place.”
—Kevin Sharer, CEO Amgen,
on the “GE mystique” (Fortune)
6:15A.M.
DECENTRALIZATION.
EXECUTION.
ACCOUnTABILITY.
6:15A.M.
EXCELLENCE.
VALUE ADDED.
UP THE LADDER.
EXCELLENCE.
VALUE-ADDED LADDER I.
SOLVE IT.
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/2004
MasterCard
Advisors
Huge: Customer
Satisfaction
versus
Customer
Success
Up,
Up,
Up,
the Value-added Ladder.
The Value-added Ladder/ STUFF ‘N’ THINGS
Goods
Raw Materials
The Value-added Ladder/Stuff & TRANSACTIONS
Services
Goods
Raw Materials
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
“The business of selling is not just about matching viable
It’s
equally about managing the
change process the customer
will need to go through to
implement the solution and
achieve the value promised by
the solution. One of the key differentiators of our
solutions to the customers that require them.
position in the market is our attention to managing change and
making change stick in our customers’ organization.”* (*E.g.: CRM
failure rate/Gartner: 70%)
—Jeff Thull, The Prime Solution: Close the Value Gap, Increase
Margins, and Win the Complex Sale
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented
Gamechanging
Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOLVE IT.
NO OPTION.
PSF. (PSF++)
“ ‘Disintermediation’ is overrated. Those who fear
disintermediation-outsourcing should in fact be afraid
of irrelevance; ‘outsourcing’ is just another way of
you’ve become
irrelevant to your
customers.”
saying that …
—John Battelle/Point/Advertising Age/07.05
“Deutsche Bank Moves Half of Its
Back-office Jobs to India”/
(500
of 900
Research)
headline/FT/0327
“support function” /
“cost center”/
“overhead”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
“Typically in a mortgage company or
financial services company, ‘risk
management’ is an overhead, not a
revenue center. We’ve become more than
We pay for ourselves,
and we actually make
money for the company.” —
that.
Frank Eichorn, Director of Credit Risk Data Management Group,
Wells Fargo Home Mortgage (Source: sas.com) (Who Owns the
Data? Using Internal Customer Relationship Management to
Improve Business and IT Integration —Frank Eichorn)
Mantra:
“Eichorn it!”
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
The PSF35: The Work & The Legacy
1.
CRYSTAL CLEAR POINT OF VIEW
(E very Practice Group: “If you can’t explain your position in eight
words or less, you don’t have a position”—Seth Godin)
2. DRAMATIC DIFFERENCE (“We are the only ones who do what
we do”—Jerry Garcia)
3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)
4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
“Best Team”—Fast)
5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
the World)
6. Small “Uneconomic” Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients)
8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the
Universe”—Steve Jobs)
9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
Pointed
Point of
View!
PSF/Professional Service Firm/Beliefs
Profession: Calling/Passion to make a
difference/Excellence (always)
point of view: know exactly what we
stand for/
“Dramatic Difference”
Client: enduring, test-the-limits
relationship/Trusted advisor
Solution: Rock His-her World/ “wow”/
implemented “Culture change”/
>>>>>> “satisfaction”
Cost
(at All Costs*) Minimization
Professional?
Or/to: Full Partner“Purchasing Officer” Thrust #1:
Leader in Lifetime
Value-added
Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
“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)
Big Idea:
“Corporation” as
Mega-“PSF”
(Professional Service
Firm*)
* “Virtual” Collection of Entrepreneurially-minded
Professionals (“Talent”/“Roster”) Creating/Applying
Intellectual Capital (“Work Product”)
EXCELLENCE.
VALUE-ADDED LADDER II.
EXPERIENCE IT.
“Experiences
are
as distinct from
services as services
are from goods.”
—Joe
Pine & Jim Gilmore, The Experience Economy: Work Is Theatre
& Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’
And I really believe that
sets us apart. The third place is that
place that’s not work or home. It’s the
place our customers come for refuge.” —
Nancy Orsolini, District Manager
Up,
Up,
Up,
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43-yearold accountant to
dress in black leather,
ride through small
towns and have people
be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
C
*Chief e
O*
Xperience Officer
EXCELLENCE.
DRAMATIC.
DIFFERENCE.
DOABLE.
“The ‘surplus society’ has a surplus of
companies, employing
similar
similar
similar
similar
similar
people, with
educational backgrounds, coming up with
similar
similar
ideas, producing
with
prices and
things,
quality.”
—Kjell Nordström and Jonas Ridderstråle, Funky Business
This is not a
“mature
category.”
This is an
“undistinguished
category.”
7X. 730A800P.
F12A.*
*’93-’03/10
yr annual return: CB: 29%; WM: 17%;
HD: 16%. Mkt Cap: 48% p.a.
#1/100
“Best Companies to
Work for”/2005
EXCELLENCE.
NO EXCUSES.
WallopWal*Mart16*
*Or: Why it’s so ABSURDLY EASY
to BEAT a GIANT Company
Small Giants:
Companies That
Choose To Be
Great Instead
Of Big
—by Bo Burlingham
Small Giants/Bo Burlingham
"First, I could see that, unlike most entrepreneurs, their
founders and leaders had recognized the full range of
choices they had about the type of company they would
create."
"Second, the leaders had overcome the enormous
pressures on successful companies to take paths they had
not chosen and did not necessarily want to follow."
"Third, each company had an extraordinarily intimate
relationship with the local city, town, or county in which
it did business -- a relationship that went well beyond
the usual concept of `giving back.'"
"Fourth, they cultivated exceptionally intimate
relationships with customers and suppliers, based on
personal contact, one-on-one interaction, and mutual
commitment to delivering on promises."
Small Giants/Bo Burlingham
"Fifth, the companies also had what struck me as
unusually intimate workplaces."
"Sixth, I was impressed by the variety of corporate
structures and modes of governance that these
companies had come up with."
"Finally, I noticed the passion that the leaders brought to
what the company did. They loved the subject matter,
whether it be music, safety lighting, food, special effects,
constant torque hinges, beer, records storage,
construction, dining, or fashion."
EXCELLENCE.
VALUE-ADDED LADDER III.
DREAM IT.
Furniture vs. Dreams
“We do not sell ‘furniture’ at Domain.
We sell dreams. This is
accomplished by addressing the halfformed needs in our customers’ heads.
By uncovering these needs, we, in
essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’
Sales are the inevitable result.”
— Judy George, Domain Home Fashions
“No longer are we only an insurance
provider. Today, we also offer
our customers the products
and services that help them
achieve their dreams —whether
it’s financial security, buying a car,
paying for home repairs, or even taking
a dream vacation.” —Martin Feinstein, CEO,
Farmers Group
Up,
Up,
Up,
the Value-added Ladder.
The Value-added Ladder/ EMOTION
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
“Dreams Come True”:
IBM
UPS
Up,
Up,
Up,
the Value-added Ladder.
Ladder.2007: 3 of 6!
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOUL.
DESIGN.
All Equal Except …
“At Sony we assume that all products
of our competitors have basically the
same technology, price, performance
and features. Design is the only
thing that differentiates one
product from another in the
marketplace.” —Norio Ohga
“Design is treated
like a religion
BMW.” —Fortune
at
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. … But
to me, nothing could be further from the
Design is
the fundamental
soul of a man-made
creation.”
meaning of design.
—Steve Jobs
C
O*
*Chief Design Officer
women.
BOOMERS.
GEEZERS.
E-nor-mous
Strat-eg-ic
opp-or-tun
“Forget China, India
and the Internet:
Economic Growth Is
Driven by
Women.”
—Headline, Economist, April
15, 2006, Leader, page 14
Women’s Trifecta+
*Buy
*Wealth
*Lead
+ECLIPSE OF MALES
(Old/Retire; Young/Poorly educated)
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%
D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)
All consumer purchases … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
Health Care … 80%
The Perfect Answer
Jill and Jack buy
slacks in black…
“She
knows more about the
[Volvo] than the salesman who greets
her at the door. But how is she treated?
As if she has a low IQ , is slightly hard of
hearing , and really has no right to be
buying a luxury car; and if she brought a
male friend with her, odds are 10:1 that
the clueless salesperson spent most of
his time speaking to him .” —Selling to Men,
Selling to Women, Jeffery Tobias Halter
“Women don’t buy
They
join them.”
brands.
EVEolution
Selling to men:
The
TRANSACTION Model
Selling to Women:
The
RELATIONAL Model
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
2.6 vs.
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s
Market =
Opportunity
No. 1.
Cases! Cases! 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
“Forget China, India
and the Internet:
Economic Growth Is
Driven by
Women.”
—Headline, Economist, April
15, 2006, Leader, page 14
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness &
value-added imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is … the point of men?
COROLLARY.
EXCELLENCE.
WOMEN.
RULE.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
New (3 of 6) Value-added “Ladder”:
Plays to Women’s Inherent Strengths!
Dreams Come True/F
Spellbinding Experiences/F
Gamechanging Solutions/F
Services/F
Goods/M
Raw Materials/M
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64:
+47%)
Boomers’-Geezers’-Women’s Trifecta+
*Buy/all
*Wealth/all
*time left/ lots
*Eclipse of males/retire-die
Average # of cars purchased per
household, “lifetime”:
13
Average # of cars bought per household
after the “head of household” reaches age
50:
7
Source: Marti Barletta, PrimeTime Women
44-65:
“New
Customer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
“Fifty-four years of age has been the
highest cutoff point for any
marketing initiative I’ve ever been
involved in. Which is pretty weird
when you consider age 50 is right
about when people who have
worked all their lives start to have
some money to spend.” —Marti Barletta,
PrimeTime Women
not.
Yet.
Done.
Just Say “No” (!):
Launch an
“Initiative.”
Women’s Trifecta+
*Buy/all
*Wealth/all
*Lead/ better
+Eclipse of males/whoops
(Retire-old/Poorly educated-young)
Boomers’-Geezers’-Women’s Trifecta+
*Buy/all
*Wealth/all
*time left/ lots
*Eclipse of males/retire-die
E-nor-mous
Strat-eg-ic
opp-or-tun
“Little
things”: The
True “Basics”
Thank
You!
“The deepest
human need is the
need to be
appreciated.”
William James
“Courtesies of a small and
trivial character are the
ones which strike deepest
in the grateful and
appreciating heart.”
—Henry Clay
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Servant Leadership/Robert Greenleaf
1. Do those served grow as
persons?
2. Do they, while being served,
become healthier wiser, freer, more
autonomous, more likely
themselves to become servants?
The Manager’s Book of Decencies:
How Small gestures Build Great
Companies —Steve Harrison, Adecco
Servant Leadership
—Robert Greenleaf
One: The Art and Practice of
Conscious Leadership —Lance Secretan,
founder of Manpower, Inc.
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.
PERCEPTION IS
ALL THERE IS.
PERIOD.*
*From Whole Foods to IBM to the corner deli
Relationships
THERE
ONCE WAS A TIME WHEN A
(of all varieties)
:
THREE-MINUTE PHONE
CALL WOULD HAVE AVOIDED
SETTING OFF THE DOWNWARD
SPIRAL THAT RESULTED IN A
COMPLETE RUPTURE.
RESPECT
“It was much later that I realized Dad’s
secret. He gained respect by giving it.
He talked and listened to the fourthgrade kids in Spring Valley who shined
shoes the same way he talked and
listened to a bishop or a college
He was seriously
interested in who you were
and what you had to say.”
president.
Sara Lawrence-Lightfoot, Respect
“Don’t
belittle!”
—OD Consultant
R.O.I.R.
Rules!
“You can make more
friends in two months by
becoming interested in
other people than you can
in two years by trying to
get other people interested
in you.”
—Dale Carnegie
THE ONE THING
YOU NEED TO KNOW
(Marcus Buckingham)
“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
SWEET SPOT:
SEEKING THE
DISCOMFORT
ZONE.
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“Every time we come to a comfort
zone, we will find a way out.” “No
Cloning.” “‘Reinvent the brand’
with each new show.” “A typical
day at the office for me begins by
asking, ‘What is impossible
that I am going to do today?’”
—Daniel Lamarre, president,
Cirque du Soleil
EXCELLENCE.
BEDROCK.
TALENT.
Hire very
good
people!
“We believe companies can increase their market cap 50
percent in 3 years. Steve Macadam at Georgia-Pacific …
changed 20 of his 40 box
plant managers to put
more talented, higher
paid managers in charge.
$25
2
He increased profitability from
$80
million in
years.”
—Ed Michaels, War for Talent
million to
C
O*
*Chief talent acquisition Officer
EMPHASIZE
THE “SOFT
SKILLS.”
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)
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
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; i.e., 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.
Putting HR on
a par with finance and
marketing.
Second:
SO YOU’RE A
“PEOPLE
PERSON”? PROVE
IT.
“The leaders of Great Groups
love talent and know where
to find it. They revel in the
talent of others.”
—Warren Bennis &
Patricia Ward Biederman, Organizing Genius
PARC’s Bob Taylor:
“Connoisseur
of Talent”
SO YOU’RE A
“PEOPLE
PERSON”? PROVE
IT.
< CAPEX
> People!
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented
Gamechanging
Solutions (People intensive)
Services (People & Capital intensive)
Goods (Capital intensive)
Raw Materials (Capital intensive)
LIVE FOR
TALENT!
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
Brand =
Talent.
EVP/IBP = Remarkable challenge,
rapid professional growth,
respect, satisfaction, fun, stunning
opportunity, exceptional reward,
amazing peer group, full
membership in Club Adventure,
maximized future employability
Source: Ed Michaels, The War for Talent; TP
EXCELLENCE.
INDIVIDUAL.
BRAND YOU.
“One of the defining
characteristics [of the change]
is that it will be less driven by
countries or corporations and
more driven by real people. It
will unleash unprecedented creativity,
advancement of knowledge, and economic
development. But at the same time, it will tend
to undermine safety net systems and penalize
the unskilled.” —Clyde Prestowitz, Three Billion New
Capitalists
“If there is nothing
very special about
your work, no matter
how hard you apply yourself
you won’t get noticed, and that
increasingly means you won’t
get paid much either.”
—Michael Goldhaber, Wired
Distinct
…
… or
Extinct
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
New Work SurvivalKit.2007
1. MASTERY! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession
(From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
Muhammad Yunus:
“All human beings
are entrepreneurs. When we were
in the caves we were all self-employed .
. . finding our food, feeding ourselves.
That’s where human history began . . .
As civilization came we suppressed it.
We became labor because they stamped
us, ‘You are labor.’ We forgot that we
are entrepreneurs.”
Source: Muhammad Yunus/The News Hour—PBS/1122.2006
EXCELLENCE?
THE SCHOOLS
FIASCO.
“The Creative
Age is a wideopen game.”
—Richard Florida, The Rise of the Creative Class
“My wife and I went to a [kindergarten] parent-teacher conference and
were informed that our budding refrigerator artist, Christopher, would
be receiving a grade of Unsatisfactory in art. We were shocked. How
could any child—let alone our child—receive a poor grade in art at such
His teacher informed us
that he had refused to color
within the lines, which was a
state requirement for
demonstrating ‘grade-level
motor skills.’ ”
a young age?
—Jordan Ayan, AHA!
15 “Leading” Biz Schools
Design/Core: 0
Design/Elective: 1
Creativity/Core: 0
Creativity/Elective: 4
Innovation/Core: 0
Innovation/Elective: 6
Source: DMI/Summer 2002/Research by Thomas Lockwood
New Economy Biz Degree Programs
MBA (Master of Business Administration)
MMM1 (Master of Metaphysical Management)
MMM2 (Master of Metabolic Management)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
W/MwGTDw/oC (Woman/Man Who Gets Things
Done without Certificate)
DE (Doctor of Enthusiasm)
EXCELLENCE.
BEDROCK.
LEADERSHIP.
9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“People want to be part
of something larger than
themselves. They want to
be part of something they’re
really proud of, that
they’ll fight for, sacrifice
for , trust.” —Howard Schultz,
Starbucks (IBD/09.05)
“Management has a lot to do with
answers. Leadership is a function of
questions. And the first question for a
‘Who do
we intend to
be?’ Not ‘What are we going to do?’
leader always is:
but ‘Who do we intend to be?’”
—Max De Pree, Herman Miller
Ah, kids: “What is your vision for the
future?” “What have you accomplished
since your first book?” “Close your
eyes and imagine me immediately
doing something about what you’ve just
said. What would it be?” “Do you feel
you have an obligation to ‘Make the
world a
better place’?”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“Whenever anything is
being accomplished, I have
learned, it is being done by
a monomaniac with a
mission.”
—Peter Drucker
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
“It’s
always
showtime.”
—David D’Alessandro, Career Warfare
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“The role of the Director is to create a
space where the actors and actresses
become more than
they’ve ever been before,
more than they’ve
dreamed of being.”
can
—Robert Altman,
Oscar acceptance speech
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to change
the culture.”
—Lou Gerstner
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
MBWA*
*5,000 miles for a 5-minute face-to
-face meeting (courtesy superagent Mark McCormick)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“The First step in a
‘dramatic’ ‘organizational
change program’ is
obvious—dramatic
personal change!” —RG
“You must
be the
change you wish to
see in the world.”
Gandhi
Enthusiasm
Energy
Exuberance
Voracious Curiosity
Irritability/Dis-satisfaction
Relentlessness
Self-reliance
“Closer” (Execution)
excellence
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“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
Grant had an
extreme, almost phobic
dislike of turning back and
retracing his steps.
peculiarity of his character:
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
“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
Grant had an
extreme, almost phobic
dislike of turning back and
retracing his steps.
peculiarity of his character:
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: “One of my
superstitions had always been when
I started to go anywhere or to do
not to turn
back , or stop, until the thing
anything,
intended was accomplished.”
—Grant
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—Anon.
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Servant Leadership/Robert Greenleaf
1. Do those served grow as
persons?
2. Do they, while being served,
become healthier wiser, freer, more
autonomous, more likely
themselves to become servants?
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10.
Avoid moderation!
"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.
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“[other]
admirals more
frightened of
losing than
anxious to win”
On NELSON:
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Excellence can be obtained if you:
... care more than others think is wise;
... risk more than others think is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
"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)
Geron-imo!