Tom%20Peters

1
Tom Peters Re-Imagine!Leading Change,
Developing Talent, Driving Innovation,Adding
Value,Achieving ExcellenceWisconsin
InnovatesWisconsin Innovation NetworkMilwaukee/2
9 March 2006/LONG
2
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
3
Re-imagine! Not Your Fathers World I.
4
26m
5
43h
6
1 Houston/Month/15
7
Savings, internal investment, external
investment gt 50 GDP
8
600,000350,00070,000
9
Beijing Rushes to Build World-class
Universities Headline, International Herald
Tribune, 1028.05
10
Re-imagine! Not Your Fathers World II.
11
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
12
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327/500 of 900 Research/
JPMorgan Chase/30 back-office by
12.31.07Bangalore Talent Lures Technology
Start-ups/headline/International Herald/03.21.06
13
Re-imagine! Not Your Fathers World III.
14
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
15
The commitment to speedeg Nissan 10 months is
being driven by a new innovation imperative.
Competition is more intense than ever because of
the rise of the Asian powerhouses and the spread
of disruptive new Internet technologies and
business models. Companies realize that all of
their attention to efficiency in the past
half-decade was finebut its not nearly enough.
If they are to thrive in this hyper-competitive
environment, they must innovate more and faster.
BW cover story, Speed Demons, 27March2006
16
Re-imagine! Not Your Fathers World IV.
17
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
18
New Economy?!Sergey Larry gt Harvard
19
The Generals Story. (And Darwins)
20
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
21
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
22
My Story.
23
In Toms world, its 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
24
Point of View!
25
Everybodys Story.
26
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
27
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
28
Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design
excellence)Source The Straits Times/2004
29
Better By Design A National StrategyNZ
Design Excellence
30
New ZealandThailandSpainPortugalIrelandSingap
ore Taiwan PhilippinesUAEChile
31
MADE IN TAIWAN From Cheap Manufacturing to
Chic Branding Headline/Advertising Age/06.05
32
Taiwan, Your Partner in InnoValuePoster/Buchares
t/03.06
33
What an Evolving-Bizarre Story E.g., Life
Sciences
34
WE ARE BEGINNING TO ACQUIRE DIRECT AND
DELIBERATE CONTROL OVER THE EVOLUTION OF ALL
LIFE FORMS ON THE PLANET.Source Juan
Enriquez, As The Future Catches You
35
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
36
Introduction.The Last Word.
37
Protectionism Nail, not in yours, but in your
children's (professional) coffin
38
1. Re-imagine Permanence The Naked Emperor
Problem!
39
Pathetic!
40
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 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
41
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? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
42
Lessons Learned. GE. Me.
43
4/40
44
De-cent-ral-iz-a-tion!
45
Ex-e-cu-tion!
46
Ac-count-a-bil-ity!
47
615A.M.
48
2. Re-imagine Innovateor Die!!
49
No Option!
50
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
51
Resist!
52
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
53
Theres A and then theres A.
54
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

55
Scale?
56
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
57
TOO BIG TO GROW Why Wall Street has soured on
many of corporate Americas most admired and
feared companies headline, Newsweek, 0313.06
58
Joined at the Hip. How?MicrosoftCitigroupGEWa
lMartIntelTimeWarner
59
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
60
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
61
Beyond the Pension Problem Sedan, Less Than
20,000. Sedan, 20,000-30,000. Sedan,
30,000-40,000. Luxury Sedan. SUV, Less Than
30,000. SUV, More Than 30,000. Pickup Truck.
Minivan. Green Car. Fun To Drive.
62
This is not a mature category.
63
This is an undistinguished category.
64
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality. Kjell
Nordström and Jonas Ridderstråle, Funky Business
65
Value innovation is about making the
competition irrelevant by creating uncontested
market space. We argue that beating the
competition within the confines of the existing
industry is not the way to create profitable
growth. Chan Kim Renée Mauborgne (INSEAD),
from Blue Ocean Strategy (The Times/London)
66
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
67
Cirque du Soleil!
68
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
69
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
70
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
71
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
72
Focus!
73
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
74
The Benefits of FOCUSED EXCELLENCE
Shouldice/Hernia Repair 30 min, 1
recurrence. Avg 90 min, 10-15
recurrence.Source Complications, Atul Gawande
75
Donnellys Weather-strip Service Weymouth MA
76
Easy!
77
FLASH Innovation is easy!
78
Innovations Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
79
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
80
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid
of is some ignorant antagonist who has never had
a sword in his hand before he doesnt do the
thing he ought to do, and so the expert isnt
prepared for him he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot. Mark Twain
81
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/06.01.2004 (commenting on
Nokia)
82
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears KmartXerox . Kodak, IBM
83
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed. William Gibson
84
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
85
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
86
We become who we hang out with!
87
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
88
Hard!
89
The Bottleneck Is at the Top of the
BottleWhere 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
90
More than 1 RD spending, last 25 years?
91
More than GMSource Michael Schrage, FT,
11.05
92
BOLD!
93
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
94
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
95
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
96
Speed/ Tempo!
97
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
98
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
99
Action !
100
TP/BW on BigCo Sin 1 too much talk, too little
do
101
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
102
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
103
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
104
Measurable!
105
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher (out of 10) on a Weird/ Profound/
Wow/Game- changer Scale?
106
Personal!
107
Step 1 Buy a Mirror!
108
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
109
Summary/The SE22 Origins of Sustainable
Entrepreneurship
110
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
111
DePuySpine/JJ70/3game-changers!Still
decentralized after all these years!
112
SummaryWallopWalMart16Or Why its so
unbelievably easy to beat a GIANT Company
113
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
114
Point of View!
115
3. Re-imagine Organizing I IS/IT as Disruptive
Tool!
116
We all live in Dell-WalMart-eBay-Google World!
117
WalMart (!) Katrina
118
the FedEx Economy headline/New York
Times/10.08.05
119
Any3 Anything/ Anywhere/ Anytime
120
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
121
Power Tools for Power Solutions/ Strategies!
TP
122
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco, WalMart
are transforming the business landscape by
including technology experts on their boards, the
vast majority are missing out on ways to boost
productivity, competitiveness and shareholder
value.Source Burson-Marsteller
123
4. Re-imagine Organizing II The Age of
Best-sourcing.
124
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
125
Dont own nothin if you can help it. If you
can, rent your shoes.F.G.
126
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
127
global innovation networks vs research in
large monolithic companies Source George
Colony/Forrester Research
128
5. Re-imagine Organizing III The Power of We
129
The fluidity of information will bring about a
radically democratized society where consumers
enjoy unprecedented power. Fast Company/10th
anniversary issue/March2006
130
The architecture of participationTim
OReilly/Tech-book publisher
131
Blogging made my year! TPPortal!Conversatio
ns!Collaboration!New value!
132
6. Re-imagine Organizing IV The White-Collar
Tsunami and the Professional Service Firm (PSF)
Imperative.
133
Re-imagineUp, Up, Up, Up the Value-added
Ladder.
134
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
135
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
136
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
137
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (Every Practice
Group If you cant explain your position in
eight words or less, you dont have a
positionSeth Godin)2. DRAMATIC DIFFERENCE (We
are the only ones who do what we doJerry
Garcia)3. Stretch Is Routine (Never bite off
less than you can chewanon.)4. Eye-Appetite
for Game-changer Projects (Excellence at
Assembling Best TeamFast) 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 UniverseSteve 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
138
Point of View!
139
PSF!Donnellys Weatherstrip Service Weymouth
MA
140
7. Re-imagine Businesss Fundamental Value
Proposition PSFs Unbound, or Fighting
Inevitable Commoditization via The
Gamechanging Solutions Imperative.
141
Up, Up, Up, Up the Value-added Ladder.
142
55B
143
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
144
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
145
And MasterCard Advisors
146
Huge Customer Satisfaction versus Customer
Success
147
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
148
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
149
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
150
Era 1/Obvious ValueOur it works, is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver business
advantage (Culture-Strategic
change)Source Jeff Thull, The Prime Solution
Close the Value Gap, Increase Margins, and Win
the Complex Sale
151
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
152
Bandag/Fleet ManagerRolling Stock Cost
Minimization Officervs/orChief of Fleet
Lifetime Value Maximization Strategic
Supply-chain Executive Customer Experience
Director (via drivers)
153
Purchasing Officer Thrust 1 Cost (at All
Costs) Minimization Professional? Or/to Full
Partner-Leader in Lifetime Value-added
Maximization?(Lopez Arguably Villain 1 in
GM tragedy/AnonVSE-Spain)
154
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals Senior
Healing-Services Team (who happens to be a techie)
155
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS etc, etc,
etc Inc.
156
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
157
8. Re-imagine Enterprise as Theater I A World
of Scintillating Experiences.
158
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
159
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
160
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 thats not work or home. Its the
place our customers come for refuge.Nancy
Orsolini, District Manager
161
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
162
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal
163
Trapper lt20 per beaver pelt.Source WSJ
164
WDCP 150 to remove problem beaver
750-1,000 for flood-control piping so that
beavers can stay. Wildlife Damage-control
Professional Source WSJ
165
9. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
166
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
167
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
Solutions/Business AdvantageServicesGoods Raw
Materials
168
The Ritz-Carlton experience enlivens the
senses, instills well-being, and fulfills even
the unexpressed wishes and needs of our guests.
from the Ritz-Carlton Credo
169
IBM, UPS Dream Merchants!
170
10. Re-imagine the Soul of New Value Design
Rules!
171
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
172
Design is treated like a religion at
BMW.Fortune
173
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
174
Better By Design A National StrategyNZ
Design Excellence
175
11. Re-imagine the Fundamental Selling
Proposition It all adds up to (THE
BRAND.) (THE STORY.)(THE DREAM.)The Love.
176
WHO ARE WE?
177
Brand? Its all about Character!
178
WHATS OUR STORY?
179
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
180
WHATS THE DREAM?
181
The sun is setting on the Information
Societyeven before we have fully adjusted to its
demands as individuals and as companies. We have
lived as hunters and as farmers, we have worked
in factories and now we live in an
information-based society whose icon is the
computer. We stand facing the fifth kind of
society the Dream Society. Future products
will have to appeal to our hearts, not to our
heads. Now is the time to add emotional value to
products and services. Rolf Jensen/The Dream
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
182
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
183
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
184
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
185
Kevin Roberts Lovemarks!
186
(No Transcript)
187
(No Transcript)
188
(No Transcript)
189
(No Transcript)
190
Tattoo Brand What of users would tattoo the
brand name on their body?
191
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
192
Up, Up, Up, Up the Value-added Ladder.
193
Lovemarks are owned by the people who love
them. Lovemarks The Future Beyond Brands,
Kevin Roberts
194
Lovemark Dreams Come True Spellbinding
ExperiencesGamechanging Solutions/Business
AdvantageServicesGoodsRaw Materials
195
12. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
196
Women are the majority market Fara
Warner/The Power of the Purse
197
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
198
The Perfect Answer
Jill and Jack buy slacks in black
199
(No Transcript)
200
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
201
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
202
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
203
Women dont buy brands. They join
them.EVEolution
204
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. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
205
10. Womens Market Opportunity No. 1.
206
Why?
207
2005
208
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
209
13. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
210
2000-2010 Stats18-44 -155 21(55-64
47)
211
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
212
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
213
HealthCentury21/Job 1Tom Peters/0206.2006
214
!!!!!!!!!!!!!Healthcare vs Health
215
Quality!Prevention!Wellness!Chronic
care!Public Health!
216
Quality (100K deaths)Evidence/Outcomes-based
medicineIS/IT-in-health(care) revolutionWellness
/PreventionHealthcare to Health
transformationWash your hands!Chronic
careHome-care (as the population rapidly
ages)Med-school re-orientation Public health
emphasis Mind-boggling (15 years?)
social-moral-technological impact of life
sciences (the Singularity?)H5N1/WMDs/Environmen
tal degradationRisk assessment (private,
public)Market opportunityPublic vs/ Private
responsibilities partnerships Africa!
(Unconscionable failure to attend to/staggering
Health consequences for all)
217
14. Re-imagine the Individual Welcome to a
Brand You World Distinct or Extinct
218
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
219
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
220
Personal Brand Equity Evaluation

• I am known for 2 to 3 things next year at this
  time Ill also be known for 1 more thing.
• My current Project is challenging me
• New things Ive learned in the last 90 days
  include
• My public recognition program consists of
• Additions to my Contact List in the last 90 days
  include
• My resume/CV is discernibly different from last
  years at this time

221
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.Renewal
Investment Plan
222
26.3
223
Distinct or Extinct
224
12January2006Happy 300 th, Brand You!
225
15. Re-imagine Excellence I The Talent Obsession.
226
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
227
Brand Talent.
228
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
229
PARCs Bob Taylor Connoisseur of Talent
230
Les Wexner From sweaters to people!
231
Hire very good people!
232
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years. Ed
Michaels, War for Talent
233
A review of Jack and Suzy Welchs 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. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
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.
234
DD21M
235
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
236
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
237
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
238
No Excuses!
239
Wegmans 1100 Best Companies to Work for84
Grocery stores are all alike46 additional
spend if customers have an emotional connection
to a grocery store rather than are satisfied
(Gallup)Going to Wegmans is not just shopping,
its an event. Christopher Hoyt, grocery
consultantYou cannot separate their strategy
as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
240
Leaders do people. Period. Anon.
241
16. Re-imagine Excellence II New Education for
a New World.
242
Pathetic from the Start (to finish)!
243
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 childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan,
AHA!
244
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
245
17. Re-imagine Excellence III New Business
Education for a New World.
246
Pathetic from the Start (to finish) !
247
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002Research by Thomas Lockwood
248
18. Re-imagine Leadership for Totally Screwed-Up
Times The Passion Imperative.
249
Create a Cause!
250
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
251
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
252
Find em!
253
The Secret Jack didnt have a vision!
254
Make It a Grand Adventure!
255
Quests!
256
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
257
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to discover
their greatness.
258
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
259
We are a life Success Companyfounder,
RE/MAX
260
Trumpet an Exhilarating Story!
261
Best Story Wins!A key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
262
Live Your Story!
263
You must be the change you wish to see in the
world.Gandhi
264
Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of
Greatness, 0320.2006
265
Try It!
266
Sams Secret 1!
267
Insist on Speed!
268
If things seem under control, youre just not
going fast enough. Mario Andretti
269
Demand Action!
270
We have a strategic plan. Its called doing
things. Herb Kelleher
271
Cut the Baloney!
272
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
273
Put Women in Charge!
274
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
275
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
276
U.S.A. Economic Story 110.6M
277
Dispense Enthusiasm!
278
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
279
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
280
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
281
Keep It Simple!
282
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
283
Avoid Moderation!
284
Kevin Roberts Credo1.
Ready. Fire! Aim.2. If it aint 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!
285
Avoid Moderation!
286
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
287
No Less Than Excellence. Ever.
288
Gaspworthy!