Digger the Dermatophyte LamisilNovartis

1
Digger the DermatophyteLamisil/Novartis/4/11
0M/3X in 10 to 100,000
2
Tom Peters Re-Imagine!Leading Change!
Developing Talent! Driving Innovation!Adding
Value!Achieving Excellence!Epsilon/Quail
Lodge/0502.2006
3
Unglued.
4
Chicagolands Mystery Disappearances
5
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327.06 500 of 900
Research JPMorgan Chase30 back-office by
12.31.07
6
New Economy?Sergey, Larry gt Harvard/370
7
New Economy?Sergey, Larry gt Harvard/370
8
New Economy?Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
9
One Answer.
10
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)
11
The Generals Story. (And Darwins)
12
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
13
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
14
My Story.
15
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
16
1. Re-imagine Permanence The Naked Emperor
Problem!
17
Pathetic!
18
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
19
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
20
Lessons Learned. GE. Me.
21
4/40
22
De-cent-ral-iz-a-tion!
23
Ex-e-cu-tion!
24
Ac-count-a-bil-ity!
25
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)
26
615A.M.
27
2. Re-imagine Innovateor Die!!
28
Resist!
29
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
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
30
Theres A and then theres A.
31
Scale?
32
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)
33
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
34
Spinoffs perform better than IPOs track record,
profits freed from the confines of the parent
more entrepreneurial, more nimble Jerry
Knight/Washington Post/08.05
35
Market Share, Anyone? 240 industries
Market-share leader is ROA leader 29 of the
time Source Donald V. Potter, Wall Street
Journal
36
Market Share, Anyone? 240
industries market-share 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
37
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
38
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
39
This is not a mature category.
40
This is an undistinguished category.
41
798
42
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
43
?
44
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
45
Cirque du Soleil!
46
Donnellys Weatherstrip Service Weymouth MA
47
Easy!
48
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
49
We become who we hang out with!
50
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
51
Hard!
52
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
53
More than 1 RD spending, last 25 years?
54
More than GMSource Michael Schrage, FT,
11.05
55
BOLD!
56
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
57
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
58
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
59
Speed/ Tempo!
60
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
61
Action !
62
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
63
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
64
We have a strategic plan. Its called doing
things. Herb Kelleher
65
Measurable!
66
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?
67
Immelt on Innovation breakthroughs Pull out
and fund ideas in each business that will
generate gt100M in revenue find best people to
lead (80 throughout GE)Source Fast
Company/07.05
68
Personal!
69
Step 1 Buy a Mirror!
70
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
71
3. Re-imagine Organizing I IS/IT as Disruptive
Tool!
72
We all live in Dell-WalMart-eBay-Google World!
73
WalMart (!) Katrina
74
Ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ all of that is
wrong for running an ebusiness. Ray Lane,
Kleiner Perkins
75
Between the local people and the top of FEMA
seem to be about seven or eight layers of people
who need to get a life. Mayor Bill White,
Houston
76
Sod all in the middle. Kevin Roberts on
tomorrows flat organizations (Fast Company/03.06)
77
Power Tools for Power Solutions/ Strategies!
TP
78
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
79
4. Re-imagine Organizing II What Organization?
80
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
81
TP In Nagano Revenue 10BFTE 1Maybe
82
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
83
global innovation networks vs research in
large monolithic companies Source George
Colony/Forrester Research
84
5. Re-imagine Organizing III The Power of We
85
THE POWER OF US Mass Collaboration on THE
INTERNET Is Shaking Up Business
Cover/BusinessWeek/06.20.05
86
Theres a fundamental shift in power happening.
Everywhere, people are getting together and,
using the Internet, disrupting whatever
activities theyre involved in. Pierre
Omidyar, founder, eBay
87
The architecture of participationTim
OReilly/Tech-book publisher
88
6. Re-imagine Businesss Fundamental Value
Proposition The Gamechanging Solutions
Imperative.
89
Up, Up, Up, Up the Value-added Ladder.
90
55B
91
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
92
And MasterCard Advisors
93
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
94
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
95
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
96
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)
97
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)
98
7. Re-imagine Organizing IV The Professional
Service Firm (PSF) Imperative.
99
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
100
ChicagoHRMAC
101
support function / cost center/ overhead
or
102
Are you Rock Stars of the Age of Talent
103
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
104
Typically in a mortgage company or financial
services company, risk management is an
overhead, not a revenue center. Weve become more
than that. We pay for ourselves, and we actually
make money for the company. Frank Eichorn,
Director of Credit Risk Data Management Group,
Wells Fargo Home Mortgage (Source sas.com)
105
Mantra Eichorn it!
106
Big Idea Corporation as Mega-PSF
Virtual Collection of Entrepreneurially-minded
Professionals (Talent/Roster) Creating/
Applying Intellectual Capital (Work Product)
107
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
108
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
109
Point of View!
110
8. Re-imagine Enterprise as Theater I A World
of Scintillating Experiences.
111
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
112
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
113
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
114
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
115
9. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
116
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
117
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
118
10. Re-imagine the Fundamental Selling
Proposition It all adds up to (THE
BRAND.) (THE STORY.)(THE DREAM.)The Love.
119
Got there first (branding/ logo/spin) Coins,
Post Offices
120
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
121
Kevin Roberts Lovemarks!
122
Tattoo Brand What of users would tattoo the
brand name on their body?
123
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
124
Up, Up, Up, Up the Value-added Ladder.
125
Lovemark Dreams Come True Spellbinding
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
126
Lead It New C-Levels
127
CXOChief eXperience Officer
128
CFOChief Festivals Officer
129
CCOChief Conversations Officer
130
CSOChief Seduction Officer
131
CL OChief Lovemark Officer
132
CDMChief Dream Merchant
133
CPIChief Portal Impresario
134
CWOChief WOW Officer
135
CSTOChief Storytelling Officer
136
CROChief Revenue Officer
137
11. Re-imagine the Customer Trends Worth
Trillion Women Roar.
138
Women are the majority market Fara
Warner/The Power of the Purse
139
The Perfect Answer
Jill and Jack buy slacks in black
140
(No Transcript)
141
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.
142
10. Womens Market Opportunity No. 1.
143
Women dont buy brands. They join
them.EVEolution
144
2005
145
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
146
10.6
147
12. Re-imagine the Customer Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
148
2000-2010 Stats18-44 -155 21(55-64
47 )
149
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
150
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
151
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
152
WOMAN of the Year Shes the most powerful
consumer in America. And as she starts to turn
sixty this month, the affluent baby boomer is
doing what shes always doneredefining herself.
Joan Hamilton, Town Country, JAN06
153
Sixty Is the New Thirty Cover/AARP/11.03
154
Women.Women business owners.Boomers-Geezers.S
ingle-adults (Urban)
155
Fastest growing demographic Single-person
Households (gt50 in London, Stockholm,
etc)Source Richard Scase
156
of homes purchased by single women 1981, 10
2005, 20 of homes purchased by single men
1981, 10 2005, 9Source USA Today/02.15.06
157
Women.Women business owners.Boomers-Geezers.S
ingle-adults (Urban)
158
13. Re-imagine Excellence The Talent Obsession.
159
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
160
Brand Talent.
161
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
162
Les Wexner From sweaters to people!
163
Hire very good people!
164
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
165
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
166
14. Re-imagine Excellence II Meet the New Boss
Women Rule!
167
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
168
????????6/44
169
PG
170
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
171
15. Re-imagine Leadership The Passion
Imperative.
172
Create a Cause!
173
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
174
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)
175
Make It a Grand Adventure!
176
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.
177
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to discover
their greatness.
178
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
179
We are a life Success Companyfounder,
RE/MAX
180
Trumpet an Exhilarating Story!
181
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
182
Live Your Story!
183
You must be the change you wish to see in the
world.Gandhi
184
25
185
Try It!
186
Sams Secret 1!
187
Dispense Enthusiasm!
188
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
189
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
190
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
191
Avoid Moderation!
192
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!
193
Free the Lunatic Within!
194
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
195
!