Issue Y2K The Great War for Talent!

1
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Tom peters on implementation19 January 2008
4
Never forget implementation , boys. In our work,
its what I call the last 98 percent of the
client puzzle. Al McDonald, former Managing
Director, McKinsey Co, to a project team,
reported by subsequent McKinsey MD, Ron Daniel
5
Tom Peters On Implementation The Have You
50 MBWA/Calendars Never Lie Hard Is Soft. Soft Is
Hard. Respect! The XF-50 Enhancing
Cross-functional Effectiveness Beyond Barriers
The PSF/Professional Service Firm
Solution Getting Things Done The Power
Implementation 34 The Checklist The Power of a
Blinding Flash of the Obvious Charlie Wilsons
War Lessons Learned Excellence 4/40 4 Ideas in
40 Years Excellence 1/40 Try It! Presentation
Excellence The PresX56 Interviewing Excellence
The IntX31 Mastering Sales The Sales25 The
Sales122 122 Ridiculously Obvious Thoughts
About Selling Stuff
6
The Have you 50
7
Mapping your competitive position or
8
While waiting last week early December 2007 in
the Albany airport to board a Southwest Airlines
flight to Reagan, I happened across the latest
Harvard Business Review, on the cover of which
was a yellow sticker. The sticker had on it the
words Mapping your competitive position. It
referred to a feature article by my friend Rich
DAveni. His work is uniformly goodand I have
said as much publicly on several occasions dating
back 15 years. Im sure this article is good,
toothough I didnt read it. In fact it triggered
a furious negative Tom reaction as my wife
calls it. Of course I believe you should worry
about your competitive position. But instead of
obsessing on competitive position and other
abstractions, as the B-schools and consultants
would always have us do, I instead wondered about
some practical stuff which I believe is more
important to the short- and long-term health of
the enterprise, tiny or enormous.
9
Unfortunately many leaders of major companies
believe their job is to create the strategy,
organization and organization processesremaining
aloof from the people doing the work. George
Kohlrieser, Hostage at the Table (GK is, among
other things, a hostage negotiator with a 95
success rate)
10
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
11
1. Have you in the last 10 days visited a
customer?2. Have you called a customer TODAY?
12
Blog1231.07 FLASH! FLASH! FLASH! FOR IMMEDIATE
ACTION! FOR IMMEDIATE ACTION! FOR IMMEDIATE
ACTION! OLD YEARS RESOLUTION! Call (C-A-L-L!)
(NOT E-MAIL!) 25-50 (NO LESS THAN 25) people
TODAY to thank them for their support this
year (2007) and wish them and their families
and colleagues a Happy 2008!
Today TODAY N-O-W (not within the
hour) Remember ROIR gt ROI. ROIR Return On
Investment in Relationships. Success
f(Relationships). This is the most important
piece of advice I have provided this
year. This is Not Optional. Trust me
This is fun!!!! Trust me This
works. Happy 2008!!!
13
I posted this at tompeters.com on New Years Eve
2007.
14
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
15
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
16
The director of staff services at the giant
financial services firm, UniCredit Group,
installed the most thorough internal customer
satisfaction measures scheme I have seenwith
exceptional rewards for those who make the grade
with their internal customers.
17
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
18
You Your calendarCalendars never lie
19
All we have is our time. The way we spend our
time is our priorities, is our strategy.
Your calendar knows what you really care about.
Do you?
20
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
21
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
22
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

23
R.O.I.R.
24
Return On Investment In Relationships
25
Job One.
26
You must care. General Melvin Zais
27
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
28
The magic number 25.Mbwa.Calendars never
lie.Excellence.Always.Tom Peters/0709.07
29
25
30
Though his empire is enormous, and his executive
team strong, Starbucks founder Howard Schultz
still religiously visits at least 25 Sbucks
shops per week! Regardless of our size, he
told me, we still sell it one-cup-at-a-time, one
customer-at-a-time, one server-at-a-time. I need
to see it and touch it and feel it.
31
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
32
When Bob Waterman and I wrote In Search of
Excellence in 1982, business was by the
numbersand the Americans were struggling (to
put it mildly) with hands on, tactile stuff, like
Japanese quality. Then, at Hewlett Packard, we
were introduced to the famed HP Way, the
centerpiece of which was in-touch management. HP
had a term for this MBWA. (Managing By
Wandering Around.) Bob and I fell in immediate
love. Not only was the idea per se important and
cool, but it symbolized everything we were coming
to cherishenterprises where bosses-leaders were
in immediate touch with and emotionally attached
to workers, customers, the product. The idea is
as important or more important in fast-paced 2007
as it was in 1982.
33
20-minute rule Craig Johnson/30 yrs
34
Craig Johnson, a famed Venture Capitalist for
three decades refuses to invest in companies
that are more than a 20-minute drive from his
office. To guide them through the serpentine path
ahead, he insists that he must be in constant
touch as banker, advisor, friend.
35
gt70Hank Paulson, China visits, Fortune 1127.06
36
China is clearly our most important economic
partner. Our dialog with China was not what it
might have been when Hank Paulson took over as
Secretary of the Treasury. Immediate improvement
occurred for numerous reasons, not least of which
were Paulsons SEVENTY TRIPS to China while at
Goldman Sachs.
37
I call 60 CEOs in the first week of the year
to wish them happy New Year. Hank Paulson,
former CEO, Goldman SachsSource Fortune,
Secrets of Greatness, 0320.05
38
MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
39
You must be the change you wish to see in the
world.Gandhi
40
Its always showtime. David DAlessandro,
Career Warfare
41
a blinding flash of the obvious Manny Garcia
42
All this this little riff is indeed, as
seminar participant and leading Burger King
franchisee Many Garcia once said to me,
obvious. But observation over four decades
suggests that amidst the hubbub and travails of a
typical days work, the so-called obvious is
often-usually left unattended. For perfectly good
reasons, another week passes without a visit to
our equivalent of the Starbucks shops or HP RD
labs, without the equivalent to Hank Paulsens
How ya doin? call to a key customer. My Tom
Peters Job One in life? Remind busy folks of the
obvious!Manny Garcia/1983 Tom, I hope you
wont be insulted when I say this was the best
seminar Ive ever been toand it was a blinding
flash of the obvious.I had two commanding
officers during my two Vietnam tours in U.S.
Naval Mobile Construction Battalion NINE
(1966-1968). One was a Howard Shultz
look-alikeinstinctively in the field. The other
was an in the office leader. The one produced.
The other didnt. At age 24 I learned an
incredible life lesson, though I couldnt
describe it well until tripping over HPs
MBWA/Managing By Wandering Around.
43
EXCELLENCE.1982.Hard is soft.Soft is hard.
44
Hard Is SoftSoft Is Hard
45
Hard Is Soft (s)Soft Is Hard (people)
46
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
47
The 7-S ModelStrategyStructureSystemsStyle
SkillsStaffSuper-ordinate goal
48
The 7-S ModelHard Ss (Strategy,
Structure, Systems)Soft SS (Style, Skills,
Staff, Super-ordinate goal)
49
The 7-S ModelStrategyStructureSystemsStyle
(Corporate Culture, The way we do
things around here)Skills (Distinctive
Competence/s)Staff (People-Talent)Super-ordinate
goal (Vision, Core Values)
50
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
51
EXCELLENCE.Always.Respect.
52

• It was much later that I realized Dads secret.
  He gained respect by giving it. He talked and
  listened to the fourth-grade kids in Spring
  Valley who shined shoes the same way he talked
  and listened to a bishop or a college president.
  He was seriously interested in who you were and
  what you had to say.
• Sara Lawrence-Lightfoot, Respect

53
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote within a quote
from diary of a Confederate soldier
54
Its not people who arent credit-worthy. Its
banks that arent people worthy.Muhammad Yunus
55
The deepest human need is the need to be
appreciated.William James
56
Dont belittle! OD Consultant
57
Story I once heard Famous consultant, with a
whopping daily fee, comes into a room to address
a Client group. He walks to the blackboard and
writes upon it two words. Dont belittle. He
turns and walks outand sends hi full
bill. Makes sense to me
58
Be kind, for everyone you meet is fighting a
great battle. Philo of Alexandria
59
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
60
He had done nothing to sell me on his business,
yet he had given me the most powerful sales pitch
of my life. Because his sole concern had been my
welfare and the success of my business. Jim
Penman, on learning how to sell (What Will They
Franchise Next? The Story of Jims Group)
61
If you dont listen, you dont sell anything.
Carolyn Marland/Managing Director/Guardian
Group
62
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer Solutions
63
X XFXExcellence Cross-functional
Excellence
64
A 2007 letter from John Hennessy, president of
(1) Stanford University, to alumni laid out his
long-term vision for that esteemed institution.
The core of the visions promise was more
multi-disciplinary research, aimed at solving
some of the worlds complex systemic problems.
(2) The chief of GlaxoSmithKline, a few years
ago, announced a revolutionary new drug
discovery processhuman-scale centers of
interdisciplinary excellence, called Centers of
Excellence in Drug Discovery. (It worked.) (3)
Likewise, amidst a study of organization
effectiveness in the oil industrys exploration
sector, I came across a particularly successful
firmone key to that success was their physical
and organizational mingling of formerly warring
(two sets of prima donnas) geologists and
geophysicists.
65
(4) The cover story in Dartmouth Medicine, the
Dartmouth med school magazine, featured a
revolutionary approach, microsystems, as the
big idea that might save U.S. healthcare. The
nub is providing successful patient outcomes in
hospitals by forming multi-function patient-care
teams, including docs, nurses, labtechs and
others. (Co-operating doc may top the oxymoron
scale.) (5) One of the central responses to 911
is an effort to get intelligence services, home
to some of the worlds most viscous turf wars,
talking to one anotherwe may have seen some of
the fruits of that effort in the recently
released National Intelligence Estimate. And in
the military, inter-service co-operation has
increased by an order of magnitude since Gulf War
Onesome of the services communication systems
can actually be linked to those of other
services, a miracle almost the equal of the
Christmas miracle in my book!
66
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
67
We have met the enemy and he is us. Walt
Kelly/Pogo
68
Schlumberger!
69
A January 2008 BusinessWeek cover story informed
us that Schlumberger may well take over the
world THE GIANT STALKING BIG OIL How
Schlumberger Is Rewriting the Rules of the Energy
Game. In short, Schlumberger knows how to
create and run oilfields, anywhere, from drilling
to fullscale production to distribution. And the
nugget is hardcore, relatively small, technically
accomplished, highly autonomous teams. As China
and Russia, among others, make their move in
energy, state run companies are eclipsing the
major independents. (Chinas state oil company
just surpassed Exxon in market value.) At the
center of it all, abetting these new players who
are edging out the Exxons and BPs, the Kings of
Large-scale, Long-term Project Management wear
Schlumberger overalls. (The pictures in the
article from Siberia alone are worth the cover
price.) At the center of the center of the
Schlumberger empire is a relatively newly
configured outfit, reminiscent of IBMs Global
Services and UPS integrated logistics experts
and even Best Buys now ubiquitous Geek Squads.
The Schlumberger version is simply called IPM,
for Integrated Project Management. It lives in a
nondescript building near Gatwick Airport, and
its chief says it will do just about anything an
oilfield owner would want, from drilling to
productionthat is, as BusinessWeek put it,
IPM strays from Schlumbergers traditional
role as a service provider and moves deeper into
areas once dominated by the majors. (My old pal
was solo on remote offshore platforms
interpreting geophysical logs and the like.)
70
8. XF work is the direct work of leaders! 9.
Integrated solutions Our Culture.
(Therefore XF Our culture.) 10. Partner with
best-in-class only. Their pursuit of Excellence
helps us get beyond petty bickering. An all-star
team has little time for anything other than
delivering on the (big) Client promise. 11. All
functions are created equal! All functions
contribute equally! All All. 12. All functions
are PSFs, Professional Service Firms.
Professionalism is the watchwordand true
Professionalism rise above turf wars. You are
your projects, your legacy is your projectsand
the legacy will be skimpy indeed unless you pass,
with flying colors, the works well with others
exam! 13. We are all in sales! We all (a-l-l)
sell those Integrated Client Solutions. Good
salespeople dont blame others for screw-upsthe
Clint doesnt care. Good salespeople are
quarterbacks who make the system
work-deliver. 14. We all invest in wiring the
Client organizationwe develop comprehensive
relationships in every part (function, level) of
the Clients organization. We pay special
attention to the so-called lower levels, short
on glamour, long on the ability to make things
happen at the coalface. 15. We all live the
Brandwhich is Delivery of Matchless Integrated
Solutions which transform the Clients
organization. To live the brand is to become a
raving fan of XF co-operation.
71
C(I)gtC(E)Internal customer relations C(I)
are perhaps-often more important than external
relationships C(E). That is, if you Internal
Relationships are excellent, youll have your
whole company working for you to get your jobs to
the head of the queue.
72
16. We use the word partner until we want to
barf! (Words matter! A lot!) 17. We use the word
team until we want to barf. (Words matter! A
lot!) 18. We use the word us until we want to
barf. (Words matter! A lot!) 19. We obsessively
seek Inclusionand abhor exclusion. We want more
people from more places (internal, externalthe
whole supply chain) aboard in order to maximize
systemic benefits. 20. Buttons Badges matterwe
work relentlessly at team (XF team) identity and
solidarity. (Corny? Get over it.) 21. All
(almost all) rewards are team rewards. 22. We
keep base pay rather lowand give whopping
bonuses for excellent team delivery of seriously
cool cross-functional Client benefits. 23. WE
NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR
SCREWUPS. 24. WE TAKE THE HEATTHE WHOLE TEAM.
(For anything and everything.) (Losing, like
winning, is a team affair.) 25. BLAMING IS AN
AUTOMATIC FIRING OFFENSE. 26. Women rule.
Women are simply better at the XF communications
stuffless power obsessed, less hierarchically
inclined, more group-team oriented.
73
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
74
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
75
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
76
27. Every member of our team is an honored
contributor. XF project Excellence is an all
hands affair. 28. We are our XF Teams! XF
project teams are how we get things done. 29.
Wow Projects rule, large or smallWow projects
demand by definition XF Excellence. 30. We
routinely attempt to unearth and then reward
small gestures of XF co-operation. 31. We
invite Functional Bigwigs to our XF project team
reviews. 32. We insist on Client team
participationfrom all functions of the Client
organization. 33. An Open talent market helps
make the projects silo-free. People want in on
the project because of the opportunity to do
something memorableno one will tolerate delays
based on traditional functional squabbling. 34.
Flat! Flat Flattened Silos. Flat Excellence
based on XF project outcomes, not power-hoarding
within functional boundaries. 35. New C-level?
We more or less need a C-level job titled Chief
Bullshit Removal Officer. That is, some kind of
formal watchdog whose role in life is to make
cross-functionality work, and I.D. those who
dont get with the program. 36. Huge (H-U-G-E)
co-operation bonuses. Senior team members who
conspicuously shine in the working together bit
are rewarded or punished Big Time. (A million
bucks in one case I knowand a non-cooperating
very senior was sacked.)
77
James Robinson III 500K (on the spot,
collaboration)Alan Puckett Fire the best!
(failure to collaborate)
78
37. Get physical!! Co-location is the most
powerful culture changer. Physical X-functional
proximity is almost a guarantee (yup!) of
remarkably improved co-operationto aid this one
needs flexible workspaces that can be mobilized
for a team in a flash. 38. Ad hoc. To improve the
new X-functional Culture, little XF teams
should be formed on the spot to deal with an
urgent issuethey may live for but ten days, but
it helps the XF habit, making it normal to be
working the XF way. 39. Deep dip. Dive three
levels down in the organization to fill a senior
role with some one who has been pro-active on the
XF dimension. 40. Formal evaluations. Everyone,
starting with the receptionist, should have an
important XF rating component in their
evaluation. 41. Demand XF experience for,
especially, senior jobs. The military requires
all would-be generals and admirals to have served
a full tour in a job whose only goals were
cross-functional. Great idea! 42. Early project
management experience. Within days, literally,
of coming aboard folks should be running some
bit of a project, working with folks from other
functionshence, all this becomes as natural as
breathing. 43. Get em out with the customer.
Rarely does the accountant or bench scientist
call one the customer. Reverse that. Give
everyone more or less regular customer-facing
experiences. One learns quickly that the
customer is not interested in our in-house turf
battles!
79
44. Put it on theevery agenda. XF issues to
be resolved should be on every agendamorning
project team review, weekly exec team meeting,
etc. A next step within 24 hours (4?) ought to
be part of the resolution. 45. XF honest broker
or ombudsman. The ombudsman examines XF friction
events and acts as Conflict Resolution
Counselor. (Perhaps a formal conflict resolution
agreement?) 46. Lock it in! XF co-operation,
central to any value-added mission, should be an
explicit part of the Vision Statement. 47.
Promotions. Every promotion, no exceptions,
should put XF Excellence in the top 5 (3?)
evaluation criteria. 48. Pick partners based on
their co-operation proclivity. Everyone must be
on board if this thing is going to work hence
every vendor, among others, should be formally
evaluated on their commitment to XF
transparencye.g., can we access anyone at any
level in any function of their organization
without bureaucratic barriers? 49. Fire vendors
who dont get itmore than get it, welcome
it with open arms. 50. Jaw. Jaw. Jaw. Talk XF
cooperation-value-added at every opportunity.
Become a relentless bore! 51. Excellence! There
is a state of XF Excellence per se. Talk about
it. Pursue it. Aspire to nothing less.
80
X XFXExcellence Cross-functional
Excellence
81
C-levels to Abet Cross-functional Excellence
CGRO/Chief Grunge Removal OfficerCXFCO/Chief
Cross-functional Communication OfficerCIS-CDO/Chi
ef Information Sharing Common Database
OfficerCHRO(PL) /Chief Human resources Officer
(Project Managers, Love and Care of)CPMFO/Chief
Project Management Finance OfficerCTAO/Chief
Team-space Assignments OfficerCE(XFNC) /Chief
Executioner (Cross-functional Non-cooperation!)C
XFBPO/Chief Cross-functional Brownie-points
Officer
82
In We have C-level officers for any damn thing
you can mention. So I thought Id add my voice to
the fray. If XF (Cross-functional) performance is
a/the paramount issue for modern enterprise
effectiveness (where one is bringing to bear the
wherewithal of the entire enterprise to provide
high-value, systemic solutions for customers),
then XFX/Cross-functional excellence is
necessarily priority 1. And we need an exec to
lead the chargetry these job titles on for size!
83
The XF Bible Building a Knowledge-driven
Organization Overcome Resistance to the Free
Flow of Ideas. Turn Knowledge into New Products
and Services. Move to a Knowledge-based Strategy
Robert Buckman
84
The 180-degree Middle Manager Flip _at_ Buckman
Labs From information choke points To
knowledge transfer facilitators, with 100
(!!!) of their rewards based on spurring
co-operation across former barriers.
85
Bob Buckman runs Buckman Labs, a half-billion
dollar, Memphis-based specialty chemicals
company. You might well roll your eyes at the
overused customer solutions monikerbut Buckman
does just that with panache and for profit,
creating and applying chemical compounds in
customized ways to deal with production and
cleanup issues for specific customer facilities
in the likes of the paper and leather-making
industries. The devotion to custom solutions is
the bedrock, the alpha to omega, of the firms
extraordinary new-product and financial record.
Those closer to the intellectual fray than me
claim that Bob gets inventor rights in the now
ubiquitous knowledge management arena. In any
event, this book is the Buckman Labs saga in
extraordinary detailit is particularly valuable
because it moves so far beyond the relatively
easy software-technology bit and emphasizes the
way in which a companys culture must be jerked
around 180-degrees to destroy former functional
barriers. E.g., middle managers, typically choke
points guarding information and access to their
domain, became knowledge transfer facilitators,
with 100 (!!!) of their rewards based on
spurring co-operation across former barriers.
86
The Only? Antidote to Functional Myopia
Projects and Project-based PSFs Professional
Service Firms
87
I looked long and hard for an effective,
high-batting-average answer to the crippling
costs of functional myopia. Crippling in terms of
out of pocket . But more important, crippling
in the sense of constraining the value and
breadth of strategic services we can provide to
our clients. The answer, I contend, and
furthermore the only answer, has long been under
our noses. Namely, the Professional Service Firm.
Its configuration is 100 projectsand projects,
by definition, are multi-disciplinary efforts to
solve a problem and implement its solution. To be
sure, there are good, bad and indifferent PSFs,
just as in any other arena. But the PSF at its
best is an answer to many of our questions about
adding value for clients in a very messy world.
88
Tails Wagging Dogs!IBM/IBM Global
ServicesUPS/UPS LogisticsSchlumberger/Integrated
Project ManagementMasterCard/MasterCard
AdvisorsBest Buy/Geek Squad
89
The roster of companies turning to the PSF
Solution is impressive, stunning, actually. The
bellwether companies, and their implemented
solutions arms enumerated on the prior slide,
have bet the future on the PSF Solution.
90
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 (Was
Integrated Systems Services Corp.) 55B
91
what can brown do for you?
92
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
93
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves
represent.Source ecompany.com (E.g., UPS
Logistics manages the logistics of 4.5M Ford
vehicles, from 21 mfg. sites to 6,000 NA dealers)
94
I. LAN Installation Co. II. Geek
Squad. III. Acquired by BestBuy.IV. Flagship
of BestBuy Wholesale Solutions
Strategy Makeover.
95
A local Minnesota firm, the Local Area Network
Installation Co., decided to spice up its dreary
business by becoming the Geek Squad. It was so
successful that Minneapolis-based Best Buy
purchased the company, aiming to notch up its
service offerings. The experiment worked so well
that Geek Squad client services became the core
of the Best Buy strategy.
96
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
97
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
98
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsServicesGoods Raw Materials
99
Era 1/Obvious Value Our 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
100
The project-based PSF Solution is becoming the
mainstay of the emergent, soft services
economyand its effectiveness wholly depends on
erasing those formerly impenetrable functional
barriers.
101
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
102
The basic idea begins by transforming myopic
departments into de facto or de jure
multi-function Professional Service Firms..
103
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
104
Presented here, in shorthand, are some PSF
basicsa long, long way from department world.
105
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
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
106
R.POV8Remarkable Point Of View/8 Words or
less/If you cant state your position in eight
words or less you dont have a position.SG
107
The PSF35 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN
PLACE-ROOT (Teach a man to fish )17. The
Final Exam DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
108
The business of selling is not just about
matching viable solutions to the customers that
require them. Its 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. (E.g. CRM
failure rate/Gartner 70) Jeff Thull, The
Prime Solution Close the Value Gap, Increase
Margins, and Win the Complex Sale
109
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
110
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time30. Drop
everything/Swarm to Support a Harried-On
The Verge Team31. SPEND ON RD LIKE A TECH
FIRM. 32. A PROPRIETARY METHODOLOGY (FBR,
McKinsey, Chiat Day, IDEO, old EDS) 33.
BRAND MANIACS (Organize Around a Point of View
Worth BROADCASTING) 34. PASSION!
ENTHUSIASM! 35. EXCELLENCE. ALWAYS.
111
PSF/Professional Service Firm/BeliefsProfes
sion Calling/Passion to make a
difference/Excellence
(always)point of view know exactly what we
stand for/
Dramatic
DifferenceClient enduring, test-the-limits
relationship/Trusted
advisorSolution Rock His-her World/ wow/
implemented Culture
change/ gtgtgtgtgtgt
satisfaction
112
Series/Reinventing WorkThe
Project 50 Fifty Ways To Transform Every Task
Into A Project That MattersThe Professional
Service Firm 50 Fifty Ways To Transform Your
Department Into A Professional Service Firm
Whose Trademarks Are Passion And InnovationThe
Brand You 50 Fifty Ways To Transform Yourself
From An Employee Into A Brand That Shouts
Distinction, Commitment And Passion
113
I wrote about all this in a series of 1999
books, collectively called Reinventing Work.
114
Psf.Bedrock.Cases.
115
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/Anon VSE-Spain)
116
The terms on the slide may (do!) sound jargony,
but the ideastotal transformation of attitudes
and roleare in truth revolutionary.
117
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
118
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)
119
PSF Transformation Credit
Department/TrekWas
IsCredit Dept
Financial
ServicesHammer on dealers until
Make dealers successful so theythey pay
CAN payAR
sold to 3rd party Trek is
the commercial financialcommercial co.
Company23 employees
12 employeesOversee
peak AR of 70M Oversee peak AR of
160MIdentify risky dealers
Identify opportunitiesCost Center
Profit CenterNo
products
Products Consulting, MC/Visa,
Stored
value of gift cards, Gift card

peripherals, Online paymentsSource John
Burke/0330.06
120
Getting Things Done The Power
Implementation34.
121
In 1977 I submitted what my faculty advisor at
Stanford called the first business school
doctoral thesis, anywhere, on the topic of
implementation per se. If true, its an
outrageand Id guess its at least close to
true. Our B-schools teach strategy and marketing
and financeanything one can quantify, in other
words. The soft stuff, the people stuff, the
getting it done part are absolutely-unequivocall
y A.W.O.L. Well, Im still doin in 2008 what I
was doin in 1977causing as much fuss as I can
about the issue of getting it done. In my
current Master Presentation I have a little list,
a couple of years old, on the subject of power
and implementation. Youll find it on the
following slides ..
122
Send Thank You notes! Its (always) all
about relationships. And at the Heart of
Effective Relationships is APPRECIATION. (Oh
yeah Never, ever forget a birthday of a
co-worker.) Bring donuts! Small gestures of
appreciation (on a rainy day, after a long days
work the day before) are VBDs Very Big
Deals. Make the call! One short,
hard-to-make call today can avert a relationship
crisis that could bring you down six months from
now. Remember There are no little gestures
of kindness. As boss, stopping by someones
cube for 30 seconds to inquire about their
sick parent will be remembered for 10 years.
(Trust me.) Make eye contact! No big deal?
Wrong! It is all about Connection! Paying
attention! Being there in the Moment Present.
So, work on your eye contact, your Intent to
Connect. Smile! Or, rather SMILE. Rule
Smiles beget smiles. Frowns beget frowns. Rule
WORK ON THIS. Smile! (If it kills you.)
Energy enthusiasm passion engender
energy-enthusiasm-passion in those we work with.
123
Find something small that you can turn around.
If youre on a 9-game losing streak, you need to
start with one great inning. Rudy G
124
Its all RELATIONSHIPS. Remember Business
is a relationships business. (Period.) Were all
in sales! (Period.) Connecting! Making our case!
Following up! Networking! Relationships are
what we do. You Your Calendar. Your
true priorities are given away by your
calendar. YOUR CALENDAR NEVER LIES. What are you
truly spending your time on? Are you distracted?
Focused? Whats in a number? EVERYTHING!
While we all do a hundred things, we may
not/should not/cannot have more than 2 (or 3)
true strategic priorities at any point in time.
BELIEVE IT. She (he) who is best prepared wins!
Out study, out-read, out-research the
competition. Know more (lots more!) than the
person on the other side of the
table. Excellence is the Ultimate Cool Idea.
The very idea of pursuing excellence is a
turn onfor you and me as well as those we work
with. (And, I find to my dismay, its
surprisingly rare.) Think WOW! Language
matters! Hot words generate a Hot Team. Watch
your language! Take a break! We need all the
creativity we can muster these days. So close
your office door and do 5 (FIVE) minutes of
breathing or yoga get a bag lunch today and eat
it in the park.
125
Excellence is the Ultimate Cool Idea. The very
idea of pursuing excellence is a turn onfor
you and me as well as those we work with. (And, I
find to my dismay, its surprisingly rare.)
126
You are the boss! Old ideas of lifetime
employment at one company (maybe where Dad/Mom
worked) are gone. No matter what your current
status, think of your self as CEO of Brand Me,
Inc. We are all Small Business Owners of our
own careers. Do something in the next half
hour! Dont let yourself get stuck! There is
ALWAYS something little you can start/do in the
next thirty minutes to make a wee, concrete step
forward with a problem-opportunity. Test it!
NOW! We call this the Quick Prototype
Attitude. One of lifes, especially business
lifes, biggest problems is Too much talk,
too little do. If youve got a Cool Idea,
dont sit on it or research it to death. Grab a
pal, an empty conference, and start laying out a
little model. That is, begin the process of
transforming the Idea to Action ASAP.
Incidentally, testing something quarter-baked in
an approximation of the real world is the
quickest way to learn. Expand your horizons.
Routinely reach out beyond your comfort zone.
TAKE A FREAK TO LUNCH TOMORROW! Call somebody
interesting youve been meaning to get in touch
with invite them to lunch tomorrow. (Lunch with
the same ole gang means nothing new learned. And
thats a guarantee.) (Remember Discomfort
Growth.) Build a Web site. The Web is
ubiquitous. Play with it! Be a presence! Start
You.com ASAP!
127
The Small Win A Big Idea Do something in
the next half hour! Dont let yourself get
stuck! There is ALWAYS something little you
can start/do in the next thirty minutes to make a
wee, concrete step forward with a
problem-opportunity.
128
Spread the credit! Dont build monuments to
yourself, build them to othersthose whose
contributions we wholeheartedly acknowledge will
literally follow us into machine gun
fire! Follow Toms patented VFCJ strategy!
VFCJ Volunteer For Crappy Jobs. That is,
volunteer for the crummy little assignment nobody
else wants, but will give you a chance to (1) be
on your own, (2) express your creativity, and (3)
make a noticeable mark when it turns out
Wow. VOLUNTEER! Lifes a maze, and you
never know whats connected to what. (Six degrees
of separation, and all that.) So volunteer for
that Community Center fund raising drive, even
though youre busy as all get out. You might end
up working side-by-side with the president of a
big company whos looking for an enthusiast like
you, or someone wealthy who might be interested
in investing in the small business you dream of
starting. Join Toastmasters! You dont need
to try and match Ronald Reagans speaking skills,
but you do need to be able to speak your piece
with comfort, confidence and authority.
Organizations like Toastmasters can help
enormously. Dress for success! This one is
old as the hills and I hate it!! But its true.
FIRST IMPRESSIONS DO MATTER. (A lot!!!)
129
Spread the credit! Dont build monuments to
yourself, build them to othersthose whose
contributions, no matter how small Hint/Life
Lesson There is no such thing as small, we
wholeheartedly acknowledge will literally follow
us into machine gun fire!
130
Follow the Gospel of Experience Marketing in
all you do. The shrewdest marketers today tell
us that selling a product or service is not
enough in a crowded marketplace for everything.
Every interaction must be reframed as a
Seriously Cool Experience. That includes the
little 15-minute presentation you are giving to
your 4 peers tomorrow. Think of your resume as
an Annual Report on Brand Me Inc. Its not
about keeping your resume updated. It is about
having a Super-cool Annual Report. (Tom Peters
Inc 2004.) What are your stunning
accomplishments that you can add to that Report
each 6 months, or at the most annually? Build
a Great Team even if you are not boss. Best
roster wins, right? So, work on your roster. Meet
someone new at Church or your kids birthday
party? Add them to your team (Team Tom) you
never know when they might be able to assist you
or give you ideas or support for something you
are working on. She or he who has the Fattest
and Best-managed Rolodex wins. Your Rolodex is
your most cherished possession! Have you added 3
names to it in the last 2 weeks? Have you renewed
acquaintance (email, lunch, gym date) with 3
people in your Rolodex in the last month?
MANAGE YOUR ROLODEX!
131
She or he who has the Fattest and Best-managed
Rolodex wins. Your Rolodex is your most
cherished possession! Have you added 3 names to
it in the last 2 weeks? Have you renewed
acquaintance (email, lunch, gym date) with 3
people in your Rolodex in the last month?
MANAGE YOUR ROLODEX!
132
Start your own business! Sure thats radical.
But people are doing itespecially womenby the
millions. Let the idea percolate. Chat about it,
perhaps, with pals. Start a file folder or three
on things you Truly Care About that just might
be the basis for Cool Self-employment. Theres
nothing cooler than an Angry Customer!