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					       Tom Peters‘
eXCELLENCE21:
     21 Survival
    Propositions
eCustomerServiceWorld/05.12.2002
    Slides at …


tompeters.com
P1. ―ECM‖=
Life & Death
 ―IT MAY SOMEDAY BE SAID THAT THE 21ST
CENTURY BEGAN ON SEPTEMBER 11, 2001. …

   ―Al-Qaeda represents a new and
     profoundly dangerous kind of
organization—one that might be called
a ‗virtual state.‘ On September 11th a virtual
    state proved that modern societies are
vulnerable as never before.‖—Time/09.09.2002
 ―The deadliest strength of America‘s new adversaries
     is their very fluidity, Defense Secretary Donald
 Rumsfeld believes. Terrorist networks, unburdened by
fixed borders, headquarters or conventional forces, are
  free to study the way this nation responds to threats
      and adapt themselves to prepare for what Mr.
      Rumsfeld is certain will be another attack. …

  ― ‗Business as usual won‘t do it,‘ he said. His
 answer is to develop swifter, more lethal ways
to fight. ‗Big institutions aren‘t swift on their feet
  in adapting but rather ponderous and clumsy
    and slow.‘ ‖—The New York Times/09.04.2002
 ―Our military structure
today is essentially one
    developed and
      designed by
      Napoleon.‖
Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
―In an era when terrorists use satellite
                         US
  phones and encrypted email,
 gatekeepers stand armed
 against them with pencils
and paperwork, and archaic
computer systems that don‘t
    talk to each other.‖
        Boston Globe (09.30.2001)
From:   Weapon v.
        Weapon

To:   Org structure v.
      Org structure
 ―The organizations we created have
   become tyrants. They have taken
 control, holding us fettered, creating
 barriers that hinder rather than help
  our businesses. The lines that we
  drew on our neat organizational
 diagrams have turned into walls
that no one can scale or penetrate
or even peer over.‖ —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits.
 ―Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made
one of the most fateful military calls of the 21st century. After 9/11 … her office
   quickly leased all the available transponders covering Central Asia. The
  implications should change everything about U.S. military thinking in the
                                  years ahead.

     ―The U.S. Air Force had kicked off its fight against the Taliban with an
ineffective bombing campaign, and Washington was anguishing over whether
to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to
  give the initiative to 250 Special Forces already on the ground. They used
  satellite phones, Predator surveillance drones, and GPS- and laser-based
           targeting systems to make the air strikes brutally effective.

   ―In effect, they ‗Napsterized‘ the battlefield by cutting out the middlemen
  (much of the military‘s command and control) and working directly with the
real players. … The data came in so fast that HQ revised operating procedures
  to allow intelligence analysts and attack planners to work directly together.
     Their favorite tool, incidentally, was instant messaging over a secure
    network.‖—Ned Desmond/―Broadband‘s New Killer App‖/Business 2.0/
                                     OCT2002
―If early soldiers idealized Napoleon or
    Patton, network-centric warriors
  admire Wal*Mart, where point-of-sale-
scanners share information on a near real-
time basis with suppliers and also produce
 data that is mined to help leaders develop
new strategic or tactical plans. Wal*Mart is
 an example of translating information into
   competitive advantage.‖—Tom Stewart,
                Business 2.0
           Eric‘s Army

Flat.
Fast.
Agile.
Adaptable.
Light … But Lethal.
Brand You/ Talent/ ―I Am An ARMY Of
One.‖
Info-intense.
Network-centric.
     The New Infantry Battalion/
     New York Times/12.01.2002
   ―Pentagon‘s Urgent Search for
  Speed.‖ 270 soldiers (1/3rd normal
  complement); 140 robotic off-road
 armored trucks. ―Every soldier is a
sensor.‖ ―Revolutionary capabilities.‖
Find-to-hit: 45 minutes to 15 minutes
         … in just one year.
P2. All Bets
   Are Off.
 ―We are in a
brawl with no
   rules.‖
   Paul Allaire
   ―There will be more
 confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
 change will only accelerate.‖
            Steve Case
―The corporation as we know it,
 which is now 120 years old, is
not likely to survive the
next 25 years. Legally and
    financially, yes, but not
structurally and economically.‖
 Peter Drucker, Business 2.0 (08.00)
P3. Destroy.
   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.
S&P 500 from 1957 to 1997: 74 members of the Class of ‘57 were
alive in ‘97; 12 (2.4%) of 500 outperformed the market from 1957
                             to 1997.
 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why
   Companies That Are Built to Last Underperform the Market
    ―Mr. Foster and his McKinsey
    colleagues collected detailed
performance data stretching back 40
years for 1,000 U.S. companies. They
  found that none of the long-term
survivors managed to outperform the
market. Worse, the longer companies
 had been in the database, the worse
    they did.‖—Financial Times/11.28.2002
  ―The difficulties … arise from the inherent conflict
 between the need to control existing operations and
 the need to create the kind of environment that will
 permit new ideas to flourish—and old ones to die a
     timely death. … We believe that most
  corporations will find it impossible to
 match or outperform the market without
abandoning the assumption of continuity.
… The current apocalypse—the transition from a state
of continuity to state of discontinuity—Has the same
 suddenness [as the trauma that beset civilization in
                      1000 A.D.]‖
 Richard Foster & Sarah Kaplan, ―Creative Destruction‖ (The McKinsey Quarterly)
  ―Good management was the
 most powerful reason [leading
 firms] failed to stay atop their
  industries. Precisely because these firms
 listened to their customers, invested aggressively in
technologies that would provide their customers more
    and better products of the sort they wanted, and
   because they carefully studied market trends and
     systematically allocated investment capital to
 innovations that promised the best returns, they lost
             their positions of leadership.‖
   Clayton Christensen, The Innovator‘s Dilemma
      Forget>―Learn‖
―The problem is never how
   to get new, innovative
 thoughts into your mind,
but how to get the old
     ones out.‖
        Dee Hock
―It is generally much
    easier to kill an
  organization than
       change it
    substantially.‖
     Kevin Kelly, Out of Control
   No Wiggle Room!

―Incrementalism
 is innovation‘s
worst enemy.‖
     Nicholas Negroponte
C.E.O.
  to


C.D.O.
“I don‟t intend to
 be known as the
   „King of the
   Tinkerers.‟ ”
 CEO, large financial services company
 Jim & Tom.
Joined at the
hip.   Not.
     Built to Last v. Built to Flip
―The problem with Built to Last is that it‘s a
  romantic notion. Large companies are
   incapable of ongoing innovation, of
           ongoing flexibility.‖
 ―Increasingly, successful businesses will
  be ephemeral. They will be built to yield
 something of value – and once that value
   has been exhausted, they will vanish.‖
            Fast Company (03-00)
     Huh?
―Quiet, workmanlike, stoic
leaders bring about the big
   transformations.‖--JC
                         Pastels?
    T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin
            A. Lincoln/U. S. Grant/W. T. Sherman
                     TR/FDR/LBJ/RR/JFK
                          M.L. King
                         C. deGaulle
                          M. Gandhi
                         W. Churchill
                         M. Thatcher
                           Picasso
                            Mozart
                 Copernicus/Newton/Einstein
J. Welch/L. Gerstner/L. Ellison/B. Gates/S.Ballmer/S. Jobs/S.
                           McNealy
A. Carnegie/J. P. Morgan/H. Ford/J.D. Rockefeller/T. A. Edison
P4. Embrace the
  White Collar
  Revolution.
108 X 5
         vs.



8X1
 = 540 vs. 8 (-98.5%)
     IBM‘s Project

   eLiza!*
* ―Self-bootstrapping‖/ ―Artilects‖
There Is No Such Thing
  as the Tooth Fairy.
   IBM Self-healing
      eServers*
   *Approximate TV ad copy (11.2002)
                    EKGs
Deep Blue Redux*: 2,240
 … 1,120 heart attacks.
Hans Ohlin          (50 yr old chief of coronary care, Univ of


           : 620.
         Lund/SW)


   Lars Edenbrandt‘s
     software: 738.
          *Only this time it matters!
―Doctors are faced with the very
 real threat of irrelevance in ten
  years. You‘ll go to a lab, have a
blood sample drawn, and a readout
of your genetic deficiencies will be
  produced—along with ‗Doctor‘s
 Orders‘ for appropriate treatment;
  only there won‘t be any doctor.‖
  —Leading Pediatric Cardiologist (11.2002)
 Sequenom/David Ewing Duncan/Wired11.02
 ―Sequenom has industrialized the SNP [single
    nucleotide polymorphisms] identification
   process.‖ ―This, I‘m told, is the first time a
 healthy human has ever been screened for the
full gamut of genetic-disease markers.‖ ―On the
  horizon: multi-disease gene kits, available at
  Wal*Mart, as easy to use as home-pregnancy
  tests.‖ ―You can‘t look at humanity separate
   from machines; we‘re so intertwined we‘re
 almost the same species, and the difference is
                getting smaller.‖
 “A bureaucrat
[or a doctor?]is an
    expensive
  microchip.”
 Dan Sullivan, consultant and
      executive coach
P5. eVERYTHING.
   Nextel, Phoenix, Etc.,
       2.5G, 3G, 4G
         Windows
         Symbian
            Java
        Bluetooth
           Wi-Fi
 PCs-PDAs-Cell―phones‖
E-business vs. M-business
            Etc.
Outsider‘s view: (1) Billions are
  being spent, even in a down
market. (2) NOBODY HAS A
  CLUE AS TO WHO THE
WINNERS—AND LOSERS—
WILL BE. (3) Yet you must play.
        Now. Hard. Fast.
square feet
The Real ―News‖: X1,000,000


TowTruckNet.com
   Impact No. 1/ Logistics &
          Wal*Mart …
Distribution:
Dell … Amazon.com …
  Autobytel.com …
FedEx … UPS … Ryder
… Cisco … Etc. … Etc.
    … Ad Infinitum.
Autobytel:$400.
Wal*Mart: 13%.

     Source: BW(05.13.2002)
                WebWorld = Everything
     Web as a way to run your business‘s innards
Web as connector for your entire supply-demand chain
Web as ―spider‘s web‖ which re-conceives the industry
         Web/B2B as ultimate wake-up call to
                ―commodity producers‖
   Web as the scourge of slack, inefficiency, sloth,
           bureaucracy, poor customer data
        Web as an Encompassing Way of Life
        Web = Everything (P.D. to after-sales)
     Web forces you to focus on what you do best
Web as entrée, at any size, to World‘s Best at Everything
                 as next door neighbor
―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
Read It Closely: ―We     don‘t sell

           We
insurance anymore.

 sell speed.‖
       Peter Lewis, Progressive
     The New Infantry Battalion/
     New York Times/12.01.2002
   ―Pentagon‘s Urgent Search for
  Speed.‖ 270 soldiers (1/3rd normal
  complement); 140 robotic off-road
 armored trucks. ―Every soldier is a
sensor.‖ ―Revolutionary capabilities.‖
Find-to-hit: 45 minutes to 15 minutes
         … in just one year.
  ―There‘s no use trying,‖ said Alice.
―One can‘t believe impossible things.‖
   ―I daresay you haven‘t had much
practice,‖ said the Queen. ―When I was
  your age, I always did it for half an
  hour a day. Why, sometimes I‘ve
believed as many as six impossible
     things before breakfast.‖
              Lewis Carroll
     I‘net …

… allows you to
 dream dreams
you could never
 have dreamed
    before!
―Don‘t rebuild.
 Reimagine.‖
The New York Times Magazine on the future of
the WTC space in Lower Manhattan/09.08.2002
―Suppose—just suppose—that the Web is a new world
  we‘re just beginning to inhabit. We‘re like the earlier
  European settlers in the United States, living on the
edge of the forest. We don‘t know what‘s there and we
don‘t know exactly what we need to do to find out: Do
we pack mountain climbing gear, desert wear, canoes,
or all three? Of course while the settlers may not have
   known what the geography of the New World was
    going to be, they at least knew that there was a
    geography. The Web, on the other hand, has no
  geography, no landscape. It has no distance. It has
  nothing natural in it. It has few rules of behavior and
 fewer lines of authority. Common sense doesn‘t hold
   here, and uncommon sense hasn‘t yet emerged.‖
          David Weinberger, Small Pieces Loosely Joined
P6. CRM =
No Halfway.
Anne Busquet/ American Express
  Not: ―Age of the Internet‖

       ―Age of
      Is:

      Customer
      Control‖
       Amen!


―The Age of the
Never Satisfied
  Customer‖
    Regis McKenna
  ―Parents, doctors, stockbrokers,
 even military leaders are starting to
  lose the authority they once had.
There are all these roles premised on
 access to privileged information. …
What we are witnessing is a
collapse of that advantage,
 prestige and authority.‖
          Michael Lewis, next
―The Web enables total
 transparency. People with
 access to relevant information are
 beginning to challenge any type of
  authority. The stupid, loyal and
humble customer, employee, patient
        or citizen is dead.‖
     Kjell Nordström and Jonas Ridderstråle,
                 Funky Business
―CRM has, almost
universally, failed
   to live up to
 expectations.‖
     Butler Group (UK)
No! No! No! FT: ―The aim [of
CRM] is to make customers
 feel as they did in the pre-
electronic age when service
    was more personal.‖
Rebuttal: (1) Service sucked in the
―pre-electronic‖ age. (2) NewGen
 believes in the screen! (So do I.)
  CGE&Y (Paul Cole): ―Pleasant
Transaction‖ vs.―Systemic
Opportunity.‖ ―Better job
of what we do today‖ vs. ―Re-
      think overall
enterprise strategy.‖
   We Are Starting to Get It Right
    Bank online: 24.3M (10.2002); 2X Y2000.

   Wells Fargo: 1/3rd; 3.3M; 50% lower attrition
  rate; 50% higher growth in balances than off-
line; more likely to cross-purchase; ―happier and
         stay with the bank much longer.‖
  B of A: 4M of 15M (―… way beyond the early
                  adopters‖).
           Source: The Wall Street Journal/10.21.2002
P7. Embrace
 the ―PSF
 Solution‖
(―PSF‖ = Professional Service Firm Model.)
 Every job done
in W.C.W. is also
 done “outside”
  …for profit!
          Answer: PSF!
   [Professional Service Firm]

    Department Head
             to …

Managing Partner,
  HR [IS, etc.] Inc.
eHR*/PCC**
      *All HR on the Web
**Productivity Consulting Center

Source: E-HR: A Walk through a 21st Century HR
      Department, John Sullivan, IHRIM
Model PSF …
(1) Translate ALL departmental
     activities into discrete
     W.W.P.F. ―Products.‖
(2) 100% go on the Web.
(3) Non-awesome are
    outsourced (75%??).
(4) Remaining ―Centers of
    Excellence‖ are retained &
    leveraged to the hilt!
  ―Typically in a mortgage company or
    financial services company, ‗risk
management‘ is an overhead, not a revenue
 center. We‘ve 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)
P8. Embrace the Heart of the
 Value Added Revolution:
PSFs Unbound/ The
    ―Solutions
   Imperative.‖
The   Day!
  09.11.2000: HP bids
$18,000,000,000
           for
PricewaterhouseCoopers
  consulting business!
―These days, building
 the best server isn‘t
  enough. That‘s the
    price of entry.‖
   Ann Livermore, Hewlett-Packard
           Systems
 Gerstner‘s IBM:

   Integrator of
 choice. Global Services:
   $35B. Pledge/‘99: Business
Partner Charter. 72 strategic partners,
  aim for 200. Drop many in-house
    programs/products. (BW/12.01).
―We aim to be the
    air traffic
  controllers of
   electrons.‖
 Bob Nardelli, GE Power Systems
   ―Customer Satisfaction‖ to
     ―Customer Success‖
   ―We‘re getting better at [Six
 Sigma] every day. But we really
need to think about the customer‘s
   profitability. Are customers‘
bottom lines really benefiting from
     what we provide them?‖
     Bob Nardelli, GE Power Systems
Keep In Mind:   Customer
Satisfaction
versus          Customer
   Success
 Nardelli‘s goal ($50B to $100B by 2005):
―… move Home Depot beyond selling
‗goods‘ to selling ‗home services.‘ …
     He wants to capture home
 improvement dollars wherever and
     however they are spent.‖
 E.g.: ―house calls‖ (At-Home Service: $10B by ‘05?) …
―pros shops‖ (Pro Set) … ―home project management‖
   (Project Management System … ―a deeper selling
                      relationship‖).

              Source: USA Today/06.14.2002
 ―UPS wants to take over the
sweet spot in the endless loop
  of goods, information and
 capital that all the packages
     [it moves] represent.‖
 ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
  from 21 mfg. sites to 6,000 NA dealers)
―No longer are we only an
insurance provider. Today,
    we also offer our customers the
 products and services that help them
   achieve their dreams, whether it‘s
financial security, buying a car, paying
   for home repairs, or even taking a
   dream vacation.‖—Martin Feinstein, CEO,
               Farmers Group
Omnicom:   57%              (of

 $6B) from marketing services
           (1) 108X5 to
 Core Logic:
 8X1/ eLiza/ 100sf. (2)
Dept. to PSF/ WWPF. (3)
V.A. via PSFs Unbound/
―Solutions‖/ ―Customer
        Success.‖
            Model2002/3/4/5/??


         Dell* + IBM** =
             Magic
                *Cut (ALL) the bullshit
**Add (LOTSA) ―soft‖/―integrative‖/―experiences‖ value
P9. Required: The
Solutions25.*
  *NO MORE ―SILOS.‖ NO MORE
    ―STOVEPIPES.‖ (DAMN IT.)
1. It‘s the (OUR!) organization, stupid!
2. Friction free!
3. No STOVEPIPES!
4. ―Stovepiping‖ is a F.O.—Firing Offense.
5. ALL on the web! (ALL = ALL.)
6. Open access!
6. Project Managers rule! (E.g.: Control the purse
    strings and evals.)
7. VALUE-ADDED RULES! (Services Rule.)
    (Experiences Rule.) (Brand Rules.)
8. SOLUTIONS RULE! (We sell SOLUTIONS.
    Period. We sell PRODUCTIVITY &
    PROFITABILITY. Period.)
9. Solutions = ―Our ‗culture.‘ ‖
10. Partner with B.I.C. (Best-In-Class). Period.
12. All functions contribute equally—IS, HR, Finance,
    Purchasing, Engineering, Logistics, Sales, Etc.
13. Project Management can come from any function.
14. WE ARE ALL IN SALES. PERIOD.
15. We all invest in ―wiring‖ the customer
    organization.
16. WE ALL ―LIVE THE BRAND.‖ (Brand = Solutions.
    That MAKE MONEY FOR OUR CUSTOMER-
     PARTNER.)
17. We use the word ―PARTNER‖ until we all want to
    barf!
18. We NEVER BLAME other parts of our organization
    for screw-ups.
19. WE AIM TO REINVENT THIS INDUSTRY!
20. We hate the word-idea ―COMMODITY.‖
21. We believe in ―High tech, High touch.‖
22. We are DREAMERS.
23. We deliver . (PROFITS.) (CUSTOMER SUCCESS.)
24. If we play the ―SOLUTIONS GAME‖ brilliantly, no
    one can touch us!
25. Our TEAM needs 100% I.C.s (Imaginative
    Contributors). This is the ULTIMATE ―All Hands‖
    affair!
             The Real “New Economy”
  “Imagine a chess game in which, after every half
dozen moves, the arrangement of the pieces on the
   board stays the same but the capabilities of the
  pieces randomly change. Knights now move like
bishops, bishops like rooks … Technology does that.
    It rubs out boundaries that separate industries.
Suddenly new competitors with new capabilities will
 come at you from new directions. Lowly truckers in
   brown vans become geeky logistics experts. …”
               Business 2.0 (8.2001)
KEY WORDS: Partners with our
Customers in creating
Memorable, Value-added
Solutions/ Successes/
Experiences.
WHICH REQUIRES: Total
Enterprise Responsiveness …
beyond functional walls.
    P10. Beyond
―Solutions‖: A World
  of Scintillating/
  Awesome/ WOW
  ―Experiences.‖
―Experiences are as
 distinct from services
  as services are from
        goods.‖
Joseph Pine & James Gilmore, The Experience Economy:
     Work Is Theatre & Every Business a Stage
―Club Med        is more
than just a ‗resort‘; it‘s a
means of rediscovering
 oneself, of inventing an
   entirely new ‗me.‘ ‖
    Source: Jean-Marie Dru, Disruption
―Guinness as a brand
  is all about community.
It‘s about bringing people
    together and sharing
stories.‖—Ralph Ardill, Imagination, in re
           Guinness Storehouse
     Experience: ―Rebel Lifestyle!‖

―What we sell is the ability for
  a 43-year-old accountant to
  dress in black leather, ride
through small towns and have
   people be afraid of him.‖
  Harley exec, quoted in Results-Based Leadership
WHAT CAN BROWN DO FOR YOU?
       “I see us as being in
Bob Lutz:
   the art business. Art,
entertainment and mobile
     sculpture, which,
   coincidentally, also
    happens to provide
     transportation.”
            Source: NYT 10.19.01
―Lexus sells its cars as
   containers for our
  sound systems. It‘s
  marvelous.‖—Sidney Harman/
        Harman International
The ―Experience Ladder‖

   Experiences
     Services
      Goods
   Raw Materials
It‘s All About EXPERIENCES: ―Trapper‖ to
  ―Wildlife Damage-control Professional‖

 Trapper: <$20 per beaver pelt.
WDCP: $150/―problem beaver‖;
 $750-$1,000 for flood-control
   piping … so that beavers
           can stay.
            Source: WSJ/05.21.2002
 ―Most executives have no
 idea how to add value to a
market in the metaphysical
world. But that is what the market
will cry out for in the future. There
is no lack of ‗physical‘ products to
         choose between.‖
Jesper Kunde, Unique … now or never [on the
 excellence of Nokia, Nike, Lego, Virgin et al.]
Extraction & Goods:
  Male dominance
    Services &
Experiences: Female
    dominance
―Women don‘t buy
      They
brands.

join them.‖
    EVEolution
P11. Experiences+:
  Embracing the
―Dream Business.‖
  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
Common Products                ―Dream‖ Products
Maxwell House                  Starbucks
BVD                            Victoria‘s Secret
Payless                        Ferragamo
Hyundai                        Ferrari
Suzuki                         Harley Davidson
Atlantic City                  Acapulco
New Jersey                     California
Carter                         Kennedy
Conners                        Pele
CNN                            Millionaire

Source: Gian Luigi Longinotti-Buitoni
 The marketing of Dreams (Dreamketing)
   Dreamketing: Touching the clients‘
                dreams.
Dreamketing: The art of telling stories and
              entertaining.
Dreamketing: Promote the dream, not the
                product.
Dreamketing: Build the brand around the
              main dream.
   Dreamketing: Build the ―buzz,‖ the
          ―hype,‖ the ―cult.‖
        Source: Gian Luigi Longinotti-Buitoni
           Systems
 Gerstner‘s IBM:

   Integrator of
 choice. Global Services:
   $35B. Pledge/‘99: Business
Partner Charter. 72 strategic partners,
  aim for 200. Drop many in-house
    programs/products. (BW/12.01).
P12. The       ―Soul‖
        [Mostly Ignored]


  of ―Experiences‖:
Design Rules!
          All Equal Except …
―At Sony we assume that all products of
our competitors have basically the same
  technology, price, performance and
        Design is the only
 features.
thing that differentiates one
product from another in the
       marketplace.‖
             Norio Ohga
  ―We don‘t have a good language to talk
 about this kind of thing. In most people‘s
vocabularies, design means veneer. … But
 to me, nothing could be further from the

          Design is
  meaning of design.

the fundamental soul
        of a man-made creation.‖
             Steve Jobs
Design ―is‖ … WHAT &
WHY I LOVE.   LOVE.
 All Time   No.1 (TP)

Ziplocs
Design ―is‖ … WHY I
GET MAD.   MAD.
Design is never   neutral.
     DESIGN is the
Hypothesis:


principal difference
 between love and
       hate!
 THE BASE CASE: I am a design fanatic. Though not
   ―artistic,‖ I love ―cool stuff.‖ But it goes [much]
further, far beyond the personal. Design has become
   a professional obsession. I SIMPLY BELIEVE
   THAT DESIGN PER SE IS THE PRINCIPAL
 REASON FOR EMOTIONAL ATTACHMENT [or
  detachment] RELATIVE TO A PRODUCT OR
SERVICE OR EXPERIENCE. Design, as I see it, is
arguably the #1 DETERMINANT of whether
a product-service-experience stands out … or doesn‘t.
    Furthermore, it‘s another ―one of those things‖
 that damn few companies put – consistently – on the
                      front burner.
  Message (?????): Men
cannot design for women‘s
         needs.
―Perhaps the macho look
can be interesting … if you
  want to fight dinosaurs. But
    now to survive you need
  intelligence, not power and
aggression. Modern intelligence
 means intuition—it‘s female.‖
  Source: Philippe Starck, Harvard Design Magazine (Summer 1998)
P13. Design+ =
 ―Beautiful‖
  Systems.
K.I.S.S.:   Gordon Bell (VAX

daddy):500/50.        Chas.
Wang (CA): Behind schedule?

   Cut least
productive 25%.
      have. Must
Systems: Must

  hate. / Must
design. Must un-
   design.
―Ninety percent of what
we call ‗management‘
consists of making it
difficult for people to
get things done.‖ – P.D.
P14. ―It‖ all adds
    THE
up to …
 BRAND.
―WHO ARE
  WE?‖
  ―Most companies tend to equate branding with the
     company‘s marketing. Design a new marketing
    campaign and, voilà, you‘re on course. They are
wrong. The task is much bigger. It is about fulfilling our
   potential … not about a new logo, no matter how
 clever. WHAT IS MY MISSION IN LIFE? WHAT
DO I WANT TO CONVEY TO PEOPLE? HOW DO
 I MAKE SURE THAT WHAT I HAVE TO OFFER
THE WORLD IS ACTUALLY UNIQUE? The brand
has to give of itself, the company has to give of
 itself, the management has to give of itself. To
put it bluntly, it is a matter of whether – or not –
       you want to be … UNIQUE … NOW.‖
           Jesper Kunde, Unique … now or never
―WHAT‘S
  OUR
STORY?‖
―We are in the twilight of a society based on data. As
  information and intelligence become the domain of
computers, society will place more value on the one
   human ability that cannot be automated: emotion.
 Imagination, myth, ritual - the language of emotion -
will affect everything from our purchasing decisions
                    Companies will
to how we work with others.
thrive on the basis of their stories
and myths. Companies will need to understand
     that their products are less important than
                    their stories.‖
   Rolf Jensen, Copenhagen Institute for Future Studies
 ―Apple opposes, IBM
 solves, Nike exhorts,
Virgin enlightens, Sony
   dreams, Benetton
protests. … Brands are
 not nouns but verbs.‖
   Source: Jean-Marie Dru, Disruption
―WHY DOES IT
 MATTER TO
THE CLIENT?‖
―EXACTLY HOW DO I
  PASSIONATELY
   CONVEY THAT
    DRAMATIC
DIFFERENCE TO THE
     CLIENT ?‖
P15. The Necessary
Bedrock: Turn Work
 into … WOW
     Projects!
 The greatest danger
     for most of us
is not that our aim is
        too high
    and we miss it,
      but that it is
         too low
   and we reach it.
      Michelangelo
―Reward excellent
 failures. Punish
     mediocre
   successes.‖
   Phil Daniels, Sydney exec
“Let‟s make a
 dent in the
  universe.”
     Steve Jobs
WHO WILL GO TO
STOCKHOLM? (Damn it.)
  If you are not
 prepared to be
 fired over your
beliefs … you are
 working on the
wrong project - TP
P16. Re-invent
Yourself: Brand
  You (Or Else.)
 ―If there is nothing
 very special about
your work, no matter how
 hard you apply yourself, you
  won‘t get noticed, and that
increasingly means you won‘t
    get paid much either.‖
       Michael Goldhaber, Wired
―Unless mankind redesigns
 itself by changing our DNA
through altering our genetic
      makeup, computer-
  generated robots will take
    over the world.‖ – Stephen
Hawking, in the German magazine Focus
   Vernor Vinge/Mr. Singularity
―The transition time from human
history to post-human singularity
    time, Vinge thinks, will be
astonishingly short—maybe one
   hundred hours from the first
    moment of computer self-
  awareness to computer worls
  conquest.‖—Esquire/12.2002
 P17. Boss Job
      Talent
One: The
 Obsession.
Brand =
Talent.
                Talent!

Tina Brown: ―The first thing
 to do is to hire enough
talent that a critical mass
  of excitement starts to
          grow.‖
    Source: Business2.0/12.2002-01.2003
The Talent Ten
  1. Obsession

P.O.T.* = All
Consuming
   *Pursuit of Talent
Model   25/8/53
Sports Franchise GM
   ―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
    2. Greatness

Only The Best!
From ―1, 2 or you‘re out‖ [JW]
            to …

  ―Best Talent in
each industry segment to
  build best proprietary
    intangibles‖ [EM]
    Source: Ed Michaels, War for Talent
  3. Performance

Up or out!
  ―We believe companies can increase their
   market cap 50 percent in 3 years. Steve
                    changed 20 of
Macadam at Georgia-Pacific
 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
            people are
Message: Some
  better than other
people. Some people
  are a helluva lot
  better than other
       people.
   4. Pay

Fork Over!
―Top performing companies are
  two to four times more likely
 than the rest to pay         what
 it takes to prevent losing
         top performers.‖
 Ed Michaels, War for Talent (05.17.00)
    5. Youth

Grovel Before
 the Young!
  ―Why focus on these late teens and twenty-
 somethings? Because they are the first
  young who are both in a position to
  change the world, and are actually
   doing so. … For the first time in history,
 children are more comfortable, knowledgeable
     and literate than their parents about an
innovation central to society. … The Internet has
triggered the first industrial revolution in history
             to be led by the young.‖
                The Economist [12/2000]
   6. Diversity

Mess Rules!
  ―Where do good new ideas come
      from? That‘s simple! From
  differences. Creativity comes
 from unlikely juxtapositions.
The best way to maximize differences
     is to mix ages, cultures and
             disciplines.‖
          Nicholas Negroponte
    7. Women

Born to Lead!
―AS LEADERS, WOMEN
RULE: New Studies find
 that female managers
  outshine their male
 counterparts in almost
    every measure‖
Title, Special Report, Business Week, 11.20.00
      Women‘s 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.
Source: Judy B. Rosener, America‘s Competitive Secret
63 of 2,500 top earners in F500
      8% Big 5 partners
14% partners at top 250 law firms
43% new med students; 26% med
      faculty; 7% deans

 Source: Susan Estrich, Sex and Power
                 Opportunity!
                 U.S.          G.B. E.U. Ja.
M.Mgt.           41%           29% 18% 6%
T.Mgt.           4%            3%   2%   <1%
Peak Partic. Age 45            22   27   19
% Coll. Stud.    52%           50% 48% 26%


Source: Judy Rosener, America‘s Competitive Secret
      8. Weird
The Cracked Ones
 Let in the Light!
The Cracked Ones Let in the Light
 ―Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
 among non-conformists,
 dissenters and rebels.‖
           David Ogilvy
             ―Deviance tells
 Deviants, Inc.
  the story of every mass
  market ever created. What
   starts out weird and dangerous
becomes America‘s next big corporate
payday. So are you looking for the next
mass market idea? It‘s out there … way
              out there.‖
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
 9. Opportunity

Make It an
Adventure!
―H.R.‖ to ―H.E.D.‖ ???


    Human
    Enablement
    Department
   10. Leading Genius

We are all unique!
 Beware Lurking HR Types …

  One size
NEVER fits all.
 One size fits
 one. Period.
  What‘s your company‘s …




Employee Value Proposition, per Ed
   Michaels et al., The War for Talent
  EVP = Challenge,
professional growth,
respect, satisfaction,
 opportunity, reward
Source: Ed Michaels et al., The War for Talent
           The Top 5 ―Revelations‖
              Better talent wins.
 Talent management is my job as leader.
Talented leaders are looking for the moon
               and stars.
Over-deliver on people‘s dreams – they are
                volunteers.
   Pump talent in at all levels, from all
    conceivable sources, all the time.
   Source: Ed Michaels et al., The War for Talent
P18. THINK
 WEIRD.
        The
 THINK WEIRD:

High Standard
  Deviation
 Enterprise.
                Saviors-in-Waiting

 Disgruntled Customers
Off-the-Scope Competitors
     Rogue Employees
      Fringe Suppliers

Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
    Fringe Competitors, Lost Customers, and Rogue Employees
 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
COMPETITORS: ―The      best swordsman
 in the world doesn‘t 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 doesn‘t do the
  thing he ought to do, and so the expert isn‘t
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
  Employees: ―Are there
  enough weird
people in the lab these
                    days?‖
V. Chmn., pharmaceutical house, to a lab director (06.01)
                   is an ominous
   Suppliers: ―There
  downside to strategic supplier
 relationships. An SSR supplier is not
likely to function as any more than a mirror
 to your organization. Fringe suppliers that
  offer innovative business practices need
                  not apply.‖
 Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
     Fringe Competitors, Lost Customers, and Rogue Employees
WE BECOME
  WHO WE
HANG WITH!
P19. Trends I:

Women
 Roar.
           ?????????
     Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel
                      equipment)

            Houses … 91%
        D.I.Y. (―home projects‖) … 80%
    Consumer Electronics … 51%
          Cars … 60% (90%)
   All consumer purchases … 83%
         Bank Account … 89%
          Health Care … 80%
  2/3rds working women/
50+% working wives > 50%
        80% checks
         61% bills
  53% stock (mutual fund boom)
       43% > $500K
 95% financial decisions/
    29% single handed
               1970-1998

 Men‘s median income: +0.6%
Women‘s median income: + 63%


 Source: Martha Barletta, Marketing to Women
$4.8T > Japan
9M/27.5M/$3.6T
  > Germany
  Business Purchasing Power

Purchasing mgrs. & agents: 51%
          HR: >>50%
     Admin officers: >50%


 Source: Martha Barletta, Marketing to Women
Women-owned Bus.

U.S. employees > F500
employees worldwide
 Source: Martha Barletta, Marketing to Women
        91% women:
   ADVERTISERS DON‘T
    UNDERSTAND US.
    (58% ―ANNOYED.‖)
Source: Greenfield Online for Arnold‘s Women‘s Insight Team
           (Martha Barletta, Marketing to Women)
Carol Gilligan/ In a Different Voice

  Men: Get away from authority, family
           Women: Connect

         Men: Self-oriented
        Women: Other-oriented

           Men: Rights
       Women: Responsibilities
Men: Individual perspective. ―Core
           unit is ‗me.‘ ‖
       Pride in self-reliance.

Women: Group perspective. ―Core
  unit is ‗we.‘ ‖ Pride in team
        accomplishment.

     Source: Martha Barletta, Marketing to Women
      FemaleThink/ Popcorn
―Men and women don‘t think the same
  way, don‘t communicate the same
way, don‘t buy for the same reasons.‖
 ―He simply wants the transaction
 to take place. She‘s interested in
creating a relationship. Every place
       women go, they make
           connections.‖
   ―Men seem like loose cannons. Men
   always move faster through a store‘s
aisles. Men spend less time looking. They
usually don‘t like asking where things are.
    You‘ll see a man move impatiently
 through a store to the section he wants,
   pick something up, and then, almost
     abruptly he‘s ready to buy. For a
   man, ignoring the price tag is almost
             a sign of virility.‖
 Paco Underhill, Why   We Buy* (*Buy this book!)
  How Many Gigs You Got, Man?

―Hard to believe … Different criteria‖
 ―Every research study we‘ve done
  indicates that women really care
  about the relationship with their
              vendor.‖
         Robin Sternbergh/ IBM
        Women's View of Male
           Salespeople

   Technically knowledgeable;
assertive; get to the point; pushy;
  condescending; insensitive to
         women‘s needs.
 Source: Judith Tingley, How to Sell to the Opposite Sex
          (Martha Barletta, Marketing to Women)
 Read This: Barbara & Allan Pease‘s

 Why Men Don‘t
Listen & Women
Can‘t Read Maps
    ―It is obvious to a woman when
 another woman is upset, while a man
  generally has to physically witness
    tears or a temper tantrum or be
slapped in the face before he even has
 a clue that anything is going on. Like
  most female mammals, women are
  equipped with far more finely tuned
        sensory skills than men.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
   ―Resting‖ State: 30%, 90%: ―A
    woman knows her children‘s
friends, hopes, dreams, romances,
     secret fears, what they are
thinking, how they are feeling. Men
 are vaguely aware of some short
  people also living in the house.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
  ―As a hunter, a man needed vision that
would allow him to zero in on targets in the
distance … whereas a woman needed eyes
  to allow a wide arc of vision so that she
 could monitor any predators sneaking up
 on the nest. This is why modern men can
find their way effortlessly to a distant pub,
    but can never find things in fridges,
          cupboards or drawers.‖
 Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
      ―Female hearing advantage
  contributes significantly to what is
 called ‗women‘s intuition‘ and is one
of the reasons why a woman can read
between the lines of what people say.
Men, however, shouldn‘t despair.
 They are excellent at imitating
       animal sounds.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
                Senses
Vision: Men, focused; Women,
          peripheral.
Hearing: Women‘s discomfort
        level I/2 men‘s.
    Smell: Women >> Men.
 Touch: Most sensitive man <
    Least sensitive women.
Source: Martha Barletta, Marketing to Women
―Women speak and hear a language of
  connection and intimacy, and men
 speak and hear a language of status
and independence. Men communicate
 to obtain information, establish their
   status, and show independence.
    Women communicate to create
 relationships, encourage interaction,
        and exchange feelings.‖
 Judy Rosener, America‘s Competitive Secret
―When a woman is upset,
 she talks emotionally to
her friends; but an upset
 man rebuilds a motor or
   fixes a leaking tap.‖
 Barbara & Allan Peace, Why Men Don‘t Listen &
           Women Can‘t Read Maps
Editorial/Men: Tables, rankings.*

Editorial/Women: Narratives that
cohere.*

TP/Furniture: ―Tech Specs‖ vs.
―Soul.‖ **
*Redwood (UK)
**High Point furniture mart (04.2002)
Storytelling: Men start
  with the headline.
Women start with the
       context.
  Source: Martha Barletta, Marketing to Women
         Initiate Purchase

Men: Study ―facts & features.‖

Women: Ask lots of people for
          input.

   Source: Martha Barletta, Marketing to Women
     Read This Book …

  EVEolution:
 The Eight Truths of
Marketing to Women
  Faith Popcorn & Lys Marigold
   EVEolution: Truth No. 1

Connecting Your Female
  Consumers to Each
Other Connects Them to
      Your Brand
 ―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
                   What If …
 ―What if ExxonMobil or Shell dipped into their
credit card database to help commuting women
    interview and make a choice of car pool
                  partners?‖

  ―What if American Express made a concerted
   effort to connect up female empty-nesters
through on-line and off-line programs, geared to
help women re-enter the workforce with today‘s
                     skills?‖
                  EVEolution
―Women don‘t buy
      They
brands.

join them.‖
    EVEolution
 Enterprise Reinvention!
          Recruiting
 Hiring/Rewarding/Promoting
           Structure
          Processes
         Measurement
           Strategy
            Culture
            Vision
          Leadership
THE BRAND ITSELF!
 “Honey, are you
sure you have the
 kind of money it
    takes to be
 looking at a car
    like this?”
      STATEMENT OF PHILOSOPHY: I am a
 businessperson. An analyst. A pragmatist. The
  enormous social good of increased women‘s
 power is clear to me; but it is not my bailiwick.
   My ―game‖ is haranguing business leaders
  about my fact-based conviction that women‘s
       increasing power – leadership skills
  and purchasing power – is the strongest and
   most dynamic force at work in the American
economy today. Dare I say it as a long-time Palo
  Alto resident … THIS IS EVEN BIGGER THAN
                 THE INTERNET!
                    Tom Peters
     Ad from Furniture /Today (04.01):
    ―MEET WITH THE EXPERTS!: How
Retailing‘s Most Successful Stay that Way‖


   Presenting Experts: M =       16;


 F=   ??                (94% = 272)
Stupid: “Amazing, now that I
 think about it. A bunch of
guys --developers, architects,
   contractors, engineers,
  bankers--sitting around
designing shopping centers.
 And the „end users‟ will be
  overwhelmingly women!”
                       Notes to the CEO

--Women are not a ―niche‖; so get this out of
  the ―Specialty Markets‖ group.
--The competition is starting to catch on.
 (E.g.: Nike, Nokia, Wachovia, Ford, Harley-Davidson, Jiffy Lube,
 Charles Schwab, Citigroup, Aetna.)
--If you ―dip your toes in the water,‖ what makes
   you think you‘ll get splashy results?
--Bust through the walls of the corporate silos.
--Once you get her, don‘t let her slip away.
--Women ARE the long run!

        Source: Martha Barletta, Marketing to Women
 P20. Trends II:
   Boomer
  Bonanza/
Godzilla Geezer.
Subject: Marketers & Stupidity


   ―It‘s 18-44,
      stupid!‖
 Subject: Marketers & Stupidity


        ―18-44 is
Or is it:

      stupid,
      stupid!‖
  2000-2010 Stats

 18-44: -1%
55+: +21%
 (55-64: +47%)
    Aging/―Elderly‖


 $$$$$$$$$$$$
―I‘m in charge!‖
―NOT ACTING THEIR
AGE: As Baby Boomers
 Zoom into Retirement,
Will America Ever Be the
        Same?‖
      USN&WR Cover/06.01
Member Growth: 1987 – 1997

  18 – 34: 26%
  35 – 49: 63%
50+: 118%
         Source: IHRSA
                      50+
$7T wealth (70%)/$2T annual income
   50% all discretionary spending
79% own homes/40M credit card users
   41% new cars/48% luxury cars
    $610B healthcare spending/
      74% prescription drugs
     5% of advertising targets
      Ken Dychtwald, Age Power: How the 21st
       Century Will Be Ruled by the New Old
      Read This!

  Carol Morgan &
   Doran Levy,
 Marketing to the
Mindset of Boomers
 and Their Elders
   ―Marketers attempts at
reaching those over 50 have
      been miserably
 unsuccessful. No market‘s
 motivations and needs are
 so poorly understood.‖—Peter
   Francese, founding publisher, American
                Demographics
 ―Households headed by someone
  40 or older enjoy 91% ($9.7T) of
our population‘s net worth. … The
  mature market is the dominant
    market in the U.S. economy,
      making the majority of
   expenditures in virtually every
category.‖ —Carol Morgan & Doran Levy, Marketing to
         the Mindset of Boomers and Their Elders
  ―The mature market
 cannot be dismissed
  as entrenched in its
brand loyalties.‖                         —Carol Morgan &
Doran Levy, Marketing to the Mindset of Boomers and Their
                          Elders
   ―Focused on assessing the
  marketplace based on lifetime
   value (LTV), marketers may
  dismiss the mature market as
 headed to its grave. The reality is
that at 60 a person in the U.S. may
 enjoy 20 or 30 years of life.‖ —Carol
Morgan & Doran Levy, Marketing to the Mindset of Boomers and
                       Their Elders
 ―While the average American age
  12 or older watched at least five
movies per year in a theater, those
    40 and older were the most
 frequent moviegoers, viewing 12
 or more a year.‖—Carol Morgan & Doran Levy,
   Marketing to the Mindset of Boomers and Their Elders
   ―Women 65 and older spent $14.7
 billion on apparel in 1999, almost as
much as that spent by 25- to 34-year-
  olds. While spending by the older
  women increased by 12% from the
  previous year, that of the younger
  group increased by only 0.1%. But
     who in the fashion industry is
currently pursuing this market?‖ —Carol
Morgan & Doran Levy, Marketing to the Mindset of Boomers and
                       Their Elders
   ―Take the Road Less
Traveled‖—Advertising Age
  headline re Sony, upon
 targeting ―Zoomers,‖ the
    neglected 34% of
  its customers who are
        age 50+
― ‗Age Power‘ will
rule the        21
           century,st

and we are woefully
    unprepared.‖
Ken Dychtwald, Age Power: How the 21st
    Century Will Be Ruled by the New Old
No: ―Target Marketing‖
Yes:       ―Target
Innovation‖ & ―Target
Delivery Systems‖
    P21.   The


Leadership
The Basic
Premise.
1. Leadership Is a …
    Mutual
  Discovery
   Process.
Leaders-Teachers Do Not ―Transform People‖!
     Instead leaders-mentors-teachers (1) provide a
 context which is marked by (2) access to a luxuriant
 portfolio of meaningful opportunities (projects) which
(3) allow people to fully (and safely, mostly—caveat: ―they‖
don‘t engage unless they‘re ―mad about something‖) express
   their innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams, assisted by an
extensive self-constructed network) by which those people
 (5) go to-create places they (and their mentors-teachers-
   leaders) had never dreamed existed—and then the
 leaders-mentors-teachers (6) applaud like hell, stage
          ―photo-ops,‖ and ring the church bells
      100 times to commemorate the bravery of their
                ―followers‘ ‖ explorations!
―I don‘t
know.‖
   The
Leadership
  Types.
  2. Great Leaders on Snorting
   Steeds Are Important – but
    Great Talent
  Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
          the Long Haul.
25/8/53*
   (*Damn it!)
3. But Then Again, There
  Are Times When This
  ―Cult of Personality‖
(Type II Leadership) Stuff
    Actually Works!
―A leader is a
  dealer in
   hope.‖
         Napoleon
  (+TP‘s writing room pics)
    4. Find the
 ―Businesspeople‖!
(Type III Leadership)
I.P.M.   (Inspired Profit
   Mechanic)
5. All Organizations
Need the Golden
  Leadership
   Triangle.
The Golden Leadership
 Triangle: (1) Creator-
Visionary … (2) Talent
Fanatic-Mentor-V.C. …
   (3) Inspired Profit
        Mechanic.
6. Leadership Mantra
      ALL
    #1: IT
  DEPENDS!
Renaissance Men
are … a snare, a
myth, a delusion!
  7. The Leader Is
Rarely/Never the
Best Performer.
  33 Division Titles. 26
 League Pennants. 14
World Series: Earl Weaver—0.
 Tom Kelly—0. Jim Leyland—0.
   Walter Alston—1AB. Tony
LaRussa—132 games, 6 seasons.
 Tommy Lasorda—P, 26 games.
  Sparky Anderson—1 season.
   The
Leadership
  Dance.
8. Leaders …
SHOW UP!
Rudy!
9. Leaders …
 LOVE the
  MESS!
“If things seem
under control,
you‟re just not
     going
 fast enough.”
   Mario Andretti
10. Leaders
 The Kotler Doctrine:

1965-1980: R.A.F.
    (Ready.Aim.Fire.)

1980-1995: R.F.A.
    (Ready.Fire!Aim.)

1995-????: F.F.F.
     (Fire!Fire!Fire!)
―Strategy meetings held once
or twice a year‖ to ―Strategy
meetings needed several
     times a week‖
  Source: New York Times on Meg Whitman/eBay
11. Leaders

Re     -do.
 “If it works,
it‟s obsolete.”
    —Marshall McLuhan
12. BUT … Leaders
Know When to

     Wait.
 Tex Schramm:   The
―too hard‖
      box!
 13. Leaders Are …
Optimists.
           ―[Ronald
Half-full Cups:
Reagan] radiated an
almost transcendent
   happiness.‖
       Lou Cannon, George (08.2000)
14. Leaders …
DELIVER!
 ―Leaders don‘t
 ‗want to‘ win.
Leaders ‗need
   to‘ win.‖
       #49
“It is no use saying „We
are doing our best.‟ You
 have got to succeed in
      doing what is
    necessary.” —WSC
  15. BUT …
  Leaders Are
Realists/Leaders
 Win Through
  LOGISTICS!
 The ―Gus
Imperative‖!
16. Leaders
FOCUS!
―To   Don‘t ‖
       List
 17. Leaders …
  Set CLEAR
DESIGN SPECS.
Danger:   S.I.O.        (Strategic
      Initiative Overload)
   18. Leaders …
 Send V-E-R-Y
Clear Signals About
   Design Specs!
Ridin‘ with Roger: ―What   have
       you done to
    DRAMATICALLY
 IMPROVE quality in the
     last 90 days?‖
      It‘s
Relationships,
   Stupid.
19. Leaders
  Trust in

TRUST!
Credibility
If It Ain‘t
Broke …
Break It.
20. Leaders …
 FORGET!/
  Leaders …
DESTROY!
Leaders ―dump     the
ones who brung
 ‘em‖ —Nokia, HP, 3M,
 PerkinElmer, Corning, etc.
Cortez!
21. BUT … Leaders
Have to Deliver, So They
Worry About ―Throwing
 the Baby Out with the
      Bathwater.‖
 ―Damned If You
Do, Damned If You
 Don‘t, Just Plain
    Damned.‖
Subtitle in the chapter, ―Own Up to the Great Paradox: Success
   Is the Product of Deep Grooves/ Deep Grooves Destroy
           Adaptivity,‖ Liberation Management (1992)
22. Leaders …
HONOR THE
USURPERS.
     Saviors-in-Waiting

Disgruntled Customers
 Upstart Competitors
  Rogue Employees
   Fringe Suppliers
  Wayne Burkan, Wide Angle Vision
23. Leaders Make
[Lotsa] Mistakes
 – and MAKE NO
BONES ABOUT IT!
“Fail faster.
  Succeed
  sooner.”
   David Kelley/IDEO
 24. Leaders Make …
BIG MISTAKES!
    ―Reward
   excellent
 failures. Punish
mediocre successes.‖
 Phil Daniels, Sydney exec (and, de facto, Jack)
Create.
 25. Leaders Push Their
          W-a-y Up
Organizations
 the Value-added/
Intellectual Capital
       Chain
  09.11.2000: HP bids
$18,000,000,000
           for
PricewaterhouseCoopers
  Consulting business!
26. Leaders Pursue
 DRAMATIC
DIFFERENCE!
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or
                    4/―One Great Thing.‖
                 Source #1: Personal Passion)

 2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)


        3RD Law: DRAMATIC
 DIFFERENCE (Execs Don‘t Get It:
―intent to purchase‖ – 100%; ―unique‖ – 0% to
                     5%)

     Source: Jump Start Your Business Brain, Doug Hall
 27. Leaders
LOVE the
New Technology!
square feet
28. Needed? Type IV
  Leadership:
  Technology
 Dreamer-True
     Believer
  The Golden Leadership
  Quadrangle: (1) Creator-
   Visionary … (2) Talent
 Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic. (4)
 Technology Dreamer-True
          Believer
Talent.
29. When It Comes to
  TALENT …
Leaders Always Swing
   for the Fences!
            people are
Message: Some
  better than other
people. Some people
  are a helluva lot
  better than other
       people.
  30. Leaders
 ―Manage‖ Their
  EVP/Internal
Brand Promise.
    MantraM3


Talent = Brand
31. Leaders LOVE
RAINBOWS – for
Pragmatic Reasons.
  ―Diversity defines the health and
  wealth of nations in a new century.
Mighty is the mongrel. … The hybrid is hip. The
   impure, the mélange, the adulterated, the
 blemished, the rough, the black-and-blue, the
mix-and-match – these people are inheriting the
 earth. Mixing is the new norm. Mixing trumps
 isolation. It spawns creativity, nourishes the
     human spirit, spurs economic growth
             and empowers nations.‖
           G. Pascal Zachary, The Global Me:
      New Cosmopolitans and the Competitive Edge
Passion.
32. Leaders …
   Out Their

PASSION!
G.H.:―Create a
‗cause,‘ not a
 ‗business.‘ ‖
Ah, kids: “What is your vision for
  the future?” “What have you
  accomplished since your first
   book?” “Close your eyes and
imagine me immediately doing
  something about what you‟ve
   just said. What would it be?”
     “Do you feel you have an
 obligation to „Make the world a
           better place‟?”
33. Leaders … DO
STUFF THAT
 MATTERS!
―I never, ever thought of myself
  as a businessman.I was
 interested in creating
   things I would be
  proud of.‖ —Richard Branson
  CEO Assignment2002 (Bermuda):
―Please leap forward to 2007, 2012, or
 2022, and write a business history of
         What will have
  Bermuda.
  been said about your
  company during your
        tenure?‖
34. Leaders Know:
 ENTHUSIASM
   BEGETS
 ENTHUSIASM!
BZ: “I am a …
 Dispenser of
Enthusiasm!”
 35. Leaders
 Focus on the
SOFT STUFF!
―Soft‖ Is
―Hard‖ - ISOE
 Message: Leadership is
  all about love! [Passion,
   Enthusiasms, Appetite for Life,
  Engagement, Commitment, Great
 Causes & Determination to Make a
Damn Difference, Shared Adventures,
 Bizarre Failures, Growth, Insatiable
Appetite for Change.] [Otherwise, why bother?
  Just read Dilbert. TP‘s final words: CYNICISM SUCKS.]
The ―Job‖ of
  Leading.
 36.   Leaders Know It‘s

ALL SALES ALL
  THE TIME.
  If you don‘t LOVE
TP:
   SALES … find
another life. (Don‘t pretend
      you‘re a ―leader.‖) (See TP‘s
             The Project50.)
 37. Leaders
  LOVE
―POLITICS.‖
TP:If you don‘t LOVE
  POLITICS … find
another life. (Don‘t pretend
       you‘re a ―leader.‖)
38.   But … Leaders Also

Break a Lot of
    China
   If you‘re not
pissing people off,
you‘re not making
   a difference!
39. Leaders
  Give …
RESPECT!
   ―It was much later that I realized Dad‘s
 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
                           was
 bishop or a college president. He
seriously interested in who you
were and what you had to say.‖
      Sara Lawrence-Lightfoot, Respect
40. Leaders Say
“Thank
 You.”
―The two most powerful things
              a kind
    in existence:

        word and a
        thoughtful
         gesture.‖
 Ken Langone, CEO, Invemed Associates [from Ronna
     Lichtenberg, It‘s Not Business, It‘s Personal]
41. Leaders
  Are …
 Curious.
         The Three Most
TP/08.2001:
   Important Letters …
42. Leadership
    Is a …
Performance.
“It is necessary for the
  President to be the
         No. 1
  nation‟s
      actor.”
          FDR
43.   Leaders …   Are
  The Brand
 The BRAND lives (OR
DIES) in the ―minutiae‖
of the leader‘s moment-
  to-moment actions.
 44. Leaders …
     GREAT
Have a
   STORY!
Leaders don‘t just make products
      and make decisions.

Leaders make
meaning.           – John Seeley Brown
Introspection.
45. Leaders …
Enjoy Leading.
―Warren, I know you
    want to ‗be‘
 president. But do
  you want to ‗do‘
    president?‖
 46. Leaders …
   KNOW
THEMSELVES.
  Individuals (would-be leaders)
     cannot engage in a
liberating mutual discovery
 process unless they are
 comfortable with their
 own skin. (―Leaders‖ who are not
 comfortable with themselves become petty
              control freaks.)
47. But … Leaders
have   MENTORS.
                  Upon
 The Gospel According to TP:

  having the Leadership
Mantle placed upon thine
  head, thou shalt never
  hear the unvarnished
truth again!*                   (*Therefore, thy needs one faithful
         compatriot to lay it on with no jelly.)
48. Leaders …
Take Breaks.
Zombie!
Zombie!
Zombie!
Zombie!
The End
 Game.
49. Leaders
  ???:
   ―Hire smart – go
bonkers – have grace –
 make mistakes – love
 technology – start all
     over again.‖
―LEADERS NEED TO
 BE THE ROCK OF
  GIBRALTAR ON
 ROLLER BLADES‖
50. Leaders Know
 WHEN TO
  LEAVE!
Thank You

				
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