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					       Tom Peters‟
  Re-Imagine!
Business Excellence in
   a Disruptive Age
  LBC/ABN AMRO/08.05.2003/Chicago
    Slides at …


tompeters.com
1. Survival Is
Not Assured!
   “Uncertainty
    is the only
    thing to be
  sure of.”                         —Anthony Muh, head of

investment in Asia, Citigroup Asset management (FT/03.27.2003)
“If you don‟t like
  change, you‟re
   going to like
 irrelevance even
less.” —General Eric Shinseki, Chief of
            Staff, U. S. Army
   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
      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
2. “Old Work” Is
    Dying!
                E.g. …

Jeff Immelt: 75% of “admin, back
 room, finance” “digitalized” in




                    years.

         Source: BW (01.28.02)
       BW Cover/02.2003

 “IS YOUR JOB NEXT? A
New Round of GLOBALIZATION Is
 Sending Upscale Jobs Offshore.
 They Include Chip Design, Basic
    Research—even Financial
Analysis. Can America Lose These
    Jobs and Still Prosper?”
3. Welcome
to “New Org”
   World!
 “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.
Read It Closely: “We     don‟t sell

           We
insurance anymore.

 sell speed.”
       Peter Lewis, Progressive
   “The mechanical speed of
    combat vehicles has not
increased since Rommel‟s day,
  so the difference is all in the
    operational speed, faster
  communications and faster
   decisions.” —Edward Luttwak, on the
 unprecedented pace of the move toward Baghdad
 “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
Case:   CRM
       Amen!


“The Age of the
Never Satisfied
  Customer”
    Regis McKenna
“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.”
  CGE&Y (Paul Cole): “Pleasant
Transaction” vs.“Systemic
Opportunity.” “Better job
of what we do today” vs. “Re-
      think overall
enterprise strategy.”
Here We Go Again: Except It‟s Real This Time!

  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.”

         Source: The Wall Street Journal/10.21.2002
4. New World = New
Value Proposition.
“The „surplus society‟ has a surplus of
    similar companies, employing
     similar people, with similar
 educational backgrounds, coming up
    with similar ideas, producing
  similar things, with similar prices
        and similar quality.”
  Kjell Nordström and Jonas Ridderstråle, Funky Business
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).
“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
5. We Sell Incredible
   “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
     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?
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
<TGW
 vs.


>TGR
6. OPPORTUNITY #1
= BUILD/RE-BUILD
   THE BRAND!
“WHO ARE
  WE?”
“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
  “EXACTLY
 HOW ARE WE
DRAMATICALLY
 DIFFERENT?”
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.)
 Source: Jump Start Your Business Brain, Doug Hall
“WHY DOES IT
 MATTER TO
THE CLIENT?”
“EXACTLY HOW DO I
  PASSIONATELY
   CONVEY THAT
    DRAMATIC
DIFFERENCE TO THE
     CLIENT ?”
     Branding: Is-Is Not “Table”

TNT is not:     TNT is:      TNT is not:
Juvenile      Contemporary   Old-fashioned
Mindless       Meaningful      Elitist
Predictable   Suspenseful          Dull
Frivolous       Exciting           Slow
Superficial     Powerful     Self-important
   Message …



Is Not >> Is
Message: REAL Branding is personal.
  REAL Branding is integrity. REAL
 Branding is consistency & freshness.
 REAL Branding is the answer to WHO
ARE WE? WHY ARE WE HERE? REAL
Branding is why I/you/we [all] get out of
 bed in the morning. REAL Branding
  can‟t be faked. REAL Branding is
   a systemic, 24/7, all departments,
             all hands affair.
    DO THE
HOUSEKEEPERS
& CLERKS “BUY
 IT”?
    [ARE YOU V-E-R-Y SURE?]
7. Where the $$$ Are:
 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
Women-owned Bus.

U.S. employees > F500
employees worldwide
 Source: Martha Barletta, Marketing to Women
    Yeow!

   1970 … 1%


2002 …   50%
        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
      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.”
     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
2.6   vs.
“Women don‟t buy
      They
brands.

join them.”
    EVEolution
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
   nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women‟s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
   CLUELESS ABOUT WOMEN.
10. Women‟s Market = Opportunity No. 1.
 8. The Passion
 Imperative:   The
Leadership     10
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!
2. Leaders …
SHOW UP!
3. Leaders
  “If Microsoft is good at anything, it‟s
   avoiding the trap of worrying about
   criticism. Microsoft fails constantly.
 They‟re eviscerated in public for lousy
products. Yet they persist, through
 version after version, until they get
   something good enough. Then they
  leverage the power they‟ve gained in
other markets to enforce their standard.”
              Seth Godin, Zooming
 4. Leaders Are …
Optimists.
           “[Ronald
Half-full Cups:
Reagan] radiated an
almost transcendent
   happiness.”
       Lou Cannon, George (08.2000)
5. Leaders
FOCUS!
“To   Don‟t ”
       List
Danger:   S.I.O.        (Strategic
      Initiative Overload)
6. Leaders … Make
  Their Mark /
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
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‟?”
7. When It Comes to
  TALENT …
Leaders Always Swing
   for the Fences!
Talent = Brand
  Talent
Department
       People Department

   Center for Talent Excellence

Seriously Cool People Who Recruit
 & Develop Seriously Cool People

               Etc.
 8. Leaders …
   Out Their

PASSION!
G.H.:“Create a
„cause,‟ not a
 „business.‟ ”
BZ: “I am a …
 Dispenser of
Enthusiasm!”
9.        ALL
     Leaders Know It‟s

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.)
10.   Leaders …   Are
  The Brand
 “You must be
 the change you
wish to see in the
     world.”
       Gandhi
It is the foremost task—
  and responsibility—
  of our generation to
     re-imagine our
   enterprises, private
   and public —from the
    Foreword, Re-imagine

				
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