Merrill Lynch Connects Past and Future Technology Case Study by nxp16435

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									    Tom Peters‘
New Business2002:
    Rules for
  Re-invention
 Houston/06.06.2002
    All Slides Available at …



tompeters.com
Note: Lavender text in this file is a link.
  NEW
BUSINESS:
  NEW
 CONTEXT
All Bets Are Off.
   ―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
Destruction
Imperative.
   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
  ―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
The Gales of Creative Destruction


+29M = -44M + 73M

  +4M = +4M - 0M
  Axiom (Hypothesis): We have
been screwed by Benchmarking
 … Best Practice … C.I./Kaizen.
  Axiom (Hypothesis): We need
  Masters of Discontinuity/
  Masters of Ambiguity … in
  discontinuous/ambiguous
            times.
    W.I.W?


  20 of 26
7 of top 10*
*P&G: Declining domestic sales
 in 20 of 26 categories; 7 of top 10
       (The ―billion-
categories.

  dollar‖ problem.)
   Source: Advertising Age 01.21.2002/BofA Securities
  Primary Obstacles to ―Marketing-driven Change‖

1. Fear of ―cannibalism.‖
2. ―Excessive cult of the
consumer‖/ ―customer driven‖/
―slavery to demographics, market
research and focus groups.‖
3.Creating ―sustainable
advantage.‖
     Source: John-Marie Dru, Disruption
 ―Chivalry is dead. The new code of conduct is
 an active strategy of disrupting the status quo
to create an unsustainable series of competitive
   advantages. This is not an age of defensive
 castles, moats and armor. It is rather an age of
cunning, speed and surprise. It may be hard for
 some to hang up the chain mail of ‗sustainable
      advantage‘ after so many battles. But
 hypercompetition, a state in which sustainable
 advantages are no longer possible, is now the
           only level of competition.‖
 Rich D‘Aveni, Hypercompetition: Managing the Dynamics of
                   Strategic Maneuvering
     ―Generally, disruptive
 technologies underperform
    established products in
mainstream markets. But they
have other features that a few
  fringe (and generally new)
       customers value.‖
 Clayton Christensen, The Innovator‘s Dilemma
 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)
―But what if [former head of strategic planning
at Royal Dutch Shell] Arie de Geus is wrong in
suggesting, in The Living Company, that firms
   should aspire to live forever? Greatness is
  fleeting and, for corporations, it will become
     ever more fleeting. The ultimate aim of a
business organization, an artist, an athlete or a
stockbroker may be to explode in a dramatic
  frenzy of value creation during a short
  space of time, rather than to live forever.‖
      Kjell Nordström and Jonas Ridderstråle,
                   Funky Business
   W.A. Mozart
    1756 – 1791

HE CHANGED THE WORLD
        AND
 ENRICHED HUMANITY
  ―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)
NEW BUSINESS:
  NEW TECH
The White Collar
  Revolution.
108 X 5
         vs.



8X1
 = 540 vs. 8 (-98.5%)
                E.g. …

Jeff Immelt: 75% of ―admin, back
 room, finance‖ ―digitalized‖ in




                    years.

         Source: BW (01.28.02)
     IBM‘s Project

   eLiza!*
* ―Self-bootstrapping‖/ ―Artilects‖
                    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!
      ―Most physicians believe that
diagnosis can‘t be reduced to a set of
 generalizations—to a ‗cookbook.‘ …
 How often does my intuition lead me
astray? The radical implication of the
        Swedish study is that the
individualized, intuitive approach that
lies at the center of modern medicine
  is flawed—it causes more mistakes
 than it prevents.‖ —Atul Gawande, Complications
―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
IS/IT/Web …
―On the Bus‖ or
 ―Off the Bus.‖
square feet
The Real ―News‖: X1,000,000


TowTruckNet.com
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
Message: eCommerce   is not a
  technology play! It is a
 relationship, partnership,
     organizational and
communications play, made
      possible by new
        technologies.
 Message: There   is no such
thing as an effective B2B or
   Internet-supply chain
   strategy in a low-trust,
        bottlenecked-
 communication, six-layer
        organization.
―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
  ―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!
NEW BUSINESS:
  NEW VALUE
 PROPOSITION
  The ―PSF
  Solution‖:
 The Professional
Service Firm Model.
So what will be the
  Basic Building
   Block of the
    New Org?
 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.
TP to NAPM:   You are the …

   Rock Stars
     of the
    B2B Age!
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)
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).
 AT&T: President David Dorman:
 Back to long distance … but with
  ―bundles of lucrative corporate
  services‖ for the likes of Merrill
     Lynch, MasterCard, Hyatt.
Consumer: Dump 25M subscribers
  (50%)—hold on to high enders.
           Source: BW/05.20.2002
―We want 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
Was: ―Big Iron‖
Transformer Dudes
Division.

      Traffic Controllers
Is: Air
of Electrons.
Was: Bunchof Guys Who
Make Circuit Breakers
Division.

Is: GE   Industrial Systems.
 ―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
         HP …
The New Economy:

IBM … AT&T …
GE1/GE2 … UPS
 … Farmers …
  Omnicom
           (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
    The …


Solutions25.
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.
―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 Organization Limits.
  ―In an era when terrorists use
 satellite phones and encrypted
   email, US 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)
―Once devised in Riyadh, the tasking order took hours
 to get to the Navy‘s six aircraft carriers—because the
   Navy had failed years earlier to procure the proper
 communications gear that would have connected the
       Navy with its Air Force counterparts. … To
compensate for the lack of communications capability,
 the Navy was forced to fly a daily cargo mission from
   the Persian Gulf and Red Sea to Riyadh in order to
pick up a computer printout of the air mission tasking
   order, then fly back to the carriers, run photocopy
  machines at full tilt, and distribute the documents to
  the air wing squadrons that were planning the next
       strike.‖ –Bill Owens, Lifting the Fog of War
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!
Innovation & Speed‘s ―New Basics‖*
1. XFTs are the ―culture.‖
2. Project-centric.
3. Open ―talent market.‖
4. ―Cause-based‖ projects.
5. Ubiquitous ―open systems‖
   IS—at home & throughout
   supply chain. 100% Web based.
6. F-L-A-T.
*Innovation, Speed, CRM, ―Experience‖/ ―Solution‖ demand this
NEW BUSINESS:
 NEW BRAND
  A World of
―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
     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
  ―The [Starbucks] Fix‖ Is on …
  ―We have identified a ‗third
place.‘ And I really believe that
sets us apart. The third place is
 that place that‘s not work or
   home. It‘s the place our
customers come for refuge.‖
    Nancy Orsolini, District Manager
―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
        From ―Service‘ to ―Cause‖


  7X. 730A-
 800P. F12A.*
*Plus: WOW Department‘‖ ―Kill a Stupid Rule‖ contests,
 etc. 2001R: 34%; P: 29%; ‘90-‘00: 2,048%. Commerce
          Bank/NJ ($10B). Source: FC05.02.
The ―Experience Ladder‖

   Experiences
     Services
      Goods
   Raw Materials
1940: Cake from flour, sugar (raw
  materials economy): $1.00
1955: Cake from Cake mix (goods
       economy): $2.00
1970: Bakery-made cake (service
       economy): $10.00
1990: Party @ Chuck E. Cheese
(experience economy) $100.00
            Message:
 “Experience” is the
 “Last 80%”
P.S.: ―Experience‖ applies to all work!
 1940: Cake from flour, sugar (raw materials
             economy): $1.00
1955: Cake from Cake mix (goods economy):
                  $2.00
 1970: Bakery-made cake (service
       economy):     $10.00
  1990: Party @ Chuck E. Cheese
(experience economy)      $100.00
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
The ―Experience Ladder‖


  Experiences
    Services
     Goods
  Raw Materials
Ladder Position   Measure

Solutions         Success
(Experiences)


Services          Satisfaction

Goods             Six-sigma
       “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
  The ―Soul‖ of
 ―Experiences‖:
Design Rules!
Design‘s place in
 the universe.
          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
Bottom Line.
Design ―is‖ … WHAT &
WHY I LOVE.   LOVE.
 All Time   No.1 (TP)

Ziplocs
  Westin‘s …

Heavenly
  Bed
Design ―is‖ … WHY I
GET MAD.   MAD.
  Wanted: THE
DESIGNER OF MY
 RADIO SHACK
 PHONE. Major
    Reward!
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.
Design+ =
Beautiful
Systems.
Fred S.‘s ―mediocre‖
 thesis. Herb K.‘s
      napkin.
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.
  Mgt. Team
includes … EVP
 (S.O.U.B.)
Executive Vice President, Stomping Out Unnecessary Bullshit
―Ninety percent of what
we call ‗management‘
consists of making it
difficult for people to
get things done.‖ – P.D.
   First Steps: ―Beauty Contest‖!
1. Select one form/document: invoice, air bill,
   sick leave policy, customer returns-claim
   form.
2. Rate the selected doc on a scale of 1 to 10 [1 =
   Bureaucratica Obscuranta/ Sucks; 10 = Work
   of Art] on four dimensions: Beauty.
   Grace. Clarity. Simplicity.
3. Re-invent!
4. Repeat, with a new selection, every 15 working
   days.
It all adds up to …
THE BRAND.
The Heart of
Branding …
―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, A Unique Moment
―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
  ―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:
               See the next slide.)

 Source: Jump Start Your Business Brain, Doug Hall
             2 Questions:
    “How likely are you to
purchase this new product or
 service?” (95% to 100% weighting by execs)
  “How unique is this new
 product or service?” (0% to 5%*)
 *No exceptions in 20 years – Doug Hall,
    Jump Start Your Business Brain
   Brand = You Must Care!
  ―Success means never
  letting the competition
define you. Instead you have
to define yourself based on a
point of view you care deeply
            about.‖
   Tom Chappell, Tom‘s of Maine
―You do not merely want to
be the best of the best. You
 want to be considered
 the only ones who do
     what you do.‖
        Jerry Garcia
―WHY DOES IT
 MATTER TO
THE CLIENT?‖
―EXACTLY HOW DO I
  PASSIONATELY
   CONVEY THAT
    DRAMATIC
DIFFERENCE TO THE
     CLIENT ?‖
NEW BUSINESS:
  NEW WORK
The WOW
  Project.
―Reward excellent
 failures. Punish
     mediocre
   successes.‖
   Phil Daniels, Sydney exec
“Let’s make a
 dent in the
  universe.”
     Steve Jobs
Language
 matters!
    ―We shape our
 buildings. Thereafter
they shape us.‖—WSC
 ―We shape our
words. Thereafter
   they shape
    us.‖—TJP
  ―Astonish me!‖ / S.D.

―Build something great!‖ /
          H.Y.
    ―Immortal!‖ / D.O.
WOW Projects
    for the
 ―Powerless.‖
 Topic: Boss-free
Implementation of
 STM /Stuff That
   MATTERS!
World‘s Biggest Waste …

 Selling ―Up‖
THE IDEA:   Model F4

   Find a Fellow
   Freak Faraway
  F2F!/K2K!/
 1@T/R.F!A.*
*Freak to Freak/ Kook to Kook/ One at a Time/ Ready.Fire!Aim.
   BOTTOM LINE



The Enemy!
    Joe J. Jones
     1942 – 2002
HE WOULDA DONE SOME
  REALLY COOL STUFF
       BUT …
HIS BOSS WOULDN’T   LET
        HIM!
 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
―Nobody gives you
 power. You just
  take it.‖—Roseanne
Characteristics of the ―Also rans‖*

      ―Minimize risk‖
   ―Respect the chain of
        command‖
    ―Support the boss‖
      ―Make budget‖
*Fortune, article on ―Most Admired Global Corporations‖
  The
    25.
Sales
         The Sales25: Great Salespeople …
1. Know the product. (Find cool mentors, and use them.)
2. Know the company.
3. Know the customer. (Including the customer‘s
consultants.) (And especially the ―corporate culture.‖)
4. Love internal politics at home and abroad.
5. Religiously respect competitors. (No badmouthing, no
matter how provoked.)
6. Wire the customer‘s org. (Relationships at all levels &
functions.)
7. Wire the home team‘s org. and vendors‘ orgs.
(INVEST Big Time time in relationships at all levels & functions.)
(Take junior people in all functions to client meetings.)
 It’s politics,
stupid!  (Play or sit on the sidelines.)
               Great Salespeople …
8. Never overpromise. (Even if it costs you your job.)
9. Sell only by solving problems-creating profitable
opportunities. (―Our product solves these problems, creates
these unimagined INCREDIBLE opportunities, and will make you
a ton of money—here‘s exactly how.‖) (IS THIS A ―PRODUCT
SALE‖ OR A WOW-ORIGINAL SOLUTION YOU‘LL BE DINING OFF
5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE
TRADE PRESS?)
10. Will involve anybody—including mortal enemies—if
it enhances the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.
11. Know the Brand Story cold; live the Brand Story. (If
not, leave.)
                 Great Salespeople …
12. Think ―Turnkey.‖ (It‘s always your problem!)
13. Act as ―orchestra conductor‖: You are responsible
for making the whole-damn-network respond. (PERIOD.)
14. Help the customer get to know the vendor‘s
organization & build up their Rolodex.
15. Walk away from bad business. (Even if it gets you fired.)
16. Understand the idea of a ―good loss.‖ (A bold effort
that‘s sometimes better than a lousy win.)
17. Think those who regularly say ―It‘s all a price issue‖
suffer from rampant immaturity & shrunken imagination.
18. Will not give away the store to get a foot in the door.
19. Are wary & respectful of upstarts—the real enemy.
20. Seek several ―cool customers‖—who‘ll drag you into
Tomorrowland.
                    Great Salespeople …
21. Use the word ―partnership‖ obsessively, even
though it is way overused. (―Partnership‖ includes folks at
all levels throughout the supply chain.)
22. Send thank you notes by the truckload. (NOT E-
NOTES.) (Most are for ―little things.‖) (50% of those notes are
sent to those in our company!) Remember birthdays. Use
the word ―we.‖
23. When you look across the table at the customer,
think religiously to yourself: ―HOW CAN I MAKE THIS
DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?‖
24. Great salespeople can affirmatively respond to the
query in an HP banner ad: HAVE YOU CHANGED
CIVILIZATION TODAY?
25. Keep your bloody PowerPoint slides simple!
NEW BUSINESS:
  NEW YOU
 Re-inventing the
Individual: 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
Minimum New Work SurvivalSkillsKit2002
                Mastery
 Rolodex Obsession (vert. to horiz. ―loyalty‖)
        Entrepreneurial Instinct
  CEO/Leader/Businessperson/Closer
           Mistress of Improv
            Sense of Humor
    Intense Appetite for Technology
      Groveling Before the Young
        Embracing ―Marketing‖
          Passion for Renewal
 Sam‘s
Secret #1!
Minimum New Work SurvivalSkillsKit2001
                Mastery
 Rolodex Obsession (vert. to horiz. ―loyalty‖)
        Entrepreneurial Instinct
  CEO/Leader/Businessperson/Closer
           Mistress of Improv
            Sense of Humor
    Intense Appetite for Technology
      Groveling Before the Young
        Embracing ―Marketing‖
          Passion for Renewal
 ―My ancestors were printers in
Amsterdam from 1510 or so until
  1750, andduring that
 entire time they didn‘t
 have to learn anything
          new.‖
  Peter Drucker, Business 2.0 (08.22.00)
―Knowledge becomes obsolete
    incredibly fast. The
  continuing professional
 education of adults is the
No. 1 industry in the next 30
   years … mostly on line.‖
          Peter Drucker,
    Business 2.0 (22August2000)
     3 Weeks in May

―Training‖ & Prep: 187
      ―Work‖: 41
     (―Other‖: 17)
1%
 vs.



367%
 Divas do it. Violinists do it.
Sprinters do it. Golfers do it.
 Pilots do it. Soldiers do it.
 Surgeons do it. Cops do it.
Astronauts do it. Why don‘t
  businesspeople do it?
Invent. Reinvent. Repeat.



       Source: HP banner ad
 Boss Work: The
Talent Imperative.
Brand =
Talent.*
   *Duh.
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]
8 Minutes*
—Dr. Sugata Mira, NIIT/ New Delhi/
             1999

           *Ignorance to Surfing
   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
  ―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
    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
     The New Economy …
    Shout goodbye to
 ―command and control‖!
Shout goodbye to hierarchy!
Shout goodbye to ―knowing
       one‘s place‖!
      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
―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 day‘s events?
    Who is better at keeping in touch with others?‖

Source: Selling Is a Woman‘s Game: 15 Powerful Reasons Why
  Women Can Outsell Men, Nicki Joy & Susan Kane-Benson
―Investors are looking more and more
 for a relationship with their financial
 advisers. They  want someone
they can trust, someone who
listens. In my experience, in general,
    women may be better at these
 relationship-building skills than are
                men.‖
  Hardwick Simmons, CEO, Prudential Securities
Okay, you think I‘ve gone tooooo far.

      DO ANY
 How about this:

OF YOU SUFFER
  FROM TOO
MUCH TALENT?
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
      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
       enough
―Are there
weird people in
 the lab these days?‖
 V. Chmn., pharmaceutical house, to a lab director (06.01)
 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.
    48 Players =
    48 Projects =
48 different success
     measures.
    MantraM3


Talent = Brand
The Education
   Fiasco.
Losing the War
 to Bismarck
 (and Rockefeller)
J. D. Rockefeller‘s General Education Board
(1906):   ―In our dreams people
  yield themselves with
  perfect docility to our
 molding hands. … The task is
 simple. We will organize children and teach
them in a perfect way the things their fathers
and mothers are doing in an imperfect way.‖
     John Taylor Gatto, A Different Kind of Teacher
―My wife and I went to a [kindergarten] parent-teacher
   conference and were informed that our budding
 refrigerator artist, Christopher, would be receiving a
grade of Unsatisfactory in art. We were shocked. How
 could any child—let alone our child—receive a poor
                         His teacher
grade in art at such a young age?
informed us that he had refused to
color within the lines, which was a
       state requirement for
 demonstrating ‗grade-level motor
              skills.‘ ‖
                 Jordan Ayan, AHA!
―How many artists are there in the room? Would you please raise
  your hands. FIRST GRADE: En masse the children leapt from
   their seats, arms waving. Every child was an artist. SECOND
GRADE: About half the kids raised their hands, shoulder high, no
higher. The hands were still. THIRD GRADE: At best, 10 kids out
  of 30 would raise a hand, tentatively, self-consciously. By the
    time I reached SIXTH GRADE, no more than one or two kids
 raised their hands, and then ever so slightly, betraying a fear of
  being identified by the group as a ‗closet artist.‘ The point is:
Every school I visited was participating
in the suppression of creative genius.‖
Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fool‘s Guide to Surviving with Grace
Ye gads: ―Thomas Stanley has not only found no
  correlation between success in school and an
ability to accumulate wealth, he‘s actually found
   a negative correlation. ‗It seems that school-
     related evaluations are poor predictors of
economic success,‘ Stanley concluded. What did
 predict success was a willingness to take risks.
    Yet the success-failure standards of most
 schools penalized risk takers. Most educational
   systems reward those who play it safe. As a
result, those who do well in school find it hard to
                take risks later on.‖
  Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins
“The A students work for
  the B students. The C
     students run the
      business. The D
  students dedicate the
buildings.” —Assertion to Kinko‘s founder
      Paul Orfalea from his Mom (Fortune/05.13.02)
NEW BUSINESS:
 (NEW) BRAND
 INSIDE RULES
THINK WEIRD …
the H.V.A. Bedrock.
        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)
    Innovation Source No. 1*:

PPPs/Personally Pissed-off
              People

―Branson started Virgin Atlantic
because flying other airlines was
   so dreadful.‖ —Fortune/05.13.2002
     *And there is no No. 2!
                   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!
     WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the
      organizational code). (1.5) Hire people who make you
   uncomfortable, even those you dislike. (2) Hire people you
 (probably) don‘t need. (3) Use job interviews to get ideas, not
to screen candidates. (4) Encourage people to ignore and defy
superiors and peers. (5) Find some happy people and get them
    to fight. (6) Reward success and failure, punish inaction.
(7) Decide to do something that will probably fail, then convince
yourself and everyone else that success is certain. (8) Think of
     some ridiculous, impractical things to do, then do them.
(9) Avoid, distract, and bore customers, critics, and anyone who
just wants to talk about money. (10) Don‘t try to learn anything
  from people who seem to have solved the problems you face.
    (11) Forget the past, particularly your company‘s success.
 Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting,
            Managing, and Sustaining Innovation
  NEW
BUSINESS:
  NEW
 MARKETS
       Women
Trends I:


      Roar.
Women & the
Marketspace.
           ?????????
     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%
????
Riding Lawnmowers
  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
$4.8T > Japan
9M/27.5M/$3.6T
  > Germany
   New golfers … 37%
   Basketball … 13.5M
1 in 27 (‘70) … 1 in 3 (‘96)
1874 … Jock Strap
  1977 … Jogbra

   1977 ... 25K

 1996 … 42  M
    Yeow!

   1970 … 1%


2002 …   50%
OPPORTUNITY

 NO.   1!*
       [* No shit!]
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.‖
   ―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
 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
     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
    Lowe‘s …
Gets It.                1989:
13%/―lumber shop‖ … 2002: >50%
―Women don‘t buy
      They
brands.

join them.‖
    EVEolution
   Not   !
―Year of the
 Woman‖
 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
   ―If we are single, they say we
  couldn‘t catch a man. If we are
      married, they say we are
neglecting him. If we are divorced,
 they say we couldn‘t keep him.
 If we are widowed, they say we
             killed him.‖
 Kathleen Brown, on the joys of female political candidacy
 27 March 2000: email to TP from
      Shelley Rae Norbeck
     ―I make 1/3rd more money than my
  husband does. I have as much financial
‗pull‘ in the relationship as he does. I‘d say
   this is also true of most of my women
 friends. Someone should wake up, smell
the coffee and kiss our asses long enough
  to sell us something! We have money to
         spend and nobody wants it!‖
Psssst! Wanna
see my “porn”
  collection?
     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!
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
  ―Advertisers pay more to reach the kid
because they think that once someone hits
 middle age he‘s too set in his ways to be
susceptible to advertising. … In fact this
 notion of impressionable kids and
  hidebound geezers is little more
than a fairy tale, a Madison Avenue
    gloss on Hollywood‘s cult of
     youth.‖—James Surowiecki (The New
             Yorker/04.01.2002)
      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
Stupid!
― ‗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‖
 NEW BUSINESS:
NEW LEADERSHIP
   The Passion
 Imperative: The


Leadership
The Basic
Premise.
1. Leadership Is a …
    Mutual
  Discovery
   Process.
―I don‘t
know.‖
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!
   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. 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.
6. Leaders …
 LOVE the
  MESS!
“I’m not comfortable
       unless
I’m uncomfortable.”
       —Jay   Chiat
“If things seem
under control,
you’re just not
     going
 fast enough.”
   Mario Andretti
7. 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!)
8. Leaders

Re     -do.
  ―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
9. BUT … Leaders
Know   When to
       Wait.
 Tex Schramm:   The
―too hard‖
      box!
 10. Leaders Are …
Optimists.
           ―[Ronald
Half-full Cups:
Reagan] radiated an
almost transcendent
   happiness.‖
       Lou Cannon, George (08.2000)
11. Leaders …
DELIVER!
“It is no use saying „We
are doing our best.‟ You
 have got to succeed in
      doing what is
    necessary.” —WSC
12. Leaders
FOCUS!
―To   Don‘t ‖
       List
 13. Leaders …
  Set CLEAR
DESIGN SPECS.
Danger:   S.I.O.        (Strategic
      Initiative Overload)
JackWorld/  1@T: (1) Neutron
Jack. (Banish bureaucracy.) (2) ―1, 2
 or out‖ Jack. (Lead or leave.) (3)
―Workout‖ Jack. (Empowerment,
 GE style.) (4) 6-Sigma Jack. (5)
  Internet Jack. (Throughout)
         TALENT JACK!
   14. 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?‖
If It Ain‘t
Broke …
Break It.
15. Leaders …
 FORGET!/
  Leaders …
DESTROY!
Leaders ―dump     the
ones who brung
 ‘em‖ —Nokia, HP, 3M,
 PerkinElmer, Corning, etc.
16. 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)
17. Leaders …
HONOR THE
USURPERS.
     Saviors-in-Waiting

Disgruntled Customers
 Upstart Competitors
  Rogue Employees
   Fringe Suppliers
  Wayne Burkan, Wide Angle Vision
       WE
 Leaders know …

BECOME WHO
  WE HANG
   WITH!
18. Leaders Make
[Lotsa] Mistakes
 – and MAKE NO
BONES ABOUT IT!
“Fail faster.
  Succeed
  sooner.”
   David Kelley/IDEO
 19. Leaders Make …
BIG MISTAKES!
    ―Reward
   excellent
 failures. Punish
mediocre successes.‖
 Phil Daniels, Sydney exec (and, de facto, Jack)
Create.
   20. Leaders Know that
  THERE‘S MORE TO LIFE
THAN ―LINE EXTENSIONS.‖
Leaders Love to CREATE NEW
         MARKETS.
 No one ever made it
into the Business Hall
of Fame on a record of
   ―line extensions.‖
―I never, ever thought of myself
  as a businessman.I was
 interested in creating
   things I would be
  proud of.‖ —Richard Branson
Talent.
21. 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.
Passion.
22. Leaders …
   Out Their

PASSION!
G.H.:―Create a
‗cause,‘ not a
 ‗business.‘ ‖
23. Leaders Know:
 ENTHUSIASM
   BEGETS
 ENTHUSIASM!
BZ: “I am a …
 Dispenser of
Enthusiasm!”
The ―Job‖ of
  Leading.
 24.   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.)
 25. Leaders
  LOVE
―POLITICS.‖
TP:If you don‘t LOVE
  POLITICS … find
another life. (Don‘t pretend
       you‘re a ―leader.‖)
26.   But … Leaders Also

Break a Lot of
    China
   If you‘re not
pissing people off,
you‘re not making
   a difference!
27. 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
28. 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]
29. Leadership
    Is a …
Performance.
“It is necessary for the
  President to be the
         No. 1
  nation’s
      actor.”
          FDR
Introspection.
30. Leaders …
Enjoy Leading.
―Warren, I know you
    want to ‗be‘
 president. But do
  you want to ‗do‘
    president?‖
  ―[Bertelsman‘s Reinhard]
Mohn wasn‘t a creative type.
What got him juiced was the
      art of running an
organization and motivating
the people who work there.‖
       —Fortune/05.27.2002
31. Leaders …
Take Breaks.
Zombie!
Zombie!
Zombie!
Zombie!
The End
 Game.
32. 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‖
33. Leaders Know
 WHEN TO
  LEAVE!
 Have you
  changed
civilization
   today?
  Source: HP banner ad
Thank You

								
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