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      Part 1.3
       Tom Peters‘


EXCELLENCE.
 ALWAYS.
 NEW MASTER/21 August 2008
   Slides at …

tompeters.com
           Ten Parts
P1.1, P1.2, P1.3, P1.4/Generic
P2/Leadership
P3/Talent
P4/―Value-added Ladder‖
P5/―New‖ Markets
P6/―The Equations‖
P7.1/Implementation
P7.2/Action
P8/13 ―Guru Gaffes‖
P9/Health―care‖
P10/―The Lists‖
Part 1.3
X =XFX*
*Excellence = Cross-functional Excellence
**Stanford/Hagadorn/Interdisciplinary
  raison d’etre
**Conoco/geologists-geophysicists
**Old HP/R&D-Sales
**Schlumberger IPM-IBM Global Services-
  UPS Logistics, HP-EDS (“bet the company” on
  integrating others’ product offerings)
**GSK/7 CEDDs
**Chiat/Day
**Batalden/DHMC/“clinical microsystems”
**9-11 Commission
**JCS assignment pre-Flag
**Etc
**Etc
 The ―XF-50‖: 50 Ways to
     Enhance Cross-
       Functional
   Effectiveness and
Deliver Speed, ―Service
Excellence‖ and ―Value-
    added Customer
      ‗Solutions‘‖
 Never
waste a
lunch!*
  ????
  % XF
lunches*
   *Measure!
                 ???????

“Success doesn’t depend on the number of
people you know; it depends on the number

of people you know in    high places!”
                    or

“Success doesn’t depend on the number of
people you know; it depends on the number

of people you know in    low     places!”
Loser:   “He‟s such a
          suck-up!”
Winner:   “He‟s such a
           suck-down.”
C(I)>C(E)
         organization to make work—or not. It’s not “them,” the
1. It’s our
outside world that’s the problem. The enemy is us. Period.
2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power
freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time,
now and forevermore.
3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Offense. Period. No
appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that
is, make one and all aware why the axe fell.)
4. Everything on the Web. This helps. A lot. (“Everything” = Big word.)
5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto
imperative in a Burn-the-Silos strategy.

6. Project managers rule!! Project managers running XF (cross-
functional) projects are the Elite of the organization, and seen as
such and treated as such. (The likes of construction companies
have practiced this more or less forever.)
7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-
chain.) To deliver on our emergent business raison d’etre, and compete with the likes of our
Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS
and many, many others are selling far more than a product or service that works —the new “it” is
pure and simple a product of XF co-operation; “the product is the co-operation” is not much of a
stretch.
GSK: 7 ―CEDDs‖ …
   Centers of
 Excellence for
 Drug Discovery
Promote ―FRSs‖ (Friction
Reduction Specialists—nobody
can figure out what they ―do‘‖
but when they‘re around things
mysteriously get done
(Women? Not clear)

FRSs kin to HROs, IROs (Hurdle
Removal Officers, Impedance
Reduction Officers)
      ―Clinical
microsystem,‖ linked
   microsystems,
patient-centric ―care
 teams‖ —Paul Batalden/DHMC
Source: ―What System?‖ Dartmouth Medicine, Summer 2006
―Clinical microsystem,‖
 linked microsystems,
 patient-centric ―care
   teams‖ —Paul Batalden/DHMC
Source: ―What System?‖ Dartmouth Medicine, Summer 2006;
also: Quality By Design: A Clinical Microsystems Approach by
Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey
     ―Clinical microsystem,‖ linked microsystems,
  patient-centric ―care teams‖ —Paul Batalden/DHMC

Source: ―What System?‖ Dartmouth Medicine, Summer
                       2006

Quality By Design: A Clinical Microsystems Approach by
 Eugene C. Nelson, Paul B. Batalden, and Marjorie M.

                       Godfrey
K.i.s.s.
  *Keep It Simple, Stupid
Nudge.
Sway.
K.I.S.S.
 Case: The
 ―simple‖
Checklist!
90K in U.S.A. ICUs on any
given day; 178 steps/day
          in ICU.


50%                                 stays result
in “serious complication”
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Peter Pronovost, Johns Hopkins,
2001
**Checklist, line infections
**1/3rd at least one error when he started
**Nurses/permission to stop procedure
if doc, other not following checklist
**In 1 year, 10-day line-infection rate:



11% to …            0%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Docs, nurses make own
checklists on whatever
 process-procedure they choose
**Within weeks, average stay in


ICU down               50%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Replicate in Inner City Detroit
 (resource strapped—$$$, staff cut 1/3 rd, poorest patients in USA)
**Nurses QB the process
**Project manager for overall process implementation
**Exec involvement (help with “little things”—it’s all “little things”)
**Blue Cross/insurers, small bonuses for participating

**6 months,      66%
                  decrease in infection rate; USA:
bottom 25% in hospital rankings to …



top 10%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
 “[Pronovost] is focused on work that is not normally
   considered a significant contribution in academic
medicine. As a result, few others are venturing to extend

        Yet his work has
his achievements.

already saved more lives
    than that of any
 laboratory scientist in
 the last decade.”                                —Atul Gawande,
              “The Checklist” (New Yorker, 1210.07)
Compression hose would mostly fix the hospital
problem: “According to the American Heart Association,
up to two million Americans are affected annually by deep
    vein thrombosis. Of those who develop pulmonary
 embolism, up to 300,000 will die each year. ... Deep vein
      thrombosis also is among the leading causes of
  preventable hospital death. Even more disturbing is the
fact that, according to a U.S. multi-center study published

 by two of ClotCare's editorial board members,   58%
of patients who developed a DVT while in
   the hospital received no preventive
     treatment despite the presence of
 multiple risk factors and overwhelming
data that prophylaxis is very effective at
    reducing these events.” —Marie B. Walker,
                   clotcare.com, March 2008
Sprint/Overland Park KS:
 Slow elevators, distant
     parking lots with
 infrequent buses, ―food
court‖ as ―poorly‖ placed
     as possible, etc.
       Source: New York Times
         ―Everything matters‖




  -80%
  Source: Nudge, Richard Thaler and Cass
   Sunstein, etching of fly in the urinal
reduces ―spillage‖ by 80%, Schiphol Airport
   “Beware of the
 tyranny of making
 Small Changes to Small
Things. Rather, make
Big Changes to Big
Things.”   —Roger Enrico, former Chairman, PepsiCo
“Beware of the tyranny of making   S mall   Changes to

 Small   Things.   Rather, make Big
        Big Things …
 Changes to
using Small, Almost
      Invisible
 Straightforward
   Levers with Big
Systemic Impact.”                                  —TP
#17.1
Lisbon/New Biz:


 Weeks
     to …

Minutes
 (!!!!)
450/8
    First Steps: ―Beauty Contest‖!

1. Select one form/document:
   invoice, airbill, 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.
  Beauty
   Grace
  Clarity
Simplicity
   “One bank is currently
claiming to … „leverage its global
 footprint to provide effective financial
solutions for its customers by providing
    a gateway to diverse markets.’”
              —Charles Handy
“I assume that it is just
saying that it is there to
  „help its customers
 wherever they are‟.”
         —Charles Handy
“Seek honest, minimalist management.
Look for companies run by a team that
 explains things clearly and briefly. …
  You can tell a lot about the firm by
                              If
   reading an annual report or two.
management can‟t explain the
business in plain English, move
  on to another firm. If you see
 phrases like „creating knowledge-based
 value in emerging markets‟ … someone
is trying to pull the wool over your eyes,
you lazy Fool. Run.” —Seth Jayson, ―Stocks for the
            Lazy Investor,‖ The Motley Fool
TP:“How to flush
$500,000 down
the toilet in one
  easy lesson!!”
 < CAPEX
> People!
#18.1
Brand =
Talent.
IBP = Remarkable challenge,
  rapid professional growth,
   respect, satisfaction, fun,
    stunning opportunity,
 exceptional reward, amazing
peer group, full membership in
  Club Adventure, maximized
     future employability
    Source: Ed Michaels, The War for Talent; TP
          Our Mission
To develop and manage talent;
     to apply that talent,
    throughout the world,
   for the benefit of clients;
    to do so in partnership;
     to do so with profit.
               WPP
#18.2
B(I) > B(O)
#18.3
         Organizations exist to serve. Period.
            Leaders live to serve. Period.
  Passionate servant leaders, determined to create a
legacy of earthshaking transformation in their domain
 create/must necessarily create organizations which

    no less than Cathedrals in
 are …

  which the full and awesome
 power of the Imagination and
       Spirit and native
   Entrepreneurial flair of
     diverse individuals is
 unleashed … In passionate pursuit of jointly
perceived soaring purpose and personal and community
             and client service Excellence.
… no less than   Cathedrals
   in which the full and
   awesome power of the
 Imagination and Spirit and
native Entrepreneurial flair
  of diverse individuals is
  unleashed in passionate
  pursuit of … Excellence.
#18.4
Hire very
  good
 people!
“We believe companies can increase their market cap
 50 percent in 3 years. Steve Macadam at Georgia-


 Pacific …   changed            20 of his
40 box plant managers
 to put more talented,
higher paid managers in
 charge. He increased profitability from
$25      million to   $80       million in   2   years.”

              —Ed Michaels, War for Talent
#18.5
 PUT HR AT THE
HEAD OF THE HEAD
  TABLE. BEST
PEOPLE. NOBLEST
    MISSION.
#18.6
“The role of the Director is to create a
     space where the actors and
 actresses can become more
 than they‘ve ever been
   before, more than
   they‘ve dreamed of
 being.‖    —Robert Altman, Oscar acceptance speech
   Organizing Genius / Warren Bennis
      and Patricia Ward Biederman

 “Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
      her absolute best.”
“The best thing a leader can do for a
   Great Group is to allow its
  members to discover their
       greatness.”
  Leaders‘ ―Mt Everest Test‖

―free to do his or her
   absolute best‖ …
―allow its members to
    discover their
      greatness.‖
#18.7
  “[The CIA Director] never gave orders. He
   „floated ideas,‟ he found gold dust in the
 opinions of his subordinates, he made what
   he called suggestions. Sometimes these
suggestions baffled, sometimes they took the
     breath away. In [the Director‟s] mind,
  nothing was impossible. He was loved for
   After all, to be told you
this.

 were capable of doing the
 impossible was the rarest
    kind of flattery.‖
        Source: Christopher‘s Ghosts, Charles McCarry
Dick-Ben-Blake

**Took me seriously
**Made me full member of an older team
**Believed I could do excellent work without
  much supervision—and conveyed that
  belief
**Calmed me down upon occasion
**Shared gossip with me that I shouldn‘t
  have heard
**Took me to meetings I would not normally
  attend—let me present
**Taught me ―the ropes‖
** ―We‘re here to serve the battalions and
   the sailors‖—focus on the Big Task
**Get The Damn Job Done!
**Good work >> Good paperwork
**MBWA
     “I wasn’t bowled over by [David Boies]
  intelligence … What impressed me was
that when he asked a question, he waited
    for an answer. He not only
  listened, he made me feel
 like I was the only person
 in the room.‖                     —Lawyer Kevin _____, on his first,
   inadvertent meeting with David Boies, from Marshall Goldsmith,
            “The One Skill That Separates,” Fast Company
#18.8
The Dream
 Manager
  —Matthew Kelly
    ???

% of people
  with …
… Dreams
The Dream Manager —Matthew Kelly
 ―An organization can only become the-best-version-of-
     itself to the extent that the people who drive that
 organization are striving to become better-versions-of-
 themselves.‖ ―A company‘s purpose is to become the-
     best-version-of-itself. The question is: What is an
    employee‘s purpose? Most would say, ‗to help the
company achieve its purpose‘—but they would be wrong.
   That is certainly part of the employee‘s role, but an
   employee‘s primary purpose is to become the-best-
    version-of-himself or –herself. … When a company
 forgets that it exists to serve customers, it quickly goes
              Our employees are our
  out of business.
     first customers, and our most
         important customers.‖
   “… but Tom, how do we find out
Exec:
 what it is that people really want?”
    Tom (after a long pause and a lot of thought
               —and I’m not kidding):
   “… but Tom, how do we find out
Exec:
 what it is that people really want?”
Tom (after a long pause and a lot of thought—and I’m




                ―Ask
        not kidding):




              ‗em.‖
―The four most important
       words in any
      organization

    ‗What do
 are …

 you think?‘ ‖
     Source: courtesy Dave Wheeler,
    posted at tompeters.com, source of
       original unknown (0609.08)
#18.9
EMPHASIZE
 THE ―SOFT
  SKILLS.‖
   “A man
  without a
 smiling face
must not open
a shop.”—Chinese Proverb
         “[Ronald
 Half-full Cups:

Reagan] radiated an
      almost
   transcendent
 happiness.”       —Lou Cannon
 ―Success or Failure‖/Try Instead ―Optimism or
   Failure‖/From Martin Seligman‘s Learned
   Optimism: “I believe the traditional wisdom is
  incomplete. A composer can have all the talent of a
  Mozart and a passionate desire to succeed, but if he
  believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will give up too
 soon when the elusive right melody takes too long to
materialize. Success requires persistence, the ability to
   not give up in the face of failure. I believe that …
OPTIMISTIC EXPLANATORY STYLE … is the
key to persistence. … The optimistic-explanatory-style
 theory of success says that in order to choose people
for success in a challenging job, you need to select for
                   (1) Aptitude. (2)
     three characteristics:
Motivation. (3) Optimism. All three determine
                       success.”
#18.10
#18.10.1
                   But …
**―School‖ on evaluating and
  developing people
**Major (demonstrated) (formal)
  time commitment to evaluation
  (GK: 100 days/yr for 25 people—2 per year,
  one collecting data, one offsite)
**Evaluation of your skills as
evaluator (and developer)
**Checklists are fine
**Prose evaluations by both
  parties good (schools: tests vs
  ―demonstrations‖)
#18.11
Hostmanship: The
 Art of Making
  People Feel
    Welcome
 —Jan Gunnarsson and Olle Blohm
 “The path to a hostmanship culture paradoxically does not go
 through the guest. In fact it wouldn‟t be totally wrong to say
   that the guest has nothing to do with it. True hostmanship
leaders focus on their employees. What drives them is finding
the right people and getting them to love their work and see it
              The guest comes into the picture
 as a passion. …
  only when you are ready to ask, „Would you
  prefer to stay at a hotel where the staff love
  their work or where management has made
        customers its highest priority?‟”
    “We went through the hotel and made a „consideration
 renovation.‟ Instead of redoing bathrooms, dining rooms and
   guest rooms, we gave employees new uniforms, bought
flowers and fruit and changed colors. Our focus was totally on
      They were the ones we wanted to make
the staff.
  happy. We wanted them to wake up every
  morning excited about a new day at work.”
                   Source: Jan Gunnarsson and Olle Blohm,
             Hostmanship: The Art of Making People Feel Welcome
  The Customer Comes
   Second: Put Your
   People First and
  Watch ‘Em Kick Butt
—Hal Rosenbluth and Diane McFerrin Peters (no relation—be delighted if she was)
  “You have to
   treat your
 employees like
customers.”                                   —Herb Kelleher,
           upon being asked his ―secret to success‖

Source: Joe Nocera, NYT , ―Parting Words of an Airline Pioneer,‖
 on the occasion of Herb Kelleher‘s retirement after 37 years
 at Southwest Airlines (SWA‘s pilots union took out a full -page
  ad in USA Today thanking HK for all he had done; across the
   way in Dallas American Airlines‘ pilots were picketing the
                        Annual Meeting)
#18.12
2/year =
legacy.
#18.13
  #1 cause of
Dis-satisfaction?
  Employee retention & satisfaction:

  Overwhelmingly,
   based on their
immediate manager!
Source: Marcus Buckingham & Curt Coffman, First, Break All
                       the Rules:
    What the World’s Greatest Managers Do Differently
           The ―Big Three‖

          Marriage
        Parenthood
1st    Line Supervisor*
      *Accomplishment through others
#18.14
―Leaders‗do‘
    people.
  Period.‖—Anon.
“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
          PARC‘s Bob Taylor:

―Connoisseur
  of Talent‖
(from Warren Bennis & Patricia Ward Biederman, Organizing Genius)
#18.15
  ―Leaders
 ‗SERVE‘
   people.
Period.‖
       —inspired by Robert Greenleaf
        “I have always
  believed that the
    purpose of the
corporation is to be a
   blessing to the
  employees.” *                   —Boyd Clarke


*TP: An ―organization‖ is, in fact and after all
   is said and done, a/the ―house‖ in which
     most of us ―live‖ most of the time.
Organizations exist
 to serve. Period.
  Leaders live to
   serve. Period.
―People want to be part of
  something larger than
themselves. They want to be
  part of something they‘re
really proud of, that they‘ll
  fight for, sacrifice for ,
trust.‖   —Howard Schultz, Starbucks (IBD/09.05)
“No matter what the situation,
 [the great manager‟s] first response is

     always to think about the
individual concerned and how
things can be arranged to help
    that individual experience
        success.” —Marcus Buckingham,
          The One Thing You Need to Know
   ―We are a
‗Life Success‘
  Company.‖
   Dave Liniger, founder, RE/MAX
#18.16
“Every child is
born an artist.
 The trick is to
  remain an
 artist.” —Picasso
Muhammad Yunus: “All human beings
   are entrepreneurs. When we
  were in the caves we were all self-
employed . . . finding our food, feeding
ourselves. That‟s where human history
  began . . . As civilization came we
   suppressed it. We became labor
  because they stamped us, „You are
    labor.‟ We forgot that we are
            entrepreneurs.”
Source: Muhammad Yunus/2006 Nobel Peace prize winner,
father of micro-lending /The News Hour—PBS/1122.2006
Investment in Higher Ed:


U.S.: 2.6% GDP* ** ***
Europe: 1.2%
Japan: 1.1%

*8 of top 10 universities; 68% of top 50;
   10 of top 10 in information sciences
**Etc: 76% of world biotech revenues
***Minister of education, Singapore: “We both have
   meritocracies. Yours is a talent meritocracy, ours is an exam
   meritocracy.”
Source: ―The Future of American Power,‖ Fareed Zakaria, Foreign Affairs, vol 87, no. 3
#18.17
Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (1800-
2000)

Globalization3.0                               :
                                         (2000+)

Individuals
collaborating
& competing globally
Source: Tom Friedman/The World Is Flat
EXCELLENCE.
 INDIVIDUAL.
BRAND YOU.
     ―One of the defining
   characteristics [of the
change] is that it will be less
   driven by countries or
corporations and more driven
  by real people. It will unleash
 unprecedented creativity, advancement of
knowledge, and economic development. But
 at the same time, it will tend to undermine
     safety net systems and penalize the
unskilled.” —Clyde Prestowitz, Three Billion New Capitalists
1. Can someone overseas do
   it cheaper?
2. Can a computer do it
   faster?
3. Is what you‘re selling in
   demand in an age of
   abundance?
Source: Dan Pink
―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
Distinct   … or


 …   Extinct
BRAND YOU.
NO OPTION.
    ―You are the
storyteller of your
own life, and you can
  create your own
legend or not.‖—Isabel Allende
 “The general, speaking
    with what felt was
authority, always insisted
   that, if you bring off
 adequate preservation
  of your personal myth,
nothing much else in life
    matters.” —Anthony Powell
“Carpenters bend
 wood; fletchers
bend arrows; wise
   men fashion
themselves.” — Buddha
      The Rule of Positioning

“If you can’t describe
   your position in
 eight words or less,
    you don’t have
 a position.” — Jay Levinson and
      Seth Godin, Get What You Deserve!
“Nobody gives
  you power.
   You just
 take it.”
        —Roseanne
Muhammad Yunus: “All human beings
   are entrepreneurs. When we
  were in the caves we were all self-
employed . . . finding our food, feeding
ourselves. That‟s where human history
  began . . . As civilization came we
   suppressed it. We became labor
  because they stamped us, „You are
    labor.‟ We forgot that we are
            entrepreneurs.”


Source: Muhammad Yunus/The News Hour—PBS/1122.2006
    The
electrician
  knows!
           Core Mechanism:
       ―Game-changing Solutions‖


                       PSF
(Professional Service Firm “model”/The Organizing Principle)
                              +


     Brand You
             (“Distinct” or “Extinct”/The Talent)
                              +

    Wow! Projects
              (“Different” vs “Better”/The Work)
                   New Work SurvivalKit.2008
1. MASTERY! (Best/Absurdly Good at Something!)
2. ―Manage‖ to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A ―USP‖/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession
(From vertical/hierarchy/“suck up” loyalty to
   horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
   Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
    Web site? Do you Blog?)
11. EMBRACE ―MARKETING‖ (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
          Thriving in 24/7 (Sally Helgesen)

*START AT THE CORE.                  Nimbleness only
possible if we “locate our inner voice,” take regular
inventory of where we are.

*LEARN TO ZIGZAG.                Think “gigs.” Think lifelong
learning. Forget “old loyalty.” Work on optimism.

*CREATE OUR OWN WORK.                        Articulate your
value. Integrate your passions. I.D. your market. Run your
own business.

*WEAVE A STRONG WEB OF
INCLUSION. Build your own support network.              Master
the art of “looking people up.”
ACTING: Think                   of a person as a

   “troupe of
actors.” (―Many truths
 about oneself‖ which must
all be understood if one is to
        know oneself.)
Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life
        Personal ―Brand Equity‖ Evaluation

– My current Project is challenging me …
– New things I’ve learned in the last 90 days include …
– I am known for [2 to 3 things]; next year at this time I’ll
  also be known for [1 more thing].
– My public “recognition program”
  consists of …
– Additions to my Rolodex in the last 90 days include …

– My resume is discernibly
  different from last year‘s
 at this time …
            R.D.A.

      Rate: 15%?, 25%?

Therefore: Formal “Investment

   Strategy”/   R.I.P.*
        *Renewal Investment Plan
           R.D.A.*
      Rate: 15%? 25%?

Therefore: Formal “Investment
    Strategy”/        R.I.P.**
      *Rapidly Depreciating Asset (You!)
          **Renewal Investment Plan
 ―The only thing you
have power over is to
get good at what you
 do. That‘s all there
   is; there ain‘t no
      more!‖ —Sally Field
Richard Sennett:
“Craftsmanship,”
“a sustaining life
    narrative”
 Source: Stefan Stern on Management, FT, 0710.07
           ―Worthy‖ Ambition vs. ―Mere‖
              Ambition per MILTON

“The difference is well illustrated by the
 contrast between the person who says
    he „wishes to be a writer‟ and the
  person who says he „wishes to write.‟
The former desires to be pointed out at
 cocktail parties, the latter is prepared
 for the long, solitary hours at as desk;
the former desires a status, the latter a
  process; the former desires to be, the
   latter to do.” —A..C. Grayling, The Meaning of Things:
     Applying Philosophy to Life [C.f. JOHN BOYD on “be-do.”]
     ―Happiness‖ & ―Leisure‖ per ARISTOTLE

 HAPPINESS: Eudaimonia … well-doing, living
flourishingly. Megalopsychos … “great-souled,”
 “magnanimous.” More: respect and concern for
others; duty to improve oneself; using one’s gifts
to the fullest extent possible; fully aware; making
                 one’s own choices.

 LEISURE: pursue excellence; reflect; deepen
 understanding; opportunity to work for higher
         ends. [“Rest” vs. “leisure.”]

   Source: A.C. Grayling, The Meaning of Things: Applying Philosophy to Life
“My ancestors were printers
in Amsterdam from 1510 or
           and during
so until 1750,
that entire time they
 didn’t have to learn
 anything new.”                  —Peter

         Drucker, Business 2.0
  “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
      1 Person!
   Wendy Kopp, Princeton senior (1989)
       Teach America (19,000-2,400)
           10% Dartmouth, Yale
               17,000 to date
    Principal hirer of college graduates
 “One of the few jobs that people pass up
Goldman Sachs for is Teach America” (Edie
                  Hunt, HR)

           Source: Fortune, 1127.06
―It‘s always
showtime.‖
 —David D‘Alessandro, Career Warfare
    ―To Be
somebody or to
Do something‖
BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
“When was the last
  time you asked,
„What do I want to
  be?‟ ”—Sara Ann Friedman, Work Matters
“All of our artistic and religious traditions
take equally great pains to inform us that
  we must never mistake a
   good career for good
  work. Life is a creative, intimate,
unpredictable conversation if it is nothing
 else—and our life and our work are both
    the result of the way we hold that
passionate conversation.” —David Whyte, Crossing
       the Unknown Sea: Work as a Pilgrimage of Identity
A “position” is not an
“accomplishment.” —TP
BLAME NOBODY.
EXPECT NOTHING.
DO SOMETHING.
Source: Locker room sign posted by
football coach Bill Parcells
 “This is the true joy of Life, the
    being used for a purpose
  recognized by yourself as a
mighty one … the being a force of
  Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
  world will not devote itself to
  making you happy.” —GB Shaw/
           Man and Superman
―How Would You
Play Today If You
 Knew You Could
    Not Play
   Tomorrow‖
 Source: Slogan for Loyola‘s lacrosse season, from
  coach Diane Geppi-Aikens ( Lucky Every Day: The
 Wisdom of Diane Geppi-Aikens, by Chip Silverman)
“Make each day a
 Masterpiece!”
             —JW
“Tell me, what is
it you plan to do
  with your one
    wild and
  precious life?”
      —Mary Oliver
―Do one thing
 every day
that scares
 you.‖ —Eleanor Roosevelt
    Joe J. Jones
     1942 – 2006
HE WOULDA DONE SOME
  REALLY COOL STUFF
       BUT …
HIS BOSS WOULDN’T LET
        HIM!
   Single
greatest act
  of pure
imagination
dubai
   No Wiggle Room!

“Incrementalism
 is innovation’s
 worst enemy.”
    —Nicholas Negroponte
   3M’s Innovation
 Crisis: How Six Sigma
  Almost Smothered
   Its Idea Culture
Source: Title/Cover Story, BW , 0611.07 (“What’s remarkable is
 how fast a culture can be torn apart,” 3M lead scientist; “In
an innovation economy, [6 Sigma] is no longer a cure all ”/BW)
#19.1
** “Where‟s the Dubai”
   in you strategy, or
   project portfolio?
**Strategy doc should be
  exciting —excite a
  spouse or teenager, or a
  meeting of frontline folks
Hard Is Soft
Soft Is Hard
  Hard Is Soft (#s)
Soft Is Hard (people)
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
 customers, values,
  relationships))
  ―The 7-S Model‖
     Strategy
    Structure
      Systems
       Style
       Skills
       Staff
Super-ordinate goal
      ―The 7-S Model‖

        ―Hard Ss‖
     (Strategy, Structure, Systems)



         ―Soft SS‖
(Style, Skills, Staff, Super-ordinate goal)
        ―The 7-S Model‖
                Strategy
               Structure
                 Systems
Style (Corporate ―Culture,‖ ―The way
      we do things around here‖)
  Skills (―Distinctive Competence/s)
        Staff (People-Talent)
    Super-ordinate goal (Vision,
              Core Values)
MP:“Get the strategy
right, the rest will
take care of itself.”
TP: “Getthe people and
execution right,
the strategy will
 take care of itself.”
“ If I could have chosen not to tackle the IBM culture head-on, I
probably wouldn‟t have. My bias coming in was toward strategy,
   analysis and measurement. In comparison, changing the
 attitude and behaviors of hundreds of thousands of people is

        [Yet] I came to see in
 very, very hard.

my time at IBM that culture
isn‘t just one aspect of the
         game —it is the
          game.‖                   —Lou Gerstner,
             Who Says Elephants Can‘t Dance
“The terms „hard facts,‟
and „the soft stuff‟ used
 in business imply that
data are somehow real
    and strong while
emotions are weak and
    less important.”
  —George Kohlrieser, Hostage at the Table
     Drucker, Strategy, Leadership

Classic Drucker (from the HBR),
  221 pages: ―strategy,‖ 3 p
  (infotech); ―leadership,‖ 0.
The Practice of Management,
 404 p: ―strategy,‖ 0;
  ―leadership,‖ 3 p.
Management, 568 p: ―strategy,‖
 8 p (all on systems, none on
 content), ―leadership,‖ 12 p.
Hard Is Soft
Soft Is Hard
“What I learned from my years
as a hostage negotiator is that
    we do not have to feel
     powerless—and that
bonding     is the antidote to
 the hostage situation.” —George
      Kohlrieser, Hostage at the Table
#20.1.1
Hard Is Soft
Soft Is Hard
 bedrock
behaviors
                    Home Run


Being there! * ** *** ****

                  *No more, no less
    **―A body can pretend to care, but they can‘t
      pretend to be there.‖ — Texas Bix Bender
     *** GEN Melvin Zais on COs and inspections
  ****Silence is golden! [Utter silence is golden-er.]
   Period!

Shake hands
   Smile
Eye contact
  Period+!
Shake hands
   Smile
Eye contact
 Thank you
  Flowers
 Open pose
   ROIR
  Period+!
Shake hands
   Smile
Eye contact
 Thank you
  Flowers
 Open pose
   ROIR
Hard Is Soft
Soft Is Hard
R.O.I.R.
 Return On
Investment In
Relationships
  “The capacity to develop close and
enduring relationships is the mark of
a leader. Unfortunately, many leaders
 of major companies believe their job
is to create the strategy, organization
      structure and organizational
 processes—then they just delegate
the work to be done, remaining aloof
         from the people doing
    the work.” —Bill George, Authentic Leadership
 ―Allied commands depend
    on mutual confidence
    [and this confidence]
     is gained, above all
  through the development
        of friendships.‖
               —General D.D. Eisenhower,
               Armchair General* (05.08)

 *―Perhaps his most outstanding ability [at West Point] was
 the ease with which he made friends and earned the trust
of fellow cadets who came from widely varied backgrounds;
  it was a quality that would pay great dividends during his
                  future coalition command
Hard Is Soft
Soft Is Hard
Q/Systems Salesperson: “I make the
sale, and then the company screws up
the engineering or delivery or one of a
dozen things. Any suggestions?

   “Spend less
A/TP:


time with your
customers!”
C(I)>C(E)
                 ???????

“Success doesn’t depend on the number of
people you know; it depends on the number

of people you know in    high places!”
                    or

“Success doesn’t depend on the number of
people you know; it depends on the number

of people you know in    low     places!”
Loser:   “He‟s such a
          suck-up!”
Winner:   “He‟s such a
           suck-down.”
#20.4
     ―Buy in‖-
   ―Ownership‖-
Authorial bragging
rights-―Born again‖
 Champion = One
Line of Code!
―The four most important
       words in any
      organization

    ‗What do
 are …

 you think?‘ ‖
     Source: courtesy Dave Wheeler,
    posted at tompeters.com, source of
       original unknown (0609.08)
          Life‘s Little Secret

**One line of code
**Caudill‘s table in the rural
  library
**Hair on the woman‘s arm
**EJW‘s scissors to the perfect
  draft
**They own it.
**They saved it and saved your
  (rather uninformed) butt.
**You must tolerate a smidgeon
   of sub-optimization.
**You must show appropriate
   humility and appreciation.
**You must be willing (eager) to
   cover the exact same ground
   again and again and again.
#20.5
―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
#20.6
Hard Is Soft
Soft Is Hard
 Relationships (of all varieties): THERE
     ONCE WAS A TIME WHEN A

 THREE-MINUTE
 PHONE CALL WOULD
  HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT RESULTED
    IN A COMPLETE RUPTURE.
   THE PROBLEM IS
  RARELY/NEVER THE
    PROBLEM. THE
  RESPONSE TO THE
PROBLEM INVARIABLY
 ENDS UP BEING THE
   REAL PROBLEM.
#20.7
Hard Is Soft
Soft Is Hard
“I screwed
   up.”*
 *The virtuous ―circle of blame
#20.8
Hard Is Soft
Soft Is Hard
―Courtesies of a small and
trivial character are the
    ones which strike
 deepest in the grateful
and appreciating heart.‖
          —Henry Clay
  ―Good relationships
   aren‟t about ‗clear
  communications‘—
  they‘re about small
        moments
   of attachment and
 intimacy.‖ —John Gottman, ―Making
Relationships Work,‖ John Gottman ( Harvard Business
                   Review, 12.07)
The Manager‘s Book
 of Decencies: How
  Small /gestures
    Build Great
Companies.—Steve Harrison, Adecco
    ―Be kind, for
everyone you meet
is fighting a great
  battle.‖—Philo of Alexandria
“There is always an
  easy solution to
   every human
  problem—neat,
 plausible, and …
   wrong.”—H.L. Mencken:
#20.9
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
love it or
 leave it!
#20.10
Source: How Doctors Think, Jerome Groopman
 Success
Through
Listening
Intently
Listening Is An Act of Love: A Celebration of American
      Life from the StoryCorps Project, Dave Isay*

Guiding principles: “Our stories—the stories of everyday
        people—are as interesting and important
    as the celebrity stories we are bombarded with …
“If we take the time to listen, we’ll find wisdom, wonder
   and poetry in the lives and stories of the people all
                       around us …
     “We all want to know our lives have mattered …
               “Listening is an act of love.”
  Listening may or may not be an ―act of
love‖ or way to ―tap into people‘s dreams,‖
 but it sure as hell is (1) an uncommon act
 of courtesy and recognition of worth from
which (2) you will invariably learn amazing
stuff if you can just keep your damn mouth
 shut and ears open with an expression of
 interest on your face and (3) it will build-
maintain relationships beyond your wildest
     dreams. (4) So: shut up. Practice
   attentiveness (no kidding) on waiters,
   cab drivers, folks in line at the grocery
                  store, etc.
   “You can make more
 friends in two months by
  becoming interested in
other people than you can
 in two years by trying to
get other people interested
     in you.” —Dale Carnegie
#20.11
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 bishop or a
                 He was
    college president.
  seriously interested in
  who you were and what
     you had to say.‖
        Sara Lawrence-Lightfoot, Respect
                         The World Is A Liar!
  “In a way, the world is a great liar. It shows you it
worships and admires money, but at the end of the day
 it doesn‟t. It says it adores fame and celebrity, but it
 doesn‟t, not really. The world admires, and wants to
hold on to, and not lose, goodness. It admires virtue. At
   the end it gives its greatest tributes to generosity,
  honesty, courage, mercy, talents well used, talents
  that, brought into the world, make it better. That‟s
  what it really admires. That‟s what we talk about in
                                  We
    eulogies, because that‟s what‟s important.
don‟t say „The thing about Joe was
  he was rich.‟ We say, if we can,
 „The thing about Joe was he took
   good care of people.‟” —Peggy Noonan,
  ―Life‘s Lesson,‖ on the astounding response to the passing of Tim Russert,
                   The Wall Street Journal, June 21-22, 2008
            Amen!

“What creates trust, in
the end, is the leader’s
  manifest respect for
 the followers.” — Jim O’Toole,
          Leading Change
  “We are ladies
  and gentlemen
serving ladies and
gentlemen.”                  —Horst Schulze,
 Ritz Carlton motto (laughed at at Hyatt)
“The [Union senior] officers rode past the
Confederates smugly without any sign
 of recognition except by one. „When
   General Grant reached the line of
   ragged, filthy, bloody, despairing
  prisoners strung out on each side of
the bridge, he lifted his hat and held it
 over his head until he passed the last
 man of that living funeral cortege. He
was the only officer in that whole train
   who recognized us as being on the
          face of the earth.‟*”

 *quote within a quote from diary of a Confederate soldier
 ―It‘s not people who
aren‘t credit-worthy.
 It‘s banks that aren‘t
    people worthy.‖
      Muhammad Yunus
 ―The deepest
human need is
the need to be
appreciated.‖
    William James
  ―If you don‘t
      listen,
  you don‘t sell
   anything.‖
—Carolyn Marland/Managing Director/Guardian Group
#20.12
FLOWER
POWER
#20.13
 Questions: What do others think of you? [Are you sure?] What
 do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
 you sure?] What is your impact on others? [Are you sure?]
   What are the “little things” you (perhaps unconsciously) do that
 cause people to shrivel—or blossom? [Are you sure?] What do
    you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
   sure?] Do you know how to listen? [Are you sure?] Do you
   listen? [Are you sure?] What is your style of “hashing things
 out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
 (d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
  in a while? Are you comfortable-uncomfortable with folks on the
  front line? Do you think you‘re ―in touch with the pulse of
        things around here‖? [Are You Sure?] Are you too
   emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
               questions like this are ―so much BS‖?]
#20.14
Cause   (worthy of commitment)



Space   (room for/encouragement
        for initiative)


Decency           (respect, humane)
Cause   (worthy of commitment)


Space   (room for/encouragement
        for initiative-adventures)


Decency           (respect, grace,
                  integrity, humane)


service          (worthy of our clients’ & extended
                 family’s continuing custom)


excellence                  (period)
       Cause
       Space
     Decency
      service
    excellence
servant leadership
Cause(worthy of commitment)



Space(room for/encouragement for initiative-adventures)


Decency        (respect, grace, integrity, humane)



service       (worthy of our clients’ & extended
               family’s continuing custom)


excellence               (period)



servant leadership
   Attending to
   the ―Last 98%‖:
      The New
Management ―Science,‖
        or …
   ―Hard Is Soft,
    Soft Is Hard‖
      Tom Peters/12.03.2008
S = f( ___ )
 Success Is a
 Function of …
S = ƒ(#&DR; -2L, -3L, 4L; I&E)
Number and depth of relationships 2, 3, and 4 levels down,
inside and outside the organization


S = ƒ(SD>SU)
Sucking down is more important than sucking up—the idea is to have
the entire organization working for you.


S = ƒ(#non-FF, #non-FL)
Number of friends, number of lunches with people not in my function


S = ƒ(#FF)
Number of friends in the finance function-organization


S = ƒ(OF)
Oddball friends


S = ƒ(PDL)
Purposeful, deep listening—this is very hard
S = ƒ(#EODD3MC)
Number of end-of-the-day difficult (you’d rather avoid) “3-minute calls” that
soothe raw feelings, mend fences, etc.


S = ƒ(UFP, UFK, OAPS)
Unsolicited favors performed, UFs involving co-workers’ kids, overt acts
politeness-solicitude toward co-workers’ spouses, parents, etc.


S = ƒ(#TN)
Number of thank you notes sent


S = ƒ(#C, PTS/―OLC‖, SAPA)
# of consultations, perception of being taken serious (Responsible for “one line of
code,” small act of public appreciation


S = ƒ(SU)
Showing up (Woody Allen, Delaware’s ridiculous influence on the
U.S. Constitution)
S = ƒ(1D)
Seeking the assignment of writing first drafts, minutes, etc (1787)

S = ƒ(#SEAs)
Number of solid relationships with Executive Assistants

S = ƒ(%UL/w-m)
% useful lunches per week, month

S = ƒ(FG, FOC-BOF, CMO)
Favors given, favors owed collectively, balance of favors,
conscious management thereof

S = ƒ(CPRM, TS)
Conscious-planned Relationship management, time spent thereon

S = ƒ(TN/d, FG/m, AA/d)
Thank you notes per Day, flowers given per Month, Acts of Appreciation per Day

S = ƒ(PT100%A―T‖S, E―NMF‖–TTT)
Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault
(it always takes two to tango)
S = ƒ(AMR, NBS-SG)
Acceptance of mutual responsibilities for all affairs, no blame-
shifting, scape-goating


S = ƒ(APLSLFCT)
Awareness, perception of little snubs—and lightening fast
correction thereof


S = ƒ(G)
Grace


S = ƒ(GA)
Grace toward adversary


S = ƒ(GW)
Grace toward the wounded in bureaucratic firefights
S = ƒ(PD)
Purposeful decency


S = ƒ(TSPD, TSP-L1)
Time spent on promotion decisions, especially for 1st level managers


S = ƒ(%―SS‖, H-PD)
% soft stuff involved in Hiring, Promotion decisions


S = ƒ(TWA, P, NP)
Time wandering around, purposeful, non-planned


S = ƒ(SBS)
Slack built into Schedule


S= ƒ(TSHR)
Time spent … Hurdle Removing
S = ƒ(%TM―TSS,‖ PM―TSS,‖
D―TD‖―TSS‖)
% of time, measured, on This Soft Stuff, purposeful management of this Soft
Stuff, daily “to do” concerning “this Soft Stuff”


S = ƒ(MB―TSS‖MR)
Purposeful management of this Soft Stuff by people reporting to me


S = ƒ(EC, MMO)
Emotional connection, mgt & maintenance of


S = ƒ(IMDOP)
Investment in Mastery of detailed organization processes


S = ƒ(H-TS)
Time spent on Hiring
 S = f(%TM―TSS,‖
     PM―TSS,‖
   D―TD‖―TSS‖)
   % of time, measured, on This Soft Stuff,
purposeful management of this Soft Stuff, daily
     ―to do‖ concerning ―this Soft Stuff‖
  Notes from William Easterly‘s:


  The White Man‘s
 Burden: Why the
West‘s Effort to Aid
the Rest Have Done
 So Much Ill and so
    Little Good
―The West spent …  $2.3 trillion
 on foreign aid over the last five decades and
   still has not managed to get twelve-cent
  medicines to children to prevent half of all
 malaria deaths. The West spent $2.3 trillion
 and still not managed to get three dollars to
each new mother to prevent five million child
         But I and many other
 deaths. …
   like-minded people keep
 trying, not to abandon aid to
 the poor, but to make sure it
        reaches them.‖
Easterly, maligned by many, is the arch-enemy


   of the   Big Plan     [his capital letters, not mine]

   sent from afar; and the vociferous fan of
    practical activities of those he calls

―Searchers‖                       … who learn the
 ins and outs of the culture, politics and local
conditions ―on the ground‖ in order to use local
   levers and local players, and get those 12-
    cent medicines to community members.

    Read on, ―Planners‖ vs ―Searchers‖ …
―In foreign aid, Planners announce good intentions but don‘t motivate
anyone to carry them out; Searchers find things that work and
    get some reward. Planners     raise expectations but take no
       responsibility for meeting them;   Searchers accept
  responsibility for their actions; Planners determine what to
supply; Searchers find out what is in demand. Planners apply
    global blueprints; Searchers adapt to local conditions.
Planners at the top lack knowledge of the bottom; Searchers find
  out what the reality is at the bottom. Planners never hear
 whether the planned recipients got what they needed; Searchers
  find out if the customer is satisfied. … A Planner thinks he
   already knows the answers; he thinks of poverty as a technical
   engineering problem that his answers will solve. A Searcher
   admits he doesn‘t know the answers in advance; he
believes that poverty is a complicated tangle of political,
social, historical, institutional, and technological factors;
 he hopes to find answers to individual problems only by
 trial and error experimentation. A planner believes outsiders
  know enough to impose solutions; a Searcher believes only
 insiders have enough knowledge to find solutions, and
       that most solutions must be homegrown. …‖
Derived from the above and more, I have
extracted a series of ―lessons‖ from the
Easterly book. These implementation lessons
are, in fact, universal:

Lesson (#1 of sooooooo many): Show up!
  (On the ground, where the action—and
   possible implementation—is.)

Lesson: Invest in ceaseless study of
  conditions ―on the ground‖—social and
  political and historical and systemic.
Lesson: Listen
to the ―locals.‖
Lesson: Hear
the ―locals.‖
 "Trust the development
experts—all seven billion
of them.”                 —headline, for an article by development
         guru William Easterly, Financial Times, 0529.08,


"The report of the World Bank Growth Commission, led
   by Nobel laureate Michael Spence [former dean of the
Stanford biz school—tp], was published last week. After two
 years of work by the commission of 21 world leaders,
 an 11-member working group, 300 academic experts,
  12 workshops, 13 consultations, and a budget of $4
 million, the experts' answer to the question of how to
 attain high growth was roughly: we do not know, but
      trust experts to figure it out." —William Easterly,
                    Financial Times, 0529.08
Lesson: Talk to the ―locals.‖
Lesson: Listen to the ―locals.‖
Lesson: Hear the ―locals.‖
Lesson: Listen to the ―locals.‖
Lesson: Hear the ―locals.‖
Lesson: Listen to the ―locals.‖
Lesson: Hear the ―locals.‖
Lesson: Listen to the ―locals.‖
Lesson: Hear to the ―locals.‖
Lesson: Listen to the ―locals.‖
Lesson: Hear to the ―locals.‖
Lesson: Respect the ―locals.‖
Lesson: Empathize with the ―locals.‖
Lesson: Tr y to blend in, adopting local customs, showing
    deference were necessary—almost everywhere;
    and never interrupt the ―big man‖ in front of his
    folk, even, or especially, if you think he is 180
    degrees off.
Lesson: Seek out the local leaders‘ second cousins, etc,
    to gain indirect assess over their uncle twice
    removed! (Etc & etc.)
Lesson: Have a truly crappy office, and other
      un-trappings!
Lesson: Remember, you do not in fact have the answers
     despite your PhD with, naturally, honors, from the
     University of Chicago—where you were mentored
     by not one, but two, Nobel Laureates in economics.
Lesson: Regardless of the enormity of the problem,
     proceed by trial (manageable in size) and error,
     error, error. (Failure motto: ―Do it right the first
     time!‖ Success motto: ―Do it right the 37th time!‖
     And hustle through those 37 tries—see the
     next slide.)
     Have a
 Lesson:

truly crappy
 office, and
   other
un-trappings!
Lesson: The process of political-community
    engagement must also be approached as
    a trial and error learning process.
Lesson: Always alter the experiment to accommodate
    local needs—the act of apparent local modification
    per se is critical, as every community leader, in
    order for them to accept ―ownership‖ and
    demonstrate to their constituents that they are in
    charge, must feel as if they have directly and
    measurably influenced the experiment. [See the next four slides.]
Lesson: Growth (the experimental and expansion-
    emulation process) must be organic, and proceed
    at a measured pace—nudged, not hurried.
Lesson: Speed kills! (To a point.) By and large, the
    messiness and ―inefficiency‖ of the local political
    process must be honored.
     ―Buy in‖-
   ―Ownership‖-
Authorial bragging
rights-―Born again‖
 Champion = One
Line of Code!
 Noth-
 ing is
―scalable‖!*
      Nothing is ―scalable‖!*


*Every replication must
exude the perception of
 uniqueness—even if it
   means a half-step
backwards. (“It wouldn’t
have worked if we hadn’t done
        it our way.”)
Lesson: Speed kills!
Lesson: Short-circuiting political

        process kills!
Lesson: Premature rollout kills!

Lesson: Too much publicity-visibility

        kills!
Lesson: Too much money kills!

Lesson: Too much technology kills!
Lesson: Outsiders, to be effective, must have genuine
   appreciation of and affection for the locals with whom
   and for whom they are working!
Lesson: Condescension kills most—said ―locals‖ know
   unimaginably more about life than well-intentioned
   ―do gooders,‖ young or even, alas, not so young.
Lesson: Progress … MUST … be consistent with ―local
   politics on the ground‖ in order to raise the odds
   of sustainability.
Lesson: You will never-ever ―fix‖ ―everything at once‖
   or by the time you ―finish‖—in our Constitutional
  Convention in 1787, George Washington only got
  about 60% of what he wanted!
Lesson: Never forget the atmospherics, such as numerous
  celebrations for tiny milestones reached, showering praise
  on the local leader and your local cohorts, while you
  assiduously stand at the back of the crowd—etc.
Lesson: The experiment has failed until the systems and political
  rewards, often small, are in place, with Beta tests completed,
  to up the odds of repetition.
Lesson: Most of your on-the-ground staff must consist of
  respected locals—the de facto or de jure Chairman or CEO
  must be a local; you must be virtually invisible.
Lesson: Spend enormous ―pointless‖ social time with the local
  political leaders—in Gulf War I, Norm Schwarzkopf spent his
  evenings, nearly all of them, drinking tea until 2AM or 3AM
  with the Saudi crown prince; he called it his greatest
  contribution!
Lesson: Keep your ―start up‖ plan simple and short and
   filled with question marks in order to allow others
   to have the last word. (I once did the final draft of a
    proposal, making it as flawless as could be. I gave it to my boss,
    pre Microsoft Word, and he proceeded to cut it up and tape the pieces
    back together, and conspicuously cross out several paragraphs of my
    obviously and labored over brilliant prose that he had agreed to. ―Tom,‖
    he said as I recall, ―we want the rest of the committee [of important, or at
    least self-important folks] to feel as though they are participating and
    that you and I are a naïve—not confront them with a beautiful plan that
    shouts ‗Don‘t you dare alter a word.‘‖)
Lesson:For projects involving children or health or education or
       community development or sustainable small-business
       growth (most projects), women are by far the most reliable
       and most central and most indirectly powerful local
       players in even the most chauvinist settings—their
       characteristic process of ―implementation by indirection‖
       means ―life or death‖ to sustainable project success;
       moreover, the expanding concentric circles of women‘s
       traditional networking processes is by far the best way to
       ―scale up‖/expand a program. (Men should not even try
       to understand what is taking place. Among other things,
       this networking indirection-largely invisible process will
       seemingly ―take forever‖ by most men‘s ―action now,
       skip steps‖ S.O.P.—and then, from out of the blue,
       following an eternity of rambling discussions-on-top-of-
       rambling-discussions, you will wake up one fine morning
       and discover that the thing is done that everything has
       fallen in place ―overnight‖ and that ownership is nearly
       universal. Concomitant imperative; most of your (as an
       outsider) staff should be women, alas, most likely not
      visibly ―in charge.‖
For projects involving children or
health or education or community
  development or sustainable
  small-business growth (most

projects),women            are by
 far the most reliable and most
   central and most indirectly
powerful local players even in the
    most chauvinist settings.
   Lesson:For projects involving
 children or health or education or
    community development or
sustainable small-business growth

(most projects),   women
 are by far the most reliable and
most central and most indirectly
powerful local players even in the
    most chauvinist settings.
Social Change, after William Easterly

1.   Bottom up
2.   Pursue 100% participation
3.   MBWA
4.   Use the local infrastructure
5.   Women must play a/the lead role—as leaders,
     perhaps indirectly, and as investment targets
6.   Accept ―second best‖ solutions—optimal outcomes
     are self-defeating
7.   Use $$$ and technology with caution
8.   Replication must always be localized
9.   Try it! Try it!/4F
Colonel/British Army/
2 Tours/Iraq/0428.08/
Issues:

**Hardware first
**Failure to use existing human
  infrastructure
**Failure to master local politics
**Unwillingness to accept ―2nd best‖
  solutions
**Wedded to centrally prescribed
  solutions-programs
**Misguided training
“We behaved as if we were
 guests in their house. We
   treated them not as a
  defeated people, but as
allies. Our success became
 their success.” —―How One Soldier
Brought Democracy to Iraq: The Mayor of Ar Rutbah‖
     (MAJ James Gavrilis/USA Special Forces)
#22.1
 Commentary on David O. Stewart‘s


 The Summer of
  1787: The Men
 Who Invented
the Constitution
       Tom Peters/0409.08
*** Show up!!!!!!!!!!!!
*** Keep showing up!!
*** Control the process through indirect
     actions, like doing first drafts, writing
     Minutes.
*** Remember the social graces—your
     emotional ―presentation of self ‖ is more
     important than even ―all important‖!!!
*** Hang in! Tenacity-relentlessness rules!
    (Wear the bastards down. No kidding,
    this is a matchless ―success tool.‖)
*** There‘s no such thing as a ―dull meeting.‖
    (No kidding!) Every get together is an
    opportunity to press your agenda, directly
    or indirectly, to perform a small favor with
    the expectation of ―return on investment‖
    at some point in the future.
*** Bite your tongue and listen, listen, listen—even to
    bores. Nothing wins support like effective listening;
    it‘s the greatest gift you can give anyone!! (This is
    triply important when you are desperate to correct
    something someone has to say, even an ―enemy‖ of
    your cause—attentive listening is a peerless ―win
    ‘em over‖ ―strategic‖ ―tool.‖)
*** ―Sub-committees rule! It‘s the little chances to
    become Master of Something and perform-influence
    in a small group setting that lead to the
    accumulation of power and the ability to control the
    flow in an area important to you.
*** Continually ―illustrate‖ your ability to perform well
    at almost any task and build a towering reputation
    for reliability.
*** Cool off ! No passion, no success! Too much abrasiveness
    in pursuit of a cause that inflames you kills opportunity to
    succeed like nothing else. (Folks love to put an abrasive
    person in his place, even if they agree with him.)
*** Take a punch and keep on trucking. Losses are common—
    live with ‘em, take ‘em with good grace, and then
    persevere through out-persevering the other guy/s.
(*** Speaking of ―punch,‖ out-drinking the other guy sure
     worked in the summer of 1787. Reach your own
     conclusions here …)
*** Grow up, accept life. Life, effectiveness is indeed about
    horse trading as often as not—and at times consorting
    with one‘s enemies. (―The enemy of my enemy is my
     friend.‖ Keep your passion, stay above the waterline on
    issues of deep principal—but accept, and embrace, the
    messy-as-hell ―real world‖!
*** Remember the black flies! ―Little‖
    distractions can change the whole game.
*** Be ready with ―Plan B.‖ Repeat: Nothing
    in the real world follows the script.
*** Nobody, even George Washington, gets
    more than about 60% of what they want!
*** Keep your word. A reputation for integrity
    is priceless.
*** Don‘t bite off more than you can chew,
    even when ―can‘t miss‖ opportunities to
    further your cause arise—overloading and
    thence compromising effectiveness is a
    big black eye.
*** Do something! ―Small wins,‖ accumulated
    regularly, build momentum!
*** Work assiduously on your public
    presentation skills!
               Regardless of the
 Lesson of Lessons:

    topic—mundane or grand—
    it is attending to the same
  ―mundane‖ ―human‖ ―timeless‖
―basics‖ that shape the outcome
  and determine the degree of
   implementation. The Master
   of GTD* is the true Master of
            the Universe.
              *GTD/Getting Things Done
Don‘t forget
   the ―it‖!
  ―It suddenly
occurred to me …
―It suddenly occurred
to me that in the space
of two or three hours
 he never       talked
about cars.‖ —Les Wexner
           Franchise Lost!



 TP:   “How many of you       [600]




really   crave                        a
         new Chevy?”
             NYC/IIR/061205
“Not long ago, I heard one
   studio chief utter the
unthinkable: ‗What would
 happen if I made a movie I
actually looked forward
 to seeing?‘ ”                  —Peter Bart, Editor in Chief,
Variety; former Paramount exec, ―Hollywood‘s Model Doesn‘t
          Produce Art, or Much Profit‖ ( NYT/0721.06)
A pox on
 “micro-
marketing”
Who buys ―it‖ I:
Sunset for men!
   ―Forget China,
    India and the
Internet: Economic
 Growth Is Driven
by   Women.‖                                —Headline,
     Economist, April 15, 2006, Leader, page 14
“Women are
the majority
  market”
—Fara Warner/The Power of the Purse
―Since 1970, women
  have held two
   out of every
  three new jobs
 created.‖ — FT, 10.03.2006
         ― Forget China, India and the
 Internet: Economic Growth Is Driven
   by Women.‖ [Headline.] ―Even today in the modern,
 developed world, surveys show that parents still prefer to have
   a boy rather than a girl. One longstanding reason boys have
been seen as a greater blessing has been that they are expected
 to become better economic providers for their parents‘ old age.
Yet it is time for parents to think again. Girls may now be a better
 investment.‖ ―Girls get better grades in school than boys, and in
      most developed countries more women than men go to
 university. Women will thus be better equipped for the new jobs
 of the 21st century, in which brains count a lot more than brawn .
    … And women are more likely to provide sound advice on
  investing their parents‘ nest—e.g.: surveys show that women
    consistently achieve higher financial returns than men do.
   Furthermore, the increase in female employment in the rich
   world has been the main driving force of growth in the last
couple of decades. Those women have contributed more to global
      GDP growth than have either new technology or the
                 new giants, India and China.‖
             Source: Economist, April 15, Leader, page 14
 Continuing on page 73:   ―A Guide to Womenomics: The
 Future of the World Economy Lies Increasingly
in Female Hands .‖ (Headline.) More stats: Around the globe
  since 1980, women have filled ―two new jobs for everyone
taken by a man.‖ ―Women are becoming more important in the
      global marketplace not just as workers, but also as
   consumers, entrepreneurs, managers and investors.‖ Re
consumption, Goldman Sachs in Tokyo has developed an index of
    115 companies poised to benefit from women‘s increased
purchasing power; over the past decade the value of shares in
     ―Goldman‘s basket has risen by 96%, against the Tokyo
stockmarket‘s rise of 13%.‖ A couple of final assertions: (1) It
  is now agreed that ―the single best investment that can be
  made in the developing world‖ is educating girls. (2) Also,
    surprisingly, nations with the highest female laborforce
     participation rates, such as Sweden and the U.S., have
      the highest fertility rates; and those with the lowest
   participation rates, such as Italy and Germany, have the
                       lowest fertility rates.

               Source: Economist, April 15, page 73
   ―Goldman Sachs in Tokyo has
     developed an index of 115
companies poised to benefit from
 women‘s increased purchasing
power; over the past decade the
   value of shares in Goldman‘s
 basket has risen by 96%, against
  the Tokyo stockmarket‘s rise
      of 13%.‖ —Economist, April 15
“Themost significant
  variable in every
       sales situation is the
gender     of the buyer, and
more importantly, how the
salesperson communicates
  to the buyer‟s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
 The Perfect Answer

Jill and Jack buy
  slacks in black…
 “One thing is certain: Women‟s rise to power, which is
linked to the increase in wealth per capita, is happening
in all domains and at all levels of society. Women are no
     longer content to provide efficient labor or to be
  consumers with rising budgets and more autonomy to
  spend. … This is just the beginning. The phenomenon
will only grow as girls prove to be more successful than

              For a number of
boys in the school system.

 observers, we have already
      entered the age of
‗womenomics,‘ the economy as
 thought out and practiced
 by a woman.‖ —Aude Zieseniss de Thuin, Financial
                     Times, 10.03.2006
― ‗Womenomics,‘ the
    economy as
  thought out and
   practiced by a
 woman.‖        —Aude Zieseniss de Thuin,
    Financial Times, 10.03.2006
Big bank CEO, summarizing to his top-management team his
                       ―Tom‘s made a great
notes from TP‘s presentation:
point; he let us know that our customer base
will be different and more diverse in the future.‖
Tom: ―With all due respect, that‘s not what Tom
said. Though I am an unabashed supporter of
‗diversity‘ in general, what I said was




‗She                            is your customer—and

has been for a long time and will be forever.‘
And ‗she‘ is notably AWOL in this [meeting] room
full of senior ‗leaders.‘ ‖
                   Getting Started

          Read in (start with Fara Warner,
           The Power of the Purse /cases!!)

  Convene a 2-day ―Private conference-
   retreat‖ for your top 5 managers and
     female Board members, on both
    marketing to women and women‘s
 leadership (two days, intense, senior women, mid-
level women, designers/F/M), Creative ad folks, Internet
     marketers, academics incl. neuroscientists and
psychologists, business owners, turn-around marketers
   from Nike, Marti Barletta, Paco Underhill, Alan and
          Barbara Pease, Judy Rosener, etc.)
#24.1
          Selling to men: The
       TRANSACTION Model
       Selling to Women: The
         RELATIONAL Model

Source: Selling to Men, Selling to Women , Jeffery Tobias Halter
FemaleThink/, Faith Popcorn & Liz Marigold

“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.”
―Women don‘t buy
      They
brands.

join them.‖
     EVEolution
2.6 vs.
        Age 3
“People powered”:

days, baby
girls 2X eye
 contact.
  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
                         The ―Two Solar System Factor‖
    ―Have you noticed men and women handle conflict differently? Many men,
   especially in a business setting, resolve conflict by escalating it. They take a
strong position n and argue it until one of the two parties gives in or submits to
 the other. Many women resolve conflict by de-escalating. Rather than focus on
differences, they focus on common ground. Men try to differentiate themselves.
       Women look for points of similarity. Look at something as simple as a
     conversation at a cocktail party. You have a group of guys and a group of
women who don‘t know one another. The guys‘ conversation may go something
  like this: „Great weather today. I went out and played eighteen at The Links.‟
   ‗It was a great day. I played thirty-six.‘ „Have you played the Rivers course
  yet? I played there last weekend, expensive, but well worth it.‘ „Yeah, I play
there all the time. It‟s a fun course. But The Boulders puts it to shame.‟ ‗I shot
  my best score ever at The Boulders—a seventy-eight.‘ Men respect hierarchy
  and establishing status. Now let‘s look at a typical conversation between two
    women who don‘t know each other: „So, Samantha, do you have any kids?‟
     „Yeah, a four-year-old, Zach, and Amy was born four months ago.‘ „Four
      months ago? And you look terrific! Did you gain much weight during the
 pregnancy? I gained thirty pounds and still haven‟t been able to take it off.‟ ‗I
gained a lot of weight with Zach, so this time I signed up with a personal trainer
at my gym.‘ „My best friend, Andrea, is pregnant—I‟d love to tell her about this
                       trainer, do you have her information?‟
  Women seek common ground. Often women‘s instinct is to help one another.
  Plus, they can often discuss what might seem like very personal information
 right away. … We suspect women may be quicker to trust because they rely on
                            more senses to judge people.

             Source: Michele Miller & Holly Buchanan, The Soccer Mom Myth.
           Today‟s Female Consumer: Who She Really Is, Why She Really Buys
   P-l-e-a-s-e Read …



Fara Warner:
The Power of
 the Purse
   “We simply had
    stopped being
 relevant to women.”
—Kay Napier, SVP Marketing (Fara Warner, The Power of the
Purse, ―From Minority to Majority: McDonald‘s Discovers the
                Woman Inside the Mom‖)
      Cases! Cases! Cases!
McDonald‘s (“mom-centered” to “majority consumer”; not
                          via kids)
    Home Depot (“Do it [everything!] Herself”)
           P&G (more than “house cleaner”)
          DeBeers (“right-hand rings”/$4B)
                AXA Financial
 Kodak (women = “emotional centers of the household”)
Nike (> jock endorsements; new def sports; majority consumer)
                       Avon
 Bratz (young girls want “friends,” not a blond stereotype)

        Source: Fara Warner/The Power of the Purse
              ―Mostly Moms‖
 “Women were either ignored
 in favor of focusing on men—
    generally considered the
    industry‟s most frequent
  users and therefore its most
important consumers—or they
were cast in the role of moms
  who were simply conduits to
 their children.” —Fara Warner, The Power of
  the Purse, ―From Minority to Majority: McDonald‘s
       Discovers the Woman Inside the Mom‖
#24.2
―AS LEADERS,
  WOMEN
RULE:             New Studies find that
 female managers outshine their male
counterparts in almost every measure‖

 TITLE/ Special Report/ BusinessWeek
It‟s gotta be
a majority …
         Period??!!*


      Start:   3 0f 14
18 months later:   10 of 18
        (―deep dip‖!)

        *AIM/September 2007
―Siemens Chief Says
Its Managers Are Too
 German, White and
 Male‖—headline, Financial Times, 0625.08
       10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women‘s work force participation rates have
  soared worldwide.
Women are closing in on ―same pay for same
  job.‖
Women are penetrating senior ranks rapidly
  [even if the pace is slow for the corner
  office per se].
Women‘s leadership strengths are exceptionally well
  aligned with new organizational effectiveness
  imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
  as well as consumer goods.
So what exactly is the point of men?
10 UNASSAILABLE REASONS WOMEN RULE

Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women‘s work force participation rates have
        soared worldwide.
Women are closing in on ―same pay for same job.‖
Women are penetrating senior ranks rapidly
      [even if the pace is slow for the corner
      office per se].
Women‘s leadership strengths are exceptionally
        well aligned with new organizational
        effectiveness imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
      as well as consumer goods.

So what exactly is the point of men?
#24.2.1
For projects involving children or
health or education or community
  development or sustainable
  small-business growth (most

projects),women            are by
 far the most reliable and most
   central and most indirectly
powerful local players even in the
    most chauvinist settings.
94%                    of loans to …


women*
*Microlending; ―Banker to the poor‖; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
   NOTE: Yunus is the father of
micro-lending. He did not set out
 to provide loans to women. But
 it soon became clear that men
 would often spend their loan on
frivolous activities. Women, with
  their abiding interest in family
 affairs, were immediately seen
   as more enterprising and far
     more reliable than men.
   “The growth and
  success of women-
 owned businesses is
    one of the most
  profound changes
  taking place in the
    business world
today.” —
        Margaret Heffernan, How She Does It
U.S. firms owned or controlled by Women: 10.6
million (48% of all firms)
Growth rate of Women-owned firms vs all firms: 3X
Rate of jobs created by Women-owned firms vs all
firms: 2X
Ratio of total payroll of Women-owned firms vs total
for Fortune 500 firms: >1.0
Ratio of likelihood of Women-owned firms staying in
business vs all firms: >1.0
Growth rate of Women-owned companies with
revenues of >$1,000,000 and >100 employees vs all
firms: 2X

       Source: Margaret Heffernan, How She Does It
Women-owned Biz

U.S. employees >
F500 employees
   worldwide
Source: Martha Barletta, Marketing to Women
#24.2.2
             Women‘s Negotiating Strengths
*Ability to put themselves in their
 counterparties‘ shoes
*Comprehensive, attentive and detailed
 communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, World Business, ―Say It
Like a Woman: Why the 21 st -century negotiator will need the female touch‖
“[Women] see power
     in terms of
     influence,
  not rank.” —Fortune
“Guys want to put everybody in
  their hierarchical place. Like,
 should I have more respect for
you, or are you somebody that’s
south of me?” —Paul Biondi, Mercer Consultants
  [from It’s Not Business, It’s Personal, Ronna Lichtenberg]
Bob Reich’s women
     ―No
 students:

worries.‖*
 *Men: “Can’t do it. _____ outranks me.”
Mrs Coach K
“There is always an
  easy solution to
   every human
  problem—neat,
 plausible, and …
   wrong.”—H.L. Mencken:
#24.3
Who buys ―it‖ II:
  Sunrise for
   old folks!
    2000-2010 Stats

 18-44: -1%
55+: +21%
(55-64:   +47%)
  !!!!!!!!!!!!!!!!!
―People turning 50
        more
today have
 than half of
  their adult life
ahead of them.‖                          —Bill Novelli,
  50+: Igniting a Revolution to Reinvent America
   Average # of cars purchased per

     household, “lifetime”:         13
Average # of cars bought per household
 after the “head of household” reaches


                age 50:    7
      Source: Marti Barletta, PrimeTime Women
          20
$14,000,000,000,000-
 $25,000,000,000,000
  NOTE: In the next 20 years
  between 14 and 25 trillion
dollars of wealth will be passed
on to the current generation—a
    number never matched
            in history.
Median Household Net Worth

       <35: $7K
      35-44: $44K
      45-54: $83K
55-64: $112K
65-69: $114K
70-74: $120K
      >74: $100K
     Source: U.S. Census
                  BoomerBucks!
Boomer turns 50: every 7 seconds. 2009: majority of
U.S. households headed by someone over 50. 2006-
 2016: U.S. population up 22.9 million; 22.1 million in
   over-50 group. 2006: 1 in 5 adults is F, over 50.
 Women between 50-70 who are single: 35%. Age
  45-54: highest average income, $59, 021 (national
 average is $42,209). FASTEST GROWING INCOME
     CATEGORY: WOMEN, 55-64 (4X men in same
     category). Women, age 60-64: 50% still in
    workforce. Highest net worth: families, 55-64
   ($182,000). People over 50: 70% to 79% of all
financial assets; 80% of all savings accounts; 62% of
    all large Wall Street asset accounts; 66% of $$
   invested in the stock market. Age 50+: 29% of
population, 40% of total consumer spending, 50% of
 discretionary spending. Next 2 decades: BOOMERS
WILL INHERIT $14 TRILLION-$25 TRILLION (―largest
   intergenerational transfer of wealth in history‖).

           —Marti Barletta, PrimeTime Women
                      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 21 st
        Century Will Be Ruled by the New Old
               55-64 vs 25-34
     E.g.: New cars & trucks: 20% more
spending. Meals at full-service restaurants:
  +29%. Airfare: +38%. Sports equipment:
  +58%. Motorized recreational vehicles:
 +103%. Wine: 113%. Maintenance, repairs
   and home insurance: +127%. Vacation
   homes: +258%. Housekeeping & yard
         services: +250% to +500%.

        Source: Marti Barletta, PrimeTime Women
       44-65: ―New
       Customer
      Majority‖ *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
 ―Baby-boomer
  Women: The
   Sweetest of
 Sweet Spots for
Marketers”             —David Wolfe and Robert
     Snyder, Ageless Marketing
    We are the Aussies & Kiwis & Americans &
 Canadians. We are the Western Europeans &
  Japanese. We are the fastest growing, the
  biggest, the wealthiest, the boldest, the
most (yes) ambitious, the most experimental &
 exploratory, the most different, the most
 indulgent, the most difficult & demanding,
 the most service & experience obsessed , the
most vigorous, (the least vigorous,) the most
health conscious, the most female, the most
profoundly important commercial market in
the history of the world—and we will be the
Center of your universe for the next twenty-
        five years. We have arrived!
We are the Aussies & Kiwis & Americans & Canadians.
We are the Western Europeans & Japanese. We are the
  fastest growing, the biggest, the wealthiest, the
     boldest, the most (yes) ambitious, the most
 experimental & exploratory, the most different, the
 most indulgent, the most difficult & demanding, the
   most service & experience obsessed, the most
    vigorous, (the least vigorous,) the most health
  conscious, the most female, the most profoundly
  important commercial market in the history of the

          we will be the
      world—and

  Center of your universe
  for the next twenty-five
       years. We have arrived!
―Sixty Is
the New
Thirty‖
  —Cover/AARP
―EIGHTY IS
 THE NEW
  FIFTY‖
 —Headline, Newsweek, 0616.08
 “Fifty-four years of age has been
  the highest cutoff point for any
marketing initiative I‟ve ever been
involved in. Which is pretty weird
when you consider age 50 is right
   about when people who have
worked all their lives start to have
some money to spend.” —Marti Barletta,
            PrimeTime Women
 “One particularly puzzling category of youth-
 obsession is the highly coveted target of men
  18-34, and it‟s always referred to as „highly
     coveted category.‟ Marketers have been
 distracted by men age 18-34 because they are
 getting harder to reach. So what? Who wants
to reach them? Beyond fast food and beer, they
  don‟t buy much of anything. … The theory is
    that if you „get them while they‟re young,

                   What
      they‟re yours for life.‟

            nonsense!‖
         —Marti Barletta, PrimeTime Women
“Marketers attempts at reaching those
    over 50 have been miserably
           No market’s
  unsuccessful.
 motivations and needs
     are so poorly
understood.” Peter Francese, founding
                           —

         publisher, American Demographics
Possession Experiences /“Desires
for things”/Young adulthood/to 38
Catered Experiences/ “Desires to
  be served by others”/Middle
          adulthood

 Being Experiences/“Desires for
transcending experiences”/Late
           adulthood
  Source: David Wolfe and Robert Ageless Marketing
Brand Loyalty: Stable
or Unstable/Fickle?

 Serial Monogamy:
A Personal Odyssey
     Tom Peters/0411.07
Beer: National Boh to Bud to Anchor Steam to Zilch
Car: Chevrolet (1942-1962) to misc to Subaru
Biz Clothes: Various warehouses to Brooks to Nordstrom to Milan
Biz: Big (U.S. Navy, McKinsey) to Small (de facto self-employed)
Sports clothes: Misc-cheap to Northface
Spouse: ―Sexy broad‖ (wife #1) to Best friend/Brainy (+sexy)
School: Cornell to Stanford to RISD (Go Nads!)
Pens: Cross to Bic
Food: Safeway to Whole Foods
Music: Beatles to Queen
Home Furnishings: With it to Comfortable
Home: SF Bay Area to West Tinmouth VT
Favorite sport: Lacrosse-Crew to Speed Walking-Trekking-Rowing
Favorite MLB, NFL: Orioles-Baltimore Colts to A‘s-Raiders (Warriors!)
Favorite magazine: Life to Wired
Favorite media: Print-Radio to Web-Radio
Favorite airline: TWA to American to Lufthansa
Home: East to West
Vacations: USA to New Zealand
Price: Cheap to Varied (Wal*Mart to Milan)
Hotel: Ramada/Holiday Inns to Four Seasons/Leading Hotels
Restaurants: McDonald‘s to Hole in the wall
Stores: Misc/Big to Little shops
Loyalty: Serial monogamy (just as loyal now as then; ―love ‘em, then leave ‘em‖)
 “Older people have an image problem. As
a culture, we‟re conditioned toward youth.
    … When we think of youth, we think
„energetic and colorful;‟ when we think of
middle age or „mature,‟ we think „tired and
washed out.‟ and when we think of „old‟ or
  „senior,‟ we think either „exhausted and
 gray‟ or, more likely, we just don‟t think.
      … The financial numbers are
absolutely inarguable—the Mature
Market has the money. Yet advertisers
remain astonishingly indifferent to them.
                  …”
       —Marti Barletta, PrimeTime Women
   “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
  “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)
    Women‘s Trifecta+


  *Buy/all
 *Wealth/all
*Lead/better
+Eclipse of males/whoops
    (Retire-old/Poorly educated-young)
Boomers‘-Geezers‘-Women‘s Trifecta+


     *Buy/all
   *Wealth/all
  *time left/lots
    *Eclipse of males/retire-die
Caroline Flint, Housing Minister, UK: ―lifetime
homes,‖ all ―wheelchair friendly‖ by
2013, 16 features including ground floor
toilet, wide stairways take stair-lift,
gently sloping approach to front door,
low window sills, walls easy adaptation,
doors and hallways wide enough for
wheelchair; applies to all public housing
by 2011, 2010 standards for private
sector if not prior voluntary compliance

Source: Guardian 0225.08
  End
Part 1.3

								
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