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Transcript of HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.
![Page 1: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/1.jpg)
HRmaster(short)
Tom Peters/HR.com/10.26.2004
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Slides at …
tompeters.com
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V.A. Moment …
1Y/2N: Commerce Bank2 Pizzas: JB
Plastic Bulldozer: MD
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XYZ Corp: Complete Vision & Values
Any Service or Product is yours for
absolutely NO CHARGE if any employee says—or implies—to you
at any point …
“It’s Not My Fault.”
V. Big Cheese, Founder, CEO & Dictator
![Page 5: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/5.jpg)
Employee Manual
Item 1.0. I.N.M.F. =
F.O.
![Page 6: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/6.jpg)
#1
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Tom Peters’
Re-Imagine!Business Excellence in
a Disruptive Age
HR.com/Phoenix/26October2004
![Page 8: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/8.jpg)
Re-imagine!
Summer 2004: Not Your
Father’s World I.
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26
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“We’re now entering a new phase of business where the group will be a
franchising and management company where brand management is central.” —David
Webster, Chairman, InterContinental Hotels Group
“InterContinental will now have far more to do with brand ownership than hotel
ownership.” —James Dawson of Charles Stanley (brokerage)
Source: International Herald Tribune, 09.16, on the sacking of CEO Richard North, whose entire background is in finance
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My Story.
![Page 12: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/12.jpg)
A Coherent Story: Context-Solution-BedrockContext1: Intense Pressures (China/Tech/Competition)
Context2: Painful/Pitiful Adjustment (Slow, Incremental, Mergers)
Solution1: New Organization (Technology, Web+ Revolution, Virtual-“BestSourcing,”“PSF” “nugget”)
Solution2: No Option: Value-added Strategy (Services- Solutions-Experiences-DreamFulfillment “Ladder”)
Solution3: “Aesthetic” “VA” Capstone (Design-Brands)
Solution4: New Markets (Women, ThirdAge)
Bedrock1: Innovation (New Work, Speed, Weird, Revolution)
Bedrock2: Talent (Best, Creative, Entrepreneurial, Schools)
Bedrock3: Leadership (Passion, Bravado, Energy, Speed)
![Page 13: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/13.jpg)
1. Re-imagine Everything: All Bets Are Off.
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“One Singaporean worker costs as much as …
3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”
Source: The Straits Times/08.18.03
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“Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok
Fashion City”/ “managed asset reflation” (add to brand value of
Thai textiles by demonstrating flair and design excellence)
Source: The Straits Times/03.04.2004
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2. Re-imagine Permanence:
The Emperor Has No Clothes!
![Page 17: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/17.jpg)
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
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3. Re-imagine Organizing I:
IS/IT Leads the (Virtual) Way!
![Page 19: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/19.jpg)
07.04/TP In Nagano …
Revenue: $10B
FTE: 1*
*Maybe
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Not “out sourcing”Not “off shoring”
Not “near shoring”Not “in sourcing”
but …
“Best Sourcing”
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4. Re-imagine the Organizing II: The
Professional Service Firm (“PSF”) Imperative.
![Page 22: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/22.jpg)
Sarah: “ Papa, what do you do?”
Papa: “I’m ‘overhead.’ ”
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Sarah: “ Daddy, what do you do?”
Papa: “I manage a ‘cost center.’ ”
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Sarah: “ Daddy, what do you do?”
Papa: “I’m a ‘bureaucrat.’ ”
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Answer: PSF![Professional Service Firm]
Department Head
to …
Managing Partner, Finance [IS, etc.] Inc.
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“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)
![Page 27: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/27.jpg)
Eichorning
Mantra: “Eichorn it!”
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5. Re-imagine Business’
Basic Value Proposition: PSFs Unbound/ The
“Solutions Imperative.”
![Page 29: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/29.jpg)
And the “M” Stands for … ?
Gerstner’s IBM: “Systems Integrator of choice.” (BW)
IBM Global Services: $35B
![Page 30: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/30.jpg)
“Big Brown’s New Bag: UPS Aims to Be the Traffic Manager
for Corporate America” —Headline/BW/07.19.2004
![Page 31: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/31.jpg)
6. Re-imagine Enterprise as
Theater I: A World of Scintillating “Experiences.”
![Page 32: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/32.jpg)
“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
![Page 33: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/33.jpg)
The “Experience Ladder”
Experiences Services
Goods Raw Materials
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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
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7. Re-imagine Enterprise as
Theater II: Embracing the
“Dream Business.”
![Page 36: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/36.jpg)
“The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as
companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based
society whose icon is the computer. We stand facing the fifth kind of
society: the Dream Society.
… Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and
services.” —Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business
![Page 37: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/37.jpg)
Six Market Profiles
1. Adventures for Sale2. The Market for Togetherness, Friendship and Love3. The Market for Care4. The Who-Am-I Market5. The Market for Peace of Mind6. The Market for Convictions
Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business
![Page 38: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/38.jpg)
Six Market Profiles
1. Adventures for Sale/IBM2. The Market for Togetherness, Friendship and Love/IBM3. The Market for Care/IBM4. The Who-Am-I Market/IBM5. The Market for Peace of Mind/IBM6. The Market for Convictions/IBM
Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business
![Page 39: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/39.jpg)
Experience Ladder/TP
Dreams Come True Awesome Experiences
SolutionsServicesGoods
Raw Materials
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’70s: Cost (BCG’s “cost curves”)
’80s: TQM-CI (Japan)
’90s: Service
’00s: Solutions/Experiences’10s: Dream Fulfillment
![Page 41: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/41.jpg)
8. Re-imagine the “Soul” of Enterprise:
Design Rules!
![Page 42: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/42.jpg)
“Having spent a century or more focused on other goals—solving manufacturing problems, lowering
costs, making goods and services widely available, increasing convenience, saving energy—we are
increasingly engaged in making our world special. More people in more aspects of life are drawing
pleasure and meaning from the way their persons, places and things look and feel. Whenever we have the
chance, we’re adding sensory, emotional appeal to ordinary function.” — Virginia Postrel, The Substance of Style: How
the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness
![Page 43: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/43.jpg)
9. Re-imagine the Fundamental Selling
Proposition: “It” all adds up to …
THE BRAND (THE STORY).
![Page 44: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/44.jpg)
“WHAT’S OUR
DREAM?”
![Page 45: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/45.jpg)
“WHAT’S OUR
STORY?”
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Story > Brand
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“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 to how we work with others.
Companies will 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
![Page 48: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/48.jpg)
10. Re-imagine the Roots of Innovation: THINK WEIRD … the
High Value Added Bedrock.
![Page 49: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/49.jpg)
Saviors-in-Waiting
Disgruntled CustomersOff-the-Scope Competitors
Rogue EmployeesFringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
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Measure “Strangeness”/Portfolio Quality
StaffConsultants
BoardVendors
Out-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/ITHQ LocationLunch Mates
Language
![Page 51: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/51.jpg)
11. Re-imagine the Customer I:
Trends Worth Trillion$$$ …
Women Roar.
![Page 52: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/52.jpg)
?????????
Home Furnishings … 94%Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)All consumer purchases … 83%
Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%
Health Care … 80%
![Page 53: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/53.jpg)
1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.
![Page 54: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/54.jpg)
12. Re-imagine the Customer II: Trends Worth
Trillion$$$ … Boomer Bonanza/ Godzilla
Geezer.
![Page 55: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/55.jpg)
2000-2010 Stats
18-44: -1%
55+: +21%(55-64: +47%)
![Page 56: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/56.jpg)
“The New Consumer Majority [age 44-65] is the only
adult market with realistic prospects for significant
sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert
Snyder, Ageless Marketing
![Page 57: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/57.jpg)
13. Re-imagine
Excellence I: The Talent
Obsession.
![Page 58: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/58.jpg)
Brand = Talent.
![Page 59: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/59.jpg)
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
![Page 60: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/60.jpg)
“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
![Page 61: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/61.jpg)
14. Re-imagine Excellence II: Meet the
New Boss … Women Rule!
![Page 62: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/62.jpg)
“AS LEADERS, WOMEN RULE: New Studies find that female managers
outshine their male counterparts in almost
every measure”Title, Special Report/BusinessWeek
![Page 63: HRmaster (short) Tom Peters/HR.com/10.26.2004. Slides at … tompeters.com.](https://reader036.fdocuments.in/reader036/viewer/2022062409/56649f535503460f94c77868/html5/thumbnails/63.jpg)
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: Women Managers
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15. Re-imagine Excellence III: New
Education for A New World
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“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 grade in art at such a young age? His teacher 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!
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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
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16. Re-imagine Leadership for Totally Screwed Up
Times:
The Passion Imperative.
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“In Tom’s world, it’s always better to try a
swan dive and deliver a
colossal belly flop than to step timidly off the
board while holding your nose.” —Fast Company /October2003
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Start a Crusade!
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G.H.: “Create a ‘cause,’ not a ‘business.’
”
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Make It a Grand
Adventure!
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“Ninety percent of what we call ‘management’ consists of making it difficult for people to
get things done.” – Peter Drucker
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“I don’t know.”
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Quests!
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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.”
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Yes!!!!!!!!!!!!!!!!!
“free to do his or her absolute best” …
“allow its members to discover their
greatness.”
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“Reward excellent
failures. Punish mediocre
successes.”Phil Daniels, Sydney exec (and, de facto, Jack)
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Dispense Enthusiasm!
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BZ: “I am a … Dispenser of Enthusiasm!”
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“You can’t behave in a calm, rational
manner. You’ve got to be out there on
the lunatic fringe.” —
Jack Welch
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#4
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New Economy. New Biz Degrees.
Tom Peters/10.23.2004
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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MBA
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15 “Leading” Biz Schools
Design/Core: 0Design/Elective: 1
Creativity/Core: 0Creativity/Elective: 4
Innovation/Core: 0Innovation/Elective: 6
Source: DMI/Summer 2002
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“There is little evidence that mastery of the knowledge
acquired in business schools enhances people’s careers, or
that even attaining the MBA credential itself has much effect on graduates’ salaries or career attainment.” —Jeffrey Pfeffer (tenured professor,
Stanford GSB/2004)
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Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press
“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit
anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”
Approximately 640 Index entries: Customer/s (service,
retention, loyalty), 4. People (employees, motivation, morale, worker/s), 0.
Innovation (product development, research & development, new products), 0.
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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MFA (Master of Fine Arts)
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“The past few decades have belonged to a certain kind of person with a certain kind of mind—computer
programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch
numbers. But the keys to the kingdom are changing hands. The future belongs to a very different kind of
person with a very different kind of mind—creators and empathizers, pattern recognizers and meaning makers.
These people—artists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers—will now reap society’s richest rewards and share its
greatest joys.” —Dan Pink, A Whole New Mind
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“The MFA is the new
MBA.” —Dan Pink, A Whole New
Mind
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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MMM1 (Master of Metaphysical Management)
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“We’re now entering a new phase of business where the group will be a
franchising and management company where brand management is central.” —David
Webster, Chairman, InterContinental Hotels Group
“InterContinental will now have far more to do with brand ownership than hotel
ownership.” —James Dawson of Charles Stanley (brokerage)
Source: International Herald Tribune, 09.16, on the sacking of CEO Richard North, whose entire background is in finance
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“Most executives have no idea how to add value to a market in the metaphysical
world. But that is what the market will cry out for in the future. There is no lack of ‘physical’ products to
choose between.”
Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.]
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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MMM2/MM (Master of Metabolic Management/Master of Madness)
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“The organizations we created have become tyrants. They have taken
control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls
that no one can scale or penetrate or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits.
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“Strategy meetings held once
or twice a year” to “Strategy meetings needed several
times a week”
Source: New York Times on Meg Whitman/eBay
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“How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation,
discovery and competition? Do we value stability and control? Or evolution and learning? Do we think that progress requires a central blueprint? Or do we see it as a decentralized, evolutionary process? Do we see mistakes as permanent disasters? Or the correctable
byproducts of experimentation? Do we crave predictability? Or relish surprise? These two poles,
stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel,
The Future and Its Enemies
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“We are in a
brawl with no rules.”
Paul Allaire
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“If it works, it’s
obsolete.”
—Marshall McLuhan
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“If things seem under control, you’re just not
going fast enough.”
Mario Andretti
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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MGLF (Master of Great Leaps Forward)
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Re-imagine General Electric
“Welch was to a large degree a growth-by-acquisition man. ‘In the late ’90s,’ Immelt says, ‘we became
business traders, not business growers. Today organic growth is absolutely the biggest task of everyone of
our companies. If we don’t hit our organic growth
targets, people are not going to get paid.’ … Immelt has staked GE’s future growth on the force
that guided the company at it’s birth and for much of its history: breathtaking, mind-
blowing, world-rattling technological innovation.” —“GE Sees the Light”/Business 2.0/July 2004
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“To grow, companies need to break out of a vicious
cycle of competitive benchmarking and
imitation.” —W. Chan Kim & René Mauborgne,
“Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03
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Innovation!
NOT
Imitation
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“This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure
out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and
Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo
(marketing the same Game Boy 14 years in a row)? It’s like trying to drive
looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. They’re on the fringes.
Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The
leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you
decide to do it.” —Seth Godin, Fast Company/02.2003
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“Beware of the tyranny of making Small
Changes to Small
Things. Rather, make
Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo
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Bottom line: No promotion to senior levels of public or private enterprise should ever again be granted to anyone who does not
present a CV saturated by a clear and compelling demonstration of sustained commitment to Radical Change. Do we wish for “good
strategists”? Why not! But the heart of the matter goes far beyond any plan, no matter how brilliant. The heart of the matter is Heart &
Will ... a record of upsetting apple carts, dislodging “establishments,” and fundamentally altering deep-rooted
“cultures” to embrace change of the most primal sort. I titled my most recent book Re-imagine! Business Excellence in a Disruptive
Age. “Excellence” in a “disruptive age” is not excellence amidst placid waters. The notion of excellence itself changes ...
dramatically. We need our public and private Churchills, leaders who can re-imagine, who can call forth wellsprings of daring and
guts and spirit and spunk, from one and all, to topple the way things may have been for many generations—and who inspire us
to venture forth into today’s and tomorrow’s whitewaters with insouciance and bravado and determination.
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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MTD (Master of Talent Development)
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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
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“AS LEADERS, WOMEN RULE: New Studies find that female managers
outshine their male counterparts in almost
every measure”Title, Special Report/BusinessWeek
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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GGWGTDw/oC(Guy/Gal Who Gets Things Done without Certificate)
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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!)
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“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher
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A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”
“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I
give you my word as a gentleman that I will pay you what you ask.”
The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single
sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.
And paid him the agreed-upon $25,000.
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1. Every morning, write a list of the things that need to be done that day.
2. Do them.
Source: Hugh MacLeod/tompeters.com/NPR
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“When assessing candidates, the first thing I looked for was energy and
enthusiasm for execution. Does she talk about the thrill of getting things
done, the obstacles overcome, the role her people played—or does she keep
wandering back to strategy or philosophy?” —Larry Bossidy,
Honeywell/AlliedSignal, in Execution
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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DE!(Doctor of Enthusiasm) (!)
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“A leader is a dealer in hope.”
Napoleon
(+TP’s writing room pics)
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USN&WR/What traits do successful activists share?
Studs Terkel, age 91: “They have hope, and
they imbue others with hope.”
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Hackneyed but none the less
true: LEADERS SEE CUPS AS “HALF
FULL.”
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New Economy Biz Degree Programs
MBA (Master of Business Administration)
MFA (Master of Fine Arts)
MMM1 (Master of Metaphysical Management)
MMM2/MM (Master of Metabolic Management, or Master of Madness)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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#3
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Creativity: Short Takes
Tom Peters/10.26.2004
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Frameworks
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Age of AgricultureIndustrial Age
Age of Information IntensificationAge of Creation Intensification
Source: Murikami Teruyasu, Nomura Research Institute
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Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge workers)
Conceptual Age (creators and empathizers)
Source: Dan Pink, A Whole New Mind
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“The Dawn of the Creative Age”
“There’s a whole new class of workers in the U.S. that’s 38-million strong: the creative class. At its core are the scientists, engineers, architects, designers, educators, artists, musicians
and entertainers whose economic function is to create new ideas, new technology, or new content. Also included are the creative professions of business and finance, law, healthcare
and related fields, in which knowledge workers engage in complex problem solving that involves a great deal of
independent judgment. Today the creative sector of the U.S. economy, broadly defined, employs more than 30% of the
workforce (more than all of manufacturing) and accounts for more than half of all wage and salary income (some $2 trillion)—almost as much as the manufacturing and service sectors together. Indeed, the United States has now entered
what I call the Creative Age.” —“America’s Looming Creativity Crisis”/ Richard Florida/ HBR/10.04
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TP’s “New World of Work”/Circa 1995
Context: White-collar BloodbathWork: WOW Projects!Individual: Brand You
Org: PSF (Professional Service Firm) “Model”
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#7
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Tom Peters Squares Off with Jim Collins. Or:
The Case for …
Technicolor!Tom Peters/03.16.2004
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I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders
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I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders
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Good to Great: Fannie Mae … Kroger … Walgreens … Philip
Morris … Pitney Bowes … Abbott … Kimberly-Clark … Wells Fargo
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Great Companies … SET THE AGENDA.
(Period.)
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AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers
US Steel … Ford … Macy’s … Sears … Litton Industries … ITT … The Gap … Limited … Wal*Mart … P&G … 3M …
Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Oracle …
Microsoft … Enron … Schwab … GE … Southwest … Laker …People Express
… Ogilvy … Chiat/Day … Virgin … eBay … Amazon … Sony … BMW … CNN …
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I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders
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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
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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
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“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)
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“The corporation as we know it, which is now 120 years old, is
not likely to survive the next 25 years. Legally and
financially, yes, but not structurally and economically.”
Peter Drucker, Business 2.0
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I. Good to GreatII. Built to LastIII. Quiet, Humble Leaders
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Huh?
“Humility: The Surprise Factor in Leadership … bosses with Gung-
ho Qualities and Charisma May Be Out of Fashion” —Headline/FT/
re JCollins/10.03 (TP: scribble: “Nelson, Wellington, Montgomery, Disraeli, Churchill, Thatcher”)
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WellingtonNelsonDisraeliChurchill
MontgomeryThatcher
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“Humble” Pastels?
T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. FranklinA. Lincoln/U.S. Grant/W.T. Sherman
TR/FDR/LBJ/RR/JFKPatton/Monty/Halsey
M.L. King/C. de Gaulle/M. Gandhi/W. ChurchillPicasso/Mozart/Copernicus/Newton/Einstein/Djarassi/Watson
H. Clinton/G. Steinem/I. Gandhi/G. Meir/M. Thatcher E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B. Gates/
S. Jobs/S. McNealy/T. Turner/R. Murdoch/W. Wriston A. Carnegie/J.P. Morgan/H. Ford/S. Honda/J.D. Rockefeller/
T.A. Edison Rummy/Norm/Henry/Wolfie
Elizabeth Cady Stanton/Susan B. Anthony/Martha Cary Thomas/Carrie Chapman Catt/Alice Paul/Anna Elizabeth
Dickinson/Arabella Babb Mansfield/Margaret Sanger
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“the wildest chimera of a moonstruck
mind” —The Federalist on
Jefferson’s Louisiana Purchase
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Herman Melville on JPJ: “intrepid, unprincipled,
reckless, predatory, with boundless ambition,
civilized in externals but a savage at heart.” —from Evan
Thomas, John Paul Jones: Sailor, Hero, Father of the American Navy
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“a vainglorious self-promoter spoiling for
a fight” —Arthur Koestler on Galileo
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“In my experience, all successful
commanders are prima donnas, and must be so
treated.” —George S. Patton
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Jim Collins vs. Michael Maccoby
“quiet, workmanlike, stoic”vs.
“larger-than-life leaders”/ “egoists, charmers, risk-takers with big
visions”: Carnegie, Rockefeller, Edison, Ford, Welch, Jobs, Gates
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“In Italy for 30 years under the Borgias they had warfare, terror,
murder, bloodshed—and produced Michelangelo, da Vinci
and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce—the cuckoo clock.”
Orson Welles, as Harry Lime, in The Third Man
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#5
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Tom Peters’
The
Talent50
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The Talent50
1. People first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital Added.4. Talent “excellence” in every part of the organization.5. P.O.T./Pursuit Of Talent = Obsession.6. HR sits at The Head Table.7. HR is “cool.”
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The Talent50
8. Re-name “HR.” (Talent Department, Center of Talent Excellence)9. There’s an HR Strategy10. There is a FORMAL Recruitment Strategy.11. There is a FORMAL Leadership Development Strategy.12. There is a “world class” Leadership Development Center.13. There is a FORMAL-STRATEGIC HR Review Process.14. The “Top100,” and every unit’s Top10, are consciously managed.
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The Talent50
15. “People/Talent Reviews” are the FIRST reviews.16. HR Strategy = Business Strategy.17. Make it a Cause Worth Signing Up For..
18. Set Sky High Standards.19. Enlist everyone in Challenge Century21.20. Pursue the Best!21. Up or Out.22. Ensure that the Review Process has INTEGRITY.23. Pay!
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The Talent50
24. Training I: Train! Train! Train!25. TII: 100% “business people.”26. TIII: 100% Leaders.27. TIV: Boss as Trainer-in-Chief.28. Open Communication I: NO BARRIERS.29. Open Communication II: Share Information. (ALL!)30. Respect!31. INTEGRITY!32. Treat the Whole Individual.
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The Talent50
33. Places of “grace.”34. MBWA: The “Rudy Rule.”35. Thank You!36. Promote for “people skills.” (ALL ELSE IS SECONDARY.)37. Honor youth.38. Early leadership assignments.39. Fast Tracking is the norm.40. Create a System of Mentoring.
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The Talent50
41. Diversity!42. Diversity starts on the Board of Directors.43. WOMEN RULE.44. Weird Wins.45. We are all unique. 46. Bosses “win people over.”47. GOAL: Adventures of Mutual Discovery.48. Foster Independence.49. Enthusiasm!
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The Talent50
50. Talent = Brand.