Tom Peters at Transforming Work Life Organizations Conference 2158

8/3/2019 Tom Peters at Transforming Work Life Organizations Conference 2158

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Punchline Punchline


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TheThe lastlast

word:word: ThereThereisis nono lastlast

word.word.


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NEW ZEALANDNEW ZEALAND20072007


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Ho hum: 2+ weeks in New Zealand o hum: 2+ weeks in New Zealand

PfizerPfizer

FordFord

GapGap

ChryslerChryslerYahooYahoo

microsoftmicrosoft

wal*martwal*mart??????

??????


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It isIt is

notnot

thethe

strongest of thestrongest of the

species that survives,species that survives,

nornorthe mostthe most

intelligent, butintelligent, but thethe

one most responsiveone most resp

onsiveto changeto chang

e.. Charles Darwin


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Tom Peters X25*om Peters X25*

EXCELLENCEXCELLENCE. ALWAYS.E. ALWAYS.Transforming Life, Work, & Organizationsransforming Life, Work, & OrganizationsManchester, England, 07 March 2007anchester, England, 07 March 2007

*In Search o f Exce l lencen Search o f Exce ll ence 1982-20071982-2007


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Slides at

tompeters.comtompeters.com


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--

ENCE??ENCE??


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I am often asked by would-beentrepreneurs seeking escape from life

within huge corporate structures, Howdo I build a small firm for myself? The

answer seems obvious:Buy aBuyavery large oneverylarge one

and just waitand just wait..Paul Ormerod, W hy M os t T h i ngs Fa i l:

E v o lu t ion , E x t i nc t ion and E conom i cs


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S&P Stability Ratings* 1985 2006Low Risk 41%Low Risk 41%

13%13%Average Risk 24% 14%

High RiskHigh Risk 35%35%

73%73%

*Likelihood of stable long-term earnings growth


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EXCELLENCE.XCELLENCE.CIRCA 1982.IRCA 1982.


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Excellence1982: The Bedrock Eight Basicsxcellence1982: The Bedrock Eight Basics1. A Bias for. A Bias for Actionction2. Close to the. Close to the Customerustomer3.. Autonomutonomy andandEntrentrepreneurshieneurship4. Productivity Through. Productivity Through Peoeoplee5.. Hands Onands On, Value-Drivenalue-Driven6.. Stick totick to the Knittingthe Knitting7.. Simimplee Form,Form, Leanean StaffStaff8. Simultaneous. Simultaneous Loose-Tightoose-TightPropertiesroperties


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ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields$85,00085,000

EI: $10,000 yields$140,050140,050 *Forbes/Excellence Index/Basket of 32 publicly traded stocks


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EXCELLENCEXCELLENCE.ASPIRATION.SPIRATION.


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Why in theWhy in the

world didworld didyou go toyou go to

SSiberiaiberia??


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Enterprise* ** (*at its best):AnAnemotionalemotional,, vitalvital,, innovativeinnovative,,

joyfuljoyful,, creativecreative,,entrepreneurialentrepreneurialendeavorendeavor

that elicits maximumthat elicits maximum

concertedconcerted

human potential inhuman potential in

thethe wholeheartedwholeheartedserviceservice of othersof others.***

**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary


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EXCELLENCEXCELLENCE. INNOVATE.INNOVATE.OR. DIE.R. DIE.


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More than $$$$#11 R&Dspending,

last 25 years?


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InnoTacnnoTacs


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WeWe becomebecome

who we hangwho we hang

out with 1out with 1


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Measure Strangeness/Portfolio Qualityeasure Strangeness/Portfolio QualityStafftaff

ConsultantsonsultantsVendorsendorsOut-sourcing Partnersut-sourcing Partners (#, Quality)#, Quality)Innovation Alliance Partnersnnovation Alliance PartnersCustomersustomersCompetitorsompetitors (who we benchmark against)who we benchmark against)

Strategic Initiativestrategic InitiativesProduct Portfolioroduct Portfolio (LineEx v. Leap)LineEx v. Leap)IS/IT ProjectsS/IT ProjectsHQ LocationQ LocationLunch Matesunch MatesLanguageanguageBoardoard


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Diverse groups of problem solversDiverse groups of problem solvers

groups of people with diverse toolsgroups of people with diverse tools

consistently outperformed groups of theconsistently outperformed groups of the

best and the brightest. If I formed twobest and the brightest. If I formed two

groups, one random (and thereforegroups, one random (and thereforediverse) and one consisting of the bestdiverse) and one consisting of the best

individual performers, the first groupindividual performers, the first group

almost always did better. almost always did better.

DiversityDiversitytrumpedtrumpedabilityability.. Scott Page,Scott Page, T he D i f fe r ence : Howhe D i f f e r ence : How

t he P ow er o f D i v e r s it y C r ea t es B e t t e r G r oups ,he P ow er o f D i ve r s i ty C r ea t es B e t t e r G r oups ,F i r ms , S choo l s, and S oc i e t iesF i r ms , S choo l s, and S oc i e t ies


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Why Do I love Freaks?(1) Because when Anything Interesting happens it was(1) Because when Anything Interesting happens it was

aa freakfreakwho did it. (Period.)who did it. (Period.)

(2)(2) FreaksFreaks are fun. (Freaks are also a pain.) (Freaks areare fun. (Freaks are also a pain.) (Freaks arenever boring.)never boring.)

(3) We need(3) We need freaksfreaks. Especially in freaky times. (Hint: These. Especially in freaky times. (Hint: These

are freaky times, for you & me & the CIA & the Army &are freaky times, for you & me & the CIA & the Army &

Avon.)Avon.)(4) A critical mass of(4) A critical mass offreaks-in-our-midstfreaks-in-our-midstautomaticallyautomatically

make us-who-are-not-so-freaky at least somewhat moremake us-who-are-not-so-freaky at least somewhat more

freaky. (Which is a Good Thing in freaky timesseefreaky. (Which is a Good Thing in freaky timessee

immediately above.)immediately above.)

(5)(5) FreaksFreaks are the only (ONLY) ones who succeedas in,are the only (ONLY) ones who succeedas in,make it into the history books.make it into the history books.

(6)(6) FreaksFreaks keep us from falling into ruts. (If we listen tokeep us from falling into ruts. (If we listen to

them.) (We seldom listen to them.) (Which is why mostthem.) (We seldom listen to them.) (Which is why most

organizations are in ruts. Make that chasms.)organizations are in ruts. Make that chasms.)


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Normalormal= oo forfor800800


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Is at the TopIs at the Top

of theof the

BottleBottleWhere are you likely to find people with the least diversity of

experience, the largest investment in the past, and the greatestreverence for industry dogma:

At the


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WeWe becomebecome

who we hangwho we hang

out with 2out with 2


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hackyhacky

ikiikiWorldWorld

WowWow


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Wikinomics:Wikinomics:How MassHow Mass

CollaborationCollaborationChangesChanges

EverythingEverythingDon Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams


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The Billion-manhe Billion-manResearch Team:esearch Team:Companies offeringompanies offeringwork to onlineork to onlinecommunities areommunities are

reaping the benefitseaping the benefitsof crowdsourcing.f crowdsourcing.Headline,Headline, F TT , 0110.070110.07


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WikinomicsWikinomics

WikiWorldWikiWorld

Weapons of Mass collaborationWeapons of Mass collaboration

CrowdSourcingCrowdSourcing

smart mobssmart mobs

LinuxLinuxHuman genomE projectHuman genomE project

InnoCentiveInnoCentive

YouTubeYouTubeSecond LifeSecond Life

WikipediaWikipedia

MyspaceMyspace


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Rob McEwen/CEO/EO/Goldcorp Inc./oldcorp Inc./Red Lakeed Lake goldold

Source:Source: Wikinomics: How MassWikinomics: How Mass

Collaboration Changes EverythingCollaboration Changes Everything,,

Don Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams


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. .. ..y it.it. Screw it up.Screw it up.. Try it. Try it. TryTry it. Try it. Try

ry it. Try it. Try itry it. Try it. Try it

rew it up.rew it up. it. Tryit. TryTry it. try it.ry it. try it. Try itTry it

d


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doo

hingshings


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We have aWe have a

strategic plan.strategic plan.Its calledIts calleddoingdoing

thingsthings.. Herb Kelleher


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rillrill


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This is so simple it sounds stupid, but it isamazing how few oil people really understand

that you only findyou only find

oil if you drilloil if you drill

wellswells.. You may think youre

finding it when youre drawing maps andstudying logs, but you have to drill.

S o u r c e : T h e Hu n t e r s , by John Masters, Canadian O & Gwildcatter

tt


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trytry

hingshings


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We made mistakes, of course. Most of them wereWe made mistakes, of course. Most of them were

omissions we didnt think of when we initially wrote theomissions we didnt think of when we initially wrote the

software.software. We fixed them by doing it over and over,We fixed them bydoing it over and over,

again and againagain and again.. We do the same today. While ourWe do the same today. While our

competitors are still sucking their thumbs trying to makecompetitors are still sucking their thumbs trying to make

the design perfect, were already on prototype versionthe design perfect, were already on prototype version

##55..By the time our rivals areBy the time our rivals are

ready with wires and screws, we are on versionready with wires and screws, we are on version

##1010..

It gets back toIt gets back toplanning versus actingplanning versus acting:: We actWe act

from day onefrom dayone;; others plan howothers plan how

toto planplanfor monthsfor months.. B l o o m b e r gB l o o m b e r g


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..

things.hings.

.U .


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FAIL, FAILFAIL, FAIL

AGAIN. FAILAGAIN. FAIL

BETTER.BETTER.Samuel Beckett


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Fail .Fail .

Forward.Forward.

Fast.Fast.High Tech CEO, Pennsylvania


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Fail faster.Fail faster.

SucceedSucceed

Sooner.Sooner.

David Kelley/IDEO


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SamsSamsSecretSecret#1 !1 !


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RewardRewardexcellent failures.

PunishPunish

mediocresuccesses.

Phil Daniels, Sydney exec


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..

Miss.Miss.

tr .tr .


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..

FIRE!FIRE!


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You missYou miss

100100%% ofofthe shots youthe shots younever take.never take.

WayneWayne Gretzkyretzky


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EXCELLENCEXCELLENCE

. 4/40.4/40.


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4/4/4


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D e -e -cent -ent -ra l - i z -a l - i z -


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If if feelsIf if feels

painful andpainful andscarythatsscarythats

realrealdelegationdelegationCaspian Woods, small biz owner


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The True Logic* of Decentralization:6 divisions = 6 tries6 divisions = 6 tries

6 divisions = 66 divisions = 6 DIFFERENTDIFFERENTleaders = 6leaders = 6 INDEPENDENTINDEPENDENT

tries = Max probability oftries = Max probability of

winwin

6 divisions = 66 divisions = 6 veryvery DIFFERENTDIFFERENT

leaders = 6leaders = 6 veryvery INDEPENDENTINDEPENDENT

tries = Max probability oftries = Max probability offarfar

outout//3-sigma3-sigma winwin

*Driver: Law of Large #s


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Best practice =Best practice =

ZEROERO StandardStandardDeviationDeviation


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E x - e -x -e -c u -u -


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ExecutionExecution isis

thethe jjobobof theof thebusinessbusiness

leaderleader..Larry BossidyLarry Bossidy & RamCharan/ Execut ion : The D isc ip l ine o f Get t ing Th ings Done


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Execution isa

systematicsystematic

processprocess of rigorouslydiscussing hows and whats,tenaciously following through, and

ensuring accountability.Larr y Bossidy & Ram Charan/ Execut ion :

T h e D isc ip l i ne o f G e t t in g T h i n g s D o n e


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GoalGoal (Vision) =(Vision) =ProjectsProjects ==

MilestonesMilestones ==Rapid ReviewRapid Review ++

Truth-tellingTruth-telling ==accountabilityaccountability


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Costco figured outCostco figured out

thethe bigbig,, simplesimple thingsthings

andandexecutedexecutedwithwith

totaltotalfanaticismfanaticism..Charles Munger, Berkshire Hathaway


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A c -c -c o u n t - a -oun t - a -b i l - i ty !i l - i ty !


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GE has set aGE has set a

standard of candor.standard of candor. There is no There is no

puffery. puffery. There isntThere isntan ounce of denial inan ounce of denial in

the placethe place..Kevin Sharer, CEOAmgen,on the GE mystique ( Fo r tune )


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6 :15A .:15A .M ..


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DECENTRALIZATIONDECENTRALIZATION

.

.

EXECUTION.EXECUTION.

ACCOUTABILITY.ACCOUTABILITY.66:15A.M.:15A.M.


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EXCELLENCE.XCELLENCE.VALUE ADDED.ALUE ADDED.UP THEP THE

LADDER.ADDER.


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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDERI..

SOLVE IT.SOLVE IT.


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$5555B


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Big Browns New Bag: UPSBig Browns New Bag: UPS

Aims to Be theAims to Be theTrafficTraffic

Manager forManager forCorCorpporateorate

AmericaAmericaHeadline/B W /2004


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Up,Up,Up,Up,Up,Up,UpUp

the Value-added Ladder.


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The Value-added Ladder/ STUFF N THINGSTUFF N THINGS

GoodsoodsRaw MaterialsRaw Materials


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The Value-added Ladder/Stuff &TRANSACTIONSRANSACTIONS

Serv iceserv icesGoodsRaw Materials


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The Value-added Ladder/ OPPORTUNITY-SEEKINGPPORTUNITY-SEEKING

Gamechang ingamechang ingSolut ionso lut ionsServices

GoodsRaw Materials


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The business of selling is not just about matching viableThe business of selling is not just about matching viable

solutions to the customers that require them.solutions to the customers that require them. ItsIts

equally about managing theequally about managing thechange process the customerchange process the customer

will need to go through towill need to go through to

implement the solution andimplement the solution andachieve the value promisedachieve the value promised

by the solutionbythe solution.. One of the key differentiatorsOne of the key differentiatorsof our position in the market is our attention to managingof our position in the market is our attention to managingchange and making change stick in our customerschange and making change stick in our customers

organization.organization.* (*E.g.: CRM failure rate/Gartner:* (*E.g.: CRM failure rate/Gartner: 7070%)%)

Jeff Thull,Jeff Thull, T he P r i me S o l u t i on : C los e t he V a l uehe Pr ime So lu t ion : C lose the Va lueGap , I nc r eas e M ar g i ns , and W i n the C om p l ex S a leap , I nc r eas e M ar g i ns , and W i n the C om p l ex S a le


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The Value-added Ladder/ OPPORTUNITY-SEEKINGPPORTUNITY-SEEKINGImm plementedemented

Gamechang ingamechang ingSolut ionso lut ionsServicesGoodsRaw Materials


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Huge: CustomerSatisfactionSatisfaction versus

Customer

SuccessSuccess


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Department Headto

ManaginManaginggPartnerPartner,,

ISIS[HR, R&D, etc.]IncInc..


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P


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Core Mechanism:Game-changing Solutions

PSFPSF(Professional Service Firm model/The Organizing Principle)

+

Brand YouBrand You(Distinct or Extinct/The Talent)

+

Wow! ProjectsWow! Projects(Different vs Better/TheWork)


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HCare CIO: TechnologyExecutive(workin in a hospital)

Or/to:Full-scale,Full-scale,

AccountableAccountable (life or death)Member-Partner of XYZMember-Partner of XYZ

HospitalsHospitals Sen ioren iorHeal ineal in g -Serv icesServ ices(who happens to be a techie)


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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDERII.I.EXPERIENCE IT.EXPERIENCE IT.


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ExperiencesExperiencesare as distinctare as distinctfrom services asfrom services asservices are fromservices are from

goods.goods. Joe Pine & Jim Gilmore,T h e E x p e r ie n c e E c o n o m y : W o r k I s T h e a tr e & E v e r y

B us i nes s a S t age


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Experience: Rebel Lifestyle!What we sell is theWhat we sell is the

ability for a 43-year-oldability for a 43-year-old

accountant to dress inaccountant to dress in

black leather, rideblack leather, ridethrough small towns andthrough small towns and

have people be afraidhave people be afraidof him.of him.

HarleyHarley exec, quoted in Resu l t s -Based Leadersh ip


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The Value-added Ladder/ MEMORABLE CONNECTIONEMORABLE CONNECTION

Spel lb ind ingpel lb ind ingExper iencesxper iences Gamechanging SolutionsServices

GoodsRaw Materials


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CCXXOO**Chief eXperience Officer


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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDERIII.II.

DREAM IT.DREAM IT. urn ure v . ream

We do not sell furniture at


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Domain. We sellWe sell

dreamsdreams. This isaccomplished by addressing the

half-formed needs in ourcustomers heads. By

uncovering these needs, we, in

essence, fill in the blanks.Weconvert needs into

dreams. Sales are the


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The Value-added Ladder/EMOTIONMOTION

Dr ea m s C o m er ea m s C o m eTruer ueSpellbinding ExperiencesGamechanging SolutionsServicesGoodsRaw Materials

DMDM*


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CCDMDM*


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Dream s Com e True :reams Com e True :IBMBMUPSPS


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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDER

III.II.ALL YOU NEED ISALL YOU NEED ISLOVE.LOVE.

B dB d


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BrandsBrands

have run outhave run out

of juice.of juice.

TheyreTheyredeaddead..Kevin Roberts/Saatchi &

Saatchi


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Kevin Roberts:

LovemarLovemar

ksks!!


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The Value-added Ladder/ ECSTASYCSTASY

LovemarkLovemarkD r e a m s C o m e Tr u eS pe l lb ind ing E xper iences

ServicesGoodsRaw Materials


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CCLLOO**ChiefLovemark Officer


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EXCELLENCE.XCELLENCE.NEW VALUEEW VALUEEQUATION.QUATION.

NEW C-NEW C-levels.evels.


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CCRR

OO**Chief RevenueRevenue Officer


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CCXXOO**Chief ee

XXperienceperience Officer

DM*


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CCDMDM*


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CCFFO*O**ChiefFestivalsOfficer


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CCPII ***ChiefPortal Impresario


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C WWwwM**

*Chief*Chief WikiWorldWikiWorld ManiacManiac


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CCCCO*O**ChiefConversations Officer


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CCLLOO**ChiefLovemarkLovemark Officer


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CCSSO*O**ChiefSeduction Officer


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CCSTSTOO**ChiefStorytellingStorytelling Officer


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CCDDOO**Chief DesignDesign Officer


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CCtataOO**Chieftalent acquisitiontalent acquisitionOfficer


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CCFAFAOO**Chief*Chieffreaks acquisitionfreaks acquisitionOfficerOfficer


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CCQQOO**Chiefquest-meisterquest-meister


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CCTT

OO**ChiefThrillsThrills Officer


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CCWW

OO**Chief*Chief WOWWOW OfficerOfficer


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CC!!

OO**Chief ! Officer


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women.women.OOMERSOOMERS

GEEZERS.GEEZERS.

OOME


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OOMES.S.

Chi


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ForgetForget ChinaChina,,

IndiaIndia and theand the

InternetInternet: Economic: EconomicGrowth Is DrivenGrowth Is Driven

byby WomenWomen..Headline, E conomi s t , April 15, 2006, Leader, page 14

Womensomens Trifecta+Trifec a+**BBuy


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**BuyBuy

**WealthWealth

**LeadLead

++ECLIPSE OFECLIPSE OF

MALESMALES


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Not Just America

Boys FallingBoys Falling

SevenSeven YearsYearsBehind GirlsBehind Girls

at GCSE Levelat GCSE Levelheadline, Week l y Te l eg r a ph , UK, 10.25.06

omen


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omen

are

thethe

majority

k t

The Perfect Answer


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The Perfect Answer

Jill and Jack buyslacks inblack


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She knows moreknows more about the

[Volvo] than the salesmanman who greetsher at the door. But how is she

treated? As if she has a low IQlow IQ, is

slightlyhard of hearinghard of hearing, and reallyhas no rightno right to be buying a luxury car;and if she brought a male friend withher, odds are 10:1 that the clueless

salesperson spent most of his timespeaking to himspeaking to him .S el l i ng to Men , Se l l i ng to

W o m e n , Jeffery Tobias Halter


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Women dont buy

brands. TheyThey

join themjoin them..EVEolut ion


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Selling to men:TheTheTRANSACTION ModelModel

Selling to Women:TheTheRELATIONAL ModelModel

Source: S e l l ing t o M en , S e l l ing t o W omen , Jeffery Tobias Halter


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Week #8:Week #8:

testosteronetestosteronetime!time!**Louann Brizendine, Neuropsychiatrist, T he Fem a l e B r a in . Week#8/Testosterone surge kills: communication cells; grows: sex& aggression cells . Also/E.g.: 10X to 20X, F eye contact/look

for emotional signals by 3 months. Later: F, more sentences that

begin with Lets ; more likely to take turns

1. Men and women are different.1. Men and women are different.


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1. Men and women are different.e a d o e a e d e e t2. Very different.2. Very different.

3.3. VERY, VERY DIFFERENTVERY, VERY DIFFERENT..4. Women & Men have a-b-s-o-l-u-t-e-l-y4. Women & Men have a-b-s-o-l-u-t-e-l-y

nothing in common.nothing in common.

5. Women buy lotsa stuff.5. Women buy lotsa stuff.

6.6. WOMEN BUY A-L-L THEWOMEN BUY A-L-L THESTUFFSTUFF..7. Womens Market = Opportunity No. 1.7. Womens Market = Opportunity No. 1.

8. Men are (STILL) in charge.8. Men are (STILL) in charge.9.9. MEN ARE TOTALLY, HOPELESSLYMEN ARE TOTALLY, HOPELESSLY

CLUELESS ABOUT WOMEN.CLUELESS ABOUT WOMEN.


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10.0.WomensWomensMarket =Market =

OpportunityOpportunity

Cases! Cases! Cases!ases! Cases! Cases!(mom-centered to majority consumer;


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McDonaldscDonalds( mom-centered to majority consumer ;not via kids)

Home Depotome Depot (Do it [everything!] Herself)P&G&G (more than house cleaner)DeBeerseBeers (right-hand rings/$4B)AXA FinancialXA FinancialKodakodak(women = emotional centers of the household)Nikeike(> jock endorsements; new def sports; majority

consumer)

AvonvonBratzratz (young girls want friends, not a blond stereotype)Source: Fara Warner/ara Warner/T h e P o w e r o f t h e P u r seh e P o w e r o f t h e P u r se

F tF t ChiChi


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ForgetForget ChinaChina,,

IndiaIndia and theand the

InternetInternet: Economic: EconomicGrowth Is DrivenGrowth Is Driven

byby WomenWomen..Headline, E conomi s t , April 15, 2006, Leader, page 14


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SinceSince 19701970,,women have heldwomen have held

twotwo out of everyout of everythreethree new jobsnew jobs

created.created.F T , 10.03.2006

10 UNASSAILABLE REASONS WOMEN RULE0 UNASSAILABLE REASONS WOMEN RULEWomenomen make [all] the financial decisions.make [all] the financial decisions.


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[ ][ ]Womenomen control [all] the wealth.control [all] the wealth.Womenomen [substantially] outlive men.[substantially] outlive men.Womenomen start most of the new businesses.start most of the new businesses.Womensomens work force participation rates havework force participation rates have

soared worldwide.soared worldwide.Womenomen are closing in on same pay for sameare closing in on same pay for samejob.job.

Womenomen are penetrating senior ranks rapidlyare penetrating senior ranks rapidly[even if the pace is slow for the corner[even if the pace is slow for the corner

office per se].office per se].Womensomens leadership strengths are exceptionally wellleadership strengths are exceptionally wellaligned with new organizational effectiveness &aligned with new organizational effectiveness &

value-added imperatives.value-added imperatives.Womenomen are better salespersons than men.are better salespersons than men.Womenomen buy [almost] everythingcommercialbuy [almost] everythingcommercialas well as consumer goods.as well as consumer goods.

SoSo whatwhat exactlyexactly isis thethe pointpoint ofofmenmen??

ASAS


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ASAS

LEADERS,LEADERS,

WOMENWOMEN

RULERULE::New Stud ies f ind

that female ma nag ers outsh ine the i rma le counter par ts i n a lmost ever y

measure


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Womens Strengths Match Newomens Strengths Match NewEconomy Imperativesconomy Imperatives:Link [rather thanLink [rather thanrank] workers;rank] workers; favor interactive-collaborativefavor interactive-collaborative

leadership style [empowerment beats top-downleadership style [empowerment beats top-down

decision making];decision making]; sustain fruitful collaborations;sustain fruitful collaborations;

comfortable with sharing information;comfortable with sharing information; seesee

redistribution of power as victory, not surrenderredistribution of power as victory, not surrender; favor; favormulti-dimensional feedback;multi-dimensional feedback; value technical &value technical &

interpersonal skills, individual & group contributionsinterpersonal skills, individual & group contributions

equally;equally; readily accept ambiguity;readily accept ambiguity; honor intuition ashonor intuition as

well aswell as

pure rationality;pure rationality; inherently flexible;inherently flexible; appreciateappreciate

cultural diversitycultural diversity.Judy B. Rosener,A m e r ic a s C o m p e t it ive S e c r e t : W o m e n M a n a g e r s

New (4 of 7) Value-added Ladder:ew (4 of 7) Value-added Ladder:


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Plays to Womens InherentPlays to Womens InherentStrengths!trengths!

Lovemark/Lovemark/FFDreams Come True/Dreams Come True/FF

Spellbinding Experiences/Spellbinding Experiences/FF

Gamechanging Solutions/Gamechanging Solutions/FF

Services/FGoods/MRaw Materials/M


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S.S.

EEZEEEZE


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Boomers-Geezers-Womensoomers-Geezers-WomensTrifecta+rifecta+*Buy/*Buy/allall

*Wealth/*Wealth/allall*time left/*time left/lotslots

*Eclipse of males/*Eclipse of males/retireretire--diedie

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!


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People turning 50People turning 50today havetoday have moremore

thanthan halfhalf ofof

their adult lifetheir adult lifeahead of them.ahead of them.BillNovelli, 50+ : I gn i t ing a R ev o l u t ion t o R e i nv ent

A mer i ca


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Average # of cars purchased per

household, lifetime: 133Average # of cars bought per householdafter the head of household reaches

age 50: 7Source: Marti Barletta, P r im e T i m e W o m e n

New


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44-65:NewNew

CustomerCustomer

MajorityMajority *

*45% larger than 18-43; 60% larger by2010

Age less Marke t ing


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EXCELLENCEXCELLENCE. BEDROCK.BEDROCK.TALENT.ALENT.


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HireHire ververyygoodgood

people!people!

We believe companies can increase their market cap50 percent in 3 years Steve Macadam at Georgia-


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50 percent in 3 years. Steve Macadam at Georgia-

Pacific changed2020 of his4040 box plant managers

to put more talented,higher paid managers in

charge.He increased profitability from

$$2525million to $$8080 million in 22 years. Ed Michaels, War fo r Ta lent


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SO YOURE ASO YOURE A

PEOPLEPEOPLEPERSON?PERSON?

PROVE ITPROVE IT..


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The leaders of GreatThe leaders of GreatGroupsGroups lovelove talenttalentandand

know where to find it.know where to find it.TheyTheyrevelrevelin thein the

talent of others.talent of others.Warren Bennis &Patricia Ward Biederman, Or g a n i z in g Ge n i u s


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PARCs Bob Taylor:ConnoisseuConnoisseu

rr

of Talentof Talent


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< CAPEX< CAPEX

> People!> People!


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The Value-added Ladder/ OPPORTUNITY-SEEKINGPPORTUNITY-SEEKINGImp lementedmplemented

Gamechang ingamechang ingSolut ionsSolut ions (People(People

intens ive)ntens ive)Serviceservices (People & Ca pi ta l in tens ive)People & C ap i ta l in tens ive)Goodsoods (Cap i ta lCap i ta l i n tens ive)ntens ive)Raw MaterialsRaw Materials (Cap i ta l in tens ive)Ca pi ta l in tens ive)


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LIVE FORLIVE FORTALENT!TALENT!


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Our MissionTo develop and manageTo develop and manage

talent;talent;to apply that talent,to apply that talent,

throughout the world,throughout the world,

for the benefit of clients;for the benefit of clients;

to do so in partnership;to do so in partnership;

to do so with profit.to do so with profit.

WPP

BrandBrand


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BrandBrand

==

Talent.Talent.


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EXCELLENCEXCELLENCE. BEDROCK.BEDROCK.LEADERSHIP.EADERSHIP.9Ps.Ps.

PURPOSEPURPOSE..

PASSIONPASSION


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PASSIONPASSION..

PotentialPotential..

PresencePresence..

PersonalPersonal..PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE..PotentPotent..

PositivePositive..


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PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..

PresencePresence..

PersonalPersonal..

PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE..

PotentPotent..PositivePositive..

People want to be partPeop

le want to be part


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People want to be partPeople want to be part

of something larger thanof something larger thanthemselvesthemselves.. They want toThey want to

be part of something theyrebe part of something theyrereallyreallyproudproudof, that theyllof, that theyll

fightfightforfor,,sacrificesacrifice forfor,,

trusttrust.. Howard Schultz, Starbucks(IBD/09.05)

PURPOSEPURPOSE


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PURPOSEPURPOSE..

PASSIONPASSION..PotentialPotential..

PresencePresence..

PersonalPersonal..


PEOPLEPEOPLE..



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Nothing is soNothing is so

contagious ascontagious as

enthusiasm.enthusiasm.Samuel Taylor Coleridge


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Whenever anything isWhenever anything isbeing accomplished, Ibeing accomplished, I

have learned, it is beinghave learned, it is beingdone by a monomaniacdone by a monomaniac

with a mission.with a mission.Peter Drucker

PURPOSEPURPOSE


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PURPOSEPURPOSE..

PASSIONPASSION..

PotentialPotential..PresencePresence..

PersonalPersonal..


PEOPLEPEOPLE..


In the end,management doesnt


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management doesn t

change culture.Management

invitesinvitesthe workforce itself tochange the culture.

The role of the Director is to


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The role of the Director is to

create a space where the actorsand actresses canbecomebecomemore than theyve evermore than theyve ever

been before, more thanbeen before, more than

theyve dreamed oftheyve dreamed of

beingbeing.. Robert Altman, Oscar acceptancespeech

PURPOSEPURPOSE.


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PURPOSEPURPOSE..


PresencePresence..PersonalPersonal..


PEOPLEPEOPLE..



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PURPOSEPURPOSE..


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PURPOSEPURPOSE..


PresencePresence..


PEOPLEPEOPLE..



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You mustYou must bebethe change youthe change youwish to see in thewish to see in the

world.world.Gandhi

PURPOSEPURPOSE..


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PURPOSEPURPOSE..


PresencePresence..

PersonalPersonal..

PERSISTENCEPERSISTENCE..PEOPLEPEOPLE..


This [adolescent] incident [of getting from point A to point B] is notablenot only because it underlines Grants fearless horsemanship and his

determination but also it is the first known example of a very important


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determination, but also it is the first known example of a very important

peculiarity of his character:G r a n t h a d a nr a n t h a d a ne x t re m e , a lm o s tx t re m e , a lm o s tph ob ic d i s l ike o fob ic d is l ike o ftu rn inurn in g b a c k a n db a c k a n d

re t rac ine t rac in g h is s teh is s te p s . If he setout for somewhere, he would getthere somehow, whatever the difficultiesthat lay in his way. This idiosyncrasy would turn out to be one of the

factors that made him such a formidable general. Grant would always,

always press onturning back was not an option for him.

Michael Korda, Ul y s s es G r an t


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Success seems toSuccess seems tobe largely a matterbe largely a matter

ofof hanginghanging

onon after othersafter othershave let go.have let go. WilliamWilliamFeather, authoreather, author

PURPOSEPURPOSE..


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PURPOSEPURPOSE..


PresencePresence..

PersonalPersonal..


PEOPLEPEOPLE..PotentPotent..

PositivePositive..

LeadersLeaders


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eade s

dodo

people.people.

Period.Period.Anon.


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LeadersLeaders


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SERVESERVE

people.people.

Period.Period.Anon.

Serv an t L eaders h ipervant Leade rsh ip /RobertRobert


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Greenleafreenleaf1.. Do those served grow aso those served grow aspersons?ersons? 2.. Do they, while being served,o they, while being served,become healthier wiser,become healthier wiser,freer, more autonomous,reer, more autonomous,more likely themselves toore likely themselves tobecome servants?ecome servants?

PURPOSEPURPOSE..


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PresencePresence..

PersonalPersonal..


PEOPLEPEOPLE..


Kevin Roberts Credo


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11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it aint broke ... Break it!2. If it aint broke ... Break it!

3. Hire crazies.3. Hire crazies.

4. Ask dumb questions.4. Ask dumb questions.

5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!

7. Spread confusion.7. Spread confusion.

8. Ditch your office.8. Ditch your office.

9. Read odd stuff.9. Read odd stuff.

10.Avoid moderationAvoid moderation!!

PURPOSEPURPOSE..


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PresencePresence..

PersonalPersonal..


PEOPLEPEOPLE..

PotentPotent..

PositivePositive..


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On NELSON:[other][other]admirals moreadmirals morefrightened offrightened oflosing thanlosing than

anxious to winanxious to win

The greatest dangerThe greatest danger


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for most of usfor most of usis not that our aim isis not that our aim is

too hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo low

and we reach it.and we reach it.Michelangelo

PURPOSEPURPOSE..

PASSIONPASSION


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PASSIONPASSION..

PotentialPotential..PresencePresence..


PEOPLEPEOPLE

.

.

PotentPotent..

PositivePositive..


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Excellence can be obtained if you:Excellence can be obtained if you:

... care more than others think is wise;... care more than others think is wise;

... risk more than others think is safe;... risk more than others think is safe;

... dream more than others think... dream more than others thinkis practical;is practical;

... expect more than others think... expect more than others think

is possible.is possible.

Source: Anon. (Posted @ tompeters.com byK.Sriram, November 27, 2006 1:17 AM)

"Life is not a journey to the


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Life is not a journey to the

grave with the intention ofarriving safely in one pretty

and well preserved piece, but

to skid across the linebroadside, thoroughly usedup, worn out, leaking oil,

shouting GERONIMO!GERONIMO! Bill McKenna, professional motorcycle racer (Cyc lemagazine)


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EXEXCELLCELL

ALWALWAYSAYS

Tom Peters at Transforming Work Life Organizations Conference 2158

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Transcript of Tom Peters at Transforming Work Life Organizations Conference 2158