Tom Peters Seminar2000 Distinct or … Extinct Jacksonville 24October2000

1. Tom Peters Seminar2000 Distinct or … ExtinctJacksonville24October2000

2. More at …tompeters.comSlides from this seminar.Master Presentation, for in-depth.“Cool Friends” (referenced in seminar).Discussions re this stuff.Calendar of events.Etc.

3. When MikeCharles gets lonely, who does he talk to …

4. Mike Charles. Stanford history prof.Whirlpool fridge.Out of 2% milk.Tap keypad on door. Webvan.com delivers in hours. Next, he sends his washer an email …Source: Business Week (09.00)

5. Um … Eduardo Kac and Alba, the glowing* bunny rabbit!*You can thank one selfless jellyfish and several French scientists!Source: Rutland Herald (10.01.00)

6. Pentium III 800MHz: $42,893.00/#Hermes Scarf: $1,964.29Saving Private Ryan on DVD: $874.75Mercedes-Benz: $18.98Hot-rolled steel: $0.19Source: Fortune (3.20.00)

7. NOW THAT’S B-I-G!“The period 2000-2002 will bring the single greatest change in worldwide economic and business conditions since we came down from the trees.”David Schneider & Grady Means, MetaCapitalism

8. “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 (08.00)

9. “We are in abrawl with no rules.”Paul Allaire

10. S.A.V.

11. John Roth’s “Rules” [Nortel]1. Our strategies must be tied toleading-edge customers on the attack.2. Time cannot be sacrificedfor better quality, lower cost, or even better decisions.3. It doesn’t matter whether you develop or acquire leading technology.Our job is to provide the technology and products our customers need.4. Success is achieved byleading change, not waiting for it.5. We are paranoid about our leadership– willing to cannibalize our own products to maintain our edge.Source: Abridged from The Wall Street Journal (07.25.00)

12. “It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners)

13. Progressive“We don’t sell insurance anymore.We sell speed.”– Peter LewisDigital cameras, wireless Net links, etc.:SOME CLAIMS PAID WITHIN 20 MINUTES!Source: Business Week (09.00)

14. No Wiggle Room!“Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

15. StructurePart I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

16. Part I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

17. Forces @ Work IThe Destruction Imperative!

18. Forget>“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock

19. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”Mark Sirower, The Synergy Trap

20. “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters

21. “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, Cisco

22. Pentium III 800MHz: $42,893.00/#Cisco Engineer: $19,000.00Hermes Scarf: $1,964.29Saving Private Ryan on DVD: $874.75Mercedes-Benz: $18.98Hot-rolled steel: $0.19Source: Fortune (3.20.00)

23. Lessons from the Bees!Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Nature’s] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for merging’s sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong.”David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]

24. “Talent” and a $2Tenterprise??????

25. “THE CHRYSLER THAT DAIMLER BOUGHT IS DEAD.The recent resignation of Thomas Gale, the great Chrysler designer, brings that home as nothing else does. This was the mistake Jurgen Schremp made when he bought Chrysler: He didn’t realize it was the people who counted, not the factories, which were old, or the sales and profits, which can come and go. The people and the leadership are the heart and spirit of the Detroit automaker and when they go, all that is left are old factories and problems.”Forbes [10.30.00]

26. The [New] Ge WayDYB.com

27. The Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0M

28. Paradox ReduxAtlanta: +113,600 = #1 metro areaLayoffs [major]: BellSouth, Lockheed, Coca-Cola

29. New Generation Dominates: Changes in Shareholder Value, 1995-1999Dell, +$129B; Compaq, -$17BWal*Mart, +$145B; K-Mart, -$16BTop 11% (of largest 1,000 firms), +$4.9T; other 89%, -$3.7T

30. + GE- Lucent- ATT- Xerox- Qualcomm

31. Brand InsideBrand Org:Lean, Linked, Electronic & Malleable

32. Headline: “Bank of America to Cut … 10,000 Jobs”“Middle-level and senior managersare expected to be the principal targets of the job cutbacks.”Source: The New York Times (07.29.2000)

33. White Collar Revolution!

34. 108 X 5vs. 8 X 1** 540 vs. 8 (-98.5%)

35. The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]Global Outsourcing[E.g.: India, Mexico]Speed!!

36. “A bureaucrat is an expensive microchip.”Dan Sullivan, consultant and executive coach

37. Automation+75% of what we do: 40 “expert” decision rules!

38. “AssetlessCompany”John Bryan, CEO, on selling all Sara Lee’s manufacturing

39. “Don’t own nothin’ if you can help it. If you can, rent your shoes.”F.G.

40. “We have transitioned from an asset-based strategy to a talent-based strategy.”Jeff Skilling, COO, Enron

41. Cisco, Dell =Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism

42. RR on “Assetless” [J.B.] Sara Lee“The most profitable businesses in the future will act as knowledge brokers, linking insights into what’s available with insights into the customer’s individual needs and preferences.”

43. Advance ParadigmData on 165,000,000 prescriptions per year; docs and insurers have access to recordsReduces med errors; saves $2.88 per scrip [prescribing errors]; docs save $14,000 per year in review timeRev in ’99: $2B; $477M in ’98Source: Business Week (09.00)

44. “For a dollar a month, an Ohio insurance company will rent you a GPS receiver to install in your car. As part of your policy, it signals how often, when, and which highways you drive and into which neighborhoods you go. The premium you pay reflects your actual driving risk.”Stan Davis & Christopher Meyer, futureWEALTH

45. Brand InsideBrand Work: The Professional Service Firm Model & The WOW Project

46. So what will be the Basic Building Block of theNew Org?

47. Answer: PSF![Professional Service Firm]Department Headto …Managing Partner, HR [IS, etc.] Inc.

48. New OrleansApril 2000: NAPM

49. Youare the …Rock Stars of the B2B Age!

50. ChicagoNovember 1999:HRMAC