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TOM PETERS’ LESSONS IN LEADERSHIP2000 3 FEBRUARY SACRAMENTO

TOM PETERS’ LESSONS IN LEADERSHIP2000 3 FEBRUARY SACRAMENTO. ALL SLIDES ARE AVAILABLE AT tompeters.com. Brand Inside PSF 2: Brand Work!. Seminar Y2K Brand Everything : Distinct or Extinct.

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TOM PETERS’ LESSONS IN LEADERSHIP2000 3 FEBRUARY SACRAMENTO

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  1. TOM PETERS’ LESSONS IN LEADERSHIP20003 FEBRUARY SACRAMENTO

  2. ALL SLIDES ARE AVAILABLE ATtompeters.com

  3. Brand InsidePSF 2:Brand Work!

  4. Seminar Y2KBrand Everything:Distinct or Extinct

  5. Microsoft = R.O.W.Microsoft > GM + Ford + Boeing + Lockheed Martin + Deere + Caterpillar + USX + Weyerhaeuser + Union Pacific + Kodak + Sears + Marriott + Safeway + KelloggSource: Business Week data through 5-99

  6. Microsoft = R.O.W. (II)Microsoft >GM + Ford + Boeing + Lockheed Martin + Deere + Caterpillar + USX + Weyerhaeuser + Union Pacific + Kodak + Sears + Marriott + Safeway + Kellogg + McDonald’s + Bank One + General Mills + American Airlines + United Airlines + + Delta Air Lines + US Airways + Quaker OatsSource: Yastrow Marketing (through 11-23-99)

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

  8. Just Say No …“I don’t intend to be known as the ‘King of the Tinkerers.’ ”CEO, large financial services company (New York, 5-99)

  9. Forces at WorkThe Destruction Imperative!

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

  11. “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

  12. 64/24

  13. Q:What do you do when you are a big, dopey company and out of ideas?

  14. A:You merge with another big, dopey company that doesn’t have any ideas either.

  15. R:An incredibly big, incredibly dopey company … going nowhere.

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

  17. “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

  18. “I feel betrayed. I bought stock in a company that was going to change the world. I didn’t buy a big, fat, stupid conglomerate. And now I’ve got one.”Alan Towers, consultant, quoted in Business Week [BW: “The irony is that AOL Time Warner is a vertically integrated conglomerate. Not exactly the sort of nimble competitor that will thrive in cyberspace.”]

  19. “Gatesian wealth is created when you build something new. Get on a rocket and ride it to the moon. … Viacom-CBS doesn’t look much like that kind of rocket.”Kevin Maney, USA Today

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

  21. “We chose not to do a discounted cash flow analysis of their future earnings. We wanted their talent and we wanted their intellectual property.” Art Reidel, CEO, Pharsight

  22. “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

  23. Dept. Head = Sports GMDept. Head = V.C.

  24. Silicon Valley Success Secrets“Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpotSource: The Economist

  25. “R & D”Intel’s venture fund: 275 investments, $3.5BSource: Fast Company (12-99)

  26. EcoNets/Internet Zaibatsus“The model is about partial acquisitions and ownerships that then form a whole. Each part has to have value separately, be able to raise capital separately, and motivate employees separately. Corporations of the past never had that.”Flip Filipowski, divine interVentures (Red Herring)

  27. “The brick and mortars will die, no matter what. … So you have to take your best employees and best businesses and spin them off and just own 40 percent of everything that’s left. Do that and you survive.”Flip Filipowski, divine interVentures (Red Herring)

  28. DYB.com*

  29. *DestroyYourBusiness.com (GE)

  30. C.E.O. to C.D.O.

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

  32. [E.g.: Craig Venter/Celera Genomics]

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

  34. TTTTTurbulent Times!Top 3 Americans > 48 poorest nationsSource: Newsweek 12-99

  35. “ALL OF THESE ‘CONVERSATIONS’ TODAY ABOUT ‘THE WEB’ WILL APPEAR SO BLOODY DAMN SILLY AND PEDESTRIAN TEN … FIVE? … THREE? … YEARS FROM NOW.” — Tom Peters (11-99) P.S.: Read Ray Kurzweil’s The Age of Spiritual Machines: When Computers Exceed Human Intelligence

  36. BW: “human brain has only a short time left as the smartest thing on earth”/ “subjugate humanity by 2050”Health Forum Journal: “In one generation or less, every element of health care, every assumption, will be changed or gone.”Dr. George Poste, SKB: 500 molecular targets in ’95 to 70,000 in ’99/ 35 compounds per year to 2M

  37. “Medicine looks likely to change more in the next 20 years than it has in the last 200.”British Medical Journal (11-11-99)

  38. Wired [Feb 2000]“Cyborg 1.0: Kevin Warwick Outlines His Plan to Become One with His Computer”

  39. MagsAdvertising AgeBusiness 2.0Fast CompanyRed HerringScientific American Wired

  40. Brand InsidePSF 1:Brand Org!

  41. 108 X 5vs. 8 X 1** 540 vs. 8

  42. ERP, ECM, Web, Etc.IT’S THE GIANT SUCKING SOUND OF SLACK BEING EXTRACTED FROM THE GLOBAL ECONOMY!

  43. Cemex and FDX!

  44. CCC InformationServices!

  45. FDX and Cisco!

  46. “Assetless Company”J.B.

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

  48. RR on 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.”

  49. “We want to be the air traffic controllers of electrons.”Bob Nardelli, GE Power Systems

  50. [And: Enron!]

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