Distinct or Extinct: Managing Organization Change in Today's Workplace Realities

1. Distinct or … Extinct:Tom Peters Seminar2000Cincinnati05 June 2000

2. Defeated Before The Starter’s Gun!“Track 4: Managing Organization Change (Helping Tired and Overworked Professionals with Today’s Workplace Realities)”

3. NAPM: “Youare the Rock Stars of the B2B Age!”

4. 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)

5. “Researchers say they have found a way to mate human cells with circuitry in a ‘bionic chip’ … The tiny device – smaller and thinner than a strand of hair – combines a healthy human cell with an electronic circuitry chip.”AP/AOL/02-00

6. An Age of Passion:1 Year = 1.5 Wal*Marts03.27.99: $167B03.27.00: $555BP.S.: Wal*Mart = #8 in 2000

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. 64/24

10. Goal?

11. Welcome to the Land of the True Believers!“We have the ability to turn the economy upside down, to enhance lives, and to drive civilization forward.”Michael Saylor,MicroStrategy

12. “It means nothing less than the total reinvention of this company.”

13. Jacques’ New New FordFord + MSN CarPointFord + Yahoo!Ford + OracleFord + HP/MCIWorldcomEtc.Etc.

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

15. S.A.V.

16. T.T.D.sThe next slide is the first of many “T.T.D.” activities. I.e.: Things To Do. These are by and large shorthand forms of training exercises I use. Also: Most of these T.T.D. slideshave accompanying Notes.(See following slide.)Tom Peters

17. T.T.D./True or False:“incrementalism”VERSUS“innovation”?

18. Notes Page • This is a daunting issue. There is no “right answer.” But it merits constant, conscious debate. Consider the value of incremental change. [Kaizen, etc.] And discuss whether or not this thwarts “BIG” initiatives aimed at wholesale reinvention. • Also: Consider … “Can we do both?” [I’m not sure.] P.S.: This crucial issue holds for Finance Departments as much as Product Divisions. And it holds for the smallest and newest of businesses! THIS DEBATE IS WORTH LOTS OF TIME! KEEP IT PRACTICAL!

19. Tom Peters Seminar2000Brand Everything:Distinct or Extinct!

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

21. Forces @ Work IThe Destruction Imperative!

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

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

24. “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

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

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

27. “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

28. Enron (per Gary Hamel/Fortune/06.00)Design an open market for ideasOffer an open market for capitalOpen up the market for talentMake like a cell: Divide and divide(“We haven’t been able tostart new businesses within existing businesses”)Pay your innovators well – really well

29. Dept. Head I = Sports G.M.Dept. Head II = V.C.

30. G.M. = The Recruitment and Development of Top Talent. [Period!]V.C. = Bets on “Talent.” Bets on Projects. [Period!]

31. 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

32. “R & D”Intel’s venture fund: 275 investments, $8BSource: Fast Company , eCompany

33. Net World!Act now. Analyze later.Avram Miller

34. [TP to Chain Owner …“Do 5 deals before you go home!”]

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

36. E.g.: Craig Venter/Celera Genomics

37. C.E.O. to C.D.O.

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

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

40. Brand InsideBrand Org: Lean, Mean, Linked & Electronic

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

42. And Now the Equivalent …White Collar Revolution!

43. Cemex and FDX!

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

45. 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.”

46. The “&-!!+#$% in the middle”*Jim Clark on Healtheon/WebMD* ’twixt docs, patients, insurers and providers; $275B of $400B in waste; source: Michael Lewis,The New New Thing

47. [ Incidentally …CEO Jeff ArnoldAge: 30First Start-up: Age 24]

48. “This is the Age of Ageism: The real innovator’s dilemma isn’t ‘disruptive technologies;’ it’s the relentless rise of the quasi-adolescents who wield them.”Michael Schrage(06.00/Fortune)

49. “The Triumph of the Brainiac: In today’s biotech, dot-com world, nerds rule, and it all starts in high school”Cover story, The New York Times Magazine (06.04.00)

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