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Digger the Dermatophyte* *Lamisil/Novartis/#4/$110M/3X in 10 to 100,000

Digger the Dermatophyte* *Lamisil/Novartis/#4/$110M/3X in 10 to 100,000. Tom Peters’ Re-Ima g ine ! Leading Chan g e ! Developing Talent ! Driving Innovation ! Adding Value ! Achieving Excellence ! Epsilon/Quail Lodge/0502.2006. Unglued. Chicagoland’s Mystery Disappearances ….

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Digger the Dermatophyte* *Lamisil/Novartis/#4/$110M/3X in 10 to 100,000

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  1. Digger the Dermatophyte**Lamisil/Novartis/#4/$110M/3X in 10 to 100,000

  2. Tom Peters’Re-Imagine!Leading Change!Developing Talent!Driving Innovation!Adding Value!Achieving Excellence!Epsilon/Quail Lodge/0502.2006

  3. Unglued.

  4. Chicagoland’s Mystery Disappearances …

  5. “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327.06; 500 of 900 Research; JPMorgan Chase—30% back-office by 12.31.07

  6. New Economy?Sergey, Larry > Harvard/370

  7. New Economy?Sergey, Larry > Harvard/370

  8. New Economy?Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

  9. One Answer.

  10. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

  11. The General’s Story.(And Darwin’s)

  12. “If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army

  13. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  14. My Story.

  15. “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

  16. 1.Re-imagine Permanence:The Naked Emperor Problem!

  17. Pathetic!

  18. “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

  19. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

  20. Lessons Learned. GE. Me.

  21. 4/40

  22. De-cent-ral-iz-a-tion!

  23. Ex-e-cu-tion!

  24. Ac-count-a-bil-ity!

  25. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

  26. 6:15A.M.

  27. 2.Re-imagine:InnovateorDie!!

  28. Resist!

  29. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger.Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.”—Jim Collins/Time/2004

  30. There’s“A”and then there’s“A.”

  31. Scale?

  32. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

  33. Scale?“Microsoft’s Struggle With Scale”—Headline, FT, 09.2005“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005

  34. Spinoffsperform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble”—Jerry Knight/Washington Post/08.05

  35. Market Share, Anyone?240 industries: Market-share leader is ROA leader 29% of the timeSource: Donald V. Potter, Wall Street Journal

  36. Market Share, Anyone?— 240 industries; market-share leader is ROA leader 29% of the time— Profit / ROA leaders:“aggressively weed out customers who generate low returns”Source: Donald V. Potter, Wall Street Journal

  37. Different!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

  38. Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

  39. This is not a “mature category.”

  40. This is an “undistinguishedcategory.”

  41. $798

  42. 7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

  44. “It’s simple, really, Tom. Hire fors, and, aboveall, promote fors.”—Starbucks middle manager/field

  45. Cirque du Soleil!

  46. Donnelly’s Weatherstrip ServiceWeymouth MA

  47. Easy!

  48. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

  49. We become who we hang out with!

  50. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

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