Tom Peters Rollercoaster Days: Learning to … Rock & Roll! SHOPA/Chicago/6.26.2001

1. Tom PetersRollercoaster Days:Learning to … Rock & Roll!SHOPA/Chicago/6.26.2001

2. “There will be more confusion in the business world in the next decadethan in any decade in history. And the current pace of change will only accelerate.”Steve Case

3. Message 1: White Water ahead. Forever.

4. Part I: Brand InsidePart II: Brand Outside

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

6. White Collar Revolution!

7. New World of Work< 1 in 10 F500#1: Manpower Inc.Freelancers/I.C.: 16M-25MTemps: 3M (incl. CEOs & lawyers)Microbusinesses: 12M-27MTotal: 31M-55MSource: Daniel Pink, Free Agent Nation

8. Message 2: Prepare for a New World of Work!

9. 11 September 2000

10. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!

11. [“These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard]

12. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Etc. … Etc.

13. Textile Co.Collections.Flexible sourcing.Packaging.Merchandising.Promotion.Design.Systems & Site mgt. = Turnkey.

14. “ ‘Architecture’ is becoming a commodity. Winners will be ‘Turnkey Facilities Management’ providers.”SMPS Exec

15. Message 3:Head (Way) Up the V.A. Chain!

16. The Raw Material … The WOWProject!

17. “Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec

18. The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo

19. Message 4: WOW Now … or Die!

20. Brand InsideBrand Talent: The Great War for Talent

21. “When land was the scarce resource, nations battled over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH

22. “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 20 of his 40 box plant managers to put more talented, higher paid managers in charge.He increased profitability from $25 million to $80 million in 2 years.”Ed Michaels, War for Talent (05.17.00)

23. Message 5: Some people are better than other people.Some people are a helluva lot better than other people.

24. So-so plant manager, $1M per year. Pay: $110,000 plus $60,000. Top plant manager, $3-4M per year. Pay: $135,000 plus $90,000. Net: $2-3M for $50K.Source: Ed Michaels et al., The War for Talent, re Georgia-Pacific

25. Message 6: What gets measured gets done. What gets paid for gets done more.What gets paid a lot for gets done a lot more.

26. Brand InsideReprise:THINK WEIRD: The High Standard Deviation Enterprise

27. Saviors-in-WaitingDisgruntled CustomersFringe CompetitorsRogue EmployeesWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

28. “Corporate consciousness is predictably centered around the mainstream. The best customers, biggest competitors, and model employees are almost invariably the focus of attention.”Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

29. Message 7: Are You (& Yours) Weird Enough?

30. Part I: Brand InsidePart II: Brand Outside

31. “While everything may be better, it is also increasingly the same.”Paul Goldberger on retail, “The Sameness of Things,” The New York Times

32. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similar educational backgrounds, working in similar jobs, coming up with similarideas, producing similar things, with similarprices and similarquality.”Kjell Nordstrom and Jonas Ridderstrale,Funky Business

33. Message 8: Same-same Kills!

34. Brand OutsideStrategy 1:Use E-Commerce toRe-inventEverything!

35. Cisco!90% of $20B (=$50M/day)Annual savings in service and support from customer self-management: $550M

36. Dell’s OptiPlex FacilityBig Job: 6 to 8 hours.(20,000 per day)Parts Inventory: 2 hours, 100 square feet.(Overall, 5 days vs. 50 to 90 days; target is 2.5 days)

37. WebWorld = EverythingWeb as a way to run your business’ innardsWeb as connector for your entire supply-demand chainWebas “spider’s web” which re-conceives the industryWeb/B2B as ultimate wake-up call to “commodity producers”Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer dataWeb as an Encompassing Way of LifeWeb = Everything (P.D. to after-sales)Web forces you to focus on what you do bestWebas entrée, at any size, to World’s Best at Everything as next door neighbor

38. Message 9: Survivors will move all their operations to the Web. Now. Web = Encompassing… or else.

39. Message 10/ Message 2001:Only idiots pull in their[investment]horns during a downturn.

40. Brand OutsideStrategy 2:Global is for Everyone!

41. THE SIX “RULES”

42. Rule #1There’s no such thing as “too small to be global.”

43. Rule #2If “it” is [truly] good … then it’s good enough for … THE WORLD.

44. Rule #3Glom onto a [modest-sized] partner … who loves/ “gets” you!

45. Rule #4Tailor!! [But don’t give away the store.]

46. Rule #5Phil Crosby notwithstanding, you’ll not [likely] “get it right the first time”!

47. Message 11 & Rule # 6: When? Now.

48. Brand OutsideStrategy 3:Design Matters!

49. All Equal Except …“At Sony we assume that all products of our competitors have basically the same technology, price, performance and features.Design is the only thing that differentiates one product from another in the marketplace.”Norio Ohga

50. Design “is” … WHAT & WHY I LOVE. LOVE.