Re-ima g ine Leadership2005 : Innovate or Die! Tom Peters/ Leaders in Sydney /26October2005

1. Tom Peters’Re-Imagine: TowardBrandTaiwan!2005 International Brand Strategy Summit TAITRA/Taipei/20October

2. Re-imagine Leadership2005:InnovateorDie!Tom Peters/Leaders in Sydney/26October2005

3. Tom Peters’Excellence: The Relentless Pursuit of Dramatic Difference!DramaticDifference/eCSW/09 October 2005

4. Tom Peters’ Re-Imagine!Enterprise Excellence = Design ExcellenceBetter By Design 2005Auckland/29March

5. Tom Peters’Re-Imagine: TowardBrandTaiwan!2005 International Brand Strategy Summit TAITRA/Taipei/20October

6. The Incredible, Wild, Whacky, Scary, SuperCool Future … and Why We’re Not Even Remotely Prepared, and What We Can Do About It, for the Sake of of Our Careers, Work and Organizations: A Musing on Strategies, Tactics, Attitudes, Tips, and General Observations, Such as … Why a CFO Should Never Be Promoted to CEO, Why all Big Mergers always fail, Why scale economies are over-rated, How to beat Wal*Mart, Why All MBA Programs Should Be Closed, How the “2Bs” (Bentonville and Beijing) Became the Co-capitols of the Universe, Why Only Weirdoes Get Things Done (in Weird Times), Why Outrageously Audacious Devotion to Game-changing Innovation Is the Premier Survival Requisite,Why Decentralization is still the most Potent Medicine available, Why Women Are Better Leaders Than Men (and They Also Buy Everything), and How UPS & IBM Are Actually All About Love!

7. Slides at …tompeters.com

8. And in conclusion …

9. Musings on …BrandTaiwanTom Peters/28.10.05

10. The BrandTaiwan15Branding/BrandTaiwan is nota “program” or an “investment.”Branding/BrandTaiwanis a “state of mind.”BrandTaiwan is about National Spirit (supported by vigorous programs), not about Vigorous Programs aimed at “buying national/corporate brand power.”You cannotbuyBrandTaiwan. Period. (Though certain actions demand large investments.)BrandTaiwanstarts in Primary School.BrandTaiwan:Taiwan Is a Glorious, Creative, “Hopping” State of Mind!BrandTaiwan, for instance, means broad & high & “strategic” support for the Arts at the National level.

11. The BrandTaiwan15BrandTaiwan means “spiritual” support for Weird & Creative & Non-conformist.BrandTaiwanis an Aesthetic Idea/Ideal.BrandTaiwanneeds/demands Critical Mass.First impressions matter: BrandTaiwanbegins at the Airport. (Think Dubai, South Korea, Singapore)BrandTaiwanis a Compelling National Aspiration … or Not.BrandTaiwan is not an isolated idea. It is de facto National Policy in Singapore, Ireland, Thailand, New Zealand, Great Britain, Italy. (Etc.)BrandTaiwancallsfor Urgency & Unity of Purpose

12. The BrandTaiwan15BrandTaiwan = Cool Taiwan

13. BrandEnterprise/Taiwan“Brand-driven” is no less than a Strategic/Spiritual/Cultural / Passionate/Wholesale Commitment to Total Transformation aimed at the Creation of Glorious Intangible Value.Think: Apple, Sony, BMW, Harley Davidson, Starbucks,Virgin, FedEx, IBM, Infosys, Prada, Dubai

14. Speculations/ThoughtsBrand-driven may be feminine?Brand-driven is Excruciatingly Difficult (if not impossible) for Engineers!Brand-driven is a “youthful” State of Mind.Brand-driven demands an “open”/“emotional” “management style.”

15. To believe in Brand-drivenyou must believe (to your marrow!) in the absolute centrality of …Intangibles!

16. Re-setting All the Metrics!

17. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

18. 26m

19. 43h

20. 35/70

21. “Income Confers No Immunity as Jobs Migrate”—Headline/USA Today/February2004

22. “There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004

23. 600,000350,00070,000

24. Sydney Morning Herald/ 25October2005Quantas.Lay off thousands of mechanics.Maintenance to China.

25. “There is no job that is Australia’s God-given right anymore.”—Tom Peters/10.26.2005

26. “One Singaporean workercosts as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/08.18.03

27. “Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok Fashion City”:“managed asset reflation”(add to brand value of Thai textiles by demonstrating flair and design excellence)Source: The Straits Times/03.04.2004

28. “Where Having Fun Is Now O.K.”—headline NYT/04.24.05/an article about Singapore“It’s still illegal to chew gum in Singapore, but having fun in the formerly staid city-state is now officially sanctioned.”

29. Better By Design: A National StrategyNZ = Design Excellence

30. SingaporeIrelandNew ZealandAustraliaThe United States of AmericaThe United Arab EmiratesChileIndiaMalaysiaThailandThe PhilippinesGermanyItalyPortugal

31. Period!

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

33. Everything You Need to Know about “Strategy”: Tom’s Baker’s Dozen Axioms 1. Do you have awesome Talent … everywhere? Do you push that Talent to pursue Audacious Quests? 2. Is your Talent Pool loaded with wonderfully peculiar people who others wouldcall “problems”? And what about your Extended Community of customers, vendors et al? 3. Is your Board of Directors as cool as your product offerings … and does it have50 percent (or at least one-third) Women Members? 4. Long-term, it’s a “Top-line World”: Is creating a “culture” that cherishes above all things Innovation and Entrepreneurship your primary aim? Remember: Innovation … not Imitation! 5. Are the Ultimate Rewards heaped upon those who exhibit an unswerving “Bias for Action,” to quote the co-authors of In Search of Excellence? 6. Do you routinely use hot, aspirational words-terms like “Excellence” and B.H.A.G. (Big Hairy Audacious Goal, per Jim Collins) and “Let’s make a dent in the Universe” (the Word according to Steve Jobs)? Is “Reward excellent failures, punish mediocre successes” your de facto or de jure motto? 7. Do you subscribe to Jerry Garcia’s dictum: “We do not merely want to be the best of the best, we want to be the only ones who do what we do”? 8. Do you elaborate on and enhance Jerry G’s dictum by adding, “We subscribe to ‘Best Sourcing’—and only want to associate with the ‘best of the best’.” 9. Do you embrace the new technologies with child-like enthusiasm and a revolutionary’s zeal? 10. Do you “serve” and “satisfy” customers … or “go berserk” attempting to provide every customer with an “awesome experience” that does nothing less than transform the way she or he sees the world?11. Do you understand … to your very marrow … that the two biggest under-served markets are Women and Boomers-Geezers? And that to “take advantage” of these two Monster “Trends” (FACTS OF LIFE) requires fundamental re-alignment of the enterprise? 12. Are your leaders accessible? Do they wear their passion on their sleeves? Does integrity ooze out of every pore of the enterprise? Is “We care” your implicit motto? 13. Do you understand business mantra #1 of the ’00s: DON’T TRY TO COMPETEWITH WAL*MART ON PRICE OR CHINA ON COST? (And if you get this last idea, then see the 12 above!)

34. 13. Do you understand Business Mantra #1 of the ’00s:DON’T TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST?

35. Pathetic!

36. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similareducational backgrounds, coming up with similarideas, producing similarthings, with similarprices and similarquality.”Kjell Nordström and Jonas Ridderstråle, Funky Business

37. Pathetic from the Start!

38. “My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age?His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’ ” —Jordan Ayan, AHA!

39. 15 “Leading” Biz SchoolsDesign/Core: 0Design/Elective: 1Creativity/Core: 0Creativity/Elective: 4Innovation/Core: 0Innovation/Elective: 6Source: DMI/Summer 2002Research by Thomas Lockwood

40. No Option!

41. InnovateorDie!!!

42. “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)

43. “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/032805

44. GH/TP:“Get better”vs“Get different”

45. Resist!

46. “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/11.29.04

47. “Shremp is one of the last dinosaurs of Germany Inc. He represents a strategy of acquiring assets and building empires that just didn’t work.”—Arndt Ellinghorst/analyst/ Dresdner Kleinwort Wasserstein

48. Scale?

49. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

50. 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