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Tom Peters Seminar2000 Distinct or … Extinct Expomanagement Buenos Aires 10October2000

Tom Peters Seminar2000 Distinct or … Extinct Expomanagement Buenos Aires 10October2000. Pentium III 800MHz: $42,893.00/# Hermes Scarf: $1,964.29 Saving Private Ryan on DVD: $874.75 Mercedes-Benz: $18.98 Hot-rolled steel: $0.19 Source: Fortune (3.20.00).

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Tom Peters Seminar2000 Distinct or … Extinct Expomanagement Buenos Aires 10October2000

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  1. Tom Peters Seminar2000Distinct or … ExtinctExpomanagementBuenos Aires10October2000

  2. 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)

  3. NOW THAT’S B-I-G!“The period 2000-2002 will bring the single greatest change in worldwide economic and business conditions since we came down from the trees.”David Schneider & Grady Means, MetaCapitalism

  4. “The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically.”Peter Drucker, Business 2.0 (08.00)

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

  6. Tom Peters Seminar2000Brand Everything:Distinct or Extinct!

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

  8. Forces @ Work IThe Destruction Imperative!

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

  10. The [New] Ge WayDYB.com

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

  12. Lessons from the Bees!Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Nature’s] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for merging’s sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong.”David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]

  13. Brand InsideBrand Org:Lean, Linked, Electronic & Malleable

  14. White Collar Revolution!

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

  16. “A bureaucrat is an expensive microchip.”Dan Sullivan, consultant and executive coach

  17. Automation+75% of what we do: 40 “expert” decision rules!

  18. 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.”

  19. Cisco, Dell =Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism

  20. Progressive“We don’t sell insurance anymore.We sell speed.”– Peter LewisDigital cameras, wireless Net links, etc.:SOME CLAIMS PAID WITHIN 20 MINUTES!Source: Business Week (09.00)

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

  22. So what will be the Basic Building Block of theNew Org?

  23. Answer: PSF![Professional Service Firm]Department Headto …Managing Partner, HR [IS, etc.] Inc.

  24. “P.S.F.”: SummaryH.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot “Talent” (see below)“Adventurous” “culture”Point of View (Methodology)W.W.P.F. (100%)When: Now!

  25. The Raw Material … The WOW Project!

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

  27. Measures • WOW! • Beauty! • Raving Fans! • Impact!

  28. Brand InsideBrand You: Distinct … or Extinct

  29. DISTINCT … OR EXTINCT!“If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed and that increasingly means you won’t get paid much, either.” Michael Goldhaber, Wired

  30. Minimum New Work SurvivalSkillsKit2000MasteryRolodex Obsession (vert. to horiz. “loyalty”)Finishing SkillsEntrepreneurial InstinctCEO/Leader/BusinesspersonMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Marketing”Passion for Renewal

  31. Invent. Reinvent. Repeat.Source: HP banner ad

  32. Brand InsideBrand Talent: The Great War for Talent

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

  34. From “1, 2 or 3” [JW] to …“Best talent in each industry segment to build best proprietary intangibles”[EM]Source: Ed Michaels, War for Talent (05.17.00)

  35. “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)

  36. “Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.”Ed Michaels, War for Talent (05.17.00)

  37. “Talented people are less likely to wait their turn. We used to view young people as trainees; now they are authorities.Arguably this is the first time the older generation can – and must – leverage the younger generation very early in their careers.”Ed Michaels, War for Talent (05.17.00)

  38. “Diversity defines the health and wealth of nations in a new century. Mighty is the mongrel. … The hybrid is hip. The impure, the mélange, the adulterated, the blemished, the rough, the black-and-blue, the mix-and-match – these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations.”G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge

  39. The Cracked Ones Let in the Light“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.”David Ogilvy

  40. Mantra2000Talent = Brand

  41. Pine-paneled Office Address: 1 Big Man Plaza Secretary Suit Formal Rank conscious Pretense (“Failures are for fools.”) I love “Yes men” Self-contained Seat 9B, UA233 Address: Rick@Corp.com Typing: 60 WPM Casual M-F Approachable We are a HOT Team Screwing up is as normal as breathing I love Misfits! I love partners N.W.O.: Was-Is

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

  43. Brand OutsideThe Death Knell for Ordinary: Pursuing Difference!

  44. Forces @ Work IIThe Commodity Trap

  45. “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

  46. Brand OutsideStrategy 1:Lead the Customer!

  47. “These days, you can’t succeed as a company if you’re consumer led – because in a world so full of so much constant change, consumers can’t anticipate the next big thing. Companies should be idea-led and consumer-informed.”Doug Atkin, partner,Merkley Newman Harty

  48. “Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.”John Roth, CEO, Nortel

  49. Nypro!

  50. Brand OutsideStrategy 2:Use E-Commerce toRe-inventEverything!

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