Two Weeks in July 2004: Not Your Father’s World!

1. Two Weeks in July 2004: Not Your Father’s World!

2. “China’s size does not merely enable low-cost manufacturing; it forces it. Increasingly, it is what Chinese businesses and consumers choose for themselves that determines how the American economy operates.”—Ted Fishman/“The Chinese Century”/The New York Times Magazine/07.04.04

3. “One Monday this spring, a forty-three-year-old sales clerk at the Home Depot in Plano, Texas, scribbled some updates onto an old resume and took it to his local copy shop. To his education and work history—a bachelor’s degree in industrial engineering and technology, service in the U.S. Marine Corps—he added a recent moonlighting job as a handyman and a new ‘career objective.’ Ten minutes later, in southern India, a middle-age Hindu man in a cavernous workplace began to type the Home Depot clerk’s words.”—The New Yorker /07.05.2004

4. “The Ultimate Luxury Item* Is Now Made in China”—Headline/p1/The New York Times/ 07.13.2004*Luxury Yachts made in Zhongshan

5. “Vaunted German Engineers Face Competition From China”—Headline, p1/WSJ/07.15.2004

6. Chinese Industrial Growth Rate Slows!April ’03 to April ’04: 19.1%May ’03 to May ’04: 17.5%Source: NYT/06.11.04

7. “JET BLUE has a secret weapon: a virtual reservations center. … Jet Blue’s 600 agents all work from home. …”Source: Ad for Avaya/BW/07.19.2004

8. “Uncertainty is the only thing to be sure of.”—Anthony Muh,head of investment in Asia, Citigroup Asset Management“If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff, U. S. Army

9. 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

10. Re-imagine!Tom Peters/16July2004/Aspen The Donnelley Group/infoUSA

11. Slides at …tompeters.com

12. Rule #1: A Bias for Action!

13. The Kotler Doctrine:1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)

14. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

15. Fail. Forward. Fast.

16. Sam’s Secret #1!

17. Fail. Forward. Fast.–High-tech Exec

18. Weird Wins!

19. Huh?“Quiet, workmanlike, stoic leaders bring about the big transformations.”—JC

20. WellingtonNelsonDisraeliChurchillMontgomeryThatcher

21. “Humble” Pastels?T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. FranklinA. Lincoln/U.S. Grant/W.T. ShermanTR/FDR/LBJ/RR/JFKPatton/Monty/HalseyM.L. King/C. de Gaulle/M. Gandhi/W. ChurchillPicasso/Mozart/Copernicus/Newton/Einstein/Djerassi/Watson H. Clinton/G. Steinem/I. Gandhi/G. Meir/M. Thatcher E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B. Gates/S. Jobs/S. McNealy/T. Turner/R. Murdoch/W. Wriston/S. Weill A. Carnegie/J.P. Morgan/H. Ford/S. Honda/J.D. Rockefeller/T.A. Edison Elizabeth Cady Stanton/Susan B. Anthony/Martha Cary Thomas/Carrie Chapman Catt/Alice Paul/Anna Elizabeth Dickinson/Arabella Babb Mansfield/Margaret Sanger

22. Hypothesis: Innovation is easy!

23. 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

24. CUSTOMERS: “Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.”Adrian Slywotzky, Mercer Consultants

25. COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.”Mark Twain

26. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “”Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03

27. “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003

28. Employees: “Are thereenoughweirdpeoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)

29. Best Talent (or Else)!

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

31. Age of AgricultureIndustrial AgeAge of Information IntensificationAge of Creation IntensificationSource: Murikami Teruyasu, Nomura Research Institute

32. “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.”Warren Bennis & Patricia Ward Biederman, Organizing Genius

33. Model 25/8/53Sports Franchise GM

34. Women Rule!

35. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, BusinessWeek, 11.20.00

36. Opportunity! U.S.G.B.E.U.Ja. M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1% Peak Partic. Age 45 22 27 19 % Coll. Stud. 52% 50% 48% 26% Source: Judy Rosener, America’s Competitive Secret

37. Challenge!

38. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – P.D.

39. “I don’t know.”

40. Quests!

41. Organizing Genius / Warren Bennis and Patricia Ward Biederman“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

42. WOW!

43. Languagematters!Wow! BHAG! “Takes your breath away!”

44. “Astonish me!” / S.D.“Build something great!” / H.Y.“Immortal!” / D.O.

45. “Let’s make a dent in the universe.”Steve Jobs

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

47. Scale the Value-added Alps!

48. A Sea of Sameness

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

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