“We are in a brawl with no rules.” Paul Allaire

1. Lessons in Leadership:Tom Peters Seminar2001RollerCoaster Days:Learning toRock & Roll!Hartford/05.07.2001

2. More at …tompeters.comSlides from this seminar;Master Presentation, for in-depth; annotated Special Presentations [Women Rule!, Design!, etc.].“Cool Friends” (referenced in seminar).Discussions re this stuff.Calendar of events.Lavender text in this file is a link.

3. “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

4. “In 25 years, you’ll probably be able to get the sum total of all human knowledge on a personal device.”Greg Blonder, VC [was Chief Technical Adviser for Corporate Strategy @ AT&T] [Barron’s 11.13.2000]

5. “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)

6. <1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift1800s: > prior 900 years1900s: 1st 20 years > 1800s2000: 10 years for paradigm shift21st century: 1000X tech change than 20th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”)Ray Kurzweil, talk april2001

7. “We are in abrawl with no rules.”Paul Allaire

8. S.A.V.

9. 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!)

10. John Roth’s “Rules” [Nortel]1. Our strategies must be tied toleading-edge customers on the attack.2. Time cannot be sacrificedfor better quality, lower cost, or even better decisions.3. It doesn’t matter whether you develop or acquire leading technology.Our job is to provide the technology and products our customers need.4. Success is achieved byleading change, not waiting for it.5. We are paranoid about our leadership– willing to cannibalize our own products to maintain our edge.Source: Abridged from The Wall Street Journal (07.25.00)

11. “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

12. “It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners)

13. I Believe …1. Change will accelerate. DRAMATICALLY.2. We will RE-INVENT THE WORLD IN THE NEXT TWO GENERATIONS.(Business … Health Care … Politics … Fundamentals of Human Interaction.)3. OPPORTUNITIES are matchless.4. You are either …ON THE BUS … or … OFF THE BUS.5. THIS IS ALL GREAT FUN! I WANT TO PLAY! ANDYOU?

14. StructurePart I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

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

16. Forces @ Work IThe Destruction Imperative!

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

18. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”Mark Sirower, The Synergy Trap

19. “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters

20. “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, Cisco

21. 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]

22. The [New] Ge WayDYB.com

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

24. RM: “A lot of companies in the Valley fail.”RN: “Maybe not enough fail.”RM: “What do you mean by that?”RN: “Whenever you fail, it means you’re trying new things.”Source: Fast Company

25. Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 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

26. Built to Last v. Built to Flip“The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.”“Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish.”Fast Company (03-00)

27. CEOs appointed after 1985 are 3X more likely to be fired than CEOs appointed before 198534% of F100 companies have replaced their CEOs since 1995Warren Bennis, MIT Sloan Management Review

28. Message: Destroy to Create!

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

30. Headline: “Bank of America to Cut … 10,000 Jobs”“Middle-level and senior managersare expected to be the principal targets of the job cutbacks.”Source: The New York Times (07.29.2000)

31. White Collar Revolution!

32. 108 X 5vs. 8 X 1** 540 vs. 8 (-98.5%)

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

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

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

36. IBM’s Project Eliza!

37. 80,000??

38. “AssetlessCompany”John Bryan, CEO, on selling all Sara Lee’s manufacturing

39. “Don’t own nothin’ if you can help it. If you can, rent your shoes.”F.G.

40. Cisco, Dell =Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism [e.g.: Cisco owns 2 of 38 assembly plants]

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

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

43. Every job done in W.C.W. is also done “outside” … for profit!

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

45. Credo: W.W.P.F.“WORKWORTH PAYINGFOR”

46. New OrleansApril 2000:NAPM

47. Youare the …Rock Stars of the B2B Age!

48. “P.S.F.”: SummaryH.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot “Talent” (see below)“Adventurous” “culture”Proprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++) When: Now!

49. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!(31K bods)

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