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TOM PETERS’ LESSONS IN LEADERSHIP Philadelphia 21 March 2000 (Day #81 of the New Millennium)

TOM PETERS’ LESSONS IN LEADERSHIP Philadelphia 21 March 2000 (Day #81 of the New Millennium). Hen scratches @ 37,000 feet ….

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TOM PETERS’ LESSONS IN LEADERSHIP Philadelphia 21 March 2000 (Day #81 of the New Millennium)

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  1. TOM PETERS’LESSONS IN LEADERSHIPPhiladelphia21 March 2000(Day #81 of the New Millennium)

  2. Hen scratches @ 37,000 feet …

  3. Microsoft = R.O.W.Microsoft > GM + Ford + Boeing + Lockheed Martin + Deere + Caterpillar + USX + Weyerhaeuser + Union Pacific + Kodak + Sears + Marriott + Safeway + KelloggSource: Business Week data through 5-99

  4. Microsoft = R.O.W. (II)Microsoft >GM + Ford Boeing + Lockheed Martin + Deere + Caterpillar + USX + Weyerhaeuser + Union Pacific + Kodak + Sears + Marriott + Safeway + Kellogg + McDonald’s + Bank One + General Mills + American Airlines + United Airlines + + Delta Air Lines + US Airways + Quaker OatsSource: Yastrow Marketing (through 11-23-99)

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

  6. Just Say No …“I don’t intend to be known as the ‘King of the Tinkerers.’ ”CEO, large financial services company (New York, 5-99)

  7. 64/24

  8. Goal?

  9. “It means nothing less than the total reinvention of this company.”

  10. Jacques’ New New FordFord + MSN CarPointFord + Yahoo!Ford + OracleFord + HP/MCIWorldcomEtc.Etc.

  11. Tony(White)-WorldPerkin-Elmer to PE Corp./Sell “core bus.”/ Dump NAME!Now: PE Biosystems, Celera Genomics (Craig Venter)$1.5B (’95) to $24B

  12. ???????????????????Warner Lambert& Pfizer

  13. “Medicine looks likely to change more in the next 20 years than it has in the last 200.”British Medical Journal (11-11-99)

  14. “There is probably going to be more confusion in the business world in the next decade than there has been in any decade in history.”Steve Case (2-00)

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

  16. S.A.V.

  17. T.T.D.sThe next slide is the first of many “T.T.D.” activities. I.e.: Things To Do. These are by and large shorthand forms of training exercises I use. Also: Most of these T.T.D. slides have accompanying Notes.(See following Slide.)Tom Peters

  18. T.T.D./True or False:“incrementalism”VERSUS“innovation”?

  19. Notes Page • This is a daunting issue. There is no “right answer.” But it merits constant, conscious debate. Consider the value of incremental change. [Kaizen, etc.] And discuss whether or not this thwarts “BIG” initiatives aimed at wholesale reinvention. • Also: Consider … “Can we do both?” [I’m not sure.] P.S.: This crucial issue holds for Finance Departments as much as Product Divisions. And it holds for the smallest and newest of businesses! THIS DEBATE IS WORTH LOTS OF TIME! KEEP IT PRACTICAL!

  20. Seminar Y2KBrand Everything:Distinct or Extinct!

  21. Brand It!Now, More Than Ever!“The increasing difficulty in differentiating between products and the speed with which competitors take up innovations will assist in the rise and rise of the brand.”Gillian Law and Nick Grant, Management [New Zealand]

  22. Part I: Forces @ WorkPart II: Brand InsidePart III: Brand OutsidePart IV: Brand Leadership

  23. Forces @ WorkThe Destruction Imperative!

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

  25. “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

  26. Q:What do you do when you are a big, dopey company and out of ideas?

  27. A:You merge with another big, dopey company that doesn’t have any ideas either.

  28. R:An incredibly big, incredibly dopey company … going nowhere.

  29. “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

  30. “Talent” and a $2Tenterprise??????

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

  32. “We chose not to do a discounted cash flow analysis of their future earnings. We wanted their talent and we wanted their intellectual property.” Art Reidel, CEO, Pharsight

  33. “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

  34. Dept. Head I = Sports G.M.Dept. Head II = V.C.

  35. G.M. = The Recruitment and Development of Top Talent. [Period!]V.C. = Bets on “Talent.” Bets on Projects. [Period!]

  36. Silicon Valley Success Secrets“Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpotSource: The Economist

  37. “R & D”Intel’s venture fund: 275 investments, $3.5BSource: Fast Company (12-99)

  38. T.T.D.What are the specifics of your [personal, unit] “Forgetting Strategy”?

  39. Notes Page • Discuss the idea of “learning” versus “forgetting.” I THINK THIS IS A LOT MORE THAN A “SEMANTICS DEBATE.” Assuming you agree with me, what – very specific – steps are you taking to move beyond the Assumptions du Jour? • Hint: This holds for a 1999 dot.com startup as much as for an elderly company.

  40. T.T.D.Discuss the G.M./V.C. “strategy” as it applies to your unit.

  41. Notes Page • What do “G.M.s” do? [Invite one to talk to your group.] Do you do what they do? If not, why not? How about a “G.M. Strategy”? • Repeat the above for the Life of a Venture Capitalist.

  42. T.T.D.Evaluate your portfolio of projects [and people]: Are you placing enough interesting [long shot?] bets?

  43. Notes Page • Be brutally honest! • Hint: This holds for you and me as individuals as well as for our unit.

  44. C.E.O. to C.D.O.

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

  46. “In This Expansion, As Business Booms, So Do Layoffs: Jettisoning Without Guilt”The Wall Street Journal03-13-00 (P. 1)

  47. Paradox ReduxAtlanta: +113,600 = #1 metro areaLayoffs [major]: BellSouth, Lockheed, Coca-Cola

  48. 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)

  49. Message from Seattle?Top 3 Americans > 48 poorest nationsSource: Newsweek 12-99

  50. [Visit India … every 24 months.]

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