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Lessons in Leadership: Tom Peters Seminar

Join Tom Peters for an in-depth seminar on leadership and learn how to navigate the rollercoaster of change in the business world. Explore strategies for success, discussions on current trends, and more.

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Lessons in Leadership: Tom Peters Seminar

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  1. Lessons in Leadership:Tom Peters SeminarM3Rollercoaster Days: Learning to … Rock & Roll!Milwaukee/15Feb2001

  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.Etc.

  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. Rollercoaster Days2001:Blood on retail’s streets: Montgomery Wards, Bradlees, Sears, Penney. Layoffs/10K+: Chrysler [27K], Lucent, WorldCom, GM. GE: 80,000??? [I’net driven.]Other Big: Sara Lee, Ford, Caterpillar, Motorola. Human genome map published. Human cloning within 1 year. First space tourist in training.

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

  7. S.A.V.

  8. 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!)

  9. 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)

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

  11. Read It Closely:“We don’t sell insurance anymore.Wesell speed.”Peter Lewis, Progressive

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

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

  14. Forces @ Work IThe Destruction Imperative!

  15. 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

  16. “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

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

  18. “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

  19. 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]

  20. 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)

  21. The [New] Ge WayDYB.com

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

  23. Message: Destroy to create!

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

  25. 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)

  26. White Collar Revolution!

  27. 108 X 5vs. 8 X 1** 540 vs. 8 (-98.5%)

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

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

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

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

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

  33. “We have transitioned from an asset-based strategy to a talent-based strategy.”Jeff Skilling, COO, Enron

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

  35. 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.”

  36. Advance ParadigmData on 165,000,000 prescriptions per year; docs and insurers have access to recordsReduces med errors; saves $2.88 per scrip [prescribing errors]; docs save $14,000 per year in review timeRev in ’99: $2B; $477M in ’98Source: Business Week (09.00)

  37. Message: The W.C.R. is inevitable. Lead it. Or get swallowed by it.

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

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

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

  41. New OrleansApril 2000:NAPM

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

  43. ChicagoNovember 1999:HRMAC

  44. “support function” / “cost center” / “bureaucratic drag”or …

  45. Are you “Rock Stars of the Age of Talent”

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

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

  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. The Raw Material … The WOW Project!

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

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