Tom Peters’ The Passion Imperative: The Leadership 50 26September2005

1. Tom Peters’The Passion Imperative: The Leadership5026September2005

2. Slides at …tompeters.com

3. China!

4. China!

5. China

6. Chi

7. 26m

8. 43h

9. Savings, internal investment, external investment> 50% GDP

10. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

11. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

12. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

13. “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.”—Fast Company /October2003

14. Tom’s 16 “Mini-TIBs”Cause!/Engagement! MBWA Dramatic Difference! (R.POV8)Passion!/Enthusiasm!/Energy!WOW!Hot language!Intangibles (“Soft is hard”)Focus! (Niche/Limits to scale)Brand You!Weirdness!Bold innovation! (“Reward excellent failures. Punish mediocre success.”)Decentralization!!!!!!!!!!!!!Value-adding “PSF”DesignWomen (Market opportunity/Leaders)Boomers-Geezers

15. The Leadership50

16. I. The Basic Premise.

17. 1. Leadership Is a …Mutual Discovery Process.

18. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker

19. “I don’t know.”

20. Quests!

21. 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.”

22. Yes!!!!!!!!!!!!!!!!!“free to do his or her absolute best” … “allow its members to discover their greatness.”

23. “Nobody can prevent you from choosing to be exceptional.” —Mark Sanborn, The Fred Factor “To live is the rarest thing in the world. Most people exist, That is all.”—Oscar Wilde “Make your life itself a creative work of art.”—Mike Ray, The Highest Goal

24. Go to the peopleLive with themLearn from themLove them Start with what they know Build with what they have But with the best leadersWhen the work is done The task accomplishedThe people will say“We have done this ourselves.” Lao Tsu (700 BC)

25. 2. Leaders DECENTRALIZE!

26. The SE22: Origins of SUSTAINABLE ENTREPRENEURSHIP

27. SE22/Origins of Sustainable Entrepreneurship 1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, Fox, Stanford University, MIT) 2. Perpetually determined to outdo oneself, even to the detriment of today’s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx) 3. Treat History as the Enemy (GE) 4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony) 5. Use “Strategic Thrust Overlays” to Attack Monster Problems (Sysco, GSK, GE, Microsoft) 6. Establish a “Be on the COOL Team” Ethos. (Most PSFs, Microsoft) 7. Encourage Vigorous Dissent/Genetically “Noisy” (Intel, Apple, Microsoft, CitiGroup, PepsiCo) 8. “Culturally” as well as organizationally Decentralized(GE, J&J, Omnicom) 9. Multi-entrepreneurship/Many Independent-minded Stars (GE,PepsiCo)

28. SE22/Origins of Sustainable Entrepreneurship 10. Keep decentralizing—tireless in pursuit of wiping out Centralizing Tendencies(J&J, Virgin) 11. Scour the world for Ingenious Alliance Partners—especially exciting start-ups (Pfizer) 12. Acquire for Innovation, not Market Share (Cisco, GE) 13. Don’t overdo “pursuit of synergy” (GE, J&J, Time Warner) 14. Execution/Action Bias: Just do it … don’t obsess on how it “fits the business model.” (3M, J & J) 15. Find and Encourage and Promote Strong-willed/Hyper- smart/Independent people (GE, PepsiCo, Microsoft) 16. Support Internal Entrepreneurs/Intrapreneurs (3M, Microsoft) 17. Ferret out Talent … anywhere and everywhere/“No limits” approach to retaining top talent (Nike, Virgin, GE, PepsiCo)

29. “‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.”—Brian Joffe/BIDvest

30. HP’s Big “Duh”!Decentralize ($90B)Undo “Matrix”AccountabilitySource: “HP Says Goodbye To Drama”/BW/09.05/re Mark Hurd’s first 5 months

31. II. The Leadership Types.

32. 3.Great Leaders on Snorting Steeds Are Important – butGreat Talent Developers(Type I Leadership)are the Bedrock of Organizations that Perform Over the Long Haul.

33. 25/8/53*(*Damn it!)

34. Whoops: Jack didn’t have a vision!

35. Raided:GEPepsiCo

36. 4. But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!

37. “A leader is a dealer in hope.”Napoleon

38. 5. Find the “Businesspeople”!(Type III Leadership)

39. I.P.M. (Inspired Profit Mechanic)

40. 6. All Organizations Need the Golden Leadership Triangle.

41. The Golden Leadership Triangle: (1) Talent Fanatic-Mentor … (2) Creator-Visionary … (3) Inspired Profit Mechanic.

42. 7. Leadership Mantra #1: IT ALL DEPENDS!

43. Renaissance Men are … a snare, a myth, a delusion!

44. III. The Leadership Dance.

45. 8. Leaders …SHOWUP!

46. Rudy!

47. “A body can pretend to care, but they can’t pretend to be there.”— Texas Bix Bender

48. MBWA

49. P.S. …Mark McCormack: 5,000 miles for a 5 min. meeting!

50. 9.Leaders …LOVE the MESS!