Lessons in Leadership: Tom Peters Seminar

1. Lessons in Leadership:Tom Peters SeminarY1M3Rollercoaster Days:Learning to … Rock & Roll!Oakland 03.16.2001

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.In this file, lavender text 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. Wireless Wonders!“A consumer scenario: Snap digital pictures of your daughter’s soccer game; when you get back to your car – or even after each shot is snapped, the pictures are uploaded to an Internet server. The server processes, catalogs and archives the shots, and distributes appropriate versions to the TV sets of all the friends and family members on your list, updates the slideshow in grandma’s wireless digital frame, adds them to your digital wallet or PDA, makes a new album on your photo-sharing site, and has a set of prints made and delivered to you the next day.”Future Image

6. Rollercoaster Days2001:Blood on retail’s streets: Montgomery Ward, Bradlees, Sears, Penney. Layoffs/10K+: Chrysler [27K], Lucent, WorldCom, GM, Dana. 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.

7. “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)

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

9. S.A.V.

10. 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!)

11. 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)

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

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

14. Ray Kurzweil, The Singularity* Is Near(Reported in “GIGATRENDS,” Wired 04.01)*Singularity: Rate of change becomes infinite

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

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

17. Forces @ Work IThe Destruction Imperative!

18. 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

19. “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

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

21. “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

22. 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]

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

24. The [New] Ge WayDYB.com

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

26. 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)

27. White Collar Revolution!

28. 108 X 5vs. 8 X 1** 540 vs. 8 (-98.5%)

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

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

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

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

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

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

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

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

38. New OrleansApril 2000:NAPM

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

40. ChicagoNovember 1999:HRMAC

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

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

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

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

45. “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!

46. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!(31K bods)

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

48. The Raw Material … The WOWProject!

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

50. “Every project we take on starts with a question: How can we do what’s never been done before?”Stuart Hornery, CEO, Lend Lease