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Tom Peters’ Lessons in Leadership Grand Rapids 02-23-00

Explore the significance of branding in the modern economy and the impact of innovation versus incrementalism on business success. Discuss leadership strategies for reinventing companies and staying competitive while navigating rapid changes.

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Tom Peters’ Lessons in Leadership Grand Rapids 02-23-00

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  1. Tom Peters’ Lessons in LeadershipGrand Rapids02-23-00

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

  8. Jacques’ New New FordFord + MicrosoftFord + Yahoo!Ford + OracleFord + HPEtc.Etc.

  9. 64/24

  10. Goal?

  11. “There’s going to be a fundamental change in the global economy unlike anything we have had since the cavemen began bartering.”Arnold Baker, Chief Economist, Sandia National Laboratories

  12. “I genuinely believe we are living through the greatest intellectual moment in history.”Matt Ridley, Genome

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

  15. “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)

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

  17. S.A.V.

  18. 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

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

  20. 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!

  21. Seminar Y2KBrand Everything:Distinct or Extinct!

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

  23. 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]

  24. Brand DefinedDistinctionExcellenceEmotional “Signature”TrustworthinessConsistencyShorthand

  25. Forces @ WorkThe Destruction Imperative!

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

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

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

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

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

  31. “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

  32. “I feel betrayed. I bought stock in a company that was going to change the world. I didn’t buy a big, fat, stupid conglomerate. And now I’ve got one.”Alan Towers, consultant, quoted in Business Week [BW: “The irony is that AOL Time Warner is a vertically integrated conglomerate. Not exactly the sort of nimble competitor that will thrive in cyberspace.”]

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

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

  35. “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

  36. “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

  37. And …Jorma OllilaJim Crow

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

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

  40. 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

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

  42. EcoNets/Internet Zaibatsus“The model is about partial acquisitions and ownerships that then form a whole. Each part has to have value separately, be able to raise capital separately, and motivate employees separately. Corporations of the past never had that.”Flip Filipowski, divine interVentures (Red Herring)

  43. “The brick and mortars will die, no matter what. … So you have to take your best employees and best businesses and spin them off and just own 40 percent of everything that’s left. Do that and you survive.”Flip Filipowski, divine interVentures (Red Herring)

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

  45. 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.

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

  47. 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.

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

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

  50. C.E.O. to C.D.O.

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