Part #1: Introduction EXCELLENCE. ALWAYS.
description
Transcript of Part #1: Introduction EXCELLENCE. ALWAYS.
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Tom Peters’
Re-Imagine!Leading Change,
Developing Talent, Driving Innovation,
Adding Value,Achieving Excellence
Associsation of Chief Executive OfficersAthens/09May2006
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Part #1: Introduction
EXCELLENCE. ALWAYS.
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EXCELLENCE. THOUGHTS.
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Radio City Music HallSeptember 2005
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Franchise Lost!
TP: “How many of you [600] really
crave a new Chevy?”
NYC/IIR/061205
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P.P.E.E.R.R.E.
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People.Product.
Execution.Enthusiasm.Relentless.Re-invent.Excellence.
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My (Les’s) Dinner with Henri
JUST WHAT IS IT YOU MAKE?
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EXCELLENCE. THE WORD.
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Synonyms
PurityTranscendence
VirtueEleganceMajesty
Antonyms
Mediocrity
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EXCELLENCE.
GAMECHANGER.
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Excellence1982: The Bedrock “Eight Basics”
1. A Bias for Action2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties”
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What is In Search of Excellence all about:
People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great
Stories. Incredible Adventures. Trust. Caring. Fun. Joy.
Customer-centrism. Profit. Growth. “Brand You.” “Dramatic Differences.” Experiences that Make You “Gasp.” Excellence.
Always.
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ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050
*Excellence Index /Basket of 32 publicly traded stocks
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EXCELLENCE.
ALWAYS.
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“Why in the world did you go to Siberia?”
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The Peters Principles: Enthusiasm.
Emotion. Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design.
Quality. Entrepreneurialism. Wow.
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Business* ** (*at its best): An emotional, vital, innovative, joyful,
creative, entrepreneurial endeavor that elicits
maximum concerted human potential in the
wholehearted service of others.***
**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
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Business: The Ultimate Creative
Endeavor.
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Business: The Ultimate Personal
Development-Growth
Experience.
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Business: The Ultimate
Transcendent Service
Opportunity.
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Part #2: Principal Argument
Re-Imagine!Leading Change,
Developing Talent, Driving Innovation,
Adding Value,Achieving Excellence
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Re-imagine! Not Your Father’s World I.
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THREE BILLION NEW CAPITALISTS
—Clyde Prestowitz
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26m
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43h
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Re-imagine!
Not Your Father’s World II.
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“Income Confers No
Immunity as Jobs Migrate”
—Headline/USA Today/02.2004
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“Deutsche Bank Moves Half of Its Back-office Jobs to
India”/ headline/FT/0327/500 of 900 Research/JPMorgan
Chase/30% back-office by 12.31.07
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“There is no job that
is America’s God-given
right anymore.”
—Carly Fiorina/HP/January2004
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Re-imagine!
Not Your Father’s World III.
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“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)
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“Get better” versus
“Get different”
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Point of View!
Point of Dramatic
Difference!
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The General’s Story. (And Darwin’s)
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“If you don’t like change,
you’re going to like irrelevance even less.” —General Eric
Shinseki, Chief of Staff. U. S. Army
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“It is not the strongest of the
species that survives, nor the most intelligent, but the one most
responsive to change.” —Charles Darwin
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Everybody’s Story.
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“One Singaporean worker costs as much as …
3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”
Source: The Straits Times/2003
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“One Singaporean worker costs as much as …
3 … in Malaysia
8 … in Thailand 13 … in China 18 … in India.”
Source: The Straits Times/2003
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“Thaksinomics” (after Thaksin Shinawatra, PM)/
“Bangkok Fashion City”:
“managed asset
reflation” (add to
brand value of Thai textiles by demonstrating flair and design excellence)
Source: The Straits Times/2004
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New ZealandThailand
SpainPortugalIreland
Singapore Taiwan
PhilippinesUAEChile
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Better By Design: A National Strategy
NZ = Design
Excellence
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What an Evolving-Bizarre Story: E.g., Life
Sciences
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“WE ARE BEGINNING TO ACQUIRE … DIRECT AND DELIBERATE CONTROL … OVER THE EVOLUTION OF ALL LIFE FORMS …
ON THE PLANET.”Source: Juan Enriquez, As The Future Catches You
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1. Re-imagine Permanence: The Emperor
Has No Clothes!
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“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from
1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
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“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The
answer seems obvious: Buy a very large one and just wait.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
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4/40
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De-cent-ral-iz-a-tion!
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Ex-e-cu-
tion!
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Ac-count-a-bil-ity!
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“GE has set a standard of candor.
… There is no puffery. … There isn’t an ounce of
denial in the place.” —
Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)
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6:15A.M.
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2. Re-imagine:
Innovateor
Die!!
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Resist!
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“Huff. Puff. Consolidate.
Now. Or else! This is
it!” **Macy’s, Kmart, Xerox, IBM, Microsoft, TimeWarnerAOL …
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“Not a single company that qualified as having made a sustained transformation ignited its leap with a big
acquisition or merger. Moreover, comparison companies—those that failed to
make a leap or, if they did, failed to sustain it—often tried to make themselves great with a
big acquisition or merger. They failed to grasp the simple truth that while you can buy
your way to growth, you cannot buy your way
to greatness.” —Jim Collins/Time/2004
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Scale?
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“I don’t believe in
economies of scale. You don’t get better by being bigger. You get worse.” —
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
J.P. Morgan Chase, 0.9%)
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Scale?
“Microsoft’s Struggle With Scale”
—Headline, FT, 09.2005
“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005
“Too Big to Move Fast?” —Headline, BW, 09.2005
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Different!*
*“Dramatic Difference” (DH), “Remarkable Point of view” (SG)
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This is not a “mature category.”
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This is an “undistinguished category.”
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“When we did it ‘right’ it was still pretty ordinary.”
—Barry Gibbons on “Nightmare No. 1”
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“To grow, companies need to break out of a
vicious cycle of competitive
benchmarking and imitation.” —W. Chan Kim & Renée
Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003
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“The short road
to ruin is to emulate the methods of
your adversary.” — Winston
Churchill
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“Value innovation is about making the competition
irrelevant by creating uncontested market space. We argue that
beating the competition within the confines of the existing industry is
not the way to create profitable growth.”
—Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)
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Focus!
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Focus: “All Strategy Is Local: True competitive advantages
are harder to find and maintain
than people realize. The odds are best in
tightly drawn markets, not big,
sprawling ones” —Title/
Bruce Greenwald & Judd Kahn/HBR09.05
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Big WinnersLousy industry … Specialty (No
competition) … Smaller than competitors
4 Traits: Sweet spot … Agility … Discipline
… FOCUSSource: Alfred Marcus, Big Winners and Big Losers:
The 4 Secrets of Long-term Business and Failure
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“We will not, I repeat not,
pretend to be ‘all things to all people.’” —CEO, Investec (03.06)
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Easy!
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FLASH!
Innovation
is easy!
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Innovation’s Saviors-in-Waiting
Disgruntled CustomersOff-the-Scope Competitors
Rogue EmployeesFringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
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We become who we hang
out with!
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Measure “Strangeness”/Portfolio Quality
StaffConsultants
VendorsOut-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/IT ProjectsHQ LocationLunch Mates
LanguageBoard
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Hard!
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“The Bottleneck
Is at the Top of the
Bottle”“Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest reverence for industry dogma:
At the top!”
— Gary Hamel/Harvard Business Review
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BOLD!
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No Wiggle Room!
“Incrementalism
is innovation’s worst enemy.”
Nicholas Negroponte
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“Beware of the tyranny of making
Small Changes to Small
Things. Rather,
make Big Changes
to Big Things.”
—Roger Enrico, former Chairman, PepsiCo
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Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free
*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in life
Source: Fast Company/05.2005
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“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
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Speed/
Tempo!
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“We don’t sell
insurance anymore.
We sell speed.”
Peter Lewis, Progressive
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“Strategy meetings held once or twice a year” to
“Strategy meetings needed several times a week”
Source: New York Times on Meg Whitman/eBay
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Action
!
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TP/BW on BigCo Sin #1:
“too much talk, too little do”
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“Ninety percent of what we call
‘management’ consists of making
it difficult for people to get
things done.” – Peter Drucker
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“Execution is the job of
the business leader.” —Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
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“Execution is a
systematic process of rigorously
discussing hows and whats, tenaciously following through, and
ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
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Measurable!
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Innovation Index: How many of your Top 5 Strategic
Initiatives/Key Projects score 8 or higher (out of 10) on a
“Weird”/ “Profound”/ “Wow”/“Game- changer”
Scale?
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Personal!
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Step #1: Buy a Mirror!
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“The First step in a ‘dramatic’
‘organizational change program’ is obvious—
dramatic personal change!” —RG
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Summary:
WallopWal*Mart16*
*Or: Why it’s so unbelievably easy to beat a GIANT Company
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The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)
*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)
*“Dramatically Different”
(La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)
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$798
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$415/SqFt/Wal*Mart$798/SqFt/Whole
Foods
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7X. 730A-800P.
F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
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3. Re-imagine Organizing I:
IS/IT as Disruptive Tool!
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We all live in
Dell-Wal*Mart-
eBay-Google World!
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“the FedEx Economy”
—headline/New York Times/10.08.05
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“Any3”: Anything/ Anywhere/ Anytime
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Power Tools for Power Solutions/
Strategies! —TP
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“Ebusiness is about rebuilding the
organization from the ground up. Most companies today
are not built to exploit the Internet. Their business processes, their approvals, their
hierarchies, the number of people they employ … all of that is wrong for running
an ebusiness.” —Ray Lane, Kleiner Perkins
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5% F500 have CIO on Board: “While
some of the world’s most admired companies—
Tesco, Wal*Mart —are transforming the business landscape by including technology experts on their boards, the vast majority are
missing out on ways to boost productivity, competitiveness and shareholder value.”
Source: Burson-Marsteller
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4. Re-imagine
Organizing II: The Age of
“Best-sourcing.”
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“Organizations will still be critically important in the
world, but as ‘organizers,’ not
‘employers’!” — Charles Handy
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TP In Nagano …
Revenue: $10B
FTE: 1*
*Maybe
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Not “out sourcing”Not “off shoring”
Not “near shoring”Not “in sourcing”
but …
“Best Sourcing”
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“global innovation networks”
vs
“research in large monolithic companies”
Source: George Colony/Forrester Research
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5. Re-imagine Business’s
Fundamental Value Proposition: PSFs
Unbound, or Fighting “Inevitable Commoditization”
via “The ‘Gamechanging Solutions’ Imperative.”
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Up, Up, Up,
Up
the Value-added Ladder.
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$55B
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And the “M” Stands for … ?
Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-
promised ‘revolution.’ ” )
IBM Global Services* (*Integrated Systems
Services Corp.): $55B
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“Big Brown’s New Bag: UPS
Aims to Be the Traffic Manager for Corporate
America” —Headline/BW/2004
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And …
MasterCard Advisors
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Huge: Customer Satisfaction versus Customer
Success
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The Value-added Ladder/Stuff ‘n’ Things
Goods Raw Materials
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The Value-added Ladder/Stuff & Transactions
ServicesGoods
Raw Materials
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The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions
ServicesGoods
Raw Materials
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6. Re-imagine Organizing IV: The White-Collar Tsunami and the Professional Service Firm (“PSF”) Imperative.
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“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
of saying that … you’ve become
irrelevant to your customers.”
—John Battelle/Point/Advertising Age/07.05
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Chicago:
HRMAC
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“support function” / “cost center” /
“bureaucratic drag”
or …
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Are you … “Rock Stars of the
Age of Talent”
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Answer: Professional Service Firm/PSF!
Department Head
to …
Managing
Partner, IS [HR, R&D, etc.] Inc.
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Answer:
PSF
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The “PSF35”: Thirty-Five
Professional Service Firm Marks of Excellence
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The PSF35: The Work & The Legacy
1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”
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Point of View!
Point of Dramatic
Difference!
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Fleet Manager
Rolling Stock Cost Minimization Officer
vs/or
Chief of Fleet Lifetime Value Maximization
Strategic Supply-chain Executive
Customer Experience Director (via drivers)
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“Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization
Professional? Or/to: Full Partner-Leader in Lifetime
Value-added Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/AnonVSE-Spain)
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HCare CIO: “Technology Executive” (workin’ in a hospital)
Or/to: Full-scale, Accountable (life or death)
Member-Partner of XYZ Hospital’s Senior
Healing-Services Team (who happens to be a techie)
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7. Re-imagine Enterprise as
Theater I: A World of Scintillating “Experiences.”
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“Experiences are as distinct
from services as services are from
goods.” —Joe Pine & Jim Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
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“Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an
entirely new ‘me.’ ”
Source: Jean-Marie Dru, Disruption
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“The [Starbucks] Fix” Is on …
“We have identified a
‘third place.’ And I
really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers
come for refuge.”
Nancy Orsolini, District Manager
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London circa 1976: “You can’t build a ‘real
economy’ on services, finance, advertising,
etc.”
London circa 2006:
deliberately aims to be the “capital of the 21st
century”
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The Value-added Ladder/Memorable Connection
Spellbinding Experiences
Gamechanging SolutionsServicesGoods
Raw Materials
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Beyond the “Transaction”/ “Satisfaction” Mentality
“Good hotel”/ “Happy guest”/ “Exceeded Expectations”
vs.
“Great Vacation”/ “Great Conference”/ “Operation Personal
Renewal”
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London circa 1976: “You can’t build a ‘real
economy’ on services, finance, advertising,
etc.”
London circa 2006:
deliberately aims to be the “capital of the 21st
century”
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8. Re-imagine Enterprise as
Theater II: Embracing the “Dream
Business.”
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DREAM: “A dream is a complete moment in the life
of a client. Important experiences that tempt the client to commit substantial resources. The essence of
the desires of the consumer. The opportunity to help
clients become what they want to be.”
—Gian Luigi Longinotti-Buitoni
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The Value-added Ladder/Emotion
Dreams Come True
Spellbinding Experiences Gamechanging Solutions
ServicesGoods
Raw Materials
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Furniture vs. Dreams
“We do not sell ‘furniture’ at
Domain. We sell dreams. This is
accomplished by addressing the half-formed needs in our
customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’ Sales are the
inevitable result.” — Judy George,
Domain Home Fashions
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IBM, UPS, GE …
Dream Merchants
!
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PSFs (PSF35) …
Dream Merchants!
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9. Re-imagine the “Soul” of New Value: Design
Rules!
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Franchise Lost!
TP: “How many of you [600] really
crave a new Chevy?”
NYC/IIR/061205
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All Equal Except …
“At Sony we assume that all products of our competitors have basically the same technology, price, performance
and features. Design is the only thing that
differentiates one product from another in the marketplace.” —
Norio Ohga
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“Design is
treated like a religion at
BMW.”Fortune
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“We don’t have a good language to talk about this kind of thing. In
most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning
of design. Design is the fundamental soul
of a man-made creation.” —Steve Jobs
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“If you can’t win on ‘cost,’ then you’re left with
‘cool.’ ” —Anon./NZ
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Hypothesis: “Design” is the principle
“metaphor” for the encompassing Value-
added Imperative!
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10. Re-imagine the Fundamental Selling
Proposition: “It” all adds up to …
(THE BRAND.) (THE STORY.)(THE DREAM.)
The Love.
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“Brands have run out
of juice. They’re
dead.” —Kevin Roberts/Saatchi &
Saatchi
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Kevin Roberts:
Lovemarks!
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Up, Up, Up,
Up
the Value-added Ladder.
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Lovemark Dreams Come True
Spellbinding ExperiencesGamechanging Solutions
ServicesGoods
Raw Materials
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Lead It:
New “C-
Levels”
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CXO*
*Chief eXperience Officer
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CDM*
*Chief Dream Merchant
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CL O*
*Chief Lovemark Officer
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CWO*
*Chief WOW Officer
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CSTO*
*Chief Storytelling Officer
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CRO*
*Chief Revenue Officer
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11. Re-imagine the Customer I: Trends Worth Trillion$$$ …
Women Roar.
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“Women are the
majority market”
—Fara Warner/The Power of the Purse
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?????????
Home Furnishings … 94%Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)All consumer purchases … 83%
Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%
Health Care … 80%
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Thanks, Marti
Barletta!
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The Perfect Answer
Jill and Jack buy slacks in black…
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Read This Book …
EVEolution: The Eight
Truths of Marketing
to WomenFaith Popcorn & Lys Marigold
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“Women don’t buy
brands. They join them.”
EVEolution
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2.6 vs. 21
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1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.
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10. Women’s Market =
Opportunity No. 1.
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Why?
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2005
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Good Thinking, Guys!
“Kodak Sharpens Digital Focus
On Its Best Customers:
Women”
—Page 1 Headline/WSJ/0705
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Cases!McDonald’s (“mom-centered” to “majority consumer”; not
via kids)
Home Depot (“Do it Herself”)
P&G (more than “house cleaner”)
DeBeers (“right-hand rings”/$4B)
AXA FinancialKodak (women = “emotional centers of the household”)
Nike (more than jock endorsements; new def sports; majority consumer)
AvonBratz (young girls want “friends,” not a blond sterotype)
Source: Fara Warner/The Power of the Purse
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12. Re-imagine the Customer II: Trends
Worth Trillion$$$ …
Boomer Bonanza/ Godzilla Geezer.
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2000-2010 Stats
18-44: -1%
55+: +21%(55-64: +47%)
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44-65: “New Customer Majority” *
*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder
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“The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder,
Ageless Marketing
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13. Re-imagine the Individual I:
Welcome to a Brand You World …
Distinct or Extinct
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Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (1800-2000)
Globalization3.0 (2000+): Individuals collaborating & competing globally
Source: Tom Friedman/The World Is Flat
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“If there is nothing very special about
your work, no matter how hard
you apply yourself you won’t get noticed, and that
increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired
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“You are the storyteller of your own life, and you can create your own legend or
not.” —Isabel Allende
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Personal “Brand Equity” Evaluation
– I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing].
– My current Project is challenging me …– New things I’ve learned in the last 90 days include
…– My public “recognition program”
consists of …– Additions to my Rolodex in the last 90 days
include …
– My resume is discernibly different from last year’s at this time …
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New Work SurvivalKit.2006
1. Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project)6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor (A willingness to Screw Up & Move On)9. Comfortable with Your Skin (Bring “interesting you” to work!)10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?)11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)
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R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment
Strategy”/R.I.P.**Renewal Investment Plan
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Distinct … or
… Extinct
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“It’s always
showtime.”
—David D’Alessandro, Career Warfare
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A “position” is not an
“accomplishment.” —TP
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We Live In A “Brand You”
World. Period.
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Getting to WOW Through Mastery of …
The Sales25.
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Getting Things Done: The
Power &
Implementation34.
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Presentation Excellence: The
PresX56
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The Interviewing Excellence: The IntX31
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14. Re-imagine Excellence I: The
Talent Obsession.
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“The Creative Age is a
wide-open game.”
—Richard Florida, The Rise of the Creative Class
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Brand =
Talent.
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“THE FUTURE BELONGS TO …
SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND …
AND WHO IGNORE THE TEMPTATION OF—OR DO NOT HAVE THE OPTION OF—EXPLOITING NATURAL
RESOURCES.”
Source: Juan Enriquez/As the Future Catches You
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“Leaders
‘do’ people.
Period.” —Anon.
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PARC’s Bob Taylor:
“Connoisseur
of Talent”
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Hire very good
people!
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“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-
Pacific changed 20 of his 40 box plant managers to put more talented, higher paid
managers in charge. He
increased profitability from $25 million to $80
million in 2 years.” —Ed Michaels, War for Talent
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DD$21M
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A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.
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Our Mission
To develop and manage talent;
to apply that talent,throughout the world,
for the benefit of clients;to do so in partnership;
to do so with profit.WPP
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No Excuses!
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Wegmans: #1100 Best Companies to Work for
84%: Grocery stores “are all alike”46%: additional spend if customers have an “emotional connection”
to a grocery store rather than “are satisfied” (Gallup)
“Going to Wegmans is not just shopping, it’s an event.” —Christopher Hoyt, grocery consultant
“You cannot separate their strategy as a retailer from their strategy as an
employer.” —Darrell Rigby, Bain & Co.
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15. Re-imagine Excellence II:
New Education for a New World.
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“My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding
refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How
could any child—let alone our child—receive a poor grade
in art at such a young age? His teacher informed us that he had
refused to color within the lines, which was a state
requirement for demonstrating ‘grade-level motor skills.’ ”
—Jordan Ayan, AHA!
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16. Re-imagine Leadership for Totally
Screwed-Up Times: The
Passion Imperative.
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Create a Cause!
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“People want to be part of something larger
than themselves. They want to be part of
something they’re really proud of, that they’ll
fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)
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G.H.: “Create a ‘cause,’ not a ‘business.’
”
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“Management has a lot to do with answers. Leadership is a function of questions. And the
first question for a leader always
is: ‘Who do we intend to be?’ Not ‘What are we going to do?’
but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
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Find ’em!
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“The” Secret: Jack didn’t have a
“vision”!
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Les Wexner: From sweaters to …
people!
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Respect ’em!
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Amen!
“What creates trust, in the end, is the leader’s manifest
respect for the followers.”
— Jim O’Toole, Leading Change
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Make It a Grand
Adventure!
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“Ninety percent of what we call
‘management’ consists of making it difficult for people to get things done.” – Peter
Drucker
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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.”
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Yes!!!!!!!!!!!!!!!!!
“free to do his or her absolute best” …
“allow its members to discover their
greatness.”
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“The role of the Director is to create a
space where the actor or actress can become more than they’ve ever been before, more than
they’ve dreamed of being.” —Robert Altman, Oscar
acceptance
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“We are a ‘life
Success Company”’
founder, RE/MAX
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Trumpet an Exhilarating
Story!
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Best Story Wins!
“A key – perhaps the key – to leadership is
the effective communication
of a story.”—Howard Gardner/Leading Minds:
An Anatomy of Leadership
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“Leaders don’t just make products and make
decisions. Leaders make
meaning.” – John Seely Brown
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Live Your
Story!
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“You must
be the
change you wish to see in the
world.”Gandhi
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MBWA**HS/25+
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You = Your calendar*
*Calendars NEVER lie!!
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Try It!
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Sam’s Secret #1!
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“Fail faster. Succeed sooner.”
David Kelley/IDEO
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“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
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Insist on
Speed!
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“We don’t sell
insurance anymore.
We sell speed.”
Peter Lewis, Progressive
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Demand Action!
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“We have a ‘strategic’ plan. It’s
called ‘doing things.’” — Herb Kelleher
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Put Women
in Charge!
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“AS LEADERS, WOMEN
RULE: New Studies find that
female managers outshine their male counterparts in almost every measure”
Title, Special Report/BusinessWeek
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Women’s Strengths Match New Economy Imperatives: Link [rather than rank]
workers; favor interactive-collaborative leadership style [empowerment beats top-down decision
making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily
accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate
cultural diversity. —Judy B. Rosener, America’s Competitive Secret: Women Managers
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Dispense Enthusiasm!
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“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
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BZ: “I am a … Dispenser of Enthusiasm!”
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“Most important,
he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05
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Avoid … Moderation!
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Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
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The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
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“Beware of the tyranny of making
Small Changes to Small
Things. Rather,
make Big Changes
to Big Things.”
—Roger Enrico, former Chairman, PepsiCo
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“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
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Avoid … Moderation!
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Insanely Great Language!
“Insanely Great.”
—Steve Jobs
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Radically Thrilling Language!
“Radically Thrilling.”
—BMW Z4 (ad)
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“Astonish me!” /S.D.
“Build something great!” /H.Y.
“Make it immortal!” /D.O.
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Gaspworthy!
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CTO**Chief Thrills Officer
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CTO**Chief Transcendence Officer
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CWO**Chief WOW Officer
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!
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C!O*Chief ! Officer
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Synonyms
PurityTranscendence
VirtueEleganceMajesty
Antonyms
Mediocrity
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Free the Lunatic Within!
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“You can’t behave in a calm, rational manner. You’ve got to be out there on
the lunatic fringe.” — Jack Welch
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EXCELLE ALWAYS.