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Re-imagine500 vREI.500.120304

Re-imagine500 vREI.500.120304. we begin with tom’s logo …. !. Do you think it is a coincidence that the MBA Master’s hood in the U.S.A. is insipid brown?. tom’s presentation officially begins: title slide follows ….

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Re-imagine500 vREI.500.120304

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  1. Re-imagine500vREI.500.120304

  2. we begin with tom’s logo …

  3. !

  4. Do you think it is a coincidence that the MBA Master’s hood in the U.S.A. is insipid brown?

  5. tom’s presentation officially begins: title slide follows …

  6. The Incredible, Wild, Whacky, Scary, SuperCool Future … and Why We’re Not Even Remotely Prepared, and What We Can Do About It, for the Sake of of Our Careers, Work and Organizations: A Musing on Strategies, Tactics, Attitudes, Tips, and General Observations, Such as Why a CFO Should Never Be Promoted to CEO, Why All MBA Programs Should Be Closed and Shuttered, How the “2Bs” (Bentonville and Beijing) Became the Co-capitols of the Universe, Why Only Freaks Get Things Done (in Freaky Times), Why Outrageously Audacious Devotion to Game-changing Innovation Is the PSR/Primary Survival Requisite (Duh), Why Women Are So Much Better Leaders Than Men (Duh II) (and They Also Buy Everything, Though Just Try Telling That to the World’s Advertising “Geniuses”), Why I Call Hospitals “The Killing Fields,” and How UPS & GE & IBM Are Actually All About Love! (We Will Totally Cover All This and More in 6F … or 180 Minutes in “Old Language.”)

  7. “About a year ago I hired a developer in India to do my job. I pay him $12,000 to do the job I get paid $67,300 for. He is happy to have the work. I am happy that I only have to work about 90 minutes per day (I still have to attend meetings myself, and I spend a few minutes every day talking code with my Indian counterpart.) The rest of my time my employer thinks I’m telecommuting. They are happy to let me telecommute because my output is higher than most of my coworkers. Now I’m considering getting a second job and doing the same thing with it. That may be pushing my luck though. The extra money would be nice, but that could push my workday over five hours.” —from posting at Slashdot (02.04.04), reported by Dan Pink

  8. No Limits?“Short on Priests, U.S. Catholics Outsource Prayer to Indian Clergy”—Headline, New York Times/06.13.04 (“Special intentions,” $.90 for Indians, $5.00 for Americans)

  9. Horizontal Double Dummy**Technical name for the tax-avoiding structure of theKmart-Sears deal (courtesy Allan Sloan/Newsweek)

  10. If you insist, the “official” title slide …

  11. Tom Peters’ Re-Imagine!Business Excellence in a Disruptive AgeREI.500/03December2004

  12. Slides at …tompeters.com

  13. V.A. Moment …1Y/2N: Commerce Bank2 Pizzas: JBPlastic Bulldozer: MD

  14. XYZ Corp: Complete Vision & ValuesAny Service or Product of ours is yours for absolutely NOCHARGE if any employee says—or implies—to you at any point …“It’s Not My Fault.”V. Big Cheese, Founder, CEO & Dictator

  15. “Simple” NMF: an Issue of … AUTHENTIC LEADERSHIP, EXECUTION, ACCOUNTABILITY, PROVIDING AWESOME EXPERIENCES, A CULTURE OF SHARED RESPONSIBILITY & OUTCOMES.

  16. Re-imagine! Not Your Father’s World I.

  17. 26m

  18. 43h

  19. 35/70

  20. W(460 terabytes)=2XI

  21. 02.12.01

  22. 2m38s

  23. Re-imagine! Not Your Father’s World II.

  24. “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)

  25. Re-imagine General Electric“Welch was to a large degree a growth-by-acquisition man. ‘In the late ’90s,’ Immelt says, ‘we became business traders, not business growers. Today organic growth is absolutely the biggest task of everyone of our companies. If we don’t hit our organic growth targets, people are not going to get paid.’ …Immelt has staked GE’s future growth on the force that guided the company at it’s birth and for much of its history: breathtaking, mind-blowing, world-rattling technological innovation.”—“GE Sees the Light”/Business 2.0/July 2004

  26. “We’re now entering a new phase of business where the group will be a franchising and management company where brandmanagement is central.”—David Webster, Chairman, InterContinental Hotels Group“InterContinental will now have far more to do with brandownership than hotel ownership.”—James Dawson of Charles Stanley (brokerage)Source: International Herald Tribune, 09.16, on the sacking of CEO Richard North, whose entire background is in finance

  27. Problem: “Don’t compete with China on cost or Wal*Mart on price.”Solution: VA/Innovation/ “Soft”-Brand Value

  28. “Big Pharma’s Blinders: The Blockbuster Mentality Crimps Innovation” (Headline)“Big Pharma appears remarkably risk-averse compared to the armada of small biotech companies that increasingly produce the most novel drugs.Why? It’s all about the type of organization that large drugmakers have become. Hugely profitable thanks to a few blockbusters, Big Pharma is far too focused on looking for the next best-seller. That means spending lots of development dollars on relatively safe bets, such as statins … But Big Pharma’s focus on finding the next blockbuster means it is passing up an opportunity to deliver important breakthroughs.”Source: BusinessWeek/11.29.2004

  29. “In the five years 1998 through 2002, 415 new drugs were approved by the Food and Drug Administration, of which only 14 percent were truly innovative. A further 9 percent were old drugs that had been changed in some way that made them, in the FDA’s view, significant improvements.And the remaining 77 percent? Incredibly, they were all me-too drugs—classified by the agency as being no better than drugs already on the market to treat the same condition.Some of these had different chemical compositions from the originals; most did not. But none were considered improvements.” —Marcia Angell, The Truth About Drug Companies. (Dr Angell was longtime Editor of The New England Journal of Medicine, and one of Time’s 25 “most influential people in America.”)

  30. My Story.**Complete with context, plot, resolution (though most of it may never happen; though if it doesn’t it’ll be because something even more weird came down)

  31. A Coherent Story: Context-Solution-BedrockContext1: Intense Pressures(China/Tech/Competition)Context2: Painful/Pitiful Adjustment(Slow, Incremental, Mergers)Solution1: New Organization(Technology,Web+ Revolution, Virtual-“BestSourcing,”“PSF” “nugget”)Solution2: No Option: Value-added Strategy(Services- Solutions-Experiences-DreamFulfillment “Ladder”)Solution3: “Aesthetic” “VA” Capstone(Design-Brands)Solution4:New Markets (Women, ThirdAge)Bedrock1: Innovation(New Work, Speed, Weird, Revolution)Bedrock2: Talent(Best, Creative, Entrepreneurial, Schools)Bedrock3: Leadership(Passion, Bravado, Energy, Speed)

  32. My “Story”: Tom’s Ten.Five1. Ideas Matter!2. “Change” Not Sufficient!/Destruction Imperative!3. Disruptive Technology Embraced!4. Value-added Sprint I: “PSF”-Moment (Beyond the “Cost Center”)!/ “Best” Not Enough/R.POV (Remarkable Point Of View)!5. Value-added Sprint II: Branding+/“DreamMerchants” All!/ Age of Aesthetics-Design!6. Value-added Sprint III: Women-Boomer “Strategic” Market Opps! 7. Bold/Brash/Nervy Innovation! Weird Wins! FreakTime! DramaticDifference!8. Top/Quirky Talent!/Women Rule!/Re-imagine Ed!9. “Bedrock”: Brand Inside-Itinerant Potential Organisms!10. Leading: “Sign Up” for Breathtaking, Game-changing Crusades!(10.5. EXECUTE! BIAS FOR ACTION!)

  33. The General’s Story.

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

  35. Everybody’s Story.

  36. “One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/08.18.03

  37. “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/03.04.2004

  38. Bedrock & Biases.

  39. “Best” is not Good enough!**Suggests a linear measurement rod

  40. Point of View!

  41. Importance of Success Factors by Various“Gurus”/Estimates by Tom PetersStrategySystemsPassionExecutionPorter 50% 20 15 15Drucker 35% 30 15 20Bennis 25% 20 30 25Peters 15% 20 35 30

  42. Everything You Need to Know about “Strategy” 1. Do you have awesome Talent … everywhere? Do you push that Talent to pursue Audacious Quests? 2. Is your Talent Pool loaded with wonderfully peculiar people who others wouldcall “problems”? And what about your Extended Community of customers, vendors et al? 3. Is your Board of Directors as cool as your product offerings … and does it have50 percent (or at least one-third) Women Members? 4. Long-term, it’s a “Top-line World”: Is creating a “culture” that cherishes above all things Innovation and Entrepreneurship your primary aim? Remember: Innovation … not Imitation! 5. Are the Ultimate Rewards heaped upon those who exhibit an unswerving “Bias for Action,” to quote the co-authors of In Search of Excellence? 6. Do you routinely use hot, aspirational words-terms like “Excellence” and B.H.A.G. (Big Hairy Audacious Goal, per Jim Collins) and “Let’s make a dent in the Universe” (the Word according to Steve Jobs)? Is “Reward excellent failures, punish mediocre successes” your de facto or de jure motto? 7. Do you subscribe to Jerry Garcia’s dictum: “We do not merely want to be the best of the best, we want to be the only ones who do what we do”? 8. Do you elaborate on and enhance Jerry G’s dictum by adding, “We subscribe to ‘Best Sourcing’—and only want to associate with the ‘best of the best’.” 9. Do you embrace the new technologies with child-like enthusiasm and a revolutionary’s zeal? 10. Do you “serve” and “satisfy” customers … or “go berserk” attempting to provide every customer with an “awesome experience” that does nothing less than transform the way she or he sees the world?11. Do you understand … to your very marrow … that the two biggest under-served markets are Women and Boomers-Geezers? And that to “take advantage” of these two Monster “Trends” (FACTS OF LIFE) requires fundamental re-alignment of the enterprise? 12. Are your leaders accessible? Do they wear their passion on their sleeves? Does integrity ooze out of every pore of the enterprise? Is “We care” your implicit motto? 13. Do you understand business mantra #1 of the ’00s: DON’T TRY TO COMPETEWITH WAL*MART ON PRICE OR CHINA ON COST? (And if you get this last idea, then see the 12 above!)

  43. “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

  44. Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”Approximately 640 Index entries:Customer/s (service, retention, loyalty),4. People (employees, motivation, morale, worker/s),0. Innovation (product development, research & development, new products),0.

  45. ExIn*: 1982-2002/Forbes.comEI: $10,000 yields $140,050DJIA: $10,000 yields $85,000*Basket of 32 publicly traded stocks

  46. I. NEW BUSINESS. NEW CONTEXT.

  47. Re-imagine Everything: All Bets Are Off.

  48. JobsNew TechnologyGlobalizationSecurity

  49. “Income Confers No Immunity as Jobs Migrate”—Headline/USA Today/02.04

  50. “Reuters Plans To Triple Jobs at Site In India”—Headline/ New York Times/ World Business/08October2004/10% of total workforce in Bangalore by 2006

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