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Congratulations, University of Wisconsin Women’s Hockey, NCAA Champs 2006!

Tom Peters’ Re-Ima g ine ! Leading Chan g e , Developing Talent , Driving Innovation , Adding Value , Achieving Excellence Wisconsin Innovates Wisconsin Innovation Network Milwaukee/29 March 2006. Congratulations, University of Wisconsin Women’s Hockey, NCAA Champs 2006!.

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Congratulations, University of Wisconsin Women’s Hockey, NCAA Champs 2006!

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  1. Tom Peters’Re-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving ExcellenceWisconsin InnovatesWisconsin Innovation NetworkMilwaukee/29 March 2006

  2. Congratulations, University of Wisconsin Women’s Hockey, NCAA Champs 2006!

  3. Tom Peters’Re-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving ExcellenceWisconsin Innovates!Wisconsin Innovation NetworkMilwaukee/29 March 2006

  4. Slides* at …tompeters.com*Also, “Long”

  5. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

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

  7. 26m

  8. 43h

  9. 1 Houston/Month/15

  10. 600,000350,00070,000

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

  12. “There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004

  13. “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/03.27.06/500 of 900 Research/ JPMorgan Chase/30% back-office by 12.31.07“Bangalore Talent Lures Technology Start-ups”/headline/International Herald/03.21.06

  14. Re-imagine!Not Your Father’s World III.

  15. “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)

  16. “[The commitment to speed—eg Nissan 10 months] is being driven by a new innovation imperative. Competition is more intense than ever because of the rise of the Asian powerhouses and the spread of disruptive new Internet technologies and business models.Companies realize that all of their attention to efficiency in the past half-decade was fine—but it’s not nearly enough. If they are to thrive in this hyper-competitive environment, they must innovate more and faster.”—BW cover story, “Speed Demons,” 27March2006

  17. Re-imagine! Not Your Father’s World IV.

  18. New Economy?!Sergey + Larry > Harvard

  19. New Economy?!Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

  20. The General’s Story.(And Darwin’s)

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

  22. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  23. My Story.

  24. “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

  25. Point of View!

  26. Everybody’s Story.

  27. “One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  28. “One Singaporean workercosts as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  29. “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

  30. Better By Design: A National StrategyNZ = Design Excellence

  31. New ZealandThailandSpainPortugalIrelandSingaporeTaiwan PhilippinesUAEChile

  32. “ ‘MADE IN TAIWAN’: From Cheap Manufacturing to Chic Branding”—Headline/Advertising Age/06.05

  33. Taiwan, Your Partner in InnoValuePoster/Bucharest/03.06

  34. 1. Re-imagine Permanence: The Naked Emperor Problem!

  35. Pathetic!

  36. “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

  37. “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

  38. Lessons Learned. GE. Me.

  39. 4/40

  40. De-cent-ral-iz-a-tion!

  41. Ex-e-cu-tion!

  42. Ac-count-a-bil-ity!

  43. 6:15A.M.

  44. 2. Re-imagine:InnovateorDie!!

  45. No Option!

  46. “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/2005

  47. Resist!

  48. “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

  49. There’s“A”and then there’s“A.”

  50. Scale?

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