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  1. Tom Peters’Re-Imagine!Business Excellence in a Disruptive AgeUnlocking Your Organization’s Potential Business Leadership Forum 2005 Berlin/20October

  2. Slides* at …tompeters.com*Siemens.LONG also available

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

  4. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  5. 26m

  6. “Vaunted German Engineers Face Competition From China”—Headline, p1/WSJ/07.15.2004

  7. 43h

  8. 2003: 98% U.S.2005: U.S. 150; Shanghai 500

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

  10. BEATING HURDLES, SCIENTISTS CLONE A DOG FOR A FIRST: Feat for South Koreans”—Headline/p1/NYT/08.04.05

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

  12. “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)

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

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

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

  16. “The most successful people are those who are good at plan B.”—James Yorke, mathematician, on chaos theory in The New Scientist

  17. The Admiral’s Story.

  18. Nelson’s secret:“[Other] admirals more frightened of losing than anxious to win”

  19. My Story.

  20. “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

  21. Everybody’s Story.

  22. “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

  23. “This is a dangerous world and it is going to become more dangerous.”“We may not be interested in chaos but chaos is interested in us.”Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

  24. H5N1

  25. 1. Re-imagine Permanence: The Emperor Has No Clothes!

  26. “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

  27. “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

  28. “These days both Intel and Microsoft are scrambling to pay the piper for years of design entropy”—WSJ/08.05

  29. 2. Re-imagine: Innovate or Die!

  30. Just Say “No” to …Imitation!

  31. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similar educational backgrounds, coming up with similarideas, producing similar things, with similarprices and similarquality.”Kjell Nordström and Jonas Ridderstråle, Funky Business

  32. “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/032805

  33. Resist!

  34. “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/11.29.04

  35. “Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes money,but I’m not sure we’re actually innovating. … Our challenge is to take nanotechnology into the future, to do personalized medicine …”—Jeff Immelt/Fast Company/07.05

  36. Scale?

  37. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

  38. 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

  39. Focus!

  40. Scale’s Limitations:“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

  41. Different!

  42. “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/08.11.03

  43. “The short road to ruin is to emulate the methods of your adversary.”— Winston Churchill

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

  45. GH/TP:“Get better”vs“Get different”

  46. Easy!

  47. FLASH:Innovation is easy!

  48. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

  49. CUSTOMERS: “Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.”Adrian Slywotzky, Mercer Consultants

  50. COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.”Mark Twain