ASTD 2001 International Conference & Exposition Tom Peters Orlando/06.05.01

1. ASTD2001 International Conference & ExpositionTom PetersOrlando/06.05.01

2. 1. T/D > 1.0

3. 26.3

4. 3 Weeks in May“Training” & Prep: 187“Work”: 41(“Other”: 17)

5. 1% vs.367%

6. Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Surgeons do it. Cops do it. Astronauts do it.Why don’t businesspeople do it [very much]?

7. Conclusion: “We” are not serious!

8. 2. Drop “Training.” Embrace LEARNING.

9. You “train” rats and rhesus monkeys. Humans [Esp. in “Intellectual Capital” Jobs] … LEARN.

10. 3. Drop Learning. Embrace FORGETTING.

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

12. “Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”Clayton Christensen, The Innovator’s Dilemma

13. Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 are in ’87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 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

14. “The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically.”Peter Drucker, Business 2.0 (08.00)

15. Built to Last v. Built to Flip“The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.”“Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish.”Fast Company (03-00)

16. The [New] Ge WayDYB.com

17. 4. Consider: You Could Be Source#1 of Market Cap Enhancement.

18. 11 September 2000

19. 09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!

20. [“These days, building the best server isn’t enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard]

21. “Department Head”to …Managing Partner, HR [etc.] Inc.

22. HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Etc. … Etc.

23. “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. Sites to 6,000 NA dealers)

24. eHR*/PCC***All HR on the Web**Productivity Consulting CenterSource: E-HR:A Walk through a 21st Century HR Department, John Sullivan, IHRIM

25. “P.S.F.”: SummaryH.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot “Talent” (see below)“Adventurous” “Culture”Proprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++) When: Now!

26. Maybe one [or more] of your “PSFs” becomes the tail that wags the dog called Market Cap?????[E.g.: HR-IS-Customer Service]

27. 5. Training [Etc.] MustBe Employee-led.

28. The control revolution.The potentially monumental shift in control from institutions to individuals made possible by new technology such as the Internet.Source: Introduction, The Control Revolution, Andrew Shapiro

29. “The Web enables total transparency.People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead.”Kjell Nordstrom and Jonas Ridderstrale, Funky Business

30. “Managing Benefits: Let Workers Do It”Source: Headline, Money & Medicine, New York Times (12.06.00); cited are specialist companies such as eBenX and Vivius of Minneapolis

31. “Firms will not ‘manage the careers’ of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.” Tim Hall et al., “The New Protean Career Contract”

32. “H.R.” to “H.E.D.” ???HumanEnablementDepartment

33. “HR Employee Self-Service/ESS”John Pask/IHRIM

34. THE FUTURE: Patients Rule!Control Over Aging! [M&F Cosmetic Surgery, Viagra]Targeted Therapies = High Expectations The Internet! [meds, expert consultation, info-knowledge incl. outcome data & own recs, interaction with peers & docs, awareness that experts aren’t]Alt Therapies! [more visits, some insurer recognition]Awareness [medicine as front-page news, ads]Boomers! [#s, $$$, Ethos of self-control]Prevention/WellnessHMO [no-choice] Revolt“Age of Talent” [Be nice, boss!]Speed! [surgicenters, out-patient, self-admin regimens]

35. 6. Become Member #1 of the TDFT/TalentDevelopmentFanaticsTeam.

36. “When land was the productive asset, nations battled over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH

37. “We have transitioned from an asset-based strategy to a talent-based strategy.”Jeff Skilling, CEO, Enron

38. From “1, 2 or you’re out” [JW] to …“BestTalent in each industry segment to build best proprietary intangibles”[EM]Source: Ed Michaels, War for Talent (05.17.00)

39. Message: Some people are better than other people.Some people are a helluva lot better than other people.

40. “Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.”Ed Michaels, War for Talent (05.17.00)

41. What gets measured gets done. What gets paid for gets done more.What gets paid a lot for gets done a lot more.

42. “Talented people are less likely to wait their turn. We used to view young people as trainees; now they are authorities.Arguably this is the first time the older generation can – and must – leverage the younger generation very early in their careers.”Ed Michaels, War for Talent (05.17.00)

43. EnronCOO: Louise Kitchen, F, 29; created EnronOnline as “Skunk Works”

44. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Business Week, 11.20.00

45. The New Economy …Shout goodbye to “command and control”!Shout goodbye to hierarchy!Shout goodbye to “knowing one’s place”!

46. Women’s Stuff =New Economy MatchImprov skillsRelationship-centricLess “rank consciousness”Self determinedTrust sensitive IntuitiveNatural “empowerment freaks” [less threatened by strong people]Intrinsic [motivation] > Extrinsic

47. “Boys are trained in a way that will make them irrelevant.”Phil Slater

48. 7. “Training” [Writ Large] Is a/the PrimaryTalentAttractant.

49. “New Economy changes how firms treat layoffs”Headline, USA Today (03.19.2001)

50. 2010 “Demographics”:By 2010, full-time workers will be in the minoritySource: MIT study (28August2000)