Distinct or … Extinct Tom Peters Seminar2000 LESSONS IN LEADERSHIP San Francisco 15September2000

1. Distinct or … ExtinctTom Peters Seminar2000LESSONS IN LEADERSHIPSan Francisco15September2000

2. 1991, 2004+$12B, $40B+

3. “Dumb Jerk of the New Millennium” Gold Medal!“Firestone Chief: I’m Sorry. He says that motorists are partly to blame for the problems, though.”Headline, front section, Des Moines Register, 09.07.2000

4. Summer 2000 …KOA wires up!

5. N.W.O./Auto Mirror per Gentex: Portal for Wireless, Internet, Navigation, Etc.Auto-dimmingEmergency assistanceCell phones, Voice mail, email, Internet access

6. Levi’s and PhilipsStephano Marzano (Philips Design), Levi Strauss, Italian designer Massimo Ossi: jacket with cell phone and MP3 player built into pockets!Source: Red Herring (09.00)

7. Pentium III 800MHz: $42,893.00/#Hermes Scarf: $1,964.29Saving Private Ryan on DVD: $874.75Mercedes-Benz: $18.98Hot-rolled steel: $0.19Source: Fortune (3.20.00)

8. “There’s going to be a fundamental change in the global economy unlike anything we have hadsince the cavemen began bartering.”Arnold Baker, Chief Economist, Sandia National Laboratories

9. “The period 2000-2002 will bring the single greatest change in worldwide economic and business conditions since we came down from the trees.”David Schneider & Grady Means, MetaCapitalism

10. “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)

11. “We are in abrawl with no rules.”Paul Allaire

12. S.A.V.

13. The Kotler Doctrine:1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: R.F.A.(Ready.Fire!Aim.)1995-????: F.F.F.(Fire!Fire!Fire!)

14. “Strategy meetings held once or twice a year” to “Strategy meetings needed several times a week” Source: New York Times on Meg Whitman/eBay

15. John Roth’s “Rules” [Nortel]1. Our strategies must be tied toleading-edge customers on the attack.2. Time cannot be sacrificedfor better quality, lower cost, or even better decisions.3. It doesn’t matter whether you develop or acquire leading technology.Our job is to provide the technology and products our customers need.4. Success is achieved byleading change, not waiting for it.5. We are paranoid about our leadership– willing to cannibalize our own products to maintain our edge.Source: Abridged from The Wall Street Journal (07.25.00)

16. “It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners)

17. No Wiggle Room!“Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

18. Tom Peters Seminar2000Brand Everything:Distinct or Extinct!

19. StructurePart I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

20. Part I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

21. Forces @ Work IThe Destruction Imperative!

22. “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

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

24. “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

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

26. “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, Cisco

27. Pentium III 800MHz: $42,893.00/#Cisco Engineer: $19,000.00Hermes Scarf: $1,964.29Saving Private Ryan on DVD: $874.75Mercedes-Benz: $18.98Hot-rolled steel: $0.19Source: Fortune (3.20.00)

28. The [New] Ge WayDYB.com

29. The Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0M

30. Paradox ReduxAtlanta: +113,600 = #1 metro areaLayoffs [major]: BellSouth, Lockheed, Coca-Cola

31. Lessons from the Bees!Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Nature’s] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for merging’s sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong.”David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]

32. “The Word(s)” on Vitality: Gary Hamel“Sell By” [jettison old crap]Spin Out [support entrepreneurs]Spin In [buy young firms]

33. “The Futility of Size …“[Regarding this issue] the new process of virtualization fully asserts itself. Virtualization is the recognition that territorial size does not solve economic problems. … Economic access must become the substitute for increasing domain.”Richard Rosecrance, The Rise of the Virtual State

34. Brand InsideBrand Org:Lean, Linked, Electronic & Malleable

35. Headline: “Bank of America to Cut … 10,000 Jobs”“Middle-level and senior managersare expected to be the principal targets of the job cutbacks.”Source: The New York Times (07.29.2000)

36. Qwest Announces 11,000 Layoffs“The cuts will beconcentrated among management employees.”Source: AOL 09.07.2000

37. And Now the Equivalent …White Collar Revolution!

38. 108 X 5vs. 8 X 1** 540 vs. 8

39. The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]Global Outsourcing[E.g.: India, Mexico]Speed!!

40. “A bureaucrat is an expensive microchip.”Dan Sullivan, consultant and executive coach

41. Automation+75% of what we do: 40 “expert” decision rules!

42. “AssetlessCompany”John Bryan, CEO, on selling all Sara Lee’s manufacturing

43. Cisco, Dell =Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism

44. “We own all the intellectual property, we farm out all the direct labor.”Jim McDonnell, VP, IBM

45. RR on “Assetless” [J.B.] Sara Lee“The most profitable businesses in the future will act as knowledge brokers, linking insights into what’s available with insights into the customer’s individual needs and preferences.”

46. [“Don’t own nothin’ if you can help it. If you can, rent your shoes.”F.G.]

47. Cemex and FDX!

48. [Pervasive “Risk Markets”“For a dollar a month, an Ohio insurance company will rent you a GPS receiver to install in your car. As part of your policy, it signals how often, when, and which highways you drive and into which neighborhoods you go. The premium you pay reflects your actual driving risk.”Stan Davis & Christopher Meyer, futureWEALTH]

49. Brand InsideBrand Work: The Professional Service Firm Model & The WOW Project

50. So what will be the Basic Building Block of theNew Org?