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American Skandia Leaders Council Ojai/03.04.00

American Skandia Leaders Council Ojai/03.04.00. Only in Palo Alto … CLASSIFIED AD: WILL TRADE Domain name “thiswiredhouse.com” or “etake-out.com” for Palo Alto living situation. Panet@nanospace.com Source: San Jose Merc (3-22-00).

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American Skandia Leaders Council Ojai/03.04.00

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  1. American SkandiaLeaders CouncilOjai/03.04.00

  2. Only in Palo Alto …CLASSIFIED AD: WILL TRADE Domain name “thiswiredhouse.com” or “etake-out.com” for Palo Alto living situation. Panet@nanospace.comSource: San Jose Merc (3-22-00)

  3. 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)

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

  5. Just Say No …“I don’t intend to be known as the ‘King of the Tinkerers.’ ”CEO, large financial services company (New York, 5-99)

  6. 64/24

  7. Goal?

  8. “It means nothing less than the total reinvention of this company.”

  9. Jacques’ New New FordFord + MSN CarPointFord + Yahoo!Ford + OracleFord + HP/MCIWorldcomEtc.Etc.

  10. TP2000: A Broken RecordGE Power SystemsAnheuser BuschFitLinxxYellow FreightFidelityTime Inc.

  11. WebTotal ReinventionConsumer ControlSpeedTerror/OpportunityBrand Power/ Communication Imperative

  12. “There is probably going to be more confusion in the business world in the next decade than there has been in any decade in history.”Steve Case (2-00)

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

  14. Forces @ WorkThe Destruction Imperative!

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

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

  17. Q:What do you do when you are a big, dopey company and out of ideas?

  18. A:You merge with another big, dopey company that doesn’t have any ideas either.

  19. R:An incredibly big, incredibly dopey company … going nowhere.

  20. “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

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

  22. “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

  23. “R & D”Intel’s venture fund: 275 investments, $3.5BSource: Fast Company (12-99)

  24. C.E.O. to C.D.O.

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

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

  27. Brand InsideBrand Org!

  28. And Now the Equivalent …White Collar Revolution!

  29. 108 X 5vs. 8 X 1** 540 vs. 8

  30. “The coefficient of friction associated with the grunge of business is amazing!”Michael Schrage

  31. And …50M @ $20,000 = $1T**Michael Dertouzos, MIT, on India’s “back office” outsourcing potential [02-08-00/Delhi]

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

  33. “AssetlessCompany”J.B.

  34. RR on 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.”

  35. The “&-!!+#$% in the middle”*Jim Clark on Healtheon/WebMD* ’twixt docs, patients and providers; $300B in waste (?); source: Michael Lewis,The New New Thing

  36. “We want to be the air traffic controllers of electrons.”Bob Nardelli, GE Power Systems

  37. PSF 1.0Professional Service Firm Conversion Kit / Release 1.0

  38. PSF 1.0Department Headto …Managing Partner, HR [IS, etc.] Inc.

  39. Why are there no books on how to create a “Cool, Rocking, WOW-producing Finance Department”?

  40. C.I.O. to C.E.F.R.N.S.*

  41. *ChiefEvangelistForReallyNeat Stuff

  42. Culture Change is not “Corporate.”Culture Change is not a “Program.”Culture change does not take “Years.”Culture Change does not start “Today.”Culture Change starts Right Now!Culture Change Lives in the Moment!Culture Change is Entirely in Your Hands!

  43. Brand InsideBrand Work!

  44. “Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec

  45. But Does It Matter ????“On time, on budget … who cares?”anon. seminar participant (4/99)

  46. “You really got to me. So many of our information technology projects take on a life of their own, and I know they’ll never end up as more than ‘mediocre successes.’ ” CEO, F100 financial services company (10-98)

  47. Kaiser: 4.15.29

  48. Liberty Ship2 years240 days9 hours4 days, 15 hours, 29 minutes

  49. [Just Say “No” to …S-t-r-e-t-c-h]

  50. “Every project we take on starts with a question: How can we do what’s never been done before?”Stuart Hornery, CEO, Lend Lease

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