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MasterCard Advisors
Tom Peters’
Re-Imagine!
Business Excellence in
a Disruptive Age
MasterCard Advisors
Leadership Meeting
v16December2005.long
Slides at …
tompeters.com
The General’s
Story.
(And Darwin’s.)
“If you don’t like
change, you’re
going to like
irrelevance even
less.”
—General Eric Shinseki, Chief of Staff. U. S. Army
“It is not the strongest of
the species that survives,
nor the most intelligent,
the one most
responsive to
change.”
but
—Charles Darwin
My Story.
(And Charles’.)
“Get better”
vs
“Get different”
Point of
View!/Point of
Dramatic
Difference!
1. Re-imagine
Permanence:
The Emperor Has
No Clothes!
“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
“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
Buy a
very large one
and just wait.”
answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
2. Re-imagine:
Innovate or Die!
No Option!
“A focus on cost-cutting and efficiency has
helped many organizations weather the
downturn, but this approach will ultimately
Only the
constant pursuit of
innovation can ensure
long-term success.” —Daniel
render them obsolete.
Muzyka, Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
“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
But in
his GE, the new imperatives are
risk-taking, sophisticated
marketing and, above all,
innovation.” —BW/032805
hasn’t turned his back on the old ways.
Different!*
*“Dramatic Difference” (DH), “Remarkable Point of view” (SG)
“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
“Value innovation
is about
making the competition irrelevant by
creating uncontested market space.
We argue that beating the competition
within the confines of the existing
industry is not the way to create
profitable growth.” —Chan Kim & Renée Mauborgne
(INSEAD), from Blue Ocean Strategy (The Times/London)
Easy!
FLASH:
Innovation
is easy
!
Innovation’s Saviors-in-Waiting
Disgruntled Customers
Off-the-Scope Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
Bold!
No Wiggle Room!
“Incrementalism
is innovation’s
worst enemy.”
Nicholas Negroponte
“Beware of the
tyranny of making
Small Changes to Small
Things. Rather, make
Big
Changes to
Things.”
Big
—Roger Enrico, former Chairman, PepsiCo
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
3. Re-imagine
Organizing I:
IS/IT as
Disruptive Tool!
We all live in
Dell-Wal*MarteBay-Google
World!
“THE POWER OF US:
Mass Collaboration on
THE INTERNET Is
Shaking Up Business”
—Cover/BusinessWeek/06.20.05
“The nearly 1 billion people online
worldwide—along with their shared
knowledge, social contacts, online
reputations, computing power, and
more—are rapidly becoming a
collective force of unprecedented
power. For the first time in human
history, mass cooperation across
time and space is suddenly
economical.” —BW/06.20.05
“Blogging made my year!” —TP
Portal!
Conversations!
Collaboration!
New value!
Power Tools
for Power
Solutions/
Strategies!
—TP
4. Re-imagine Organizing II:
The White-Collar Tsunami
and the Professional
Service Firm (“PSF”)
Imperative.
“ ‘Disintermediation’ is overrated. Those who fear
disintermediation should in fact be afraid of
disintermediation is
just another way of saying
that you’ve become
irrelevant to your
customers.”
irrelevance—
—John Battelle/Point/Advertising Age/07.05
Answer: PSF!
[Professional Service Firm]
Department Head
to …
Managing
Partner, HR
[IS, R&D, etc.] Inc.
“Typically in a mortgage company or
financial services company, ‘risk
management’ is an overhead, not a
revenue center. We’ve become more
We pay for
ourselves, and we
actually make money
for the company.” —Frank Eichorn,
than that.
Director of Credit Risk Data Management Group, Wells Fargo
Home Mortgage (Source: sas.com)
Mantra:
“Eichorn it!”
Big Idea: “Corporation” as
Mega-“PSF” (Professional Service Firm*)
* “Virtual” Collection of Entrepreneurially-minded
Professionals (“Talent”/“Roster”) Creating/Applying
Intellectual Capital (“Value added”) to Develop
Gamechanging Solutions (“Gasp-worthy Projects”)
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
The PSF35: The Work & The Legacy
1. CRYSTAL CLEAR POINT OF VIEW
(Every Practice
Group: “If you can’t explain your position in eight words or less, you don’t
have a position”—Seth Godin)
2. DRAMATIC DIFFERENCE (“We are the only ones who do what
we do”—Jerry Garcia)
3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)
4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
“Best Team”—Fast)
5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
the World)
6. Small “Uneconomic” Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients)
8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the
Universe”—Steve Jobs)
9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
Point of
View!
R.POV8*
*Remarkable Point Of View/8 Words or less/“If you can’t state your
position in eight words or less you don’t have a position.”—SG
“Gaspworthy!”
The PSF35: The Client Experience
11. Always team with client: “full partners in
achieving memorable results” (Wanted: “Chimeras
of Moonstruck Minds”!)
12. We will seek assistance Anywhere to assemble the Best-inPlanet Team for the Project
13. Client Team Members routinely declare that working with us
was “the Peak Experience of my Career”
14. The job’s not done until implementation is
“100.00% complete” (Those who don’t “get it” must go)
15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT
HAS EXPERIENCED “CULTURE CHANGE”
16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT
“TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT
(“Teach a man to fish …”)
17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING,
GAME-CHANGING DIFFERENCE?
“The business of selling is not just about matching
viable solutions to the customers that require them.
It’s equally about managing the
change process the customer will need
to go through to implement the
solution and achieve the value
promised by the solution. One of the key
differentiators of our position in the market is our
attention to managing change and making change stick
in our customers’ organization.”* (*E.g.: CRM failure
rate/Gartner: 70%) —Jeff Thull, The Prime Solution: Close the Value
Gap, Increase Margins, and Win the Complex Sale
Era #1/Obvious Value: “Our ‘it’ works,
is delivered on time” (“Close”)
Era #2/Augmented Value: “How our ‘it’
can add value—a ‘useful it’ ” (“Solve”)
Era #3/Complex Value Networks: “How
our ‘system’ can change you and
deliver ‘business advantage’ ”
(“Culture-Strategic change”)
Source: Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale
“If I could have chosen not to tackle the IBM culture
head-on, I probably wouldn’t have. My bias coming in
was toward strategy, analysis and measurement. In
comparison, changing the attitude and behaviors of
hundreds of thousands of people is very, very hard.
[Yet] I came to see in my time
at IBM that culture isn’t just
one aspect of the game—it is
the game.” —Lou Gerstner, Who Says Elephants
Can’t Dance
The PSF35: The People & The Leadership
18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)
19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,
same old”)
20. Early Opportunities (vs. “Wait your turn”)
21. Up or Out (Based on “Legacy”/Mentoring as much as
“Billings”/“Rainmaking”)
22. Slide the Old Aside/Make Room for Youth (Find oldsters
new roles?)
23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO
DAY #“R” [R = Retirement]
24. Office/Practice Leaders Evaluated Primarily on
Mentoring-Team Building Skills
25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)
26. Team Leadership Skills Valued Early
27. Partner with B.I.W. [Best In World] Outsiders as Needed
and to Infuse Different Views
The PSF35: The Firm & The Brand
28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is
my message”—Gandhi)
29. Excellence+ in EXECUTION … 100.00% of the Time
(No such thing as a “small sins”/World Series Ring to
the Batboy!)
30. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team
31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR
CIRQUE DU SOLEIL
32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)
33. Web (Technology) Obsession
34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point
of View Worth BROADCASTING: “You must be the
change you wish to see in the world”—Gandhi)
35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as
much a place at the Head Table in a “PSF” as in a
widgets factory: “You can’t behave in a calm, rational
manner. You’ve got to be out there on the lunatic
fringe”—Jack Welch)
Static/Imitative
Integrity.
Quality.
Excellence.
Continuous Improvement.
Superior Service (Exceeds Expectations.)
Completely Satisfactory Transaction.
Smooth Evolution.
Market Share.
Dynamic/Different
Dramatic Difference!
Disruptive!
Insanely Great! (Quality++++)
Life-(Industry-)changing Experience!
Game-changing!
WOW!
Surprise!
Delight!
Breathtaking!
Punctuated Equilibrium!
Market Creation!
“Never doubt that a
small group of
committed people
can change the
world. Indeed it is
the only thing that
ever has.”
—Margaret Mead
5. Re-imagine Business’s
Fundamental Value
Proposition:
PSFs Unbound …
Fighting “Inevitable
Commoditization” via
“The Solutions Imperative.”
Up,
Up,
Up,
Up,Up
the Value-added Ladder.
And the “M” Stands for … ?
“Systems Integrator
of choice.”/BW
Gerstner’s IBM:
(“Lou, help us turn ‘all this’
into that long-promised ‘revolution.’ ” )
IBM Global Services*
(*Integrated Systems Services Corporation)
:
$55B
Planetary Rainmaker-in-Chief!
“Palmisano’s strategy is to
expand tech’s borders by
pushing users—and entire
industries—toward radically
different business models. The payoff
for IBM would be access to an ocean of revenue—Palmisano
estimates it at $500 billion a year—that technology companies
have never been able to touch.” —Fortune
“[Closing/selling Boeings 8,000person facility in Wichita] was an
important decision in moving
forward with Boeing’s
longterm strategy of
becoming a large-scale
integrator.”
—The Wichita Eagle/06.16.2005
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/07.19.2004
“SCS”/Supply Chain
Solutions: 750 locations;
$2.5B; fastest growing
division; 19 acquisitions,
including a bank
Source: Fast Company/02.04
“Customer Satisfaction” to
“Customer Success”
“We’re getting better at [Six Sigma] every
day. But we really need to think about the
Are
customers’ bottom lines
really benefiting from what
we provide them?”
customer’s profitability.
Bob Nardelli, GE Power Systems
Bear In Mind:
Customer
Satisfaction
versus
Customer
Success
New York-Presbyterian: 7-year,
$500M enterprisesystems consulting and
equipment contract with GE
Medical Systems
Source: NYT/07.18.2004
“Instant Infrastructure:
GE Becomes a General
Store for Developing
Countries” —headline/
NYT/07.16.05
“Consulting-added”
GE Commercial Finance ($233B
assets). Gratis advisory service called
“At the customer, for the Customer”
(E.g., GE disciplines such as Six
Sigma, JIT, succession planning,
leadership development); GE Mentor.
Source: “Michael Neal runs GE’s biggest profit engine. His
secret: ‘free’ advice for the clientele,” Forbes, 11.05
The Value-added Ladder/Stuff ‘n’ Things
Goods
Raw Materials
The Value-added Ladder/Stuff & Transactions
Services
Goods
Raw Materials
The Value-added Ladder/Opportunity-seeking
Gamechanging
Solutions
Services
Goods
Raw Materials
6. Re-imagine
Enterprise as
Theater I: A World
of Scintillating
“Experiences.”
“Experiences are
as distinct from
services as services
are from goods.”
Joseph Pine & James Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have identified a ‘third place.’ And I
really believe that sets us apart. The
third place is that place that’s not work
It’s the place
our customers come
for refuge.”
or home.
Nancy Orsolini, District Manager
The “Experience Ladder”
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Trapper: <$20 per
beaver pelt.
Source: WSJ
WDCP*: $150 to remove
“problem beaver”; $750-
$1,000 for
flood-control
piping … so that beavers can
stay.
* “Wildlife Damage-control Professional”
Source: WSJ
7. Re-imagine
Enterprise as
Theater II:
Embracing the
“Dream Business.”
DREAM: “A dream is a complete
moment in the life of a client.
Important experiences that
tempt the client to commit
substantial resources. The
essence of the desires of the
consumer. The opportunity to
help clients become what they
want to be.” —Gian Luigi Longinotti-Buitoni
Experience Ladder/TP
Dreams Come True
Awesome Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
“The Ritz-Carlton
experience enlivens the
senses, instills wellbeing, and fulfills even
the unexpressed wishes
and needs of our
guests.”
— from the Ritz-Carlton Credo
Six Market Profiles
1. Adventures for Sale
2. The Market for Togetherness, Friendship
and Love
3. The Market for Care
4. The Who-Am-I Market
5. The Market for Peace of Mind
6. The Market for Convictions
Rolf Jensen/The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your Business
Six Market Profiles
1. Adventures for Sale/IBM-UPS-GE
2. The Market for Togetherness, Friendship
and Love/IBM-UPS-GE
3. The Market for Care/IBM-UPS-GE
4. The Who-Am-I Market/IBM-UPS-GE
5. The Market for Peace of Mind/IBM-UPS-GE
6. The Market for Convictions/IBM-UPS-GE
Rolf Jensen/The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your Business
IBM, UPS, GE …
Dream
Merchants!
PSFs
(PSF33)
…
Dream
Merchants!
8. Re-imagine the
Customer I: Trends Worth
Trillion$$$ …
Women Roar.
Just Say No.
“Women are
the majority
market”
—Fara Warner/
The Power of the Purse
Business Purchasing Power
Purchasing mgrs. & agents: 51%
HR: >>50%
Admin officers: >50%
Source: Martha Barletta, Marketing to Women
The Perfect Answer
Jill and Jack buy
slacks in black…
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s Market = Opportunity No. 1.
Good Thinking, Guys!
“Kodak Sharpens Digital
Focus On Its Best
Customers:
Women”
—Page 1 Headline/WSJ/0705
9. Re-imagine the Customer II:
Trends Worth Trillion$$$ …
Boomer Bonanza/
Godzilla Geezer.
Just Say No.
1
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64: +47%)
44-65: “New
Customer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
“The New Customer
Majority is the only adult
market with realistic
prospects for significant
sales growth in dozens of
product lines for thousands
of companies.” —David Wolfe & Robert
Snyder, Ageless Marketing
10. Re-imagine the
Individual: Welcome to
a Brand You World
… Distinct or Extinct
“If there is nothing
very special about
your work, no matter how
hard you apply yourself you
won’t get noticed, and that
increasingly means you won’t
get paid much either.”
Michael Goldhaber, Wired
“You are the
storyteller of your
own life, and you
can create your own
legend or not.”
Isabel Allende
New Work SurvivalKit2005
1. Mastery! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW
Projects!)
3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of
View … captured in 8 or less words)
4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity!
E.g.: Small Opp for Independent Action beats faceless part of
Monster Project)
6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)
7. Mistress of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)
12. Passion for Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time! Leave last!)
Distinct …
or … Extinct
Getting to WOW
Through Mastery of …
25.
The Sales
The Sales25: Great Salespeople …
1. Know the product. (Find cool mentors, and use them.)
2. Know the company.
3. Know the customer. (Including the customer’s
consultants.) (And especially the “corporate culture.”)
4. Love internal politics at home and abroad.
5. Religiously respect competitors. (No badmouthing, no
matter how provoked.)
6. Wire the customer’s org. (Relationships at all levels &
functions.)
7. Wire the home team’s org. and vendors’ orgs.
(INVEST Big Time time in relationships at all levels & functions.)
(Take junior people in all functions to client meetings.)
It’s politics,
stupid!
(Play or sit on the sidelines.)
Great Salespeople …
8. Never overpromise. (Even if it costs you your job.)
9. Sell only by solving problems-creating profitable
opportunities. (“Our product solves these problems, creates
these unimagined INCREDIBLE opportunities, and will make you
a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT
SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF
5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE
TRADE PRESS?)
10. Will involve anybody—including mortal enemies—if
it enhances the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.
11. Know the Brand Story cold; live the Brand Story. (If
not, leave.)
Great Salespeople …
12. Think “Turnkey.” (It’s always your problem!)
13. Act as “orchestra conductor”: You are responsible
for making the whole-damn-network respond. (PERIOD.)
14. Help the customer get to know the vendor’s
organization & build up their Rolodex.
15. Walk away from bad business. (Even if it gets you fired.)
16. Understand the idea of a “good loss.” (A bold effort
that’s sometimes better than a lousy win.)
17. Think those who regularly say “It’s all a price issue”
suffer from rampant immaturity & shrunken imagination.
18. Will not give away the store to get a foot in the door.
19. Are wary & respectful of upstarts—the real enemy.
20. Seek several “cool customers”—who’ll drag you into
Tomorrowland.
“If you don’t
listen, you
don’t sell
anything.”
—Carolyn Marland/MD/Guardian Group
Great Salespeople …
21. Use the word “partnership” obsessively, even
though it is way overused. (“Partnership” includes folks at
all levels throughout the supply chain.)
22. Send thank you notes by the truckload. (NOT ENOTES.) (Most are for “little things.”) (50% of those notes are
sent to those in our company!) Remember birthdays. Use
the word “we.”
23. When you look across the table at the customer,
think religiously to yourself: “HOW CAN I MAKE THIS
DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?”
24. Great salespeople can affirmatively respond to the
query in an HP banner ad: HAVE YOU CHANGED
CIVILIZATION TODAY?
25. Keep your bloody PowerPoint slides simple!
Getting Things Done:
The
Power &
Implementation34.
*Send “Thank You” notes!
It’s (always) “all
about relationships.” And at the Heart of Effective Relationships is …
APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.)
*Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day’s
work the day before) are VBDs … Very Big Deals.
*Make the call! One short, hard-to-make call today can avert a relationship crisis
that could bring you down six months from now.
*Remember: There are no “little gestures” of kindness. As boss, stopping by
someone’s cube … for 30 seconds … to inquire about their sick parent will be
remembered for … 10 years. (Trust me.)
*Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying
attention! Being there … in the Moment … Present. So, work on your eye contact,
your Intent to Connect.
*Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule:
WORK ON THIS.
*Smile! (If it kills you.) Energy & enthusiasm & passion engender energyenthusiasm-passion in those we work with.
*It’s all … RELATIONSHIPS. Remember: Business is a relationships business.
(Period.) We’re all in sales! (Period.) Connecting! Making our case! Following up!
Networking! “Relationships” are what we “do.”
*You = Your Calendar. Your true priorities are “given away” by your calendar. YOUR
CALENDAR NEVER LIES. What are you truly spending your time on? Are you
distracted? Focused?
*What’s in a number? EVERYTHING! While we all “do a hundred things,” we may
not/should not/cannot have more than 2 (or 3) true “strategic” priorities at any point
in time. BELIEVE IT.
*She (he) who is best prepared wins! Out study, out-read, out-research the
competition. Know more (lots more!) than “the person on the other side of the table.”
*“Excellence” is the Ultimate Cool Idea. The very idea of “pursuing excellence” is a
turn on—for you and me as well as those we work with. (And, I find to my dismay, it’s
surprisingly rare.)
*Think WOW!
language!
Language matters! “Hot” words generate a Hot Team. Watch your
*Take a break! We need all the creativity we can muster these days. So close your
office door and do 5 (FIVE) minutes of breathing or yoga; get a bag lunch today and
eat it in the park.
*You are the boss! Old ideas of “lifetime employment” at one company (maybe
where Dad/Mom worked) are gone. No matter what your current status, think of your
self as CEO of Brand Me, Inc. We are all Small Business Owners … of our own
careers.
*Do something in … the next half hour! Don’t let yourself get stuck! There is …
ALWAYS … something little you can start/do in the next thirty minutes to make a wee,
concrete step forward with a problem-opportunity.
*Test it! NOW! We call this the “Quick Prototype Attitude.” One of life’s, especially
business life’s, biggest problems is: “Too much ‘talk’, too little ‘do’.” If you’ve got a
Cool Idea, don’t sit on it or research it to death. Grab a pal, an empty conference, and
start laying out a little model. That is, begin the process of transforming the Idea to
Action … ASAP. Incidentally, testing something quarter-baked in an approximation of
the real world is the quickest way to learn.
*Expand your horizons. Routinely reach out beyond your comfort zone. TAKE A
FREAK TO LUNCH TOMORROW! Call somebody interesting “you’ve been meaning to
get in touch with;” invite them to lunch tomorrow. (Lunch with “the same ole gang
means nothing new learned. And that’s a guarantee.) (Remember: Discomfort =
Growth.)
*Build a Web site. The Web is ubiquitous. Play with it! Be a presence!
Start You.com … ASAP!
*Spread the credit! Don’t build monuments to yourself, build them to
others—those whose contributions we wholeheartedly acknowledge will
literally follow us into machine gun fire!
*Follow Tom’s patented VFCJ strategy! VFCJ = Volunteer For Crappy Jobs.
That is, volunteer for the crummy little assignment nobody else wants, but
will give you a chance to (1) be on your own, (2) express your creativity, and
(3) make a noticeable mark when it turns out “Wow.”
*VOLUNTEER! Life’s a maze, and you never know what’s connected to
what. (Six degrees of separation, and all that.) So volunteer for that
Community Center fund raising drive, even though you’re busy as all get out.
You might end up working side-by-side with the president of a big company
who’s looking for an enthusiast like you, or someone wealthy who might be
interested in investing in the small business you dream of starting.
*Join Toastmasters! You don’t need to try and match Ronald Reagan’s
speaking skills, but you do need to be able to “speak your piece” with
comfort, confidence and authority. Organizations like Toastmasters can help
… enormously.
*Dress for success! This one is old as the hills and I hate it!! But it’s true.
FIRST IMPRESSIONS DO MATTER. (A lot!!!)
*Follow the Gospel of “Experience Marketing” in all you do. The shrewdest
marketers today tell us that selling a “product” or “service” is not enough in a
crowded marketplace for everything. Every interaction must be reframed as a
… Seriously Cool Experience. That includes the “little” 15-minute
presentation you are giving to your 4 peers tomorrow.
*Think of your resume as an Annual Report on Brand Me Inc. It’s not about
keeping your resume “updated.” It is about having a Super-cool Annual
Report. (Tom Peters Inc 2004.) What are your “stunning” accomplishments
that you can add to that Report each 6 months, or at the most annually?
*Build a Great Team … even if you are not boss. Best roster wins, right? So,
work on your roster. Meet someone new at Church or your kid’s birthday
party? Add them to your team (Team Tom); you never know when they might
be able to assist you or give you ideas or support for something you are
working on.
*She or he who has the Fattest & and Best-managed Rolodex wins. Your
Rolodex is your most cherished possession! Have you added 3 names to it in
the last 2 weeks? Have you renewed acquaintance (email, lunch, gym date)
with 3 people in your Rolodex in the last month? “MANAGE” YOUR
ROLODEX!
*Start your own business! Sure that’s radical. But people are doing it—
especially women—by the millions. Let the idea percolate. Chat about it,
perhaps, with pals. Start a file folder or three on things you Truly Care About
… that just might be the basis for Cool Self-employment.
*There’s nothing cooler than an Angry Customer! The most loyal
customers are ones who had a problem with us … and then marveled when
we went the Extra Ten Miles to fix it! Business opportunity No. 1 = Irate
customers converted into fans. So … are you on the prowl for customer
problems to fix?
*All “marketing” is Relationship Marketing. In business, profit is a
byproduct of “bringing ’em back.” Thus, systematic and intense and
repeated Follow-up and After-sales Service and Scintillating New Hooks are
of the utmost importance.
*BRANDING ain’t just for Big Dudes. This may well be
Business Mistake No. 1 … the idea that “branding” is only for
the likes of Coke and Sony and Nike. Baloney! Branding
applies as much for the one-person accountancy run out of a
spare bedroom as it does for Procter & Gamble.
*Credibility! In the end … Character Matters Most. Does
he/she give their word, and then stick to it … come hell &
high water? Can you rely on Her/Him in a pinch? Does she/he
… CARE?
*Grace. Is it “a pleasure to do business with you”? Is it a
pleasure to “be a member of your team”?
Presentation
Excellence: The
PresX56
“The problem with
communication ...is
the ILLUSION that
it has been
accomplished”
—George Bernard Shaw
Presentation Excellence
1. Total commitment to the Problem/Project/Outcome
2. A compelling “Story line”/“Plot”
3. Enough data to sink a tanker (98% in reserve)
4. Know the data from memory; ability to manipulate the data in
your head
5. Great Stories/Illustrations/Vignettes
6. Superb “political antennae” (you must “play the room” like a
Virtuoso and be hyper-attentive to the likes of Body Language)
7. By hook or by crook … CONNECT
7A. CONNECT! CONNECT! CONNECT!
8. Punch line/Plot Outline/WOW/Surprise in first
one to two minutes
Presentation Excellence
9. Once you’ve “won” … stop pushing (don’t “rub it in”)
10. Be “in command” but don’t “show off” (if you’re brilliant
they’ll figure it out for themselves)
11. Pay attention to the Senior Person present, but not too much
(don’t look like/act like/be a “suck up”)
12. Brief the hell out of your “champions” before the
presentation; insist that they make changes/fine tune ... they
must “own” the outcome before the fact!
13. Don’t try to “score off” your detractors … be especially
courteous to them (even if/especially if they’re jerks)
14. Adjust as you go: LET THE GROUP ARRIVE AT “YOUR”
CONCLUSION! THEY MUST OWN IT (“I knew that”) IN THE END!
Presentation Excellence
15. No more than THREE key points! Come at them in several
different ways.
16. No more than ONE point per slide!
17. Slides: NO CLUTTER!!!!!!!!!!!!!!!!!!!!! (no wee print/
charts/graphs)
18. Slides: Good quotes from the field. (Remember you’re
“telling a story”)
19. Be aware of differing cognitive styles, especially M-F
20. There must be “surprise” … some key facts that are not
commonly known/are counter-intuitive (no reason to do the
presentation in the first place if there are no Surprises)
21. Summarize the argument/story from time to time
22. Include an Action Agenda that involves some small items
that will be started/accomplished in the next 72 HOURS
(this ices commitment/practicality)
Presentation Excellence
23. If you don’t know something … ADMIT IT! (this is actually a
good thing—as opposed to appearing as a “know it all”)
24. ASK FOR THE SALE! (Remember to be a “closer”)
25. This is War (a war for Hearts & Mind), but never forget that
you are the Supplicant!
26. Data are imperative, but also play to Emotion.
27. Consider bringing along a “customer” (internal or perhaps
external) for support
28. Be precisely clear where/when you intend to prototype …
and that the prototype guinea pig is lined up (better yet, do the
first, at least partial, prototype before the presentation)
29. Compromise but don’t yield! (Lost battles are normal, no
matter how agonizing)
30. Assume that you may be cut off at any moment, and be
prepared to give on the spot a compelling 30-second to oneminute (no longer!) Brilliant Summary including Sales Pitch
Presentation Excellence
31. Follow the Law of Recency: Make sure that you have been in
the field with the key “operating” players more recently than
anyone in the room
32. Make it clear that you’ve done a Staggering Amount of
Homework, even though you are exhibiting but a tiny fraction …
allude to the tons of research that are available if desired by
participants; offer deeper one-on-one briefings if desired
33. SMILE! RELAX (to a point) (fake it if necessary) (“up tight” is
disastrous) (remember you are doing them a favor by sharing
this Compelling Opportunity!)
34. EYE CONTACT!!!!!!!
35. Be shrewd: Override some interruptions; be attentive to
others (distraction is okay and normal … within limits!)
36. Becoming an Excellent Presenter is as tough as becoming a
great baseball pitcher. THIS IS IMPORTANT … and Presentation
Excellence is never accidental! (Work your buns off!)
Presentation Excellence
37. Practice … but don’t leave your game in the locker room.
38. Seek tips on how various participants “play the
[presentation] game”
39. A Presentation is an Act (FDR: “The President must be the
nation’s number one actor”)
40. Remember, the presentation is about Change …
RESISTANCE IS NORMAL (in fact if there’s little resistance then
your Project is hardly a “game changer”)
41. Dress well. Don’t over-dress.
42. Be early (obvious, but worth saying)
43. GET THE A/V RIGHT/PERFECT.
44. Don’t bring a supporting horde … a couple of back-ups is
okay/enough
45. No matter how good you are you’ll have crappy days …
WEEP AND THEN GET BACK ON THE HORSE
Presentation Excellence
46. Speak in “Plain English” … keep the jargon to a minimum
47. Make your Personal Commitment clear as a bell!
48. Emphasize “competitive advantage” and timeliness (act
now), without stooping to ridiculous war-like language (“tear the
heart out of the competition”) (in audiences with heavy female
component, if you are male, avoid repetitive “football
analogues”)
49. Underscore the USP/Unique Selling Proposition
50. Emphasize the Positive
51. Sell Novelty yet “fit” with “core values”
52. Remember JFK’s immortal words: “The only reason to give a
speech is to change the world”
Presentation Excellence
53. Say what you have to say Clearly … and then Say It Again &
Again from slightly different angles
54. Make it clear that you are a Man/Woman of Action … and
Execution Excellence is your First, Middle, and Last Name!
55. Energy! Enthusiasm! (don’t know the answer to, “If you ain’t
got it how do you get it?”)
56. Enjoy it! This is a Hoot! THE ULTIMATE TURN ON! Remember
your Goal:
Change the world!
“The only reason
to give
a speech is
to change
the world.”
—JFK
“In classical times when
Cicero had finished
speaking, the people said,
‘How well he spoke,’ but when
Demosthenes had finished
speaking, they said,
us march.’”
‘Let
—Adlai Stevenson
Let us
march.
The Interviewing
Excellence: The
IntX31
Interviewing Excellence
1. INTERVIEWING IS AN “ART” WORTH MASTERING! (Think Christiane
Amanpour, Mike Wallace)
2. Don’t overschedule—2 or 3 in depth interviews are a solid day’s work.
(More than that is lunacy and will lead to shallow results.)
3. Save, if possible, the “Big Guy/Gal until last—that is, until you know what
the hell you’re doing!
4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT! (Worst case:
You on the other side of his/her desk.)
5. Start with a little bit (LITTLE) of local small talk. But get some tips on the
interviewee ahead of time; he may be one of the “brusque ones” who
considers any small talk a waste of his Imperial Time.
6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject matter.)
7. Concoct a … LONG LIST … of questions. (You’ll only use 10% of it, but
that’s okay.)
Interviewing Excellence
8. Prepare a … SHORT LIST … of questions you must get answered.
9. Begin by briefly reviewing your assignment—why you’re here.
10. ALWAYS ASK FOR EXAMPLES! (When she says “Customer Service is in
good shape,” you ask for specifics—hard data, recent Customer Service
successes (and failures). And: PRECISELY WHO YOU CAN FOLLOW UP WITH
TO GET MORE DETAIL.
11. STORIES! STORIES! STORIES! (You are in the “Story Collection
Business.)
12. Dress well. DON’T OVERDRESS. (Look like they look, more or less;
perhaps a touch more formal—this is a Serious Affair you are engaging in.)
13. Assume you’ll never get another chance to talk to this person.
14. Be personable, but more or less match the interviewee’s style. (THIS IS
HARD WORK!)
15. THINK … SMALL! “Please walk me in great detail through the [complaint
resolution] process. Here, let’s diagram it.”
Interviewing Excellence
16. For God’s sake, get to the Front Line! (The devil is in the details, and the
details are to be found on the loading dock at 3a.m.) (YES … 3A.M.)
17. Don’t quit until you understand. THE INTERVIEWEE ALWAYS TALKS IN
SHORTHAND—using the jargon of the Corporate Culture. You’ve got to crack
the code. (THIS IS ABOUT THE HARDEST THING TO DO, ESPECIALLY IF
YOU ARE YOUNG AND UNCERTAIN: Tell yourself you are here to ask
“Dumb” Questions—this is not a job interview. Again, think Mike Wallace:
“So did you in fact murder Mrs. Smith?”)
18. Ignore generalizations! YOU ARE HERE IN SEARCH OF SPECIFICS!!!
19. CONTEXT! “Get” the “corporate culture”—e.g. Shell is not ExxonMobil!
Find out (from a set of interviewees) “Core Values” (in theory and in
practice).
Interviewing Excellence
20. Engage the Interviewee! GET HER TO DO SOME OF THE WORK! E.g.,
write out her view of the Ten Key Operative Core Values—or some such.
20A. ENGAGE! ENGAGE! ENGAGE!
21. You must come across as “trustworthy.” YOU ARE A DUMBO HERE TO
LEARN—NOT AN FBI AGENT IN DISGUISE.
22. “Take me through yesterday.” Get past the theoretical crap. Give me in
excruciating detail an average day: YESTERDAY! (One hour/meeting at a
time.)
23. “If you’re comfortable, let’s go over your Calendar for the last month, so I
can understand the flow of things.” (Remember TP’s Rule #1: YOU = YOUR
CALENDAR.)
24. DON’T LET YOUR NOTES AGE!! Immediately after the interview set aside
some time to do a “stream of consciousness” recap. And to clean up the
obscure scrawl on your notes.
Interviewing Excellence
25. Ask the interview if you can get back to her by phone tomorrow to fill in
holes that your tin ear missed. NO MORE THAN TEN MINUTES.
26. LEARNING! Tag along with “great interviewers” in your organization. (I
made three PBS films with a Director who had been Mike Wallace’s director at
60 Minutes—oh my God, how much I learned—or, rather, how little I learned:
He could drag stuff out of people that you couldn’t believe. (Secret: “I’m just a
dumb old fart trying to figure out what goes on here. HELP ME. PLEASE.”)
27. “Work on” your Level of Dis-satisfaction: BE MAD AS HELL WHEN YOU
SPENT 1.5 HOURS ON AN INTERVIEW WITHOUT REVALATIONS!
28. No, you’re not FBI—BUT YOU ARE HERE TO FERRET OUT THE
NON-OBVIOUS. So: Keep Digging! (Think Woodward & Bernstein.)
Interviewing Excellence
29. Repeat: INTERVIEWING IS A CRUCIALLY IMPORTANT “ART.” Study it!
Work on it! It’s no different than golf or underwater basket-weaving. The
more & harder you work, the better you get.
30. Yes, we need “facts” (e.g., stories), but remember alWays: INTERVIEWS
ARE PURE & SIMPLE ABOUT EMOTIONAL INTERACTION!
31. Tom Wrap-up Note: FEW THINGS IN LIFE PISS ME OFF MORE THAN
GOING THROUGH SOMEONE’S INTERVIEW NOTES AND FINDING A DEARTH
OF “SOLID EVIDENCE”—examples., stories, detailed process maps, etc. (I
BLOODY HATE Generalizations!) (Think doctor’s office: Come hell & high
water they start with weight, blood pressure, pulse.)
11. Re-imagine
Excellence: The
Talent
Obsession.
“Human creativity
is the ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
Brand
=
Talent.
PARC’s Bob Taylor:
“Connoisseur
of Talent”
From “1, 2 or you’re out” [JW]
to …
“Best Talent in each
industry segment to build
best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
“We believe companies can increase their market cap
50 percent in 3 years. Steve Macadam at Georgia-
changed 20 of his 40
box plant managers to put
more talented, higher paid
managers in charge. He increased
Pacific
profitability from $25 million to $80 million in 2 years.”
Ed Michaels, War for Talent
Did We Say “Talent Matters”?
“The top software developers are more
productive than average software
developers not by a factor of 10X or 100X,
or even 1,000X,
but
10,000X.”
—Nathan Myhrvold, former Chief Scientist, Microsoft
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion
of talent, and talent, I believe, is most
nonconformists,
dissenters and
rebels.”
likely to be found among
—David Ogilvy
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report/BusinessWeek
“HR doesn’t tend to hire
a lot of independent
thinkers or people who
stand up as moral
compasses.” —Garold Markle,
Shell Offshore HR Exec (FC/08.05)
DD$21M
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
12. Re-imagine Leadership:
Lead It …
Loud.
Create a
Cause!
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.” —Howard Schultz, Starbucks (IBD/09.05)
“Management has a lot to do with
answers. Leadership is a function of
questions. And the first question for
‘Who
do we intend to
be?’ Not ‘What are we going to
a leader always is:
do?’ but ‘Who do we intend to be?’”
—Max De Pree, Herman Miller
Find ’em!
Jack
didn’t have
a “vision”!
“The” Secret:
Les Wexner: From
sweaters to …
people!
“Leaders
‘do’
people.”
—Anon.
Make It a
Grand
Adventure!
Quests!
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Yes!!!!!!!!!!!!!!!!!
“free to do his or her
absolute best” …
“allow its members
to discover their
greatness.”
Trumpet an
Exhilarating
Story!
“A key – perhaps the key
– to leadership is
the effective
communication
of a story.”
—Howard Gardner/Leading Minds:
An Anatomy of Leadership
Live Your
Story!
MBWA
be
“You must
the change you
wish to see in the
world.”
Gandhi
You =
Your
Calendar* **
*Period. **Calendars never lie.
Try It!
Sam’s
Secret #1!
“Fail faster.
Succeed
sooner.”
David Kelley/IDEO
Demand
Action!
“We have a
‘strategic’ plan.
It’s called doing
things.”
— Herb Kelleher
Dispense
Enthusiasm!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“Most important,
upped the
energy level at
he
Motorola.”
—Fortune on Ed Zander/08.05
Pursue
Excellence!
Leader Job 1
Paint
Portraits of
Excellence!
“Tell me, what is
it you plan to do
with your one
wild and
precious life?”
—Mary Oliver
Become a
“Top Line”
Fanatic!
C
*Chief
O*
Revenue
Officer
“[Other]
admirals more
frightened of
losing than
anxious to win”
Nelson’s secret:
Radiate
Passion!
Charles Handy on the “Alchemists”:
“Passion was what drove
these people, passion for
their product or their
cause. If you care enough, you will find out what you
need to know. Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to learning
is an odd secret to propose, but I believe that it works at all
levels and at all ages. Sadly, passion is not a word often
heard in the elephant organizations, nor in schools,
where it can seem disruptive.”
Avoid …
Moderation!
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10. Avoid moderation!
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
Free the
Lunatic
Within!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
Bonus
Excellence!
The Basics/1982-2005
Excellence1982: The Bedrock “Eight Basics”
1. A Bias for Action
2. Close to the Customer
3. Autonomy and Entrepreneurship
4. Productivity Through People
5. Hands On, Value-Driven
6. Stick to the Knitting
7. Simple Form, Lean Staff
8. Simultaneous Loose-Tight Properties”
Excellence2005: The Bedrock Baker’s Dozen
1. A Bias For Action Is Job One! (Construct a Discipline/Culture of EXECUTION!)
2. DECENTRALIZATION! ACCOUNTABILITY! (Tom’s “Top Two”, 1965-2005.)
3. Fail. Forward. Fast. (“Reward Excellent Failures, Punish Mediocre Successes.”)
4. “Metabolic Management” Matters! (Hustle! Adapt! EAT CHANGE! Win the
“O.O.D.A. Loop” War—Confuse Your Competitors!)
5. INNOVATE or Die. (“Game-changers” or Bust! Lead the Customer! Just Shout “NO” to Immitation!)
6. A Damn Good Product. (Pursue “Dramatic Difference.”)
7. A Damn Cool Product. (Design Rules!)
8. Ride the Value Added Curve to the Sky! (Sell “GamechangerSolutions”; Provide “Scintillating
Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark.”)
9. Relentlessly Pursue the “Big Two” Markets.
(WOMEN Buy Everything
BOOMERS & GEEZERS Have All the Money!)
10. Best “Talent”/Roster Wins! (HR Rules! Everyone a Leader!
Women Lead Best!
“Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!)
11. Wanted/Demanded: Radical Technology Strategies! (“Incrementalism” Is for Wimps!)
12. Hard Is Soft! Soft Is Hard! (People! Passion! Enthusiasm! Wow! INTEGRITY! TRUST!
Good Citizenship.)
13. Accept No Less Than EXCELLENCE!
Vaults Us Out of Bed in the Morning)
(Excellence, Pursuit thereof, Is the #1 Thing That
Fly UP