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Tom Peters’ Re-imagine 2005 : Innovate! or Die! InnoDie.BASECASE .1110.2005

Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

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Page 1: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Tom Peters’ Re-imagine 2005:

Innovate!or

Die!InnoDie.BASECASE.1110.2005

Page 2: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

I. Altered ContextII. Innovation Imperative

III. Leadership

Page 3: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

I. Altered ContextII. Innovation Imperative

III. Leadership

Page 4: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Re-set the gauges

to zero!

Page 5: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

26m

Page 6: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

43h

Page 7: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

THREE BILLION NEW

CAPITALISTS —Clyde Prestowitz

Page 8: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

35/70

Page 9: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

600,000

350,000

70,000

Page 10: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“One Singaporean worker costs as much as …

3 … in Malaysia

8 … in Thailand 13 … in China 18 … in India.”

Source: The Straits Times/08.18.03

Page 11: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Thaksinomics” (after Thaksin Shinawatra, PM)/

“Bangkok Fashion City”:

“managed asset reflation” (add to brand value of Thai

textiles by demonstrating flair and design excellence)

Source: The Straits Times/03.04.2004

Page 12: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Better By Design: A National Strategy

NZ = Design Excellence

Page 13: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

SingaporeIreland

New ZealandAustralia

The United States of AmericaThe United Arab Emirates

ChileIndia

MalaysiaThailandTaiwanKorea

The PhilippinesGermany

ItalyPortugal

Page 14: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Period!

Page 15: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“If you don’t like change, you’re going to like

irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

Page 16: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“It is not the strongest of the species that

survives, nor the most intelligent, but the

one most responsive to change.” —Charles Darwin

Page 17: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Everything You Need to Know about “Strategy”: Tom’s Baker’s Dozen Axioms

1. Do you have awesome Talent … everywhere? Do you push that Talent to pursue Audacious Quests?2. Is your Talent Pool loaded with wonderfully peculiar people who others wouldcall “problems”? And what about your Extended Community of customers, vendors et al?3. Is your Board of Directors as cool as your product offerings … and does it have50 percent (or at least one-third) Women Members?4. Long-term, it’s a “Top-line World”: Is creating a “culture” that cherishes above all things Innovation and Entrepreneurship your primary aim? Remember: Innovation … not Imitation!5. Are the Ultimate Rewards heaped upon those who exhibit an unswerving “Bias for Action,” to quote the co-authors of In Search of Excellence? 6. Do you routinely use hot, aspirational words-terms like “Excellence” and B.H.A.G. (Big Hairy Audacious Goal, per Jim Collins) and “Let’s make a dent in the Universe” (the Word according to Steve Jobs)? Is “Reward excellent failures, punish mediocre successes” your de facto or de jure motto?7. Do you subscribe to Jerry Garcia’s dictum: “We do not merely want to be the best of the best, we want to be the only ones who do what we do”?8. Do you elaborate on and enhance Jerry G’s dictum by adding, “We subscribe to ‘Best Sourcing’—and only want to associate with the ‘best of the best’.” 9. Do you embrace the new technologies with child-like enthusiasm and a revolutionary’s zeal?10. Do you “serve” and “satisfy” customers … or “go berserk” attempting to provide every customer with an “awesome experience” that does nothing less than transform the way she or he sees the world?11. Do you understand … to your very marrow … that the two biggest under-served markets are Women and Boomers-Geezers? And that to “take advantage” of these two Monster “Trends” (FACTS OF LIFE) requires fundamental re-alignment of the enterprise?12. Are your leaders accessible? Do they wear their passion on their sleeves? Does integrity ooze out of every pore of the enterprise? Is “We care” your implicit motto?13. Do you understand business mantra #1 of the ’00s: DON’T TRY TO COMPETEWITH WAL*MART ON PRICE OR CHINA ON COST? (And if you get this last idea, then see the 12 above!)

Page 18: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

13. Do you understand Business Mantra #1 of

the ’00s: DON’T TRY TO COMPETE WITH

WAL*MART ON PRICE OR CHINA ON COST?

Page 19: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Innovateor

Die!!!

Page 20: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Pathetic!

Page 21: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 22: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Never “Home Free” …

Sears, Macy’s — Wal*Mart, Target, CostCo

BankAmerica, Citigroup — Fidelity, Commerce Bank, Carlyle Group, Lending Tree, PayPal

IBM — Microsoft, Google, Infosys, Samsung

US Steel, Bethlehem — Nucor

???? — McDonald’s, Starbucks

GM, Ford — Honda, Hyundai, Tata

AT&T/Western Electric — Avaya, Cisco

???? — Sony, Nintendo, Nokia

Page 23: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 24: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

I. Altered ContextII. Innovation Imperative

III. Leadership

Page 25: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Innovateor

Die!!!

Page 26: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Brilliant!

Page 27: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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)

Page 28: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 29: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Resist!

Page 30: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Consolidate or else! This

is it!” **Macy’s, Kmart, Xerox, IBM, Microsoft, TimeWarnerAOL …

Page 31: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 32: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 33: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 34: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Sanford Weill, Citigroup’s Former

Leader, Frustrated As Empire Is Dismantled”

—Headline/NYT/07.21.05

Page 35: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Shremp is one of the

last dinosaurs of Germany Inc. He represents a strategy of acquiring assets and building empires that just didn’t work.” —Arndt Ellinghorst/analyst/

Dresdner Kleinwort Wasserstein

Page 36: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Mr Lampert should stick to investing, not

matchmaking.” —Gretchen Morgenson,

Page 1, New York Times Sunday Business, 1106.05, “The Sears Catalog of Problems” (TP: So why does this S***/the Same S*** keep

happening?)

Page 37: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

There’s “A” and then

there’s “A.”

Page 38: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Resist?

Page 39: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

1103.2005/Headline/USA Today: “Time Warner Announces 80% Higher Earnings: Company Raises Stock Buyback Goal”

TP: When a so-so company’s stock is in the tank and shareholders are restless and unimpressed with short-term earnings boosts and when the

company has excess cash on hand and when the company has utterly no idea how to invest the excess cash in anything exciting that will offer a great return that will lift the share price it can buy back a big hunk of its stock which not only leads to a probable increase in share price but

also relieves the company of the crushing burden of having to worry about doing anything imaginative with the money and it also puts new

wealth in the hands of shareholders who following the precepts of portfolio theory can quit worrying for awhile about the hapless,

unimaginative leadership of the buyback company and instead invest their newfound wealth in a firm such as Google or Amgen which always is in need of cash to fund a long list of very cool ideas which probably will result in the creation of … can you believe it … actual underlying

and perhaps even sustainable value.

Page 40: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Scale?

Page 41: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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%)

Page 42: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

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

Page 43: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Spinoffs perform better than IPOs … track record, profits … “freed from the confines of the parent …

more entrepreneurial, more nimble” —Jerry Knight/Washington Post/08.05

Page 44: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Market Share, Anyone?

240 industries: Market-share

leader is ROA leader 29% of

the time

Source: Donald V. Potter, Wall Street Journal

Page 45: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Market Share, Anyone?

— 240 industries; market-share leader is ROA leader 29% of the time

— Profit / ROA leaders: “aggressively weed out customers who generate low returns”

Source: Donald V. Potter, Wall Street Journal

Page 46: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 47: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Focus!

Page 48: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

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

Page 49: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Different!**“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

Page 50: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The ‘surplus society’ has a surplus of

similar companies, employing

similar people, with

similar educational backgrounds,

coming up with similar ideas,

producing similar things, with

similar prices and similar quality.”

Kjell Nordström and Jonas Ridderstråle, Funky Business

Page 51: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Just Say “No” to …

Imitation!

Page 52: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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)

Page 53: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“drive growth at a company famous for its discipline and

productivity, but rarely thought of as a hive of creativity” —Point

(Advertising Age)/09.05

“These days both Intel and Microsoft are scrambling to pay

the piper for years of design entropy” —WSJ/08.05

Page 54: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Acquisitions are about buying

market share. Our challenge is to

create markets. There is a big difference.”

Peter Job, CEO, Reuters

Page 55: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“[Immelt] is now identifying technologies with GE will systematically set out to

build entirely new industries” —Strategy+Business, Fall 2005

Page 56: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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

Page 57: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The short road to ruin is to emulate the

methods of your adversary.” — Winston

Churchill

Page 58: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-

Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive

looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are

outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to

do it.” —Seth Godin, Fast Company/02.2003

Page 59: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

GH/TP:

“Get better” vs

“Get different”

Page 60: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

This is not a “mature

category.”

Page 61: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

This is an “undistinguishe

d category.”

Page 62: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“When we did it ‘right’ it was still pretty ordinary.”

Barry Gibbons on “Nightmare No. 1”

Page 63: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Choose!

Page 64: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Duet … Whirlpool … “washing machine” to “fabric care system”

… white goods: “a sea of undifferentiated boxes” … $400 to $1,300 … “the Ferrari of washing machines” … consumer:

“They are our little mechanical buddies. They have personality. When they are

running efficiently, our lives are running efficiently. They are part of my family.” …

“machine as aesthetic showpiece” … “laundry room” to “family studio” / “designer laundry room” (complements Sub-Zero

refrigerator and home-theater center)

Source: New York Times Magazine/01.11.2004

Page 65: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

1997-2001

>$600: 10% to 18%$400-$600: 49% to 32%

<$400: 41% to 50%Source: Trading Up, Michael Silverstein & Neil Fiske

Page 66: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The ‘mass market’ is dead. Consumers look for either price or

quality. The middle is untenable.”

—Walter Robb/COO/Whole Foods/Investors Business Daily/06.20.05

Page 67: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Clients want either the best or

the least expensive; there is

no in between.” —from John Di Julius, Secret Service

Page 68: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Cheap” vs “Cool”: The Options

Cheap: Nowhere to go except “more cheap”! Problem: the inevitable “next Dell”/“next /Wal*Mart”

arrives with new biz model; meanwhile you drift toward more complexity/ sluggishness, especially if undertake

sizeable mergers.

Cool: From “Cool” (with resonable costs) to “Stay Cool”/“Better” vs “Different.” Continue/

Accelerate charge Up the VA Ladder. Tactics: (1) “Up the experience ladder,” (2) Gamechanger Innovation. If not: “Cool” drifts/staggers toward untenable “Middle.”

Page 69: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Easy!

Page 70: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

FLASH:

Innovation is

easy!

Page 71: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Innovation’s Saviors-in-Waiting

Disgruntled CustomersOff-the-Scope Competitors

Rogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

Page 72: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

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

Page 73: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“If you worship at the throne of the voice of the customer, you’ll get only

incremental advances.”Joseph Morone, President,

Bentley College

Page 74: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

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

Page 75: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“How do dominant companies lose their

position? Two-thirds of the time, they pick the wrong competitor to

worry about.” —Don Listwin, CEO,

Openwave Systems/WSJ/06.01.2004 (commenting on Nokia)

Page 76: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Kodak …. FujiGM …. FordFord …. GM

IBM …. Siemens, FujitsuSears … Kmart

Xerox …. Kodak, IBM

Page 77: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Don’t benchmark,

futuremark!” Impetus: “The future is already here; it’s just

not evenly distributed”—William Gibson

Page 78: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Employees: “Are there enough weird

people in the lab these days?”

V. Chmn., pharmaceutical house, to a lab director

Page 79: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

We become who we hang

out with!

Page 80: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Measure “Strangeness”/Portfolio Quality

StaffConsultants

VendorsOut-sourcing Partners (#, Quality)

Innovation Alliance PartnersCustomers

Competitors (who we “benchmark” against)

Strategic Initiatives Product Portfolio (LineEx v. Leap)

IS/IT ProjectsHQ LocationLunch Mates

LanguageBoard

Page 81: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Hard!

Page 82: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The Bottleneck is at the Top of the Bottle”“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the

greatest reverence for industry dogma?

At the top!”

— Gary Hamel/“Strategy or Revolution”/Harvard Business Review

Page 83: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Bold!

Page 84: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

No Wiggle Room!

“Incrementalism is innovation’s worst enemy.”

Nicholas Negroponte

Page 85: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Just Say No …

“I don’t intend to be known as the ‘King of

the Tinkerers.’ ”CEO, large financial services company

Page 86: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Beware of the tyranny of making Small

Changes to Small Things.

Rather, make Big Changes to Big

Things.” —Roger Enrico, former Chairman, PepsiCo

Page 87: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Wealth in this new regime flows directly from

innovation, not optimization. That is, wealth is not gained by perfecting

the known, but by imperfectly seizing the

unknown.” —Kevin Kelly, New Rules for the New Economy

Page 88: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Reward excellent failures. Punish mediocre

successes.”Phil Daniels, Sydney exec

Page 89: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

We all live in Dell-Wal*Mart-

eBay-Google World!

Page 90: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“the FedEx Economy”

—headline/New York Times/10.08.05

Page 91: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Power Tools for Power Solutions/

Strategies! —TP

Page 92: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

5% F500 have CIO on Board: “While some

of the world’s most admired companies—Tesco, Wal*Mart —are transforming the business landscape by including technology experts on their boards, the

vast majority are missing out on ways to boost productivity, competitiveness and shareholder value.”

Source: Burson-Marsteller

Page 93: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Fast!

Page 94: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“It is not the strongest of the species that

survives, nor the most intelligent, but the

one most responsive to change.” —Charles Darwin

Page 95: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Read It Closely: “We don’t sell

insurance anymore. We sell speed.”

Peter Lewis, Progressive

Page 96: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Strategy meetings held once or

twice a year” to “Strategy meetings needed several times a

week”

Source: New York Times on Meg Whitman/eBay

Page 97: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

He who has the quickest O.O.D.A.

Loops* wins!*Observe. Orient. Decide. Act. /

Col. John Boyd

Page 98: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The most successful people

are those who are good at

plan B.” —James Yorke,

mathematician, on chaos theory in The New Scientist

Page 99: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Furious! [ “Bias for action” ]

Page 100: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

TP/BW on BigCo sin #1: “too much talk,

too little do”

Page 101: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Ninety percent of what we call ‘management’ consists of making it difficult for people to

get things done.” – Peter Drucker

Page 102: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Execution is the job of the

business leader.” —Larry Bossidy & Ram Charan/

Execution: The Discipline of Getting Things Done

Page 103: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher

Page 104: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing

and philosophizing, and not enough on implementation. People would

agree on a project or initiative, and then nothing would come of it.” —Larry

Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

Page 105: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Execution is a systematic process of rigorously discussing hows and whats, tenaciously

following through, and ensuring accountability.” —

Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Page 106: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The Leader’s Seven Essential Behaviors

*Know your people and your business*Insist on realism*Set clear goals and priorities*Follow through*Reward the doers*Expand people’s capabilities*Know yourself

Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Page 107: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Action8/VPMR+/Peters on Bossidy*Knowledge/External Focus (Competitors/Customers)

*Realism/Truth-telling*Vision *Projects (Must add up to Vision) *Milestones*Commitment/Energy*RapidReview*Consequences (+/-)

Page 108: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Realism is the heart of execution.”

—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Page 109: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The person who is a little less conceptual but is absolutely determined to succeed will usually find the

right people and get them together to achieve objectives. I’m not knocking education or looking for

dumb people. But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and

someone with a lower IQ but who is absolutely determined to succeed, you’ll

always do better with the second person.” —Larry Bossidy

(Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done)

Page 110: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I

will gladly sell you for $25,000.”

“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a

gentleman that I will pay you what you ask.”

The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of

paper back to the gent.

And paid him the agreed-upon $25,000 …

Page 111: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

1. Every morning, write a list of the things that need to be done that day.

2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

Page 112: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Measurable!

Page 113: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Innovation Index: How many of your Top 5 Strategic

Initiatives/Key Projects score 8 or higher (out of 10) on a

“Weirdness”/ “Profundity”/ “Wow”/ “Gasp-worthy”/ “Game-changer” Scale?

Page 114: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Immelt on “Innovation

breakthroughs”: Pull out and fund ideas in each business that will

generate >$100M in revenue; find best people to lead (80

throughout GE)

Source: Fast Company/07.05

Page 115: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Strategic Thrust Overlay”*

SyscoMicrosoft (I’net, Search)

GE (6-Sigma, Workout, etc.)GSK (7 CEDDs)

Apple (Mac)Hyundai (et al.) (Electronics, etc.)

*Different from Skunkworks

Page 116: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Personal!

Page 117: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Step #1: Buy a Mirror!

Page 118: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The First step in a ‘dramatic’

‘organizational change program’ is obvious—

dramatic personal change!” —RG

Page 119: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Summary/The SE22:

“Origins of Sustainable Entrepreneurship”

Page 120: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

35 years in the

baking …

Page 121: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

De-cent-ral-iz-

a-tion!!

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Ac-count-a-bil-ity!!

Page 123: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

SE22/Origins of Sustainable Entrepreneurship1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx,

Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, Fox, Stanford University, MIT)

2. Perpetually determined to outdo oneself, even to the detriment of today’s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx)

3. Treat History as the Enemy (GE)

4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony)

5. Use “Strategic Thrust Overlays” to Attack Monster Problems (Sysco, GSK, GE, Microsoft)

6. Establish a “Be on the COOL Team” Ethos. (Most PSFs, Microsoft)

7. Encourage Vigorous Dissent/Genetically “Noisy” (Intel, Apple, Microsoft, CitiGroup, PepsiCo)

8. “Culturally” as well as organizationally Decentralized (GE, J&J, Omnicom)

9. Multi-entrepreneurship/Many Independent-minded Stars (GE, PepsiCo)

Page 124: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

HP’s Big “Duh”!

Decentralize ($90B)

Undo “Matrix”Accountability

Source: “HP Says Goodbye To Drama”/BW/09.05/re Mark Hurd’s first 5 months

Page 125: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

DePuySpine/J&J*

70/350+

game-changers!*Still decentralized after all these years!

Page 126: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

SE22/Origins of Sustainable Entrepreneurship

10. Keep decentralizing—tireless in pursuit of wiping out Centralizing Tendencies (J&J, Virgin)

11. Scour the world for Ingenious Alliance Partners—especially exciting start-ups (Pfizer)

12. Acquire for Innovation, not Market Share (Cisco, GE)

13. Don’t overdo “pursuit of synergy” (GE, J&J, Time Warner)

14. Execution/Action Bias: Just do it … don’t obsess on how it “fits the business model.” (3M, J & J)

15. Find and Encourage and Promote Strong-willed/Hyper- smart/Independent people (GE, PepsiCo, Microsoft)

16. Support Internal Entrepreneurs/Intrapreneurs (3M, Microsoft)

17. Ferret out Talent … anywhere and everywhere/“No limits” approach to retaining top talent (Nike, Virgin, GE, PepsiCo)

Page 127: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

SE22/Origins of Sustainable Entrepreneurship

18. Unmistakable Results & Accountability focus from the get-go to the grave (GE, New York Yankees, PepsiCo)

19. Up or Out (GE, McKinsey, big consultancies and law firms

and ad agencies and movie studios in general)

20. Competitive to a fault! (GE, New York Yankees, News Corp/Fox, PepsiCo)

21. “Bi-polar” Top Team, with “Unglued” Innovator #1, powerful Control Freak #2 (Oracle, Virgin) (Watch out when #2 is missing: Enron)

22. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything else (Virgin)

Page 128: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Ac-count-a-bil-ity!!

Page 129: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

De-cent-ral-iz-

a-tion!!

Page 130: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“HOW THE COAST GUARD GETS IT RIGHT” —Headline, Time, 10.31.2005

*Autonomy*Flexibility

*“Perhaps the most important distinction ot the Coast Guard is that

it trusts itself”

Page 131: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The key to “Sustained Entrepreneurship” is to

keep on [sustained] developin’ entrepreneurs [entrepreneurship].*

*internally or externally

Page 132: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Summary:

WallopWal*Mart16*

*Or: Why it’s so unbelievably easy to beat a GIANT Company

Page 133: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Just Say No…

Page 134: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Exceeds

expectations”

Page 135: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Just Say Yes…

Page 136: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

$798

Page 137: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

$415/SqFt/Wal*Mart$798/SqFt/Whole Foods

Page 138: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

4X: “At London Drugs, everyone

cares about everything.” —Wynne

Powell

Page 139: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

No Excuses/Wegman’s: #1*84%: Grocery stores “are all alike”

46%: additional spend if customers have an “emotional connection” to a grocery store rather than “are satisfied” (Gallup)

“Going to Wegman’s is not just shopping, it’s an event.” —Christopher Hoyt, grocery consultant

“You cannot separate their strategy as a retailer from their strategy as an employer.” —Darrell Rigby, Bain & Co.

*100 Best Companies to Work for/Fortune

Page 140: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The “Small Guys” Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)

*“Dramatically Different” (La

Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

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PSF!

Donnelly’s Weatherstrip

Service

Weymouth MA

Page 142: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The “Small Guys” Guide: Wallop Wal*Mart16

*Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”)

*A community star! (“Sell” local-ness per se. Sell the hell out of it!)

*An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”)

*DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)

Page 143: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The “Small Guys” Guide: Wallop Wal*Mart16

*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)

*Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)

*Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)

*Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)

Page 144: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The “Small Guys” Guide: Wallop Wal*Mart16

*Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)

*Focus on women-as-clients. (Most don’t. How stupid.)

*Excellence! (A small player … per me …

has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)

Page 145: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

7X. 730A-800P. F12A.*

*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

Page 146: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

PM Helen Clark appoints Pete Hodgson to a

Cabinet-level job: Minister for

Lord of the Rings**c.f. “New Zealand: Better By Design”; “Airline to the Middle Earth”

Source: Joe Pine & Jim Gilmore, “The Experience Is the Marketing”

Page 147: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“You do not merely want to be

the best of the best. You want to be

considered the only ones who do what

you do.”Jerry Garcia

Page 148: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Insanely Great”

Page 149: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Gold Standard: Cirque du

Soleil!

Page 150: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Just Say “No” to …

Imitation!

Page 151: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-

Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive

looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are

outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to

do it.” —Seth Godin, Fast Company/02.2003

Page 152: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Great Companies … SET THE AGENDA.

(Period.)

Page 153: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Walgreens vs London Drugs

Page 154: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

I. Altered ContextII. Innovation Imperative

III. Leadership

Page 155: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Lead It …

Loud!

Page 156: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Ouch!

Page 157: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The Bottleneck is at the Top of the Bottle”“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the

greatest reverence for industry dogma?

At the top!”

— Gary Hamel/“Strategy or Revolution”/Harvard Business Review

Page 158: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Create a

Cause!

Page 159: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

G.H.: “Create a ‘cause,’ not a ‘business.’ ”

Page 160: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“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)

Page 161: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Think

Legacy!

Page 162: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Management has a lot to do with answers. Leadership is a function of

questions. And the first question

for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’”

—Max De Pree, Herman Miller

Page 163: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Find ‘em!

Page 164: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The” Secret: Jack didn’t have a “vision”!

Page 165: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Les Wexner (Jack+) : From sweaters to …

people!

Page 166: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Respect ‘em!

Page 167: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Amen!

“What creates trust, in the end, is the leader’s manifest

respect for the followers.” — Jim O’Toole, Leading

Change

Page 168: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Don’t belittle!” —OD

Consultant

Page 169: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to

the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a

college president. He was seriously interested in who you were and what you had

to say.” —Sara Lawrence-Lightfoot, Respect

Page 170: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“We behaved as if we were guests in their house. We

treated them not as a defeated people, but as

allies. Our success became their success.” —“How One Soldier Brought

Democracy to Iraq: The Mayor of Ar Rutbah” (MAJ James Gavrilis/USA Special Forces

Page 171: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“We were friendly and respectful whenever we met a Bedouin or farmer, often sharing

tea with them in the middle of the open desert. Our behavior sent the clearest

message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all,

we had done everything possible to limit damage

to civilian infrastructure and private property. … We treated enemy wounded

and distributed contraband food. I stopped our final assult to institute a day-long

cease-fire as a gesture to the people of

the city.” — “How One Soldier Brought Democracy to Iraq: The

Mayor of Ar Rutbah” (MAJ James Gavrilis/USA Special Forces

Page 172: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Make It a Grand

Adventure!

Page 173: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Quests!

Page 174: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

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.”

Page 175: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Yes!!!!!!!!!!!!!!!!!

“free to do his or her absolute best” …

“allow its members to discover their

greatness.”

Page 176: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

"If your actions inspire others to dream more, learn more, do more

and become more, you are a leader." —John Quincy Adams

Page 177: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Get It! (Without

Which There Is Nothing)

Page 178: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“What creates trust, in the end, is

the leader’s manifest respect

for the followers.” —

Jim O’Toole, Leading Change

Page 179: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened

to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a

bishop or a college president. He was seriously interested in

who you were and what you had to say.”

Sara Lawrence-Lightfoot, Respect

Page 180: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The deepest human need

is the need to be appreciated.”

William James

Page 181: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Trumpet an Exhilarating

Story!

Page 182: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Leaders don’t just make products and make decisions.

Leaders make meaning.”

– John Seely Brown

Page 183: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“A key – perhaps the key – to leadership is

the effective communication

of a story.”—Howard Gardner/Leading Minds:

An Anatomy of Leadership

Page 184: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Live Your

Story!

Page 185: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

MBWA

Page 186: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The first and greatest imperative of command

is to be present in person. Those who

impose risk must be seen to share it.”

—John Keegan, The Mask of Command

Page 187: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“You must be the change you wish to see in the world.”

Gandhi

Page 188: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“The First step in a ‘dramatic’ ‘organizational

change program’ is obvious—dramatic personal

change!” —LH

Page 189: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Try It!

Page 190: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Sam’s

Secret #1!

Page 191: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Fail faster. Succeed sooner.”

David Kelley/IDEO

Page 192: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Dispense

Enthusiasm!

Page 193: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Nothing is so contagious as enthusiasm.”

—Samuel Taylor Coleridge

Page 194: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

BZ: “I am a … Dispenser of Enthusiasm!”

Page 195: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“A man without a smiling face

must not open a shop.” —Chinese Proverb*

*Courtesy Tom Morris, The Art of Achievement

Page 196: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Radiate

Passion!

Page 197: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“To change minds , leaders make particular use

of two tools: the stories that they tell and

the lives that they lead.” —Howard Gardner, Changing Minds

Page 198: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“Tell me, what is it you plan to do

with your one wild and precious

life?” —Mary Oliver

Page 199: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Insist on Excellence

as the Norm!

Page 200: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Excellence

!

Page 201: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Leader Job 1

Paint Portraits of

Excellence!

Page 202: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Keep It

Simple!

Page 203: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Sir Richard’s Rules:

Follow your passions.Keep it simple.

Get the best people to help you.

Re-create yourself.Play.

Source: Fortune on Branson/10.03

Page 204: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Kevin Roberts’ Credo

1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.

10. Avoid moderation!

Page 205: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Stay Hungry. Stay Foolish.

Steve Jobs

Page 206: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Avoid … Moderation!

Page 207: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo

Page 208: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Nelson’s secret: “[Other] admirals more frightened of losing than

anxious to win”

Page 209: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Free the

Lunatic Within …

Page 210: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“You can’t behave in a calm, rational

manner. You’ve got to be out there on

the lunatic fringe.” —

Jack Welch

Page 211: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Forward,

March!

Page 212: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

“In classical times when Cicero had finished

speaking, the people said, ‘How well he spoke,’ but when Demosthenes had

finished speaking, they said,

‘Let us march.’” —

Adlai Stevenson

Page 213: Tom Peters Re-imagine 2005: Innovate! or Die! InnoDie.BASECASE.1110.2005

Let us

march!

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!