Issue Y2K The Great War for Talent!

Issue Y2K The Great War for Talent!

HRmaster Tom Peters/HR.com/10.26.2004 #1 Tom Peters Re-Imagine! Business Excellence in

a Disruptive Age HR.com/Phoenix/26October2004 Slides at tompeters.com Re-imagine!

Summer 2004: Not Your Fathers World I. International Herald Tribune p.1/600 foreign R&D labs in China, 200 new

per year /09.13.2004: 60,000* *New factories in China opened by foreigners/2000-2003/ 26 Reuters Plans

To Triple Jobs at Site In India Headline/ New York Times/ World Business/10.08.04/ 10% of total workforce in Bangalore by 2006 Level 5 (top)

ranking/Carnegie Mellon Software Engineering Institute: 35 of 70 companies in world are from India Source: Wired/02.04 Re-imagine!

Summer 2004: Not Your Fathers World II. 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) Were now entering a new phase of business where the group will be a franchising and management company where brand management is central. David Webster, Chairman, InterContinental Hotels Group

InterContinental will now have far more to do with brand ownership than hotel ownership. James Dawson of Charles Stanley (brokerage) Source: International Herald Tribune, 09.16, on the sacking of CEO Richard North, whose entire background is in finance My Story.

A Coherent Story: Context-Solution-Bedrock Context1: Intense Pressures (China/Tech/Competition) Context2: Painful/Pitiful Adjustment (Slow, Incremental, Mergers) Solution1: New Organization (Technology, Web+ Revolution, Virtual-BestSourcing,PSF nugget) Solution2: No Option: Value-added Strategy

(ServicesSolutions-Experiences-DreamFulfillment Ladder) Solution3: Aesthetic VA Capstone Solution4: New Markets (Women, ThirdAge) (Design-Brands) Bedrock1: Innovation (New Work, Speed, Weird, Revolution)

Bedrock2: Talent (Best, Creative, Entrepreneurial, Schools) Bedrock3: Leadership (Passion, Bravado, Energy, Speed) 1. Re-imagine Everything: All Bets Are Off. Jobs New Technology

Globalization Security Income Confers No Immunity as Jobs Migrate Headline/USA Today/02.04 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 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 E.g. Jeff Immelt: 75% of admin, back

room, finance digitalized in 3 years. Source: BW (01.28.02) Asias rise is the economic

event of our age. Should it proceed as it has over the last few decades, it will bring the two centuries of global domination by Europe and, subsequently, its giant North American offshoot to an end. Financial Times (09.22.2003) This is a dangerous world and

it is going to become more dangerous. We may not be interested in chaos but chaos is interested in us. Source: Robert Cooper, The Breaking of Nations: 2. 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 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 Innovators Dilemma 3. Re-imagine Organizing I: IS/IT Leads the (Virtual) Way! Productivity!

McKesson 2002-2003: Revenue +$7B Employees +500 Source: USA Today/06.14.04 Dont own nothin if you can help it. If you can, rent your shoes.

F.G. Ford: Vehicle brand owner (design, engineer, and market, but not actually make) Source: The Company, John Micklethwait & Adrian Wooldridge

07.04/TP In Nagano Revenue: $10B FTE: 1* Not out sourcing Not off shoring

Not near shoring Not in sourcing but Best Sourcing 4. Re-imagine the Organizing II: The Professional Service

Firm (PSF) Imperative. Sarah: Papa: Papa, what do you do?

Im overhead. Sarah: Papa: Daddy, what do you do?

I manage a cost center. Sarah: Daddy, what do you do? Im a

bureaucrat. Papa: Answer: PSF! [Professional Service Firm] Department Head to

Managing Partner, Finance [IS, etc.] Inc. Typically in a mortgage company or financial services company, risk management is an overhead, not a revenue center. Weve become more We pay for

ourselves, and we actually make money for the company. Frank than that. Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com) Eichorning

Mantra: Eichorn it! Eichorning Mantra:

Were Eichorning 5. Re-imagine Business Basic Value Proposition: PSFs Unbound/ The Solutions Imperative.

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 Nordstrm and Jonas Ridderstrle, Funky Business

And the M Stands for ? Systems Integrator of choice. IBM Global Services: $35B Gerstners IBM:

(BW) New York-Presbyterian: 7-year, $500M consulting (systemic) and equipment contract with GE Medical Systems Source: NYT/07.18.2004

Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/07.19.2004 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 Experience: Rebel Lifestyle! What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have

people be afraid of him. Harley exec, quoted in Results-Based Leadership WHAT CAN BROWN DO FOR YOU? The Experience Ladder Experiences Services

Goods Raw Materials Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the future. There is no lack of physical products to

choose between. Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.] 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 The sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based We stand facing the fifth kind of

society: the Dream Society. society whose icon is the computer. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business Experience Ladder/TP

Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials 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 2. The Market for Togetherness, Friendship and Love/IBM 3. The Market for Care/IBM 4. The Who-Am-I Market/IBM 5. The Market for Peace of Mind/IBM 6. The Market for Convictions/IBM

Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business 70s: Cost (BCGs cost curves) 80s: TQM-CI (Japan) 90s: Service 00s: Solutions/Experiences 10s: Dream Fulfillment

8. Re-imagine the Soul of Enterprise: Design Rules! All Equal Except At Sony we assume that all products of our competitors have basically the same technology, price, performance and

Design is the only thing that differentiates one product from another in the marketplace. features. Norio Ohga

Having spent a century or more focused on other goalssolving manufacturing problems, lowering costs, making goods and services widely available, increasing convenience, saving energywe are increasingly engaged in making our world special. More people in more aspects of life are drawing pleasure and meaning from the way their persons, places and things look and feel. Whenever we have the chance, were adding sensory, emotional appeal to

ordinary function. Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness 9. Re-imagine the Fundamental Selling Proposition: It all adds up to

THE BRAND (THE STORY). WHO ARE WE? WHATS OUR STORY?

WHATS THE DREAM? We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion.

Imagination, myth, ritual - the language of emotion will affect everything from our purchasing decisions Companies will thrive on the basis of their stories and myths. Companies will need to understand to how we work with others. that their products are less important than their stories.

Rolf Jensen, Copenhagen Institute for Future Studies Story > Brand 10. Re-imagine the Roots of Innovation: THINK WEIRD the High Value Added Bedrock.

FLASH: Innovation is easy ! 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 To grow, companies

need to break out of a vicious cycle of competitive benchmarking and imitation. W. Chan Kim & Ren Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/08.11.03 How do dominant

companies lose there 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)

Kodak . Fuji GM . Ford Ford . GM IBM . Siemens, Fujitsu Sears Kmart Xerox . Kodak, IBM 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 cant be

remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats 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)? Its like trying to drive The thing that all these companies have in common is that they have

nothing in common. They are outliers. Theyre on the fringes. looking in the rearview mirror. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its 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 takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003

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 Innovation! NOT Imitation Measure Strangeness/Portfolio Quality Staff

Consultants Board Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we benchmark against) Strategic Initiatives Product Portfolio (LineEx v. Leap)

IS/IT HQ Location Lunch Mates Language 11. Re-imagine the Customer I: Trends Worth Trillion$$$ Women Roar.

????????? Home Furnishings 94% Vacations 92% (Adventure Travel 70%/ $55B travel equipment) Houses 91% D.I.Y. (major home projects) 80% Consumer Electronics 51% (66% home computers) Cars 68% (90%) All consumer purchases 83%

Bank Account 89% Household investment decisions 67% Small business loans/biz starts 70% Health Care 80% 91% women: ADVERTISERS DONT UNDERSTAND US. (58% ANNOYED.)

Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women) 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. Womens Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1. 12. Re-imagine the Customer II: Trends Worth

Boomer Bonanza/ Godzilla Geezer. Trillion$$$ 2000-2010 Stats 18-44: -1%

55+: +21% (55-64: +47%) The New Customer Majority [age 44-65] 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 Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets motivations and needs are so poorly understood.Peter

Francese, founding publisher, American Demographics Bonus. The Hunch of a Lifetime: An Emergent (Market) Nexus I have a sense/hunch theres an interesting nexus among several of the ideas about New Market Realities that I promote namely Women-Boomers-WellnessGreen-Intangibles. Each one drives the Fundamental (Traditional) Economic Value Proposition toward the softer side: From facts- & figures-obsessed males

toward relationship-oriented Women. From goods-driven youth toward experiences-craving Boomers. From quick-fix & pill-popping healthcare toward a holistically inclined Wellness Revolution. From mindless exploitation of the Earths resources toward increased awareness of the fragility and preciousness of our Environment. From goods and services toward Design& Creativity-rich Intangibles-Experiences-Dreams Fulfilled. This so-called softer sideas the disparate likes of IBMs Sam Palmisano and Harley-Davidsons Rich Teerlink teach usis now & increasingly where the loot is, damn near all the loot. That is, the softer side has become the Prime Driver of tomorrows hard economic value. Furthermore, each of the Five Key Ideas (Women-BoomersWellness-Green-Intangibles) feeds off and complements the other four. Dare I use

the word synergy? Perhaps. (Or: Of course!) I can imagine an enterprise defining its raison detre in terms of these Five Complementary Key Ideas. (HINT: DAMN FEW DO TODAY.) An Emergent Nexus Men ..... Women Youth Boomers/Geezers Fix ItHealthcare... Wellness/Prevention Exploit-the-Earth ...... Preserve/Cherish the Planet

Tangibles Intangibles 13. Re-imagine Excellence I: The Talent Obsession. Brand =

Talent. Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind

From 1, 2 or youre out [JW] to Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent

The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius 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 14. Re-imagine

Excellence II: Meet the New Boss Women Rule! AS LEADERS, WOMEN RULE: New Studies find that female managers

outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making];

sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, Americas Competitive Secret: Women Managers

15. Re-imagine Excellence III: New Education for A New World My wife and I went to a [kindergarten] parentteacher conference and were informed that our budding refrigerator artist, Christopher, would

be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. Jordan Ayan, AHA!

Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that schoolrelated evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most

schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins 16. Re-imagine Leadership for Totally Screwed-Up Times:

The Passion Imperative. Start a Crusade! Create a cause, not

a business. G.H.: Beware of the tyranny of making Small Changes to Small Things. Rather, make

Big Changes to Things. Big Roger Enrico, former Chairman, PepsiCo

Make It a Grand Adventure! Ninety percent of what we call management consists of making it difficult for people to

get things done. Peter Drucker I dont know. 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. Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec (and, de facto, Jack)

Dispense Enthusiasm! BZ: I am a Dispenser of Enthusiasm! You must be

the change you wish to see in the world. Gandhi New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management)

MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm) Hardball: Are You Playing to Play or Playing to Win? by

George Stalk & Rob Lachenauer/HBS Press The winners in business have always played hardball. Unleash massive and overwhelming force. Exploit anomalies. Threaten your competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service, retention, loyalty),

4. People (employees, motivation, morale, worker/s), 0. Innovation (product development, research & development, new products), 0. You cant behave in a calm, rational manner. Youve got

to be out there on the lunatic fringe. Jack Welch Importance of Success Factors by Various Gurus/Estimates by Tom Peters

Strategy Systems Passion Execution Porter 50% 20 15

15 Drucker 35% 30

15 20 Bennis 25% 20

30 25 Peters 15%

20 35 30 In Toms world, its always better to try a swan

dive and deliver a colossal belly flop than to step timidly off the board while holding your nose. Fast Company /October2003 #2 Re-imagine Leadership for

Totally Screwed-Up Times: The Passion Imperative. Start a Crusade! Create a

cause, not a business. G.H.: Beware of the tyranny of making Small Changes to Small Things. Rather, make

Big Changes to Things. Big Roger Enrico, former Chairman, PepsiCo

A key perhaps the key to leadership is the effective communication of a story. Howard Gardner Leading Minds: An Anatomy of Leadership

Make It a Grand Adventure! Ninety percent of what we call management consists of making it

difficult for people to get things done. Peter Drucker I dont know. 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. Insist on Speed & Excellence! The Kotler Doctrine:

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

Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec (and, de facto, Jack) Dispense Enthusiasm!

BZ: I am a Dispenser of Enthusiasm! Nothing is so contagious as enthusiasm.

Samuel Taylor Coleridge You must be the change you wish to see in the world. Gandhi New Economy Biz Degree Programs

MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) 15 Leading Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6

Source: DMI/Summer 2002 Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press The winners in business have always played hardball. Unleash massive and overwhelming force. Exploit anomalies. Threaten your competitors profit sanctuaries. Entice your competitor into retreat.

Approximately 640 Index entries: Customer/s (service, retention, loyalty), 4. People (employees, motivation, morale, worker/s), 0. Innovation (product development, research & development, new products), 0.

New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the future. There is no

lack of physical products to choose between. Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.] New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management)

MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm) Strategy meetings held once

or twice a year to Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management)

MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm)

Have you changed civilization today? Source: HP banner ad New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management)

MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm)

New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people playedor does she keep

wandering back to strategy or philosophy? Larry Bossidy, Honeywell/AlliedSignal, in Execution New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management)

MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm) You cant behave in a calm, rational

manner. Youve got to be out there on the lunatic fringe. Jack Welch Importance of Success Factors by Various

Gurus/Estimates by Tom Peters Strategy Systems Passion Execution Porter 50% 20

15 15 Drucker 35% 30

15 20 Bennis 25%

20 30 25 Peters 15%

20 35 30 In Toms world, its always better to try a

swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose. Fast Company /October2003 #3

Creativity: Short Takes Tom Peters/10.26.2004 Work Stats Formulaic intelligence (health record clerks, 63%/36K; secretaries & typists, 30%/1.3M; bookkeepers,

13%/247K) Manual dexterity (sewing machine ops, 50%/347K; lathe ops, 49%/30K; butchers, 23%/67K) Muscle power (timber cutters, 32%/25K; farm workers, 20%/182K) Source: Where the Jobs Are/NYT/05.13.2004/data 1994-2004 + People skills & emotional intelligence (financial service

sales, 78%/248K; RNs, 28%/512K; lawyers, 24%/182K) Imagination & creativity (architects, 44%/60K; designers, 43%/230K; photographers, 38%/50K) Analytic reasoning (legal assts, 66%/159K; electronic engs, 28%/147K) Source: Where the Jobs Are/NYT/05.13.2004/data 1994-2004 Over the past decade the biggest employment gains came in occupations that rely on people

skills and emotional intelligence ... and among jobs that require imagination and creativity. Trying to preserve existing jobs will prove futile trade and technology will transform the economy whether we like it or not. Americans will be better off if they strive to move up the hierarchy of human talents. Thats where our future lies. Michael Cox, Richard Alm and Nigel Holmes/Where the Jobs Are/NYT/05.13.2004

Frameworks Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute

Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind The Dawn of the Creative Age Theres a whole new class of workers in the U.S. thats 38million strong: the creative class. At its core are the scientists,

engineers, architects, designers, educators, artists, musicians and entertainers whose economic function is to create new ideas, new technology, or new content. Also included are the creative professions of business and finance, law, healthcare and related fields, in which knowledge workers engage in complex problem solving that involves a great deal of independent judgment. Today the creative sector of the U.S. economy, broadly defined, employs more than 30% of the workforce (more than all of manufacturing) and accounts for

more than half of all wage and salary income (some $2 trillion) almost as much as the manufacturing and service sectors together. Indeed, the United States has now entered what I call the Creative Age. Americas Looming Creativity Crisis/ Richard Florida/ HBR/10.04 TPs New World of Work/Circa 1995

Context: White-collar Bloodbath Work: WOW Projects! Individual: Brand You Org: PSF (Professional Service Firm) Model Stuff When land was the scarce resource, nations battled

over it. The same is happening now for talented people. Stan Davis & Christopher Meyer, futureWEALTH Historically, smart people have always turned to where the money was. Today,

money is turning to where the smart people are. FT/06.03.03 Talent! Tina Brown: The first thing to do is to hire enough

talent that a critical mass of excitement starts to grow. Source: Business2.0/12.2002-01.2003 Schools: K-MBA Our education system is

a second-rate, factorystyle organization, pumping out obsolete information in obsolete ways. [Schools] are simply not connected to the future of the kids theyre responsible for. Alvin Toffler, Business 2.0 The main crisis

in school today is irrelevance. Daniel Pink, Free Agent Nation My wife and I went to a [kindergarten] parentteacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We

were shocked. How could any childlet alone our childreceive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. Jordan Ayan, AHA!

How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being

Every school I visited was was participating in the suppression of creative genius. identified by the group as a closet artist. The point is: Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fools Guide to Surviving with Grace 15 Leading Biz Schools

Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002 Ye gads: Thomas Stanley has not only found no

correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that schoolrelated evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a

result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins Richard Florida The global talent pool and the high-end, high margin creative industries that used to be the sole province of the U.S., and a critical source of its prosperity,

have begun to disperse around the globe. A host of countriesIreland, Finland, Canada, Australia, New Zealand, among themare investing in higher education, cultivating creative people, and churning out stellar products, from Nokia phones to the Lord of the Rings movies.. Many of these countries have learned from past U.S. success and are shoring up efforts to attract foreign talentincluding Americans. The United States may well be the Goliath of the twentieth century global economy, but it will take just half a To stay

innovative, America must continue to attract the worlds sharpest minds. And to do that, it needs to invest in the further development of its creative sector. Because wherever creativity goesand, by extension, wherever talent goesinnovation and economic growth are sure to follow. Americas Looming Creativity Crisis/Richard dozen twenty-first-century Davids to begin to wear it down. Florida/HBR/10.04

The Dawn of the Creative Age Theres a whole new class of workers in the U.S. thats 38million strong: the creative class. At its core are the scientists, engineers, architects, designers, educators, artists, musicians and entertainers whose economic function is to create new ideas, new technology, or new content. Also included are the creative professions of business and finance, law, healthcare and related fields, in which knowledge workers engage in complex problem solving that involves a great deal of

independent judgment. Today the creative sector of the U.S. economy, broadly defined, employs more than 30% of the workforce (more than all of manufacturing) and accounts for more than half of all wage and salary income (some $2 trillion) almost as much as the manufacturing and service sectors together. Indeed, the United States has now entered what I call the Creative Age. Americas Looming Creativity Crisis/ Richard Florida/ HBR/10.04

CM Prof Richard Florida on Creative Capital: You cannot get a technologically innovative place unless its open to weirdness, eccentricity and difference. Source: New York Times/06.01.2002

Dan Pink The era of left brain dominanceand the Information Age it engendered Is giving way to a new world in which right brain qualities

inventiveness, empathy, meaningwill govern. Dan Pink, A Whole New Mind The past few decades have belonged to a certain kind of person with a certain kind of mindcomputer programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch numbers. But the keys to the kingdom are changing

hands. The future belongs to a very different kind of person with a very different kind of mindcreators and empathizers, pattern recognizers and meaning makers. These peopleartists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers will now reap societys richest rewards and share its greatest joys. Dan Pink, A Whole New Mind L-Directed Thinking: sequential,

literal, functional, textual, analytic to R-Directed Thinking: simultaneous, metaphorical, aesthetic, contextual, synthetic Source: Dan Pink/A Whole New Mind

Left-brain style thinking used to be the driver, and right-brain style thinking the passenger. Now R-Directed Thinking is suddenly grabbing the wheel, stepping on the gas, and determining where were going and how were going to get there. LDirected aptitudesthe kind measured by the SAT and employed by CPAsare still necessary. But theyre no longer sufficient. Dan Pink, A Whole New Mind

The Big Three Drivers of Change Abundance Asia Automation Source Dan Pink, A Whole New Mind But abundance has also produced an

ironic result: The very triumph of LDirected Thinking has lessened its significance. The prosperity it has unleashed has placed a premium on things that appeal to less rational, more R-Directed sensibilitiesbeauty, spirituality, emotion. Dan Pink, A Whole New Mind India

350,000 engineering grads per year >50% F500 outsource software work to India GE: 48% of software developed in India (Sign in GE India office: Trespassers will be recruited) Source: Dan Pink, A Whole New Mind Softwares Enormous Inroads

Docs Lawyers Accountants Source: Dan Pink, A Whole New Mind Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and

empathizers) Source: Dan Pink, A Whole New Mind The MFA is the new MBA. Dan Pink, A Whole New Mind What does this mean for you and me? How can

we prepare for the conceptual age? On one level, the answer is straightforward. In a world tossed by Abundance, Asia and Automation, in a which L-Directed Thinking remains necessary but no longer sufficient, we must become proficient in R-Directed Thinking and master aptitudes that are high concept and high touch. But on another level, that answer is inadequate. What exactly are we supposed to

do? Dan Pink, A Whole New Mind Design. Story. Symphony. Empathy. Play. Source: Dan Pink, A Whole New Mind

Not just function, but also DESIGN. Not just argument, but also STORY. Not just focus, but also SYMPHONY. Not just logic, but also EMPATHY. Not just seriousness, but also PLAY. Source: Dan Pink, A Whole New Mind #4

New Economy. New Biz Degrees. Tom Peters/10.23.2004 New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management)

MMM2/MM (Master of Metabolic Management, or Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm)

MBA 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 Innovators Dilemma Ninety percent of what

we call management consists of making it difficult for people to get things done. Peter Drucker Never mind your happiness; do your duty. Peter Drucker (BrainyQuote.com)

Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press The winners in business have always played hardball. Unleash massive and overwhelming force. Exploit anomalies. Threaten your competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service,

retention, loyalty), 4. People (employees, motivation, morale, worker/s), 0. Innovation (product development, research & development, new products), 0. When asked to name just one big merger

that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Im sure there are success stories out there, but at this moment I draw a blank. Committee, answered:

Mark Sirower, The Synergy Trap 15 Leading Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0

Innovation/Elective: 6 Source: DMI/Summer 2002 There is little evidence that mastery of the knowledge acquired in business schools enhances peoples careers, or that even attaining the MBA credential itself has much effect

on graduates salaries or career attainment. Jeffrey Pfeffer (tenured professor, Stanford GSB/2004) New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or

Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm)

MFA (Master of Fine Arts) The past few decades have belonged to a certain kind of person with a certain kind of mindcomputer programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch numbers. But the keys to the kingdom are changing hands. The future belongs to a very different kind of

person with a very different kind of mindcreators and empathizers, pattern recognizers and meaning makers. These peopleartists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers will now reap societys richest rewards and share its greatest joys. Dan Pink, A Whole New Mind Agriculture Age (farmers) Industrial Age (factory workers)

Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind The MFA is the new MBA.

Dan Pink, A Whole New Mind Having spent a century or more focused on other goalssolving manufacturing problems, lowering costs, making goods and services widely available, increasing convenience, saving energywe are increasingly engaged in making our world special.

More people in more aspects of life are drawing pleasure and meaning from the way their persons, places and things look and feel. Whenever we have the chance, were adding sensory, emotional appeal to ordinary function. Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness All Equal Except

At Sony we assume that all products of our competitors have basically the same technology, price, performance and Design is the only thing that differentiates one product from another in the marketplace. features.

Norio Ohga We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from the Design is

the fundamental soul meaning of design. of a man-made creation. Steve Jobs New Economy Biz Degree Programs MBA (Master of Business Administration)

MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) MMM 1 (Master of Metaphysical Management)

Were now entering a new phase of business where the group will be a franchising and management company where brand management is central. David Webster, Chairman, InterContinental Hotels Group InterContinental will now have far more to do with brand ownership than hotel ownership. James Dawson of Charles Stanley (brokerage)

Source: International Herald Tribune, 09.16, on the sacking of CEO Richard North, whose entire background is in finance Ford: Vehicle brand owner (design, engineer, and market, but not actually make)

Source: The Company, John Micklethwait & Adrian Wooldridge 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

Club Med is more than just a resort; its a means of rediscovering oneself, of inventing an entirely new me. Source: Jean-Marie Dru, Disruption

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 thats not work or home. Its the place our

customers come for refuge. Nancy Orsolini, District Manager With its carefully conceived mix of colors and textures, aromas and music, Starbucks is more indicative of our era than the iMac. It is to the Age of Aesthetics what McDonalds was to the Age of Convenience or Ford was to the Age of Mass Productionthe touchstone success story, the

exemplar of all that is good and bad about the aesthetic imperative. Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste, writes CEO Howard Schultz. Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness Experience: Rebel Lifestyle!

What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley exec, quoted in Results-Based Leadership I see us as being in

the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation. Bob Lutz:

Source: NYT 10.19.01 WHAT CAN BROWN DO FOR YOU? By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. However, creating a new business innovation is not

enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy,

but a potential restructuring of the way the world operates and how value will be created in the future. Narayana Murthy, chairmans letter, Infosys Annual Report 2003 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 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 Furniture vs. Dreams We do not sell furniture at Domain. We

sell dreams. This is accomplished by addressing the half-formed needs in our customers heads. By uncovering these needs, we, in essence, fill in the blanks. We convert needs into dreams. Sales are the inevitable result. Judy George, Domain Home Fashions 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 Most executives have no idea how to add value to a market in the metaphysical

world. But that is what the market will cry out for in the future. There is no lack of physical products to choose between. Jesper Kunde, Unique Now ... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.] The sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as

companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based We stand facing the fifth kind of society: the Dream Society. The Dream Society is emerging society whose icon is the computer. this very instantthe shape of the future is visible today. Right

now is the time for decisionsbefore the major portion of consumer purchases are made for emotional, nonmaterialistic reasons. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business We are in the twilight of a society based on data. As information and intelligence become the domain of

computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion will affect everything from our purchasing decisions Companies will thrive on the basis of their stories and myths. Companies will need to understand to how we work with others.

that their products are less important than their stories. Rolf Jensen, Copenhagen Institute for Future Studies Market Power = Story Power Brand = Story

Story > Brand New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness)

MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm) MMM /MM 2

(Master of Metabolic Management/Master of Madness) The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we

drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over. Frank Lekanne Deprez & Ren Tissen, Zero Space: Moving Beyond Organizational Limits. This is a dangerous world and it is going to become more dangerous.

We may not be interested in chaos but chaos is interested in us. Source: Robert Cooper, The Breaking of Nations: We are in a brawl with no

rules. Paul Allaire How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasisa regulated, engineered world? Or do we embrace dynamisma world of constant creation, discovery and competition? Do we value stability and control? Or evolution and learning? Do we think that

progress requires a central blueprint? Or do we see it as a decentralized, evolutionary process? Do we see mistakes as permanent disasters? Or the correctable byproducts of experimentation? Do we crave predictability? Or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape. Virginia Postrel, The Future and Its Enemies

Strategy meetings held once or twice a year to Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay Dont own nothin if you can help it. If

you can, rent your shoes. F.G. Organizations will still be critically important in the world, but as organizers, not employers!

Charles Handy 07.04/TP In Nagano Revenue: $10B FTE: 1* Ebusiness is about rebuilding

the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ all of that is wrong for running an ebusiness. Ray Lane, Kleiner Perkins

Fail. Forward. Fast. High-tech Exec Im not comfortable unless

Im uncomfortable. Jay Chiat If things seem under control, youre just not going

fast enough. Mario Andretti Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity./ Arrange the mind of

the enemy.T.E. Lawrence/ Float like a butterfly, sting like a bee.Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Maneuverists BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

If it works, its obsolete. Marshall McLuhan New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts)

MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) MGLF (Master of Great Leaps Forward) 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) 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 BUILT TO DETERIORATE!

When it comes to investing, I am old school. Buy a good stock, stick it in the drawer and when you check back years later the stock should be worth more. Theres only one problem. When I checked the drawer recently it was full of clunkers, including Lucent, down 94 percent from its 1999 high. Maybe once upon a time buy and hold was a viable strategy. Today, it no longer makes sense.Charles Stein/ Investment Strategies Must Shift with Realities/Boston Globe/10.10.04 A sample of Steins Blue Chip-turned-clunker examples: Fannie Mae (featured in Collins Good to Great). Coke. (Clunker, make that

Stinker.) Merck. (The mightiest fallstock down 63 percent since 2000; tumble preceded Vioxx) Uh Microsoft. (Microsofts stock price is no higher today than it was in 1998.) It is not clear there is such a thing as a Blue Chip, Shawn Kravetz, president of Boston-based hedge fund Esplanade Capital, told Stein. Kravetzs point is a serious one, Stein continues. Greatness is not permanent. This process of creative destruction isnt new. But with the world moving ever faster, and with competition on steroids, the quaint notion of buying and holding is hopelessly out of step.

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

No Wiggle Room! Incrementalism is innovations worst enemy. Nicholas Negroponte Forget>Learn

The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out. Dee Hock

Just Say No I dont intend to be known as the King of the Tinkerers. CEO, large financial services company To grow, companies need to break out of a vicious

cycle of competitive benchmarking and imitation. W. Chan Kim & Ren Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/08.11.03 Beware of the tyranny of making Small Changes

to Small Things. Rather, make Big Changes to Big Things. Roger Enrico, former Chairman, PepsiCo 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 cant be

remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats 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)? Its like trying to drive The thing that all these companies have in common is that they have

nothing in common. They are outliers. Theyre on the fringes. looking in the rearview mirror. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its 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 takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003

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 Re-imagine General Electric

Welch was to a large degree a growth by acquisition man. In the late 90s, Immelt says, we became business traders, not business growers. Today organic growth is absolutely the biggest task of everyone of our companies. If we dont hit our organic growth targets, people are not going to get paid. Immelt has staked GEs future growth on the force that guided the company at its birth and

for much of its history: breathtaking, mindblowing, world-rattling technological innovation. GE Sees the Light/Business 2.0/July 2004 Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.

Peter Job, CEO, Reuters Bottom line: No promotion to senior levels of public or private enterprise should ever again be granted to anyone who does not present a CV saturated by a clear and compelling demonstration of sustained commitment to Radical Change. Do we wish for good strategists? Why not! But the heart of the matter goes far beyond any plan, no matter how brilliant. The heart of the matter is Heart & Will ... a record of upsetting apple carts, dislodging

establishments, and fundamentally altering deep-rooted cultures to embrace change of the most primal sort. I titled my most recent book Re-imagine! Business Excellence in a Disruptive Age. Excellence in a disruptive age is not excellence amidst placid waters. The notion of excellence itself changes ... dramatically. We need our public and private Churchills, leaders who can re-imagine, who can call forth wellsprings of daring and guts and spirit and spunk, from one and all, to topple the way things may have been for many generationsand who inspire us

to venture forth into todays and tomorrows whitewaters with insouciance and bravado and determination. Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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! Reward excellent failures. Punish mediocre

successes. Phil Daniels, Sydney exec They say Improve. I say Re-imagine! New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts)

MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) MTD (Master of Talent Development) Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and

empathizers) Source: Dan Pink, A Whole New Mind Brand = Talent. The leaders of Great Groups love talent and know where to find it. They revel in

the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius PARCs Bob Taylor: Connoisseur of Talent

From 1, 2 or youre 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 changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased Macadam at Georgia-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 Top performing companies are two to four times more likely than the rest to pay

what it takes to prevent losing top performers. Ed Michaels, War for Talent (05.17.00) The Cracked Ones Let in the Light Our business needs a massive

transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels. David Ogilvy H.R. to H.E.D. ???

Human Enablement Department Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and

thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract 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. 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 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek

Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills,

individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, Americas Competitive Secret: Women Managers It was much later that I realized Dads 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

New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development)

G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm) GGWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) The Kotler Doctrine:

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

When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people playedor does she keep wandering back to strategy or philosophy? Larry Bossidy,

Honeywell/AlliedSignal, in Execution We have a strategic plan. Its called doing things. Herb Kelleher 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. 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 If Microsoft is good at anything, its avoiding the trap of worrying about criticism. Microsoft fails constantly. Theyre eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they

leverage the power theyve gained in other markets to enforce their standard. Seth Godin, Zooming A body can pretend to care, but they cant pretend to be there. Texas Bix Bender

My education was a prolonged and concerted attack on my individuality. Neil Crofts, Authentic

Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that schoolrelated evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational

systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins Leaders dont want to win. Leaders need

to win. #49 New Economy Biz Degree Programs MBA (Master of Business Administration) MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness)

MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm) DE!

(Doctor of Enthusiasm) (!) Hackneyed but none the less LEADERS SEE CUPS AS HALF FULL. true:

[Ronald Reagan] radiated an almost transcendent happiness. Half-full Cups: Lou Cannon, George (08.2000)

Im not sure about his politics, but thats not what made him great. He inspired people. He made us all feel better about ourselves. bystander, California, during RR funeral A leader is a

dealer in hope. Napoleon (+TPs writing room pics) USN&WR/What traits do successful activists share? They

have hope, and they imbue others with hope. Studs Terkel, age 91: BZ: I am a Dispenser of Enthusiasm!

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge The leader must have infectious optimism. The final test of a leader is the feeling you

have when you leave his presence after a conference. Have you a feeling of uplift and confidence? Field Marshall Bernard Montgomery Make it fun to work at your agency. Encourage

exuberance. Get rid of sad dogs who spread gloom. David Ogilvy Astonish me! / S.D. Build something great! / H.Y.

Immortal! / D.O. In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your

nose. Fast Company /October2003 If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud. mile Zola

You cant lead a cavalry charge if you think you look funny on a horse. John Peers, President, Logical Machine Corporation Have you changed

civilization today? Source: HP banner ad Importance of Success Factors by Various Gurus/Estimates by Tom Peters Strategy Systems Passion Execution Porter

50% 20 15 15

Drucker 35% 30 15 20

Bennis 25% 20 30

25 Peters 15% 20 35

30 The Re-imagineers Credo or, Pity the Poor Brown* Technicolor Times demand Technicolor Leaders and Boards who recruit Technicolor People who are sent on Technicolor Quests to execute

Technicolor (WOW!) Projects in partnership with Technicolor Customers and Technicolor Suppliers all of whom are in pursuit of Technicolor Goals and Aspirations fit for Technicolor Times. *WSC Kevin Roberts Credo 1. Ready. Fire! Aim.

2. If it aint 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!

Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune/10.03

You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe.

Jack Welch Dream as if youll live forever. Live as if youll die today. James Dean New Economy Biz Degree Programs

MBA (Master of Business Administration) MFA (Master of Fine Arts) MMM1 (Master of Metaphysical Management) MMM2/MM (Master of Metabolic Management, or Master of Madness) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) G/GWGTDw/oC (Guy/Gal Who Gets Things Done

without Certificate) DE (Doctor of Enthusiasm) #5 Tom Peters The

Talent50 The Talent50 1. People first! 2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital Added.

4. Talent excellence in every part of the organization. 5. P.O.T./Pursuit Of Talent = Obsession. 6. HR sits at The Head Table. 7. HR is cool. The Talent50 8. Re-name HR. (Talent Department, Center of Talent Excellence)

9. Theres an HR Strategy 10. There is a FORMAL Recruitment Strategy. 11. There is a FORMAL Leadership Development Strategy. 12. There is a world class Leadership Development Center. 13. There is a FORMAL-STRATEGIC HR Review Process. 14. The Top100, and every units Top10, are

consciously managed. The Talent50 15. People/Talent Reviews are the FIRST reviews. 16. HR Strategy = Business Strategy. 17. Make it a Cause Worth Signing Up For.. 18. Set Sky High Standards. 19. Enlist everyone in Challenge Century21.

20. Pursue the Best! 21. Up or Out. 22. Ensure that the Review Process has INTEGRITY. 23. Pay! The Talent50 24. Training I: Train! Train! Train! 25. TII: 100% business people. 26. TIII: 100% Leaders.

27. TIV: Boss as Trainer-in-Chief. 28. Open Communication I: NO BARRIERS. 29. Open Communication II: Share Information. (ALL!) 30. Respect! 31. INTEGRITY! 32. Treat the Whole Individual. The Talent50

33. Places of grace. 34. MBWA: The Rudy Rule. 35. Thank You! 36. Promote for people skills. (ALL ELSE IS SECONDARY.) 37. Honor youth. 38. Early leadership assignments. 39. Fast Tracking is the norm. 40. Create a System of Mentoring.

The Talent50 41. Diversity! 42. Diversity starts on the Board of Directors. 43. WOMEN RULE. 44. Weird Wins. 45. We are all unique. 46. Bosses win people over.

47. GOAL: Adventures of Mutual Discovery. 48. Foster Independence. 49. Enthusiasm! The Talent50 50.

Talent = Brand. #6 Tom Peters The Talent50

02.20.2003 1. People First! When land was the scarce resource, nations battled over it. The same is happening now for

talented people. Stan Davis & Christopher Meyer, futureWEALTH Talent! Tina Brown: The first thing to do is to hire enough talent that a critical mass

of excitement starts to grow. Source: Business2.0/12.2002-01.2003 Whoops: Jack didnt have a vision!* *GE = Talent Machine (Ed Michaels) 2. Soft Is

Hard. Soft Is Hard - ISOE 3. FUNDAMENTAL PREMISE: We Are in an Age

of Talent/ Creativity/ Intellectual-capital Added. Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute

Experience: Rebel Lifestyle! What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley exec, quoted in Results-Based Leadership

WHAT CAN BROWN DO FOR YOU? 4. Talent Excellence in Every Part of the Organization. 5. P.O.T./

Pursuit Of Talent = OBSESSION. Model 25/8/53 Sports Franchise GM*

*48 = $500M The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius

PARCs Bob Taylor: Connoisseur of Talent Les Wexner: From sweaters to people! 6. Talent Masters

Understand Talents Intangibles. Visibly energetic/ Passionate/ Enthusiastic about everything. Engaging/ Inspires others. (Inspires the interviewer!) Loves messes & pressure. Impatient/ Action fanatic.

A finisher. Exhibits: Fat WOW Project Portfolio. (Loves to talk about her work.) Smart. Curious/ Eclectic interests/ A little (or more) weird. Well-developed sense of humor/ Fun to be around. ****** No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: Did you visibly grow while

working with X? / How has the department/team grown on a world-class scale during Xs tenure?) 7. HR Is Cool. Chicago November 1999: HRMAC

support function / cost center / bureaucratic drag or Are you Rock Stars of the

Age of Talent Have you changed civilization today? Source: HP banner ad 8. HR Sits at

The Head Table. DD$21M 9. Re-name HR. Talent

Department People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc. 10. There Is

an HR Strategy. 11. There Is a FORMAL Recruitment Strategy. The NFL

Standard! 12. There Is a FORMAL Leadership Development Strategy. 13. There is a World Class

Leadership Development CENTER. DD: 0 to 60 in a flash (months) 14. There Is a FORMAL

STRATEGIC HR Review Process. 15. The Top100, and Every Units Top10, Are Consciously Managed.

In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.Ed

Michaels 16. People/ Talent Reviews Are the FIRST Reviews. 17.

HR Strategy = Business Strategy. 18. Make it a Cause Worth Signing Up For. Create a cause, not a

business. G.H.: Leaders dont just make products and make decisions. Leaders make meaning.

John Seeley Brown 19. Set Sky High Standards. From 1, 2 or youre out [JW] to

Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent 20. Enlist Everyone in Challenge

Century21. If there is nothing very special about your work, no matter how hard you apply yourself, you wont get noticed, and that increasingly means you wont get paid much either.

Michael Goldhaber, Wired 108 X 5 vs. 8X1 = 540 vs. 8 (-98.5%) IBMs Project

eLiza!* * Self-bootstrapping/ Artilects E.g. Jeff Immelt: 75% of admin, back room, finance digitalized in

3 years. Source: BW (01.28.02) BW Cover/02.2003 IS YOUR JOB NEXT? A

New Round of GLOBALIZATION Is Sending Upscale Jobs Offshore. They Include Chip Design, Basic Researcheven Financial Analysis. Can America Lose These Jobs and Still Prosper? 21. Pursue the Best!

Differentiation is all about being extreme, rewarding the best and weeding out the ineffective. You build strong teams by treating individuals differently. Just look at the way baseball teams pay 20game winning pitchers and 40-plus homerun hitters.Jack Welch

best person in the world Arthur Blank 22. Up or Out. We believe companies can increase their market cap 50 percent in 3 years. Steve

changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased Macadam at Georgia-Pacific profitability from $25 million to $80 million

in 2 years. Ed Michaels, War for Talent Message: Some people are better than other people. Some people

are a helluva lot better than other people. 23. Ensure that the Review Process Has INTEGRITY.

25 = 100* * But what do I do thats more important than developing people? I dont do the damn work. They do. 24. Fork Over! Top performing companies are two to four times more likely

than the rest to pay what it takes to prevent losing top performers. Ed Michaels, War for Talent (05.17.00) 25. Training I:

Train! Train! Train! 26.3 3 Weeks in May Training & Prep: 187 Work: 41

(Other: 17) 1% vs. 367% Divas do it. Violinists do it. Sprinters do it. Golfers do it.

Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why dont businesspeople do it? Knowledge becomes obsolete incredibly fast. The

continuing professional education of adults is the No. 1 industry in the next 30 years mostly on line. Peter Drucker, Business 2.0 (22August2000) Edward Jones Training Machine*

146 hours/employee/year New hires: 4X avg. 3.8% of payroll * #1, The 100 Best Companies To Work For/Fortune/01.2003 26. Training II: 100% Business People.

27. Training III: 100% LEADERS. I start with the premise that the function of leadership is to produce more

leaders, not more followers.Ralph Nader Brand You, Big Time! I AM AN ARMY OF ONE

28. Training IV: Boss as Trainerin-Chief. Workout = 24 DPY in the Classroom 29. Open Communication I:

NO BARRIERS. The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational

diagrams have turned into walls that no one can scale or penetrate or even peer over. Frank Lekanne Deprez & Rene Tissen, Zero Space: Moving Beyond Organization Limits. Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the

years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective. In effect, they Napsterized the battlefield by cutting out the middlemen (much of the militarys command and control) and working directly with the

real players. The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.Ned Desmond/Broadbands New Killer App/Business 2.0/ OCT2002 30. Open Communication II: Share (ALL)

Information. m-On or Out of the Loop Managers in Finland always keep their phones on. Customers expect fast reactions. And if you cant reach a superior, you make many decisions yourselfmanagers who want to influence decisions of subordinates

must keep their phones open. Risto Linturi, Finnish m-guru, in Howard Rheingolds Smart Mobs 31. Respect! It was much later that I realized Dads 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

Leaders are living individuals whom employees smell, feel, touch their presence. #49 32. Embrace the Whole

Individual. 33. Build Places of Grace. My favorite word is grace grace,

saving grace, grace under fire, Grace Kelly. How we live whether its amazing contributes to beauty whether its how we treat other people or the environment. Celeste Cooper, designer

Rodales on Grace elegance charm loveliness poetry in motion kindliness .. benevolence benefaction compassion beauty 34. MBWA:

The Rudy Rule. Rudy! 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 Masks of Command 35. Thank You! The deepest human

need to be appreciated. need is the William James The two most powerful things a kind

word and a thoughtful gesture. in existence: Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, Its Not Business, Its Personal]

36. Promote for people skills. (THE REST IS DETAILS.) 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver0. Tom Kelly0. Jim Leyland0.

Walter Alston1AB. Tony LaRussa 132 games, 6 seasons. Tommy LasordaP, 26 games. Sparky Anderson1 season. 37. Honor Youth. Why focus on these late teens and twentysomethings? Because they are the first

young who are both in a position to change the world, and are actually doing so. For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. The Internet has triggered the first industrial revolution in history to be led by the young.

The Economist [12/2000] 8 Minutes* Dr. Sugata Mira, NIIT/ New Delhi/ 1999** *Ignorance to Surfing **And then theres oya yubi sedai, the thumb generation 38. Provide Early

Leadership Assignments. 39. Create a FORMAL System of Mentoring. W. L. Gore Quad/Graphics

40. Diversity! Diversity defines the health and wealth of nations in a new century. Mighty is the mongrel. The hybrid is hip. The impure, the mlange, the adulterated, the blemished, the rough, the black-and-blue, the mixand-match these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It

spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations. G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge CM Prof Richard Florida on Creative Capital: You cannot get a technologically

innovative place unless its open to weirdness, eccentricity and difference. Source: New York Times/06.01.2002 Where do good new ideas come from? Thats simple! From differences. Creativity comes

from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. Nicholas Negroponte Duh! We want our associate population to mirror our customer population at every level, from the executive

suite all the way to the retail floor. In the marketplace, basically what I want to do is draw a concentric circle around every one of our 2,300 stores, and I want the assortment in that store to match the ethnicity of the neighborhood its in. Some neighborhoods are all Hispanic, so we can put in a full Hispanic format. Thats what Super Saver is. All the signage is in both languages. Theres a 100 percent Spanish-speaking staff in the store.Larry Johnston, CEO, Albertsons

41. WOMEN RULE.* *Duh. AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male

counterparts in almost every measure Title, Special Report, Business Week, 11.20.00 American women possess leadership abilities that are particularly effective in todays organizations, yet their abilities remain undervalued and underutilized. In the future, what will distinguish one

organization and one country from another will be its use of human resources. Today human resource utilization is not only a matter of social justice but a bottom-line issue. Judy Rosener, Americas Competitive Secret Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers;

favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate

cultural diversity. Source: Judy B. Rosener, Americas Competitive Secret TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication

skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

Investors are looking more and more for a relationship with their financial advisers. They want someone they can trust, someone who listens. In my experience, in general, women may be better at these relationship-building skills than are

men. Hardwick Simmons, CEO, Prudential Securities Thank you 17 Men: 8 4 Women: 19 Women speak and hear a language of

connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange feelings. Judy Rosener, Americas Competitive Secret

63 of 2,500 top earners in F500 8% Big 5 partners 14% partners at top 250 law firms 43% new med students; 26% med faculty; 7% deans Source: Susan Estrich, Sex and Power Opportunity!

U.S. M.Mgt. 41% T.Mgt. 4% Peak Partic. Age 45 % Coll. Stud. 52%

G.B. E.U. Ja. 29% 18% 6% 3% 2% <1% 22 27 19 50% 48% 26%

Source: Judy Rosener, Americas Competitive Secret Ass Of The Year2002 (?): Maurice Greenberg, A.I.G., on the Companys New (All Male) Leadership Team In a lot of countries of the world, it would be very difficult for a woman to be a good CEO. I have a

responsibility to do the best we can for shareholders. * ** *Source: New York Times/05.05.02 **Wouldnt you love to watch him tell that face-to-face to Margaret Thatcher or Carly Fiorina? (I would.) Deloitte was doing a great job of hiring highperforming women; in fact, women often earned higher performance ratings than men in their first

years with the firm. Yet the percentage of women decreased with step up the career ladder. Most women werent leaving to raise families; they had weighed their options in Deloittes maledominated culture and found them wanting. Many, dissatisfied with a culture they perceived as endemic to professional service firms, switched professions. Douglas McCracken, Winning the Talent War for Women [HBR]

The process of assigning plum accounts was largely unexamined. Male partners made assumptions: I wouldnt put her on that kind of company because its a tough manufacturing environment. That client is difficult to deal with. Travel puts too much pressure on women.

Douglas McCracken, Winning the Talent War for Women [HBR] Goldsmith College research (UK): Gender stereotypes re-enforced. Men who extoll successes rewarded, women not. Men who face interviewer head on upgraded; women who look at floor or use sidelong glances do better. Women who nod

repeatedly do better, not men. Men who give long answers score well, women who give short answers do well. (College grads seeking jobs; HR interviewers2 M, 2F.) Source: The Observer/ London/ 01.12.2003 The Core Argument 1. We are in a War for Talent. 2. The war will intensify.

3. Women are under-represented in our leadership ranks. 4. Women and men are different. 5. Womens strengths match the New Economys leadership needsto a striking degree. 6. Women are also the principal purchasers of goods and servicesretail and commercial. 7. Ergo, women are a large part of the answer to the War for Talent issue/opportunity.

42. Diversity Starts on the Board of Directors. Would Congress [the Boardroom] be a different place if half the members were women?

From Sex and Power, Susan Estrich Norwegian Law: Boards must have at least 40% women.

43. Hire (& Protect) Weird. enough weird people in Are there the lab these days?

V. Chmn., pharmaceutical house, to a lab director (06.01) The Cracked Ones Let in the Light Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.

David Ogilvy Deviance tells the story of every mass market ever created. What Deviants, Inc. starts out weird and dangerous

becomes Americas next big corporate payday. So are you looking for the next mass market idea? Its out there way out there. Source: Ryan Matthews & Watts Wacker, Fast Company (03.02) 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 Rumsfeld values mavericks and tries to protect and

promote them. Newsweek/ 09.16.02 44. Cherish Boldness! No Wiggle Room! Incrementalism

is innovations worst enemy. Nicholas Negroponte In the modern military, risk is anathema to rising stars, who cannot afford any slip-ups on their records. Zero defects and zero tolerance are common

bywords.Newsweek/09.16.02 Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec 45. We Are All

Unique. Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.

48 Players = 48 Projects = 48 different success measures. 46. Bosses Win People Over.

WHAT AN IDIOT: Instead of employees being in the drivers seat, now were in the drivers seat. Coaching is winning players over.

PJ: 47. GOAL: Voyages of Mutual Discovery. I am inalterably opposed to

organization change, empowerment, motivation. The goal: to awaken the latent talent already within, by providing opportunities worthy of the individuals investment of her or his most precious resources time and emotional commitment.

Leaders-Teachers Do Not Transform People! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostlycaveat: they dont engage unless theyre mad about something) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people

(5) go to-create places they (and their mentors-teachersleaders) had never dreamed existedand then the leaders-mentors-teachers (6) applaud like hell, stage photo-ops, and ring the church bells 100 times to commemorate the bravery of their followers explorations! Firms will not manage the careers of their employees. They will provide opportunities to

enable the employee to develop identity and adaptability and thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract H.R. to H.E.D. ??? Human

Enablement Department 48. Foster Independence. You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return

determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, Where do you see yourself in 5 years? youll ask, If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow?

Stan Davis & Christopher Meyer, futureWEALTH THE rise up and flee your cubicle STREET JOURNAL Adventures in Capitalism THE I work for a company called

Me STREET JOURNAL Adventures in Capitalism Thriving in 24/7 (Sally Helgesen) START AT THE CORE. Nimbleness only possible if we locate our inner voice, take regular inventory of where we are. LEARN TO ZIGZAG. Think gigs. Think lifelong

learning. Forget old loyalty. Work on optimism. CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your own business. WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of looking people up. 49.

Enthusiasm! BZ: I am a Dispenser of Enthusiasm! A leader is a dealer in

hope. Napoleon (+TPs writing room pics) 50. Talent = Brand. Whats your companys

EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward Source: Ed Michaels et al., The War for Talent

The Top 5 Revelations Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on peoples dreams they are volunteers.

Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent MantraM3 Talent = Brand #7

Tom Peters Squares Off with Jim Collins. Or: The Case for Technicolor! Tom Peters/03.16.2004

intrepid, unprincipled, reckless, predatory, with boundless ambition, civilized in externals but a savage at heart. Herman Melville on JPJ: intrepid, unprincipled, reckless, predatory, with

boundless ambition, civilized in externals but a savage at heart. from Evan Thomas, John Paul Jones: Sailor, Hero, Father of the American Navy Huh? Humility: The Surprise Factor in Leadership bosses with Gungho Qualities and Charisma May Be

Out of Fashion Headline/FT/ re JCollins/10.03 Jim & Tom. Joined at the hip. Not.

I. Good to Great II. Built to Last III. Quiet, Humble Leaders I. Good to Great II. Built to Last III. Quiet, Humble Leaders Good to Great: Fannie Mae

Kroger Walgreens Philip Morris Pitney Bowes Abbott Kimberly-Clark Wells Fargo Good to Great: Fannie Mae Kroger Walgreens Philip Morris Pitney Bowes Abbott Kimberly-Clark Wells Fargo

Good to Great: Fannie Mae and Freddie Mac receive as much as $164 billion in implicit federal subsidies but have done little to increase home ownership or reduce the cost of home loans, according to a draft study by the Federal Reserve. New York Times/12.23.03 (Average rate reduction is 7 basis points, or .07%)

SET THE AGENDA. Great Companies (Period.) AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers

US Steel Ford Macys Sears Litton Industries ITT The Gap Limited Wal*Mart P&G 3M Intel IBM Apple Nokia Cisco Dell MCI Sun Oracle Microsoft Enron Schwab GE Southwest Laker People Express Ogilvy Chiat/Day Virgin eBay

Amazon Sony BMW CNN T & B: Atari, DEC, WANG? J vs. T: HP/CarlyF? I. Good to Great II. Built to Last III. Quiet, Humble Leaders

Built to Last v. Built to Flip The problem with Built to Last is that its a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility. Increasingly, successful businesses will be ephemeral. They will be built to yield something of value and once that value has been exhausted, they will vanish.

Fast Company Warren Bennis & Patricia Ward Biederman/ Great Groups Dont Last Very Long! Organizing Genius:

W.A. Mozart 1756 1791 HE CHANGED THE WORLD AND ENRICHED HUMANITY We are in a brawl with no

rules. Paul Allaire 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 The difficulties arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will

permit new ideas to flourishand old ones to die a timely death. We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. The current apocalypsethe transition from a state of continuity to state of discontinuityhas the same suddenness [as the trauma that beset civilization in

1000 A.D.] Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly) Rate of Leaving F500 1970-1990: 4X

Source: The Company, John Micklethwait & Adrian Wooldridge (1974-200: One-half biggest 100 disappear) The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not

structurally and economically. Peter Drucker, Business 2.0 But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a

business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Kjell Nordstrm and Jonas Ridderstrle, Funky Business Jane Jacobs:

Exuberant Variety vs. the Great Blight of Dullness. F.A. Hayek: Spontaneous Discovery Process. Joseph Schumpeter: the Gales of Creative Destruction.

I. Good to Great II. Built to Last III. Quiet, Humble Leaders Huh? Quiet, workmanlike, stoic leaders bring about the big Huh?

Humility: The Surprise Factor in Leadership bosses with Gungho Qualities and Charisma May Be Out of Fashion Headline/FT/ re JCollins/10.03 (TP: scribble: Nelson, Wellington, Montgomery, Disraeli, Churchill, Thatcher) Wellington Nelson Disraeli

Churchill Montgomery Thatcher Humble Pastels? T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin A. Lincoln/U.S. Grant/W.T. Sherman TR/FDR/LBJ/RR/JFK Patton/Monty/Halsey

M.L. King/C. de Gaulle/M. Gandhi/W. Churchill Picasso/Mozart/Copernicus/Newton/Einstein/Djarassi/Watson H. Clinton/G. Steinem/I. Gandhi/G. Mieir/M. Thatcher E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B. Gates/ S. Jobs/S. McNealy/T. Turner/R. Murdoch/W. Wriston A. Carnegie/J.P. Morgan/H. Ford/S. Honda/J.D. Rockefeller/ T.A. Edison Rummy/Norm/Henry/Wolfie Elizabeth Cady Stanton/Susan B. Anthony/Martha Cary Thomas/

Carrie Chapman Catt/Alice Paul/Anna Elizabeth Dickinson/Arabella Babb Mansfield/Margaret Sanger You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch, on GEs quality program

When it comes to transformative technologies, overoptimistic investors are actually working for the common goodeven if they dont know it. We can be glad that investors financed the construction of thousands of miles of track in the middle of the nineteenth century, despite the fact that most of them dropped a bundle doing it. The same goes for over-optimistic investors who poured money into semiconductors thirty years ago, financed undersea

fiber-optic cables in the late nineties, and now are poised to lose their shirts in the coming nanobubble. In the dreams of avarice lie the seeds of progress. James Surowiecki/New Yorker/03.2004 the wildest chimera of a moonstruck mind

The Federalist on Jeffersons Louisiana Purchase Roosevelts duplicity, Churchills self-absorption We are all worms. But I do believe that I am a glow-worm. (WSC) Imperial

and bold [WSC and TR] arrogance and instability rough, sarcastic, bullying Source: Jon Meacham, Franklin and Winston, et al. a vainglorious selfpromoter spoiling for a fight Arthur Koestler on Galileo

In my experience, all successful commanders are prima donnas, and must be so treated. George S. Patton Herman Melville on JPJ: intrepid, unprincipled,

reckless, predatory, with boundless ambition, civilized in externals but a savage at heart. from Evan Thomas, John Paul Jones: Sailor, Hero, Father of the American Navy Audie Murphy was the most decorated soldier in WW2.

He won every medal we had to offer, plus 5 presented by Belgium and France. There was one common medal he never won the Good Conduct medal.

Men with no vices have very few virtues. A. Lincoln Jim Collins vs. Michael Maccoby quiet, workmanlike, stoic vs.

larger-than-life leaders/ egoists, charmers, risk-takers with big visions: Carnegie, Rockefeller, Edison, Ford, Welch, Jobs, Gates In Toms world, its always better to try a swan dive and deliver a

colossal belly flop than to step timidly off the board while holding your nose. Fast Company /October2003 The Re-imagineers Credo or, Pity the Poor Brown* Technicolor Times demand Technicolor Leaders and Boards who recruit

Technicolor People who are sent on Technicolor Quests to execute Technicolor (WOW!) Projects in partnership with Technicolor Customers and Technicolor Suppliers all of whom are in pursuit of Technicolor Goals and Aspirations fit for Technicolor Times. *WSC

In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshedand produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce the cuckoo clock. Orson Welles, as Harry Lime, in The Third Man

#8 The SE17: Origins of Sustainable Entrepreneurship Tom Peters/10.10.2004 SE17/Origins of Sustainable Entrepreneurship

1. 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 todays $$$ winners (Apple, Cirque du Soleil, Microsoft, Nokia, FedEx) 3. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony) 4. Culture of Outspoken-ness (Intel, Microsoft, FedEx,

CitiGroup, PepsiCo) 5. Encourage Vigorous Dissent/Genetically Noisy (Intel, Apple, Microsoft) SE17/Origins of Sustainable Entrepreneurship 6. Culturally as well as organizationally Decentralized (GE, J & J, Omnicom) 7. Multi-entrepreneurship/Many Independent-minded Stars (GE, Time Warner)

8. Keep decentralizingtireless in pursuit of wiping out Centralizing Tendencies (J & J, Virgin) 9. Scour the world for Ingenious Alliance Partnersespecially exciting startups (Pfizer) 10. Dont overdo pursuit of synergy (GE, J & J, Time Warner) 11. Find and Encourage and Promote Strong-willed/ Independent people (GE, PepsiCo) 12. Ferret out Talent anywhere and everywhere/ No limits approach to retaining top talent (Nike, Virgin, GE, PepsiCo)

SE17/Origins of Sustainable Entrepreneurship 13. Unmistakable Results & Accountability focus from the get-go to the grave (GE, New York Yankees, PepsiCo) 14. Up or Out (GE, McKinsey, big consultancies and law firms and ad agencies and movie studios in general) 15. Competitive to a fault! (GE, New York Yankees, News Corp/Fox, PepsiCo) 16. Bi-polar Top Team, with Unglued Innovator #1,

powerful Control Freak #2 (Oracle, Virgin, old Raychem) (God help you when #2 is missing: Enron) 17. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything else (Virgin) #9 Tom Peters

Re-imagine Manifesto! v09.14.2004 Tom Peters Re-imagine Manifesto! New Delhi. Thirteen September 2004. I awoke, jetlagged and sweaty, at 3A.M. Id had a nightmare. Stark realism. I was, as usual, accused of overstatement and a few (or more) too many exclamation marks (!!!!!). Only this time Id acceded to They.

The They who believe in The Plan and Built to Last and Continuous Improvement and Quiet, Humble Leaders. No! No! I had failed, in my dream, to live up to my Fervent Beliefs! This must not pass! In a sweat, fearful that the time would not come round again, I turned on the light, picked up a pad of paper, and began to scribble frantically. Herewith the result. Toms Re-imagine Manifesto! They say my (Tom) language is extreme.

I say the times are extreme. They say Im extreme. I say Im a realist. They say I demand too much. I say they accept mediocrity & continuous improvement too readily. They say We cant handle this much change. I say Your job and career are in jeopardy; what other options do you have?

They say Brand You is not for everyone. I say the alternative is unemployment. They say Whats wrong with a good product? I say Wal*Mart or China or both are about to eat your lunch. Why cant you provide instead a Fabulous Experience? Toms Re-imagine Manifesto! They say Take a deep breath. Be calm. I say Tell it to Wal*Mart. Tell it to China. Tell it to India. Tell it to

Dell. Tell it to Microsoft. They say the Web is a useful tool. I say the Web changes everything. Now. They say We need an Initiative. I say We need a Dream. And Dreamers. They say Great Design is nice. I say Great Design is necessary. They say I overplay the womens thing. I say the share of Women in Senior Leadership Positions is a

Waste and a Disgrace and a Strategic Marketing Error. Toms Re-imagine Manifesto! They say the Womens Market Opportunity I harp on is doubtless important. I say 9 out of 10, make that 99 out of 100, companies arent within striking distance of accurately estimating the potential of the Womens Market let alone exploiting it. They say the boomer-geezer market is also doubtless important.

I say the boomer-geezer market amounts to a Redefining Moment. They say we need a project to exploit the women-boomer-geezer market. I say we need Total Strategic Realignment to exploit the Women-BoomerGeezer Opportunity. They say Wow is typical Tom. I say WOW is a Minimum Survival Requirement. They say effective governance is important. I say bold-brash Boards that are representative of the market servedmore than a token woman or two and an empty seat for the forthcoming Hispanicare an Imperative. Now.

Toms Re-imagine Manifesto! They say Plan it. I say DO IT. They say We need more steady, loyal employees. I say WE NEED MORE FREAKS WHO ROUTINELY TELL THOSE IN CHARGE TO TAKE A FLYING LEAP BEFORE ITS TOO LATE. They say We need Good People.

I say We need Quirky Talent. They say We like people who, with steely determination, say, I can make it better. I say I love people who, with a certain maniacal gleam in their eye, perhaps even a giggle, say, I can turn the world upside down. Watch me! They say We must speed things up. I say We must Radically change the Corporate Metabolism until Insane Urgency becomes a Sacrament.

Toms Re-imagine Manifesto! They say Sure, we need Change. I say we need REVOLUTION NOW. They say (acknowledge), Okay, we need revolution. I say REVOLUTION. They say fast follower. I say battered and bruised leader. They say Conglomerate & Imitate! I say Create & Innovate!

They say Market share. I say Market CREATION. They say Improve & Maintain. I say DESTROY & RE-IMAGINE. Toms Re-imagine Manifesto! They say We like words such as calm certainty is. I say I like words/phrases such as turbulent opportunity might be.

They vote for Republicans and Democrats. I vote for Independents and Libertarians. They say Normal. I say Weird. They say Happy balance. I say Creative Tension. They say they favor a team that works & lives in harmony. I say give me a raucous brawl among the most creative people imaginable.

They say Peace, brother. I say Bruise my feelings. Flatten my ego. SAVE MY JOB. Toms Re-imagine Manifesto! They say Vanilla. I say Cherry Garcia. They say Basic Black. I say TECHNICOLOR RULES! They say Branding is for the likes of Nike.

I say Branding is for Everyone & Anyone with the Passion & Tenacity to foist their Wonderful & Weird Point of View on the world and the New Worlds (read: Webs) power allowsencourages such silly (until recently) visions-of-ubiquity to become reality, perhaps overnight. They say we need happy customers. I say Give me pushy, needy, nasty, provocative customers who will drag me down Innovation Boulevard. They say they want to partner with best of breed. I say Give me Coolest of Breed.

Toms Re-imagine Manifesto! They say we need supply chain harmony. I say we need supply chain Innovation. They say We seek Harvard MBAs. I say I seek Certificate-free PhDs from the School of Hard Knocks. They say they want recruits with a spotless records. I say the Spots are what matter most.

They say Integrity is important. I say Tell the Unvarnished Truth, All the Time or take a Long Hike. They read Jim Collins and grok on quiet, humble leaders. I say Give me the Bold, the Brash, the Brassy, the Egocentric Dreamers who, like Steve Jobs, Dent the Universe. Toms Re-imagine Manifesto! They say they need a vision born of McKinsey.

I say we need a Grandiose Dream born of a Passionate & Intemperate Belief that the world can be a different, better place. They say healthcare, our biggest industry, is a mess. I say our hospitals, which kill over 100,000 patients a year, are part of a system that is a disgrace. They say obesity is a problem lose some weight. I say Re-imagine the entire healthcare system NOW to focus on Prevention & Wellness.

They say no child left behind. I say education is leaving ALL our children behind, as it is totally mis-aligned to deal with tomorrows (this afternoons) uncertain, ambiguous, creativity-driven economy. Toms Re-imagine Manifesto! They say Of course we believe in marketing. I say Is the CMO [Chief Marketing Officer] on the Board of Directors? They say Of course we believe in marketing.

I say Has your customer data base won numerous major industry awards? They say Of course we believe in marketing. I say Is your Web site Sooooo Cool, Sooooo Fresh, Sooooo Friendly to Use that it gives you goose pimples just to e-visit, even though youve seen it 1000 times? They say Of course we believe in marketing. I say How many in-depth customer visits did the CEO make last month? They say Yes, the Womens thing is important. I say Do women hold at least 1/3rd of your Board seats?

They say Were coming around on the design bit. I say Is, as at Braun, your Chief Design Officer on the Board of Directors? Tom Re-imagine Manifesto! They say Of course we think the experiences thing is important. I say Is there an EVP Experiences? They say Of course innovation is important. I say Is your percentage of revenue devoted to R & D at least

1.5 (2.0? 2.5?) times the industry average? They say Of course we believe in IS/IT. I say Is the CIO on the Board of Directors? (Only 5% of Fortune500 CIOs are on the Board. One example: Wal*Mart.) They say Of course we believe in IS/IT.

I say How many members of your Board are under 35 years old? They say We believe in having a flat organization. I say Is your headquarters in a Tower? They say Improve. I say Re-imagine! Toms Re-imagine Manifesto!

They say we need to bring effectiveness to the supply chain. I say we need an IS/IT/Best Sourcing revolution based on nothing less than an Entirely Original Vision of what organizations are and how they interact. They say Globalization is a bumpy road. I say India and China and Asia in general are within two decades of running the show: Get ready or get trounced. They say defense and consolidation are musts for a global game.

I say encourage Offense, nurture a Generation (or 10) of Entrepreneurs, cherish Creativity & Risk-taking from primary school onwards and dont expect to be saved by a bunch of bulky, retro behemoths commanded by a phalanx of Old White Guys who think 30 minutes a day on the corporate treadmill and 27 holes on the links are a fit defense against Revolution. Toms Re-imagine Manifesto!

They say Get an MBA. I say Get an MFA. They say If it cant be precisely measured then it isnt real. (And I suppose if it can be measured it is real? Think Enron? Adelphia? WorldCom?) I say If it can be precisely measured it isnt real.

(Think Age of Intangibles & Relationships.) (Think: He knew the price of everything and the value of nothing.) They say Rationality is the Bedrock of Modern Society. I say Irrationality [irrational exuberance?] is the Mother of all True Entrepreneurial Pilgrimages.

They say Order is the necessary precursor to measured, sustainable success. I say Dis-order is the precursor to Opportunistic Sorties, Market Creation, Quantum Leaps, and Entrepreneurial Adventure. Toms Re-imagine Manifesto! They say To get anywhere, you have to know exactly where the hell youre headed. I say If you know precisely where youre headed and exactly how

youre gonna get there, then you clearly suffer from Advanced Shrivelus Imaginationus. (This disease is fatal.) They say Employees need Well-defined Structure. I say Talent should be encouraged to embark on Quests to the Unknown. They say Im here to maximize shareholder value. I say Im here to inflame each & every member of my Awesome Staff to embark with Vigor & Determination & Passion & Enthusiasm on a Quest of Monumental Consequence. (And if I come

even close to succeeding, it will, in fact, dramatically up the odds of Thriving Amidst Todays Chaosand creating untold shareholder value in the process.) Toms Re-imagine Manifesto! They say men. I say WOMEN. They say Diversity is a good thing. I say Diversity is a Fresh Breath of Creative Air Absolutely Necessary for Economic Salvation in perilous times.

They say Wait your turn, honor those who have marched these corridors before you. I say Get Off Your Butt & Go for the Gold TODAY or sign the transfer papers willing your job in perpetuity to a Chinese or Indian who Gives a Shit and Gets Up (VERY) Early and works Saturdays & Sundays. They say offshoring is a blight. I say the Earth proved not to be the center of the Solar System and the USA is not the epicenter-in-perpetuity of the Earth and that we had best learn NOW to prosper and take pleasure in a dynamic,

exciting, creative, multi-polar economic environment. (Damn it.) Toms Re-imagine Manifesto! They say Its a fright. I say Its a Helluva Ride. They say its daunting. I say its a bronco-bustin day at the rodeo. They say Life is a marathon; husband your strength. I say Life is a sprint. Begin planning your World-beating Me

Inc. start-up TODAY. They say lifetime employment was a boon. I say lifetime employment was Indentured Servitude, modernday Slavery. They say safety net. I say I am my safety net; give me the Ownership Society. (And

Im a lifelong Democrat.) They say zero defects. I say A day without a screw-up or two is a day pissed away. Toms Re-imagine Manifesto! They say Think about it. I say Try it. They say Plan it.

I say Test it. They say continuous improvement. I say Bold Leaps. They say Keep on Improvin. I say Keep on Leapin. They say Built to last. I say Built to Soar. Were all dead in the long run live your Insane Fantasy. Devil take the hindmost. They (Jim Collins) say Walgreens is Cool.

I say I love Larry Ellison. (Oracle rules at least for the next ten minutes.) Toms Re-imagine Manifesto! They say Play the odds. I say Reward excellent failures. Punish mediocre successes. (Thanks, Phil Daniels.) They say Eighty-hour weeks will kill you. I say Work 35-hour weeks, and the Chinese will kill you.

They say Install cost controls with teeth. I say Ha. Ha. Ha. Blow Up the existing enterprise and start with a Clean Sheet of Paper. They say Install cost controls with teeth. I say Grow the Top Line. They say Radical change takes a decade. I say Radical change takes a Minute. (See AA.) They say Times are changing. I say Everything has already changed. Tomorrow is the First

Day of Your Revolution or youre Toast. Toms Re-imagine Manifesto! They say We cant all be Anita Roddick or Maxine Clark or Stan Shih or Les Wexner or Jerry Yang. I say Why not? They say We cant all be Revolutionaries. I say Why not? They say We cant all be a Brand.

I say Why not? They say Beware the Hype. I say Been to China lately? Visited Infosys in Bangalore lately? They say this is just a Rant. I say this is just Reality. They say The man is not nice. I say The times are not forgiving.

#10 The Education Fiasco Brand Talent+: FES/NOV2001: New

Work. New Education. The Twain Must Meet. TP Mood Anger. Despair.

Hopelessness. Losing the War to Bismarck (and Rockefeller) J. D. Rockefellers General Education Board (1906):

In our dreams people yield themselves with perfect docility to our molding hands. The task is simple. We will organize children and teach them in a perfect way the things their fathers and mothers are doing in an imperfect way. John Taylor Gatto, A Different Kind of Teacher

My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor His teacher informed us that he had refused to

color within the lines, which was a state requirement for demonstrating grade-level motor skills. grade in art at such a young age? Jordan Ayan, AHA! How many artists are there in the room? Would you please raise

your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a closet artist. The point is:

Every school I visited was participating in the suppression of creative genius. Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fools Guide to Surviving with Grace An Unnatural Way to Learn Schools Kafka-like rituals: enforce sensory

deprivation on classes of children held in featureless rooms sort children into rigid categories by the use of fantastic measures such as age-grading, or standardized test scores train children to drop whatever they are occupied with and to move as a body from room to room at the sound of a bell, buzzer, horn, or klaxon keep children under constant surveillance, depriving them of private time and space

John Taylor Gatto, A Different Kind of Teacher Kafka-like rituals (cont.): assign children numbers constantly, feigning the ability to discriminate qualities quantitatively insist that every moment of time be filled with lowlevel abstractions forbid children their own discoveries, pretending to possess some vital secret to which children must surrender their active learning time to acquire.

John Taylor Gatto, A Different Kind of Teacher Doing Stuff that Matters! During the first years of life, youngsters all over the world master a breathtaking array of

competences with little formal tutelage. Howard Gardner, The Unschooled Mind The Learners Manifesto The brain is always learning. Learning does not require coercion. Learning must be meaningful. Learning is incidental.

Learning is collaborative. The consequences of worthwhile learning are obvious. Learning always involves feelings. Learning must be free of risk. Frank Smith, Insult to Intelligence Really bright kids who just

needed to get excited teacher, Oakley School Toms Edu3M Manifesto* *Manifesto for Education in the 3rd Millennium

Education3M Learning is a normal state. Children are learnavores. Prodigious feats of learning are common as dirt. [Watch an H.S. QB studying game film.] We learn at different rates. We learn in different ways. Boys and girls learn [very] differently.

In a class of 25, there are 25 different trajectories. Learning in 40-minutes blocks is bullshit. Learning for tests is utterly insane. There are numerous rigorous evaluation schemes, of which testing is but oneand abnormal, by real world standards. Education3M We learn most/fastest/most completely when we

are passionate about what we are learning and it matters to us. [Salience rules!] Think EBI/LBI: Education by Interest/ Learning by Internship. Classrooms are abnormal places. We need changes of pace. [Japanese recesses after each class.] International test scores are not correlated with

hours-per-year in class. Big classes are slightly problematic. Big schools suck. Period. Education3M All thisthe right stufffits the NWW/New World of Work hand-in-glove. [NWW = Age of Creativity.] U.S. schools circa 2001 are a vestige of the Prussian-Fordist model, more interested in shaping

behavior than stoking the fires of lifelong learning. Cutting art-music budgets is truly dumb. Learning is a matter of Intensity of Engagement, not elapsed time. [Aargh: 11 minutes on the Battle of Gettysburg.] Teachers need enough space-time-flexibility to get to know kids as individuals. Scientific discovery processes and the teaching of science are utterly at odds. [Exploration vs. spoon-feeding.]

Education3M Our toughest learning achievement mastering our native languagedoes not require schools, or even competent parents. [It does require a desperate need-to-know.] Great teachers are great learners, not impartersof-knowledge. Great teachers ask great questionsthat launch kids on lifelong quests.

The world is not about right & wrong answers; it is about the pursuit of increasingly sophisticated questionsjust ask a ski instructor or neurosurgeon. Education3M Most schools spend most of their time setting up contexts in which kids learn not to like particular subjects. [Evidence shows that such antilearning sticks!]

Vigorous exploration is normal until you are incarcerated in a school. Bite size education-learning is neither education nor learning. Learning takes place rapidly on the cheerleading squad, the football team, the school newspaper, the drama club, at the after-class job--just not in the hyper-structured classroom.

Education3M The school reform movement is a giant step backwards embracing the Prussian-Fordist paradigm with renewed vigorat exactly the wrong time. There are large numbers of superb schools, superb principals, superb teachers; sadly, they not only fail to infect the [largely timid] rest, but are ordinarily

supplanted by wusses & wimps. Alas, the teaching profession does not ordinarily attract cool dudes & dudettes. Schools of education should by and large have their charters revoked. Education3M Stability is dead; education must

therefore educate for an unknowable, ambiguous, changing future; thence, learning to learn & change is far more important than mastery of a static body of facts. Education must develop in youth the capabilities for engaging in intense concentrated involvement in an activity. [James Coleman, 1974.] [Hint: It doesnt.] [Hint: Understatement.]

The boys who made the best Grotties usually turned out to be nonentities later; boys who hated Groton did much better. FDR biographer John Gunther (quoted in Whoever Makes the Most Mistakes Wins, Richard Farson & Ralph Keyes)

Fail . Forward. Fast. High Tech CEO, Pennsylvania Read This! Whoever Makes the Most

Mistakes Wins: The Paradox of Innovation Richard Farson & Ralph Keyes:

Recently Viewed Presentations

  • Chapter 4 Lesson 1 and 2 worksheets

    Chapter 4 Lesson 1 and 2 worksheets

    Chapter 4 Lesson I. 7.The only way Ms. Stayner's 12 year old Honda can go more than 52 mph is to roll down a mountain. If the Honda has a mass of 1300 kg and its velocity is 45 m/s,...
  • Ocean-Ocean Subduction Zones System - CERI

    Ocean-Ocean Subduction Zones System - CERI

    Ocean-Ocean Subduction Zones System Jia Zhang intra-oceanic subduction brings oceanic slabs under the overriding plates of oceanic origin oceanic magmatic arcs comprise nearly 40% of the subduction margins of the Earth A comprehensive review on tectonic and magmatic processes: Convergence...
  • Programming Contests

    Programming Contests

    If a "paint over" combination produces multiple words (including the same word appearing at multiple locations in the starting word), then it is counted separately from the combinations that produce individual words. Multiple words need not be separated, and a...
  • Covert Hepatic Encephalopathy Diagnosis With The New Stroop

    Covert Hepatic Encephalopathy Diagnosis With The New Stroop

    Cirrhosis group: OffTime+OnTime was significantly higher in CHE cirrhotic patients compared to those without regardless of whether those with prior overt HE were included or not (Figures 2A and B) and was correlated with MELD (r=0.5,p=0.004) but not age/education.
  • Approche institutionnelle de l&#x27;administration cantonale

    Approche institutionnelle de l'administration cantonale

    Politique et Institutions 1.2 L'Etat suisse est son administration aujourd'hui Prof. Andreas Ladner Master PMP automne 2008 * * * * * * * * * * * * * Nicht Vergessen: Etwa ein Drittel der Ausgaben des Bundes geht...
  • Ros Wilsons VCOP Neil Bowker Neil.bowker@dulwich-shanghai.cn Year Two

    Ros Wilsons VCOP Neil Bowker [email protected] Year Two

    VCOP is a teaching and learning process that rapidly raises standards in children's writing through fast, fun, lively teaching activities. What is VCOP? 4 generic targets: Vocabulary Connectives Openers Punctuation How do you hook the children's interest? "The evil Sergeant...
  • Stroke Management - healthyageing.org

    Stroke Management - healthyageing.org

    Stroke is a clinical syndrome characterised by rapidly developing clinical symptoms and/or signs of focal neurological deficit lasting more than 24 hours and thought to be of vascular origin[Warlow et al, 1996]. This definition arbitrarily distinguishes stroke from a Transient...
  • Spanish 1 - Issaquah Connect

    Spanish 1 - Issaquah Connect

    Sometimes I am a different character in different languages. I have different enjoyment from them. Sometimes different answers come out of me. Like, I didn't even know that about me. I get to know myself through different languages actually.-Roger Federer