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1、Lessons in Leadership:Tom Peters SeminarM3 Rollercoaster Days: Learning to Rock & Roll!Nashville 04.19.2001More at Slides from this seminar;Master Presentation, for in-depth; annotated Special Presentations Women Rule!, Design!, etc.“Cool Friends” (referenced in seminar).Discussions re this stuff.Ca

2、lendar of events.Lavender text in this file is a link.“There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.”Steve Case“In 25 years, youll probably be able to get the sum total of all human knowledge

3、on a personal device.”Greg Blonder, VC was Chief Technical Adviser for Corporate Strategy AT&T Barrons 11.13.2000 prior 900 years1900s: 1st 20 years 1800s2000: 10 years for paradigm shift 21st century: 1000X tech change than 20th century (“the Singularity, a merger between humans and computers that

4、is so rapid and profound it represents a rupture in the fabric of human history”)Ray Kurzweil, talk april2001 “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, Bu

5、siness 2.0 (08.00)“We are in a brawl with no rules.”Paul AllaireS.A.V.TP: “So nobody really knows what theyre doing?” CL: “Pretty much right.” TP: “Will this channel cannibalize that? WHO KNOWS?” CL: “Right.” TP: “So?” CL: “Well, you just gotta cut the crap, and try something. And see what happens.

6、Dont form a Debating Society. ” TP: “Amen!”John Roths “Rules” Nortel1. Our strategies must be tied to leading-edge customers on the attack.2. Time cannot be sacrificed for better quality, lower cost, or even better decisions.3. It doesnt matter whether you develop or acquire leading technology. Our

7、job is to provide the technology and products our customers need.4. Success is achieved by leading change, not waiting for it.5. We are paranoid about our leadership willing to cannibalize our own products to maintain our edge.Source: Abridged from The Wall Street Journal (07.25.00)“Our strategies m

8、ust be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.”John Roth, CEO, Nortel“It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners)Read It Closely: “We dont sell insu

9、rance anymore. We sell speed.” Peter Lewis, ProgressiveCEOs appointed after 1985 are 3X more likely to be fired than CEOs appointed before 198534% of F100 companies have replaced their CEOs since 1995Warren Bennis, MIT Sloan Management ReviewStructurePart I: Brand InsidePart II: Brand OutsidePart II

10、I: Brand LeadershipPart I: Brand InsidePart II: Brand OutsidePart III: Brand LeadershipForces Work IThe Destruction Imperative!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“When asked to name just one big merger that

11、had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Committee, answered: Im sure there are success stories out there, but at this moment I draw a blank.”Mark Sirower, The Synergy Trap “Acquisitions are about buying market share. Our challenge is to crea

12、te markets. There is a big difference.”Peter Job, CEO, Reuters “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. ” John Chambers, CiscoLessons fro

13、m the Bees!“Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. Natures process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for mergings sake. The point is that unlike corporations,

14、 which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong.”David Lascelles, Co-director of The Centre for the Study of Financial Innovation UKThe New Ge

15、 WayDYB.comThe Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0MRM: “A lot of companies in the Valley fail.”RN: “Maybe not enough fail.”RM: “What do you mean by that?”RN: “Whenever you fail, it means youre trying new things.”Source: Fast CompanyForbes100 from 1917 to 1987: 39 members of t

16、he Class of 17 were alive in 87; 18 are in 87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 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 19

17、57 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the MarketBrand InsideBrand Org: Lean, Linked, Electronic & MalleableHeadline: “Bank of America to Cut 10,000 Jobs”“Middle-level and senior managers are expected to be the principal

18、 targets of the job cutbacks.”Source: The New York Times (07.29.2000) White Collar Revolution!108 X 5vs. 8 X 1* 540 vs. 8 (-98.5%)The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET! E.g.: GM + Ford + DaimlerChryslerGlobal Outsourcing E.g.: India, MexicoSpeed

19、!“A bureaucrat is an expensive microchip.”Dan Sullivan, consultant and executive coachAutomation+75% of what we do: 40 “expert” decision rules!“Assetless Company”John Bryan, CEO, on selling all Sara Lees manufacturing“Dont own nothin if you can help it. If you can, rent your shoes.”F.G.Cisco, Dell =

20、Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism e.g.: Cisco owns 2 of 38 assembly plantsBrand InsideBrand Work: The Professional Service Firm Model & The WOW ProjectSo what will be the Basic Building Block of the New Org?Every job done in W.

21、C.W. is also done “outside” for profit!Answer: PSF!Professional Service FirmDepartment Head to Managing Partner, HR IS, etc. Inc. Credo: W.W.P.F.“WORK WORTH PAYINGFOR”New OrleansApril 2000: NAPMYou are the Rock Stars of the B2B Age!ChicagoNovember 1999:HRMAC “support function” / “cost center” / “bur

22、eaucratic drag”or Are you “Rock Stars of the Age of Talent” “P.S.F.”: SummaryH.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot “Talent” (see below)“Adventurous” “culture”Proprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%+) When: Now!09.11.2000: HP bids $18,000,000

23、,000for PricewaterhouseCoopersConsulting business! (31K bods)“These days, building the best server isnt enough. Thats the price of entry.”Ann Livermore, Hewlett PackardMaybe one or more of your “PSFs” becomes the tail that wags the dog? E.g.: engineering, IS-logistics-customer serviceMystery Co.Turn

24、key.Collections.Flexible sourcing.Packaging.Merchandising.Promotion.Design.Systems & Site mgt.% Rev From Service:GE (80%) IBM (80%) HP Sun?GE IBM HP Sun UT UPS FedEx Bud Lexington Springs ?The Raw Material The WOW Project!“Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney ex

25、ecBrand InsideBrand You: Distinct or Extinct2010 “Demographics”:By 2010, full-time workers will be in the minoritySource: MIT study (28August2000)“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 p

26、aid much either.”Michael Goldhaber, WiredMinimum New Work SurvivalSkillsKit2001MasteryRolodex Obsession (vert. to horiz. “l(fā)oyalty”)Finishing SkillsEntrepreneurial InstinctCEO/Leader/BusinesspersonMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Mark

27、eting”Passion for Renewal“Success is the ability to go from failure to failure without losing your enthusiasm.”Winston Churchill (as quoted by John Peterman)“Fail faster. Succeed sooner.”DK/IDEOR.D.A.Rate: 15%?, 25%?Therefore: Formal “Investment Strategy”/R.I.P.“You must realize that how you invest

28、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 ass

29、ets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow? ”Stan Davis & Christopher Meyer, futureWEALTHInvent. Reinvent. Repeat.Source: HP banner adBrand InsideBrand Talent: The Great War for TalentThe Case“When land was the productive asset, nations

30、 battled over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH“We have transitioned from an asset-based strategy to a talent-based strategy.”Jeff Skilling, CEO, EnronThe Talent Ten1. ObsessionP.O.T.* = All Consuming*Pursuit of TalentFrom “1, 2 or youre

31、out” JW to “Best Talent in each industry segment to build best proprietary intangibles” EMSource: Ed Michaels, War for Talent (05.17.00)2. GreatnessOnly The Best!Home Depot: 7 new growth initiatives ($20B to $100B in 5-7 years)Arthur Blank: BEST PERSON IN THE WORLD TO HEAD EACH INITIATIVEE.g.: COO o

32、f IKEA to head international expansionEd Michaels, War for Talent (05.17.00)3. PerformanceUp or out!“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge

33、. He increased profitability from $25 million to $80 million in 2 years.”Ed Michaels, War for Talent (05.17.00)Message: Some people are better than other people. Some people are a helluva lot better than other people.4. PayFork Over!“Top performing companies are two to four times more likely than th

34、e rest to pay what it takes to prevent losing top performers.”Ed Michaels, War for Talent (05.17.00)“We value engineers like professional athletes. We value great people at 10 times an average person in their function.”Jerry Yang, YahooSo-so plant manager, $1M per year. Pay: $110,000 plus $60,000. T

35、op plant manager, $3-4M per year. Pay: $135,000 plus $90,000. Net: $2-3M for $50K.Source: Ed Michaels et al., The War for Talent, re Georgia PacificWhat gets measured gets done. What gets paid for gets done more. What gets paid a lot for gets done a lot more.5. Youth Grovel Before the Young!“Why foc

36、us on these late teens and twenty-somethings? 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

37、. The Internet has triggered the first industrial revolution in history to be led by the young.”The Economist 12/2000“One of the problems with Time Inc. is we tend to hang around too long after youre done doing what youre doing Im a classic example. Its hard not to hang around, but it doesnt do good

38、 things for the young talent that is ready”Dan Okrent, Editor at Large, Time Inc.6. DiversityMess Rules!“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.”Ni

39、cholas Negroponte“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 mix-and-match these people are inheriting the earth. Mixing is the new norm. Mix

40、ing 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 Edge7. WomenBorn to Lead!“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male coun

41、terparts in almost every measure”Title, Special Report, Business Week, 11.20.00Women and new-economy management The New Economy Shout goodbye to “command and control”!Shout goodbye to hierarchy!Shout goodbye to “knowing ones place”!Womens Stuff = New Economy MatchImprov skillsRelationship-centricLes

42、s “rank consciousness”Self determinedTrust sensitive IntuitiveNatural “empowerment freaks” less threatened by strong peopleIntrinsic motivation Extrinsic“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 find

43、s 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 r

44、ecap 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 trus

45、t, 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 “Boys are trained in a way that will make them irrelevant.”Phil SlaterIts Girls, Stupid!1996: 8.4M women, 6.7M men in college (es

46、t: 9.2 to 6.9 in 2007); more women than men in high-level math and science coursesMore girls in student govt., honor societies; girls read more books, outperform boys in artistic and musical ability, study abroad in higher numbersBoys do rule: crime, alcohol, drugs, failure to do homework (4:1)Sourc

47、e: The Atlantic Monthly (May2000)Read This!“Winning the Talent War for Women: Sometimes It Takes a Revolution” Douglas McCracken, HBR 11-12/2000“Deloitte was doing a great job of hiring high-performing women; in fact, women often earned higher performance ratings than men in their first years with t

48、he 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 male-dominated culture and found them wanting. Many, dissatisfied with a culture they perceived as endemic to professional service f

49、irms, switched professions.”Douglas McCracken, “Winning the Talent War for Women” HBR Okay, you think Ive gone tooooo far. How about this: DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?63 of 2,500 top earners in F5008% Big 5 partners 14% partners at top 250 law firms43% new med students; 26% med faculty

50、; 7% deansSource: Susan Estrich, Sex and PowerGuys No. 1 Strength:Lack of thoughtfulness. TRY SOMETHING. ANYTHING. NOW.8. WeirdThe Cracked Ones Let in the Light!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 amo

51、ng non-conformists, dissenters and rebels.”David OgilvyAxiom: Never hire anyone without an aberration in their background! 9. OpportunityMake It an Adventure! “H.R.” to “H.E.D.” ?Human Enablement Department“Firms will not manage the careers of their employees. They will provide opportunities to enab

52、le 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” 10. Leading GeniusWe are all unique!Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.44 Players = 44 Projects = 44 differ

53、ent success measures Goal of the Year No. 1*: Find-Develop-Mentor ONE Extraordinary Person.*CEO, large financial advisory firm, April 2001Its your fault!*Sam Culbert Talent Ten1. Obsession2. Greatness3. Performance 4. Pay5. Youth6. Diversity7. Women8. Weird9. Adventurous10. UniquenessMantraM3Talent

54、= BrandWhats your companys EVP?Employee Value Proposition, per Ed Michaels et al., The War for TalentEVP = Challenge, professional growth, respect, satisfaction, opportunity, reward EVP = “The companys fingerprint” = B.P.Source: Ed Michaels et al., The War for Talent Brand InsideBrand Action:Getting

55、 Started a Personal PerspectiveThe following slide begins the “Boss-Free Implementation of Stuff That Matters” Section. The slides in this section are heavily annotated.Use Normal or Notes Page View to access the notes.Topic: Boss-free Implementation of STM /Stuff That MATTERS!“This is all I know in

56、 the world!”Tom PetersTHE IDEA“4Fs”: Find a Fellow Freak FarawayWorlds Biggest Waste Selling “Up”Heart of the MatterF2F!/K2K!/1T/R.F.A.*Freak to Freak/Kook to Kook/One at a Time/ Ready.Fire!Aim.“Lead” customers!K2K redux! THE NUGGETDo Something. Do Anything.Get Going.Now.Opportunity ALWAYS Knocks VF

57、CJ* “Strategy”*Volunteer For Crappy JobsIs It “The Oh-Hell-I-Wish-It-Were-Over Memorial Day picnic”or “The First Annual Seriously Kewl Celebration of Our Incredible Staff”Is It Wrestle the damn Safety Manual into line with the ridiculous new OSHA Regs?Or A stealth opportunity to address the War for

58、Talent via a thoroughgoing review of how safety and environmental issues contribute to making this a Great Place to Work?R.F!A.: Culture of Prototyping“Effective prototyping may be the most valuable core competence an innovative organization can hope to have.”Michael SchrageThink about It!?Innovatio

59、n = Reaction to the PrototypeMichael SchrageReframers Rules:Rule 1: Never accept an assignment as given! (Please.)Rule 2: Youre never so powerful as when you are “powerless”!Rule 3: Every “small” project contains the entire enterprise DNA! BOTTOM LINEThe Enemy!Joe J. Jones 1942 2001 HE WOULDA DONE S

60、OME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!Characteristics of the “Also rans”*“Minimize risk”“Respect the chain of command”“Support the boss”“Make budget”*Fortune, article on “Most Admired Global Corporations”The greatest dangerfor most of usis not that our aim istoo highand we miss it,but t