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Transcript of Tom Peters’ Re-Imagine2006! Business Excellence in a Disruptive Age...
Tom Peters’
Re-Imagine2006!Business Excellence in a Disruptive AgeInvestec/Mauritius/10March2006
Slides* at …
tompeters.com
*short, long
The Pepsi Challenge …
Re-imagine!
Not Your Father’s World.
THREE BILLION NEW CAPITALISTS
—Clyde Prestowitz
December 9, 2005: “Ogre to Slay? Outsource It to Chinese”
(New York Times, page 1—news section). The “factory”: Fuzhou, China. The workers: youngsters logging 12-hour shifts. Their clientele: youngsters from “Seoul to
San Francisco.” The “work”: The Chinese youngsters are playing the early levels of video games for their affluent “clients,” who want to avoid the pain and time associated with those
annoying first few levels.
“WE ARE BEGINNING TO ACQUIRE … DIRECT AND DELIBERATE CONTROL … OVER THE EVOLUTION OF ALL LIFE FORMS …
ON THE PLANET.”Source: Juan Enriquez, As The Future Catches You
“the metabolically
dominant soldier”
Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
New Economy?
Genentech, Amgen > Merck
New Economy?
Sergey, Larry > Harvard
1. Re-imagine Permanence:
The Naked Emperor Problem!
Pathetic!
“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from
1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The
answer seems obvious: Buy a very large one and just wait.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
Rate of Leaving F500
1970-1990: 4XSource: The Company, John Micklethwait & Adrian Wooldridge
(1974-200: One-half biggest 100 disappear)
Lessons Learned. GE. Me.
4/40
De-cent-ral-iz-a-tion!
Ex-e-cu-
tion!
Ac-count-a-bil-ity!
6:15A.M.
2. Re-imagine:
Innovateor
Die!!
Not
Optional!
“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)
Resist!
“When asked to name just one big merger that had lived up to expectations, Leon
Cooperman, former cochairman of Goldman Sachs’ Investment Policy
Committee, answered: I’m sure there are success
stories out there, but at this moment I
draw a blank.” —Mark
Sirower, The Synergy Trap
“Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes
money, but I’m not sure we’re actually
innovating. … Our challenge is
to take nanotechnology into the future, to do
personalized medicine …” —Jeff Immelt/2005
There’s “A” and then
there’s “A.”
Scale?
“I don’t believe in
economies of scale. You don’t get better by being bigger. You get worse.” —
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
J.P. Morgan Chase, 0.9%)
“The slumping giant needs to put more pep in its
funds. … But size remains a
handicap.” —Fortune on Fidelity
Magellan/1128.05 (“There’s a practical limitation to running a fund of that size.”—Chris Traulsen, analyst, Morningstar)
“TOO BIG TO GROW: Why Wall Street has soured on
many of corporate America’s most admired and feared companies”
—headline, Newsweek, 0313.06
Spinoffs perform better than IPOs … track
record, profits … “freed from the confines of the parent … more entrepreneurial, more
nimble” —Jerry Knight/Washington Post/08.05
Different!
Franchise Lost!
TP: “How many of you [600] really
crave a new Chevy?”
NYC/IIR/061205
Beyond the “Pension Problem”
Sedan, Less Than $20,000. Sedan, $20,000-$30,000. Sedan, $30,000-$40,000. Luxury Sedan. SUV, Less Than $30,000. SUV,
More Than $30,000. Pickup Truck. Minivan. Green Car. Fun
To Drive.*
HENEVERMENTIONEDCARS
???????????
Millionaires/Deci-millionaires talk about “shareholder value.”*
Billionaires talk about “product.”**
*BigCo CEOs**Gates, Ellison, Jobs, Smith, Branson,
Buffett, Walton, Schultz, Murthy
“Value innovation is about making the competition
irrelevant by creating uncontested market space. We argue that
beating the competition within the confines of the existing industry is
not the way to create profitable growth.”
—Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)
“[Immelt] is now identifying technologies with which GE
will … systematically set out to build
entirely new industries.” —Strategy+Business, Fall 2005
Great Companies … SET THE
AGENDA. (Period.)
AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers
US Steel … Ford … Macy’s … Sears … Litton Industries … ITT … The Gap …
Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia …
Cisco … Dell … MCI … Sun … Oracle … Microsoft … Google … Enron …
Schwab … GE … Southwest … Laker … People Express … Ogilvy … Chiat/Day … Virgin … eBay … Amazon … Sony …
Genentech … BMW … CNN …
“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 flourish—and 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 apocalypse—the
transition from a state of continuity to state of discontinuity—has the same suddenness as the trauma
that beset civilization in 1000 A.D.”
Richard Foster & Sarah Kaplan, “Creative Destruction” (The McKinsey Quarterly)
“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 Nordström and Jonas Ridderstråle, Funky
Business
“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
Focus!
Scale’s Limitations: “All Strategy Is Local: True competitive
advantages are harder to find and maintain than people
realize. The odds are best in tightly drawn markets, not big, sprawling ones”
—Title/Bruce Greenwald & Judd Kahn/HBR09.05
Big Winners
Lousy industry … Specialty (Ignored/No competition) … Smaller than competitors
4 Traits: Sweet spot … Agility … Discipline
… FOCUSSource: Alfred Marcus, Big Winners and Big Losers:
The 4 Secrets of Long-term Business and Failure
Op-ed. Wall Street Journal. 2 March 2006:
“Boutique vs. Behemoth: Upstarts Steal Market Share
from the Investment Banks.”
The Benefits of … FOCUSED EXCELLENCE
Shouldice/Hernia Repair:
30 min, 1% recurrence.
Avg: 90 min, 10%-15% recurrence.
Source: Complications, Atul Gawande
Easy!
Innovation’s Saviors-in-Waiting
Disgruntled CustomersOff-the-Scope Competitors
Rogue EmployeesFringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
We become who we hang
out with!
Measure “Strangeness”/Portfolio Quality
StaffConsultants
VendorsOut-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/IT ProjectsHQ LocationLunch Mates
LanguageBoard
Hard!
“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/Harvard Business Review
Bold!
“Beware of the tyranny of making
Small Changes to Small
Things. Rather,
make Big Changes
to Big Things.”
—Roger Enrico, former Chairman, PepsiCo
“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
Action!
“Execution is the job of
the business leader.” —Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
“Execution is a
systematic process of rigorously
discussing hows and whats, tenaciously following through, and
ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
Relentless!**Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs),
UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong
Measurable!
Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects
score 8 or higher (out of 10) on a “Weirdness”/ “Profundity”/
“Wow”/ “Gaspworthy”/ “Game-changer” Scale?
Personal!
Step #1: Buy a Mirror!
“The First step in a ‘dramatic’
‘organizational change program’ is obvious—
dramatic personal change!” —RG
The Pepsi Challenge …
3. Re-imagine Organizing: The White-
Collar Tsunami and the Professional Service Firm
(“PSF”) Imperative.
“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
of saying that … you’ve become
irrelevant to your customers.”
—John Battelle/Point/Advertising Age/07.05
Answer: Professional Service Firm/PSF!
Department Head
to …
Managing
Partner, IS [HR, R&D, etc.] Inc.
The
“PSF35”: Thirty-Five
Professional Service Firm Marks of Excellence
The PSF35: The Work & The Legacy
1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”
?????
Do good (excellent?!) work
Make a lot of money
Gaspworthy!
The PSF35: The Client Experience11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career”14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go)
15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE”16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)
17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?
The PSF35: The People & The Leadership
18. TALENT FANATICS (“Best-Coolest place to work”)
19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old, same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as “Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?)
23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #“R” [R = Retirement]24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills
25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views
The PSF35: The Firm & The Brand
28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is my message”—Gandhi)
29. Excellence+ in EXECUTION … 100.00% of the Time30. “Drop everything”/“Swarm” to Support a Harried-On The Verge Team
31. SPEND ON R&D LIKE A TECH FIRM.32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)
33. BRAND MANIACS (Organize Around a Point of View Worth BROADCASTING)
34. PASSION! ENTHUSIASM!
35. EXCELLENCE. ALWAYS.
Static/Imitative
Integrity.Quality.
Excellence.Continuous Improvement.
Superior Service (Exceeds Expectations.)
Completely Satisfactory Transaction.Smooth Evolution.
Market Share.
Dynamic/Different
Dramatic Difference!Disruptive!
Insanely Great! (Quality++++)
Life-(Industry-)changing Experience!Game-changing!
WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!
Market Creation!
4. Re-imagine Business’s
Fundamental Value Proposition: PSFs
Unbound, or Fighting “Inevitable Commoditization”
via “The ‘Gamechanging Solutions’ Imperative.”
Up, Up, Up,
Up
the Value-added Ladder.
$55B
And the “M” Stands for … ?
Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-
promised ‘revolution.’ ” )
IBM Global Services*
(*Integrated Systems Services Corp.): $55B
Planetary Rainmaker-in-Chief!
“Palmisano’s strategy is to expand tech’s borders by pushing
users—and entire industries—toward radically different business
models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have
never been able to touch.” —Fortune
The Value-added Ladder/Stuff ‘n’ Things
Goods Raw Materials
The Value-added Ladder/Stuff & Transactions
ServicesGoods
Raw Materials
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions
ServicesGoods
Raw Materials
“Game-changing Solutions”: Core Value-add Mechanism
PSFs (Professional Service Firm “model”)
+
Wow Projects (“Different” vs “Better”)
+
Brand Yous(“Distinct” or “Extinct”)
5. Re-imagine Enterprise as
Theater: A World of Scintillating “Experiences.”
“Experiences are as distinct
from services as services are from
goods.” —Joe Pine & Jim Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
“Club Med is more than just a ‘resort’; it’s 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 that’s not work or home. It’s the place our customers
come for refuge.”
Nancy Orsolini, District Manager
The Value-added Ladder/Memorable Connection
Scintillating Experiences
Gamechanging SolutionsServicesGoods
Raw Materials
The Value-added Ladder/Emotion
Dreams Come True
Scintillating Experiences Gamechanging Solutions/
Business AdvantageServicesGoods
Raw Materials
Lovemark Dreams Come True
Awesome ExperiencesGamechanging Solutions
ServicesGoods
Raw Materials
Tattoo Brand: What % of users would tattoo the brand name on their
body?
Top 10 “Tattoo Brands”*
Harley .… 18.9%Disney .... 14.8
Coke …. 7.7Google .... 6.6Pepsi .... 6.1Rolex …. 5.6Nike …. 4.6
Adidas …. 3.1Absolut …. 2.6
Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom
6. Re-imagine Excellence I: The
Talent Obsession.
“The Creative Age is a
wide-open game.”
—Richard Florida, The Rise of the Creative Class
Brand =
Talent.
“THE FUTURE BELONGS TO …
SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND …
AND WHO IGNORE THE TEMPTATION OF—OR DO NOT HAVE THE OPTION OF—EXPLOITING NATURAL
RESOURCES.”
Source: Juan Enriquez/As the Future Catches You
“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
PARC’s Bob Taylor:
“Connoisseur
of Talent”
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
“intrepid, unprincipled,
reckless, predatory, boundless
ambition, civilized in externals but a savage at heart.”
WellingtonNelsonDisraeliChurchill
MontgomeryThatcher
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
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.
Re-imaginePeople Power:
The Talent50
7. Re-imagine
Leadershi: The Passion
Imperative.
Create a Cause!
“Management has a lot to do with answers. Leadership is a function of questions. And the
first question for a leader always
is: ‘Who do we intend to be?’ Not ‘What are we going to do?’
but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
Find ’em!
“Leaders
‘do’ people.
Period.” —Anon.
Make It a Grand
Adventure!
Quests!
Organizing Genius / Warren Bennis and Patricia Ward Biederman
“Groups become great only when everyone in them, leaders and
members alike, is free to do his or her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its members to discover their
greatness.”
Leadership’s Mount Everest
“allow its members to
discover their greatness.”
“The role of the Director is to create a space where the actor or actress can become
more than they’ve ever been before, more than
they’ve dreamed of being.” —Robert Altman, Oscar acceptance, 2006
Try It!
Sam’s
Secret #1!
Demand Action!
“We have a ‘strategic’ plan. It’s
called ‘doing
things.’” — Herb
Kelleher
Dispense Enthusiasm!
“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
Excellence. Always.
Cirque du Soleil!
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050
*Excellence Index/Basket of 32 publicly traded stocks
Avoid … Moderation!
Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
Nelson’s secret:
“[Other] admirals more frightened of losing than
anxious to win”
Free the Lunatic Within!
“You can’t behave in a calm, rational manner. You’ve got to be out there on
the lunatic fringe.” — Jack Welch
!