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TOM PETERS’ LESSONS IN LEADERSHIP Tampa 5 May 2000

TOM PETERS’ LESSONS IN LEADERSHIP Tampa 5 May 2000. Defeated Before The Starter’s Gun! “Track 4: Managing Organization Change (Helping Tired and Overworked Professionals with Today’s Workplace Realities)”. You are the Rock Stars of the B2B Age!.

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TOM PETERS’ LESSONS IN LEADERSHIP Tampa 5 May 2000

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  1. TOM PETERS’ LESSONS IN LEADERSHIPTampa5 May 2000

  2. Defeated Before The Starter’s Gun!“Track 4: Managing Organization Change (Helping Tired and Overworked Professionals with Today’s Workplace Realities)”

  3. Youare the Rock Stars of the B2B Age!

  4. Pentium III 800MHz: $42,893.00/#Hermes Scarf: $1,964.29Saving Private Ryan on DVD: $874.75Mercedes-Benz: $18.98Hot-rolled steel: $0.19Source: Fortune (3.20.00)

  5. 1 Year = 1.5 Wal*Marts03.27.99: $167B03.27.00: $555BP.S.: Wal*Mart = #8 in 2000

  6. “Researchers say they have found a way to mate human cells with circuitry in a ‘bionic chip’ … The tiny device – smaller and thinner than a strand of hair – combines a healthy human cell with an electronic circuitry chip.”AP/AOL/02-00

  7. No Wiggle Room!“Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

  8. Just Say No …“I don’t intend to be known as the ‘King of the Tinkerers.’ ”CEO, large financial services company (New York, 5-99)

  9. 64/24

  10. Goal?

  11. Welcome to the Land of the True Believers!“We have the ability to turn the economy upside down, to enhance lives, and to drive civilization forward.”Michael Saylor,MicroStrategy

  12. “It means nothing less than the total reinvention of this company.”

  13. Jacques’ New New FordFord + MSN CarPointFord + Yahoo!Ford + OracleFord + HP/MCIWorldcomEtc.Etc.

  14. “There is probably going to be more confusion in the business world in the next decade than there has been in any decade in history.”Steve Case (2-00)

  15. “We are in abrawl with no rules.”Paul Allaire

  16. S.A.V.

  17. T.T.D.sThe next slide is the first of many “T.T.D.” activities. I.e.: Things To Do. These are by and large shorthand forms of training exercises I use. Also: Most of these T.T.D. slides have accompanying Notes.(See following slide.)Tom Peters

  18. T.T.D./True or False:“incrementalism”VERSUS“innovation”?

  19. Notes Page • This is a daunting issue. There is no “right answer.” But it merits constant, conscious debate. Consider the value of incremental change. [Kaizen, etc.] And discuss whether or not this thwarts “BIG” initiatives aimed at wholesale reinvention. • Also: Consider … “Can we do both?” [I’m not sure.] P.S.: This crucial issue holds for Finance Departments as much as Product Divisions. And it holds for the smallest and newest of businesses! THIS DEBATE IS WORTH LOTS OF TIME! KEEP IT PRACTICAL!

  20. Seminar Y2KBrand Everything:Distinct or Extinct!

  21. Part I: Forces @ WorkPart II: Brand InsidePart III: Brand OutsidePart IV: Brand Leadership

  22. Forces @ WorkThe Destruction Imperative!

  23. Forget > Learn“The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out.”Dee Hock

  24. “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

  25. “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters

  26. “We chose not to do a discounted cash flow analysis of their future earnings. We wanted their talent and we wanted their intellectual property.” Art Reidel, CEO, Pharsight

  27. “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, Cisco

  28. Dept. Head I = Sports G.M.Dept. Head II = V.C.

  29. G.M. = The Recruitment and Development of Top Talent. [Period!]V.C. = Bets on “Talent.” Bets on Projects. [Period!]

  30. Silicon Valley Success Secrets“Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpotSource: The Economist

  31. “R & D”Intel’s venture fund: 275 investments, $3.5BSource: Fast Company (12-99)

  32. Net World!Act now. Analyze later.Avram Miller

  33. [TP to Fitness Chain Owner …“Do 5 deals before you go home!”]

  34. “Steve Ross had a wonderful philosophy: People get fired for not making mistakes.”Bob Pittman

  35. T.T.D.Evaluate your portfolio of projects [and people]: Are you placing enough interesting [long shot?] bets?

  36. Notes Page • Be brutally honest! • Hint: This holds for you and me as individuals as well as for our unit.

  37. C.E.O. to C.D.O.

  38. The Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0M

  39. Paradox ReduxAtlanta: +113,600 = #1 metro areaLayoffs [major]: BellSouth, Lockheed, Coca-Cola

  40. T.T.D.How do you rate as a …C.D.O.?

  41. Notes Page • So … what … exactly … are you doing to DESTROY what you [and yours] are today? List every Project that aims to ATTACK today’s “culture” and assumptions. Be specific!

  42. Brand InsidePSF 1:Brand Org!

  43. 108 X 5vs. 8 X 1** 540 vs. 8

  44. And Now the Equivalent …White Collar Revolution!

  45. ERP, ECM, Web, Etc.IT’S THE GIANT SUCKING SOUND OF SLACK BEING EXTRACTED FROM THE GLOBAL ECONOMY!

  46. “The coefficient of friction associated with the grunge of business is amazing!”Michael Schrage

  47. Cemex and FDX!

  48. Buzzsaw.comBuilders, Owners, Architects, Contractors, Suppliers$4T industry5,300 commercial bldg. projects’ specs on-line; +70 per day

  49. The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET![E.g.: GM + Ford + DaimlerChrysler]Global Outsourcing[E.g.: India, Mexico]Speed!!

  50. T.T.D.Discuss: Is my “90% in 10+ years” extreme?

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