Tom Peters’ Re-imagine 2005 : Innovate! or Die! Harris Nesbitt/Chicago/07 November 2005

1. Tom Peters’ Re-imagine 2005:Innovate!orDie!Harris Nesbitt/Chicago/07 November 2005

2. Slides at …tompeters.com

3. I. Altered ContextII. Innovation ImperativeIII. Value-added LadderIV. TalentV. Leadership

4. I. Altered ContextII. Innovation ImperativeIII. Value-added LadderIV. TalentV. Leadership

5. Re-set the gaugesto zero!

6. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

7. “One Singaporean workercosts as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times

8. “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

9. “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: Order and Chaos in the Twenty-first Century

10. H5N1

11. Period!

12. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

13. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

14. Pathetic!

15. “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

16. “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

17. I. Altered ContextII. Innovation ImperativeIII. Value-added LadderIV. TalentV. Leadership

18. Brilliant!

19. “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)

20. “Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/032805

21. Resist!

22. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger.Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.”—Jim Collins/Time/11.29.04

23. There’s“A”and then there’s“A.”

24. Scale?

25. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

26. Scale?“Microsoft’s Struggle With Scale” —Headline, FT, 09.2005“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005

27. Focus!

28. 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

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

30. “The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similareducational backgrounds, coming up with similarideas, producing similarthings, with similarprices and similarquality.”Kjell Nordström and Jonas Ridderstråle, Funky Business

31. “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)

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

33. “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror.The thing that all these companies have in common is that they have nothing in common.They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003

34. GH/TP:“Get better”vs“Get different”

35. This is not a “mature category.”

36. This is an “undistinguishedcategory.”

37. Choose!

38. Duet … Whirlpool … “washing machine” to “fabric care system”… white goods: “a sea of undifferentiated boxes”… $400 to $1,300 … “the Ferrari of washing machines” … consumer: “They are our little mechanical buddies. They have personality. When they are running efficiently, our lives are running efficiently. They are part of my family.” …“machine as aesthetic showpiece” … “laundry room” to “family studio” / “designer laundry room”(complements Sub-Zero refrigerator and home-theater center)Source: New York Times Magazine/01.11.2004

39. 1997-2001>$600: 10% to 18%$400-$600: 49% to 32%<$400: 41% to 50%Source: Trading Up, Michael Silverstein & Neil Fiske

40. “The ‘mass market’ is dead. Consumers look for either price or quality.The middle is untenable.”—Walter Robb/COO/Whole Foods/Investors Business Daily/06.20.05

41. Easy!

42. FLASH:Innovation is easy!

43. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

44. COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.”Mark Twain

45. “How do dominant companies lose their position? Two-thirds of the time, they pick the wrong competitor to worry about.”—Don Listwin, CEO, Openwave Systems/WSJ/06.01.2004 (commenting on Nokia)

46. Kodak …. FujiGM …. FordFord …. GMIBM …. Siemens, FujitsuSears … KmartKmart … SearsMicrosoft … DOJXerox …. Kodak, IBM

47. We become who we hang out with!

48. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

49. Hard!

50. “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?Atthetop!”— Gary Hamel/“Strategy or Revolution”/Harvard Business Review