Tom Peters Seminar2004 NEW SLIDES

1. Tom Peters Seminar2004NEW SLIDES

2. 10.22.04

3. Kevin Roberts*:Lovemarks!*CEO/Saatchi & Saatchi

4. “In Dove Ads, Normal Is the New Beautiful”—Headline, Advertising Age/09.27.04

5. 10.21.04

6. "I long to accomplish a great and noble task, but it is my chief duty to accomplish humble tasks as though they were great and noble. The world is moved along not only by the mighty shoves of its heroes but also by the aggregate of the tiny pushes of each honest worker.” —Helen Keller

7. My Story.

8. Sarah: “ Papa, what do you do?”Papa:“I’m ‘overhead.’ ”

9. Sarah: “ Daddy, what do you do?”Papa:“I’m a ‘bureaucrat.’ ”

10. Sarah: “ Daddy, what do you do?”Papa:“I manage a ‘cost center.’ ”

11. “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that.We pay for ourselves, and we actually make money for the company.”—Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

12. Rainmaker-in-Chief“[Sam] 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/06.14.04

13. Six Market Profiles1. Adventures for Sale2. The Market for Togetherness, Friendship and Love3. The Market for Care4. The Who-Am-I Market5. The Market for Peace of Mind6. The Market for ConvictionsRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

14. ’70s: Cost (BCG’s “cost curves”)’80s: TQM-CI (Japan)’90s: Service’00s: Solutions/Experiences’10s: Dream Fulfillment

15. Market Power = Story Power = Dream Power

16. FLASH:Innovation is easy!

17. Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of us—and our organizations—are in ruts. Make that chasms.)

18. Six Market Profiles1. Adventures for Sale/IBM2. The Market for Togetherness, Friendship and Love/IBM3. The Market for Care/IBM4. The Who-Am-I Market/IBM5. The Market for Peace of Mind/IBM6. The Market for Convictions/IBMRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

19. A Coherent Story: Context-Solution-BedrockContext1: 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(Services- Solutions-Experiences-DreamFulfillment “Ladder”)Solution3: “Aesthetic” “VA” Capstone(Design-Brands)Solution4:New Markets (Women, ThirdAge)Bedrock1: Innovation(New Work, Speed, Weird, Revolution)Bedrock2: Talent(Best, Creative, Entrepreneurial, Schools)Bedrock3: Leadership(Passion, Bravado, Energy, Speed)

20. 10.18A.04

21. “Americans are not embarrassed by ambition. There is no particular enthusiasm here about making it look like you are not trying.”—Larry Summers (explaining why Americans, among other things, win 75% of Nobels)

22. 10.18.04

23. “Europe’s Top 100 Growth Companies”/BusinessWeek/25October2004Britain ………….. 31 Germany ………. 24 Italy …………….. 9 France …………. 6 Netherlands …... 5Sweden ………... 1*Denmark ………. 0*New Wave Group (#59)

24. 10.17.04

25. “We all agree your theory is crazy. The question, which divides us, is whether it is crazy enough.” —Physicist Niels Bohr, to Wolfgang Pauli

26. New Economy Biz Degree ProgramsMBA(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)

27. -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

28. +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

29. 10.16.04

30. “UPS used to be a trucking company with technology.Now it’s a technology company with trucks.”—Forbes

31. Measure “Strangeness”/Portfolio QualityStaffConsultantsBoardVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/ITHQ LocationLunch MatesLanguage

32. 10.15A.04

33. The Power Is the Story10.15.04

34. Market Power = Story Power

35. Brand = Story

36. Story > Brand

37. 10.15.04

38. “Business people don’t need to ‘understand designers better.’ Businesspeople need to be designers.”—Roger Martin/Dean/Rotman Management School/Univ of Toronto

39. “We have to move up the value chain and focus increased efforts on becoming a knowledge-based, entrepreneurial economy if we are to prosper in the medium to long term.”—Tony Dromgoole, Chief Executive, Irish Management Institute

40. “In China’s Countryside, Farmers Are Cultivating Agribusiness Explosion as Subsidies Cut U.S. Export Dominance”—Headline/p1/WSJ Europe/10.15.04

41. “GM Europe to Slash Costs in Blow to German Workers: Loss-ridden Automaker Facing Asian Onslaught, to Cut up to 12,000 Jobs”—Headline/p1/WSJ/10.15.04

42. “The essence of American presidential leadership, and the secret of presidential success, is storytelling.”—Evan Cornog, The Power and the Story: How the Crafted Presidential Narrative Has Determined Political Success from George Washington to George W. Bush

43. “The global economy is anti-balance. For as much as Accenture and Google say they value an environment that allows workers balance, they’re increasingly competing against companies that don’t. You’re competing against workers with a lot more to gain than you, who will work harder for less money to get the job done. This is the dark side of the ‘happy workaholic’ Someday, all of us will have to become workaholics, happy or not, just to get by.”—Fast Company/10.04 (“Balance Is Bunk,” by Keith Hammonds)

44. 10.14.04

45. ’70s: Cost (BCG’s “cost curves”)’80s: TQM-CI (Japan)’90s: Service’00s: Solutions/Experiences’10s: Dream Fulfillment

46. Six Market Profiles1. Adventures for Sale/IBM2. The Market for Togetherness, Friendship and Love3. The Market for Care4. The Who-Am-I Market/IBM5. The Market for Peace of Mind/IBM-UPS6. The Market for Convictions/IBMRolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

47. 10.13A.04

48. Calendars do not lie. (Period.)

49. 07.04/TP In Nagano …Revenue: $10BFTE: 1**Maybe

50. Sarah: “ Daddy, what do you do?”Papa:“I’m ‘overhead.’ ”