happy 50 th birthday !

********************Happy Happy 5050thth BirthdayBirthday!!

********************

NEW ZEALAND NEW ZEALAND 20072007

Ho hum: 2+ weeks in New Zealand …Ho hum: 2+ weeks in New Zealand …

PfizerPfizerFordFordGapGap

ChryslerChryslerYahooYahoo

microsoftmicrosoftwal*martwal*mart

????????????

““It is It is notnot the the strongest of the strongest of the

species that survives, species that survives, nornor the most the most

intelligent, but intelligent, but the the one most responsive one most responsive to changeto change.”.” —Charles Darwin

Punchline …Punchline …

The The lastlast word: word: There There is is nono “last “last

word.”word.”

The The lastlast word: word: There There isis

a “last word.”a “last word.”

“… “… a blinding a blinding flash of the flash of the

obvious”obvious” —Manny Garcia—Manny Garcia

“… “… a blinding a blinding flash of the … flash of the …

necessarnecessaryy”” —Manny Garcia—Manny Garcia

“Better By Design”: A National Strategy

NZ = DesignNZ = Design ExcellenceExcellence

““The Creative The Creative Age is aAge is a widewide--openopen g gameame.”.”

—Richard Florida, The Rise of the Creative Class

Tom Peters’ X25*Tom Peters’ X25*

EXCELLENCEEXCELLENCE. ALWAYS.. ALWAYS.

Lisbon/21 March 2007Lisbon/21 March 2007Happy Birthday #50/European UnionHappy Birthday #50/European Union

**In Search of ExcellenceIn Search of Excellence 1982-2007 1982-2007

Slides at …

tompeters.comtompeters.com

EXCELLEXCELL--

ENCE??ENCE??????

“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 Buy a very large one and large one and

just waitjust wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“Forbes100” from 1917 to 1987: 3939 members of members of

the Class of ’17 were alive in ’87; 18 in ’87 F100; the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly 18 F100 “survivors” significantly

underunderpperformederformed the market; the market;

just just 22 (2%), (2%), GEGE & & KodakKodak, ,

outoutpperformederformed the market from the market from 1917 to 1987. 1917 to 1987.

S&P 500 from 1957 to 1997: 7474 members of the Class of ’57 were alive in ’97;

1212 (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

Welcome to the “Club of Shattered Dreams”:

Of Korea’s Top 100Top 100 companies

in 1955, only 77 were still on the list in 2004. The 1997 crisis

“destroyed halfhalf of Korea’s

3030 largest conglomerates.”

Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)

S&P Stability Ratings*

1985 2006

Low Risk 41% Low Risk 41% 13%13% Average Risk 24% 14%

High RiskHigh Risk 35% 35% 73%73%

*Likelihood of stable long-term earnings growth

Source: Fortune (2 October 2006)

HmmmmmHmmmmm ……

“It is generally much easier to kill an

organization than change it substantially.”

—Kevin Kelly, Out of Control

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

BIAS.BIAS.BUILT.BUILT.

TO.TO.LAST.LAST.NOT.NOT.

Built to Lastvs

Built Built to to ChangeChange//Rock Rock the the

WorldWorld

TP#1*:

Netscape!Netscape!*Where would you rather have worked for those 5 years, Netscape

or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)

EXCELLENCE. EXCELLENCE. CIRCA 1982.CIRCA 1982.

Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”

1. A Bias for 1. A Bias for ACTIONACTION2. Close to the 2. Close to the CUSTOMERCUSTOMER3. 3. AutonomAutonomy and y and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PEOPLEPEOPLE5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight PropertiesProperties

ExIn*: 1982-2002/Forbes.com

DJIA: $10,000 yields $85,000$85,000 EI: $10,000 yields $140,050$140,050

*Forbes/Excellence Index /Basket of 32 publicly traded stocks

EXCELLENCE. EXCELLENCE. ASPIRATION.ASPIRATION.

““Why in the Why in the world did world did you go to you go to SSiberiaiberia?”?”

Enterprise* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , joyfuljoyful, ,

creativecreative, , entrepreneurialentrepreneurial endeavor that elicits endeavor that elicits maximum concerted maximum concerted human potential in human potential in the the wholehearted wholehearted serviceservice of others of others.***

**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

The Peters The Peters PrinciPrincipplesles:: Enthusiasm. Enthusiasm.

Emotion. Emotion. Excellence.Excellence. Energy. Energy. Excitement. Service. Growth. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Joy. Surprise. Independence. Spirit. Community. Limitless Spirit. Community. Limitless

human potential. Diversity. human potential. Diversity. Profit.Profit. Innovation. Design. Quality. Innovation. Design. Quality. Entrepreneurialism. Wow.Entrepreneurialism. Wow.

EXCELLENCE. EXCELLENCE. ASPIRATION.ASPIRATION.UNIVERSAL.UNIVERSAL.

Jim’s Jim’s GroupGroup

Jim’s Mowing CanadaJim’s Mowing CanadaJim’s Mowing UKJim’s Mowing UKJim’s AntennasJim’s Antennas

Jim’s BookkeepingJim’s BookkeepingJim’s Building MaintenanceJim’s Building Maintenance

Jim’s Carpet CleaningJim’s Carpet CleaningJim’s Car CleaningJim’s Car Cleaning

Jim’s Computer ServicesJim’s Computer ServicesJim’s Dog WashJim’s Dog Wash

Jim’s Driving SchoolJim’s Driving SchoolJim’s FencingJim’s FencingJim’s FloorsJim’s Floors

Jim’s PaintingJim’s PaintingJim’s PavingJim’s Paving

Jim’s Pergolas [gazebos]Jim’s Pergolas [gazebos]Jim’s Pool CareJim’s Pool Care

Jim’s Pressure CleaningJim’s Pressure CleaningJim’s RoofingJim’s Roofing

Jim’s Security DoorsJim’s Security DoorsJim’s TreesJim’s Trees

Jim’s Window CleaningJim’s Window CleaningJim’s WindscreensJim’s Windscreens

Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

EXCELLENCE. EXCELLENCE.

REVENUE.REVENUE.MATTERS.MATTERS.

MOST.MOST.

““Analysts … preferred cost cuttingAnalysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I preached

revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and earnings

went to hell. They said, ‘Oh my They said, ‘Oh my gosh, you need gosh, you need

revenues to grow revenues to grow earnings over time.’ earnings over time.’

Well, DuhWell, Duh!”!” —Dick Kovacevich, Wells Fargo

““Our whole Our whole story is story is growing growing

revenue.”revenue.” —Vernon Hill (Top-line driven; standard —Vernon Hill (Top-line driven; standard

is bottom-line driven by cost cutting)is bottom-line driven by cost cutting)

CCRR O*

*Chief RevenueRevenue Officer

““If you want to gain If you want to gain competitive advantage competitive advantage fast, the best place to fast, the best place to

do it is in … do it is in …

salessales.”.” —Larry Webb, John Laing Homes—Larry Webb, John Laing Homes


INNOVATE. OR. INNOVATE. OR. DIE.DIE.

More than $$$$

#1#1 R&D

spending, last 25 years?

“I don’t believe in

economies of scale. You don’t get better by being bigger. You get worse.”

—Dick Kovacevich/Wells Fargo

“Not a single company that qualified as having made a sustained transformation ignited its leap with a big

acquisition or merger. Moreover, Moreover, comparison companies—those that failed to make a leap comparison companies—those that failed to make a leap

or, if they did, failed to sustain it—often tried to make or, if they did, failed to sustain it—often tried to make themselves great with athemselves great with a

big acquisition or merger. They failed to grasp the simple big acquisition or merger. They failed to grasp the simple truth that while you can buytruth that while you can buy

your way to growth, you cannot buy your way to your way to growth, you cannot buy your way to

greatness.”greatness.” —Jim Collins/—Jim Collins/TimeTime/2004/2004

There’s “A”“A” and then

there’s “A.”“A.”

InnoTacsInnoTacs

We We becomebecome who we hang who we hang

out with 1out with 1

Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality

StaffStaffConsultantsConsultants

VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)

Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers

Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)

Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)

IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates

LanguageLanguageBoardBoard

“The The Bottleneck Is Bottleneck Is at the Top of at the Top of the Bottle”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:

AtAt thethe totop!”p!”

— Gary Hamel/Harvard Business Review

““Diverse groups of problem solvers—Diverse groups of problem solvers—groups of people with diverse tools—groups of people with diverse tools—

consistently outperformed groups of the consistently outperformed groups of the best and the brightest. If I formed two best and the brightest. If I formed two

groups, one random (and therefore groups, one random (and therefore diverse) and one consisting of the best diverse) and one consisting of the best individual performers, the first group individual performers, the first group

almost always did better. … almost always did better. …

DiversityDiversity trumped trumped abilityability.”.” —Scott Page, —Scott Page, The Difference: How The Difference: How

the Power of Diversity Creates Better Groups,the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity Firms, Schools, and Societies Diversity

““Normal” Normal”

= = “o “o forfor 800”800”

“How do dominant companies

lose their position? Two-Two-thirds of the time, thirds of the time,

thethey py pick the wronick the wrongg competitor to worrcompetitor to worryy

aboutabout.”.” —Don Listwin, CEO,

Openwave Systems/WSJ

““Don’t Don’t benchmark … benchmark … futuremarkfuturemark!”!”

Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson

WhackyWhackyWiWikikiWorldWorldWW

owow

““The Billion-man The Billion-man Research Team: Research Team:

Companies offering Companies offering work to online work to online

communities are communities are reaping the benefits of reaping the benefits of

‘crowdsourcing.’”‘crowdsourcing.’” —Headline, —Headline, FTFT, 0110.07, 0110.07

Rob McEwen/CEO/CEO/Goldcorp Inc./Goldcorp Inc./

Red LakeRed Lake goldgoldSource: Source: Wikinomics: How Mass Wikinomics: How Mass

Collaboration Changes EverythingCollaboration Changes Everything, ,

Don Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams

Speed/ Speed/ Tempo/Tempo/

is-itis-it

“the FedFedExEx EconomyEconomy”

—headline/New York Times/10.08.05

“Any3”: Anything/ Anything/ Anywhere/ Anywhere/ AnytimeAnytime

Power Tools Power Tools For Power For Power StrategiesStrategies

try it. Try it. Try it. Try try it. Try it. Try it. Try it. it. Try it.Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up.Screw it up. Try Try it. Try it. Try it. Try it. it. Try it. Try it. Try it.

Try it. Try it. Try it. Try it. Try it. Try it. Screw it up.Screw it up. it. Try it. it. Try it.

Try it. try it. Try it. try it. Try it.Try it. Screw it up.Screw it up. Try it. Try Try it. Try

it. Try it. it. Try it.

do do things.things.

““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher

drill.drill.

“This is so simple it sounds stupid, but it is amazing how few oil people really understand

that you only find you only find oil if you drill oil if you drill

wellswells.. You may think you’re finding

it when you’re drawing maps and studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

try try things.things.

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the software. software. We fixed them by doing it over and over, again We fixed them by doing it over and over, again and again.and again. We do the same today. While our competitors We do the same today. While our competitors are still sucking their thumbs trying to make the design are still sucking their thumbs trying to make the design

perfect, we’re already on prototype versionperfect, we’re already on prototype version ##55..

By the time our rivals areBy the time our rivals are ready with wires and screws, we are on versionready with wires and screws, we are on version

##1010.. It gets back to It gets back to

planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by

BloombergBloomberg

Culture of PrototypingCulture of Prototyping

“Effective prototyping may “Effective prototyping may

be be thethe most most valuablevaluable core core competencecompetence an an

innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage

Screw. Screw. things.things.

Up.Up.

““Fail .Fail . Forward. Forward.

Fast.”Fast.”High Tech CEO, Pennsylvania

Sam’s Sam’s Secret Secret

#1!#1!

““RewardReward excellent failures.

PunishPunish mediocre successes.”

Phil Daniels, Sydney exec

try.try.Miss.Miss.try.try.

READY.READY.FIRE!FIRE!AIM.AIM.

Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)

No try. No try. No deal.No deal.

““You miss You miss

100100%% of of the shots you the shots you never take.”never take.”

—Wayne—Wayne GretzkyGretzky

Conscious Conscious measurementmeasurement

Innovation IndexInnovation Index:: How many of your Top 5Top 5 Strategic

Initiatives/Key Projects score 88 or higheror higher [out of 10] on a “Weird”“Weird”/ /

“Profound”“Profound”/ / “Wow”“Wow”//“Game- changer”“Game- changer”

Scale?

personalpersonal

Step #1: Buy a Buy a Mirror!Mirror!

“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG

4/404/40

De-cent-De-cent-ral-iz-ral-iz-a-tion!a-tion!

“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.”

—Brian Joffe/BIDvest

““If it feels If it feels painful and scarypainful and scary

—that’s —that’s realreal delegation.”delegation.”

—Caspian Woods, small biz owner

The True Logic* of Decentralization:

6 divisions = 6 “tries”6 divisions = 6 “tries”

6 divisions = 6 6 divisions = 6 DIFFERENTDIFFERENT leaders = 6 leaders = 6 INDEPENDENTINDEPENDENT

“tries” = Max probability of “tries” = Max probability of “win”“win”

6 divisions = 6 6 divisions = 6 veryvery DIFFERENT DIFFERENT leaders = 6 leaders = 6 veryvery INDEPENDENT INDEPENDENT

“tries” = Max probability of “tries” = Max probability of ““far far outout”/””/”3-sigma3-sigma”” “win” “win”

*“Driver”: Law of Large #s

Ex-e-Ex-e-cu-tion!cu-tion!

““ExecutionExecution is is thethe j jobob of the of the

businessbusiness leaderleader.”.” —Larry Bossidy—Larry Bossidy & Ram Charan/

Execution: The Discipline of Getting Things Done

“Execution is a

systematic systematic processprocess of rigorously

discussing hows and whats, tenaciously following through, and

ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution:

The Discipline of Getting Things Done

(1)(1) sum of Projects = sum of Projects = Goal (“Vision”) Goal (“Vision”)

(2)(2) sum of Milestones sum of Milestones == project project(3)(3) rapid Review + rapid Review + Truth-telling = Truth-telling = accountability accountability

Ac-count-Ac-count-a-bil-ity!a-bil-ity!

““GE has set a GE has set a standard of candor. … standard of candor. … There is no puffery. … There is no puffery. … There isn’t an ounce There isn’t an ounce

of denial in the of denial in the placeplace.”.” —Kevin Sharer, CEO Amgen,

on the “GE mystique” (Fortune)

6:15A.M6:15A.M..

DECENTRALIZATION.DECENTRALIZATION.EXECUTION.EXECUTION.

ACCOUnTABILITY.ACCOUnTABILITY.66:15A.M.:15A.M.


VALUE ADDED.VALUE ADDED.UP THE LADDER.UP THE LADDER.

EXCELLENCE.EXCELLENCE.

VALUE-ADDED LADDER I.VALUE-ADDED LADDER I. SOLVE IT. SOLVE IT.

$55B$55B

““Big Brown’s New Bag: UPSBig Brown’s New Bag: UPS

Aims to Be theAims to Be the Traffic Traffic Manager for Manager for CorCorpporate orate

AmericaAmerica”” —Headline/BW/2004

MasterCard MasterCard AdvisorsAdvisors

Huge: Customer

SatisfactionSatisfaction versus Customer

SuccessSuccess

Up,Up, Up,Up, Up, Up,

UpUp

the Value-added Ladder.

The Value-added Ladder/ STUFF ‘N’ THINGSSTUFF ‘N’ THINGS

GoodsGoods Raw Materials Raw Materials

The Value-added Ladder/Stuff & TRANSACTIONSTRANSACTIONS

ServicesServicesGoods

Raw Materials

The Value-added Ladder/ OPPORTUNITY-SEEKINGOPPORTUNITY-SEEKING

Customer Success/ Customer Success/ Gamechanging Gamechanging

SolutionsSolutionsServicesGoods

Raw Materials

““The business of selling is not just about matching viable The business of selling is not just about matching viable

solutions to the customers that require them. solutions to the customers that require them. It’s It’s equally about managing the equally about managing the

change process the customer change process the customer will need to go through to will need to go through to

implement the solution and implement the solution and achieve the value promised by achieve the value promised by the solutionthe solution.. One of the key differentiators of our One of the key differentiators of our

position in the market is our attention to managing change and position in the market is our attention to managing change and making change stick in our customers’ organization.”making change stick in our customers’ organization.”* (*E.g.: CRM * (*E.g.: CRM

failure rate/Gartner: failure rate/Gartner: 7070%)%)

—Jeff Thull, —Jeff Thull, The Prime Solution: Close the Value Gap, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex SaleIncrease Margins, and Win the Complex Sale


ImImpplementedlemented Gamechanging Gamechanging

SolutionsSolutionsServicesGoods

Raw Materials


SOLVE IT.SOLVE IT. NO OPTION. NO OPTION.PSF. (PSF++)PSF. (PSF++)

“ ‘Disintermediation’ is overrated. Those who fear disintermediation-outsourcing should in fact be afraid

of irrelevance; ‘outsourcing’ is just another way of

saying that … yyou’ve ou’ve become become

irrelevant irrelevant toto y your our

customerscustomers..””

—John Battelle/Point/Advertising Age/07.05

“Deutsche Bank Moves Half of Its Back-office Jobs to India”/

headline/FT/0327 (500 (500 of 900 of 900

ResearchResearch))

““support function” / support function” / “cost center”/ “cost center”/ “overhead”“overhead”

oror … …

Are you … ““Rock Stars Rock Stars of the Aof the Agge of e of

TalentTalent””

Department Head

to …

ManaginManaging g

PartnerPartner, , ISIS [HR, R&D, etc.] IncInc..

““Typically in a mortgage company or Typically in a mortgage company or financial services company, ‘risk financial services company, ‘risk

management’ is an overhead, not a management’ is an overhead, not a revenue center. We’ve become more revenue center. We’ve become more

than that.than that. We pay for We pay for ourselves, and we ourselves, and we

actually make money for actually make money for the companythe company.”.” ——Frank Eichorn, Director Frank Eichorn, Director

of Credit Risk Data Management Group, of Credit Risk Data Management Group, Wells Fargo Home Wells Fargo Home MortgageMortgage (Source: sas.com) ( (Source: sas.com) (Who Owns the Data? Using Who Owns the Data? Using Internal Customer Relationship Management to Improve Internal Customer Relationship Management to Improve

Business and IT Integration Business and IT Integration —Frank Eichorn)—Frank Eichorn)

Mantra:

“Eichorn it!”“Eichorn it!”

Core Mechanism:“Game-changing Solutions”

PSFPSF (Professional Service Firm “model”/The Organizing Principle)

+

Brand YouBrand You(“Distinct” or “Extinct”/The Talent)

+

Wow! ProjectsWow! Projects (“Different” vs “Better”/The Work)

Are you the …

““PrinciPrincippal al EnEnggineine of of

Value Added”Value Added”*E.g.: Your R&D budget as robust as the New Products team?

TheThe ““PSF35PSF35””:: Thirty-Five Thirty-Five

Professional Service Firm Professional Service Firm Marks of ExcellenceMarks of Excellence

The PSF35: The Work & The Legacy

1.1. CRYSTAL CLEAR POINT OF VIEWCRYSTAL CLEAR POINT OF VIEW

(E very Practice Group: “If you can’t explain your position in eight(E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)words or less, you don’t have a position”—Seth Godin)2. 2. DRAMATIC DIFFERENCEDRAMATIC DIFFERENCE (“We are the only ones who do what (“We are the only ones who do what we do”—Jerry Garcia)we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “ “Best Team”—Fast) Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)the World)6. Small “Uneconomic” Clients with Big Aims6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. 8. OBSESSED WITH LEGACYOBSESSED WITH LEGACY (Practice Group and Individual: “Dent the (Practice Group and Individual: “Dent the Universe”—Steve Jobs)Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … 10. Consistent with #9 above … DO NOT SHY AWAY FROM THEDO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”WORD (IDEA) “RADICAL”

Pointed Pointed Point of Point of View!View!

PSFPSF/Professional Service Firm/Beliefs/Professional Service Firm/Beliefs

ProfessionProfession: : Calling/Passion to make aCalling/Passion to make a difference/Excellence difference/Excellence (always)(always)

point of viewpoint of view: : know exactly what weknow exactly what we stand for/ stand for/ “Dramatic Difference” “Dramatic Difference”

ClientClient: : enduring, test-the-limits enduring, test-the-limits relationship/Trusted advisor relationship/Trusted advisor

SolutionSolution: : Rock His-her World/ Rock His-her World/ “wow”“wow”// implemented “Culture implemented “Culture change”/change”/ >>>>>> “satisfaction” >>>>>> “satisfaction”

“Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization

Professional? Or/to: FullFull Partner-Partner-Leader in Lifetime Leader in Lifetime

Value-added Value-added MaximizationMaximization?

(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)

HCare CIO: “Technology Executive” (workin’ in a hospital)

Or/to: Full-scale, AccountableFull-scale, Accountable (life or death) Member-Partner of Member-Partner of XYZ Hospital’s XYZ Hospital’s Senior Senior

HealinHealingg-Services Team-Services Team (who happens to be a techie)

Big Idea:

“Corporation” as “Corporation” as

Mega-“PSFMega-“PSF”” (Professional Service (Professional Service

Firm*)Firm*)

* “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/Applying

Intellectual Capital (“Work Product”)


VALUE-ADDED LADDER II.VALUE-ADDED LADDER II. EXPERIENCE IT. EXPERIENCE IT.

““Experiences Experiences are as distinct are as distinct

from services as from services as services are from services are from goods.”goods.” —Joe Pine & Jim Gilmore, The

Experience Economy: Work Is Theatre & Every Business a Stage

“The [Starbucks] Fix” Is on …

“We have “We have identified a identified a

‘third place.’‘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


UpUp


The Value-added Ladder/ MEMORABLE CONNECTIONMEMORABLE CONNECTION

Spellbinding Spellbinding ExperiencesExperiences

Gamechanging SolutionsServicesGoods

Raw Materials

Experience: “Rebel Lifestyle!”

“What we sell is the ability “What we sell is the ability for a 43-year-old for a 43-year-old

accountant to dress in accountant to dress in black leather, ride through black leather, ride through

small towns and have small towns and have people be afraidpeople be afraid

of him.” of him.”HarleyHarley exec, quoted in Results-Based Leadership

CCXXOO**Chief eXperience Officer

EXCELLENCE. EXCELLENCE. DRAMATIC.DRAMATIC.

DIFFERENCE.DIFFERENCE.DOABLE.DOABLE.

“The ‘surplus society’ has a surplus of

similarsimilar companies, employing

similarsimilar people, with

similarsimilar educational backgrounds,

coming up with similarsimilar ideas,

producing similarsimilar things, with

similarsimilar prices and

ssimilarimilar quality.” —Kjell Nordström and Jonas Ridderstråle, Funky Business

This is notnot a “mature

category.”

This is an “undisting

uished category.”

$798$798

7X.7X. 730A-730A-800P. 800P. F12AF12A..**

*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

#1/100#1/100 “Best Companies to

Work for”/2005

EXCELLENCE. EXCELLENCE. NO EXCUSES.NO EXCUSES.

WallopWal*Mart16*WallopWal*Mart16*

*Or: Why it’s so ABSURDLY EASYABSURDLY EASY to BEATBEAT a GIANTGIANT Company

Small Giants: Small Giants: Companies That Companies That

Choose To Be Choose To Be Great Instead Great Instead Of BigOf Big —by Bo Burlingham

Small Giants/Bo Burlingham

"First, I could see that, unlike most entrepreneurs, their I could see that, unlike most entrepreneurs, their founders and leaders had founders and leaders had recognized the full range of recognized the full range of choices they hadchoices they had about the type of company they would about the type of company they would create."create."

"Second, the leaders had the leaders had overcome the enormous overcome the enormous pressures on successful companies to take paths they pressures on successful companies to take paths they had not chosenhad not chosen and did not necessarily want to follow." and did not necessarily want to follow."

"Third, each company had an each company had an extraordinarily intimate extraordinarily intimate relationship with the local city, town, or countyrelationship with the local city, town, or county in which in which it did business -- a relationship that went well beyond it did business -- a relationship that went well beyond the usual concept of `giving back.'" the usual concept of `giving back.'"

"Fourth, they cultivated they cultivated exceptionally intimate exceptionally intimate relationships with customers and suppliersrelationships with customers and suppliers, based on , based on personal contact, one-on-one interaction, and mutual personal contact, one-on-one interaction, and mutual commitment to delivering on promises." commitment to delivering on promises."

Small Giants/Bo Burlingham

"Fifth, the companies also had what struck me as the companies also had what struck me as unusually unusually intimate workplacesintimate workplaces." ."

"Sixth, I was impressed by the variety of corporate I was impressed by the variety of corporate structures and modes of governance that these structures and modes of governance that these companies had come up with." companies had come up with."

"Finally, I noticed the I noticed the passionpassion that the leaders brought that the leaders brought to what the company did. to what the company did. They loved the subject matterThey loved the subject matter, , whether it be music, safety lighting, food, special whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, effects, constant torque hinges, beer, records storage, construction, dining, or fashion."construction, dining, or fashion."


VALUE-ADDED LADDER III.VALUE-ADDED LADDER III.

DREAM IT.DREAM IT.

Furniture vs. Dreams

“We do not sell ‘furniture’ at

Domain. We sell We sell dreamsdreams. This is

accomplished by addressing the half-formed needs in our

customers’ heads. By uncovering these needs, we, in essence, fill

in the blanks. We convert ‘needs’ into ‘dreams.’

Sales are the inevitable result.” — Judy George, Domain Home Fashions

““No longer are we only an No longer are we only an

insurance provider.insurance provider. Today, we Today, we also offer our customers also offer our customers

the products and the products and services that help them services that help them

achieve their dreamsachieve their dreams ——whether it’s financial security, whether it’s financial security, buying a car, paying for home buying a car, paying for home

repairs, or even taking a dream repairs, or even taking a dream vacation.”vacation.” ——Martin Feinstein, CEO, Farmers GroupMartin Feinstein, CEO, Farmers Group


UpUp


The Value-added Ladder/ EMOTIONEMOTION

Dreams Come TrueDreams Come TrueSpellbinding Experiences Gamechanging Solutions

ServicesGoods

Raw Materials

““Dreams Come True”:Dreams Come True”:

IBMIBMUPSUPS


UpUp


Ladder.2007: 3 of 6!Ladder.2007: 3 of 6!

Dreams Come TrueDreams Come True Spellbinding Experiences Spellbinding ExperiencesGamechanging SolutionsGamechanging Solutions

ServicesGoods

Raw Materials


SOUL.SOUL.DESIGN.DESIGN.

All Equal Except …

“At Sony we assume that all products of our competitors have

basically the same technology, price, performance and features. DesiDesiggn is the onln is the onlyy thin thingg that differentiates one that differentiates one

pproduct from another in roduct from another in the marketthe marketpplacelace.”.” —Norio

Ohga

“Design is

treated like a treated like a religionreligion at BMW.” —Fortune

“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means

veneer. … But to me, nothing could be further from the meaning of design.

Design is the Design is the fundamentalfundamental soulsoul of of

a man-made a man-made creation.”creation.” —Steve Jobs

CCDDOO**Chief Design Officer

women.women.BOOMERS.BOOMERS.GEEZERS.GEEZERS.

E-nor-mous E-nor-mous Strat-eg-ic Strat-eg-ic opp-or-tun-opp-or-tun-

ityity

women.women.BOOMERBOOMER

S.S.GEEZERS.GEEZERS.

““Forget Forget ChinaChina, , IndiaIndia and the and the InternetInternet: :

Economic Growth Is Economic Growth Is Driven by Driven by

WomenWomen.”.” —Headline, Economist,

April 15, 2006, Leader, page 14

Women’sWomen’s Trifecta+ Trifecta+

**BuyBuy * *WealthWealth

**LeadLead

++ECLIPSE OF ECLIPSE OF MALESMALES

(Old/Retire; Young/Poorly educated)

“Women are thethe

majority market”

—Fara Warner/The Power of the Purse

?????????

Home Furnishings … 94%Home Furnishings … 94%Vacations … 92% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)

Houses … 91%Houses … 91%D.I.Y. D.I.Y. (major “home projects”) … 80% … 80%

Consumer Electronics … 51% Consumer Electronics … 51% (66% home computers)

Cars … 68% (90%)Cars … 68% (90%)AllAll consumerconsumer purchasespurchases … … 83%83%

Bank Account … 89%Bank Account … 89%Household investment decisions … 67%Household investment decisions … 67%Small business loans/biz starts … 70%Small business loans/biz starts … 70%

Health Care … 80%Health Care … 80%

The Perfect Answer

Jill and Jack buy slacks in black…

“She knows moreknows more about the [Volvo] than the salesmanman who greets

her at the door. But how is she treated? As if she has a low IQ low IQ , is slightly hard hard of hearing of hearing , and really has no rightno right to

be buying a luxury car; and if she brought a male friend with her, odds are

10:1 that the clueless salesperson spent most of his time speaking to speaking to

him him .” —Selling to Men, Selling to Women, Jeffery Tobias Halter

“Women don’t buy

brands. They They join themjoin them.”.”

EVEolution

Selling to men: The The TRANSACTION Model Model

Selling to Women: The The RELATIONAL Model Model

Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

2.62.6 vs.vs.

2121

1. Men and women are different.1. Men and women are different.2. Very different.2. Very different.3. 3. VERY, VERY DIFFERENTVERY, VERY DIFFERENT..4. Women & Men have a-b-s-o-l-u-t-e-l-y4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. nothing in common.5. Women buy lotsa stuff.5. Women buy lotsa stuff.

6. 6. WOMEN BUY A-L-L THE WOMEN BUY A-L-L THE STUFFSTUFF..7. Women’s Market = Opportunity No. 1.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.8. Men are (STILL) in charge.9. 9. MEN ARE … TOTALLY, HOPELESSLYMEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. CLUELESS ABOUT WOMEN.

10. 10. Women’s Women’s Market = Market =

Opportunity Opportunity No. 1.No. 1.

Cases! Cases! Cases!Cases! Cases! Cases!McDonald’sMcDonald’s (“mom-centered” to “majority consumer”; not

via kids)

Home DepotHome Depot (“Do it [everything!] Herself”)

P&GP&G (more than “house cleaner”)

DeBeersDeBeers (“right-hand rings”/$4B)

AXA FinancialAXA FinancialKodakKodak (women = “emotional centers of the household”)

NikeNike (> jock endorsements; new def sports; majority consumer)

AvonAvonBratzBratz (young girls want “friends,” not a blond stereotype)

Source: Fara Warner/Fara Warner/The Power of the PurseThe Power of the Purse

““Forget Forget ChinaChina, , IndiaIndia and the and the InternetInternet: :

Economic Growth Is Economic Growth Is Driven by Driven by

WomenWomen.”.” —Headline, Economist,

April 15, 2006, Leader, page 14

10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE

WomenWomen make [all] the financial decisions. make [all] the financial decisions.WomenWomen control [all] the wealth. control [all] the wealth.WomenWomen [substantially] outlive men. [substantially] outlive men.WomenWomen start most of the new businesses. start most of the new businesses.Women’sWomen’s work force participation rates have work force participation rates have soared worldwide.soared worldwide.WomenWomen are closing in on “same pay for same are closing in on “same pay for same job.”job.”WomenWomen are penetrating senior ranks rapidly are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se].office per se].Women’s Women’s leadership strengths are exceptionally wellleadership strengths are exceptionally well aligned with new organizational effectiveness &aligned with new organizational effectiveness & value-added imperatives.value-added imperatives.WomenWomen are better salespersons than men. are better salespersons than men.WomenWomen buy [almost] everything—commercial buy [almost] everything—commercial as well as consumer goods.as well as consumer goods.

SoSo whatwhat exactlyexactly isis … … thethe pointpoint ofof menmen??

COROLLARY. COROLLARY. EXCELLENCE. EXCELLENCE.

WOMEN.WOMEN.RULE.RULE.

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that

female managers outshine their male counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

New (3 of 6) Value-added “Ladder”:New (3 of 6) Value-added “Ladder”: Plays to Women’s Inherent Strengths! Plays to Women’s Inherent Strengths!

Dreams Come True/Dreams Come True/FF Spellbinding Experiences/ Spellbinding Experiences/FFGamechanging Solutions/Gamechanging Solutions/FF

Services/FGoods/M

Raw Materials/M

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!““People turning 50 People turning 50

today have today have more more thanthan halfhalf of of their adult life their adult life

ahead of them.”ahead of them.” —Bill

Novelli, 50+: Igniting a Revolution to Reinvent America

2000-2010 Stats

18-44: -1%-1%

55+: ++2121%%(55-64: ++4747%%)

Boomers’-Geezers’-Women’s Trifecta+Boomers’-Geezers’-Women’s Trifecta+

*Buy/*Buy/allall *Wealth/ *Wealth/allall

*time left/ *time left/ lotslots *Eclipse of males/*Eclipse of males/retireretire--diedie

Average # of cars purchased per

household, “lifetime”: 1313Average # of cars bought per household

after the “head of household” reaches age

50: 77Source: Marti Barletta, PrimeTime Women

44-65: “New “New Customer Customer Majority”Majority” *

*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder

“Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is Which is pprettrettyy weird when weird when yyou consider aou consider agge 50 is rie 50 is rigght ht

about when about when ppeoeopple who have le who have worked all their lives start to worked all their lives start to

have some monehave some moneyy to s to sppendend.”.” —

Marti Barletta, PrimeTime Women

not.not.Yet.Yet.

Done.Done.

Just Say “No” (!):Just Say “No” (!):

Launch an

“Initiative.”

Women’s Trifecta+Women’s Trifecta+


*Lead/*Lead/ betterbetter +Eclipse of +Eclipse of males/males/whoopswhoops (Retire-old/Poorly educated-young)

Boomers’-Geezers’-Women’s Trifecta+Boomers’-Geezers’-Women’s Trifecta+


*time left/ *time left/ lotslots *Eclipse of males/*Eclipse of males/retireretire--diedie

E-nor-mous E-nor-mous Strat-eg-ic Strat-eg-ic opp-or-tun-opp-or-tun-

ity. Now.ity. Now.

““Little Little things”: The things”: The True “Basics”True “Basics”

Thank Thank You!You!

““The deepest The deepest human need is human need is the need to be the need to be appreciated.”appreciated.”

William JamesWilliam James

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.” —Henry Clay

““Leaders Leaders

‘‘SERVESERVE’’ people. people.

Period.”Period.” —Anon.

Servant LeadershipServant Leadership/Robert Greenleaf/Robert Greenleaf

1. 1. Do those served grow asDo those served grow as persons?persons? 2. 2. Do they, while being served, Do they, while being served,

become healthier wiser, freer, become healthier wiser, freer, more autonomous, more likely more autonomous, more likely themselves to become servants?themselves to become servants?

The Manager’s Book of The Manager’s Book of Decencies: How Small gestures Decencies: How Small gestures Build Great CompaniesBuild Great Companies —Steve Harrison, Adecco

Servant LeadershipServant Leadership —Robert Greenleaf

One: The Art and Practice of One: The Art and Practice of Conscious LeadershipConscious Leadership —Lance Secretan, founder of Manpower, Inc.

THE PROBLEMTHE PROBLEM IS RARELY THE IS RARELY THE

PROBLEM.PROBLEM.

THE PROBLEM IS THE PROBLEM IS RARELY/NEVER THE RARELY/NEVER THE

PROBLEM. THE PROBLEM. THE

RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY

ENDS UP BEING THE REAL ENDS UP BEING THE REAL PROBLEMPROBLEM.

PERCEPTION PERCEPTION IS ALL IS ALL

THERE IS. THERE IS. PERIODPERIOD.*

*From Whole Foods to IBM to the corner deli

Relationships (of all varieties): THERE THERE ONCE WAS A TIME WHEN A ONCE WAS A TIME WHEN A

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD

HAVE AVOIDED SETTING HAVE AVOIDED SETTING OFF THE DOWNWARD OFF THE DOWNWARD

SPIRAL THAT RESULTED IN SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.A COMPLETE RUPTURE.

RESPECTRESPECT

““It was much later that I realized Dad’s It was much later that I realized Dad’s secret. He gained respect by giving it. secret. He gained respect by giving it. He talked and listened to the fourth-He talked and listened to the fourth-

grade kids in Spring Valley who shined grade kids in Spring Valley who shined shoes the same way he talked and shoes the same way he talked and listened to a bishop or a college listened to a bishop or a college

president.president. He was seriously He was seriously interested in who you were interested in who you were and what you had to say.”and what you had to say.”

Sara Lawrence-Lightfoot, Respect

““Don’t Don’t belittle!”belittle!”

—OD Consultant—OD Consultant

R.O.I.R. R.O.I.R. Rules!Rules!

““You can make more You can make more friends in two months friends in two months bbyy becominbecomingg interested in interested in

other other ppeoeopple thanle than you can you can in two years by trying to in two years by trying to

get other people get other people interested in you.”interested in you.”

—Dale Carnegie

THE ONE THING THE ONE THING YOU NEED TO YOU NEED TO KNOWKNOW (Marcus Buckingham)(Marcus Buckingham)

“The key difference between checkers and chess is that in checkers the pieces

all move the same way, whereas in chess

all the pieces move differently. … Discover what is unique Discover what is unique about each person and about each person and

capitalize capitalize on iton it.”.” —Marcus Buckingham, The One Thing You Need

to Know

“The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach

person’s weaker areas and eradicate them. The great manager believes the

opposite. He believes that the most He believes that the most influential qualities of a person are influential qualities of a person are

innate and therefore that the essence innate and therefore that the essence of management is to deploy these of management is to deploy these innate qualities as effectively as innate qualities as effectively as

possible and so drive performancepossible and so drive performance.”.” —Marcus Buckingham, The One Thing You Need to Know

““The The oneone thinthing you g you need to know about need to know about sustained individual sustained individual

success: Discover what success: Discover what you don’t like doing you don’t like doing

and and stopstop doing it.”doing it.”

—Marcus Buckingham, The One Thing You Need to Know

SWEET SPOT: SWEET SPOT: SEEKING THE SEEKING THE DISDISCOMFORTCOMFORT

ZONE. ZONE.

““Do one Do one thing every thing every

day that day that scares you.”scares you.” —

Eleanor Roosevelt

““Every time we come to a Every time we come to a comfort zone, we will find a comfort zone, we will find a

way out.” “No Cloning.” way out.” “No Cloning.” “‘Reinvent the brand’ with “‘Reinvent the brand’ with each new show.” “A typical each new show.” “A typical

day at the office for me day at the office for me begins by asking, begins by asking, ‘‘What is What is

impossible that I am going to impossible that I am going to do todaydo today?’”?’” —Daniel Lamarre, president,—Daniel Lamarre, president,

Cirque du SoleilCirque du Soleil


BEDROCK.BEDROCK.TALENT.TALENT.

Hire Hire ververy y good good

people!people!

“We believe companies can increase their market cap 50

percent in 3 years. Steve Macadam at Georgia-Pacific …

changed 2020 of his 4040 box plant managers to put more talented, higher

paid managers in charge. He increased profitability from $$2525 million to

$$8080 million in 22 years.”

—Ed Michaels, War for Talent

CCtataOO*

*Chief talent acquisitiontalent acquisition Officer

EMPHASIZE EMPHASIZE THE “SOFT THE “SOFT SKILLS.”SKILLS.”

A Few Lessons from the Arts

Each hired and developed and evaluated in unique waysEach hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways =

23 personalities = 23 sets of motivators)

Attitude/Enthusiasm/Energy paramountAttitude/Enthusiasm/Energy paramountRe-lent-less!Re-lent-less!

“Practice is cool”“Practice is cool” (G Leonard/Mastery)

Team Team and and individual individual Aspire to Aspire to EXCELLENCE EXCELLENCE = Obvious= Obvious

Ex-e-cu-tionEx-e-cu-tionTalent = Brand = DuhTalent = Brand = Duh“The Project” rules“The Project” rulesEmotional languageEmotional language

Bit players. No.Bit players. No.B.I.WB.I.W. (everything)

Delta events = Delta rostersDelta events = Delta rosters (incl leader/s)

PUT HR AT THE PUT HR AT THE HEAD OF THE HEAD OF THE HEAD TABLE. HEAD TABLE. BEST PEOPLE. BEST PEOPLE.

NOBLEST NOBLEST MISSION.MISSION.

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; i.e., 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 Putting HRHR on on a par with finance a par with finance and marketing.and marketing.

SO YOU’RE A SO YOU’RE A “PEOPLE “PEOPLE

PERSON”? PERSON”? PROVE ITPROVE IT..

““The leaders of Great The leaders of Great

Groups Groups lovelove talent talent and and know where to find it. know where to find it.

They They revel revel in the in the talent of others.”talent of others.” —Warren

Bennis & Patricia Ward Biederman, Organizing Genius

PARC’s Bob Taylor:

“Connoisseu“Connoisseur r

of Talent”of Talent”

SO YOU’RE A SO YOU’RE A “PEOPLE “PEOPLE

PERSON”? PERSON”? PROVE ITPROVE IT..

< CAPEX< CAPEX> People!> People!


Implemented Implemented GamechangingGamechanging

Solutions Solutions (People intensive) (People intensive)Services Services (People & Capital intensive)(People & Capital intensive)

Goods Goods (Capital(Capital intensive)intensive) Raw Materials Raw Materials (Capital intensive)(Capital intensive)

LIVE FOR LIVE FOR TALENT!TALENT!

Our Mission

To develop and manage To develop and manage talent;talent;

to apply that talent,to apply that talent,throughout the world, throughout the world,

for the benefit of clients;for the benefit of clients;to do so in partnership; to do so in partnership;

to do so with profit.to do so with profit.

WPP

Brand Brand = =

Talent.Talent.

EVP/IBPEVP/IBP = = Remarkable Remarkable challenge, rapid professional challenge, rapid professional

growth, respect, satisfaction, fun, growth, respect, satisfaction, fun, stunning opportunity, exceptional stunning opportunity, exceptional reward, amazing peer group, full reward, amazing peer group, full membership in Club Adventure, membership in Club Adventure, maximized future employabilitymaximized future employability

Source: Ed Michaels, Source: Ed Michaels, The War for Talent; TPThe War for Talent; TP

EXCELLENCE. EXCELLENCE. INDIVIDUAL.INDIVIDUAL.BRAND YOU.BRAND YOU.

““One of the defining One of the defining characteristics [of the characteristics [of the

change] is that it will be change] is that it will be lessless driven by countries or driven by countries or

corporations and corporations and moremore driven driven by real people.by real people. It will unleash It will unleash

unprecedented creativity, advancement of unprecedented creativity, advancement of knowledge, and economic development. But knowledge, and economic development. But

at the same time, it will tend to undermine at the same time, it will tend to undermine safety net systems and penalize the safety net systems and penalize the

unskilled.”unskilled.” —Clyde Prestowitz, —Clyde Prestowitz, Three Billion New CapitalistsThree Billion New Capitalists

““If there is nothing If there is nothing very special about very special about your work,your work, no matter no matter how hard you apply yourself how hard you apply yourself

you won’t get noticed, and that you won’t get noticed, and that increasingly means you won’t increasingly means you won’t

get paid much either.”get paid much either.” —Michael Goldhaber, Wired

DistinctDistinct … or

…

ExtinctExtinct

““You are the You are the storyteller of your storyteller of your

own life, and you can own life, and you can create your own create your own

legend or not.”legend or not.” —Isabel Allende

New Work SurvivalKit.2007

1. MASTERY!MASTERY! (Best/Absurdly Good at Something!)

2. “Manage” to Legacy“Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)

3. A “USP”/UNIQUE SELLING PROPOSITIONA “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex ObsessionRolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)5. ENTREPRENEURIAL INSTINCTENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSON/CLOSERCEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)

7. Master of ImprovMaster of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)8. Sense of HumorSense of Humor (A willingness to Screw Up & Move On)

9. Comfortable with Your SkinComfortable with Your Skin (Bring “interesting you” to work!)

10. Intense Appetite for TechnologyIntense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?)11. EMBRACE “MARKETING”EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)

12. PASSION FOR RENEWALPASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)

13. EXECUTION EXCELLENCE!EXECUTION EXCELLENCE! (Show up on time! Leave last!)

Muhammad Yunus:Muhammad Yunus: ““All human beings All human beings are entrepreneursare entrepreneurs.. When we were When we were

in the caves we were all self-in the caves we were all self-employed . . . finding our food, feeding employed . . . finding our food, feeding ourselves. That’s where human history ourselves. That’s where human history

began . . . As civilization came we began . . . As civilization came we suppressed it. We became labor suppressed it. We became labor

because they stamped us, ‘You are because they stamped us, ‘You are labor.’ We forgot that we are labor.’ We forgot that we are

entrepreneurs.”entrepreneurs.”

Source: Muhammad Yunus/The News Hour—PBS/1122.2006

EXCELLENCE?EXCELLENCE?THE SCHOOLS THE SCHOOLS

FIASCO. FIASCO.

““The Creative The Creative Age is aAge is a widewide--openopen g gameame.”.”

—Richard Florida, The Rise of the Creative Class

“My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator

artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a

young age? His teacher informed His teacher informed us that he had refused to us that he had refused to

color within the lines, which color within the lines, which was a state requirement for was a state requirement for demonstrating ‘grade-level demonstrating ‘grade-level

motor skillsmotor skills.’ ” —Jordan Ayan, AHA!

15 “Leading” Biz Schools

DesignDesign/Core: 00Design/Elective: 1

CreativitCreativityy/Core: 00Creativity/Elective: 4

InnovationInnovation/Core: 00Innovation/Elective: 6

Source: DMI/Summer 2002/Research by Thomas Lockwood

New Economy Biz Degree Programs

MBAMBA (Master of Business AdministrationAdministration)

MMM1MMM1 (Master of MetaphysicalMetaphysical Management)

MMM2MMM2 (Master of MetabolicMetabolic Management)MGLFMGLF (Master of Great LeapsLeaps Forward)MTDMTD (Master of TalentTalent Development)

W/MW/MwwGTDGTDw/ow/oCC (Woman/Man Who Gets Gets Things DoneThings Done without Certificate)

DEDE (Doctor of EnthusiasmEnthusiasm)


BEDROCK.BEDROCK.LEADERSHIP.LEADERSHIP.

9Ps. 9Ps.

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..PresencePresence..PersonalPersonal..

PERSISTENCEPERSISTENCE..PEOPLEPEOPLE. . PotentPotent..

PositivePositive..

““People want to be part People want to be part of something larger of something larger

than themselvesthan themselves.. They They want to be part of want to be part of

something they’re really something they’re really proudproud of, that they’ll of, that they’ll fight fight forfor,, sacrifice sacrifice forfor , , trusttrust.”.”

—Howard Schultz, Starbucks (IBD/09.05)

“Management has a lot to do with answers. Leadership is a function

of questions. And the first question for a leader always is:

‘‘WhoWho dodo wewe iintendntend toto bebe?’?’ Not

‘What are we going to do?’ but ‘Who do we intend to be?’”

—Max De Pree, Herman Miller

Ah, kids: “What is your vision “What is your vision for the future?” for the future?” “What have you “What have you

accomplished since your first accomplished since your first book?”book?” “Close your eyes and “Close your eyes and

imagine me immediately doing imagine me immediately doing something about what you’ve just something about what you’ve just said. What would it be?” said. What would it be?” “Do you “Do you

feel you have an obligation to feel you have an obligation to ‘Make the world a ‘Make the world a

better place’?”better place’?”

PURPOSEPURPOSE..

PASSIONPASSION..PotentialPotential..PresencePresence..PersonalPersonal..


PositivePositive..

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge

““Whenever anything is Whenever anything is being accomplished, I being accomplished, I

have learned, it is being have learned, it is being done by a monomaniac done by a monomaniac with a mission.”with a mission.” —Peter Drucker

“A man without a A man without a smiling face must smiling face must

not open a not open a shop.”shop.” —Chinese Proverb

““It’s It’s alwaalwayyss showtime.”showtime.” —David D’Alessandro, Career Warfare

PURPOSEPURPOSE..PASSIONPASSION..

PotentialPotential..PresencePresence..PersonalPersonal..


PositivePositive..

“The role of the Director is to create a space where the actors

and actresses can become become more than they’ve ever more than they’ve ever been before, more than been before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance speech

“In the end, management doesn’t

change culture. Management

invitesinvites the workforce itself to change the culture.”

—Lou Gerstner

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..

PresencePresence..PersonalPersonal..


PositivePositive..

MBWAMBWA**5,000 miles for a 5-minute face-to

-face meeting (courtesy super-agent Mark McCormick)

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..PresencePresence..

PersonalPersonal..PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE. . PotentPotent..

PositivePositive..

“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG

““You must You must bebe the change you the change you

wish to see in the wish to see in the world.”world.”

Gandhi

EnthusiasmEnthusiasmEnergyEnergy

ExuberanceExuberanceVoracious CuriosityVoracious Curiosity

Irritability/Dis-satisfactionIrritability/Dis-satisfactionRelentlessnessRelentlessnessSelf-relianceSelf-reliance

“Closer” (Execution)“Closer” (Execution)excellenceexcellence



PositivePositive..

“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his

determination, but also it is the first known example of a very important

peculiarity of his character: Grant had an Grant had an extreme, almost extreme, almost pphobic hobic

dislike of turnindislike of turningg back and back and retracinretracingg his ste his steppss.. If he set out for

somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made

him such a formidable general. Grant would always, always press on—turning back was not an option for him.”

—Michael Korda, Ulysses Grant

““This [adolescent] incident [of getting from point A to point B] is notable not This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his only because it underlines Grant’s fearless horsemanship and his

determination, but also it is the first known example of a very important determination, but also it is the first known example of a very important

peculiarity of his characterpeculiarity of his character:: Grant had an Grant had an extreme, almost phobic extreme, almost phobic

dislike of turning back and dislike of turning back and retracing his steps.retracing his steps. If he set out for If he set out for

somewhere, he would get there somehow, whatever the difficulties that lay in somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made his way. This idiosyncrasy would turn out to be one the factors that made

him such a formidable general. Grant would always, always press on—him such a formidable general. Grant would always, always press on—turning back was not an option for him.”turning back was not an option for him.”

—Michael Korda, Ulysses Grant

RelentlessRelentless:: “One of “One of

my superstitions had always been my superstitions had always been when I started to go anywhere or to when I started to go anywhere or to

do anything,do anything, notnot to to turnturn backback ,, or stop, or stop,

until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant

““Success seems to Success seems to be largely a matterbe largely a matter

of of hanginghanging onon after others after others have let go.”have let go.” —William

Feather, author

““Success seems to Success seems to be largely a matterbe largely a matter

of of hanginghanging onon after others after others have let go.”have let go.” —William —William

Feather, authorFeather, author


PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE. . PotentPotent..

PositivePositive..


‘‘dodo’’ people. people.



‘‘SERVESERVE’’ people. people.


Servant LeadershipServant Leadership/Robert Greenleaf/Robert Greenleaf

1. 1. Do those served grow asDo those served grow as persons?persons? 2. 2. Do they, while being served, Do they, while being served,

become healthier wiser, freer, become healthier wiser, freer, more autonomous, more likely more autonomous, more likely themselves to become servants?themselves to become servants?


PERSISTENCEPERSISTENCE..PEOPLEPEOPLE. .

PotentPotent..PositivePositive..

Kevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. Avoid moderationAvoid moderation!!

"The reasonable man adapts The reasonable man adapts himself to the world. The himself to the world. The

unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to

himself. Therefore, all progress himself. Therefore, all progress depends upon the unreasonable depends upon the unreasonable

man.”man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

Michelangelo



PositivePositive..

On NELSON: “[other] “[other] admirals more admirals more frightened of frightened of losing than losing than

anxious to win”anxious to win”



PositivePositive..

““Excellence can be obtained if you:Excellence can be obtained if you: ... care more than others think is wise; ... care more than others think is wise; ... risk more than others think is safe; ... risk more than others think is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

"Life is not a journey to the grave with the intention of arriving safely in one pretty

and well preserved piece, but to skid across the line

broadside, thoroughly used up, worn out, leaking oil, shouting

‘GERONIMO!’GERONIMO!’ ” —Bill McKenna, professional motorcycle racer

(Cycle magazine 02.1982)

Ger-Ger-onon--i-moi-mo!!

happy 50 th birthday !

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********** happy 50 th birthday ! **********

happy 50 th birthday !