Better Life - Tom Peters

8/7/2019 Better Life - Tom Peters

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The Re-imaginationImperative:

A Passion for Passion!

Tom Peters/National Leadership Summit 2004/Minneapolis/26June04


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Slides at

tompeters.com


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Uncertainty is the onlything to be sure of.Anthony Muh,

head of investment in Asia, Citigroup Asset Management

If you dont like change,youre going to like

irrelevance even less.General EricShinseki, retired Chief of Staff,

U. S. Army


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Context:A

Perfect Storm.


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A Perfect StormJobs

TechnologyGlobalization

Security


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14 MILLIONservice jobs are in

danger of being

shipped overseasUCB study/11.04


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When I was growing up, myparents used to say to me:

Finish your dinnerpeople in

China are starving. I, by contrast,find myself wanting to say to mydaughters: Finishyour

homeworkpeopleinChinaandIndiaarestarvingforyourjob. Thomas Friedman/06.24.2004


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E.g.

Jeff Immelt: 75% ofadmin, backroom, finance digitalized in

years.

Source: BW (01.28.02)


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This is a dangerous world and

it is going to become more dangerous.

We may not be

interested in chaos butchaos is interested

in us.Source: Robert Cooper, The Breaking of Nations:

Order and Chaos in the Twenty-first Century


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Biases &Purpose.


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In Toms world, itsalways better to try a swan

dive and deliver acolossal belly flop than tostep timidly off the

board while holding yournose.Fast Company/October2003


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The greatest dangerfor most of us

is not that our aim is

too highand we miss it,but that it is

too lowand we reach it.Michelangelo


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It is the foremost taskand responsibility

of our generation tore-imagine ourenterprises, private

and public. from the back cover,Re-imagine!


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#1: A Bias

forA

ction.


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We have a

strategic plan.Its called doing

things. Herb Kelleher


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Fail.

Forward.

Fast.


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Sams

Secret #1!


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Fail.Forward.Fast. High-tech Exec


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Reward

excellentfailures. Punishmediocre successes.

Phil Daniels, Sydney exec (and, de facto, Jack)


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Weird Wins!


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Huh?

Quiet, workmanlike, stoicleaders bring about the big

transformations. JC


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WellingtonNelson

DisraeliChurchill

MontgomeryThatcher


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T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. FranklinA. Lincoln/U.S. Grant/W.T. Sherman

TR/FDR/LBJ/RR/JFKPatton/Monty/Halsey

M.L. King/C. de Gaulle/M. Gandhi/W. Churchill

Picasso/Mozart/Copernicus/Newton/Einstein/Djarassi/WatsonH. Clinton/G. Steinem/I. Gandhi/G. Meir/M. Thatcher

E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B. Gates/S. Jobs/S. McNealy/T. Turner/R. Murdoch/W. Wriston

A. Carnegie/J.P. Morgan/H. Ford/S. Honda/J.D. Rockefeller/

T.A

. EdisonRummy/Norm/Henry/WolfieElizabeth Cady Stanton/Susan B. Anthony/Martha CaryThomas/Carrie Chapman Catt/Alice Paul/Anna Elizabeth

Dickinson/Arabella Babb Mansfield/Margaret Sanger


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FLASH:

Innovation is

easy!


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Saviors-in-Waiting

Disgruntled Customers

Off-the-Scope CompetitorsRogue Employees

Fringe

Suppliers

Wayne Burkan, Wide Angle Vision: Beat the Competition byFocusing onFringe Competitors, Lost Customers, and Rogue Employees


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To grow, companies needto break out of a vicious

cycle of competitivebenchmarking and

imitation. W. Chan Kim & Ren Mauborgne,Think for YourselfStop Copying a Rival, Financial

Times/08.11.03


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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 cant beremarkable by following someone else whos remarkable. One way to figure

out a theory is to look at whats working in the real world and determine what

the successes have in common. But what could the FourSeasons andMotel6 possibly have in common? Or Neiman-Marcus andWal*Mart? Or Nokia

(bringing out new hardware every 30 days or so) and Nintendo (marketing

the same Game Boy14 years in a row)? Its 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. Theyre on

the fringes.S

uperfast or superslow. Very exclusive or very cheap. Extremelybig or extremely small. The reason its 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 takenso its no longer remarkable when

you decide to do it.Seth Godin, Fast Company/02.2003


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The Bottleneck is at theTop of the Bottle

Where are you likely to find people with the

least diversity of experience, the largestinvestment in the past, and the greatestreverence for industry dogma?

At the top! Gary Hamel, Strategy or Revolution/

HarvardBusiness Review


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I Dont Know!


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Ninety percent of what

we call management

consists of making it

difficult for people to get

things done. P.D.


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Quests!


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Organizing Genius / Warren Bennis and Patricia

Ward Biederman

Groups become great only wheneveryone in them, leaders and

members alike, is free to do his or herabsolute best.

The best thing a leader can do for aGreat Group is to allow its members to

discover their greatness.


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Best TalentW

ins!


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Brand =Talent.


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The leaders ofGreatG

roups love talentand knowwhere to find it. They revel inthe talent of others.

Warren Bennis & Patricia Ward Biederman,Organizing Genius


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Les Wexner: Fromsweaters to people!


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WomenRule!


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AS

LEAD

ERS

,W

OMENRULE: New Studies find

that female managersoutshine their malecounterparts in almost

every measureTitle, Special Report, BusinessWeek, 11.20.00


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Womens Strengths Match New Economy

Imperatives: Link [rather than rank] workers;favor interactive-collaborative leadership style[empowerment beats top-down decision making];sustain fruitful collaborations; comfortable with

sharing information; see redistribution of poweras victory, not surrender; favor multi-dimensionalfeedback; value technical & interpersonal skills,individual & group contributions equally; readily

accept ambiguity; honor intuition as well as purerationality; inherently flexible; appreciate

cultural diversity.

Source: Judy B. Rosener, Americas Competitive Secret: Women Managers


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Internationally, the United

States ranked 60th

inwomens leadership, behindSierra Leone and tied with

Andorra. Marie Wilson, Closing the Leadership Gap


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10.1/28/3.6


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Educate for a

Creative

Society!


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Age ofAgricultureIndustrial Age

Age of Information IntensificationAge of Creation Intensification

Source: Nomura Research Institute


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My wife and I went to a [kindergarten] parent-teacher

conference and were informed that our buddingrefrigerator artist, Christopher, would be receiving a

grade of Unsatisfactory in art. We were shocked. Howcould any childlet alone our childreceive a poor

grade in art at such a young age? His teacherinformed us that he had refused to

color within the lines, which was a

state requirement for demonstratinggrade-level motor skills.

Jordan Ayan, AHA!


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Ye gads: Thomas Stanley has not only found no

correlation between success in school and anability to accumulate wealth, hes actually founda negative correlation. It seems that school-

related evaluations are poor predictors of

economic success, Stanley concluded. What didpredict success was a willingness to take risks.

Yet the success-failure standards of mostschools penalized risk takers. Most educational

systems reward those who play it safe. As aresult, those who do well in school find it hard to

take risks later on.Richard Farson & Ralph Keyes, WhoeverMakes the MostMistakes Wins


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15Leading Biz Schools

Design/Core: 0Design/Elective: 1

Creativity/Core: 0Creativity/Elective: 4Innovation/Core: 0

Innovation/Elective: 6

Source: DMI/Summer 2002


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Make Dreams

Come True!


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From Products and

Services toScintillating

Experiences


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The surplus society has a surplus of

similarcompanies, employing

similarpeople, with similar

educational backgrounds, coming upwith similarideas, producing

similarthings, with similarprices

and similarquality.

Kjell Nordstrm and Jonas Ridderstrle, FunkyBusiness


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TheExperience Ladder

ExperiencesServicesGoods

Raw Materials


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Experiences are asdistinct from services

as services are fromgoods.

Joseph Pine & James Gilmore, The Experience Economy:

Work Is Theatre & EveryBusiness a Stage


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Club Med is morethan just a resort; its a

means of rediscoveringoneself, of inventing an

entirely new me. Source: Jean-Marie Dru, Disruption


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Experience: Rebel Lifestyle!

What we sell is the ability for

a4

3-year-old accountant todress in black leather, ride

through small towns and have

people be afraid of him.Harley exec, quoted in Results-Based Leadership


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Duet Whirlpool washing machine tofabric 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.W

hen they arerunning efficiently, our lives are running

efficiently. They are part of my family.machine as aesthetic showpiece laundry

room to family studio/ designer laundryroom (complements Sub-Zero refrigerator andhome-theater center)

Source: New York Times Magazine/01.11.2004


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1997-2001

>$600: 10% to 18%$400-$600: 49% to 32%

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Better Life - Tom Peters