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Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow /23.04.2002

Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

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Page 1: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Tom Peters’ Seminar2002

We Are In A Brawl With No

Rules!Glasgow/23.04.2002

Page 2: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

All Slides Available at …

tompeters.comNote: Lavender text in this file is a link

Page 3: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

CONTEXT

Page 4: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Confusion Reigns.

Page 5: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“There will be more

confusion in the business world in the next decade than in any decade in history. And the current pace of

change will only accelerate.”Steve Case

Page 6: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Destruction Imperative.

Page 7: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

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

Page 8: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms

listened to their customers, invested aggressively in technologies that would provide their customers more

and better products of the sort they wanted, and because they carefully studied market trends and

systematically allocated investment capital to innovations that promised the best returns, they lost

their positions of leadership.”

Clayton Christensen, The Innovator’s Dilemma

Page 9: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

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

Page 10: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Axiom (Hypothesis): We have been screwed by Benchmarking … Best Practice … C.I./Kaizen.

Axiom (Hypothesis): We need Masters of Discontinuity/

Masters of Ambiguity … in discontinuous/ambiguous

times.

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20 of 267 of top 10*

Page 12: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

*P&G: Declining domestic sales in 20 of 26 categories; 7 of top 10

categories. (The “billion-dollar” problem.)

Source: Advertising Age 01.21.2002/BofA Securities

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Primary Obstacles to “Marketing-driven Change”

1. Fear of “cannibalism.”2. “Excessive cult of the consumer”/ “customer driven”/ “slavery to demographics, market research and focus groups.”3. Creating “sustainable advantage.” Source: John-Marie Dru, Disruption

Page 14: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

A White Collar Revolution.

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E.g. …

Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in

3 years.

Source: BW (01.28.02)

Page 16: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

IBM’s Project

eLiza!** “Self-bootstrapping”/ “Artilects”

Page 17: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Unless mankind redesigns itself by changing our DNA through altering our genetic

makeup, computer-generated robots will take

over the world.” – Stephen

Hawking, in the German magazine Focus

Page 18: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

IS/IT/Web … “On the Bus” or “Off the Bus.”

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100 square feet

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The Real “News”: X1,000,000

TowTruckNet.com

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WebWorld = Everything

Web as a way to run your business’s innardsWeb as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry

Web/B2B as ultimate wake-up call to “commodity producers”

Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer data

Web as an Encompassing Way of LifeWeb = Everything (P.D. to after-sales)

Web forces you to focus on what you do bestWeb as entrée, at any size, to World’s Best at Everything

as next door neighbor

Page 22: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Message: eCommerce is not a technology play! It is a

relationship, partnership, organizational and

communications play, made possible by new

technologies.

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Message: There is no such thing as an effective B2B or

Internet-supply chain strategy in a low-trust,

bottlenecked-communication, six-layer

organization.

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“Ebusiness is about rebuilding the organization from the

ground up. Most companies today are not built to exploit the Internet.

Their business processes, their approvals, their hierarchies, the

number of people they employ … all of that is wrong for running an

ebusiness.”

Ray Lane, Kleiner Perkins

Page 25: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Read It Closely: “We don’t sell

insurance anymore. We sell speed.”

Peter Lewis, Progressive

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“Suppose – just suppose – that the Web is a new world we’re just beginning to inhabit. We’re like the earlier European settlers in the United States, living on the

edge of the forest. We don’t know what’s there and we don’t know exactly what we need to do to find out: Do we pack mountain climbing gear, desert wear, canoes, or all three? Of course while the settlers may not have

known what the geography of the New World was going to be, they at least knew that there was a geography. The Web, on the other hand, has no

geography, no landscape. It has no distance. It has nothing natural in it. It has few rules of behavior and fewer lines of authority. Common sense doesn’t hold

here, and uncommon sense hasn’t yet emerged.” David Weinberger, Small Pieces Loosely Joined

Page 27: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

RESPONSE

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The “PSF Solution”:

The Professional Service Firm Model.

Page 29: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

So what will be the Basic Building

Block of the New Org?

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Every job done in W.C.W. is

also done “outside”

…for profit!

Page 31: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Answer: PSF![Professional Service Firm]

Department Head

to …

Managing Partner, HR [IS, etc.] Inc.

Page 32: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

TP to NAPM: You are the …

Rock Stars of the

B2B Age!

Page 33: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

eHR*/PCC***All HR on the Web

**Productivity Consulting Center

Source: E-HR: A Walk through a 21st Century HR Department, John Sullivan, IHRIM

Page 34: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Model PSF …

Page 35: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

(1) Translate ALL departmental activities into discrete W.W.P.F. “Products.”(2) 100% go on the Web.

(3) Non-awesome are outsourced (75%??).

(4) Remaining “Centers of Excellence” are retained & leveraged to the hilt!

Page 36: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“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 (sas.com)

Page 37: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Heart of the Value

Added Revolution: PSFs Unbound/ The “Solutions

Imperative.”

Page 38: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Base Case: The Sameness Trap I

Page 39: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“While everything may

be better, it is also increasingly the same.”

Paul Goldberger on retail, “The Sameness of Things,” The New York Times

Page 40: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“We make over three new product announcements a

day. Can you remember

them? Our customers can’t!”Carly Fiorina

Page 41: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“The ‘surplus society’ has a surplus of

similar companies, employing

similar people, with similar educational backgrounds, working in

similar jobs, coming up with similar

ideas, producing similar things, with

similar prices and similar quality.”

Kjell Nordstrom and Jonas Ridderstrale, Funky Business

Page 42: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Big Day!

Page 43: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

09.11.2000: HP bids

$18,000,000,000for

PricewaterhouseCoopersconsulting business!

Page 44: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“These days, building the best server isn’t enough. That’s the

price of entry.”Ann Livermore, Hewlett-Packard

Page 45: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“We want to be the air traffic

controllers of electrons.”

Bob Nardelli, GE Power Systems

Page 46: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Customer Satisfaction” to “Customer Success”

“We’re getting better at [Six Sigma] every day. But we really

need to think about the customer’s profitability. Are customers’

bottom lines really benefiting from what we provide them?”

Bob Nardelli, GE Power Systems

Page 47: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Keep In Mind: Customer

Satisfaction versus

Customer

Success

Page 48: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Gerstner’s IBM: Systems Integrator of

choice. Global Services:

$35B. Pledge/’99: Business Partner Charter. 72 strategic partners,

aim for 200. Drop many in-house

programs/products. (BW/12.01).

Page 49: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“UPS wants to take over the sweet spot in the endless loop

of goods, information and capital that all the packages

[it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics

manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

Page 50: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Zounds!

Page 51: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“These days, building the best server isn’t

enough. That’s the price of entry.”Ann Livermore, Hewlett-Packard

Page 52: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“We want to be the air traffic

controllers of electrons.”

Bob Nardelli, GE Power Systems

Page 53: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Gerstner’s IBM: Systems Integrator of choice.

(BW/12.01). Global Services: $35B. Pledge/’99: Business Partner Charter. 72 strategic partners, aim for

200. Drop many in-house programs/products.

Page 54: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“No longer are we only an insurance provider. Today,

we also offer our customers the products and services that help them

achieve their dreams, whether it’s financial security, buying a car, paying

for home repairs, or even taking a dream vacation.”—Martin Feinstein, CEO,

Farmers Group

Page 55: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“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)

Page 56: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Our mission is to go from being the world’s premier timeshare—which is a large idea in a small industry—to being

what we call the market makers for global travel and leisure. We need to enable developers to be involved in

more travel and leisure products, rather than just the timeshare side.”—

Ken May, RCI (Source: Developments)

Page 57: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“VISIONS OF A BRAND-NAME OFFICE EMPIRE. Sam Zell is not a man plagued by self doubt. Mr. Zell controls public

companies that own nearly 700 office buildings in the United States. … Now Mr. Zell says he will

transform the real estate market by turning those REITs into national brands. … Mr. Zell

believes [clients] will start to view those offices as something more than a commodity chosen chiefly by price and location.” –New York Times

(12.16.2001)

Page 58: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“UPS wants to take over the sweet spot in the endless loop

of goods, information and capital that all the packages

[it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics

manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

Page 59: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Omnicom: 57% (of

$6B) from marketing services

Page 60: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Core Logic: (1) 108X5 to 8X1/ eLiza/ 100sf. (2)

Dept. to PSF/ WWPF. (3) V.A. via PSFs Unbound/ “Solutions”/ “Customer

Success.”

Page 61: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Model2002/3/4/5/??

Dell* + IBM** =

Magic

*Cut (ALL) the bullshit

**Add (LOTSA) “soft”/“integrative”/“experiences” value

Page 62: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The …

Solutions25.

Page 63: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

1. It’s the (OUR!) organization, stupid!2. Friction free! 3. No STOVEPIPES!4. “Stovepiping” is a F.O.—Firing Offense.5. ALL on the web! (ALL = ALL.)6. Open access!6. Project Managers rule! (E.g.: Control the purse strings and evals.)7. VALUE-ADDED RULES! (Services Rule.) (Experiences Rule.) (Brand Rules.)8. SOLUTIONS RULE! (We sell SOLUTIONS. Period. We sell PRODUCTIVITY & PROFITABILITY. Period.)9. Solutions = “Our ‘culture.’ ”10. Partner with B.I.C. (Best-In-Class). Period.

Page 64: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

11. All functions contribute equally—IS, HR, Finance, Purchasing, Engineering, Logistics, Sales, Etc.12. Project Management can come from any function.13. WE ARE ALL IN SALES. PERIOD.14. We all invest in “wiring” the customer organization.15. WE ALL “LIVE THE BRAND.” (Brand = Solutions. That MAKE MONEY FOR OUR CUSTOMER- PARTNER.)16. We use the word “PARTNER” until we all want to barf!17. We NEVER BLAME other parts of our organization for screw-ups.18. WE AIM TO REINVENT THIS INDUSTRY!19. We hate the word-idea “COMMODITY.”

Page 65: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

20. We believe in “High tech, High touch.”21. We are DREAMERS.22. We deliver . (PROFITS.) (CUSTOMER SUCCESS.)23. If we play the “SOLUTIONS GAME” brilliantly, no one can touch us!24. Our TEAM needs 100% I.C.s (Imaginative Contributors). This is the ULTIMATE “All Hands” affair!25. This is a hoot!

Page 66: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Q: Is that all there is?

A: Quite possibly.

“Roche’s New Scientific Method”—Fast

Company. And? X-Functional Teams (NO STOVEPIPES!). “Fail fast.” “The only way to embrace a technological revolution, Roche has discovered, is to unleash an organizational revolution.”

Page 67: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Innovation & Speed Basics*

1. XFTs are the “culture.”2. Project-centric. 3. Open “talent market.”4. “Cause-based” projects. 5. Ubiquitous “open systems.” IS—at home & throughout supply chain. Web based.6. F-L-A-T.

*Innovation, Speed, CRM, “Experience”/ “Solution” demand this

Page 68: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Innovation & Speed’s “New Basics”*

1. XFTs are the “culture.”2. Project-centric. 3. Open “talent market.”4. “Cause-based” projects. 5. Ubiquitous “open systems.” IS—at home & throughout supply chain. Web based.6. F-L-A-T.

*Innovation, Speed, CRM, “Experience”/ “Solution” demand this

Page 69: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Supply Chain” 2000:

“When Joe Employee at Company X launches his browser, he’s taken to Company X’s personalized

home page. He can interact with the entire scope of Company X’s world – customers, other employees, distributors, suppliers, manufacturers, consultants. The browser – that is, the portal – resembles a My

Yahoo for Company X and hooks into every network associated with Company X. The real trick is that Joe

Employee, business partners and customers don’t have to be in the office. They can log on from a cell phone, Palm Pilot, pager or home office system.”

Red Herring (09.2000)

Page 70: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Real “New Economy”

“Imagine a chess game in which, after every half dozen moves, the arrangement of the pieces on the

board stays the same but the capabilities of the pieces randomly change. Knights now move like

bishops, bishops like rooks … Technology does that. It rubs out boundaries that separate industries.

Suddenly new competitors with new capabilities will come at you from new directions. Lowly truckers in

brown vans become geeky logistics experts. …”

Business 2.0 (8.2001)

Page 71: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Tomorrow’s Organizations

… Itinerant Potential

Machines.

Page 72: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

TALENT POOL TO DIE FOR. Youthful. Insanely energetic. Value creativity. Risk taking is routine. Failing is normal … if you’re stretching. Want to “make their

bones” in “the revolution.”Love the new technologies. Well rewarded. Don’t plan to

be around 10 years from now.

Page 73: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

TALENT POOL PLUS. Seek out and work with “world’s best” as needed (it’s often

needed). “We aim to change the world, and we need gifted colleagues—who well may

not be on our payroll.”

Page 74: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

BRASSY-BUT-GROUNDED-LEADERSHIP. Say “I don’t know”—and then unleash the TALENT.

Have a vision to be DRAMATICALLY DIFFERENT—but don’t expect the co. to be around forever. Will scrap pet projects, and change course 180

degrees—and take a big write-off in the process. NO REGRETS FROM SCREW-UPS WHOSE TIME

HAS NOT-YET-COME. GREAT REGRETS AT TIME & $$$ WASTED ON “ME TOO” PRODUCTS

AND PROJECTS.

Page 75: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.) “Visionary” leaders matched by leaders with

shrewd business sense: “HOW DO WE TURN A PROFIT ON THIS GORGEOUS IDEA?”

Appreciate “market creation” as much as or more than “market share growth.” ARE

INSANELY AWARE THAT MARKET LEADERS ARE ALWAYS IN PRECARIOUS POSITIONS,

AND THAT MARKET SHARE WILL NOT PROTECT US, IN TODAY’S VOLATILE WORLD,

FROM THE NEXT KILLER IDEA AND KILLER ENTREPRENEUR. (Gates. Ellison. Venter.

McNealy. Walton. Case. Etc.)

Page 76: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

ALLIANCE MANIACS. Don’t assume that “the best resides within.” WORK WITH A

SHIFTING ARRAY OF STATE-OF-THE-ART PARTNERS FROM ONE END OF THE “SUPPLY CHAIN” TO THE OTHER.

Including vendors and consultants and … especially … PIONEERING CUSTOMERS …

who will “pull us into the future.”

Page 77: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

TECHNOLOGY-NETWORK FANATICS. Run the whole-damn-company, and relations with all

outsiders, on the Internet … at Internet speed. Reluctant to work with those who don’t share

this (radical) vision.

Page 78: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

POTENTIAL MACHINES-ORGANISMS. Don’t know what’s coming next. But are ready to jump at opportunities, especially those that challenge-overturn our own “way of doing

things.”

Page 79: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

In a world of “no rules” …

passion-based talent, ideas &

speed are the only rules.

Source: Equinox Manifesto (12.01)

Page 80: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

PSF Unbound+: It’s the

EXPERIENCE.

Page 81: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Experiences are as distinct from services as services are from

goods.”Joseph Pine & James Gilmore, The Experience Economy:

Work Is Theatre & Every Business a Stage

Page 82: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Experience: “Rebel Lifestyle!”

“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride

through small towns and have people be afraid of him.”

Harley exec, quoted in Results-Based Leadership

Page 83: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“The [Starbucks] Fix” Is on …

“We have identified a ‘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

Page 84: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an

entirely new ‘me.’ ”

Source: Jean-Marie Dru, Disruption

Page 85: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Guinness as a brand is all about community.

It’s about bringing people together and sharing

stories.”—Ralph Ardill, Imagination, in re Guinness Storehouse

Page 86: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

From “Service’ to “Cause”

7X. 730A-800P. F12A.*

*Plus: WOW Department’” “Kill a Stupid Rule” contests, etc. 2001R: 34%; P: 29%; ’90-’00: 2,048%. Commerce

Bank/NJ ($10B). Source: FC05.02.

Page 87: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Bob Lutz: “I see us as being in the art business. Art,

entertainment and mobile sculpture, which,

coincidentally, also happens to provide transportation.”

Source: NYT 10.19.01

Page 88: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The “Experience Ladder”

Experiences Services

Goods Raw Materials

Page 89: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Ladder Position Measure

Solutions Success(Experiences)

Services Satisfaction

Goods Six-sigma

Page 90: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The “Soul” of “Experiences”:

Design Mindfulness.

Page 91: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Design’s place in the universe.

Page 92: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

And Tomorrow …

“Fifteen years ago companies competed on price. Now it’s

quality. Tomorrow it’s design.”

Robert Hayes

Page 93: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

All Equal Except …

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

technology, price, performance and

features. Design is the only thing that differentiates one product from another in the

marketplace.”Norio Ohga

Page 94: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Design is treated like a religion at

BMW.”Fortune

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“The new Beetle fails at most categories. The only

thing it doesn’t fail in is

drop-dead charm.”Jerry Hirshberg, Nissan Design International

Page 96: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Object of Desire!

“Every now and then, a design comes along that radically changes the way we think about a particular object. Case in

point: the iMac. Suddenly, a computer

is no longer an anonymous box. It is a sculpture, an object of desire, something that you look at.”

Katherine McCoy & Michael McCoy, Illinois Institute of Technology

Page 97: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“The good 10 percent of product design comes out of big-idea companies that don’t believe in talking to the customer. They're

run by passionate maniacs who make everybody’s life miserable until they get what they want.”

Bran Ferren, Applied Minds/Wired 1-2001

Page 98: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“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 fundamental soul

of a man-made creation.”

Steve Jobs

Page 99: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Bottom Line.

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Design “is” … WHAT & WHY I LOVE.

LOVE.

Page 101: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

All Time No.1 (TP)

Ziplocs

Page 102: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Design “is” … WHY I

GET MAD. MAD.

Page 103: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Design is never neutral.

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Hypothesis: DESIGN is the principal difference between love and

hate!

Page 105: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

THE BASE CASE: I am a design fanatic. Though not “artistic,” I love “cool stuff.” But it goes [much]

further, far beyond the personal. Design has become a professional obsession. I SIMPLY BELIEVE THAT

DESIGN PER SE IS THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or

detachment] RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is

arguably the #1 DETERMINANT of whether a product-service-experience stands out … or doesn’t.

Furthermore, it’s another “one of those things” that damn few companies put – consistently – on the

front burner.

Page 106: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Message (?????): Men cannot design for women’s

needs.

Page 107: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

It all adds up to …

THE BRAND.

Page 108: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Heart of Branding …

Page 109: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“WHO ARE WE?”

Page 110: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Most companies tend to equate branding with the company’s marketing. Design a new marketing

campaign and, voilà, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how

clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO

I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To

put it bluntly, it is a matter of whether – or not – you want to be … UNIQUE … NOW.”

Jesper Kunde, A Unique Moment

Page 111: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“WHAT’S OUR

STORY?”

Page 112: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion.

Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions

to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand

that their products are less important than their stories.”

Rolf Jensen, Copenhagen Institute for Future Studies

Page 113: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Apple opposes, IBM solves, Nike exhorts,

Virgin enlightens, Sony dreams, Benetton

protests. … Brands are not nouns but verbs.”

Source: Jean-Marie Dru, Disruption

Page 114: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

DO THE HOUSEKEEPERS & CLERKS “BUY

IT”? [ARE YOU V-E-R-Y SURE?]

Page 115: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“EXACTLY HOW ARE WE

DRAMATICALLY DIFFERENT?”

Page 116: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion)

2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)

3RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It:

See the next slide.)

Source: Jump Start Your Business Brain, Doug Hall

Page 117: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

2 Questions:

“How likely are you to purchase this new product or service?” (95% to 100% weighting by execs)

“How unique is this new product or service?” (0% to 5%*)

*No exceptions in 20 years – Doug Hall, Jump Start Your Business Brain

Page 118: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“EXACTLY HOW DO I PASSIONATELY CONVEY THAT

DRAMATIC DIFFERENCE TO THE

CLIENT ?”

Page 119: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Brand Promise” Exercise: (1) Who Are WE? (poem/novella/song, then 25

words.) (2) List three ways in which we are UNIQUE … to our Clients.

(3) Who are THEY (competitors)? (ID, 25 words.)

(4) List 3 distinct “us”/“them” differences. (5) Try “results” on your teammates. (6) Try ’em on a friendly Client. (7) Try ’em on a

skeptical Client!

Page 120: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

THE INDIVIDUAL

Page 121: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Re-inventing the Individual: BRAND

YOU. (Or Else.)

Page 122: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“If there is nothing very special about

your work, no matter how hard you apply yourself, you won’t get noticed, and that

increasingly means you won’t get paid much either.”

Michael Goldhaber, Wired

Page 123: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Minimum New Work SurvivalSkillsKit2002

MasteryRolodex Obsession (vert. to horiz. “loyalty”)

Entrepreneurial InstinctCEO/Leader/Businessperson/Closer

Mistress of ImprovSense of Humor

Intense Appetite for TechnologyGroveling Before the Young

Embracing “Marketing”Passion for Renewal

Page 124: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“My ancestors were printers in Amsterdam from 1510 or so until

1750, and during that entire time they didn’t have to learn anything

new.”Peter Drucker, Business 2.0 (08.22.00)

Page 125: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Knowledge becomes obsolete incredibly fast. The

continuing professional education of adults is the

No. 1 industry in the next 30 years … mostly on line.”

Peter Drucker,Business 2.0 (22August2000)

Page 126: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Invent. Reinvent. Repeat.

Source: HP banner ad

Page 127: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

THE WORK

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Redefining the Work Itself I:

The WOW Project.

Page 129: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Reward excellent failures. Punish

mediocre successes.”

Phil Daniels, Sydney exec

Page 130: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Let’s make a dent in the universe.”

Steve Jobs

Page 131: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Language

matters!

Page 132: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Re-defining the Work

Itself II: WOW Projects for the

“Powerless.”

Page 133: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

World’s Biggest Waste …

Selling “Up”

Page 134: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

THE IDEA: Model F4

Find a Fellow

Freak Faraway

Page 135: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

F2F!/K2K!/1@T/R.F!A.*

*Freak to Freak/ Kook to Kook/ One at a Time/ Ready.Fire!Aim.

Page 136: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

BOTTOM LINE

The Enemy!

Page 137: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Joe J. Jones Joe J. Jones 1942 – 2002 1942 – 2002

HE WOULDA DONE SOME HE WOULDA DONE SOME

REALLY COOL STUFF REALLY COOL STUFF

BUT …BUT …

HIS BOSS WOULDN’T LET HIM! HIS BOSS WOULDN’T LET HIM!

Page 138: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo

Page 139: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Characteristics of the “Also rans”*

“Minimize risk”“Respect the chain of

command”“Support the boss”

“Make budget”*Fortune, article on “Most Admired Global Corporations”

Page 140: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

WHO WILL GO TO

STOCKHOLM?

(Damn it.)

Page 141: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The

Sales25.

Page 142: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Sales25: Great Salespeople …

1. Know the product. (Find cool mentors, and use them.)

2. Know the company.3. Know the customer. (Including the customer’s consultants.) (And especially the “corporate culture.”)4. Love internal politics at home and abroad.5. Religiously respect competitors. (No badmouthing, no matter how provoked.)6. Wire the customer’s org. (Relationships at all levels & functions.)7. Wire the home team’s org. and vendors’ orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)

Page 143: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Great Salespeople …

8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating profitable opportunities. (“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)10. Will involve anybody—including mortal enemies—if it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass.11. Know the Brand Story cold; live the Brand Story. (If not, leave.)

Page 144: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Great Salespeople …

12. Think “Turnkey.” (It’s always your problem!)

13. Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD.)

14. Help the customer get to know the vendor’s organization & build up their Rolodex.15. Walk away from bad business. (Even if it gets you fired.)

16. Understand the idea of a “good loss.” (A bold effort that’s sometimes better than a lousy win.)17. Think those who regularly say “It’s all a price issue” suffer from rampant immaturity & shrunken imagination.18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstarts—the real enemy.20. Seek several “cool customers”—who’ll drag you into Tomorrowland.

Page 145: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Great Salespeople …

21. Use the word “partnership” obsessively, even though it is way overused. (“Partnership” includes folks at all levels throughout the supply chain.)22. Send thank you notes by the truckload. (NOT E-NOTES.) (Most are for “little things.”) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word “we.” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?” 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY?25. Keep your bloody PowerPoint slides simple!

Page 146: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Re-defining the Work Itself III:

Starting a Wow Projects Epidemic.

Page 147: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Premise: “Ordering” Systemic Change is a Stupid Waste

of Time!

Page 148: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Demos! Heroes! Stories!

Page 149: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Demo = Story

“A key – perhaps the key – to leadership is the

effective communication of a story.”

Howard Gardner, Leading Minds: An Anatomy of Leadership

Page 150: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

BOSS TALK: What’s the biggest surprise you’ve had this

week? What’s the most interesting thing you’ve found out this week? Who’s the most interesting person

you’ve met this week? How “Wow” is it? Who have you

recruited this week?

Page 151: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

THE TALENT

Page 152: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Brand = Talent.

Page 153: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“The leaders of Great Groups love talent and know where to find it. They revel in

the talent of others.”Warren Bennis & Patricia Ward Biederman,

Organizing Genius

Page 154: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

From “1, 2 or you’re out” [JW] to …

“Best Talent in each industry segment to build

best proprietary intangibles” [EM]

Source: Ed Michaels, War for Talent

Page 155: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“We believe companies can increase their market cap 50 percent in 3 years. Steve

Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put

more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million

in 2 years.”

Ed Michaels, War for Talent

Page 156: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Message: Some people are better than other

people. Some people are a helluva lot better than other

people.

Page 157: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“AS LEADERS, WOMEN RULE: New Studies find that female managers

outshine their male counterparts in almost

every measure”Title, Special Report, Business Week, 11.20.00

Page 158: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Women’s 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 power

as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure

“rationality”; inherently flexible; appreciate cultural diversity.

Source: Judy B. Rosener, America’s Competitive Secret

Page 159: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it

easier to meet new people? Who asks more questions in a conversation? Who is a better

listener? Who has more interest in communication skills? Who is more inclined to get involved?

Who encourages harmony and agreement? Who has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is

better at keeping in touch with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

Page 160: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Investors are looking more and more for a relationship with their financial

advisers. They want someone they can trust, someone who listens. In my experience, in general,

women may be better at these relationship-building skills than are

men.”

Hardwick Simmons, CEO, Prudential Securities

Page 161: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

The Cracked Ones Let in the Light

“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found

among non-conformists, dissenters and rebels.”

David Ogilvy

Page 162: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Are there enough weird people in

the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)

Page 163: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

MantraM3

Talent = Brand

Page 164: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

What’s your company’s …

EVP?Employee Value Proposition, per Ed

Michaels et al., The War for Talent

Page 165: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward

Source: Ed Michaels et al., The War for Talent

Page 166: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

TRENDS WORTH

TRILLIONS

Page 167: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Trends I:

Women Roar.

Page 168: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Women & the Marketspace.

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?????????

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

travel equipment)

Houses … 91%Consumer Electronics … 51%

Cars … 60% (90%)All consumer purchases … 83%

Bank Account … 89%Health Care … 80%

Page 170: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

OPPORTUNITY

NO. 1!

Page 171: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Carol Gilligan/ In a Different Voice

Men: Get away from authority, familyWomen: Connect

Men: Self-orientedWomen: Other-oriented

Men: RightsWomen: Responsibilities

Page 172: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

FemaleThink/ Popcorn

“Men and women don’t think the same way, don’t communicate the same

way, don’t buy for the same reasons.”

“He simply wants the transaction to take place. She’s interested in

creating a relationship. Every place women go, they make

connections.”

Page 173: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Read This: Barbara & Allan Pease’s

Why Men Don’t Listen & Women Can’t Read Maps

Page 174: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“It is obvious to a woman when another woman is upset, while a man generally has to physically witness

tears or a temper tantrum or be slapped in the face before he even has a clue that anything is going on. Like most female mammals, women are equipped with far more finely tuned

sensory skills than men.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

Page 175: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Resting” State: 30%, 90%: “A woman knows her children’s

friends, hopes, dreams, romances, secret fears, what they are

thinking, how they are feeling. Men are vaguely aware of some short people also living in the house.”

Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

Page 176: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“As a hunter, a man needed vision that would allow him to zero in on targets in the distance … whereas a woman needed eyes

to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub,

but can never find things in fridges, cupboards or drawers.”

Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

Page 177: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Female hearing advantage contributes significantly to what is

called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldn’t despair.

They are excellent at imitating animal sounds.”

Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

Page 178: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Read This Book …

EVEolution: The Eight Truths of Marketing to Women

Faith Popcorn & Lys Marigold

Page 179: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

EVEolution: Truth No. 1

Connecting Your Female Consumers to Each

Other Connects Them to Your Brand

Page 180: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“The ‘Connection Proclivity’ in women starts early. When asked,

‘How was school today?’ a girl usually tells her mother every

detail of what happened, while a boy might grunt, ‘Fine.’ ”

EVEolution

Page 181: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Women don’t buy

brands. They join them.”

EVEolution

Page 182: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Not!“Year of the

Woman”

Page 183: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Enterprise Reinvention!

RecruitingHiring/Rewarding/Promoting

Structure Processes

MeasurementStrategyCulture Vision

Leadership

THE BRAND ITSELF!

Page 184: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Honey, are you sure you have

the kind of money it takes to

be looking at a car like this?”

Page 185: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Psssst! Wanna see my “porn” collection?

Page 186: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Ad from Furniture /Today (04.01):“MEET WITH THE EXPERTS!: How

Retailing’s Most Successful Stay that Way”

Presenting Experts: M = 16;

F = ?? (94% = 272)

Page 187: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

0

Page 188: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Stupid!

Page 189: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Customer is King”: 4,440

“Customer is Queen”: 29

Source: Steve Farber/Google search/04.2002

Page 190: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Trends II: Boomer

Bonanza/Godzilla Geezer.

Page 191: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Subject: Marketers & Stupidity

“It’s 18-44, stupid!”

Page 192: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Subject: Marketers & Stupidity

Or is it: “18-44 is stupid,

stupid!”

Page 193: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

2000-2010 Stats

18-44: -1%

55+: +21%(55-64: +47%)

Page 194: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Aging/“Elderly”

$$$$$$$$$$$$“I’m in charge!”

Page 195: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“NOT ACTING THEIR AGE: As Baby Boomers

Zoom into Retirement, Will America Ever Be the

Same?”USN&WR Cover/06.01

Page 196: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

50+

$7T wealth (70%)/$2T annual income50% all discretionary spending

79% own homes/40M credit card users41% new cars/48% luxury cars

$610B healthcare spending/74% prescription drugs

5% of advertising targets

Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

Page 197: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“Advertisers pay more to reach the kid because they think that once someone hits

middle age he’s too set in his ways to be

susceptible to advertising. … In fact this notion of impressionable kids and hidebound geezers is little more

than a fairy tale, a Madison Avenue gloss on Hollywood’s cult of

youth.”—James Surowiecki (The New Yorker/04.01.2002)

Page 198: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Stupid!

Page 199: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

“ ‘Age Power’ will rule the 21st century, and we are woefully

unprepared.”Ken Dychtwald, Age Power: How the 21st

Century Will Be Ruled by the New Old

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No: “Target Marketing”

Yes: “Target

Innovation” & “Target Delivery Systems”

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BOTTOM LINE I: BRAND INSIDE

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THINK WEIRD: The High Standard

Deviation Enterprise.

Page 203: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Saviors-in-Waiting

Disgruntled CustomersOff-the-Scope Competitors

Rogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

Page 204: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

CUSTOMERS: “Future-defining customers may

account for only 2% to 3% of your total, but they represent a crucial

window on the future.”Adrian Slywotzky, Mercer Consultants

Page 205: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

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

Page 206: Tom Peters’ Seminar2002 We Are In A Brawl With No Rules! Glasgow/23.04.2002

Employees: “Are there enough weird

people in the lab these days?”

V. Chmn., pharmaceutical house, to a lab director (06.01)

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Suppliers: “There is an ominous downside to strategic supplier

relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need

not apply.”

Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

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WE BECOME WHO WE

HANG OUT WITH!

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Deviants, Inc. “Deviance tells the story of every mass

market ever created. What starts out weird and dangerous

becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way

out there.”

Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

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WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you

uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not

to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction.

(7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of

some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face.

(11) Forget the past, particularly your company’s success.

Bob Sutton, Weird Ideas that Work: 11½ Ideas for Promoting, Managing and Sustaining Innovation

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“Organize” for …

immediate performance & customer satisfaction.

“Disorganize” for

… renewal & innovation.

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BOTTOM LINE II: LEADING IN

TOTALLY SCREWED- UP TIMES

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The

Leadership50

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The Basic Premise.

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1. Leadership Is a …

Mutual Discovery Process.

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“I don’t know.”

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Leaders-Teachers Do Not “Transform People”!

Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which

(3) allow people to fully (and safely, mostly—caveat: “they”

don’t engage unless they’re “mad about something”) express their innate curiosity and (4) engage in a vigorous

discovery voyage (alone and in small teams, assisted by an

extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers-

leaders) had never dreamed existed—and then the leaders-mentors-teachers (6) applaud like hell, stage

“photo-ops,” and ring the church bells 100 times to commemorate the bravery of their

“followers’ ” explorations!

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The Leadership

Types.

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2. Great Leaders on Snorting

Steeds Are Important – but

Great Talent Developers (Type I

Leadership) are the Bedrock of Organizations that Perform Over

the Long Haul.

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3. But Then Again, There Are Times When This “Cult of Personality”

(Type II Leadership) Stuff Actually Works!

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“A leader is a dealer in hope.”

Napoleon

(+TP’s writing room pics)

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4. Find the “Businesspeople”!

(Type III Leadership)

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I.P.M. (Inspired Profit

Mechanic)

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5. All Organizations

Need the Golden Leadership

Triangle.

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The Golden Leadership Triangle: (1) Creator-

Visionary … (2) Talent Fanatic-Mentor-V.C. …

(3) Inspired Profit Mechanic.

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6. Leadership Mantra

#1: IT ALL DEPENDS!

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Renaissance Men are … a snare, a

myth, a delusion!

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7. The Leader Is Rarely/Never the Best Performer.

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The Leadership

Dance.

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8. Leaders …

SHOW UP!

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9. Leaders … LOVE the

MESS!

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“If things seem under control, you’re just not

going fast enough.”

Mario Andretti

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10. Leaders

DO!

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The Kotler Doctrine:

1965-1980: R.A.F.(Ready.Aim.Fire.)

1980-1995: R.F.A.(Ready.Fire!Aim.)

1995-????: F.F.F.(Fire!Fire!Fire!)

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11. Leaders

Re-do.

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“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly.

They’re eviscerated in public for lousy

products. Yet they persist, through version after version, until they get

something good enough. Then they leverage the power they’ve gained in

other markets to enforce their standard.”Seth Godin, Zooming

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12. BUT … Leaders

Know When to Wait.

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Tex Schramm: The

“too hard” box!

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13. Leaders Are …

Optimists.

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Hackneyed but none the less

true: LEADERS SEE CUPS AS “HALF

FULL.”

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14. Leaders …

DELIVER!

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“Leaders don’t

‘want to’ win.

Leaders ‘need to’ win.”

#49

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15. BUT … Leaders Are

Realists/Leaders Win Through LOGISTICS!

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The “Gus Imperative”!

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16. Leaders

FOCUS!

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“To Don’t ” List

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17. Leaders …

Set CLEAR DESIGN SPECS.

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Danger: S.I.O. (Strategic

Initiative Overload)

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JackWorld/1@T: (1) Neutron Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. (Lead or leave.) (3)

“Workout” Jack. (Empowerment,

GE style.) (4) 6-Sigma Jack. (5)

Internet Jack. (Throughout)

TALENT JACK!

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18. Leaders …

Send V-E-R-Y Clear Signals About

Design Specs!

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Ridin’ with Roger: “What have you done to

DRAMATICALLY IMPROVE quality in the

last 90 days?”

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It’s Relationships,

Stupid.

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19. Leaders Trust in

TRUST!

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Credibility!

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If It Ain’t Broke … Break It.

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20. Leaders …FORGET!/

Leaders … DESTROY!

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21. BUT … Leaders

Have to Deliver, So They Worry About “Throwing the Baby Out with the

Bathwater.”

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“Damned If You Do, Damned If You Don’t, Just Plain

Damned.”Subtitle in the chapter, “Own Up to the Great Paradox: Success

Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)

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22. Leaders …

HONOR THE USURPERS.

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Saviors-in-Waiting

Disgruntled CustomersUpstart CompetitorsRogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision

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23. Leaders Make [Lotsa] Mistakes

– and MAKE NO BONES ABOUT IT!

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“The Silicon Valley of today is built less atop

the spires of earlier triumphs than upon the

rubble of earlier debacles.”—Newsweek/ Paul Saffo (03.02)

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“Fail faster. Succeed sooner.”

David Kelley/IDEO

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24. Leaders Make …

BIG MISTAKES!

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“Reward excellent

failures. Punish mediocre successes.”

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

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Create.

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25. Leaders Know that

THERE’S MORE TO LIFE THAN “LINE EXTENSIONS.” Leaders Love to CREATE NEW

MARKETS.

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No one ever made it into the Business Hall of Fame on a record of

“line extensions.”

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26. Leaders Pursue

DRAMATIC DIFFERENCE!

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1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.”

Source #1: Personal Passion)

2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)

3RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to

5%)

Source: Jump Start Your Business Brain, Doug Hall

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27. Leaders Push Their

Organizations W-a-y Up the Value-added/

Intellectual Capital Chain

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09.11.2000: HP bids

$18,000,000,000for

PricewaterhouseCoopersConsulting business!

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28. Leaders

LOVE the New Technology!

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100 square feet

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29. Needed? Type IV Leadership: Technology

Dreamer-True Believer

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The Golden Leadership Quadrangle: (1) Creator-Visionary … (2) Talent

Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic. (4) Technology Dreamer-True

Believer

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Talent.

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30. When It Comes to

TALENT … Leaders Always Swing

for the Fences!

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Message: Some people are better than other

people. Some people are a helluva lot better than other

people.

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31. Leaders “Manage” Their

EVP/Internal Brand Promise.

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MantraM3

Talent = Brand

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32. Leaders LOVE RAINBOWS – for Pragmatic Reasons.

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“Diversity defines the health and wealth of nations in a new century.

Mighty is the mongrel. … The hybrid is hip. The impure, the mélange, the adulterated, the

blemished, the rough, the black-and-blue, the mix-and-match – these people are inheriting

the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity,

nourishes the human spirit, spurs economic growth

and empowers nations.”

G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge

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Passion.

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33. Leaders …

Out Their

PASSION!

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!

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G.H.: “Create a ‘cause,’ not a ‘business.’ ”

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34. Leaders Know: ENTHUSIASM

BEGETS ENTHUSIASM!

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BZ: “I am a … Dispenser of Enthusiasm!”

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35. Leaders Focus on the

SOFT STUFF!

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“Soft” Is “Hard”

- ISOE

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Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life,

Engagement, Commitment, Great Causes & Determination to Make a

Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable

Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS.]

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The “Job” of Leading.

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36. Leaders Know It’s

ALL SALES ALL THE TIME.

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TP: If you don’t LOVE SALES … find

another life. (Don’t pretend

you’re a “leader.”) (See TP’s The Project50.)

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37. Leaders

LOVE “POLITICS.”

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TP: If you don’t LOVE POLITICS … find

another life. (Don’t pretend

you’re a “leader.”)

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38. But … Leaders Also

Break a Lot of China

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If you’re not pissing people off, you’re not making

a difference!

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39. Leaders

Give … RESPECT!

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“It was much later that I realized Dad’s secret. He gained respect by giving it. He

talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a

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

Sara Lawrence-Lightfoot, Respect

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40. Leaders Say

“Thank You.”

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“The two most powerful things

in existence: a kind word and a thoughtful gesture.”

Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

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“Thank you”

17 Men: 84 Women: 19

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41. Leaders Are …

Curious.

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TP/08.2001: The Three Most Important Letters …

WHY?

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42. Leadership Is a …

Performance.

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“It is necessary for the President to be the

nation’s No. 1 actor.”

FDR

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43. Leaders … Are The Brand

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The BRAND lives (OR DIES) in the “minutiae” of the leader’s moment-

to-moment actions.

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44. Leaders …

Have a GREAT STORY!

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Leaders don’t just make products and make decisions.

Leaders make meaning. – John Seeley Brown

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Introspection.

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45. Leaders …

Enjoy Leading.

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“Warren, I know you want to ‘be’

president. But do you want to ‘do’

president?”

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46. Leaders …

KNOW THEMSELVES.

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Individuals (would-be leaders) cannot engage in a

liberating mutual discovery process unless they are comfortable with their own skin. (“Leaders” who are not comfortable with themselves become petty

control freaks.)

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47. But … Leaders

have MENTORS.

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The Gospel According to TP: Upon having the Leadership

Mantle placed upon thine head, thou shalt never hear the unvarnished

truth again!* (*Therefore, thy needs one faithful

compatriot to lay it on with no jelly.)

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48. Leaders … Take Breaks.

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Zombie!Zombie!Zombie!Zombie!

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The End Game.

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49. Leaders ???

:

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“Hire smart – go bonkers – have grace – make mistakes – love technology – start all

over again.”

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“LEADERS NEED TO BE THE ROCK OF

GIBRALTAR ON ROLLER BLADES”

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50. Leaders Know

WHEN TO LEAVE!

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Thank You!