Rollercoaster Days Learning to Rock Roll Tom Peters

Rollercoaster Days: Learning to … Rock & Roll! Tom Peters Treasury Management Association Windy City Summit 23 May 2001

“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

“The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically. ” Peter Drucker

<1000 A. D. : paradigm shift: 1000 s of years 1000: 100 years for paradigm shift 1800 s: > prior 900 years 1900 s: 1 st 20 years > 1800 s 2000: 10 years for paradigm shift 21 st century: 1000 X tech change than 20 th century (“the ‘Singularity, ’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”) Ray Kurzweil, talk april 2001

CEOs appointed after 1985 are 3 X more likely to be fired than CEOs appointed before 1985 Warren Bennis, MIT Sloan Management Review

“We are in a brawl with no rules. ” Paul Allaire

S. A. V.

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!)

“We don’t sell insurance anymore. We sell Read It Closely: speed. ” Peter Lewis, Progressive

The [New] Ge Way DYB. com

Job 1/Requirement 1: Systems & Procedures Fit to Deal with Utter Madness.

Forbes 100 from 1917 to 1987: 39 members of the Class of ’ 17 were alive in ’ 87; 18 are in ’ 87 F 100; the 18 F 100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 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

Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

Brand Inside Brand Org: Lean, Linked, Electronic & Malleable

Headline: “Bank of America to Cut … 10, 000 Jobs” “Middle-level and senior managers are expected to be the principal targets of the job cutbacks. ” Source: The New York Times (07. 29. 2000)

White Collar Revolution!

80, 000?

Brand Inside Brand Work: The Professional Service Firm Model & The WOW Project

So what will be the Basic Building Block of the New Org?

Answer: PSF! [Professional Service Firm] Department Head to … Managing Partner, HR [IS, etc. ] Inc.

11 September 2000

09. 11. 2000: HP bids $18, 000, 000 for Pricewaterhouse. Coopers Consulting business!

[“These days, building the best server isn’t enough. That’s the price of entry. ” Ann Livermore, Hewlett-Packard]

Maybe one [or more] of your “PSFs” becomes the tail that wags the dog? ? ? [E. g. : IS-logistics-financecustomer service]

The Raw Material … The WOW Project!

“Reward excellent failures. Punish mediocre successes. ” Phil Daniels, Sydney exec

Are Your Projects as “Mad” as the Mad Times Demand? Message/Query:

Are You Understand the Full Potential of Your “Business”/PSF? Message/Query:

Brand Inside Brand Talent: The Great War for Talent

“When land was the productive asset, nations battled over it. The same is happening now for talented people. ” Stan Davis & Christopher Meyer, future. WEALTH

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 (05. 17. 00)

“Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers. ” Ed Michaels, War for Talent (05. 17. 00)

“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

Message: Some people are better than other people. Some people are a helluva lot better than other people.

What gets measured gets done. What gets paid for gets done more. What gets paid a lot for gets done a lot more. Message:

“We have transitioned from an asset-based strategy to a talent-based strategy. ” Jeff Skilling, CEO, Enron

Brand Inside Brand Action: Getting Started … a Personal Perspective

Topic: Boss-free Implementation of STM /Stuff That MATTERS!

THE IDEA Find a Fellow Freak Faraway “ 4 Fs”:

World’s Biggest Waste … Selling “Up”

Heart of the Matter F 2 F!/K 2 K!/1@T/R. F. A. * *Freak to Freak/Kook to Kook/ One at a Time/ Ready. Fire!Aim.

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

Brand Inside Reprise

N. W. O. : • • Was Pine-paneled Office • Address: 1 Big Man Plaza • Secretary • Suit • Formal • Rank conscious • Pretense (“Failures are • for fools. ”) • • I love “Yes men” • • Self-contained Is Is Seat 9 B, UA 233 Address: Anne@Corp. com Typing: 60 WPM Casual M-F Approachable We are a HOT Team Screwing up is as normal as breathing I love Misfits! I love partners

Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

Forces @ Work II The Commodity Trap

“Companies have defined so much ‘best practice’ that they are now more or less identical. ” Jesper Kunde, A Unique Moment

“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

Brand Outside Strategy 1: Use E-Commerce to Re-invent Everything!

Tomorrow Today: Cisco! 90% of $20 B (=$50 M/day) 75% mfg. outsourced; 50% of orders routed to supplier who ships direct Gross margin: 65%; Net margin: 28% Annual savings in service and support from customer self-management: $550 M

Enron e. World: “Price a structured trade, ” per John Arnold, 26: Early 1999: 30 times a day. Late 2000: 30 times per … minute. Long-term gas contract. 1989: 9 months, 400+ deals. Late 90 s: 2 weeks, 2 per week. Late 2000: 5 such deals per day Source: www. ecompany. com (1/2001)

“This is the first meter of a 10 -kilometer race. Eventually, all markets will come to resemble today’s foreign exchange market. ” Hamid Biglari, Head of Corporate Strategy, Citigroup, in “GIGATRENDS”, Wired 04. 01

COMMUNITY SERVICES!/ CUSTOMER CONTROL!

Tomorrow Today: Cisco! 90% of $20 B; save $550 M C. Sat e >> C. Sat H Customer Engineer Chat Rooms/Collaborative Design ($1 B “free” consulting) (45, 000 customer problems a week solved via customer collaboration)

RADICAL STRATEGIES REQUIRED

“One cannot be tentative about this. Excuses like ‘channel conflict’ or ‘marketing and sales aren’t ready’ cannot be allowed. Delay and you risk being cut of your own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago. ” Jack Welch [07. 00/Forbes. com]

GE & the Web Purchasing: 2000: $6 B; 2001: $15 B Sales: 1999: $1 B; 2000: $7 B; 2001: $20 B+ Source: Business 2. 0 (05. 01)

Web. World = Everything Web as a way to run your business’ innards Web as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry Web/B 2 B 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 Life Web = Everything (P. D. to after-sales) Web forces you to focus on what you do best Web as entrée, at any size, to World’s Best at Everything as next door neighbor

“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

Message: Survivors will move all their operations to the Web. Now. Web = Encompassing … or else.

Only idiots pull in their Message 2001: [investment] horns during a downturn.

Brand Outside Strategy 5: It’s the Experience!

“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

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

The “Experience Ladder” Experiences Services Goods Raw Materials

1940: Cake from flour, sugar (raw materials economy): $1. 00 1955: Cake from Cake mix (goods economy): $2. 00 1970: Bakery-made cake (service economy): $10. 00 1990: Party @ Chuck E. Cheese (experience economy) $100. 00

Message: “Experience” is the “last 80%. ” “Experience” applies to all work!

HP Revisited PWC Consultants lead Business Re-invention Process (“Experience Economy”) Fabulous Customer Service (“Service Economy”) Terrific Servers (“Goods Economy”)

Brand Outside Strategy 6: BRAND POWER!

“WHO ARE YOU [these days] ? ” TP to Client

WHAT’S YOUR STORY?

“ WHY DOES IT MATTER TO THE CLIENT? ”

“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) Big Enchilada: Try ’em on a skeptical Client!

Message: (1) Do You Understand Your [Treasury] Brand Promise? (2) Does Your Work Directly Enhance The Corporate Brand Promise?

Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

Brand Leadership Passion Rules!

“Let’s make a dent in the universe. ” Steve Jobs