“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success.” —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)
Nelson’s secret: “[Other] admirals more frightened of losing than anxious to win”
The General’s Story.
“If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army
“Best” is not Good enough!* *Suggests a linear measurement rod
“In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003
“One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/08.18.03
“Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok Fashion City”: “managed asset reflation” (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/03.04.2004
1. Re-imagine: Innovate or Die!
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
Re-imagine General Electric “Welch was to a large degree a growth by acquisition man. ‘In the late ’90s,’ Immelt says, ‘we became business traders, not business growers. Today organic growth is absolutely the biggest task of everyone of our companies. If we don’t hit our organic growth targets, people are not going to get paid.’ … Immelt has staked GE’s future growth on the force that guided the company at it’s birth and for much of its history: breathtaking, mind-blowing, world-rattling technological innovation.” —“GE Sees the Light”/Business 2.0/July 2004
“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03
“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 can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s 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. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s 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 taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003
“Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters
“Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/ Time/11.29.04
“How do dominant companies lose their position? Two-thirds of the time, they pick the wrong competitor to worry about.” —Don Listwin, CEO, Openwave Systems/WSJ/06.01.2004 (commenting on Nokia)
Kodak …. Fuji GM …. Ford Ford …. GM IBM …. Siemens, Fujitsu Sears … Kmart Xerox …. Kodak, IBM
Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!
The SE17: Origins of Sustainable Entrepreneurship
SE17/Origins of Sustainable Entrepreneurship
1. Genetically disposed to Innovations that upset apple carts
8. Scour the world for Ingenious Alliance Partners—especially
exciting start-ups (Pfizer)
9. Acquire for Innovation, not Market Share (Cisco, GE)
10. Don’t overdo “pursuit of synergy” (GE, J&J, Time Warner)
11. Find and Encourage and Promote Strong-willed/
Independent people (GE, PepsiCo)
12. Ferret out Talent … anywhere and everywhere/“No limits”
approach to retaining top talent (Nike, Virgin, GE, PepsiCo)
SE17/Origins of Sustainable Entrepreneurship
13. Unmistakable Results & Accountability focus from the
get-go to the grave (GE, New York Yankees, PepsiCo)
14. Up or Out (GE, McKinsey, big consultancies and law firms
and ad agencies and movie studios in general)
15. Competitive to a fault! (GE, New York Yankees, News
16. “Bi-polar” Top Team, with “Unglued” Innovator #1,
powerful Control Freak #2 (Oracle, Virgin) (Watch out when #2 is
17. Masters of Loose-Tight/Hard-nosed about a very few Core
Values, Open-minded about everything else (Virgin)
2. Re-imagine Organizing: The White-Collar Tsunami and the Professional Service Firm (“PSF”) Imperative.
Sarah: “ Papa, what do you do?” Papa: “I’m ‘overhead.’ ”
Sarah: “ Papa, what do you do?” Papa: “I manage a ‘cost center.’ ”
Answer: PSF! [Professional Service Firm]Department Head to … Managing Partner, HR [IS, etc.] Inc.
The “PSF33”: Thirty-Three Professional Service Firm Marks of Excellence
The PSF33: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t
explain your position in eight words or less, you don’t have a
position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what
we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
“Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
the World) 6. Small “Uneconomic” Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the
Universe”—Steve Jobs) 9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
The PSF33: The Client Experience 11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!) 12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project 13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” 14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go) 15. IMPLEMENTATION IS NOTCOMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE” 16. IMPLEMENTATION IS NOTCOMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?
The PSF33: The People & The Leadership 18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD) 19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,
same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as
“Billings”/“Rainmaking”) 22. Slide the Old Aside/Make Room for Youth (Find oldsters
new roles?) 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO
DAY #“R” [R = Retirement] 24. Office/Practice Leaders Evaluated Primarily on
Mentoring-Team Building Skills 25. Team Leadership Skills Valued Early 26. Partner with B.I.W. [Best In World] Outsiders as Needed
and to Infuse Different Views
The PSF33: The Firm & The Brand 27. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is
28. Excellence+ in EXECUTION … 100.00% of the Time
(No such thing as a “small sins”/World Series Ring to
the Batboy!) 29. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team 30. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR
CIRQUE DU SOLEIL
31. Web (Technology) Obsession
32. BRAND/“LOVEMARK” MANIACS (Organize Around a Point
of View Worth BROADCASTING: “You must be the
change you wish to see in the world”—Gandhi)
33. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as
much a place at the Head Table in a “PSF” as in a
widgets factory: “You can’t behave in a calm, rational
manner. You’ve got to be out there on the lunatic
3. Re-imagine Business’s Fundamental Value Proposition: PSFs Unbound … Fighting “Inevitable Commoditization” via “The Solutions Imperative.”
“The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similarideas, producing similar things, with similarprices and similar quality.” Kjell Nordström and Jonas Ridderstråle, Funky Business
And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.” (BW) IBM Global Services: $55B
“Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW/07.19.2004
New York-Presbyterian: 7-year, $500M enterprise-systems consulting and equipment contract with GE Medical Systems Source: NYT/07.18.2004
4. Re-imagine Enterprise as Theater I: A World of Scintillating “Experiences.”
“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
5. Re-imagine the Customer I: Trends Worth Trillion$$$ … Women Roar.
????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) Allconsumerpurchases … 83%Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%
Business Purchasing Power Purchasing mgrs. & agents: 51% HR: >>50% Admin officers: >50% Source: Martha Barletta, Marketing to Women
The Perfect Answer
Jill and Jack buy slacks in black…
1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.
44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder
“The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder, Ageless Marketing
7. Re-imagine Excellence:The Talent Obsession.
“Human creativity is the ultimate economic resource.” —Richard Florida, The Rise of the Creative Class
“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
Did We Say “Talent Matters”? “The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X.” —Nathan Myhrvold, former Chief Scientist, Microsoft
Employees: “Are there enoughweirdpeople in the lab these days?” V. Chmn., pharmaceutical house, to a lab director
Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.)
(3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.)
(4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.)
(5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books.
(6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of us—and our organizations—are in ruts. Make that chasms.)
8. Re-imagine Leadership for Totally Screwed-Up Times: The Passion Imperative.
Start a Crusade!
G.H.: “Create a ‘cause,’ not a ‘business.’ ”
“the wildest chimera of a moonstruck mind” —The Federalist on TJ’s Louisiana Purchase
Make It a Grand Adventure!
“Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker
“I don’t know.”
Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”
Yes!!!!!!!!!!!!!!!!! “free to do his or her absolute best” … “allow its members to discover their greatness.”
Lead the Action Faction!
“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher
BZ: “I am a … Dispenser of Enthusiasm!”
“You must be the change you wish to see in the world.” Gandhi
9. Free the Lunatic Within!
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
“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch