Microsoft = R.O.W. Microsoft > GM + Ford + Boeing + Lockheed Martin + Deere + Caterpillar + USX + Weyerhaeuser + Union Pacific + Kodak + Sears + Marriott + Safeway + Kellogg Source: Business Week data through 5-99
Microsoft = R.O.W. (II) Microsoft > GM + Ford Boeing + Lockheed Martin + Deere + Caterpillar + USX + Weyerhaeuser + Union Pacific + Kodak + Sears + Marriott + Safeway + Kellogg + McDonald’s + Bank One + General Mills + American Airlines + United Airlines + + Delta Air Lines + US Airways + Quaker Oats Source: Yastrow Marketing (through 11-23-99)
Pentium III 800MHz: $42,893.00/# Hermes Scarf: $1,964.29 Saving Private Ryan on DVD: $874.75 Mercedes-Benz: $18.98 Hot-rolled steel: $0.19 Source: Fortune (3.20.00)
No Wiggle Room! “Incrementalism is innovation’s worst enemy.” Nicholas Negroponte
Just Say No … “I don’t intend to be known as the ‘King of the Tinkerers.’ ” CEO, large financial services company (New York, 5-99)
“It means nothing less than the total reinvention of this company.”
Jacques’ New New Ford Ford + MSN CarPoint Ford + Yahoo! Ford + Oracle Ford + HP/MCIWorldcom Etc. Etc.
Tony(White)-World Perkin-Elmer to PE Corp./ Sell “core bus.”/ Dump NAME! Now: PE Biosystems, Celera Genomics (Craig Venter) $1.5B (’95) to $24B
“Medicine looks likely to change more in the next 20 years than it has in the last 200.” British Medical Journal (11-11-99)
“There is probably going to be more confusion in the business world in the next decade than there has been in any decade in history.” Steve Case (2-00)
“We are in a brawl with no rules.” Paul Allaire
TP2000: A broken Record GE Power Systems Anheuser Busch FitLinxx Yellow Freight Fidelity Time Inc.
T.T.D.s The next slide is the first of many “T.T.D.” activities. I.e.: Things To Do. These are by and large shorthand forms of training exercises I use. Also: Most of these T.T.D. slides have accompanying Notes. (See following slide.) Tom Peters
T.T.D./True or False: “incrementalism” VERSUS “innovation”?
This is a daunting issue. There is no “right answer.” But it merits constant, conscious debate. Consider the value of incremental change. [Kaizen, etc.] And discuss whether or not this thwarts “BIG” initiatives aimed at wholesale reinvention.
Also: Consider … “Can we do both?” [I’m not sure.] P.S.: This crucial issue holds for Finance Departments as much as Product Divisions. And it holds for the smallest and newest of businesses! THIS DEBATE IS WORTH LOTS OF TIME! KEEP IT PRACTICAL!
Seminar Y2K Brand Everything: Distinct or Extinct!
Brand It! Now, More Than Ever! “The increasing difficulty in differentiating between products and the speed with which competitors take up innovations will assist in the rise and rise of the brand.” Gillian Law and Nick Grant, Management [New Zealand]
Part I: Forces @ Work Part II: Brand Inside Part III: Brand Outside Part IV: Brand Leadership
Forces @ Work The Destruction Imperative!
Forget > Learn “The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out.” Dee Hock
“When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: ‘I’m sure there are success stories out there, but at this moment I draw a blank.’ ” Mark Sirower, The Synergy Trap
“Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” Peter Job, CEO, Reuters
“We chose not to do a discounted cash flow analysis of their future earnings. We wanted their talent and we wanted their intellectual property.” Art Reidel, CEO, Pharsight
“Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product. …” John Chambers, Cisco
Dept. Head I = Sports G.M. Dept. Head II = V.C.
G.M. = The Recruitment and Development of Top Talent. [Period!] V.C. = Bets on “Talent.” Bets on Projects. [Period!]
Silicon Valley Success Secrets “Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpot Source: The Economist
“R & D” Intel’s venture fund: 275 investments, $3.5B Source: Fast Company (12-99)
T.T.D. Discuss the G.M./V.C. “strategy” as it applies to your unit.
What do “G.M.s” do? [Invite one to talk to your group.] Do you do what they do? If not, why not? How about a “G.M. Strategy”?
Repeat the above for the Life of a Venture Capitalist.
T.T.D. Evaluate your portfolio of projects [and people]: Are you placing enough interesting [long shot?] bets?
Be brutally honest!
Hint: This holds for you and me as individuals as well as for our unit.