Tom Peters’ Y2k lessons in Leadership Baltimore 02-25-00

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Tom Peters’ Y2K Lessons in Leadership Baltimore 02-25-00

Hen scratches @ 37,000 feet …

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)

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 + iVillage,Yahoo! Ford + Oracle Ford + HP, MCI Worldcom 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



“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)

“Medicine looks likely to change more in the next 20 years than it has in the last 200.” British Medical Journal (11-11-99)

??????????????????? Warner Lambert & Pfizer

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


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”?

Notes Page

  • 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!

Part I: Forces @ Work Part II: Brand Inside Part III: Brand Outside Part IV: Brand Leadership

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]

Seminar Y2K/Brand Inside Message: Distinct … or Extinct!

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

“It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

Q: What do you do when you are a big, dopey company and out of ideas?

A: You merge with another big, dopey company that doesn’t have any ideas either.

R: An incredibly big, incredibly dopey company … going nowhere.

“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

“I feel betrayed. I bought stock in a company that was going to change the world. I didn’t buy a big, fat, stupid conglomerate. And now I’ve got one.” Alan Towers, consultant, quoted in Business Week [BW: “The irony is that AOL Time Warner is a vertically integrated conglomerate. Not exactly the sort of nimble competitor that will thrive in cyberspace.”]

“Talent” and a $2T enterprise??????

“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. What are the specifics of your [personal, unit] “Forgetting Strategy”?

Directory: slides -> 2000
slides -> Tom Peters Seminar2004 new slides 12. 15. 04
slides -> V. A. Moment … 1Y/2N: Commerce Bank 2 Pizzas: jb plastic Bulldozer: md
slides -> Excellence. Case. Epsilon. This is not about … “customer centrism” “integrated marketing” etc etc etc It is about …
slides -> Re-imagine! Not Your Father’s World I. 26m 43h
slides -> Prep … dralion/ Cirque du Soleil Re-imagine Permanence: The Emperor Has No Clothes!
slides -> Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age 11. 27. 2003
slides -> Ine! Business Excellence in a Disru
2000 -> Tom peters’ lessons in leadership san Antonio 28 March 2000
2000 -> Tom Peters’ Lessons in Leadership Grand Rapids 02-23-00
2000 -> Distinct or … Extinct Tom Peters Seminar2000 Manchester nh 14 June 2000

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