HR Owns the BRAND! (Damn it!) Tom Peters IHRIM/ /San Diego

prior 900 years 1900s: 1 st 20 years > 1800s 2000: 10 years for paradigm shift 21 st century: 1000X 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 april2001

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, Business 2.0 (08.00)

Built to Last v. Built to Flip The problem with Built to Last is that its a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility. Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish. Fast Company (03-00)

Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 are in 87 F100; the 18 F100 survivors underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies that Are Built to Last Underperform the Market

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 Innovators Dilemma

The [New] G e Way DYB.com

108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

White Collar Revolution!

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

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

Every job done in W.C.W. is also done outside …for profit!

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

Credo: W.W.P.F.WORK WORTH PAYING FOR

11 September 2000

: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

[These days, building the best server isnt enough. Thats the price of entry. Ann Livermore, Hewlett-Packard]

HP … Sun … GE … IBM … UPS … UTC … General Mills … Springs … Anheuser-Busch … Carpet One … Etc. … Etc.

Architecture is becoming a commodity. Winners will be Turnkey Facilities Management providers. SMPS Exec

eHR*/PCC** *All HR on the Web **Productivity Consulting Center Source: E-HR:A Walk through a 21 st Century HR Department, John Sullivan, IHRIM

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, futureWEALTH

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

Enron COO: Louise Kitchen, F, 29; created EnronOnline as Skunkworks

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

Are there enough weird people in the lab these days? V.Chmn., pharmaceutical house, to a lab director (06.01)

Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract

H.R. to H.E.D. ??? H uman E nablement D epartment

MantraM3 Talent = Brand

Whats your companys … EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent

EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward Source: Ed Michaels et al., The War for TalentEd Michaels

HR Folks: YOU – not marketing - OWN THE BRAND PROMISE! (If you wish.)

Titles! Manager HRIS to Manager Human Capital Assets or Manager Employee Marketing* *IHRIM.link ( )IHRIM.link

Version TP: Managing Director, Human Capital Assets Inc.

Brand Inside Brand Action: Getting Started … a Personal Perspective

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

Worlds Biggest Waste … Selling Up

Heart of the Matter F2F!/K2K!/ *Freak to Freak/Kook to Kook/ One at a Time/ Ready.Fire!Aim.

Message to scientists: It AINT about the science. Its NEVER about the science. Its ALWAYS about the PASSION for the IDEA.

Politics Rules!

Project Team Golden Leadership Triangle (1) Champion-Maniac. (2) Implementer-Pol. (3) Schedule & Budgets Fanatic.

BOTTOM LINE The Enemy!

Joe J. Jones 1942 – 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDNT LET HIM!

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

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

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 Jesper Kunde

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!

WebWorld = Everything Web as a way to run your business innards Web as connector for your entire supply-demand chain Web as spiders 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 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 Worlds Best at Everything as next door neighbor

There is no use trying, said Alice. One cant believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll

Inet … … allows you to dream dreams you could never have dreamed before!

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

The Web enables total transparency. People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead. Kjell Nordstrom and Jonas Ridderstrale, Funky Business

Welcome to D.I.Y. Nation: Changes in business processes will emphasize self service. Your costs as a business go down and perceived service goes up because customers are conducting it themselves. Ray Lane, Oracle

Anne Busquet/ American Express Not: Age of the Internet Is: Age of Customer Control

The Age of the Never Satisfied Customer Regis McKenna

HR Employee Self-Service/ ESS John Pask/IHRIM

B2E* *Business to Employee (IHRIM.link)

Systems supporting one-to- one employee relationships will add competitive advantage. Employees expect far more access and control over their own information. Source: IHRIM.link ( )

Inet … … allows you to dream dreams you could never have dreamed before!

The Raw Material … The WOW Project!

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

Learn not to be careful. Photographer Diane Arbus to her students

Brand Outside Strategy 2 : Its 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

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 thats not work or home. Its the place our customers come for refuge. Nancy Orsolini, District Manager

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

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

Experience: Home to [tomorrows] Market Cap!

Brand Outside Strategy 3 : BRAND POWER!

Most companies tend to equate branding with the companys marketing. Design a new marketing campaign and, voila, youre 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

WHO ARE WE?

WHATS OUR STORY?

WHY DOES IT MATTER TO THE CLIENT?

EXACTLY HOW DO I PASSIONATELY CONVEY THAT DIFFERENCE TO THE CLIENT

HR Folks: YOU – not marketing - OWN THE BRAND PROMISE! (If you wish.)

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

Brand Leadership Passion Rules!

Create a Cause, not a business. Gary Hamel, Fortune (06.00), on re-inventing a company (Exemplar #1: Charles Schwab)

Lets make a dent in the universe. Steve Jobs

Id rather regret the things I have done than the things I have not. Lucille Ball