1. Tom Peters’ Re-imagine
Tom Peters’ Re-imagine! Business Excellence in a Disruptive Age Learning Annex/Toronto/19November 2003

2. “Behind Surging Productivity: The Service Sector Delivers
“Behind Surging Productivity: The Service Sector Delivers. Firms Once Thought Immune to Boosting Worker Output Are Now Big Part of the Trend” —Headline/WSJ/11.03

3. “As Economy Gains, Outsourcing Surges” —Headline/Boston Globe/11.03

4. “14 MILLION service jobs are in danger of being shipped overseas” —The Dobbs Report/USN&WR/11.03/re new UCB study

5. “Know we know what all that fiber-optic cable is good for: BROADBAND’S KILLER APP, IT TURNS OUT, IS INDIA” —Fortune/

6. “WHERE IS YOUR JOB GOING”: writing software, designing chips, reading MRIs, processing mortgages, preparing tax returns, managing computer networks (etc: GE Capital’s 15,000 in Delhi), preparing PP slides for McKinsey (350 in Chennai), equity analysis of U.S. companies (Morgan Stanley) … Source: Fortune/

7. “WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES. ” —Headline/ Fortune/ 11
“WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES?” —Headline/ Fortune/ (“We should finally admit that we do not and cannot know, and regard that fact with serenity rather than anxiety.”)

8. Slides at … tompeters.com

9. “Uncertainty is the only thing to be sure of
“Uncertainty is the only thing to be sure of.” –Anthony Muh, head of investment in Asia, Citigroup Asset Management “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff, U. S. Army

10. Re-imagine. Business Excellence in a Disruptive Age 1
Re-imagine! Business Excellence in a Disruptive Age 1. It is the foremost task —and responsibility— of our generation to re-imagine our enterprises and institutions, public and private.
Rather strong rhetoric. But I believe it. The fundamental nature of the change that engulfs us has caught us unprepared. No aspect of the way our public and private institutions are organized must go unexamined. Or unchanged. “Foremost task,” “our generation”? Without a doubt, the answer is ... YES.

11. It is the foremost task—and responsibility— of our generation to re-imagine our enterprises, private and public. —from the cover, Re-imagine

12. Re-imagine! 2. War-making, commerce, politics, and the essential nature of human interchange have come unglued. We are in a … Brawl with No Rules. We have to make it up as we go along.
Yesterday’s strictures and structures leave us laughably—and tragically—unprepared for this Brawl with No Rules. From al Qaeda to Wal*Mart, new entrants on the world stage have flummoxed regnant institutions and their leaders.

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

14. S.A.V.

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

16. Re-imagine. 3. Incrementalism is. Out. Destruction is … In
Re-imagine! 3. Incrementalism is .. Out. Destruction is … In. Built to last is … Out. Built to flip is … In.
“Continuous improvement,” the lead mantra of the 1980s, is now downright dangerous—from the schoolroom to the battlefield. We must gut the innards of our enterprises—before the new competitors (in war or in the marketplace) do it for us/to us.

17. No Wiggle Room. “Incrementalism is innovation’s worst enemy
No Wiggle Room! “Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

18. 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 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

19. “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 Innovator’s Dilemma

20. Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” Dee Hock

21. “I don’t intend to be known as the ‘King of the Tinkerers
“I don’t intend to be known as the ‘King of the Tinkerers.’ ” —CEO, large financial services company

22. Re-imagine! There is no higher priority than the Total Transformation of all business practice to eBusiness practice—encompassing every element of the enterprise and every member of its family of alliances and partners. The Internet changes everything. Now.
The new technology is the ... Real Thing. It is in its infancy. And yet it has already changed the rules, changed them so fundamentally that it will be years, if not decades, before it’s even possible to begin talking about constructing a new rule book.

23. “The organizations we created have become tyrants
“The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.” —Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits.

24. “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

25. 100 square feet

26. “Dawn Meyerreicks, CTO of the Defense Information Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 … her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. “The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective. “In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen (much of the military’s command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business 2.0/ OCT2002

27. 5. Ninety percent of white-collar jobs (90 percent of all jobs) as we know them will be disemboweled in the next 15 years Done. Gone. Kaput.
Re-imagine!
Between the microprocessor, 60/60/24/7 connectivity, and outsourcing to developing countries, the developed nations’ white-collar jobs are ... doomed. Time frame? Zero to 15 or 20 years. How confident am I of this? Totally.

28. Steel: 75,000,000 tons in ’82 to 102,000,000 tons in ’02
Steel: 75,000,000 tons in ’82 to 102,000,000 tons in ’ , 000 steelworkers in ’82 to 74,000 steelworkers in ’02. Source: Fortune/

29. E.g. … Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 years. Source: BW ( )

30. Re-imagine!
6. “Winners” (survivors!) will become de facto bosses of Me Inc Free the Cubicle Slaves! Self-reliance replaces corporate cosseting Hooray!
The only defense is a good offense. Hackneyed? Sure. But no less true, because that’s so. A scary (and exciting, for me) New Age of Self-reliance is being birthed before our eyes. Old—corporate—security (lifetime employment, etc.) is evaporating.

31. “If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed, and that increasingly means you won’t get paid much either.” Michael Goldhaber, Wired

32. First Step: E-V-E-R-Y TASK MUST BE CONVERTED INTO A “BRAGGABLE
First Step: E-V-E-R-Y TASK MUST BE CONVERTED INTO A “BRAGGABLE.” (Success = Sense of Impermanence + Portfolio of Braggables + Network Mastery.)

33. Re-imagine! 7. We must learn to add value through creativity … by inventing … Extraordinary Experiences … which provide scintillating “solutions” to customers’ oft unexpressed desires and dreams. Out: Tangibles. In: Intangibles.
Old-fashioned manufacturing (and jobs associated therewith) is no longer the provenance of the developed nations’ economies. The Age of Services and Intangibles has arrived. Moreover, we are quickly moving beyond conventional services ... even farther out on the Intangibles Scale ... to create scintillating, value-added “experiences.” In the words of the famous bank robber, Willy Sutton: “It’s where the money is.” Don’t believe me? Ask Harley-Davidson. Or UPS (What can Brown do for you?).

34. “The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Kjell Nordström and Jonas Ridderstråle, Funky Business

35. Gerstner’s IBM: Systems Integrator of choice. Global Services: $40B
Gerstner’s IBM: Systems Integrator of choice. Global Services: $40B. Pledge/’99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12.01).

36. WHAT CAN BROWN DO FOR YOU?

37. Experience: “Rebel Lifestyle
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

38. “Experiences are as distinct from services as services are from goods
“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

39. The “Experience Ladder” Experiences Services Goods Raw Materials

40. And the Winners Are … Televisions –12% Cable TV service +5% Toys -10% Child care +5% Photo equipment -7% Photographer’s fees +3% Sports Equipment -2% Admission to sporting event +3% New car -2% Car repair +3% Dishes & flatware -1% Eating out +2% Gardening supplies -0.1% Gardening services +2% Source: WSJ/

41. FEES! FEES! FEES! —Cover Story, BW/09.29.03

42. <TGW vs. >TGR

43. It’s All About EXPERIENCES: “Trapper” to “Wildlife Damage-control Professional” Trapper: <$20 per beaver pelt. WDCP: $150/“problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay. Source: WSJ/

44. Re-imagine! 8. Design Rules … in an Age of Experiences/ Dream Fulfillment.
Embracing intangibles as the prime source of economic value added means embracing ... Design. One marketing guru insists that tomorrow’s CEOs will need to trade their MBA for M3: from Master of Business Administration to Master of Metaphysical Management. (Hint: I agree.)

45. Design Transforms even the [Biggest] Corporations
Design Transforms even the [Biggest] Corporations! TARGET … “the champion of America’s new design democracy” (Time) “Marketer of the Year 2000” (Advertising Age)

46. Westin’s … Heavenly Bed

47. “We don’t have a good language to talk about this kind of thing
“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation.” Steve Jobs

48. Re-imagine! 9. Brand Value = All Value = Obeisance to Metaphysical Management.

49. “WHO ARE WE?”

50. “WHAT’S OUR STORY?”

51. “We are in the twilight of a society based on data
“We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories.” Rolf Jensen, Copenhagen Institute for Future Studies

52. “Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the future. There is no lack of ‘physical’ products to choose between.” Jesper Kunde, Unique now ... or never [on the excellence of Nokia, Nike, Lego, Virgin et al.]

53. Re-imagine. 10. WOMEN ROAR. Women buy (ALL) the stuff
Re-imagine! 10. WOMEN ROAR. Women buy (ALL) the stuff. Re-imagine the brand itself—and all business practices—around women-as purchasers.

54. ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (“home projects”) … 80% Consumer Electronics … 51% Cars … 60% (90%) All consumer purchases … 83% Bank Account … 89% Health Care … 80%

55. $5+T > Japan 10M/28M/$3.6T > Germany

56. 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED
91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

57. Read This Book … EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

58. “Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons.” “He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections.”

59. EVEolution: Truth No. 1 Connecting Your Female Consumers to Each Other Connects Them to Your Brand

60. “The ‘Connection Proclivity’ in women starts early
“The ‘Connection Proclivity’ in women starts early. When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ” EVEolution

61. “Women don’t buy brands. They join them.” EVEolution

62. 2.6 vs. 21

63. Editorial/Men: Tables, rankings
Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* *Redwood (UK)

64. 1. Men and women are different. 2. Very different. 3
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 Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

65. Ad from Furniture /Today (04. 01): “MEET WITH THE EXPERTS
Ad from Furniture /Today (04.01): “MEET WITH THE EXPERTS!: How Retailing’s Most Successful Stay that Way” Presenting Experts: M = 16; F = ?? (94% = 272)

67. Re-imagine! 11. Boomers & Geezers have (ALL) the money. Pay attention!

68. “ ‘Age Power’ will rule the 21st century, and we are woefully unprepared.” Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

69. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

70. Aging/“Elderly” $$$$$$$$$$$$ “I’m in charge!”

71. 50+ $7T wealth (70%)/$2T annual income 50% all discretionary spending 79% own homes/40M credit card users 41% new cars/48% luxury cars $610B healthcare spending/ 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

72. “Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.”—Peter Francese, founding publisher, American Demographics

73. Re-imagine! 12. Creative Enterprises demand … Awesome (& Creative) Talent. Everywhere.

74. Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute

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

76. Model 25/8/53 Sports Franchise GM

77. Brand = Talent.

78. Re-imagine! 13. WOMEN RULE. Women are … Tomorrow’s Leaders. (Period.)

79. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, BusinessWeek,

80. Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, America’s Competitive Secret: Women Managers

81. Psssst! Wanna see my “porn” collection?

82. !!!!!!!!!!!!!!! 14 to 168* *Leadership Positions/D&T/1992-2002/WIAR

83. Women Rule Match market power Attributes fit N. O. W
Women Rule Match market power Attributes fit N.O.W. (New Org World) 10M biz owners

84. Re-imagine! “Talent Development” rests upon Total Re-imagining of our insipid schools Those who “color outside the box” and “can’t sit still” are the New Heroes.

85. “My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’ ” Jordan Ayan, AHA!

86. Re-imagine. 15. Weird Wins … in Weird Times. (Innovation = Easy
Re-imagine! Weird Wins … in Weird Times (Innovation = Easy. Hang Out with Weird = Get Weird.) (Q.E.D.)

87. Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

88. “To grow, companies need to break out of a vicious cycle of competitive benchmarking, imitation and pursuit.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/

89. Audie Murphy was the most decorated soldier in WW2
Audie Murphy was the most decorated soldier in WW2. He won every medal we had to offer, plus 5 presented by Belgium and France. There was one common medal he never won …

90. … the Good Conduct medal.

91. Re-imagine! Leading = Re-imagining = Unleashing Passion in One & All. Winners … Pursue Quests to Places as Yet Unimagined Leaders applaud their “followers’ ” Quirky Bravery … and egg them on to ever more wild & woolly experiments.

92. “I don’t know.”

93. The Kotler Doctrine: 1965-1980: R. A. F. (Ready. Aim. Fire
The Kotler Doctrine: : R.A.F. (Ready.Aim.Fire.) : R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

94. “Fail faster. Succeed sooner.” David Kelley/IDEO

95. Fail. Forward. Fast. –High-tech Exec

96. “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

97. “If things seem under control, you’re just not going fast enough
“If things seem under control, you’re just not going fast enough.” Mario Andretti