1. Distinct or … Extinct Tom Peters Seminar2000 eLink2000 Commerce One Las Vegas 19 September 2000

2. 09.10.2000: Would Mr. Peters mind if we edited out of the handout the part about the eCommerce? It will upset our people.

3. The period 2000-2002 will bring the single greatest change in worldwide economic and business conditions since we came down from the trees. David Schneider & Grady Means, MetaCapitalism

4. 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)

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

6. Forces @ Work I The Destruction Imperative!

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

8. The [New] G e Way DYB.com

9. The Gales of Creative Destruction +29M = -44M + 73M +4M = +4M - 0M

10. Brand Inside Brand Org: Lean, Linked, Electronic & Malleable

11. And Now the Equivalent … White Collar Revolution!

12. A bureaucrat is an expensive microchip. Dan Sullivan, consultant and executive coach

13. Assetless Company John Bryan, CEO, on selling all Sara Lees manufacturing

14. Cisco, Dell = Brand-owning companies who sell Customer Satisfaction Source: David Schneider & Grady Means, MetaCapitalism

15. Brand Inside Brand Work: The WOW Project

16. The Raw Material … The WOW Project!

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

18. Brand Inside Brand Talent: The Great War for Talent

19. There is no talent shortage … if … you are a GPTW* *Great Place To Work

20. The Case

21. When land was the scarce resource, nations battled over it. The same is happening now for talented people. Stan Davis & Christopher Meyer, futureWEALTH

22. The Response

23. Home Depot: 7 new growth initiatives ($20B to $100B in 5-7 years) Arthur Blank: BEST PERSON IN THE WORLD TO HEAD EACH INITIATIVE E.g.: COO of IKEA to head international expansion Ed Michaels, War for Talent (05.17.00)

24. From 1, 2 or 3 [JW] to … Best talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent (05.17.00)

25. Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers. Ed Michaels, War for Talent (05.17.00)

26. 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

27. This is the Age of Ageism: The real innovators dilemma isnt disruptive technologies; its the relentless rise of the quasi- adolescents who wield them. Michael Schrage

28. The challenge for IBM, AT&T and other mainstream companies is to re-instill a sense of adventure in recruits. Burke Stinson, AT&T

29. N.W.O.: Was-Is Pine-paneled Office Address: 1 Big Man Plaza Secretary Suit Formal Rank conscious Pretense (Failures are for fools.) I love Yes men Self-contained Seat 9B, UA233 Address: Dude@Corp.com Typing: 60 WPM Casual M-F Approachable We are a HOT Team Screwing up is as normal as breathing I love Misfits! I love partners

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

31. Forces @ Work II The Commodity Trap

32. 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

33. We make over three new product announcements a day. Can you remember them? Our customers cant! Carly Fiorina

34. Brand Outside Strategy 1 : Lead the Customer!

35. Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive. John Roth, CEO, Nortel

36. Brand Outside Strategy 2 : Use E-Commerce to Re-invent Everything!

37. OVERVIEW

38. Tomorrow Today: Cisco! 90% of $20B (=$50M/day) 75% mfg. outsourced; 50% of orders routed to supplier who ships direct Gross margin:65%; Net margin: 28% Savings in service and support from customer self-management: $550M

39. Enron: $400B in annual on-line trading transactions. [50% total bus.] Much stimulated by the Web per se. Schwab: $25B per week in asset transactions [80% of trades] [Transition to e.Schwab: Rev. fell, then quickly doubled]

40. COMMUNITY!/ CUSTOMER CONTROL!

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

42. Tomorrow Today: Cisco! 90% of $20B; save $550M C.Sat e >> C.Sat H Customer Engineer Chat Rooms/Collaborative Design ($1B free consulting) (45,000 customer problems a week solved via customer collaboration)

43. Ciscos Secret Trust (Openness to partners!!!!!)

44. RADICAL STRATEGIES REQUIRED

45. Where does the Internet rank in priority? Its No. 1, 2, 3, and 4. Jack Welch

46. One cannot be tentative about this. Excuses like channel conflict or marketing and sales arent ready cannot be allowed. Delay and you risk being cut out of your own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago. Jack Welch [07.00/Forbes.com]

47. REINVENT EVERYTHING

48. Jargon Bath! Bureaucracy free … Systemically integrated … Internet intense … Knowledge based … Time and location free … Instantly responsive … Customer centric … Mass customization enabled.

49. Translation … Bureaucracy free = Flat org, no B.S. Systemically integrated = Whole supply chain tightly wired/ friction free Internet intense = Do it all via the Web Knowledge based = Open access Time and location free = Whenever, wherever Instantly responsive = Speed demons Customer centric = Customer calls the shots Mass customization enabled = Every product and service rapidly tailored to client requirements

50. Message: There is no such thing as an effective B2B or Internet-supply chain strategy in a low-trust, bottlenecked- communication, six-layer organization.

51. 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

52. Supply Chain 2000: When Joe Employee at Company X launches his browser, hes taken to Company Xs personalized home page. He can interact with the entire scope of Company Xs world – customers, other employees, distributors, suppliers, manufacturers, consultants. The browser – that is, the portal – resembles a My Yahoo for Company X and hooks into every network associated with Company X. The real trick is that Joe Employee, business partners and customers dont have to be in the office. They can log on from their own cell phone, Palm Pilot, pager or home office system. Red Herring (09.2000)

53. 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

54. The Web … A DREAMERS MEDIUM!

55. Inet … … allows you to dream dreams you could never have imagined before!

56. It is real! It is Life and Death! Dream BIG! Start Now! Study Hard! Play Hard! Play Fast! Go on Offense! Hire great folks! (They aint cheap. They are young!) Dont cut corners on infrastructure! Rem: Age of the Never Satisfied Customer! We aint seen nothin yet!

57. Banking is necessary. Banks are not. Dick Kovacevich, Norwest/ Wells

58. Brand Outside Strategy 3 : Fighting Back via Systems Integration!

59. THE CASE

60. GM/Ford/DaimlerChrysler (02-27) Covisint $240B (+$500B)

61. Solectron, IBM, Nortel, Matsushita, Seagate, Etc. E2Open.com $700 B

62. Goal? Drive profits to zero!* *Remember AMR and dynamic pricing.

63. Net Nips Real Estate Sales Fees Headline, p.1B, USAToday 07.05.00* *Homebytes.com, eHomes.com, YourHomeDirect.com, etc.

64. Message: BOX SELLERS LOSE!

65. THE RESPONSE

66. Message: Racing up the V.A. Ladder. Doing More & More … & More & More & More … for/with the Customer and the Supply-Demand Chain!

67. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers IT consulting bus!

68. We want to be the air traffic controllers of electrons. Bob Nardelli, GE Power Systems

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

70. Brand Leadership Passion Rules!

71. Brand Leadership! A key – perhaps the key – to leadership is the effective communication of a story. Howard Gardner Leading Minds: An Anatomy of Leadership

72. Brand Leadership: ENTHUSIASM RULES! I am a dispenser of enthusiasm./ Ben Zander

73. A leader is a dealer in hope. Napoleon

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

75. Message: eCommerce is not a technology play! It is a relationship, partnership, organizational and communications play, made possible by new technologies.