1. 1 Digger the Dermatophyte* *Lamisil/Novartis/#4/$110M/3X in 10 to 100,000

2. Tom Peters’ Re-Imagine! Leading Change! Developing Talent! Driving Innovation! Adding Value! Achieving Excellence! Epsilon/Quail Lodge/0502.2006

3. 1 Unglued.

4. 1 Chicagoland’s Mystery Disappearances …

5. 1 “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327.06; 500 of 900 Research ; JPMorgan Chase—30% back- office by 12.31.07

6. 1 New Economy? Sergey, Larry > Harvard/370

7. 1

8. 1 New Economy? Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

9. 1 One Answer.

10. 1 “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success.” —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

11. 1 The General’s Story. (And Darwin’s)

12. 1 “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

13. 1 “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin

14. 1 My Story.

15. 1 “ 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

16. 1 1. Re-imagine Permanence: The Naked Emperor Problem!

17. 1 Pathetic!

18. 1 “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 1987. 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 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

19. 1 “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

20. Lessons Learned. GE. Me.

21. 4/40

22. De-cent- ral-iz- a-tion!

23. Ex-e- cu-tion!

24. Ac-count- a-bil-ity!

25. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

26. 6:15A.M.

27. 1 2. Re-imagine: Innovate or Die!!

28. 1 Resist !

29. 1 “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it— often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/Time/2004

30. 1 There’s “A” and then there’s “A.”

31. 1 Scale ?

32. 1 “I don’t believe in economies of scale. You don’t get better by being bigger. You get worse.” —Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

33. 1 Scale? “Microsoft’s Struggle With Scale” —Headline, FT, 09.2005 “Troubling Exits at Microsoft” —Cover Story, BW, 09.2005 “Too Big to Move Fast?” —Headline, BW, 09.2005

34. 1 Spinoffs perform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble” —Jerry Knight/Washington Post/08.05

35. 1 Market Share, Anyone? 240 industries: Market-share leader is ROA leader 29% of the time Source: Donald V. Potter, Wall Street Journal

36. 1 Market Share, Anyone? — 240 industries; market-share leader is ROA leader 29% of the time — Profit / ROA leaders: “aggressively weed out customers who generate low returns” Source: Donald V. Potter, Wall Street Journal

37. 1 Different ! * *“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

38. 1 Franchise Lost! TP: “ How many of you [600] really crave a new Chevy?” NYC/IIR/061205

39. 1 This is not a “mature category.”

40. 1 This is an “ undistinguished category.”

41. 1 $798

42. 1 7X. 730A- 800P. F12A.* *’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

43. 1

44. 1 “It’s simple, really, Tom. Hire for s, and, above all, promote for s.” —Starbucks middle manager/field

45. 1 Cirque du Soleil !

46. 1 Donnelly’s Weatherstrip Service Weymouth MA

47. 1 Easy !

48. 1 Innovation’s 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

49. 1 We become who we hang out with!

50. 1 Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

51. 1 Hard !

52. 1 “ The Bottleneck Is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review

53. 1 More than $$$$ #1 R&D spending, last 25 years?

54. 1 More than $$$$ GM Source: Michael Schrage, FT, 11.05

55. 1 BOLD !

56. 1 “ Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

57. 1 Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We can’t change because our brains become “hardwired” early in life Source: Fast Company/05.2005

58. 1 “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec

59. 1 Speed/ Tempo !

60. 1 He who has the quickest O.O.D.A. Loops * wins! *Observe. Orient. Decide. Act. / Col. John Boyd

61. 1 Action !

62. 1 “Execution is the job of the business leader.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

63. 1 “ Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

64. 1 “We have a ‘strategic plan.’ It’s called doing things.” — Herb Kelleher

65. 1 Measurable !

66. 1 Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a “Weird”/ “Profound”/ “Wow”/“Game- changer” Scale?

67. 1 Immelt on “Innovation breakthroughs”: Pull out and fund ideas in each business that will generate >$100M in revenue; find best people to lead (80 throughout GE) Source: Fast Company/07.05

68. 1 Personal !

69. 1 Step #1: Buy a Mirror!

70. 1 “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG

71. 1 3. Re-imagine Organizing I: IS/IT as Disruptive Tool!

72. 1 We all live in Dell-Wal*Mart- eBay-Google World!

73. 1 Wal*Mart (!) & Katrina

74. 1 “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

75. 1 “Between the local people and the top [of FEMA] seem to be about seven or eight layers of people who need to get a life.” —Mayor Bill White, Houston

76. 1 “Sod all in the middle.” —Kevin Roberts on tomorrow’s flat organizations (Fast Company/03.06)

77. 1 Power Tools for Power Solutions/ Strategies! —TP

78. 1 5% F500 have CIO on Board: “While some of the world’s most admired companies— Tesco, Wal*Mart —are transforming the business landscape by including technology experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value.” Source: Burson-Marsteller

79. 1 4. Re-imagine Organizing II: What Organization?

80. 1 “Organizations will still be critically important in the world, but as ‘organizers,’ not ‘employers’!” — Charles Handy

81. 1 TP In Nagano … Revenue: $10B FTE: 1* *Maybe

82. 1 Not “out sourcing” Not “off shoring” Not “near shoring” Not “in sourcing” but … “Best Sourcing”

83. 1 “global innovation networks” vs “research in large monolithic companies” Source: George Colony/Forrester Research

84. 1 5. Re-imagine Organizing III: The Power of “We”

85. 1 “THE POWER OF US: Mass Collaboration on THE INTERNET Is Shaking Up Business” —Cover/BusinessWeek/06.20.05

86. 1 “ There’s a fundamental shift in power happening. Everywhere, people are getting together and, using the Internet, disrupting whatever activities they’re involved in.” —Pierre Omidyar, founder, eBay

87. 1 “The architecture of participation” —Tim O’Reilly/Tech-book publisher

88. 1 6. Re-imagine Business’s Fundamental Value Proposition: The “Gamechanging Solutions” Imperative.

89. 1 Up, Up, Up, Up the Value-added Ladder.

90. 1 $55B

91. 1 “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW/2004

92. 1 And … MasterCard Advisors

93. 1 The Value-added Ladder/Stuff ‘n’ Things Goods Raw Materials

94. 1 The Value-added Ladder/Stuff & Transactions Services Goods Raw Materials

95. 1 The Value-added Ladder/Opportunity-seeking Gamechanging Solutions / Business Advantage Services Goods Raw Materials

96. 1 “Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner- Leader in Lifetime Value-added Maximization ? (*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/AnonVSE-Spain)

97. 1 HCare CIO: “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team (who happens to be a techie)

98. 1 7. Re-imagine Organizing IV: The Professional Service Firm (“PSF”) Imperative.

99. 1 “ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that … you’ve become irrelevant to your customers.” —John Battelle/Point/Advertising Age/07.05

100. 1 Chicago: HRMAC

101. 1 “support function” / “cost center”/ “overhead” or …

102. 1 Are you … “ Rock Stars of the Age of Talent”

103. 1 Answer: Professional Service Firm/PSF! Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

104. 1 “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that. We pay for ourselves, and we actually make money for the company.” —Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

105. 1 Mantra: “Eichorn it!”

106. 1 Big Idea : “Corporation” as “Mega-PSF”* * “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/ Applying Intellectual Capital (“Work Product”)

107. 1 The “PSF35” : Thirty-Five Professional Service Firm Marks of Excellence

108. 1 The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs) 9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”

109. 1 Point of View!

110. 1 8. Re-imagine Enterprise as Theater I: A World of Scintillating “Experiences.”

111. 1 “ Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

112. 1 “ Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ” Source: Jean-Marie Dru, Disruption

113. 1 “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 that’s not work or home. It’s the place our customers come for refuge.” Nancy Orsolini, District Manager

114. 1 The Value-added Ladder/Memorable Connection Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

115. 1 9. Re-imagine Enterprise as Theater II: Embracing the “Dream Business.”

116. 1 DREAM: “A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.” —Gian Luigi Longinotti-Buitoni

117. 1 The Value-added Ladder/Emotion Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

118. 1 10. Re-imagine the Fundamental Selling Proposition : “It” all adds up to … (THE BRAND.) (THE STORY.) (THE DREAM.) The Love.

119. 1 “Got there first” (branding/ logo/spin): Coins, Post Offices

120. 1 “ Brands have run out of juice. They’re dead.” —Kevin Roberts/Saatchi & Saatchi

121. 1 Kevin Roberts: Lovemarks !

122. 1 Tattoo Brand : What % of users would tattoo the brand name on their body?

123. 1 Top 10 “Tattoo Brands”* Harley.… 18.9% Disney.... 14.8 Coke …. 7.7 Google.... 6.6 Pepsi.... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

124. 1 Up, Up, Up, Up the Value-added Ladder.

125. 1 Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

126. 1 Lead It: New “C-Levels”

127. 1 C X O* *Chief e X perience Officer

128. 1 C F O* *Chief Festivals Officer

129. 1 C C O* *Chief Conversations Officer

130. 1 C S O* *Chief Seduction Officer

131. 1 C L O* *Chief Lovemar k Officer

132. 1 C DM* *Chief Dream Merchant

133. 1 C PI* *Chief Portal Impresario

134. 1 C W O* *Chief WOW Officer

135. 1 C ST O* *Chief Storytelling Officer

136. 1 C R O* *Chief Revenue Officer

137. 1 11. Re-imagine the Customer : Trends Worth Trillion$$$ … Women Roar.

138. 1 “Women are the majority market” —Fara Warner/The Power of the Purse

139. The Perfect Answer Jill and Jack buy slacks in black…

141. 1 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. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

142. 1 10. Women’s Market = Opportunity No. 1.

143. 1 “Women don’t buy brands. They join them.” EVEolution

144. 1 2005

145. 1 Good Thinking, Guys! “Kodak Sharpens Digital Focus On Its Best Customers: Women” —Page 1 Headline/WSJ/0705

146. 1 10.6

147. 1 12. Re-imagine the Customer : Trends Worth Trillion$$$ … Boomer Bonanza/ Godzilla Geezer.

148. 1 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

149. 1 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

150. 1 “The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder, Ageless Marketing

151. 1 “Baby-boomer Women: The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing

152. 1 “WOMAN of the Year: She’s the most powerful consumer in America. And as she starts to turn sixty this month, the affluent baby boomer is doing what she’s always done— redefining herself.” —Joan Hamilton, Town & Country, JAN06

153. 1 “Sixty Is the New Thirty” —Cover/AARP/11.03

154. 1 Women. Women business owners. Boomers-Geezers. Single-adults (Urban)

155. 1 Fastest growing demographic: Single-person Households (>50% in London, Stockholm, etc) Source: Richard Scase

156. 1 % of homes purchased by single women: 1981, 10%; 2005, 20% % of homes purchased by single men: 1981, 10%; 2005, 9% Source: USA Today/02.15.06

157. 1 Women. Women business owners. Boomers-Geezers. Single-adults (Urban)

158. 1 13. Re-imagine Excellence : The Talent Obsession.

159. 1 “The Creative Age is a wide- open game.” —Richard Florida, The Rise of the Creative Class

160. 1 Brand = Talent.

161. 1 “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.” —Warren Bennis & Patricia Ward Biederman, Organizing Genius

162. 1 Les Wexner: From sweaters to … people!

163. 1 Hire very good people!

164. 1 “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” —Ed Michaels, War for Talent

165. 1 Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

166. 1 14. Re-imagine Excellence II: Meet the New Boss … Women Rule!

167. 1 “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report/BusinessWeek

168. 1 ???????? 6/44

169. 1 P&G

170. 1 “To be a leader in consumer products, it’s critical to have leaders who represent the population we serve.” —Steve Reinemund/PepsiCo

171. 1 15. Re-imagine Leadership: The Passion Imperative.

172. 1 Create a Cause!

173. 1 “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

174. 1 “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” —Howard Schultz, Starbucks (IBD/09.05)

175. 1 Make It a Grand Adventure !

176. 1 Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

177. 1 Yes!!!!!!!!!!!!!!!!! “free to do his or her absolute best” … “allow its members to discover their greatness.”

178. 1 “The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance

179. 1 “We are a ‘life Success Company”’ founder, RE/MAX

180. 1 Trumpet an Exhilarating Story !

181. 1 Best Story Wins! “A key – perhaps the key – to leadership is the effective communication of a story.” —Howard Gardner/Leading Minds: An Anatomy of Leadership

182. 1 Live Your Story !

183. 1 “ You must be the change you wish to see in the world.” Gandhi

184. 1 25+

185. 1 Try It !

186. 1 Sam’s Secret #1!

187. 1 Dispense Enthusiasm!

188. 1 “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

189. 1 “Most important, he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05

190. 1 “A man without a smiling face must not open a shop.” —Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

191. 1 Avoid … Moderation!

192. 1 Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

193. 1 Free the Lunatic Within!

194. 1 “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

195. 1 !