re-imagine’s requisites: the leadership 11 tom peters/ mexico d.f./ 04june2004

Re-imagine’s Requisites:

The Leadership11

Tom Peters/ Mexico D.F./ 04June2004

Slides at …

tompeters.com

“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

“It’s no longer enough to be a ‘change agent.’ You

must be a change insurgent—

provoking, prodding, warning everyone in sight

that complacency is death.” —Bob Reich

Context: The Change Tsunami

Jobs Technology

Globalization War, Warfighting & Security

Jobs New Technology

Globalization War, Warfighting &

Security

“14 MILLION service jobs are in

danger of being shipped overseas” —

The Dobbs Report/USN&WR/11.03/re new UCB

study

E.g. …

Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in

3 years.

Source: BW (01.28.02)

“One Singaporean worker costs as much as …

3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”

Source: The Straits Times/08.18.03

“Thaksinomics” (after Taksin Shinawatra, PM)/ “Bangkok

Fashion City”/ “managed asset reflation” (add to brand value of

Thai textiles by demonstrating flair and design excellence)

Source: The Straits Times/03.04.2004

Jobs Technology


Security

<1000A.D.: paradigm shift: 1000s of years1000: 100 years for paradigm shift

1800s: > prior 900 years1900s: 1st 20 years > 1800s

2000: 10 years for paradigm shift

21st century: 1000X tech

change than 20th 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

Jobs Technology


Security

“The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India and Russia—have been

integrated into the global market economy, many of them highly educated workers, who can

do just about any job in the world. We’re talking about three billion people.” —Craig Barrett/Intel/01.08.2004

1990-2003: Exports 8X ($380B); 6% global exports 2003 vs. 3.9% 2000; 16% of

Total Global Growth in 2002.

Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

1998-2003: 45,000,000 layoffs in state sector; offset by $450B in

foreign investment; foreign companies account for 50+% of exports vs. 31% in Mexico,

15% in Korea.

Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

200 cities with >1,000,000 population.

Source: “China Takes Off,” David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

“Going Global: Flush with billions in foreign reserves,

China is embarking on a buying spree” —Cover/ Newsweek/ 03.01.04/ on

China’s aggressive offshore acquisition activity (buying brands,

technology, etc.)

World economic output: U.S.A., 21%; EU, 16%; China, 13%

(2X since1991)

Source: New York Times/12.14.2003

Jobs Technology

Globalization

War, Warfighting & Security

“This is a dangerous world and it is going to become more dangerous.”

“We may not be interested in chaos but

chaos is interested in us.”

Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

The

Leadership11

The Leadership11

1. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

In an age of value-added through imagination, creativity and

intellectual capital … the leader’s Job One is the recruitment,

development and retention of awesome talent.

Brand = Talent.

Age of AgricultureIndustrial Age

Age of Information IntensificationAge of Creation Intensification

Source: Murikami Teruyasu, Nomura Research Institute

“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

From “1, 2 or you’re out” [JW] to …

“Best Talent in each industry segment to build

best proprietary intangibles” [EM]

Source: Ed Michaels, War for Talent

“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

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

“Ninety percent of what we call ‘management’ consists of making it

difficult for people to get things done.” – P.D.

“I don’t know.”

Quests!

“My ancestors were printers in Amsterdam from 1510 or so until

1750, and during that entire time they didn’t have to learn anything

new.”Peter Drucker, Business 2.0 (08.22.00)

“Knowledge becomes obsolete incredibly fast. The

continuing professional education of adults is the

No. 1 industry in the next 30 years … mostly on line.”

Peter Drucker,Business 2.0 (22August2000)

I AM A TALENT FANATIC. I STACK UP WITH THE BEST FOOTBALL COACHES. OUR TALENT IS ON

QUESTS TO RE-IMAGINE TOMORROW. THE TALENT I

RECRUIT AND DEVELOP IS MY

PREMIER LEGACY. (Scale of 1 to 10?)

The Leadership11


The “metabolism” of enterprise-competition-invention has speeded

up remarkably. It is the leader’s mission to increase—and manage—the Metabolic Rate of her or his

organization.

“We are in a

brawl with no rules.”

Paul Allaire

The Kotler Doctrine:

1965-1980: R.A.F.(Ready.Aim.Fire.)

1980-1995: R.F.A.(Ready.Fire!Aim.)

1995-????: F.F.F.(Fire!Fire!Fire!)

WE ARE ON A PERMANENT HIGH. WE LIVE ON SPEED. WE TACK

AND JIBE ON A NANOSECOND’S NOTICE. RECRIMINATION IS

MINIMAL. ACTION RULES. I AM PROACTIVE AROUND THE CAUSE

OF URGENCY. (Scale of 1 to 10?)

“If things seem under control, you’re just not

going fast enough.”

Mario Andretti

The Leadership11


The Internet and other associated technologies are changing …

everything. The leader must take direct charge of the full-bore implementation of the new

technologies. The wise leader is his own CIO.

100 square feet

“Our entire facility is digital. No paper, no film, no medical records. Nothing. And it’s all integrated—from the lab to X-ray to records to physician order entry. Patients don’t have to wait for anything. The information from the physician’s office is

in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. … It’s wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer that’s

pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the

network. They can review a chart from 100 miles away.” —David Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)

“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

“The mechanical speed of combat vehicles has not

increased since Rommel’s day, so the difference is all in the

operational speed, faster communications and faster

decisions.” —Edward Luttwak, on the unprecedented pace of the move toward Baghdad

“There’s no use trying,” said Alice. “One can’t believe impossible things.”

“I daresay you haven’t had much practice,” said the Queen. “When I was

your age, I always did it for half an hour a day. Why, sometimes I’ve

believed as many as six impossible things before breakfast.”

Lewis Carroll

I’net …

… allows you to dream dreams

you could never have dreamed

before!

TECHNOLOGY CHANGES EVERYTHING. I AM A TRUE

BELIEVER. NOW IS THE MOMENT FOR INSANELY BOLD

INVESTMENT AND TOTAL CORPORATE RE-IMAGINATION.

(Scale of 1 to 10?)

The Leadership11


The “corporate metabolism” cannot be speeded up and the new

technologies cannot be fully exploited unless all barriers to X-functional

communication (throughout the entire supply and demand chain) are

destroyed. The leader must lead—get directly involved in the minutiae of

this STRATEGIC task.

“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.

“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

“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

BARRIERS MUST GO. PERIOD. I AM INTIMATELY INVOLVED WITH THE GRUBBY DETAILS OF TOTAL PROCESS RE-DESIGN. WE WILL

NOT PARTNER WITH THOSE THAT

DON’T “GET IT.” (Scale of 1 t0 10?)

The Leadership11


The new competitive realities demand that we turn our backs on

the ones who brung us. Every leader needs a FORMAL

“forgetting strategy.”

“It is generally much easier to kill an

organization than change it

substantially.” Kevin Kelly, Out of Control

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

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

“FORGET IT” IS MY MISSION AND MANTRA. WE MUST SEVER

MANY/MOST OF OUR TIES TO THE PAST … AND IMAGINE

COMPLETELY NEW WORLDS. EVERYONE KNOWS THAT

“FORGETTING” IS MY PASSION.

(Scale of 1 to 10?)

The Leadership11


The Leadership11

Metaphysical Management

A brand new value proposition is emerging. We are moving toward

more and more ethereal “products” and “services.” The

leader must oversee this process—become the Metaphysician-in-

Chief.

“While everything may

be better, it is also increasingly the same.”

Paul Goldberger on retail, “The Sameness of Things,” The New York Times

“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

“Companies have defined so much ‘best practice’

that they are now more or less identical.”

Jesper Kunde, Unique Now ... or Never

“We make over three new product announcements a

day. Can you remember

them? Our customers can’t!”Carly Fiorina

09.11.2000: HP bids

$18,000,000,000for

PricewaterhouseCoopersconsulting business!

“These days, building the best server isn’t enough. That’s the

price of entry.”Ann Livermore, Hewlett-Packard

Gerstner’s IBM: Systems Integrator of

choice. Global Services:

$35B. Pledge/’99: Business Partner Charter. 72 strategic partners,

aim for 200. Drop many in-house

programs/products. (BW/12.01).

“UPS wants to take over the sweet spot in the endless loop

of goods, information and capital that all the packages

[it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics

manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

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/05.16.03

“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

“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

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

WHAT CAN BROWN DO FOR YOU?

The “Experience Ladder”

Experiences Services

Goods Raw Materials

Duet … Whirlpool … “washing machine” to “fabric care system” … white goods: “a sea of

undifferentiated boxes” … $400 to $1,300 … “the Ferrari of washing machines” …

consumer: “They are our little mechanical buddies. They have personality. When they are

running efficiently, our lives are running efficiently. They are part of my family.” …

“machine as aesthetic showpiece” … “laundry room” to “family studio” / “designer laundry

room” (complements Sub-Zero refrigerator and home-theater center)

Source: New York Times Magazine/01.11.2004

1997-2001

>$600: 10% to 18%$400-$600: 49% to 32%

<$400: 41% to 50%

Source: Trading Up, Michael Silverstein & Neil Fiske

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

“No longer are we only an insurance provider. Today, we also offer our

customers the products and services that help them achieve their dreams,

whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.” —Martin Feinstein,

CEO, Farmers Group

The marketing of Dreams (Dreamketing)

Dreamketing: Touching the clients’ dreams.

Dreamketing: The art of telling stories and entertaining.

Dreamketing: Promote the dream, not the product.

Dreamketing: Build the brand around the main dream.

Dreamketing: Build the “buzz,” the “hype,” the “cult.”

Source: Gian Luigi Longinotti-Buitoni

(Revised) Experience Ladder

Dreams Come True Awesome Experiences

SolutionsServicesGoods

Raw Materials

“The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as

companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based

society whose icon is the computer. We stand facing the fifth kind of society: the Dream

Society. … The Dream Society is emerging this very instant—the shape of the future is visible today. Right now is the time for decisions—before the major portion of consumer purchases

are made for emotional, nonmaterialistic reasons. Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services.” —

Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business

“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.]

I FULLY COMPREHEND THAT THE “BASIC VALUE PREMISE” IS

SHIFTING … DRAMATICALLY AND RAPIDLY. I AM WHOLLY

COMMITTED TO BECOMING “MASTER METAPHYSICIAN.”

(Scale of 1 to 10?)

The Leadership11


The Leadership11

Opportunity Management

The two biggest (by far) “trends” are ignored—or at least not treated as Strategic Priority One—by most.

Women! Boomers & Geezers! Why? (And … what does the leader

plan to do about it?)

Women & the Marketspace.

?????????

Home Furnishings … 94%Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)

Houses … 91%D.I.Y. (major “home projects”) … 80%

Consumer Electronics … 51% (66% home computers)

Cars … 68% (90%)All consumer purchases … 83%

Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%

Health Care … 80%

91% women: ADVERTISERS DON’T

UNDERSTAND US. (58% “ANNOYED.”)

Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

Read This Book …

EVEolution: The Eight Truths of Marketing to Women

Faith Popcorn & Lys Marigold

FemaleThink/ Popcorn

“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.”

EVEolution: Truth No. 1

Connecting Your Female Consumers to Each

Other Connects Them to Your Brand

“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

“Women don’t buy

brands. They join them.”

EVEolution

2.6 vs. 21

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.

Boomers & Geezers.

2000-2010 Stats

18-44: -1%

55+: +21%(55-64: +47%)

44-65: “New Consumer Majority” *

*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder

“The New Consumer 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

50+

$7T wealth (70%)/$2T annual income50% all discretionary spending

79% own homes/40M credit card users41% 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

“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

“ ‘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

I GET IT! WOMEN! BOOMERS & GEEZERS! IT’S WHERE THE LOOT IS! WE ARE “GOING STRATEGIC”

ON THIS! (Scale of 1 to 10?)

The Leadership11


The Leadership11

Portfolio Management

We must think of the “rosters” of talent, customers, suppliers, leader,

projects, initiatives—and the Board—in terms of portfolios. I.e.: Is our

portfolio as strange as these strange times demand? The leader is a “V.C.”

(venture capitalist) creating and managing several strategically vital

portfolios.

“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

THINK WEIRD: The High Standard

Deviation Enterprise.

Saviors-in-Waiting

Disgruntled CustomersOff-the-Scope Competitors

Rogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

CUSTOMERS: “Future-defining customers may

account for only 2% to 3% of your total, but they represent a crucial

window on the future.”Adrian Slywotzky, Mercer Consultants

COMPETITORS: “The best swordsman in the world doesn’t need to fear

the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a

sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t

prepared for him; he does the thing he ought not to do and often it catches the expert out and

ends him on the spot.”

Mark Twain

“To grow, companies need to break out of a

vicious cycle of competitive

benchmarking and imitation.” —W. Chan Kim & Renée

Mauborgne, “”Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03

“How do dominant companies lose there

position? Two-thirds of the time, they pick the wrong competitor to

worry about.” —Don Listwin, CEO,

Openware Systems/WSJ/06.01.2004 (commenting on Nokia)

Employees: “Are there enough weird

people in the lab these days?”

V. Chmn., pharmaceutical house, to a lab director (06.01)

We become who we

hang out with!

I AM A “V.C.” I OBSESS ABOUT MY VARIOUS “ROSTERS”—EMPLOYEES, CUSTOMERS, ETCETERA. I MEASURE MY

ROSTERS’ “WEIRDNESS

QUOTIENT.” (Scale of 1 to 10?)

The Leadership11


The Leadership11

Failure Management

Screwing up is more important than ever in strange times. The

screw-up rate is the best indicator of sufficiently rapid adaptation. The leader must “manage” the

screw-up process—literally.

“Wealth in this new regime flows directly from innovation, not

optimization. That is, wealth is not gained by perfecting the known,

but by imperfectly seizing the unknown.”

Kevin Kelly, New Rules for the New Economy

“Perfection is achieved only by institutions on the point of

collapse.” — C. Northcote

Parkinson

DG to TP: “Sam is not afraid

to fail.”

“Fail faster. Succeed sooner.”

David Kelley/IDEO

Fail. Forward. Fast. –High-tech Exec

“Reward excellent

failures. Punish mediocre

successes.”Phil Daniels, Sydney exec (and, de facto, Jack)

WE DO NO “WITCH HUNTS”! WE FULLY UNDERSTAND THAT

WE ARE AS GOOD AS OUR “EXCELLENT FAILURES.” WE

CHERISH THE BOLD AND

BLOODIED ONES. (Scale of 1 to 10?)

The Leadership11


The Leadership11

Cause Management

People “sign up” for causes worth pursuing. Turning the enterprise into a cause-worth-committing-to

is a primary task of the leader.

G.H.: “Create a ‘cause,’ not a ‘business.’ ”

“I never, ever thought of myself

as a businessman. I was interested in creating

things I would be proud of.” —Richard Branson

Demo = Story

“A key – perhaps the key – to leadership is the

effective communication of a story.”

Howard Gardner, Leading Minds: An Anatomy of Leadership

WE WILL SUCCEED TO THE EXTENT THAT OUR TEAM

“CAN’T WAIT FOR THE WEEKEND TO END.” WE AIM TO

DENT THE UNIVERSE! (Scale of 1 t0 10?)

The Leadership11


The Leadership11

Passion Management

Passion moves mountains. Creating a “passionate enterprise” is a modern leadership imperative.

“A leader is a dealer in hope.”

Napoleon

(+TP’s writing room pics)

Hackneyed but none the less

true: LEADERS SEE CUPS AS “HALF

FULL.”

BZ: “I am a … Dispenser of Enthusiasm!”

Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life,

Engagement, Commitment, Great Causes & Determination to Make a

Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable

Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS.]

T. J. Peters T. J. Peters 1942 – 2---1942 – 2---

HE WOULDA DONE SOME HE WOULDA DONE SOME

REALLY COOL STUFF REALLY COOL STUFF

BUT …BUT …

HIS BOSS WOULDN’T HIS BOSS WOULDN’T

LET HIM! LET HIM!

T. J. Peters T. J. Peters 1942 – 2---1942 – 2---

HE WAS A PLAYER!HE WAS A PLAYER!

“If you ask me what I have come to do in

this world, I who am an artist, I will reply: I am here to live my life out loud.” — Émile Zola

I AM AN … ENTHUSIAST. MY ENTHUSIAM IS CONTAGIOUS. WE

HAVE FUN. WE AIM TO GO ON “QUESTS” AND CHANGE THE

WORLD. THAT IS MY COMMITMENT. THAT IS MY

LEGACY. THAT IS MY (LOUD)

LIFE. (Scale of 1 to 10?)

The Leadership11


“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

Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective

1. Insanely Great & Quirky Talent.2. Disrespect for Tradition.3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do.4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.”5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.”6. Speed Demons.7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)8. Passionate Hatred of Bureaucracy.9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.)10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom.12. A Crystal Clear Understanding of Brand Power.

Sir Richard’s Rules:

Follow your passions.Keep it simple.

Get the best people to help you.Re-create yourself.

Play.

Source: Fortune/10.03

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!

“You can’t behave in a calm, rational

manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

HTSH: Engage!

Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop

moving on! Progress for humanity is engendered by those who join and savor the

fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving

offense to the reigning authorities.

Key words: Commit! Engage! Try! Fail! Persist!

HTSH: You Must Care

Make the time each day to offer an expression of appreciation to just one of your fellow human

beings. It is the accumulation of such “small” kindnesses and acts of recognition that add up to a life worth having been lived. In short … you

must care. You must wear your passion and compassion on your sleeve, and attend

assiduously to the moment. It will not come ’round again.

Key word: Care

re-imagine’s requisites: the leadership 11 tom peters/ mexico d.f./ 04june2004

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