Tom Peters ReImagine Excellence in a Disruptive Age World Bank3.25.2003

1
Tom Peters Re-Imagine!Excellence in a
Disruptive AgeWorld Bank/3.25.2003
2
Slides at tompeters.com
3
Timetable0900-1030 New
Game, New Rules1030-1050 Q A1050-1200
Leading in Totally
Screwed-Up Times
4
PART I
5
1. We Are in a Brawl with No Rules.
6
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.
7
If you dont like change, youre going to like
irrelevance even less. General Eric Shinseki,
Chief of Staff, U. S. Army
8
Erics ArmyFlat.Fast.Agil
e.Adaptable.Light But Lethal.Brand You/
Talent/ I Am An ARMY Of One.Info-intense.
Network-centric.
9
We are in a brawl with no rules.Paul Allaire
10
S.A.V.
11
2. The Destruction Imperative.
12
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
13
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
14
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.SP 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
15
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did.Financial Times/11.28.2002
16
Its just a fact Survivors underperform.
Dick Foster
17
Rate of Leaving F5001970-1990 4XSource
The Company, John Micklethwait Adrian
Wooldridge (1974-200 One-half biggest 100
disappear)
18
Far from being a source of comfort, bigness
became a code for inflexibility. John
Micklethwait Adrian Wooldridge, The Company
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 Innovators Dilemma
20
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
21
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank.Mark Sirower, The Synergy Trap
22
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
23
Active mutators in placid times tend to die off.
They are selected against. Reluctant mutators in
quickly changing times are also selected
against.Carl Sagan Ann Druyan, Shadows of
Forgotten Ancestors
24
Lessons from the Bees!Since merger mania is
now the rage, what lessons can the bees teach us?
A simple one Merging is not in nature.
Natures process is the exact opposite one of
growth, fragmentation and dispersal. There is no
megalomania, no merging for mergings sake. The
point is that unlike corporations, which just get
bigger, bee colonies know when the time has come
to split up into smaller colonies which can grow
value faster. What the bees are telling us is
that the corporate world has got it all
wrong.David Lascelles, Co-director of The
Centre for the Study of Financial Innovation UK
25
The New Ge WayDYB.com
26
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
27
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
28
RM A lot of companies in the Valley fail.RN
Maybe not enough fail.RM What do you mean
by that?RN Whenever you fail, it means
youre trying new things.Source Fast Company
29
The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles.Newsweek/ Paul Saffo
(03.02)
30
Silicon Valley Success Failure?
SecretsPursuit of risk 4 of 20 in V.C.
portfolio go bust 6 lose money 6 do okay 3 do
well 1 hits the jackpotSource The Economist
31
Jim Tom. Joined at the hip. Not.
32
Huh?Quiet, workmanlike, stoic leaders bring
about the big transformations.--JC
33
Pastels?T. Paine/P. Henry/A. Hamilton/T.
Jefferson/B. FranklinA. Lincoln/U. S. Grant/W.
T. ShermanTR/FDR/LBJ/RR/JFKM.L. KingC. de
GaulleM. GandhiW. ChurchillM.
ThatcherPicassoMozartCopernicus/Newton/Einstein
J. Welch/L. Gerstner/L. Ellison/B. Gates/S.
Ballmer/S. Jobs/S. McNealyA. Carnegie/J. P.
Morgan/H. Ford/J.D. Rockefeller/T. A. Edison
34
Built to Last v. Built to FlipThe problem with
Built to Last is that its a romantic notion.
Large companies are incapable of ongoing
innovation, of ongoing flexibility.Increasingl
y, 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)
35
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)
36
The difficulties arise from the inherent
conflict between the need to control existing
operations and the need to create the kind of
environment that will permit new ideas to
flourishand old ones to die a timely death. We
believe that most corporations will find it
impossible to match or outperform the market
without abandoning the assumption of continuity.
The current apocalypsethe transition from a
state of continuity to state of discontinuityHas
the same suddenness as the trauma that beset
civilization in 1000 A.D. Richard Foster
Sarah Kaplan, Creative Destruction (The
McKinsey Quarterly)
37
Jane Jacobs Exuberant Variety vs. the Great
Blight of Dullness. F.A. Hayek Spontaneous
Discovery Process. Joseph Schumpeter the
Gales of Creative Destruction.
38
3. IS/ IT/ Web On the Bus or Off the Bus.
39
2.5G, 3G, 4GWindowsSymbianJavaBluetooth
Wi-FiPCs-PDAs-CellphonesE-business vs.
M-businessEtc.
40
Outsiders view (1) Billions are being spent,
even in a down market. (2) NOBODY HAS A CLUE AS
TO WHO THE WINNERSAND LOSERSWILL BE. (3) Yet
you must play. Now. Hard. Fast.
41
WebWorld Everything Web as a way to run your
businesss innardsWeb as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industryWeb/B2B as
ultimate wake-up call to commodity
producersWeb as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
dataWeb as an Encompassing Way of LifeWeb
Everything (P.D. to after-sales)Web forces you
to focus on what you do bestWeb as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
42
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
43
Dont rebuild. Reimagine.The New York Times
Magazine on the future of the WTC space in Lower
Manhattan/09.08.2002
44
Supposejust supposethat the Web is a new world
were just beginning to inhabit. Were like the
earlier European settlers in the United States,
living on the edge of the forest. We dont know
whats there and we dont know exactly what we
need to do to find out Do we pack mountain
climbing gear, desert wear, canoes, or all three?
Of course while the settlers may not have known
what the geography of the New World was going to
be, they at least knew that there was a
geography. The Web, on the other hand, has no
geography, no landscape. It has no distance. It
has nothing natural in it. It has few rules of
behavior and fewer lines of authority. Common
sense doesnt hold here, and uncommon sense
hasnt yet emerged. David Weinberger, Small
Pieces Loosely Joined
45
The e-conomy is one of re-intermediation, where
new technologies make it possible to radically
increase complexity and efficiency with the
introduction of new marketplaces. In these
markets, value chains constantly reorganize as
the demands of the consumer and business
change.Thomas Koulopoulos, Delphi Group
46
Hyperlinks subvert hierarchy!The Cluetrain
Manifesto
47
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 Nordström and Jonas
Ridderstråle, Funky Business
48
Parents, doctors, stockbrokers, even military
leaders are starting to lose the authority they
once had. There are all these roles premised on
access to privileged information. What we are
witnessing is a collapse of that advantage,
prestige and authority.Michael Lewis, next
49
Whats the Common Denominator?The Dutch the
British the Rothschilds Cargill Sumitomo
the KGB the CIA Mossad Enron WalMart
McKinsey FedEx UPS Executive secretaries
the Corner Grocer Women-in-general?
50
Masters of information acquisition, manipulation,
dissemination, and utilization.Networkmeisters.
Agile.Temporary.Virtual is thy
name.Motto Applied information is
power/wealth.
51
Dawn Meyerreicks, CTO of the Defense
Intelligence 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 militarys
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/Broadbands New Killer
App/Business 2.0/ OCT2002
52
4. The PSF SolutionThe Professional Service
Firm Model.
53
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
54
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years.Source BW
(01.28.02)
55
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
56
5. Toward Work that Matters The WOW Project.
57
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
58
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
59
6. WOW Projects for the Powerless A Surefire
Recipe.
60
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
61
Worlds Biggest Waste Selling Up
62
THE IDEA Model F4 Find a Fellow Freak Faraway
63
F2F!/K2K!/1_at_T/R.F!A.Freak to
Freak/ Kook to Kook/ One at a Time/
Ready.Fire!Aim.
64
7. Boss Work Demos, Heroes, Stories Starting
a WOW Projects Conflagration.
65
Premise Ordering Systemic Change is a Stupid
Waste of Time!
66
Demos! Heroes! Stories!
67
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
68
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to
have.Michael Schrage

69
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.Micha
el Schrage, Serious Play
70
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
71
Some people look for things that went wrong and
try to fix them. I look for things that went
right and try to build on them. Bob Stone/
Mr.Rego/ Lessons from an Uncivil Servant
72
REAL Org Change Demos Models (Model
Installations, ReGo Labs)/ Heroes (mostly
extant burned to reinvent govt)/ Stories
Storytellers (Props!)/ Chroniclers (Writers,
Videographers, Pamphleteers, Etc.)/ Cheerleaders
Recognition (PosgtgtNeg, Volume)/ New Language
(Hot/Emotional/WOW)/ Seekers (networking mania)/
Protectors/ Support Groups/ End RunsPull
Strategy (weird alliances, weird customers,
weird suppliers, weird alumnae-JKC)/ Field Real
People Focus (3 COs) (long way away)/ Speed
(O.O.D.A. Loopsact before the bad guys can
react)C.f., Bob Stone, Lessons from an Uncivil
Servant
73
Find something small that you can turn around.
If youre on a 9-game losing streak, you need to
start with one great inning.Rudy
74
Giant projects contain within them the almost
certain seeds of mediocrity. The very fact of
their size causes constant scrutiny and thence
political interference. Such oversight drains
the passion of the champions and risksto the
point of certaintyfatal dumbing down and
thence loss of the very distinction and
quirkiness sought in the first place.Studio
President, Hollywood
75
8. Boss Job One The Talent Obsession.
76
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
77
PARCs Bob Taylor Connoisseur of Talent
78
The Cracked Ones Let in the LightOur 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
79
A great idea always comes from one persons
mind, someone who is, by definition, local. If
you place 10 people in Brussels to conceive a
European ad/marketing campaign, youll get
nothing.Source Jean-Marie Dru, Disruption
80
The A students work for the B students. The C
students run the business. The D students
dedicate the buildings. Assertion to Kinkos
founder Paul Orfalea from his Mom
(Fortune/05.13.02)
81
Thomas Stanley has not only found no correlation
between success in school and an ability to
accumulate wealth, hes actually found a negative
correlation. It seems that school-related
evaluations are poor predictors of economic
success, Stanley concluded. What did predict
success was a willingness to take risks. Yet the
success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on.Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
82
9. THINK WEIRD The High Standard Deviation
Enterprise.
83
We are crazy. We should do something when
people say it is crazy. If people say something
is good, it means someone else is already doing
it.Hajime Mitarai, Canon
84
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
85
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
86
The future has already happened. Its just not
evenly distributed.Adrian Slywotzky
87
W.I.W?20 of 267 of top 10
88
PG Declining domestic sales in 20 of 26
categories 7 of top 10 categories. (The
billion-dollar problem.)Source Advertising
Age 01.21.2002/BofA Securities
89
Ways to Raise a Purple CowThink small. One
vestige of the TV-industrial complex is a need to
think mass. If it doesnt appeal to everyone, the
thinking goes, its not worth it. Think of the
smallest conceivable marketand describe a
product that overwhelms it with remarkability. Go
from there.Source Seth Godin, Fast Company
(02.2003)
90
HAVE MBAs KILLED OFF MARKETING? Prof Rajeev
Batra says What these times call for is more
creative and breakthrough reengineering of
product and service benefits, but we dont train
people to think like that. The way marketing is
taught across business schools is far too
analytical and data-driven. Weve taken away the
emphasis on creativity and big ideas that
characterize real marketing breakthroughs. In
India there is an added problem most senior
marketing jobs have been traditionally dominated
by MBAs. Santosh Desai, vice president, McCann
Erickson, an MBA himself, believes in India
engineer-MBAs, armed with this Lego-like
approach, tend to reduce marketing into neat
components. This reductionist thinking runs
counter to the idea that great brands must have a
core, unifying idea. Businessworld/04Nov2002/W
hy Is Marketing Not Working?
91
COMPETITORS The best swordsman in the world
doesnt 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 doesnt do the thing
he ought to do, and so the expert isnt 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
92
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
93
Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
94
We become who we hang out with!
95
Big Idea/sV.C. GMPortfolioRoster
96
WEIRD IDEAS THAT WORK (1) Hire slow learners (of
the organizational code). (1.5) Hire people who
make you uncomfortable, even those you dislike.
(2) Hire people you (probably) dont need. (3)
Use job interviews to get ideas, not to screen
candidates. (4) Encourage people to ignore and
defy superiors and peers. (5) Find some happy
people and get them to fight. (6) Reward
success and failure, punish inaction. (7)
Decide to do something that will probably fail,
then convince yourself and everyone else that
success is certain. (8) Think of some
ridiculous, impractical things to do, then do
them. (9) Avoid, distract, and bore
customers, critics, and anyone who just wants to
talk about money. (10) Dont try to learn
anything from people who seem to have solved the
problems you face. (11) Forget the past,
particularly your companys success. Bob
Sutton, Weird Ideas That Work 11½ Ideas for
Promoting, Managing, and Sustaining Innovation
97
Advice to Corporate Leaders Consider the
metaphor of the windmill You can harness raw
power but you cant control it. Hire artists,
clowns, or other disrupters to come in and
challenge your corporate environment. Hire a
corporate anthropologist to analyze how tolerant
your organization is of deviants and other
innovators. Once the anthropologist leaves,
hire a shaman to drive out the evil spirits of
conformity. Source Ryan Matthews Watts
Wacker, Fast Company (03.02)
98
Successful Businesses Dozen Truths TPs
30-Year Perspective1. 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 Dont 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 Ones
Record of Accomplishment Against All the
Forces of Conventional Wisdom.12. A Crystal
Clear Understanding of the power of Great
Stories.
99
20
Insane Ideas for the World Bank1. 10 THINGS
YOU NEVER KNEW ABOUT THE WORLD BANK is Very
Cool. 2. You couldnt BRAND your way out of a
wet paper bag.3. Make your Mark where you can
make a Difference a Real Immediate
Difference, not a Theoretical Difference. (In
the Long Run, were all dead.) (A good plan
executed right now trumps a great plan
executed much later.)4. The Field Matters
WASHINGTON IS BULLSHIT.5. THEORY STINKS. ACTION
MATTERS.6. BIG projects MOSTLY stink. 7.
Crazy experiments rule! (Drop the .)8.
Whoever has the fastest OODA Loops wins.9.
Energy Passion Commitment Move Mountains
not importance.10. If the Local
Establishment supports it, it is probably a
Bad Idea. (After all, they got us into this
mess.)11. RENAGADES!12. Wildly Passionate Teams
alone can change the world.13. There are
too many Economists at the World Bank. (CEOs who
are economists lt 1.)14. They dont call
economics the dismal science for nothing.
(Think Exuberant Variety. Think Gales of
Creative Destruction.)15. GIVE ME DO-ERS
NOT THINKERS.16. Whoever makes the most
mistakes wins. (REWARD EXCELLENT FAILURES.
PUNISH MEDIOCRE SUCCESSES.)17. Herbalife
the World Bank???18. COOL STORIES RULE.19.
Transparency KILLS Bad Guys. So PRACTICE
TRANSPARENCY.20. A half century of honorable
work has not saved the world. (So S.A.V. GO FOR
IT!)
100
QA
101
PART II
102
11. The Passion Imperative The Leadership50
103
The Basic Premise.
104
1. Leadership Is a Mutual Discovery Process.
105
I dont know.
106
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
107
The Leadership Types.
108
2. Great Leaders on Snorting Steeds Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
109
25/8/53(Damn it!)
110
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
111
A leader is a dealer in hope.Napoleon
(TPs writing room pics)
112
4. Find the Businesspeople! (Type III
Leadership)
113
I.P.M. (Inspired Profit Mechanic)
114
5. All Organizations Need the Golden Leadership
Triangle.
115
The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
116
6. Leadership Mantra 1 IT ALL DEPENDS!
117
Renaissance Men are a snare, a myth, a delusion!
118
7. The Leader Is Rarely/Never the Best Performer.
119
33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP, 26 games.
Sparky Anderson1 season.
120
The Leadership Dance.
121
8. Leaders SHOW UP!
122
P.S. Mark McCormack 5,000 miles for a 5 min.
meeting!
123
9. Leaders LOVE the MESS!
124
If things seem under control, youre just not
going fast enough.Mario Andretti
125
10. Leaders DO!
126
The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
127
11. Leaders Re-do.
128
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard.Seth Godin, Zooming
129
If it works, its obsolete. Marshall McLuhan
130
12. BUT Leaders Know When to Wait.
131
Tex Schramm The too hard box!
132
13. Leaders Are Optimists.
133
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
134
14. Leaders DELIVER!
135
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
136
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people playedor does she keep wandering
back to strategy or philosophy? Larry Bossidy,
Honeywell/AlliedSignal, in Execution
137
15. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
138
The Gus Imperative!
139
16. Leaders FOCUS!
140
To Dont List
141
17. Leaders Set CLEAR DESIGN SPECS.
142
Danger S.I.O. (Strategic Initiative Overload)
143
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
144
18. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
145
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
146
Its Relationships, Stupid.
147
19. Leaders Trust in TRUST!
148
Credibility!
149
If It Aint Broke Break It.
150
20. Leaders FORGET!/Leaders DESTROY!
151
Cortez!
152
21. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

153
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
154
22. Leaders HONOR THE USURPERS.
155
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision
156
23. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
157
Fail faster. Succeed sooner.David Kelley/IDEO
158
24. Leaders Make BIG MISTAKES!
159
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
160
Create.
161
25. Leaders Pursue DRAMATIC DIFFERENCE!
162
1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion)2ND Law REAL REASON TO
BELIEVE (Stand Deliver!)3RD Law DRAMATIC
DIFFERENCE (Execs Dont Get It intent to
purchase 100 unique 0 to 5)Source
Jump Start Your Business Brain, Doug Hall
163
26. Leaders Make Their Mark / Leaders Do
Stuff That Matters
164
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
165
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
166
27. Leaders LOVE the New Technology!
167
100 square feet
168
28. Needed? Type IV Leadership Technology
Dreamer-True Believer
169
The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
170
Talent.
171
29. When It Comes to TALENT Leaders Always
Swing for the Fences!
172
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
173
30. Leaders Manage Their EVP/Internal Brand
Promise.
174
MantraM3Talent Brand
175
31. Leaders LOVE RAINBOWS for Pragmatic Reasons.
176
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and
the Competitive Edge
177
Passion.
178
32. Leaders Out Their PASSION!
179
G.H. Create a cause, not a business.
180
33. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
181
BZ I am a Dispenser of Enthusiasm!
182
34. Leaders Are in a Hurry
183
The Urgency Factor LEADERS have a distorted
sense of time. (E.g. Rummy thinks he asked
months ago it was the day before yesterday.)
184
35. Leaders Focus on the SOFT STUFF!
185
Soft Is Hard- ISOE
186
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. TPs final words CYNICISM SUCKS.
187
The Job of Leading.
188
36. Leaders Know Its ALL SALES ALL THE TIME.
189
TP If you dont LOVE SALES find another life.
(Dont pretend youre a leader.) (See TPs
The Project50.)
190
37. Leaders LOVE POLITICS.
191
TP If you dont LOVE POLITICS find another
life. (Dont pretend youre a leader.)
192
38. But Leaders Also Break a Lot of China
193
If youre not pissing people off, youre not
making a difference!
194
39. Leaders Give RESPECT!
195

• It was much later that I realized Dads secret.
  He gained respect by giving it. He talked and
  listened to the fourth-grade kids in Spring
  Valley who shined shoes the same way he talked
  and listened to a bishop or a college president.
  He was seriously interested in who you were and
  what you had to say.
• Sara Lawrence-Lightfoot, Respect

196
40. Leaders Say Thank You.
197
The two most powerful things in existence a
kind word and a thoughtful gesture.Ken
Langone, CEO, Invemed Associates from Ronna
Lichtenberg, Its Not Business, Its Personal
198
41. Leaders Are Curious.
199
TP/08.2001 The Three Most Important Letters
WHY?
200
42. Leadership Is a Performance.
201
It is necessary for the President to be the
nations No. 1 actor.FDR
202
You cant lead a cavalry charge if you think you
look funny on a horse. John Peers, President,
Logical Machine Corporation
203
43. Leaders Are The Brand
204
You must be the change you wish to see in the
world.Gandhi
205
44. Leaders Have a GREAT STORY!
206
Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
207
Introspection.
208
45. Leaders Enjoy Leading.
209
Warren, I know you want to be president. But
do you want to do president?
210
46. Leaders KNOW THEMSELVES.
211
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they
are comfortable with their own skin. (Leaders
who are not comfortable with themselves become
petty control freaks.)
212
47. But Leaders have MENTORS.
213
The Gospel According to TP Upon having the
Leadership Mantle placed upon thine head, thou
shalt never hear the unvarnished truth again!
(Therefore, thy needs one faithful compatriot to
lay it on with no jelly.)
214
48. Leaders Take Breaks.
215
The End Game.
216
49. Leaders ???
217
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES
218
50. Leaders Know WHEN TO LEAVE!
219
20
Insane Ideas for the World Bank1. 10 THINGS
YOU NEVER KNEW ABOUT THE WORLD BANK is Very
Cool. 2. You couldnt BRAND your way out of a
wet paper bag.3. Make your Mark where you can
make a Difference a Real Immediate
Difference, not a Theoretical Difference. (In
the Long Run, were all dead.) (A good plan
executed right now trumps a great plan
executed much later.)4. The Field Matters
WASHINGTON IS BULLSHIT.5. THEORY STINKS. ACTION
MATTERS.6. BIG projects MOSTLY stink. 7.
Crazy experiments rule! (Drop the .)8.
Whoever has the fastest OODA Loops wins.9.
Energy Passion Commitment Move Mountains
not importance.10. If the Local
Establishment supports it, it is probably a
Bad Idea. (After all, they got us into this
mess.)11. RENAGADES RULE.12. Wildly Passionate
Teams alone can change the world.13. There
are too many Economists at the World Bank. (CEOs
who are economists lt 1.)14. They dont call
economics the dismal science for nothing.
(Think Exuberant Variety. Think Gales of
Creative Destruction.)15. GIVE ME DO-ERS
NOT THINKERS.16. Whoever makes the most
mistakes wins. (REWARD EXCELLENT FAILURES.
PUNISH MEDIOCRE SUCCESSES.)17. Herbalife
the World Bank???18. COOL STORIES RULE.19.
Transparency KILLS Bad Guys. So PRACTICE
TRANSPARENCY.20. A half century of honorable
work has not saved the world. So S.A.V. GO FOR
IT!)
220
Successful Businesses Dozen Truths TPs
30-Year Perspective1. 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 Dont 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 Ones
Record of Accomplishment Against All the
Forces of Conventional Wisdom.12. A Crystal
Clear Understanding of Brand Power.
221
Thank You!