The Re-imagineer

1
The Re-imagineers Credo or, Pity the Poor
BrownTechnicolor Times demand Technicolor
Leaders and Boards who recruit Technicolor
People who are sent on Technicolor Quests to
execute Technicolor (WOW!) Projects in
partnership with Technicolor Customers and
Technicolor Suppliers all of whom are in
pursuit of Technicolor Goals and Aspirations
fit for Technicolor Times.WSC
2
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint 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!
3
Sunday1.
Tom/Stuff/830-102. Break3. New
Markets/1015-114. New Markets/ACTIONS/11-11305.
MM04 Discussion Task Assignment/
1130-12006. Lunch/MM04/1200-1007. Intro to
Blogging/100-115(8. TP on Leadership/115-200)9.
MM04/Next Steps/Close/200-230.
4
MM04 The Re-imagineers CredoIndividual,
Group
5
The Re-imagineers Credo Possible
ElementsMission/Quest/R.POV.8MAR Promise/Dream
FulfillmentMarketsTalentTechRevBrand
InsideImpR.POV
6
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
7
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
8
3
9
The PSF33 Thirty-Three Professional Service
Firm Marks of Excellence Tom Peters/12.09.2004
10
Typically in a mortgage company or financial
services company, risk management is an
overhead, not a revenue center. Weve 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)
11
EichorningMantra Eichorn it!
12
EichorningMantra Were Eichorning
13
The PSF33 The Work The
Legacy1. CRYSTAL CLEAR POINT OF VIEW (Every
Practice Group If you cant explain your
position in eight words or less, then you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 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
UniverseSteve 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
14
The PSF33 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT
HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT
TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT
(Teach a man to fish )17. The Final
Exam DID WE MAKE A DRAMATIC, LASTING,
GAME-CHANGING DIFFERENCE?
15
The PSF33 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills25. Team Leadership Skills Valued
Early26. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
16
The PSF33 The Firm The
Brand27. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 28. Excellence
in EXECUTION 100.00 of the Time (No such
thing as a small sins/World Series Ring to
the Batboy!) 29. Drop everything/Swarm to
Support a Harried-On The Verge Team30.
SPEND AS AGGRESSIVELY ON RD AS A TECH FIRM OR
CIRQUE DU SOLEIL 31. Web (Technology)
Obsession 32. BRAND/LOVEMARK MANIACS (Organize
Around a Point of View Worth BROADCASTING
You must be the change you wish to see in
the worldGandhi) 33. PASSION! ENTHUSIASM!
(Passion Enthusiasm have as much a place
at the Head Table in a PSF as in a
widgets factory You cant behave in a calm,
rational manner. Youve got to be out there
on the lunatic fringeJack Welch)
17
Point of View!
18
R.POV8Remarkable Point Of View/8 Words or
less/If you cant state your position in eight
words or less you dont have a position.--SG
19
Static/ImitativeIntegrity.Quality.Excellence.
Continuous Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
20
X04Excellence Found2004!Tom Peters/12.09.2004
21
X04Cirque du SoleilInfosys FBR/Friedman
Billings Ramsey London DrugsBuild-A-BearGrif
fin Health Services/Planetree AllianceThe
Met/Big Picture schoolsProgressiveCommerce
Bank Richard Branson(HSM/WSB/CR)
22
FBR!
23
I Borrowed Your Watch Heres What Time It
IsMake a DifferenceAdd Exceptional
ValueEnduring Relationships with Companies that
Have the Potential to Be GreatAfter-market
Performance Focus/Strong Sectoral
ApproachFocus/Underserved Middle Market/Mid-cap
CosDramatic DifferenceResearch RootsResearch
InvestmentUnique Analytic ProcessHighly
Disciplined Fundamental Intrinsic Value
AnalysisPartnership CultureMutual
SupportEnthusiasmMake a DifferenceD.C. as
D.C.D.C. as not Wall StreetVisibility/Tell
Story/Brand
24
FBR Fundamental Intrinsic Value AnalysisFocus
(You know what youre doing)Difference (You
know how youre doing it)Culture (You
understand the roots)
25
This is an important speech! Why? You are
important people! And why the hell do I have to
persuade you of that? Get the chip off
your shoulders! Stand tall! DARE TO BE INSANELY
GREAT. Act like the stalwart heroes you truly
are! Damn it! TP to CIOs, HR directors/11.04
26
Experience LadderDreams Come True Awesome
ExperiencesGame-changing SolutionsServicesGoods
Raw Materials
27
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
28
2/503Q04
29
The sun is setting on the Information
Societyeven 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. 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
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
30
Six Market Profiles1.
Adventures for Sale2. The Market for
Togetherness, Friendship and Love3. The
Market for Care4. The Who-Am-I Market5. The
Market for Peace of Mind6. The Market for
Convictions Rolf Jensen/The Dream Society
How the Coming Shift from Information to
Imagination Will Transform Your Business
31
Six Market Profiles1.
Adventures for Sale/IBM-UPS-GE2. The Market for
Togetherness, Friendship and
Love/IBM-UPS-GE3. The Market for
Care/IBM-UPS-GE4. The Who-Am-I
Market/IBM-UPS-GE5. The Market for Peace of
Mind/IBM-UPS-GE6. The Market for
Convictions/IBM-UPS-GE Rolf Jensen/The Dream
Society How the Coming Shift from
Information to Imagination Will Transform Your
Business
32
IBM, UPS, GE Dream Merchants!
33
PSFs (PSF33) Dream Merchants!
34
R.POV8Remarkable Point Of View/8 Words or
less/If you cant state your position in eight
words or less you dont have a position.--SG
35
Nothing Is ImpossibleTo Be Revered As A
HothouseFor World-changing CreativeIdeas That
TransformOur Clients Brands,Businesses, and
ReputationsSource Kevin Roberts/ Lovemarks
/on Saatchi Saatchi
36
Apple opposes, IBM solves, Nike exhorts, Virgin
enlightens, Sony dreams, Benetton protests.
Brands are not nouns but verbs.Source
Jean-Marie Dru Disruption
37
Rules of Radical MarketingLove Respect Your
Customers!Hire only Passionate
Missionaries!Create a Community of
Customers!Celebrate Craziness!Be insanely True
to the Brand!Sam Hill Glenn Rifkin, Radical
Marketing (e.g., Harley, Virgin, The Dead, HBS,
NBA)
38
Message Is Not gtgt Is
39
Branding Is-Is Not TableTNT is not
TNT is TNT is notJuvenile
Contemporary Old-fashionedMindless
Meaningful ElitistPredictable
Suspenseful DullFrivolous
Exciting SlowSuperficial
Powerful Self-important
40
Paint Portraits of Excellence!
41
Make each day a Masterpiece!-JW
42
Make your life itself a creative art. Mike
Ray, The Highest Goal
43
70s Cost (BCGs cost curves)80s TQM-CI
(Japan)90s Service00s Solutions/Experiences
10s Dream Fulfillment
44
3A
45
A PEERLESS BRAND INSIDE THE NEW BASIS FOR A
NECESSARY VALUE-ADDED REVOLUTIONTom
Peters/11.08.2004
46
The New Enterprise Value-Added Equation/Mark2005
(1) 100 WOW PROJECTS (New Org DNA/The
Work) (2) Incredible TALENT Transformed
into (3) Entrepreneurial BRAND YOUs and (4)
Launched on Awesome QUESTS (5) Internal
Rockin PSFs (Staff Depts. Morphed into Wildly
Innovative Professional Service Firms) (6)
Which Coalesce to Transform the FEVP/Fundamental
Enterprise Value Proposition from Superior
Products Services to ENCOMPASSING SOLUTIONS
GAME-CHANGING CLIENT SUCCESS
47
1. New Value-Addeds DNA The WOW Project.
48
2. Getting to Wow The Talent Obsession.
49
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
50
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
51
3. Executing WOW Projects Building an
Entrepreneurial BRAND YOU Society.
52
4. The Winning Formula Engaging Brand Yous in
Worthy QUESTS.
53
Quests!
54
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
55
I dont know.
56
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups 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.
57
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to discover
their greatness.
58
Engage the kids around their passions. Dennis
Littky/The Met-Big Picture
59
Astonish me! / S.D.Build something great! /
H.Y.Immortal! / D.O.
60
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
61

• Firms will not manage the careers of their
  employees. They will provide opportunities to
  enable the employee to develop identity and
  adaptability and
• thus be in charge of his or her own career.
• Tim Hall et al., The New Protean Career
  Contract

62
5. The Organizational Excellence Generator The
PSF/PROFESSIONAL SERVICE FIRM.
63
6. The New Value-Added Proposition Unleashing
PSFs to Create Game-Changing CUSTOMER SUCCESS
STORIES
64
Adding Value2004 Technicolor Times!
65
The Re-imagineers Credo or, Pity the Poor
BrownTechnicolor Times demand Technicolor
Leaders and Boards who recruit Technicolor
People who are sent on Technicolor Quests to
execute Technicolor (WOW!) Projects in
partnership with Technicolor Customers and
Technicolor Suppliers all of whom are in
pursuit of Technicolor Goals and Aspirations
fit for Technicolor Times.WSC
66
3B
67
9. Re-imagine the Roots of Innovation THINK
WEIRD the High Value Added Bedrock.
68
FLASH Innovation is easy!
69
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
70
Deviants, Inc. Deviance tells the story of
every mass market ever created. What starts out
weird and dangerous becomes Americas next big
corporate payday. So are you looking for the next
mass market idea? Its out there way out
there.Source Ryan Matthews Watts Wacker,
Fast Company (03.02)
71
On Great Innovation LeapsTune into weak
signals insidethe firm A good place to look
for new ideas is distant foreign subsidiaries,
smaller business units and affiliated companies
that the company does not even wholly own. For
example, Diageos highly successful Smirnoff Ice
originated in Australia as Stolichnaya before it
was picked up by the corporate marketing
department as having global potential. Julian
Birkenshaw, Rick Delbridge John Bessant, A
Leap into the Unknown, FT/09.17.04
72
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
73
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
74
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
75
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
76
The short road to ruin is to emulate the
methods of your adversary. Winston Churchill
77
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ/06.01.2004 (commenting on
Nokia)
78
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears KmartXerox . Kodak, IBM
79
Researchers asked subjects to count the number
of times ballplayers with white shirts pitched a
ball back and forth in a video. Most subjects
were so thoroughly engaged in watching white
shirts that they failed to notice a black gorilla
that wandered across the scene and paused in the
middle to beat his chest. They had their noses
buried in their work that they didnt even see
the gorilla. What gorillas are moving through
your field of vision while you are so hard at
work that you fail to see them? Will some of
these 800-pound gorillas ultimately disrupt your
game? Jerry Wind and Colin Crook, The Power of
Impossible Thinking If You Can Think Impossible
Thoughts, You Can Do Impossible Things
80
Innovation! NOTImitation
81
Beware of the tyranny of making Small Changes to
Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman, PepsiCo
82
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
83
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most of
usand our organizationsare in ruts. Make that
chasms.)
84
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
85
Boards Extremely contentious boards that regard
dissent as an obligation and that treat no
subject as undiscussable Jeffrey Sonnenfeld,
Yale School of Management
86
We become who we hang out with!
87
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
88
The Bottleneck is at the Top of the
BottleWhere 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/Strategy or Revolution/Harvard
Business Review
89
The Re-imagineers Credo or, Pity the Poor
BrownTechnicolor Times demand Technicolor
Leaders and Boards who recruit Technicolor
People who are sent on Technicolor Quests to
execute Technicolor (WOW!) Projects in
partnership with Technicolor Customers and
Technicolor Suppliers all of whom are in
pursuit of Technicolor Goals and Aspirations
fit for Technicolor Times.WSC
90
Static/ImitativeIntegrity.Quality.Excellence.
Continuous Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
91
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint 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!
92
9A. The SE17 Origins of Sustainable
Entrepreneurship
93
SE17/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M,
Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Microsoft, Nokia, FedEx) 3. Love the Great
Leap/Enjoy the Hunt (Apple, Oracle, Intel,
Nokia, Sony) 4. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 5. Culturally as
well as organizationally Decentralized (GE,
JJ, Omnicom) 6. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo, Time
Warner)
94
SE17/Origins of Sustainable
Entrepreneurship 7. Keep decentralizingtireless
in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 8. Scour the world for
Ingenious Alliance Partnersespecially
exciting start-ups (Pfizer) 9. Acquire for
Innovation, not Market Share (Cisco, GE) 10.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 11. Find and Encourage and Promote
Strong-willed/ Independent people (GE,
PepsiCo) 12. Ferret out Talent anywhere and
everywhere/No limits approach to
retaining top talent (Nike, Virgin, GE, PepsiCo)
95
SE17/Origins of Sustainable
Entrepreneurship 13. Unmistakable Results
Accountability focus from the get-go to the
grave (GE, New York Yankees, PepsiCo) 14. Up or
Out (GE, McKinsey, big consultancies and law
firms and ad agencies and movie studios
in general) 15. Competitive to a fault! (GE, New
York Yankees, News Corp/Fox,
PepsiCo) 16. Bi-polar Top Team, with Unglued
Innovator 1, powerful Control Freak 2
(Oracle, Virgin) (Watch out when 2 is
missing Enron) 17. Masters of Loose-Tight/Hard-no
sed about a very few Core Values,
Open-minded about everything else (Virgin)
96
4
97
X04Excellence Found2004!Tom Peters/12.09.2004
98
Good to Great Fannie Mae Kroger Walgreens
Philip Morris Pitney Bowes Abbott
Kimberly-Clark Wells Fargo
99
Great Companies SET THE AGENDA. (Period.)
100
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Macys
Sears Litton Industries ITT The Gap
Limited WalMart PG 3M Intel IBM
Apple Nokia Cisco Dell MCI Sun Oracle
Microsoft Enron Schwab GE Southwest
Laker People Express Ogilvy Chiat/Day
Virgin eBay Amazon Sony BMW CNN
101
And the Winner is 1.
Audacity of Vision2. Innovation/RD/Design3.
Talent Acquisition Development4. Resultant
Experience5. Strategic Alliances6.
Operations7. Financial Management8.
Overall/Sustaining Excellence9. Wow!10.
Lovemark!
102
Cirque du Soleil!
103
X04Cirque du SoleilInfosys FBR/Friedman
Billings Ramsey London DrugsBuild-A-BearGrif
fin Health Services/Planetree AllianceThe
Met/Big Picture schoolsProgressiveCommerce
Bank Richard Branson(HSM/WSB/CR)
104
Cirque du Soleil!
105
Cirque du Soleil Talent (12 full-time scouts,
database of 20,000). RD (40 of profits 2X
avg corp). Controls (shows are profit centers
partners like Disney offset costs 100M on
500M). Scarcity builds buzz/brand (1 new show
per year. People tell me were leaving money on
the table by not duplicating our shows. Theyre
right.Daniel Lamarre, president).Source The
Phantasmagoria Factory/Business 2.0/1-2.2004
106
London Drugs!
107
London
DrugsEach major department a category killer
(pharmacy, computers, photo-photo finishing,
cosmetics)Service added/ Experience (e.g.,
consultation booths for pharmaceutical
Clients)Brilliant, eye-popping
design-merchandisingPrice point peanuts to
super-premiumMassive training, very low staff
t/oBig-bet experimentation-innovationLocales
begging for LDFinancials to die forIS/IT/SC
pioneers (compared favorably to WalMarts
supply- chain management exquisite
vendor-partner programs)Effectively deflected
WalMart incursionPhilosophy fun, enthusiasm,
innovation, commitment, care, talent development
108
Build-A-Bear!
109
Build-A-Bear 1997 to 2004 0 to 300M
Maxine Clark/CEO (25 yrs May Dept Stores)
Build-A-Bear Workshops Engagement! (Where
Best Friends Are Made) Theater!
http//www.buildabear.com/buildaparty
110
Best Web Site?buildabear.com
111
The Kevin Richard Show!
112
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint 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!
113
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson/10.03
114
5
115
10. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
116
11. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
117
10. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
118
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
119
1970-1998Mens median income 0.6Womens
median income 63Source Martha Barletta,
Marketing to Women
120
Business Purchasing PowerPurchasing mgrs.
agents 51HR gtgt50Admin officers
gt50Source Martha Barletta, Marketing to Women
121
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
122
In Dove Ads, Normal Is the New Beautiful
Headline, Advertising Age/09.27.04
123
Unilever brand Doves use of six generously
proportioned real women to promote its
skin-firming preparations must qualify as one of
the most talked-about marketing decisions taken
this summer. It was also one of the most
successful Since the campaign broke, sales of
the firming lotion have gone up 700 percent in
the UK, 300 percent in Germany and 220 percent in
the Netherlands. Financial Times/09.29.04
124
2.6 vs. 21
125
Customer is King 4,440Customer is Queen
29Source Steve Farber/Google search/04.2002
126
11. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
127
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
128
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
129
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
130
507T wealth (70)/2T annual income50 all
discretionary spending79 own homes/40M credit
card users41 new cars/48 luxury cars610B
healthcare spending/74 prescription drugs5
of advertising targetsKen Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
131
Dumb? Or Dumber?While Foxs overall ratings
are down about 6 from last year, the network has
moved from fourth place into first among viewers
from ages 18 to 49, which all the networks other
than CBS define as the only competition that
counts. New York Times/11.01.04
132
Marketers attempts at reaching those over 50
have been miserably unsuccessful. No markets
motivations and needs are so poorly
understood.Peter Francese, founding publisher,
American Demographics
133
No Target MarketingYes Target Innovation
Target Delivery Systems
134
Bonus.
135
The Hunch of a Lifetime An
Emergent (Market) Nexus I have a sense/hunch
theres an interesting nexus among several of the
ideas about New Market Realities that I promote
namely Women-Boomers-Wellness-Green-Intangibles.
Each one drives the Fundamental (Traditional)
Economic Value Proposition toward the softer
side From facts- figures-obsessed males
toward relationship-oriented Women. From
goods-driven youth toward experiences-craving
Boomers. From quick-fix pill-popping
healthcare toward a holistically inclined
Wellness Revolution. From mindless exploitation
of the Earths resources toward increased
awareness of the fragility and preciousness of
our Environment. From goods and services
toward Design- Creativity-rich
Intangibles-Experiences-Dreams Fulfilled. This
so-called softer sideas the disparate likes of
IBMs Sam Palmisano and Harley-Davidsons Rich
Teerlink teach usis now increasingly where
the loot is, damn near all the loot. That is,
the softer side has become the Prime Driver of
tomorrows hard economic value. Furthermore,
each of the Five Key Ideas (Women-Boomers-Wellness
-Green-Intangibles) feeds off and complements the
other four. Dare I use the word synergy?
Perhaps. (Or Of course!) I can imagine an
enterprise defining its raison detre in terms of
these Five Complementary Key Ideas. (HINT DAMN
FEW DO TODAY.)
136
Marketing to Women, Martha BarlettaEVEolution
The Eight Truths of Marketing to Women, Faith
Popcorn Lys MarigoldAgeless Marketing, David
Wolfe Robert SnyderMarketing to the Mindset
of Boomers and Their Elders, Carol Morgan Doran
LevySelling Dreams How to Make Any Product
Irresistible, Gian Luigi Longinotti-BuitoniThe
Dream Society How the Coming Shift from
Information to Imagination Will Transform Your
Business, Rolf JensenTrading Up The New
American Luxury, Michael Silverstein Neil Fiske
137
An Emergent
Nexus Men ..... Women Youth
Boomers/Geezers Fix
ItHealthcare... Wellness/Prevention Explo
it-the-Earth ...... Preserve/Cherish the
Planet Tangibles Intangibles
138
!
139
6
140
HealthcareThe RantTom Peters/10.30.2004
141
There are many problems with Healthcare. I am
not aiming to provide a comprehensive diagnosis
or a comprehensive Rx. I am instead
cherrypicking two, and only two, Core Issues (1)
The wretched (Damning!) quality problem (2) and
the almost 100 emphasis on after-the-fact-fixes,
rather than Wellness-Prevention-Healing-Care.Wit
h respect, Tom Peters
142

• 
  Healthcares 1-2 Punch
• Hospital quality control, at least in the
  U.S.A., is a bad, bad joke Depending on whose
  stats you believe, hospitals kill 100,000 or so
  of us a yearand wound many times that number.
  Finally, they are getting around to dealing
  with the issue. Well, thanks. And what is it
  weve been buying for our Trillion or so bucks a
  year? The fix is eminently do-able which makes
  the condition even more intolerable. (Disgrace
  is far too kind a label for the condition.
  Whos to blame? Just about everybody, starting
  with the docs who consider oversight from anyone
  other than fellow clan members to be
  unacceptable.)
• 2. The systemtraining, docs, insurance
  incentives, culture, patients themselvesis
  hopelessly-mindlessly-insanely (as I see it)
  skewed toward fixing things (e.g. Me) that are
  brokennot preventing the problem in the first
  place and providing the Maintenance Tools
  necessary for a healthy lifestyle. Sure,
  bio-medicine will soon allow us to understand and
  deal with individual genetic pre-dispositions.
  (And hooray!) But take it from this 61-year old,
  decades of physical and psychological self-abuse
  can literally be reversed in relatively short
  order by an encompassing approach to life that
  can only be described as a Passion for Wellness
  (and Well-being). Patientslike meare catching
  on in record numbers but the system is highly
  resistant. (Again, the doctors are among the
  biggest sinnersno surprise, following years of
  acculturation as the man-with-the-white-coat-who-
  will-now-miraculously-dispense-fix
  it-pills-for-you-the-unwashed. (Come to think of
  it, maybe Ill start wearing a White Coat to my
  doctors officeafter all, I am the
  Professional-in-Charge when it comes to my Body
  Soul. Right?)

143
Toms RantPatient Safety(Curb the Killing
Fields!)Planetree Alliance/Griffin
Hospital(Put the Care back in
Healthcare!)Canyon Ranch(Re-imagine
Wellness-Prevention!)
144
Welcome to the Homer Simpson Hospitala/k/a
The Killing Fields
145
Toms Cold Fury at Healthcare
Professionals, Especially Acute Care
Operatives1. You are killers Quality remains
a bad joke.2. Pick off bunches of Low-hanging
Fruit. (E.g., Toms 1st Executive order as Your
Next President Providing a Handwritten
Prescription is punishable by not less than 60
days of Hard Time.)3. The science in
medicine is often fanciful Most scientific
treatments are unverified. (So quit the
kneejerk denigration of alternative
therapiestrust me, Breathing Meditation
beats Univasc Good Nutrition beats Lipitor
Regular Exercise beats bypass surgery.) 4. You
continue to obsess only on after-the-act fixes,
the automatic resort to Chemicals and Knives,
rather than P-W-H-C Prevention-Wellness-
Healing-Care.5. Your Mindful Lifelong (mine)
Failure to focus on P-W-H-C will probably cost me
a decade of longevity, Canyon Ranch/Lenox not
withstanding. THAT PISSES ME OFF. (For one
thing, I need those 10 years to spread the
P-W-H-C Credo to healthcare
professionals.)6. You are hereby ordered to
stop using the term healthcare You havent
earned the right to utter the word care!7.
Are Not the Issue/Excuse I Quality is
free!!! (There are MANY who are Getting This
Right without Buckets of .)8. Are
Not the Issue/Excuse II Planetree
Alliance/Griffin Hospital Models The Way
on P-W-H-C Every Day. IT CAN BE DONE!9. ALL
THESE PROBLEMS CAN BE FIXED! WE KNOW HOW! THERE
ARE NO EXCUSES EXCEPT LACK OF GUTS WILL!
Its Attitude, Baby!10. All members of
staffregardless of professional
disciplineare Healing Arts Practitioners.
OR TURN IN YOUR EMPLOYEE BADGE.
NOW.10.27.2004/La Jolla
146
Rule 1. Attend the Duh Factor! Model The Way!
DO NOT SERVE BOUNTIFUL BASKETFULS OF
FATTY-SUGARY CRAP BUCKETSFUL OF HIGH-OCTANE
COFFEE AT BREAKS DURING HEALTHCARE MEETINGS.
Think Fruit! Think Tea! Think Duh!
147
TP to Healthcare CIOs You are not CIOs. You
are Executive Members of an Integrated
Healing Services Team (Healing Arts Team?)
with a specialization in IS/IT.
148
Dear Mr. Mrs. Smith,XYZ hospital regrets to
inform you .

.Sincerely,A. S.
Jackson, AdministratorT. D. Jones, M.D.L.S.
Donald, CFOW.N. Arnold, CIO
149
You want implementation tips.I want
Ownership, Accountability Attitude!
150
Go Dave! As a CIO, I totally agree that we are
just as responsible for patient safety as any
doctor. I asked my IS staff 4 years ago,
What do you do? They answered, We're IS
people. I responded, No, you are healthcare
professionals who use IS technology to deliver
healthcare. That was a turning point for the
department. Genesys RMC/MI docs are able to
access Medical Charts electronically via the
Internet. They often do virtual rounding on
patients from their offices and homes. They can
use a wireless Palm to access lab results,
consults, etc. We have a long way to go, but
thanks to the IS healthcare professionals our
docs have anytime-anyplace access to patient
information. But, there is so much more to do.
Dave Holland/tompeters.com/11.03.04
151
Excerpt from Tom Peters Presentation to
Healthcare CIOs Quality COULD IT TRULY BE
THIS AWFUL?
152
CDC 1998 90,000 killed and 2,000,000 injured
from nosocomial hospital-caused drug errors
infections
153
HealthGrades/Denver 195,000 hospital deaths per
year in the U.S., 2000-2002 390 full
jumbos/747s in the drink per year. Comments
This should give you pause when you go to the
hospital. Dr. Kenneth Kizer, National Quality
Forum. There is little evidence that patient
safety has improved in the last five years. Dr.
Samantha CollierSource Boston Globe/07.27.04
154
This should give you pause when you go to the
hospital. There is little evidence that
patient safety has improved in the last five
years.
155
1,000,000 serious medication errors per year
illegible handwriting, misplaced decimal points,
and missed drug interactions and
allergies.Source Wall Street Journal /
Institute of Medicine
156
Various studies 1 in 3, 1 in 5, 1 in 7, 1 in 20
patients harmed by treatment Demanding
Medical Excellence Doctors and Accountability
in the Information Age, Michael Millenson
157
RAND (1998) 50, appropriate preventive care.
60, recommended treatment, per medical studies,
for chronic conditions. 20, chronic care
treatment that is wrong. 30 acute care treatment
that is wrong.
158
As unsettling as the prevalence of inappropriate
care is the enormous amount of what can only be
called ignorant care. A surprising 85 of
everyday medical treatments have never been
scientifically validated. For instance, when
family practitioners in Washington were queried
about treating a simple urinary tract infection,
82 physicians came up with an extraordinary 137
strategies.Demanding Medical Excellence
Doctors and Accountability in the Information
Age, Michael Millenson
159
In a disturbing 1991 study, 110 nurses of
varying experience levels took a written test of
their ability to calculate medication doses.
Eight out of 10 made calculation mistakes at
least 10 of the time, while four out of 10 made
mistakes 30 of the time.Demanding Medical
Excellence Doctors and Accountability in the
Information Age, Michael Millenson
160
YE GADS! New England Journal of Medicine/
Harvard Medical Practice Study 4 error rate (1
of 4 negligence). Subsequent investigations
around the country have confirmed the ubiquity of
error. In one small study of how clinicians
perform when patients have a sudden cardiac
arrest, 27 of 30 clinicians made an error in
using the defibrillator. Mistakes in
administering drugs (1995 study) average once
every hospital admission. Lucian Leape,
medicines leading expert on error, points out
that many other industrieswhether the task is
manufacturing semiconductors or serving customers
at the Ritz Carltonsimply wouldnt countenance
error rates like those in hospitals.Complication
s, Atul Gawande
161
In health care, geography is destiny.Source
Dartmouth Medical School 1996 report
162
Geography Is DestinyOften all one must do to
acquire a disease is to enter a country where a
disease is recognizedleaving the country will
either cure the malady or turn it into something
else. Blood pressure considered treatably high
in the United States might be considered normal
in England and the low blood pressure treated
with 85 drugs as well as hydrotherapy and spa
treatments in Germany would entitle its sufferer
to lower life insurance rates in the United
States. Lynn Payer, Medicine Culture
163
Geography Is DestinyE.g. Ft. Myers 4X
Manhattanback surgery. Newark 2X New
Havenprostatectomy. Rapid City SD 34X Elyria
OHbreast-conserving surgery. VT, ME, IA 3X
differences in hysterectomy by age 70 8X
tonsillectomy 4X prostatectomy (10X Baton Rouge
vs. Binghampton). Breast cancer screening 4X NE,
FL, MI vs. SE, SW. (Source various)
164
PARADOX Many, many formal case reviews failure
to systematically/ systemically/ statistically
look at and act on evidence.C.f.,
Complications, Atul Gawande
165
Genius Required?
166
Leapfrog Group
CPOE/Computerized Physician Order
EntryICU staffing by trained
intensivistsEHR/Evidence-based Hospital
ReferralDuh I Welcome to the computer
age.Duh II How about using experts?Duh
III If you do stuff a lotta times, you tend to
get/be better.
Source HealthLeaders
167
The Benefits of FOCUSED EXCELLENCE
Shouldice/Hernia Repair 30-45 min, 1
recurrence. Avg 90 min, 10-15
recurrence.Source Complications, Atul Gawande
168
Doing It Right!Planetree A Radical Model for
New Healthcare/Healing/Wellness Excellence
169
It was the goal of the Planetree Unit to help
patients not only get well faster but also to
stay well longer. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
170
Determinants of HealthAccess to care
10Genetics 20Environment 20Health
Behaviors 50Source Institute for the Future
171
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
Importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
172
1. The Importance of Human Interaction
173
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it would
have taken to interact with them initially in a
positive way. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
174
Press Ganey Assoc/1999 139,380 former patients
from 225 hospitals0 of top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with ES
(Employee Satisfaction)Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
175
Mgrs re staff wages, security, promotion
opportunitiesStaff re staff interesting work
(M5 of 10), appreciation (5 of 10), sense of
being in about whats going on (10 of 10)
Source Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
176
Planetree is about human beings caring for other
human beings. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel (Ladies
and gentlemen serving ladies and gentlemen4S
credo)
177
2. Informing and Empowering Diverse Populations
Consumer Health Libraries and Patient
Information
178
Planetree Health Resources Center/1981Planetree
Classification SystemConsumer Health
LibrariansVolunteersClasses, lectures
(CR)Health FairsGriffins Mobile Health
Resource CenterOpen Chart PolicyPatient
Progress NotesCare Coordination Conferences
(Est. goals, timetable, etc.)Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
179
3. Healing Partnerships The Importance of
Including Friends and Family
180
When hospital staff members are asked to list
the attributes of the perfect patient and
family, their response is usually a passive
patient with no family. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
181
The Patient-Family ExperiencePatients are
stripped of control, their clothes are taken
away, they have little say over their schedule,
and they are deliberately separated from their
family and friends. Healthcare professionals
control all of the information about their
patients bodies and access to the people who can
answer questions and connect them with helpful
resources. Families are treated more as intruders
than loved ones. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
182
Family members, close friends and significant
others can have a far greater impact on
patients experience of illness, and on their
long-term health and happiness, than any
healthcare professional. Through the Patients
EyesSource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
183
A 7-year follow-up of women diagnosed with
breast cancer showed that those who confided in
at least one person in the 3 months after surgery
had a 7-year survival rate of 72.4, as compared
to 56.3 for those who didnt have a
confidant.Institute for the Future
184
Care Partner Programs (IDs, discount meals,
etc)Unrestricted visits (Most Planetree
hospitals have eliminated visiting restrictions
altogether) (ER at one hospital has a policy of
never separating the patient from the family, and
there is no limitation on how many family members
may be present,.)Collaborative Care
ConferencesClinical Guidelines
DiscussionsFamily SpacesPet Visits (POP
Patients Own Pets)Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
185
4. Nutrition The Nurturing Aspect of Food
186
Meals are central eventsvsThere, youre
fed.Irony Focus on nutrition has
reduced focus on food and serviceSource
Putting Patients First, Susan Frampton, Laura
Gilpin, Patrick Charmel
187
Aroma therapy (e.g., smell of baking
cookies)Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
188
5. Spirituality Inner Resources for Healing
189
Spirituality Meaning and Connectedness in
Life1. Connected to supportive and caring
group2. Sense of mastery and control3. Make
meaning out of disease/find meaning in
sufferingSource Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
190
Griffin redesign chapel (waterfall, quiet music,
open prayer book)Other music, flowers,
portable labyrinthSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
191
6. Human Touch The Essentials of Communicating
Caring Through Massage
192
Massage is a powerful way to communicate
caring. Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
193
7. Healing Arts Nutrition for the Soul
194
Planetree Environment conducive to
healingColor!Light!Brilliance!Form!Art!Mu
sic!Source Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
195
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
196
8. Integrating Complementary and Alternative
Practices into Conventional Care
197
Griffin IMC/Integrative Medicine
CenterMassageAcupunctureMeditationChiropracti
cNutritional supplementsAroma therapySource
Putting Patients First, Susan Frampton, Laura
Gilpin, Patrick Charmel
198
9. Healing Environments Architecture and Design
Conducive to Health
199
Planetree LookWoods and natural
materialsIndirect lightingHomelike
settingsGoals Welcome patients, friends and
family Value humans over technology ... Enable
patients to participate in their care ... Provide
flexibility to personalize the care of each
patient ... Encourage caregivers to be responsive
to patients ... Foster a connection to nature and
beautySource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
200
Access to nurses stationHappen
tovs.Happen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
201
Conclusion Caring/Growth Experience
202
Care!Control!Connect! Engage!Grow!
De-stress!
203
An estimated 60 to 90 percent of doctor visits
involve stress-related complaints.
Newsweek/09.27.2004
204
CR07.03 60/264/180/145-85/14010.04
61/195/092/097-60/058
205
Univasc (lt1/2)BextraLipitorToprolPropranolol