(Fire!Fire!Fire!)(3)

1、Reinventing WorkTom PetersManchester 26.04.2001“There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.”Steve Case“In 25 years, youll probably be able to get the sum total of all human knowledge on a pe

2、rsonal device.”Greg Blonder, VC was Chief Technical Adviser for Corporate Strategy AT&T Barrons 11.13.2000“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, Busine

3、ss 2.0 (08.00) prior 900 years1900s: 1st 20 years 1800s2000: 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, talk

4、 april2001 “We are in a brawl with no rules.”Paul AllaireS.A.V.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!)“It used to be that the big ate the small. Now the fast eat the slow.”Geoff Yang, IVP/ (Institutional Venture Partners

5、)Read It Closely: “We dont sell insurance anymore. We sell speed.” Peter Lewis, ProgressivePart I: Brand InsidePart II: Brand OutsidePart III: Brand LeadershipForces Work IThe Destruction Imperative!Forget“Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get

6、 the old ones out.”Dee Hock“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 Tr

7、ap “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.”Peter Job, CEO, Reuters “Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engi

8、neers and the next generation product. ” John Chambers, CiscoLessons 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 megaloman

9、ia, 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-d

10、irector of The Centre for the Study of Financial Innovation UKBuilt to Last v. Built to Flip“The problem with Built to Last is that its a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.”“Increasingly, successful businesses will be ephemeral. They will be

11、 built to yield something of value and once that value has been exhausted, they will vanish.”Fast Company (03-00)The New Ge WayDYB.comThe Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0MRM: “A lot of companies in the Valley fail.”RN: “Maybe not enough fail.”RM: “What do you mean by that?

12、”RN: “Whenever you fail, it means youre trying new things.”Source: Fast CompanyForbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 are in 87 F100; the 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987.

13、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 MarketBrand InsideBrand Org: Lean, Linked, Electronic

14、& Malleable White Collar Revolution!108 X 5vs. 8 X 1* 540 vs. 8 (-98.5%)The Pincer 5“Destructive” entrepreneurs/ Global Competition“White Collar Robots”THE INTERNET! E.g.: GM + Ford + DaimlerChryslerGlobal Outsourcing E.g.: India, MexicoSpeed!“Assetless Company”John Bryan, CEO, on selling all Sara L

15、ees manufacturing“Dont own nothin if you can help it. If you can, rent your shoes.”F.G.Cisco, Dell =Brand-owning companies who sell Customer SatisfactionSource: David Schneider & Grady Means, MetaCapitalism e.g.: Cisco owns 2 of 38 assembly plantsBrand InsideBrand Work: The Professional Service Firm

16、 Model & The WOW ProjectSo what will be the Basic Building Block of the New Org?Every job done in W.C.W. is also done “outside” for profit!Answer: PSF!Professional Service FirmDepartment Head to Managing Partner, HR IS, etc. Inc.New OrleansApril 2000: NAPMYou are the Rock Stars of the B2B Age!09.11.

17、2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business! (31K bods)“These days, building the best server isnt enough. Thats the price of entry.”Ann Livermore, Hewlett-Packard% Rev From Service:GE (80%) IBM (80%) HP Sun?Maybe one or more of your “PSFs” becomes the tail that wags th

18、e dog? E.g.: engineering, IS-logistics-customer serviceThe Raw Material The WOW Project!“Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec“Every project we take on starts with a question: How can we do whats never been done before?”Stuart Hornery, CEO, Lend LeaseMy GOAL

19、: Radicalize Audiences!*Hint: These are Radical times! Your Current Project?1. Another days work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)Brand InsideBrand You: Distinct or Extinct“New Economy changes how firms

20、treat layoffs”Headline, USA Today (03.19.2001)“If there is nothing very special about your work, no matter how hard you apply yourself, you wont get noticed, and that increasingly means you wont get paid much either.”Michael Goldhaber, WiredMinimum New Work SurvivalSkillsKit2000MasteryRolodex Obsess

21、ion (vert. to horiz. “l(fā)oyalty”)Finishing SkillsEntrepreneurial InstinctCEO/Leader/BusinesspersonMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing “Marketing”Passion for RenewalMessage: Distinct or Extinct.Topic: Boss-free Implementation of STM /Stuff

22、That MATTERS!“This is all I know in the world!”Tom PetersTHE IDEA“4Fs”: Find a Fellow Freak FarawayWorlds Biggest Waste Selling “Up”Heart of the MatterF2F!/K2K!/1T/R.F.A.*Freak to Freak/Kook to Kook/One at a Time/ Ready.Fire!Aim.Reframers Rules:Rule 1: Never accept an assignment as given! (Please.)R

23、ule 2: Youre never so powerful as when you are “powerless”!Rule 3: Every “small” project contains the entire enterprise DNA!“Fail often. Succeed sooner.”David Kelley/IDEO“Success is the ability to go from failure to failure without losing your enthusiasm.”Winston Churchill (as quoted by John Peterma

24、n)“Learn not to be careful” Photographer Diane Arbus, to her students (Careful = The sidelines, per Harriet Rubin in The Princessa) BOTTOM LINEThe Enemy!Joe J. Jones 1942 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!Characteristics of the “Also rans”*“Minimize risk”“Respec

25、t the chain of command”“Support the boss”“Make budget”*Fortune, article on “Most Admired Global Corporations”The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.MichelangeloBrand InsideBrand Talent: The Great War for TalentThe Case“When

26、land was the productive asset, nations battled over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH“We have transitioned from an asset-based strategy to a talent-based strategy.”Jeff Skilling, COO, EnronFrom “1, 2 or youre out” JW to “Best Talent in ea

27、ch industry segment to build best proprietary intangibles” EMSource: Ed Michaels, War for Talent (05.17.00)Home Depot: 7 new growth initiatives ($20B to $100B in 5-7 years)Arthur Blank: BEST PERSON IN THE WORLD TO HEAD EACH INITIATIVEE.g.: COO of IKEA to head international expansionEd Michaels, War

28、for Talent (05.17.00)“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.”Ed Mic

29、haels, War for Talent (05.17.00)Message: Some people are better than other people. Some people are a helluva lot better than other people.“Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.”Ed Michaels, War for Talent (05.1

30、7.00)“We value engineers like professional athletes. We value great people at 10 times an average person in their function.”Jerry Yang, YahooWhat gets measured gets done. What gets paid for gets done more. What gets paid a lot for gets done a lot more.“Why focus on these late teens and twenty-someth

31、ings? Because they are the first young who are both in a position to change the world, and are actually doing so. For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. The Internet has triggered the first i

32、ndustrial revolution in history to be led by the young.”The Economist 12/2000“Talented people are less likely to wait their turn. We used to view young people as trainees; now they are authorities. Arguably this is the first time the older generation can and must leverage the younger generation very

33、 early in their careers.”Ed Michaels, War for Talent (05.17.00) “Where do good new ideas come from? Thats simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.”Nicholas Negroponte“Diversity defines the

34、health and wealth of nations in a new century. Mighty is the mongrel. The hybrid is hip. The impure, the mlange, 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 creativi

35、ty, nourishes the human spirit, spurs economic growth and empowers nations.”G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Busin

36、ess Week, 11.20.00Women and new-economy management The New Economy Shout goodbye to “command and control”!Shout goodbye to hierarchy!Shout goodbye to “knowing ones place”!Womens Stuff = New Economy MatchImprov skillsRelationship-centricLess “rank consciousness”Self determinedTrust sensitive Intuitiv

37、eNatural “empowerment freaks” less threatened by strong peopleIntrinsic motivation Extrinsic“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a

38、conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch wi

39、th others?”Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson“Investors are looking more and more for a relationship with their financial advisers. They want someone they can trust, someone who listens. In my experience, in general, women m

40、ay be better at these relationship-building skills than are men.”Hardwick Simmons, CEO, Prudential Securities “Boys are trained in a way that will make them irrelevant.”Phil SlaterOkay, you think Ive gone tooooo far. How about this: DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?63 of 2,500 top earners i

41、n F5008% Big 5 partners 14% partners at top 250 law firms43% new med students; 26% med faculty; 7% deansSource: Susan Estrich, Sex and PowerThe Cracked Ones Let in the Light“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, d

42、issenters and rebels.”David OgilvyAxiom: Never hire anyone without an aberration in their background! “H.R.” to “H.E.D.” ?Human Enablement Department“Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and

43、thus be in charge of his or her own career.” Tim Hall et al., “The New Protean Career Contract” Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.Its your fault!*Sam Culbert MantraM3Talent = BrandWhats your companys EVP?Employee Value Proposition, per Ed Michaels et al., The

44、 War for TalentEVP = Challenge, professional growth, respect, satisfaction, opportunity, reward EVP = “The companys fingerprint” = B.P.Source: Ed Michaels et al., The War for Talent Brand InsideReprise: THINK WEIRD: The High Standard Deviation EnterpriseSaviors-in-WaitingDisgruntled CustomersFringe

45、CompetitorsRogue EmployeesEdge SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees“Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defens

46、ive.”John Roth, CEO, NortelButton-down Org H.S.D.E. . Acquire for market shareSuck up to biggest customersPursue “strategic vendors”Bigger is betterAccept assignments as givenHire 4.0s from “top schools”Promote when theyve “paid their dues”Appoint a “prestigious” boardHang out with my palsR.A.F.Be “

47、professional” at all times/Honor thine eldersAcquire for innovationPartner with cool customersSeek out pioneering vendorsBreak it up to refreshReframe all tasks to innovateHire “intriguing,” whereverPromote tomorrow if the work product is weird and WOWAppoint an interesting, headstrong boardTake a f

48、reak to lunch todayF.F.F.Stay loose, stay cool/The hell with thine elders“But dont we need some grout between the tiles?”N.W.O.: Was Is Is Pine-paneled OfficeAddress: 1 Big Man PlazaSecretarySuit Formal Rank consciousPretense (“Failures are for fools.”)I love “Yes men”Self-containedSeat 9B, UA233Add

49、ress: AnneCTyping: 60 WPMCasual M-FApproachableWe are a HOT Team Screwing up is as normal as breathingI love Misfits!I love partnersTruth 1000X more important in times of Madness!Message 2001: Im Comfortable with CHAOS.UN-Comfortable with B.S.Part I: Brand InsidePart II: Brand OutsidePart III: Brand

50、 LeadershipForces Work IIThe Commodity TrapQuality Not Enough!“While everything may be better, it is also increasingly the same.”Paul Goldberger on retail, “The Sameness of Things,” The New York Times“We make over three new product announcements a day. Can you remember them? Our customers cant!”Carl

51、y Fiorina“The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices and similar quality.”Kjell Nordstrom and Jonas Ridderstrale, Funky Bu

52、siness“Companies have defined so much best practice that they are now more or less identical.”Jesper Kunde, A Unique MomentBrand OutsideStrategy 1:Use E-Commerce to Re-invent Everything!Tomorrow Today: Cisco!90% of $20B (=$50M/day)75% mfg. outsourced; 50% of orders routed to supplier who ships direc

53、tGross margin: 65%; Net margin: 28%Annual savings in service and support from customer self-management: $550MEnron eWorld: “Price a structured trade,” per John Arnold, 26: Early 1999: 30 times a day. Late 2000: 30 times per minute.Long-term gas contract. 1989: 9 months, 400+ deals. Late 90s: 2 weeks

54、, 2 per week. Late 2000: 5 such deals per daySource: (1/2001)“This is the first meter of a 10-kilometer race. Eventually, all markets will come to resemble todays foreign exchange market.”Hamid Biglari, Head of Corporate Strategy, Citigroup, in “GIGATRENDS”, Wired 04.01COMMUNITY SERVICES!/ CUSTOMER

55、CONTROL!Tomorrow Today: Cisco!90% of $20B; save $550MC.Sat e C.Sat HCustomer Engineer Chat Rooms/Collaborative Design ($1B “free” consulting) (45,000 customer problems a week solved via customer collaboration)Welcome to D.I.Y. Nation!“Changes in business processes will emphasize self service. Your c

56、osts as a business go down and perceived service goes up because customers are conducting it themselves.” Ray Lane, Oracle Anne Busquet/ American ExpressNot: “Age of the Internet”Is: “Age of Customer Control”RADICAL STRATEGIES REQUIRED“One cannot be tentative about this. Excuses like channel conflic

57、t or marketing and sales arent ready cannot be allowed. Delay and you risk being cut out of your own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago.”Jack Welch 07.00/FGE & the WebPurchasing: 2000: $6B; 2001: $15BSales: 1999: $1B; 2000: $7B; 2001: $20

58、B+Source: Business 2.0 (05.01)“Weve put the word out to all of our suppliers: by the end of the year 2000 well only do purchasing over the Internet.”John Paterson, C.P.O., IBM $50B from 18,000 suppliers WebWorld = Everything Web as a way to run your businesss innardsWeb as connector for your entire

59、supply-demand chain Web as “spiders web” which re-conceives the industryWeb/B2B as ultimate wake-up call to “commodity producers”Web 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

60、focus on what you do bestWeb as entre, at any size, to Worlds Best at Everything as next door neighborMessage: eCommerce is not a technology play! It is a relationship, partnership, organizational and communications play, made possible by new technologies.Message: There is no such thing as an effect