1、Tom Peters Rules for RadicalsMGM/Las Vegas/02.26.031. New World Order: The Race Goes to the Swift & Wily.“IT MAY SOMEDAY BE SAID THAT THE 21ST CENTURY BEGAN ON SEPTEMBER 11, 2001. “Al-Qaeda represents a new and profoundly dangerous kind of organizationone that might be called a virtual state. On Sep

2、tember 11 a virtual state proved that modern societies are vulnerable as never before.”Time/09.09.2002“The deadliest strength of Americas new adversaries is their very fluidity, Defense Secretary Donald Rumsfeld believes. Terrorist networks, unburdened by fixed borders, headquarters or conventional

3、forces, are free to study the way this nation responds to threats and adapt themselves to prepare for what Mr. Rumsfeld is certain will be another attack. “ Business as usual wont do it, he said. His answer is to develop swifter, more lethal ways to fight. Big institutions arent swift on their feet

4、in adapting but rather ponderous and clumsy and slow. ”The New York Times/09.04.2002 Erics ArmyFlat.Fast.Agile.Adaptable.Light But Lethal.From BLOCKBUSTER vs. BLOCKBUSTER to AGILITY, ELUSIVENESS, PERFECT TARGETING.Forget“Learn”“The problem is never how to get new, innovative thoughts into your mind,

5、 but how to get the old ones out.”Dee Hock2. Destruction Rules!Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74

6、 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“Mr. Foster and his McKinsey colleagues collected detailed performance data s

7、tretching 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“Its just a fact: Survivors underperform.” Dick Foster“Conglomerates

8、 dont work” James Surowiecki, The New Yorker (07.01,2002) “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 blan

9、k.”Mark Sirower, The Synergy Trap“Facing Crisis, Media Giants Scrounge for Fresh Strategies” Headline, P1, Wall Street Journal/ 01.14.2003“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 eco

10、nomically.”Peter Drucker, Business 2.0 (08.00)The New Ge WayDYB.comC.E.O. to C.D.O.“Dont rebuild. Reimagine.”The New York Times Magazine on the future of the WTC space in Lower Manhattan/09.08.2002No Wiggle Room! “Incrementalism is innovations worst enemy.” Nicholas NegroponteJust Say No “I dont int

11、end to be known as the King of the Tinkerers. ”CEO, large financial services company (New York, 5-99)“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 Ance

12、stors “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.”Peter Job, CEO, Reuters The Gales of Creative Destruction+29M = -44M + 73M+4M = +4M - 0M“The secret of fast progress is inefficiency, fast and furious and numerous failures.”Kevin KellyJ

13、ane Jacobs: Exuberant Variety vs. the Great Blight of Dullness. F.A. Hayek: Spontaneous Discovery Process. Joseph Schumpeter: the Gales of Creative Destruction.Silicon Valley Success Secrets: The 1 in 20 Rule“Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1

14、hits the jackpotSource: The EconomistJim & Tom. Joined at the hip. Not.Huh?“Quiet, workmanlike, stoic leaders bring about the big transformations.”-JCPastels?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. Ch

15、urchillM. ThatcherPicassoMozartCopernicus/Newton/EinsteinJ. 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“Pity the poor brown.” WSC“In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodsheda

16、nd produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they producethe cuckoo clock.”O(jiān)rson Welles, as Harry Lime, in “The Third Man”3. The Same-Same Trap.“While everything may be better, it is also increasingly t

17、he same.”Paul Goldberger on retail, “The Sameness of Things,” The New York Times“When McDonalds first started exporting its formula of quality, cleanliness and service, it was something of a novelty. These days, quality, cleanliness and service are a givenand people are becoming more interested in w

18、hat they are eating.” FT/12.21.2002“The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality.”Kjell Nordstrm and Jonas Ridderstrle, Funky Bus

19、inessFunky Business: “To succeed we must stop being so goddamn normal. In a winner-takes-all world normal = nothing.”“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, CanonSaviors-in-WaitingD

20、isgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue EmployeesCUSTOMERS: “Future-defining customers may account for only 2% to 3% of your total, but they represen

21、t a crucial window on the future.”Adrian Slywotzky, Mercer ConsultantsW.I.W?20 of 267 of top 10*P&G: 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 Primary Obstacles to “Marketing-driven Chang

22、e”1. Fear of “cannibalism.”2. “Excessive cult of the consumer”/ “customer driven”/ “slavery to demographics, market research and focus groups.”3.Creating “sustainable advantage.” Source: John-Marie Dru, DisruptionAccount planning has become “focus group balloting.”Lee Clow“Chivalry is dead. The new

23、code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of sustainab

24、le advantage after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition.”Rich DAveni, Hypercompetition: Managing the Dynamics of Strategic ManeuveringDeviants, Inc. “Deviance tells the story of every mass market e

25、ver 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)“A great idea always comes from one persons mind, someone who is, by d

26、efinition, local. If you place 10 people in Brussels to conceive a European ad/marketing campaign, youll get nothing.”Source: Jean-Marie Dru, DisruptionWays 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 thinki

27、ng 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)“HAVE MBAs KILLED OFF MARKETING? Prof Rajeev Batra says: What these times call for is more creative and breakthroug

28、h 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 t

29、here 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 thinki

30、ng runs counter to the idea that great brands must have a core, unifying idea. ”Businessworld/04Nov2002/“Why Is Marketing Not Working?”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

31、 (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, th

32、en 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 t

33、he problems you face. (11) Forget the past, particularly your companys success. Bob Sutton, Weird Ideas That Work: 11 Ideas for Promoting, Managing, and Sustaining Innovation4. Weird Wins.“Are there enough weird people in the lab these days?”V. Chmn., pharmaceutical house, to a lab director (06.01)I

34、nnovation Source No. 1*: PPPs/Personally Pissed-off People“Branson started Virgin Atlantic because flying other airlines was so dreadful.” Fortune/05.13.2002*And there is no No. 2!“Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney execBoydEglin Flag: “100% AGAINST ZERO DEFEC

35、TS”“General, if youre not having accidents, your training program is not what it should be. You need to kill some pilots.”BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)“Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was a

36、ll about high operational tempo and the rapid exploitation of opportunity.”/ “Arrange the mind of the enemy.”T.E. Lawrence/ “Float like a butterfly, sting like a bee.”Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)“Maneuverists”BOYD: The Fighter Pilot Who Changed the Art of War

37、 (Robert Coram)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!)5. Astonish Me!“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 rema

38、rkable 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 Wal*Mart? Or Nokia (bringing out n

39、ew hardware every 30 days or so) and Nintendo (marketing the same Gameboy 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 supersl

40、ow. 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, Fa

41、st Company/02.2003“Lets make a dent in the universe.” Steve Jobs“Astonish me!” / S.D.“Build something great!” / H.Y.“Immortal!” / D.O.Legacy!CEO Assignment2002 (Bermuda): “Please leap forward to 2007, 2012, or 2022, and write a business history of Bermuda. What will have been said about your company

42、 during your tenure?”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?”Ha

43、ve you changed civilization today?Source: HP banner ad6. Distinction. Branding: Is-Is Not “Table”TNT is not: TNT is: TNT is not:Juvenile Contemporary Old-fashionedMindless Meaningful ElitistPredictable Suspenseful DullFrivolous Exciting SlowSuperficial Powerful Self-important“WCW Monday Nitro was ou

44、r top rated show by more than double anything else and the top rated show on basic cable, and we dumped it! Can you name another network that dropped its top-rated show? I dont know if consumers noticed, but it said everything to our staff.”Scot Safon, on the successful reinvention of TNT to embody

45、its new vision: “TNT: We Know Drama.”“Experiences are as distinct from services as services are from goods.”Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a StageExperience: “Rebel Lifestyle!”“What we sell is the ability for a 43-year-old accountant to dress in

46、 black leather, ride through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based Leadership“Club Med is more than just a resort; its a means of rediscovering oneself, of inventing an entirely new me. ”Source: Jean-Marie Dru, Disruption Bob Lutz: “I see us as being in t

47、he art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation.” Source: NYT 10.19.017. Speed!“It takes six years to develop a new car. Thats ridiculous. It only took four years to win World War II.” Ross PerotK.I.S.S.: Gordon Bell (VAX daddy)

48、: 500/50. Chas. Wang (CA): Behind schedule? Cut least productive 25%. Fred S.s “mediocre” thesis. Herb K.s napkin. There Are Lawyers and Then There Are Lawyers: John De Laney/ICMANYTHING TRULY IMPORTANT CAN BE BOILED DOWN TO 1/3RD PAGE.*(*NO SHIT.)Systems: Must have. Must hate. / Must design. Must u

49、n-design.Mgt. Team includes EVP (S.O.U.B.)Executive Vice President, Stomping Out Unnecessary Bullshit8. Missing the Demographic Boat I: Women?Home Furnishings 94%Vacations 92% (Adventure Travel 70%/ $55B travel equipment)Houses 91%D.I.Y. (“home projects”) 80%Consumer Electronics 51% Cars 60% (90%)Al

50、l consumer purchases 83% Bank Account 89%Health Care 80%2/3rds working women/50+% working wives 50%80% checks61% bills53% stock (mutual fund boom)43% $500K95% financial decisions/ 29% single handed1970-1998Mens median income: +0.6%Womens median income: + 63%Source: Martha Barletta, Marketing to Wome

51、n91% women: ADVERTISERS DONT UNDERSTAND US. (58% “ANNOYED.”)Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women)Carol Gilligan/ In a Different VoiceMen: Get away from authority, familyWomen: ConnectMen: Self-orientedWomen: Other-orientedMen: RightsWomen: Re

52、sponsibilitiesFemaleThink/ Popcorn“Men and women dont think the same way, dont communicate the same way, dont buy for the same reasons.”“He simply wants the transaction to take place. Shes interested in creating a relationship. Every place women go, they make connections.”“Shopping: A Guys Nightmare

53、 or a Girls Dream Come True?”“Buy it and be gone”vs.“Hang out and enjoy the experience”Source: The Charleston WV Gazette/06.22.2002Womens View of Male SalespeopleTechnically knowledgeable; assertive; get to the point; pushy; condescending; insensitive to womens needs.Source: Judith Tingley, How to S

54、ell to the Opposite Sex (Martha Barletta, Marketing to Women)Read This: Barbara & Allan Peases Why Men Dont Listen & Women Cant Read Maps“It is obvious to a woman when another woman is upset, while a man generally has to physically witness tears or a temper tantrum or be slapped in the face before h

55、e even has a clue that anything is going on. Like most female mammals, women are equipped with far more finely tuned sensory skills than men.” Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps“Resting” State: 30%, 90%: “A woman knows her childrens friends, hopes, dreams, romances, se

56、cret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house.”Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps“As a hunter, a man needed vision that would allow him to zero in on targets in the distance whereas a woman

57、 needed eyes to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub, but can never find things in fridges, cupboards or drawers.”Barbara & Allan Pease, Why Men Dont Listen & Women Cant Rea

58、d Maps“Female hearing advantage contributes significantly to what is called womens intuition and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldnt despair. They are excellent at imitating animal sounds.”Barbara & Allan Pease, Why Men Dont Listen

59、& Women Cant Read MapsSensesVision: Men, focused; Women, peripheral.Hearing: Womens discomfort level I/2 mens.Smell: Women Men.Touch: Most sensitive man Least sensitive women.Source: Martha Barletta, Marketing to WomenWe Really Dont Get It!Review of “Unfaithful”: “ the latest entry in the category o

60、f male directors clueless fantasies concerning what women fantasize about in their nonexistent free time.”Source: NYT (05.19.2002)Men & Women on Thelma & Louise. MEN: Sundance Kid; women who get angry, swear, go to bars, leave their mate. WOMEN: women controlled by the men in their lives, who would