tom peters’ we are in a brawl with no rules! philadelphia/11december2001

Tom Peters We Are in a Brawl with No Rules!

Philadelphia/11December2001

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

Uncertainty: We dont know when things will get back to normal.

Ambiguity: We no longer know what normal means.

BMcC: (1) Hierarchy vs. Network organization. (2) NWO = Doctrine as center of gravity/source of motivation; distributed support & decision-making;largely self-organizing; outside the military sphere.

From: Weapon v. Weapon

To: Org structure v. Org structure

Our military structure today is essentially one developed and designed by Napoleon.

Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

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

1 day 2001 = Years trade in 1949, years FEX in 1979, years global calls in 1984.

1 day London FEX in 2001 = 30X years output in UK goods & services.

Source: Charles Handy, The Elephant and the Flea

Structure

Part I: Brand InsidePart II: Brand OutsidePart III: Brand Leadership

7 Rules for Leading/THRIVING in a Recession+

1. Its ALREADY too late.2. Show up & tell the truthCREDIBILITY rules.3. Kill with KINDNESS.4. Sharp pencils are imperativebut dont forget that the CUSTOMER & our TALENT & RISKY INVESTMENTS are still our long-term Bread & Butter. 5. Everythings different, everythings the sameits the NEW ECONOMY, more than ever, stupid!6. Use the trauma to mount the bold initiatives you should have long before mounted: Flux = OPPORTUNITY.7. Were in a War of Organizational Modelsfrom retail to the Pentagon. IDEAS MATTER MOST.

Forces @ Work I

The Destruction Imperative!

Forbes100 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.

S&P 500 from 1957 to 1997: 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.

Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

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

The [New] Ge Way

DYB.com

The Gales of Creative Destruction

+29M = -44M + 73M

+4M = +4M - 0M

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

Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.

Peter Job, CEO, Reuters

Brand Inside

Brand Org: Lean, Linked, Internet-driven, Virtual

White Collar Revolution!

108 X 5

vs.

8 X 1

= 540 vs. 8 (-98.5%)

The Pincer 5

1. Destructive entrepreneurs/ Global Competition

2. White Collar Robots

3. THE INTERNET! [E.g.: GM + Ford + DaimlerChrysler]

4. Global Outsourcing [E.g.: India, Mexico]

5. Speed!!

Automation+

75% of what we do: 40 expert decision rules!

IBMs Project eLiza!

Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computer-generated robots will take over the world. Stephen Hawking, in the German magazine Focus

The Pincer 5

1. Destructive entrepreneurs/ Global Competition

2. White Collar Robots

3. THE INTERNET! [E.g.: GM + Ford + DaimlerChrysler]

4. Global Outsourcing [E.g.: India, Mexico]

5. Speed!!

Brand Inside

Brand Work: The Professional Service Firm Model

So 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 Firm]

Department Head

to

Managing Partner, HR [IS, etc.] Inc.

P.S.F.: Summary

H.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot Talent (see below)Adventurous cultureProprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++)

TP to NAPM: You are the Rock Stars of the B2B Age!

P.S.F.: Summary

H.V.A. Projects (100%)Pioneer ClientsWOW Work (see below)Hot Talent (see below)Adventurous cultureProprietary Point of View (Methodology)W.W.P.F. (100%)/Outside Clients (25%++)

BMWs Designworks/USA: >50% from outside work

eHR*/PCC**

*All HR on the Web**Productivity Consulting Center

Source: E-HR: A Walk through a 21st Century HR Department, John Sullivan, IHRIM

Model PSF

(1) Translate ALL departmental activities into discrete W.W.P.F. Products.(2) 100% go on the Web.

(3) Non-awesome are outsourced (75%??).

(4) Remaining Centers of Excellence are retained & leveraged to the hilt!

Brand Inside

The Heart of the Value Creation Revolution: PSF Unbound!

09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersconsulting business!

These days, building the best server isnt enough. Thats the price of entry.

Ann Livermore, Hewlett-Packard

HP Sun GE IBM UPS UTC General Mills Springs Anheuser-Busch Carpet One Delphi Etc. Etc.

We want to be the air traffic controllers of electrons.

Bob Nardelli, GE Power Systems

Customer Satisfaction to Customer Success

Were getting better at [Six Sigma] every day. But we really need to think about the customers profitability. Are customers bottom lines really benefiting from what we provide them?

Bob Nardelli, GE Power Systems

New Springs = Turnkey

Collections.Flexible sourcing.Packaging.Merchandising.Promotion.Systems & Site mgt.

Omnicom: 57% (of $6B) from marketing services

Who was the number one employer of architecture school grads in the U.S. last year?

The move toward outsourced manufacturing represents an obvious opportunity for contract manufacturers [such as Flextronics: $93M to $15B, 93-00], but its also a potential boon to product innovation. The future of gadget-making is not about making gadgets; its about imagining them. Someone else makes the imaginary real. All that money that used to go to fund infrastructure is going into design and innovation, says Flex CEO Michael Marks.

Wired/11.2001

Brand Inside

Brand You: Distinct or Extinct

New World of Work

< 1 in 10 F500#1: Manpower Inc.

Freelancers/I.C.: 16M-25MTemps: 3M (incl. CEOs & lawyers)Microbusinesses: 12M-27MTotal: 31M-55M

Source: Daniel Pink, Free Agent Nation

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, Wired

Minimum New Work SurvivalSkillsKit2001

MasteryRolodex Obsession (vert. to horiz. loyalty)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing MarketingPassion for Renewal

Sams Secret #1!

Minimum New Work SurvivalSkillsKit2001

MasteryRolodex Obsession (vert. to horiz. loyalty)Entrepreneurial InstinctCEO/Leader/Businessperson/CloserMistress of ImprovSense of HumorIntense Appetite for TechnologyGroveling Before the YoungEmbracing MarketingPassion for Renewal

You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, Where do you see yourself in 5 years? youll ask, If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow?

Stan Davis & Christopher Meyer, futureWEALTH

My ancestors were printers in Amsterdam from 1510 or so until 1750 and during that entire time they didnt have to learn anything new.

Peter Drucker, Business 2.0 (08.22.00)

Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years mostly on line.

Peter Drucker,Business 2.0 (22August2000)

E-LEARNING: 2M students in U.S. 4,000 colleges & universities offer. Target: Developing world. E.g.: U. of Melbourne & McGill, part of U21 (with Thompson Learning), expect 100K students by 2010mostly Asians. Armys $500M contract with PWC (eArmyU)includes degrees @ 24 colleges. Mixed models: Fuqua9 to 11 weeks in residence over 2 years. Dentist gets law degree25 to 30 hours per week. IBM trained 200K online in 2000saved $350M. Tricks: Small classes, required student involvement at U. of Phoenix Online (76% growth in Y2K.).

Source: Business Week (12.03.2001)

Invent. Reinvent. Repeat.

Source: HP banner ad

Brand Inside

Redefining the Work Itself: The WOW Project

Reward excellent failures. Punish mediocre successes.

Phil Daniels, Sydney exec

Language matters! Wow! BHAG! Takes your breath away!

Intimidate their [users] imaginations Wheres the revolution? J Allard, on the Xbox

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 Inside

WOW Projects for the Powerless:Getting Started a Personal Perspective

Topic: Boss-free Implementation of STM /Stuff That MATTERS!

Worlds Biggest Waste

Selling Up

THE IDEA: Model F4

Find a Fellow Freak Faraway

Heart of the Matter

F2F!/K2K!/1@T/R.F!A.*

*Freak to Freak/Kook to Kook/One at a Time/ Ready.Fire!Aim.

BOTTOM LINE

The Enemy!

Joe J. Jones 1942 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!

The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.

Michelangelo

Characteristics of the Also rans*

Minimize riskRespect the chain of commandSupport the bossMake budget

*Fortune, article on Most Admired Global Corporations

Message to scientists: It AINT about the science. Its NEVER about the science. Its ALWAYS about the PASSION for the IDEA.

In a long and honorable career, a Ph.D. scientist in a pharmaceutical house is not likely statistically to experience a success.

Pharmaceutical Exec

Statistically speaking, Churchill shouldnt have been able to fend off Hitler. Statistically speaking, de Gaulle shouldnt have been able to revive the French. Statistically speaking, Jefferson & Adams & Hamilton shouldnt have been able to create America.*

* Statistically speaking, Pfizer or no Pfizer, aint none of us gettin out of this alive.

I wonder

Will one of you be awoken some December morning in Stockholm by candle-carryingkids?

Charles Handy on the alchemists: Passion was what drove these people, passion for their product or their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.

IF YOU ARE NOT PREPARED TO BE FIRED OVER YOUR BELIEFS YOU ARE WORKING ON THE WRONG PROJECT -- TP

Sales2001

The Sales25: Great Salespeople

1. Know the product. (Find cool mentors, and use them.)2. Know the company.3. Know the customer. (Including the customers consultants.) (And especially the corporate culture.)4. Love internal politics at home and abroad.5. Religiously respect competitors. (No badmouthing, no matter how provoked.)6. Wire the customers org. (Relationships at all levels & functions.)7. Wire the home teams org. and vendors orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)

Great Salespeople

8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating profitable opportunities. (Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of moneyheres exactly how.) (IS THIS A PRODUCT SALE OR A WOW-ORIGINAL SOLUTION YOULL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)10. Will involve anybodyincluding mortal enemiesif it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass.11. Know the Brand Story cold; live the Brand Story. (If not, leave.)

Great Salespeople

12. Think Turnkey. (Its always your problem!)13. Act as orchestra conductor: You are responsible for making the whole-damn-network respond. (PERIOD.)14. Help the customer get to know the vendors organization & build up their Rolodex.15. Walk away from bad business. (Even if it gets you fired.)16. Understand the idea of a good loss. (A bold effort thats sometimes better than a lousy win.)17. Think those who regularly say Its all a price issue suffer from rampant immaturity & shrunken imagination.18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstartsthe real enemy.20. Seek several cool customerswholl drag you into Tomorrowland.

Great Salespeople

21. Use the word partnership obsessively, even though it is way overused. (Partnership includes folks at all levels throughout the supply chain.)22. Send thank you notes by the truckload. (NOT E-NOTES.) (Most are for little things.) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word we. 23. When you look across the table at the customer, think religiously to yourself: HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED? 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY?25. Keep your bloody PowerPoint slides simple!

Brand Inside

Starting a Wow Projects Epidemic: Demo mania! New Hall of Fame!

Premise: Ordering Systemic Change is a Stupid Waste of Time!

Demos!Stories!Heroes!

L.B.I.W.D. (Leading By Inducing Weird Demos)

Demo = Story

A key perhaps the key to leadership is the effective communication of a story.

Howard Gardner, Leading Minds: An Anatomy of Leadership

MBSA!*

*Managing By Story-ing Around/David Armstrong

Each VP a V.C.: Portfolio of high-risk investments from all across the company.

Summary

Dont try to change the culture!

Do create flypaper which attracts Mavericks & Pirates! Let the new culture (which is already lurking around you) find you!

Publicize, at the appropriate moment, the New Hall of Fame; help the New Culture Adherents create & nurture Community!

Freaks need mentors/ guardians!

Brand Inside

Brand Talent: The Great War for Talent

When land was the scarce resource, nations battled over it. The same is happening now for talented people.

Stan Davis & Christopher Meyer, futureWEALTH

Yikes: What worries me is that I cant see why any ambitious young person would want to join my company, or stay here for long if they did join. My most important job is to change that as fast as I can.CEO, giant multinational, to Charles Handy

The Talent Ten

1. Obsession

P.O.T.* = All Consuming

*Pursuit of Talent

Model 24/7: Sports Franchise GM

2. Greatness

Only The Best!

From 1, 2 or youre out [JW] to Best Talent in each industry segment to build best proprietary intangibles [EM]

Source: Ed Michaels, War for Talent (05.17.00)

3. Performance

Up or out!

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 Michaels, War for Talent (05.17.00)

Message: Some people are better than other people. Some people are a helluva lot better than other people.

4. Pay

Fork Over!

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 (05.17.00)

What gets measured gets done. What gets paid for gets done more. What gets paid a lot for gets done a lot more.

5. Youth

Grovel Before the Young!

Why focus on these late teens and twenty-somethings? 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 industrial revolution in history to be led by the young.

The Economist [12/2000]

6. Diversity

Mess Rules!

Diversity defines the 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 creativity, nourishes the human spirit, spurs economic growth and empowers nations.

G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge

7. Women

Born to Lead!

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure

Title, Special Report, Business Week, 11.20.00

The New Economy

Shout goodbye to command and control!Shout goodbye to hierarchy!

Shout goodbye to knowing ones place!

Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity

Source: Judy B. Rosener, Americas Competitive Secret

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 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 with 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 may be better at these relationship-building skills than are men.

Hardwick Simmons, CEO, Prudential Securities

Okay, you think Ive gone tooooo far. How about this: DO ANY OF YOU SUFFER FROM TOO MUCH TALENT?

63 of 2,500 top earners in F500

8% Big 5 partners

14% partners at top 250 law firms

43% new med students; 26% med faculty; 7% deans

Source: Susan Estrich, Sex and Power

Encouraging signs: CEO, HP. CEO, eBay. CEO, Avon. CEO, Mirant. CEO, Xerox. President, Pharmaceutical Group, Pfizer. President, Chevron Products. Co-CEO, Kraft. President, PepsiCo. CEO, Ogilvy & Mather. COO, Enron Americas. COO, Colgate-Palmolive. President, Southwest Airlines.

Message S. Estrich: Re-invent the Culture!

S. Estrich: The Magic Number 3! [Partners, Tenured Profs, Directors]

Deloitte was doing a great job of hiring high-performing women; in fact, women often earned higher performance ratings than men in their first years with the firm. Yet the percentage of women decreased with step up the career ladder. Most women werent leaving to raise families; they had weighed their options in Deloittes male-dominated culture and found them wanting. Many, dissatisfied with a culture they perceived as endemic to professional service firms, switched professions.Douglas McCracken, Winning the Talent War for Women [HBR]

The process of assigning plum accounts was largely unexamined. Male partners made assumptions: I wouldnt put her on that kind of company because its a tough manufacturing environment. That client is difficult to deal with. Travel puts too much pressure on women.

Douglas McCracken, Winning the Talent War for Women [HBR]

8. Weird

The Cracked Ones Let in the Light!

The 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, dissenters and rebels.

David Ogilvy

Are there enough weird people in the lab these days?

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

9. Opportunity

Make It an Adventure!

H.R. to H.E.D. ???

Human Enablement Department

Titles!

Manager HRIS to Manager Human Capital Assets or Manager Employee Marketing*

*IHRIM.link (2-3.2001)

10. Leading Genius

We are all unique!

Beware Lurking HR Types One size NEVER fits all. One size fits one. Period.

48 Players = 48 Projects = 48 different success measures

MantraM3

Talent = Brand

Whats your companys EVP?

Employee Value Proposition, per Ed Michaels et al., The War for Talent

EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward

Source: Ed Michaels et al., The War for Talent

Brand Inside

Brand Talent+: The Education Fiasco

FES/NOV2001: New Work. New World. New Education. The Three Must Meet.

Losing the War to Bismarck (and Rockefeller)

J. D. Rockefellers General Education Board (1906): In our dreams people yield themselves with perfect docility to our molding hands. The task is simple. We will organize children and teach them in a perfect way the things their fathers and mothers are doing in an imperfect way.

John Taylor Gatto, A Different Kind of Teacher

My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills.

Jordan Ayan, AHA!

How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a closet artist. The point is: Every school I visited was participating in the suppression of creative genius.

Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fools Guide to Surviving with Grace

An Unnatural Way to Learn

Schools Kafka-like rituals: enforce sensory deprivation on classes of children held in featureless rooms sort children into rigid categories by the use of fantastic measures such as age-grading, or standardized test scores train children to drop whatever they are occupied with and to move as a body from room to room at the sound of a bell, buzzer, horn, or klaxon keep children under constant surveillance, depriving them of private time and space


Kafka-like rituals (cont.): assign children numbers constantly, feigning the ability to discriminate qualities quantitatively insist that every moment of time be filled with low-level abstractions forbid children their own discoveries, pretending to possess some vital secret to which children must surrender their active learning time to acquire.


Doing Stuff that Matters!

During the first years of life, youngsters all over the world master a breathtaking array of competences with little formal tutelage.

Howard Gardner, The Unschooled Mind

The Learners Manifesto

The brain is always learning.Learning does not require coercion.Learning must be meaningful.Learning is incidental.Learning is collaborative.The consequences of worthwhile learning are obvious.Learning always involves feelings.Learning must be free of risk.

Frank Smith, Insult to Intelligence

Toms Edu3M Manifesto*

*Manifesto for Education in the 3rd Millennium

Education3M

Learning is a normal state.Children are learnavores.Prodigious feats of learning are common as dirt. [Watch a H.S. QB studying game film.]We learn at different rates.We learn in different ways.Boys and girls learn [very] differently.In a class of 25, there are 25 different trajectories.Learning in 40-minute blocks is bullshit.Learning for tests is utterly insane.There are numerous rigorous evaluation schemes, of which testing is but oneand abnormal, by real world standards.

Education3M

We learn most/fastest/most completely when we are passionate about what we are learning and it matters to us. [Salience rules!] Think EBI/LBI: Education by Interest/Learning by Internship.Classrooms are abnormal places.We need changes of pace. [Japanese recesses after each class.]International test scores are not correlated with hours-per-year in class.Big classes are slightly problematic. Big schools suck. Period.

Education3M

All thisthe right stufffits the NWW/New World of Work hand-in-glove. [NWW = Age of Creativity.]U.S. schools circa 2001 are a vestige of the Prussian-Fordist model, more interested in shaping behavior than stoking the fires of lifelong learning.Cutting art-music budgets is truly dumb.Learning is a matter of Intensity of Engagement, not elapsed time. [Aargh: 11 minutes on the Battle of Gettysburg.]Teachers need enough space-time-flexibility to get to know kids as individuals.Scientific discovery processes and the teaching of science are utterly at odds. [Exploration vs. spoon-feeding.]

Education3M

Our toughest learning achievementmastering our native languagedoes not require schools, or even competent parents. [It does require a desperate need-to-know.]Great teachers are great learners, not imparters-of-knowledge.Great teachers ask great questionsthat launch kids on lifelong quests.The world is not about right & wrong answers; it is about the pursuit of increasingly sophisticated questionsjust ask a ski instructor or neurosurgeon.

Education3M

Most schools spend most of their time setting up contexts in which kids learn not to like particular subjects. [Evidence shows that such anti-learning sticks!]Vigorous exploration is normal until you are incarcerated in a school.Bite size education-learning is neither education nor learning.Learning takes place rapidly on the cheerleading squad, the football team, the school newspaper, the drama club, at the after-class job--just not in the hyper-structured classroom.

Education3M

The school reform movement is a giant step backwards embracing the Prussian-Fordist paradigm with renewed vigorat exactly the wrong time.There are large numbers of superb schools, superb principals, superb teachers; sadly, they not only fail to infect the [largely timid] rest, but are ordinarily supplanted by wusses & wimps.Alas, the teaching profession does not ordinarily attract cool dudes & dudettes.Schools of education should by and large have their charters revoked.

Education3M

Stability is dead; education must therefore educate for an unknowable, ambiguous, changing future; thence, learning to learn & change is far more important than mastery of a static body of facts.

Education must develop in youth the capabilities for engaging in intense concentrated involvement in an activity. [James Coleman, 1974.] [Hint: It doesnt.] [Hint: Understatement.]

Brand Inside

Reprise: THINK WEIRD: The High Standard Deviation Enterprise

Saviors-in-Waiting

Disgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe Suppliers

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

CUSTOMERS: Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.

Adrian Slywotzky, Mercer Consultants

COMPETITORS: The best swordsman in the world 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

Employees: Are there enough weird people in the lab these days?

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

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

Elliott Masie, on desirable eLearning vendors: I want a sandbox partner, someone who will openly say, This is not the last word; we dont know exactly where were going.

Step 1: TAKE SOMEONE NEW & WEIRD TO LUNCH TODAY OR TOMORROW. [Inundate yourself with weird.]

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: 11 Ideas for Promoting, Managing and Sustaining Innovation

The GM/VC model of leadership.

Logic: Cut from 1,000 brands to 500 brands, for efficiencys sake. Need 10% p.a. growth in reduced # of brands to get guaranteed corporate growth of 5%. (AND YOU DONT GET AVERAGE GROWTH IN EVERY BRANDDUH.) Hence, 10% across-the-board growth will mostly come from 40% growth in small # of brands (Pareto: 80/20 rule; blah, blah, blah).

Axiom: 40% growth will only come from high-risk betsand accompanying failuresacross the portfolio. Hence, the VC [GM] model.

Axiom/Statistical Truism: The more challenging the goal and the more elusive the target the more dependant we are on the outliers the serendipitous/long shot results that only emanate from a portfolio of tries/projects laden with risk. ALL HAIL THE HSDE!

The Top Creators of Shareholder Value

Accept depressed earnings for several quarters to support hot product

Expense rather than capitalize new venture costs

Bonuses without caps

Source: Fortune (09.17.201)

Brand Inside

NewGov2001

WE NEED IDEAS!

Our military structure today is essentially one developed and designed by Napoleon.

Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

From: Weapon v. Weapon

To: Org structure v. Org structure

Ideas > Leadership

NO: Good govt

YES: EFFECTIVE Govt (in altered/ambiguous times)

A Plea for virtual [RESPONSIVE] government

Agile.

WALLS MUST FALL!

The W.O.G. (Work-of-Government): Insta- Targeted WPTs (WOW (B.H.A.G.) Project Teams (with clout) )

Experiments rule!

Failures rule!

Talent matters!

IS/IT to the Max!

Streamlined procurement (esp. IS/IT)

Weirds Bottom Line


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.


Forget>Learn

The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.

Dee Hock

Cortez!

Forces @ Work II

The Sameness Trap

Quality 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!

Carly 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 Business

Companies have defined so much best practice that they are now more or less identical.

Jesper Kunde, A Unique Moment

10X/10X

Brand Outside

Strategy 1A:Use E-Commerce to Re-invent Everything!

Dells OptiPlex Facility

Big Job: 6 to 8 hours.(80,000 per day)Parts Inventory: 100 square feet.

Cisco!

90% of $20B (=$50M/day)

Annual savings in service and support from customer self-management: $550M (P.S.: C.Sat e >> C.Sat h)

Secret Cisco: Community!

Customer Engineer Chat Rooms/Collaborative Design ($1B free consulting) (45,000 customer problems a week solved via customer collaboration)

The Real News: X1,000,000

TowTruckNet.com

Welcome to D.I.Y. Nation: Changes in business processes will emphasize self service. Your costs as a business go down and perceived service goes up because customers are conducting it themselves.

Ray Lane, Oracle

Psych 101: Strongest Force on Earth?

My need to be in perceived control of my universe!

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 entre, at any size, to Worlds Best at Everything as next door neighbor

Message: 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 effective B2B or Internet-supply chain strategy in a low-trust, bottlenecked-communication, six-layer organization.

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

Jargon Bath!

Bureaucracy free Systemically integrated Internet intense Knowledge based Time and location free Instantly responsive Customer centric Mass customization enabled.

Translation

Bureaucracy free = Flat org, no B.S.Systemically integrated = Whole supply chain tightly wired/ friction freeInternet intense = Do it all via the WebKnowledge based = Open accessTime and location free = Whenever, whereverInstantly responsive = Speed demonsCustomer centric = Customer calls the shotsMass customization enabled = Every product and service rapidly tailored to client requirements

The Real New Economy

Imagine a chess game in which, after every half dozen moves, the arrangement of the pieces on the board stays the same but the capabilities of the pieces randomly change. Knights now move like bishops, bishops like rooks Technology does that. It rubs out boundaries that separate industries. Suddenly new competitors with new capabilities will come at you from new directions. Lowly truckers in brown vans become geeky logistics experts.

Business 2.0 (9-10.2001)

Case: CRM

CRM has, almost universally, failed to live up to expectations. --Butler Group (UK)

One Persons Opinion

TP to reporter: Service is MUCH better! Would you go back to bank tellers and phone operators? Value that I place on a smile: 3 on a scale of 10. Value I place on fast & accurate digital response: 11 on a scale of 10!!

M. Rogers: -5% defections = +25% to +85% profit. Lose 15% to 35% p.a. 69% defect as a result of lousy sales or service experience. (Q:But is this the point???? A: Yes. No.)

CGE&Y (Paul Cole): Pleasant Transaction vs. Systemic Opportunity. Better job of what we do today vs. Re-think overall enterprise strategy.

eCommerce Bottom Line

Theres no use trying, said Alice. One cant believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast.

Lewis Carroll

Inet

allows you to dream dreams you could never have dreamed before!

Brand Outside

Strategy 1B:Embracing an e-Led Age of Self-Determination

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

Anne Busquet/ American Express

Not: Age of the Internet

Is: Age of Customer Control

Amen!

The Age of the Never Satisfied Customer

Regis McKenna

Impact #1: Healthcare

HealthCare2001

Consumerism X Demographics X IS/Internet X Info Consolidators X Genetics & Devices= YIKES!

1. Consumerism (Patient-centric Healthcare)

A seismic shift is underway in healthcare. The Internet is delivering vast knowledge and new choices to consumersraising their expectations and, in many cases, handing them the controls. [Healthcare] consumers are driving radical, fundamental change.

Deloitte Research, Winning the Loyalty of the eHealth Consumer

Consumer Imperatives

ChoiceControl (Self-care, Self-management)Shared Medical Decision-makingCustomer ServiceInformationBranding

Source: Institute for the Future

Consumerism: HMO backlash (e.g., plans with more choice). Alternative Medicine, Wellness & Prevention. Info availability (disease, health, docs, support groups, outcomes). Self-care (chronic disease). High expectations (genetics, etc.). Boomers (see below).

2. Demographics: The BOOMERS Reach 55!

Boomer World

From jogging to plastic surgery, from vegetarian diets to Viagra, they are fighting to preserve their youth and defy the effects of gravity.

M.W.C. Howgill, Healthcare Consumerism, the Information Revolution and Branding

Message Boomer: (1) There are l-o-t-s of us. (2) We have the $$$$$$. (3) Were/Im in charge! (4) Well take no guff from anyone. (5) We know the emperor has no clothes.

3. The IS/Web REVOLUTION

Were in the Internet age, and the average patient cant email their doctor.

Donald Berwick, Harvard Med School

In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that dont talk to each other.

Boston Globe (09.30.2001)

Once devised in Riyadh, the tasking order took hours to get to the Navys six aircraft carriersbecause the Navy had failed years earlier to procure the proper communications gear that would have connected the Navy with its Air Force counterparts. To compensate for the lack of communications capability, the Navy was forced to fly a daily cargo mission from the Persian Gulf and Red Sea to Riyadh in order to pick up a computer printout of the air mission tasking order, then fly back to the carriers, run photocopy machines at full tilt, and distribute the documents to the air wing squadrons that were planning the next strike. Bill Owens, Lifting the Fog of War

Without being disrespectful, I consider the U.S. healthcare delivery system the largest cottage industry in the world. There are virtually no performance measurements and no standards. Trying to measure performance is the next revolution in healthcare.

Richard Huber, former CEO, Aetna

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

In health care, geography is destiny.

Dartmouth Medical School 1996 report, from Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson

Geography Is Destiny

E.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)

Geography Is Destiny

Often 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

Practice variation is not caused by bad or ignorant doctors. Rather, it is a natural consequence of a system that systematically tracks neither its processes nor its outcomes, preferring to presume that good facilities, good intentions and good training lead automatically to good results. Providers remain more comfortable with the habits of a guild, where each craftsman trusts his fellows, than with the demands of the information age.

Michael Millenson, Demanding Medical Excellence

CDC 1998: 90,000 killed and 2,000,000 injured from nosocomial [hospital-caused] drug errors & infections

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.

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

4. Information Consolidators: The Network Maestros

America has twice as many hospitals and physicians as it needs.

Med Inc., Sandy Lutz, Woodrin Grossman & John Bigalke

Virtual health care webs force providers to focus on their areas of excellence and to invest in areas where they can generate a sustainable competitive advantage.

Healthcare.com: Rx for Reform, David Friend, Watson Wyatt Worldwide

WebMD (or heirs & assigns)

5. Genetics & Devices

Recognizing that a single misspelled gene means the difference between being poisoned and being cured was the first victory for the new science of pharmacogenetics.

Newsweek (06.25.01)

Genetic data: 2X every 6 months.

Source: FT, 11.27.2001

Pharmacogenomics could fundamentally change the nature of drug discovery and marketing, rendering obsolete the pharmaceutical industrys practice of spending vast amounts of time and money to craft a single medicine with mass-market appeal.

The Industry Standard (05.28.01)

BIG DRUG MAKERS TRY TO POSTPONE CUSTOM REGIMENS. Most drugs dont work well for about half the patients for whom they are prescribed, and experts believe genetic differences are part of the reason. The technology for genetic testing is now in use. But the technique threatens to be so disruptive to the business of big drug companies it could limit the market for some of their blockbuster products that many of them are resisting its widespread use.

The Wall Street Journal (06.18.2001)

Imagine the day that your surgeon performs your heart bypass sitting at a computer thousands of miles from the operating table. That day may come sooner than you think.

Newsweek (06.25.01)

There is no question in my mind that the future of heart surgery is in robotics.

Dr. Robert Michler, OSU Med Center, upon the FDAs approval of robotic partial-bypass surgery

Golden Age of Patient-centric, Genetics-driven Healthcare Looms! Current status: $1.3T. 30M-70M uninsured. 90K killed and 2M injured p.a. in hospitals. 85% treatments unproven. Cure depends on locale in which treated. 50% prescriptions do not work. 2X docs. 2X hospitals. IS primitive. Accountability & measurement nil. And everybodys mad and feels powerless: docs, patients, nurses, insurers, employers, hospitals administrators and staff.

Message: (1) An unparalleled time for imagination and bold action. (2) A time of unprecedented opportunities. (3) A time of unprecedented risk.

Brand OutsideStrategy 2A:Women Rule!

?????????

Home Furnishings 94%Vacations 92%Houses 91%Consumer Electronics 51% Cars 60% (90%)All consumer purchases 83% Bank Account 89%Health Care 80%

????80%

Riding Lawnmowers

2/3rds working women/50+% working wives > 50%80% checks61% bills53% stock (mutual fund boom)43% > $500K95% financial decisions/ 29% single handed

$4.8T > Japan

9M/27.5M/$3.6T > Germany

New golfers 37%Basketball 13.5M1 in 27 (70) 1 in 3 (96)

1874 Jock Strap1977 Jogbra

1977 ... 25K1996 42M

Yeow!

1970 1%2002 50%

OPPORTUNITY NO. 1!*

[* No shit!]

Carol Gilligan/ In a Different Voice

Men: Get away from authority, familyWomen: Connect

Men: Self-orientedWomen: Other-oriented

Men: RightsWomen: Responsibilities

FemaleThink/ 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.

Men seem like loose cannons. Men always move faster through a stores aisles. Men spend less time looking. They usually dont like asking where things are. Youll see a man move impatiently through a store to the section he wants, pick something up, and then, almost abruptly hes ready to buy. For a man, ignoring the price tag is almost a sign of virility.

Paco Underhill, Why We Buy* (*Buy this book!)

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 he 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, secret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house.


As a hunter, a man needed vision that would allow him to zero in on targets in the distance whereas a woman 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.


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.


Read This Book

EVEolution: The Eight Truths of Marketing to Women

Faith Popcorn & Lys Marigold

EVEolution: Truth No. 1

Connecting Your Female Consumers to Each Other Connects Them to Your Brand

The Connection Proclivity in women starts early. When asked, How was school today? a girl usually tells her mother every detail of what happened, while a boy might grunt, Fine.

EVEolution

Women dont buy brands. They join them.

EVEolution

What If

What if ExxonMobil or Shell dipped into their credit card database to help commuting women interview and make a choice of car pool partners?

What if American Express made a concerted effort to connect up female empty-nesters through on-line and off-line programs, geared to help women re-enter the workforce with todays skills?

EVEolution

Not!!

Year of the Woman

Enterprise Reinvention!

RecruitingHiring/Rewarding/PromotingStructure ProcessesMeasurementStrategyCulture VisionLeadershipTHE BRAND ITSELF!

Honey, are you sure you have the kind of money it takes to be looking at a car like this?

27 March 2000: email to TP from Shelley Rae Norbeck

I make 1/3rd more money than my husband does. I have as much financial pull in the relationship as he does. Id say this is also true of most of my women friends. Someone should wake up, smell the coffee and kiss our asses long enough to sell us something! We have money to spend and nobody wants it!

STATEMENT OF PHILOSOPHY: I am a businessperson. An analyst. A pragmatist. The enormous social good of increased womens power is clear to me; but it is not my bailiwick. My game is haranguing business leaders about my fact-based conviction that womens increasing power leadership skills and purchasing power is the strongest and most dynamic force at work in the American economy today. Dare I say it as a long-time Palo Alto resident THIS IS EVEN BIGGER THAN THE INTERNET!

Tom Peters

Psssst! Wanna see my porn collection?

If we are single, they say we couldnt catch a man. If we are married, they say we are neglecting him. If we are divorced, they say we couldnt keep him. If we are widowed, they say we killed him.

Kathleen Brown, on the joys of female political candidacy

Stupid!

Ad from Furniture /Today (04.01):MEET WITH THE EXPERTS!: How Retailings Most Successful Stay that Way

Presenting Experts: M = 16;F = ?? (94% = 272)

The Furniture Industry

doesnt understand BRANDINGdoesnt understand FASHIONdoesnt understand WOMENdoesnt understand SPEED & RESPONSIVENESS & VALUE-ADDED SERVICESdoesnt understand EXCITING RETAIL PRESENTATION & EXPERIENCE MARKETING.

And is run by old, conservative white guys who dont even understand what they dont understand.

Amazing, now that I think about it. A bunch of guys --developers, architects, contractors--sitting around designing shopping centers. And the end users will be overwhelmingly women!

Brand OutsideStrategy 2B:Welcome to Old World!

Age Power will rule the 21st century, and we are woefully unprepared.

Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

Subject: Marketers & Stupidity

Its 18-44, stupid!

Subject: Marketers & Stupidity

Or is it: 18-44 is stupid, stupid!

2000-2010 Stats

18-44: -1%55+: +21%(55-64: +47%)

NOT ACTING THEIR AGE: As Baby Boomers Zoom into Retirement, Will America Ever Be the Same?

USN&WR Cover/06.01

Member Growth: 1987 1997

18 34: 26%35 49: 63%50+: 118%

Source: IHRSA

Aging/Elderly

$$$$$$$$$$$$Im in charge!

50+

$7T wealth (70%)/$2T annual income50% all discretionary spending79% own homes/40M credit card users41% new cars/48% luxury$610B healthcare spending/74% prescription drugs

5% of advertising targets

Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old

Stupid!

No: Target Marketing

Yes: Target Innovation & Target Delivery Systems

Brand OutsideStrategy 3A:Design Matters!

What is it?

Unconventional [Design] Messages

Not about ... Lumpy Objects!

Not about ... $79,000 objects

The I.D. [International Design] Forty*

Airstream Alfred A. Knopf Apple Computer Amazon.com Bloomberg Caterpillar CNN Disney FedEx Gillette IBM Martha Stewart New Balance Nickelodeon Patagonia The New York Yankees 3M Etc.

* List No. 1, 1999

Unconventional [Design] Messages

Not about ... Lumpy Objects!

Not about ... $79,000 objects

Design Transforms even the [Biggest] Corporations!

TARGET the champion of Americas new design democracy (Time) Marketer of the Year 2000 (Advertising Age)

Bottom Line.

Design is WHAT & WHY I LOVE. LOVE.

I LOVE my ZYLISS Garlic Peeler!

Design is WHY I GET MAD. MAD.

Wanted: THE DESIGNER OF MY RADIO SHACK PHONE. Major Reward!

Design is never neutral.

Hypothesis: DESIGN is the principal difference between love and hate!

THE BASE CASE: I am a design fanatic. Personally, though not artistic, Im a cool-stuff guy. I love what I love and I hate what I hate. [Openly.] But it goes [much] further, far beyond the personal. Design has become a professional obsession. I SIMPLY BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or detachment] RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is arguably the #1 determinant of whether a product-service-experience stands out or doesnt. Furthermore, its one of those things that damn few companies put consistently on the front burner.

Designs place in the universe.

And Tomorrow

Fifteen years ago companies competed on price. Now its quality. Tomorrow its design.

Robert Hayes

All Equal Except

At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Design is the only thing that differentiates one product from another in the marketplace.

Norio Ohga

Design is treated like a religion at BMW.

Fortune (10/98)

The new Beetle fails at most categories. The only thing it doesnt fail in is drop-dead charm.

Jerry Hirshberg, Nissan Design International

Object of Desire!

Every now and then, a design comes along that radically changes the way we think about a particular object. Case in point: the iMac. Suddenly, a computer is no longer an anonymous box. It is a sculpture, an object of desire, something that you look at.

Katherine McCoy, Michael McCoy, Illinois Institute of Technology

We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation.

Steve Jobs

The good 10 percent of American product design comes out of big-idea companies that dont believe in talking to the customer. They're run by passionate maniacs who make everybodys life miserable until they get what they want.

Bran Ferren, Applied Minds/Wired 1-2001

Check Out the Language:

Tomorrow its design Design is the only thing Design is religion ...Drop-dead charm Object of desire Fundamental soul Passionate maniacs

Philippe Starck

Today the problem is not how to produce more to sell more. The fundamental question is that of the products right to exist. And it is the designers right and duty to question the legitimacy of the product.

Philippe Starck

[At Thompson] I outlawed the word consumer in all company meetings, and insisted it be replaced by the words my friend, my wife, my daughter, my mother, or myself. It doesnt sound the same at all, if you say: It doesnt matter, its shit, but the consumers will make do with it, or if you start over again and say, Its shit, but it doesnt matter, my daughter will make do with it. All of a sudden, you cant get away with it anymore. There is an enormous task to be done with this kind of symbolic repositioning.

Philippe Starck

Today, 80 per cent of objects are unnecessarily macho. Yet it is plain: The intelligence of a truly modern society must be feminine. Apart from a machine pistol, I cant think of many objects which actually need to be extravagantly masculine.

Philippe Starck

Message(?????): Men cannot design for womens needs.

Architect to TP: The only house with a second-floor laundry was designed by a woman.

Message: Design is the wellspring of branding. Great design takes guts and is soul deep.

T.T.D./Design Awareness!

STEP No. 1: NOTEBOOK![Start recording the awesome and the awful.]

Brand OutsideStrategy A1:Design = Beautiful Systems!

Fred S.s mediocre thesis. Herb K.s napkin.

Great design = One-page business plan (Jim Horan)

K.I.S.S./Jack 1@T Welch: (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!

Systems: Must have. Must hate. / Must design. Must un-design.

Mgt. Team includes EVP (S.O.U.B.)

Executive Vice President, Stamping Out Unnecessary Bullshit

First Steps: Beauty Contest!Select one form/document: invoice, air bill, sick leave policy, customer returns-claim form.Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions: Beauty. Grace. Clarity. Simplicity.Re-invent!Repeat, with a new selection, every 15 working days.

Systems Design Matters!

Palm Beach Countys U.C.B.* [*Utterly Confusing Ballot]

Brand OutsideStrategy 3B:Its the Experience!

Experiences are as distinct from services as services are from goods.

Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

The [Starbucks] Fix Is on

We have identified a third place. And I really believe that sets us apart. The third place is that place thats not work or home. Its the place our customers come for refuge.

Nancy Orsolini, District Manager

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

The Experience Ladder

Experiences ServicesGoods Raw Materials

1940: Cake from flour, sugar (raw materials economy): $1.00

1955: Cake from Cake mix (goods economy): $2.00

1970: Bakery-made cake (service economy): $10.00

1990: Party @ Chuck E. Cheese (experience economy) $100.00

Message:

Experience is the Last 80%

P.S.: Experience applies to all work!

1940: Cake from flour, sugar (raw materials economy): $1.00

1955: Cake from Cake mix (goods economy): $2.00

1970: Bakery-made cake (service economy): $10.00

1990: Party @ Chuck E. Cheese (experience economy) $100.00

Bob Lutz: (1) I see us as being in the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation. (2) Focus groups can be misleading. (What did you like about that movie you just saw? Was there enough violence? Was the car chase long enough?) (3) Design must be Priority No. 1.

Source: NYT 10.19.01

Brand Outside

Strategy 4:BRAND POWER!

WHO ARE YOU [these days] ?

TP to Client

Most companies tend to equate branding with the companys marketing. Design a new marketing campaign and, voila, youre on course. They are wrong. The task is much bigger. It is about fulfilling our potential not about a new logo, no matter how clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To put it bluntly, it is a matter of whether or not you want to be UNIQUE NOW.

Jesper Kunde, A Unique Moment

Brand Promise Exercise: (1) Who Are WE? (poem/novella/song, then 25 words.) (2) List three ways in which we are UNIQUE to our Clients. (3) Who are THEY (competitors)? (ID, 25 words.) (4) List 3 distinct us/them differences. (5) Try results on your teammates. (6) Try em on a friendly Client. (7) Big Enchilada: Try em on a skeptical Client!

1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 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: See the next slide.)

Source: Jump Start Your Business Brain, Doug Hall

2 Questions

How likely are you to purchase this new product or service? (95% to 100% weighting by execs)

How unique is this new product or service? (0% to 5%*)

*No exceptions in 20 years Doug Hall, Jump Start Your Business Brain

Message: Branding is B.S. long-term if the product is not supercalifragilisticexpealidocious (e.g., see sections on Design & Experience above)

The Heart of Branding

WHO ARE WE?

WHATS OUR STORY?

DO THE HOUSEKEEPERS & CLERKS BUY IT? [ARE YOU V-E-R-Y SURE?]

EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?

WHY DOES IT MATTER TO THE CLIENT?

EXACTLY HOW DO I PASSIONATELY CONVEY THAT DRAMATIC DIFFERENCE TO THE CLIENT

The Leadership50

Leading in Totally Screwed Up Times

1. Leadership Is a Mutual Discovery Process.

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!

1A. Leaders Cede Control.

I dont know.

1B. Leaders Try Not to Screw Things Up

Ninety percent of what we call management consists of actions that make it difficult for people to get things done. P.D.

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.

Whoops: Jack didnt have a vision!

25/8/53

2A. Just One: Great Leading = Great Mentoring.

Goal of the Year No. 1*: Find-Develop-Mentor ONE Extraordinary Person.

*CEO, large financial advisory firm, April 2001

2B. Great Leaders are Great V.C.s.

Basically [Omnicoms John] Wren makes aggressive bets on entrepreneurs and gives them tremendous autonomy, on the assumption that the risk-taking will pay off in new ideas, connections, businesses, and, yes, revenues and profits. Omnicom operates like a venture-capital firm, says Sir Martin Sorrell [of WPP].

Fortune (09.17.2001)

3. But Then Again, There Are Times When This Cult of Personality (Type II Leadership) Stuff Actually Works!

A leader is a dealer in hope.

Napoleon

4. Find the Businesspeople! (Type III Leadership)

I.P.M. (Inspired Profit Mechanic)

4A. All Organizations Need the Golden Leadership Triangle.

The Golden Leadership Triangle: (1) Creator-Visionary (2) Talent Fanatic-Mentor-V.C. (3) Inspired Profit Mechanic.

5. Leadership Mantra #1: IT ALL DEPENDS!

Renaissance Men are a snare, a myth, a delusion!

6. The Leader Is Rarely/Never the Best Performer.

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.

7. Leaders LOVE the MESS!

7A. Leadership Is Improv!

Duct Tape Rules!

Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you cant do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, Andrew Higgins won the war for us. He did it without engineers.

Stephen Ambrose/Fast Company

8. Leaders DO!

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!)

8A. Leaders Re-do.

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

9. BUT Leaders Know When to Wait.

Tex Schramm: The too hard box!

10. Leaders Are Optimists.

Half-full Cups: [Ronald Reagan] radiated an almost transcendent happiness.

Lou Cannon, George (08.2000)

11. BUT Leaders Are Realists/Leaders Win Through LOGISTICS!

The Gus Imperative!

12. Leaders FOCUS!

To Dont List

Leaders dump the ones who brung em Nokia, HP, 3M, PerkinElmer, Corning, Enron, etc.

Cortez!

13. Leaders Set DESIGN SPECS.

JackWorld/1@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!

14. Leaders Send V-E-R-Y Clear Signals About Design Specs!

Ridin with Roger: What have you done to DRAMATICALLY IMPROVE quality in the last 90 days?

15. Leaders Trust in TRUST!

Credibility!

15A. Leaders Infuse the Dreaded-All Important Evaluation Process with CREDIBILITY!

25 = 100

Talent-minded leaders: (1) treat the evaluation process strategically; (2) invest enormous amounts of personal time in it (to give it credibility & amass data); (3) depend on dialogue & plain English, not obscure, standardized instruments.

16. Leaders Understand the Ultimate Power of RELATIONSHIPS.

Women speak and hear a language of connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange feelings.

Judy Rosener, Americas Competitive Secret

16A. Leaders Wire the Joint!

Winners wire. Losers are slaves to rank.

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 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 with others?

Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

16B. Leaders Are Natural EMPOWERMENT FREAKS!

17. Leaders Know Women Roar/ Women Rule.

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure

Title, Special Report, Business Week, 11.20.00

17A. Oh Yeah and Women Buy All the Stuff

$4.8T > Japan

9M/27.5M/$3.6T > Germany

18. Leaders LOVE RAINBOWS for Pragmatic Reasons.

Diversity defines the 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 creativity, nourishes the human spirit, spurs economic growth and empowers nations.

G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge

19. Leaders FORGET!/Leaders DESTROY!

Forget>Learn

The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.

Dee Hock

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. BUT Leaders Have to Deliver, So They Worry About Throwing the Baby Out with the Bathwater.

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)

21. Leaders HONOR THE USURPERS.

Saviors-in-Waiting

Disgruntled CustomersUpstart CompetitorsRogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision

22. Leaders HANG OUT WITH FREAKS!

Message: TAKE SOMEONE NEW & WEIRD TO LUNCH TODAY OR TOMORROW. [Inundate yourself with weird.]

23. Leaders Make [Lotsa] Mistakes and MAKE NO BONES ABOUT IT!

Sams Secret #1!

Fail faster. Succeed sooner.

David Kelley/IDEO

24. Leaders Make BIG MISTAKES!

Reward excellent failures. Punish mediocre successes.

Phil Daniels, Sydney exec (and, de facto, Jack)

24A. Leaders Honor Mistakes & Create Blame-free Cultures.

Accountability: YES!Never-ending witch hunts: NO!

Winning By Acknowledging Failures

Wernher Von Braun, the Redstone missile engineer who confessed & the bottle of champagne. Award to the sailor on the Carl Vinsonfor reporting the lost tool. Amy Edmonson & the successful nursing units with the highest reported adverse drug events.

Source: Karl Weick & Kathleen Sutcliffe, Managing the Unexpected

25. Leaders Know that THERES MORE TO LIFE THAN LINE EXTENSIONS. Leaders Love to CREATE NEW MARKETS.

No one ever made it into the Business Hall of Fame on a record of line extensions.

Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.

Peter Job, CEO, Reuters

26. Leaders Pursue DRAMATIC DIFFERENCE!

1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 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

26A. Leaders Make Their Mark / Leaders Do Stuff That Matters

Today the problem is not how to produce more to sell more. The fundamental question is that of the products right to exist. And it is the designers right and duty to question the legitimacy of the product.

Philippe Starck

27. Leaders Push Their Organizations W-a-y Up the Value-added/ Intellectual Capital Chain

09.11.2000: HP bids $18,000,000,000for PricewaterhouseCoopersConsulting business!

28. Leaders LOVE the New Technology!

100 square feet

Inet

allows you to dream dreams you could never have dreamed before!

28A. Needed? Type IV Leadership: Technology Dreamer-True Believer

The Golden Leadership Quadrangle: (1) Creator-Visionary (2) Talent Fanatic-Mentor-V.C. (3) Inspired Profit Mechanic. (4) Technology Dreamer-True Believer

29. When It Comes to TALENT Leaders Always Swing for the Fences!

Message: Some people are better than other people. Some people are a helluva lot better than other people.

30. Leaders Dont Create Followers: THEY CREATE LEADERS!

Brand You, Big Time!

I AM AN ARMY OF ONE

31. Leaders Win Followers Over

WHAT AN IDIOT: Instead of employees being in the drivers seat, now were in the drivers seat.

PJ: Coaching is winning players over.

32. Leaders Manage Their EVP/Internal Brand Promise.

MantraM3

Talent = Brand

EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward

Source: Ed Michaels et al., The War for Talent

33. Leaders Know Its My Fault.

You recruited em.You hired em.You trained em. You evaluated em.You motivated em.

34. Leaders have MENTORS.

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.)

35. Leaders Out Their PASSION!

36. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

BZ: I am a DISPENSER OF ENTHUSIASM!

37. Leaders Know Its ALL SALES ALL THE TIME.

TP: If you dont LOVE SALES find another life. (Dont pretend youre a leader.)

38. Leaders LOVE POLITICS.

TP: If you dont LOVE POLITICS find another life. (Dont pretend youre a leader.)

38A. But Leaders Also Break a Lot of China

If youre not pissing people off, youre not making a difference!

39. Leaders Enjoy Leading.

Warrens Whoops Moment

Warren, I know you want to be president. But do you want to do president?

Thom Mayer: Docs who want to heal the sick vs. Docs who want to be M.D.s.

40. Leaders Give RESPECT!

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

41. Leaders SHOW UP!

Leaders are living individuals whom employees smell, feel, touch their presence.

#49

P.S. Mark McCormack: 5,000 miles for a 5 min. meeting.

42. Leaders Say

Thank You.

The deepest human need is the need to be appreciated.

William James

The two most powerful things I know in existence: a kind word and a thoughtful gesture.

Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, Its Not Business, Its Personal]

43. Leaders LISTEN!

See Stephen! (Empathetic Listening)

43A. Leaders Are Curious.

43B. Leaders Are Great Learners.

TP/08.2001: The Three Most Important Letters WHY?

44. Leadership Is a Performance.

You must be the change you wish to see in the world.--M.G.

It is necessary for the President to be the nations No. 1 actor.

FDR

45. Leaders Have a GREAT STORY!

A key perhaps the key to leadership is the effective communication of a story.

Howard Gardner Leading Minds: An Anatomy of Leadership

Early in my career in the law I learned that he who has the best story wins.

JQ Adams/A Hopkins to T Joadson/M Freeman

46. Leaders Seed & Pursue & Recognize (Weird) Demos.

46A. Leaders Create BUZZ!

L.B.I.W.D. (Leading By Inducing Weird Demos)

47. Leaders Focus on the SOFT STUFF!

Soft Is Hard

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.]

48. Leaders KNOW THEMSELVES.

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.)

48A. Leaders Take Breaks.

48B. Leaders Are Graceful.

My favorite word is grace whether its amazing grace, saving grace, grace under fire, Grace Kelly. How we live contributes to beauty whether its how we treat other people or the environment.

Celeste Cooper, designer

Rodales on Grace

elegance charm loveliness poetry in motion kindliness .. benevolence benefaction compassion beauty

49. Leaders ???:

LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON ROLLER BLADES

Hire smart go bonkers have grace make mistakes love technology start all over again.

Boss Talk/WSJ

Provide a simple, clear, exciting & energizing focus.Obsess on TALENT.Speed > Perfection. (Clarity, motivation, rapid adjustment.)Leap > Line extension. (Beware me-too, perfecting yesterday.)Tell the truth.Control your calendar.Get out of the office.Listen to customers face-to-faceat their place.

Juergen Schrempp/DaimlerChrysler

Digital decision making/ the danger of the deadly wish for harmony

Branding: Kevin Roberts: The great brands have mystery and sensuality. Apple is the most sensual product since the vibrator./ Tina Brown: You should be able to throw a magazine on the floor at any page and know whose magazine it is./

The Perils of Me-too: Stephen Hardis (Eaton): Dont have your resources trapped in areas that are inherently zero-sum games with a very marginal return./ Phil Condit (Boeing): Just doing what your competitor does is the biggest opportunity to lose money. Douglas and Lockheed built tri-jets to the identical specs and beat each other silly.

Jeff Bezos: Its easy to let the in-box side of your life overwhelm you, so you become a totally reactive person. The only remedy I know is to set aside some fraction of your time as your own. I use Tuesdays and Thursdays as my proactive days, when I try not to schedule meetings.

Jeff Bezos: I'm often encouraging people to go faster, even if it means a worse initial product. I want us to start learning. The cost of trying to avoid mistakes is huge in terms of speed.

Robert Miller (Federal-Mogul), on Turnarounds: (1) Tell the truth. Play it straight. (2) Make decisions. Dont study things to death. (3) Listen to your customers. They are usually more perceptive than you are about what needs to be done.

50. Leaders Know WHEN TO LEAVE!

Thank You!

This portends a cradle-to-grave education revolution, for which the school system call it K-80 is hardly prepared. [Corporations are currently doing a better job and experimenting more vigorously - at all aspects of education than the public sector.]Implementing offbeat stuff that matters is the whole point! And there is a proven if unconventional route I believe. Basic premise: Avoi

tom peters’ we are in a brawl with no rules! philadelphia/11december2001

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