Remember Me? Business Travel Is

about Better Business!

Tom Peters/NBTA/Dallas/08.12.2003

Slides at …

tompeters.com

1. All Bets Are Off.

“Uncertainty is the only thing to be sure of. –Anthony Muh,head of investment in Asia, Citigroup Asset Management

“If you don’t like change, you’re going to like

irrelevance even less.” —General Eric Shinseki, Chief of Staff,

U. S. Army

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

You must become an ignorant man againAnd see the sun again with an ignorant eyeAnd see it clearly in the idea of it. --Wallace Stevens/“Notes Toward a Supreme Fiction”

Implication: Think BOLD! Re-imagine!

2. The Destruction Imperative.

“The corporation as we know it, which is now 120 years old, is

not likely to survive the next 25 years. Legally and

financially, yes, but not structurally and economically.”

Peter Drucker, Business 2.0 (08.00)

“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

“Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made one of the most fateful military calls of the 21st century. After 9/11 … her office

quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the

years ahead.

“The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to

give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based

targeting systems to make the air strikes brutally effective.

“In effect, they ‘Napsterized’ the battlefield by cutting out the middlemen (much of the military’s command and control) and working directly with the

real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly

together. Their favorite tool, incidentally, was instant messaging over a secure network.”—Ned Desmond/“Broadband’s New Killer App”/Business

2.0/ OCT2002

Eric’s Army

Flat.Fast.Agile.Adaptable.Light … But Lethal.Talent/ “I Am an Army of One.”Info-intense.Network-centric.

No Wiggle Room!

“Incrementalism is innovation’s worst enemy.”

Nicholas Negroponte

“To grow, companies need to break out of a vicious

cycle of competitive benchmarking, imitation and pursuit.” —W. Chan Kim & Renée Mauborgne, “Think

for Yourself —Stop Copying a Rival,” Financial Times/08.11.03

Implication: Reconceive the “travel” function: From

“minimize travel expenses and unnecessary travel” to

“strategic partner in conjuring up communication

infrastructure for tomorrow’s excellent enterprise”

3. The White Collar Tsunami.

E.g. …

Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in

3 years.

Source: BW (01.28.02)

“GE is a champion of India’s scientists, technicians, business analysts and

graduates, thousands of whom work at the U.S. conglomerate’s offshore service centers in India. They are the low-cost,

high capability vanguard of GE’s outsourcing to India. Along the way, GE

has transformed its cost structure, enhanced its ability to provide technology services and incubated a rare world-class

industry in India.” —FT/06.03.03

BW Cover/02.2003

“IS YOUR JOB NEXT? A New Round of GLOBALIZATION Is Sending Upscale Jobs Offshore. They Include Chip Design, Basic

Research—even Financial Analysis. Can America Lose These

Jobs and Still Prosper?”

“Outsourcing Trend Called ‘Threat’ to Middle-class Workforce” —USA

Today/08.05.03 (Mgt jobs moving: 2000: 0; 2005: 37,000)

“Loss of Factory Jobs May Have a Long Fall to Bottom” —Boston Globe/08.10.03

(75,000 per month during last 18 months)

“The New Job Reality” —Cover/USN&WR/08.11.03

(“The dearth of jobs stems from factors signaling a sea change…”)

Implication: The magnitude of this revolution is mind-boggling.

(Surviving “Talent” will Rule!)

“The Creative Class derives its identity from its members’ roles as

purveyors of creativity. Because creativity is the driving force of economic growth, in terms of

influence the Creative Class has become the dominant class in

society.” —Richard Florida, The Rise of the Creative Class (38M, 30%)

4. The “PSF Solution”:Transforming “Departments”

into Full-fledged Professional Service Firms.

Sarah: “ Daddy, what do you do?”

Daddy: “I’m a ‘cost center.’ ”

Answer: PSF![Professional Service Firm]

Department Head

to …

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

“Typically in a mortgage company or financial services company, ‘risk

management’ is an overhead, not a revenue

center. We’ve become more than that.

We pay for ourselves, and we actually make money for the company.”—Frank Eichorn,

Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

Implication: “Travel” becomes self-sustaining “PSF.”.

Brand = Talent

5. Moving Up the Value Ladder:The

“Solutions Imperative.”

Gerstner’s IBM: Systems Integrator of

choice. Global Services:

$35B. Pledge/’99: Business Partner Charter. 72 strategic partners,

aim for 200. Drop many in-house

programs/products. (BW/12.01).

“UPS wants to take over the sweet spot in the endless loop

of goods, information and capital that all the packages

[it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics

manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

“ ‘Architecture’ is becoming a commodity.

Winners will be ‘Turnkey Facilities Management’

providers.”SMPS Exec

Implication: “Value-added = Limitless

6. Solutions+: Providing

Scintillating “Experiences.”

“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

“Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an

entirely new ‘me.’ ”

Source: Jean-Marie Dru, Disruption

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

WHAT CAN BROWN DO FOR YOU?

The “Experience Ladder”

Experiences Services

Goods Raw Materials

<TGWvs.

>TGR

Guiding premise: Business travel/business-on-

the-road is my life. Hence: Let’s talk facilitation of Excellent Tom Experiences as much as/more

than cost containment, restriction of my options, and the chance for me to add to my 180 DPY on the road by getting a few extra

“gift”-of-the-airlines Saturdays away from my family—so that my CEO afford the jet fuel for

his Gulfstream/s. After all, the long term goal of “all this” is to maximize my “trip productivity”—

not to minimize my time “playing” the Great Game of Travel on the Web.

CM < PM

Implication: Help me do a better job! Help me achieve Excellence!

7. Getting It Done:

The WOW Project.

“Reward excellent failures. Punish

mediocre successes.”

Phil Daniels, Sydney exec

Characteristics of the “Also rans”*

“Minimize risk”“Respect the chain of

command”“Support the boss”

“Make budget”*Fortune, article on “Most Admired Global Corporations”

Audie Murphy was the most decorated soldier in WW2.

He won every medal we had to offer, plus 5 presented by Belgium and France. There was one common medal he

never won …

… the Good Conduct medal.

Implication: Thinking “outside the box” must become the norm. On every project. WOW … 100% of

the time. (Or bust.)

8. Leading in Totally Screwed-

Up Times

It is the foremost task—and responsibility—of our generation to

re-imagine our enterprises, private and public. —from the Foreword,

Re-imagine: Business Excellence in a Disruptive Age

THE BIG CHOICE

??????

Cost minimizing, CFO suck-up who lives to keep employees from doing their jobs as they

feel they ought to.

?????

Full-scale re-imagineer who aims to be an integral part of

the team remaking the organization for the future and serving/enabling the employee

(Brand You/Talent/Army of One) of the future.

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo