NEW SLIDES 0712.

NEW SLIDES 0712

What About Me/Us? “[Architecture] is among the most spiritual of the arts, because it changes the world, changes lives. It is about beautiful things. And without a kind of utopian vision, you cannot even try to be an architect.” —Renzo Piano (FT/ )

MGT. LDRSHP.

So What??????? MANAGERS “do things right” LEADERS “do the right things”

Not. “Leadership is doing the right things
Not! “Leadership is doing the right things. Management is doing things right.” —WB et al.

The Twain SHALL Meet! Leadership: Invite Associates/Colleagues/Talent to join a Gaspworthy Adventure in EXCELLENCE which will provide matchless Personal and Professional Growth and be of Immense Service to selected Clients Management: Do it!

LEADERSHIP (Eternal!): Invigorate a sizeable # of people to Aspire to Excellence in pursuit of a Common (Noble) Goal that revolves around service-of-exceptional-value to Clients

“Leadership” v. “Management” “In [President Bush’s] belief that America needed to respond resolutely to the dangers of terrorism, tyranny and proliferation, he was mainly right. His chief failures stem from incompetent execution.” —The Economist/

DRUCKER’S GREAT CONTRIBUTION: management per se as a/the principal determinant of institutional effectiveness

Grant Jean Edward Smith

“A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook theorems.”/151 “The nature of Grant’s greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point] class in tactics … carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to recognize and respond to opportunities presented.”/ “Grant had an aversion to digging in.”/153 “Grant had an intangible advantage. He knew what he wanted.”/153 “Grant’s seven-mile dash changed the course of the war.”/157 “The one who attacks first will be victorious.”/158 “dogged”/159 “unconditional surrender”/162 “simplicity and determination”/166 “quickness of mind that allowed him to make on the spot adjustments … [his] battles were not elegant set-piece operations”/166 “[other Union general] preferred preparation to execution … became a friend of detail … suffered from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not hesitate to arrest him” [following great victory]/172 … “learned how to withstand attacks from the rear [Army politics]/179

“He never credited the enemy with the capacity to take the offensive
“He never credited the enemy with the capacity to take the offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired of whipping them yet” [at very low point]/195 “Both sides seemed eefeated and whoever assumed the offensive was sure to win.”/200 … “inchoate bond [between Grant and soldiers]”/201 … “The genius of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed.”/202 “If anyone other than Grant had been in command, the Union army certainly would have retreated.”/204 Lincoln (urged to fire Grant): “I can’t spare this man; he fights.”/205 “Grant turned defeat into Union victory.”/206 “moved on intuition, which he often could not explain or justify.”/208 “instinctive recognition that victory lay in relentlessly hounding a defeated army into surrender.”/213 Nathan Bedford Forrest, successful Confederate commander: “amenable to no known rules of procedure, was a lawunto himself for all military acts, and was constantly doing the unexpected at all times and places.”/213

“The commanding general would be in the field”/228 Lincoln: “What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him.”/231 “retains his hold upon the affections of his men”/232 “Grant’s moral courage—his willingness to choose a path frrom which there could be no return—set him apart from most commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions.”/233 “ … modest … honest … nothing could perturb … never faltered …”/233 “plan was breathtakingly simple but fraught with peril”/235 “demonstrating the flexibility that had become his hallmark”/238 “But like any West Point trained general, he had difficulty comprhending what Grant was up to …”/240 “recognized the value of momentum … throw off balance … blitzkreig … travelling light … headquarters in the saddle”/243 “acted as quartermaster”/243 [rushed away so that he couldn’t receive Halleck’s order] … “like Lord Nelson … telescope to his blind eye” … “pressing ahead on his own”/245 “focus on the enemy’s weakness rather than his own”/250

TP’s take: Intuition … Move today > perfect plan tomorrow … Great advantage: You know what you’re up to and you’re moving … Action! .. Keep moving! … Engage! … Offense! … Momentum! …. Keep ’em off balance … “Plan B” … Adjust … Adapt … Opportunism! … Revise in accordance with conditions and opportunities on the ground … Doggedness … Relentless … Never retreat … Simplicity! … Wide latitude for division commanders … minimum written orders, conferences, etc … keep his own council … HQ is Grant & his horse … Communion with soldiers/Exude quiet confidence … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … [Nelson: avoid loss vs seek victory] … [Boyd: quickest O.O.D.A. loops] [Life 101: politics between the Generals!]

Insubordinate (when it comes to delays)/N Action-oriented/Offense/ Total victory/N Relentless Troop Commander par Excellence/N Leeway to Commanders/N

WOMEN.

WOMEN’S STUFF. DEE DEE

LEADERSHIP SKILLS.

Women’s Negotiating Strengths
Women’s Negotiating Strengths *Ability to put themselves in their counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

“When boys win, they boast; when girls win, they apologize
“When boys win, they boast; when girls win, they apologize.” —Max, tennis coach, from Double Fault by Lionel Shriver

M/3 of 10 (“I’m ready & rarin’ to go
M/3 of 10 (“I’m ready & rarin’ to go!”) F/8 of 10 (“I’ve still got a ways to go.”)

“Well-behaved women rarely make history
“Well-behaved women rarely make history.” —Anita Borg, Institute for Women and Technology

“To Hell With Well Behaved … Recently a young mother asked for advice
“To Hell With Well Behaved … Recently a young mother asked for advice. What, she wanted to know, was she to do with a 7-year-old who was obstreperous, outspoken, and inconveniently willful? ‘Keep her,’ I replied. … The suffragettes refused to be polite in demanding what they wanted or grateful for getting what they deserved. Works for me.” —Anna Quindlen/Newsweek

“Nobody gives you power. You just take it.” —Roseanne

Women Dominate Economic Growth.

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist,
April 15, Leader, page 14

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” [Headline.] “Even today in the modern, developed world, surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents’ old age. Yet it is time for parents to think again. Girls may now be a better investment.” “Girls get better grades in school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. … And women are more likely to provide sound advice on investing their parents’ nest—eg: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades. Those women have contributed more to global GDP growth than have either new technology or the new giants, India and China.” Source: Economist, April 15, Leader, page 14

Source: Economist, April 15, page 73
Continuing on page 73: “A Guide to Womenomics: The Future of the World Economy Lies Increasingly in Female Hands.” (Headline.) More stats: Around the globe since 1980, women have filled “two new jobs for everyone taken by a man.” “Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors.” Re consumption, Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in “Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” A couple of final assertions: (1) It is now agreed that “the single best investment that can be made in the developing world” is educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the U.S., have the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have the lowest fertility rates. Source: Economist, April 15, page 73

“Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” —Economist, April 15

"Women have been making educational progress, and the men are stuck
"Women have been making educational progress, and the men are stuck. They haven't just fallen behind women. They have fallen behind changes in the job market.” —Tom Mortenson, The Pell Institute for the Study of Opportunity in Higher Education (AOL-AP, )

“The Importance of Sex: Forget China, India, and the Internet—Economic Growth Is Driven By Women” *Better grades *More go to university (“21st century, brains count”) *“Far more” training to be docs (UK) *Better investment decisions (greatest wealth transfer ever) *Growing female employment rate #1 driver of growth (women>high tech, China, India) *More women in gov’t increase econ growth emphasis (Invest health, ed, infrastructure, poverty) Source: Economist/0415

Impact! Add It Up! Primary markets/Everything (“Men buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F. “Women are the majority market” —Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.) Greater global workforce participation rate (“bigger contributor to GDP growth than technology, China, India”—Economist) Higher wages (more seniority, promotions—even if not to CEO; greater pay equity—even if not equal) Business “decision makers” (more seniority, promotions—even if not to CEO) Women-owned businesses (answer to the Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing world)

“Idiot” is too kind a word.

“That’s a very diverse* team.”
—Patrick Cescau, CEO, Unilever** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) **Approximately 85% of Unilever’s products are purchased by … women.

“That’s a VERY diverse team.”
—Patrick Cescau, CEO, Unilever* ** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) **Approximately 85% of Unilever’s products are purchased by … women.

85% vs. 7% (1 of 14)

“That’s a VERY sick man.”
—Tom Peters

EXCELLENCE. OPPORTUNITY.

Fara Warner

Damn it.

“Women are the majority market” —Fara Warner/The Power of the Purse

USA/F.Stats: Short ’n (Very) Sweet >50% of stock ownership, $13T total wealth (2X in 15 years) >$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 57% BA degrees (2002); = ed & social strata, no wage gap 60% Internet users; >50% primary users of electronic equipment >50% biz trips WimBiz: Employees > F500; 10M+: 33% all US Biz Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The Power of the Purse

“The left hand rocks the cradle, The right hand rules the world
“The left hand rocks the cradle, The right hand rules the world.” —DeBeers* (*created new $4B segment in 5 years) “In those two simple sentences I saw a view of women I had not seen before in advertising. Here was a company that had the guts to talk openly about what women were still struggling to understand and embrace.” —Fara Warner, The Power of the Purse

Cases! McDonald’s (“mom-centered” to “majority consumer”; not via kids) Home Depot (“Do it [everything!] Herself”) P&G (more than “house cleaner”) DeBeers (“right-hand rings”/$4B) AXA Financial Kodak (women = “emotional centers of the household”) Nike (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want “friends,” not a blond stereotype) Source: Fara Warner/The Power of the Purse

“To help revive the company’s sales and profits, McDonald’s shifted its strategy toward women from one of ‘minority’ consumers who served as a conduit to the important children’s market to one in which women are the majority consumers and the main drivers behind menu and promotion innovation.” —Fara Warner, The Power of the Purse

“What women [in focus groups] told us was that all moms were women, but not all women are moms—so why weren’t we trying to reach all women? We realized we should be finding the woman inside the mom.” —Kay Napier, SVP Marketing (from Fara Warner, The Power of the Purse)

Faith, Lys, Marti, Fara … Targeting the New Professional Woman: How to Market and Sell to Today’s 57 Million Working Women. —Gerry Myers

Stupid Fr. &^ing Idiot-Marketers
Stupid Fr*&^ing Idiot-Marketers! “Critics describe evening news in unflattering terms— They’re old! They’re set in their ways! They won’t buy iPods!”” Source: Advertising Age,

e-book News

e-books/40% p.a./ Purchaser: M? iPod user? Sci-fi?

e-books/40% p.a./ Purchaser: M? No. iPod user? No. Sci-fi? No.

e-books/40% p. a. / Purchaser: F. Yes. iPod user. N. A. Romance Novel
e-books/40% p.a./ Purchaser: F? Yes. iPod user? N.A. Romance Novel? Yes.

e-books/40% p. a. “The e-book is coming—at last
e-books/40% p.a. “The e-book is coming—at last.” “Romance is the fastest-growing category in the e-bok market.” “With e-books, women rule.” Source/s: The Sunday Telegraph/ Romance Writers of America

Market Opportunity

Duh. Women. Boomers-Geezers. Women business owners
Duh. Women. Boomers-Geezers. Women business owners. Single-adults (Urban)

U.S.A. Economic Story #1: 10.6M

Fastest growing demographic: Single-person Households (>50% in London, Stockholm, etc) Source: Richard Scase

% of homes purchased by single women: 1981, 10%; 2005, 20% % of homes purchased by single men: 1981, 10%; 2005, 9% Source: USA Today/

END WOMEN.

Health

MHHA YOU DO: Patient Safety. “Healthcare” to “Health
MHHA YOU DO: Patient Safety. “Healthcare” to “Health.” I DO: Transfat, High Fructose Corn Syrup, #50 Sunscreen, “Wash your hands”

Griffin Hospital (Planetree) results: Financially successful
Griffin Hospital (Planetree) results: Financially successful. Expanding programs-physically. Growing market share. Only hospital in “100 Best Cos to Work for—7 consecutive years, currently #6. —“Five-Star Hospitals,” Joe Flower, strategy+business (#42)

“Sanitary revolution”: mortality in major cities down 55% between 1850 and Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

“Curve Shifting” Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

“Bump into factor”: Extra-size portions, eat more
“Bump into factor”: Extra-size portions, eat more. Higher % shelf space snacks, more obesity. More liquor stores, more crime. High vs low fat: Japanese who emigrate to U.S. suffer 3X increase in heart disease. Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

Sprint/Overland Park KS: Slow elevators, distant parking lots with infrequent buses, “food court” as “poorly” placed as possible, etc. Source: New York Times

Wellness

Obesity/-79(-36); BP ( to 90-60); Blood sugar (180-87); Blood chemistry (normal+); Cholesterol (140-58); Metabolic rate/RMR (+250); Mental state (dramatic improvement*)

Off … Univasc (<1/2) Bextra Lipitor Toprol Propranolol

Aging reversal!!!!* *Why wasn’t I “informed” until age 59?

“Fixes” Diet Extreme exercise Meditation Supplements Eliminate all alcohol (Meds)

TP Recce #1: Dubai Healthcare City to Dubai Health City
TP Recce #1: Dubai Healthcare City to Dubai Health City* *Cleveland Clinic and Canyon Ranch

T.T.D./ Healthcare27

2. Maximize Outpatient services! 3. Short hospital stays work!
Healthcare27 1. Fully utilize Physician’s Assistants to do routine work in a timely fashion. (“Doc in a Kiosk” at Wal*Mart is great!) 2. Maximize Outpatient services! 3. Short hospital stays work! 4. Support home care to the max. (E.g., “Declaration of Independents”—Beacon Hill/Boston) 5. STOP THE 100K+ NEEDLESS DEATHS —much/most of the “quality stuff” is eminently fixable. (Don Berwick for President! AHA for Hall of Shame!) (Strong, vicious insurer incentives!!!) 6. FLIP HC 177 DEGREES TO EMPHASIZE PREVENTION & WELLNESS. (“Steps” are being taken but not enough. Med schools: Awful! Insurers: Little better. Support for appropriate-proven alternative therapies is an important part.) (HUGE INCENTIVES FOR EFFECTIVE WELLNESS-PREVENTION PROGRAMS-MEASURABLE SUCCESSES.)

T.T.D./ ACTION. NOW.

Visible Signs/Measures (Creech) TRAIN. TRAIN. TRAIN. (P. S
Visible Signs/Measures (Creech) TRAIN. TRAIN. TRAIN. (P.S.) Med school, Nursing school cirriculum (P.S.) BOLD!/Big change EASIER than modest change (P.S., etc.) EXCELLENCE. ONLY. ALWAYS. DAMN IT. EVP/Patient Safety P.S.O.s Fund the living hell out of it (P.S.) CEO (etc): REFLECT IT IN CALENDAR EMERGENCY STATUS H.M.O.s: Big/ENORMOUS (+/-) incentives for docs, hospitals, etc, etc BOARD: Patient Safety Committee BOARD: WPCC Committee Patient Safety BALDRIDGE (POTUS?)

CERTIFICATION/RE-CERTIFICATION for One & All (P. S. , etc) WPOCC Rules
CERTIFICATION/RE-CERTIFICATION for One & All (P.S., etc) WPOCC Rules!!!!!!! (Wellness/ Prevention/Obesity/ChronicCare) WPOCC: N.G.A. (AK) INSURANCE COMPANY VISIBILITY/ SPONSORSHIP/MEGA-INCENTIVES Awards Galore P.S./WPOCC) BOARD Committee: H5N1 HHS: Split HC & PWO (Ontario) Write off ½ of med school loan if “pay” with 3-5 years service in Public Health Glamorize Family Practice, Public Health, etc FAT legislation?? (Almost certainly) (Density, HFCS, Trasfats, etc, etc) (A FIRST FOR TP) SUE the hell out of One & All re Obesity (Cigarettes II)

Research LEAP @ N. I. H. (Etc, Etc, ETC) INCENTIVES @ SCHOOLS (BIG
Research N.I.H. (Etc, Etc, ETC) SCHOOLS (BIG!!) EMR: Intensify!!!!!!!!!!!!! No leadership position in AHA (AMA?) (DEANs?) (Etc?) without “Safety tour” No Medical Chief (>150 beds?) without “Safety tour” FORGET ABOUT ME!!! (Except Wellness, ChroniCare) VIGOROUSLYSUPPORT Home Care American OBESITY = African AIDs (??) ELIMINATE/OBLITERATE HIGH FRUCTOSE CORN SYRUP! ELIMINATE/OBLITERATE TRANSFATS! (HFTC/TF = The Real “WMDs”) FDA: Kill! Kill! Kill! (Please)

CEO Bonus: 50+%: P.S./WPOCC OBNOXIOUS labels Incentives for BILLBOARDS Natl Advertising Council PARENTING education, etc. THIS IS NOT A “PROGRAM” (P.S./WPOCC)

STATE OF EMERGENCY

March-June 2006: Sample of Healthcare “PR”

Docs & Hospitals

Doctors/Hospitals 53 autopsy studies … 24% misdiagnosis rate (The Independent, 06.27) “Medical Guesswork: From heart surgery to prostate care, the health industry knows little about which common treatments really work” (Cover, BusinessWeek, 0529) Dr David Eddy/Kaiser Permanente Care Management Institute: “The problem is we do not know what we are doing.” Eddy: 15% of what doctors do is “backed by hard evidence” (BW); in general, 20% to 25%. “What Doctors Hate About Hospitals” (Cover, Time, 05.01) “It remains almost a stroke of luck to enter a U.S. hospital and receive precisely the right treatment.” (Time) “No day passed—not one—without a medication error. The errors were not rare; they were the norm” (Don Berwick, on his wife’s treatment) “One medication was discontinued by a physician’s order on the first day of admission [Berwick’s wife] and yet was brought by a nurse every single evening fo 14 days straight.” (Time) Harvard Public Health, 2002 study: “More than 1 in 3 doctors reported errors in their own or a family member’s medical care.” (Time)

Big Pharma

Digger the Dermatophyte* *Lamisil/Novartis/#4/$110M/3X in 10 to 100,000

Big Pharma “Pushing Pills: How Big Pharma Got Addicted To Marketing” (Cover, Forbes, 05.08) Novartis: #4 best seller, Lamisil, toe fungus, $850 for 3-month treatment, “Digger Dermatophyte” (Forbes) $42 billion on R&D, $46 billion on marketing and admin. Salespeople: up 100,000 in last 10 years, 1 per 9 docs vs 1 per 18 docs. (Forbes) Clinical trials favor sponsor’s drug 90% of the time. “The comparative studies are a joke.” —Dr Jack Rosenblatt (Forbes) “Psychiatric Drugs Fare Favorably When Companies Pay for Studies” (headline, USA Today ) 57% of studies paid by drug companies, up from 25% in Favorable outcome for sponsor: 78%. Sponsored by neutral: 48%. Sponsored by competitor: 28%. USA Today /American Psychiatric Association) “Hey, You Don’t Look So Good: As diagnoses of once-rare illnesses soar, doctors say drugmakers are ‘disease-mongering’ to boost sales” (feature, BusinessWeek, 05.08)

Intractable Problems

Other “Hazardous To Your Health” (New York Times Op-ed on High Fructose Corn Syrup, 04.11); 112,000 deaths/year, $75 billion/per year associated with too much fat; 2/3rd of Americans over-weight, 1/3rd children “Call for Switch to Preventive Measures as 29 billion [pound] Cost of Heart Disease is Revealed” (headline, The Independent, 05.15) “The Fat Police” “Obesity Tests: Every four-year-old in the country to be officially screened” (headline, The Independent, 05.21) “The Politics of Fat” (headline, Time, 03.27); childhood obesity up 3X in 25 years

MI Healthcare

STATE OF EMERGENCY

Funding …………………. N. A. Access …………………………… N. A
Funding ………………… N.A. Access …………………………… N.A. Execution of chosen task … D Priorities …………………… F Big Pharma …………………..... D-

Funding ………………… N.A. Access …………………………… N.A. Execution of chosen task … D Priorities …………………… F Big Pharma …………………..... D- Quality: F Scientific basis for action: C-/D

Funding ………………… N.A. Access …………………………… N.A. Execution of chosen task … D Priorities …………………… F Big Pharma …………………..... D- Emphasis on Acute care: C De-emphasis of WPC/Wellness-Prevention-Chronic care: F (F-??)

Funding ………………… N.A. Access …………………………… N.A. Execution of chosen task … D Priorities …………………… F Big Pharma …………………..... D- “Me too”: D- Overcomplexity/Drug discovery: D- Disease creation: D- Hiring pretty girls: A Hiring lotsa pretty girls: A

Funding ………………… N.A. Access …………………………… N.A. Execution of chosen task … D Priorities …………………… F Big Pharma …………………..... D-

Bust fat docs!

Report Card.

Childhood obesity epidemic …………………………….. D-
Re-imagine Healthcare: Reportcard2006 Evidence-based/Outcomes-based ……………….……… D Pay-for-performance ………………………………………….… D IS/IT (general) ………………………………..………………..…. C- Use of information (for decisionmaking-measurement) .… C- EMR (Electronic Medical Records) ……………………..….... D CPOE (Computerized Physician Order Entry) ……….……. C-/D Quality/100K+ unnecessary deaths …………..……… D-(kind) Acute care to chronic care-home care shift ………….….... D/D- Acute-care to Prevention/Wellness Obsession…..… F- Patient-centric/Client-centric………………………………….. D Docs’ acceptance of “evidence-based” ………… … D/D- “Revolutionary”-intensity Incentives re evidence …..……. D- Childhood obesity epidemic …………………………….. D- H5N1 preparedness ………………………………….…….. D Corporate focus on Prevention/Wellness…………..…..…..... C-/D Individual focus on Prevention/Wellness…………………..… D Individuals’ health education/self-management …….…...…. C- Workforce acceptance of self-responsibility ….…….…...….. C- Workforce transition to “Brand You” attitude……..……..….. C-/D 3 March 2006/Tom Peters

Wash your hands. Apply #50 sunscreen
Wash your hands. Apply #50 sunscreen. Banish trans fat Banish high fructose corn syrup. Exercise “30-7.” Breathe. Stockpile for H5N1.* (*not Tamiflu!) Avoid hospitalization. Take charge of your health.

Health: Century21.Job # 1 (HC21.J1) Tom Peters/0428.2006

Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

Welcome to the Homer Simpson Hospital a/k/a The Killing Fields

“When I climb Mount Rainier I face less risk of death than I’ll face on the operating table.” —Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek ( )

Childhood Obesity > Terrorism

The Ultimate “Culture Change” “Healthcare” vs. “Health”

Quality (100K+ deaths) “Evidence/Outcomes-based” medicine IS/IT-in-health(care) revolution Wellness/Prevention Health“care” to Health “culture” transformation Wash your hands! Home-care (as the population rapidly ages) Med-school re-orientation “Public health” emphasis Childhood Obesity Mind-boggling (15 years?) social-moral-technological impact of life sciences (“the Singularity”?) H5N1/WMDs/Environmental degradation Risk assessment (private, public) Market opportunity Public vs/+ Private responsibilities & partnerships Africa! (Unconscionable failure to attend to/staggering Health consequences for all)

Childhood obesity epidemic …………………………….. D-
Re-imagine Healthcare: Reportcard2006 Evidence-based/Outcomes-based ……………….……… D Pay-for-performance ………………………………………….… D IS/IT (general) ………………………………..………………..…. C- Use of information (for decisionmaking-measurement) .… C- EMR (Electronic Medical Records) ……………………..….... C-/D CPOE (Computerized Physician Order Entry) ……….……. C-/D Quality/100K+ unnecessary deaths …………..……… D-(kind) Acute care to chronic care-home care shift ………….….... D/D- Acute-care to Prevention/Wellness Obsession…..… D/D- Patient-centric/Client-centric………………………………….. D Docs’ acceptance of “evidence-based” ………… … D/D- “Revolutionary”-intensity Incentives re evidence …..……. D- Childhood obesity epidemic …………………………….. D- H5N1 preparedness ………………………………….…….. D Corporate focus on Prevention/Wellness…………..…..…..... C-/D Individual focus on Prevention/Wellness…………………..… D Individuals’ health education/self-management …….…...…. C- Workforce acceptance of self-responsibility ….…….…...….. C- Workforce transition to “Brand You” attitude……..……..….. C-/D 3 March 2006/Tom Peters

“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and Wash Your Hands . A close third would be Move, Move, Move.” —Mark Pettus, M.D., The Savvy Patient “The most important thing you can do to keep from getting sick is to wash your hands. ” —CDC/National Center for Infectious Diseases

Tommy Thompson: take your meds; chronic illness 75% to 80%; “curative healthcare system” to “prevention system” Source: Advertising Age,

Wash your hands. Apply #50 sunscreen
Wash your hands. Apply #50 sunscreen. Banish (TOTALLY) high fructose corn syrup. Exercise “30-7.” Breathe. Stockpile for H5N1.* (*not Tamiflu!)

END HEALTH

INNOVATION

World Innovation Forum EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION IS WRONG Tom Peters/New York/ / Inno.new.LIST.0527

World Innovation Forum: Alt Title YOU ONLY FIND OIL IF YOU DRILL WELLS

What “We” Know “For Sure” About Innovation Big mergers [by & large] don’t work Scale is over-rated Strategic planning is the last refuge of scoundrels Focus groups are counter-productive “Built to last” is a chimera (stupid) Success kills “Forgetting” is impossible Re-imagine is a charming idea “Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox-like brains) “Tipping points” are easy to identify … long after they will do you any good “Facts” aren’t All information making it to the top is filtered to the point of danger and hilarity “Success stories” are the illusions of egomaniacs (and “gurus”) If you believe the memoirs of CEOs you should be institutionalized “Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing “Top teams” are “Dittoheads” CEOs have little effect on performance “Expert” prediction is rarely better than rolling the dice

Parallel universe/Exec Ed v res MBA
End run regnant powers/JKC Find done deals-practicing mavericks/Stone-ReGo Bell curves/2016 in 2006 Non-industry benchmarking Everything = Portfolio V.C.s all! Hot language/Wow-Astonish me-Insanely great-immortal-Make something great Lead customers/PW-Embraer Lead suppliers /Top decile R&D Weird alliances Mottos/Paul Arden (“Whatever You Think Think the Opposite”) Hire freaks/Enough weird people? Weird Boards!!!

CEO track record of Innovation (nobody starts at 45!)
System/GE-Immelt “Strategic thrust overlay” Calendar Big Delta easier than Small MBWA with freaks-weirdos/JKC MBWA/Boonies’ labs V.C.-formal/Intel Acquire weird Children’s crusade Old farts crusade Go Global at any size Stop listening to customers Talent!/Unusual sources-Hire innovators-V.C.s Eschew giant mergers

Remember: scale economies max out early
Assisted suicide! (“Built to last” = Chimera-snare-delusion) Burn your press clippings “Forgetting” “strategy” Fire all strategic planners Tempo! Final product bears little relation to starting notion Design! Design! Design! (“culture,” not program) All innovation: Pissed-off people Gut feel rules! Focus groups suck Weird focus groups okay Be-Do philosophy

Celebrations Culture-little as well as big Inno (“everyone-an-innovator”) Life = Wow Projects Acknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback) R.F.A. Culture of execution 4/40: decentralization, execution, accountability, 615AM EVP (S.O.U.B.)/Systems-process “un-design” Diversity for diversity’s sake Women-Women-Women/customers (they “are the market,” not a “segment”)-leaders Boomers-Geezers (“all the money”)

CRO (Chief Revenue Officer) “culture”/top-line obsessed
CIO (Chief INNOVATION Officer) Laughter Facility-space configuration Experiments-prototypes “Reward excellent failures. Punish mediocre successes.” Bizarrely high incentives (& penalties) We are what we eat/We are who we hang out with (E.g.: Staff-Consultants-Vendors-Out-sourcing Partners/#, Quality-Innovation Alliance Partners-Customers-Competitors/who we “benchmark” against -Strategic Initiatives -Product Portfolio/LineEx v. Leap-IS/IT Projects-HQ Location-Lunch Mates-Language-Board)

InnoTac

“You miss 100 percent of the shots you never take.” —Wayne Gretzky

“Please re-present your plan from last year—exact same PowerPoint
“Please re-present your plan from last year—exact same PowerPoint.” (LG)

Parallel universe!

Read This! Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

Winning against … … Niche/Focus … Dramatic Difference … 2016/2011 in 2006 … Transparent (easy to do business with/Great EXPERIENCE) … Partner … EXECUTION

Innovation: Some Secrets

Parallel universe!

“Venture” fund: E.g. Gerstner/Amex, Dow/Marriott, Grove/Intel, Bedbury/Starbucks

“SkunkWorks”/ “ParallelUniverse” “the 1% solution” Source: Scott Bedbury

2/50* *Scott Bedbury/Starbucks/<1%/<4 of 400/ grabbed best/all wanted to be there/2%-50%

Immelt on “Innovation breakthroughs”: Pull out and fund ideas in each business that will generate >$100M in revenue; find best people to lead (80 throughout GE) Source: Fast Company/07.05

“End Run”: E.g. JKC @ Smith; Continuing Ed in B.Schools

“This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

—Bloomberg by Bloomberg
“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

Bloody-minded-ness!

JackWorld/1@T: (1) Neutron Jack. (Banish bureaucracy
(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. (1-5/Throughout) TALENT JACK!

“[Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industries” —Strategy+Business, Fall 2005

“Reward excellent failures. Punish mediocre successes
“Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec

“FAIL, FAIL AGAIN. FAIL BETTER.” —Samuel Beckett

“METABOLIC MANAGEMENT”

The Leadership11 1. Talent Management 2. Metabolic Management 3
The Leadership Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management

“The secret of fast progress is inefficiency, fast and furious and numerous failures.” —Kevin Kelly

“Active mutators in placid times tend to die off
“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

“How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation, discovery and competition? Do we value stability and control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of experimentation? Do we crave predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel, The Future and Its Enemies

“If things seem under control, you’re just not going fast enough
“If things seem under control, you’re just not going fast enough.” —Mario Andretti

“I’m not comfortable unless I’m uncomfortable.” —Jay Chiat

“If it works, it’s obsolete.” —Marshall McLuhan

Boyd on TEMPO

“The most successful people are those who are good at plan B
“The most successful people are those who are good at plan B.” —James Yorke, mathematician, on chaos theory in The New Scientist

He who has the quickest O. O. D. A. Loops. wins. Observe. Orient
He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act./Col. John Boyd

OODA Loop/Boyd Cycle “Unraveling the competition” Quick Transients/Quick Tempo (NOT JUST SPEED!) Agility “So quick it is disconcerting” [adversary over-reacts or under-reacts] “Winners used tactics that caused the enemy to unravel before the fight” (NEVER HEAD TO HEAD) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

“The stuff has got to be implicit
“The stuff has got to be implicit. If it is explicit, you can’t do it fast enough.” —John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

Tempo!* 70-10 *Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech

70-10/Nebraska/Unk QB 643 yards K
70-10/Nebraska/Unk QB 643 yards K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/“Re-arrange the mind of the enemy”—T.E. Lawrence)/ “By changing the geometry of the game, and pushing the limits of space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places.” —Michael Lewis (NY Times Magazine, , on Mike Leach/Texas Tech)

“In war, delay is fatal.” —Napoleon “The only way to whip an army is to go out and fight it.” —Grant “ … demonstrating the tactic that would become his hallmark: the immediate move to seek out the enemy and attack him” —John Mosier, on Grant “A good plan executed right now is far preferable to a ‘perfect’ plan executed next week.” —Patton

Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong

“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on—turning back was not an option for him.” —Michael Korda, Ulysses Grant

Blitzkrieg?

False Attributions German citizenry low morale, no appetite for war 3rd Republic government rather well regarded French Army in good shape, surprisingly well armed, decent strategy (in dozens of simulations, French usually win) Blitzkrieg not used Germans very vulnerable Lousy French intelligence* and luck perhaps determinant (*“intelligence information tends to be sifted to reinforce received ideas rather than to overturn them”) Many plausible competing hypotheses Source: Julian Jackson, The Fall of France (cf Nassim Nicholas Taleb, Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets.)

Smashing Conventional Wisdom
“Blitzkrieg in fact emerged in a rather haphazard way from the experience of the French campaign, whose success surprised the Germans as much as the French. Why otherwise did the High Command try on various occasions, with Hitler’s backing, to slow the panzers down? The victory in France* came about partly because the German High Command temporarily lost control of the battle. The decisive moment in this process was Guderian’s decision to move immediately westward on 14 May, the day after the Meuse crossing, wrenching the whole of the rest of the army along behind him.” *messed up traffic, little close air support, random heroics by some small bits of Guderian’s forces, Guderian not a disciple of the WWI-derived “strategy of indirect approach” Source: Julian Jackson, The Fall of France

Grove and Bloomberg on Action

“We made mistakes, of course
“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

"I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.” —Andy Grove

“Never forget implementation boys
“Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

“This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

Excellence1982: The Bedrock “Eight Basics”
1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties”

Importance of Success Factors by Various “Gurus”/ Estimates (Unreliable) by Tom Peters Strategy Systems Passion/ Execution Leadership Porter % Drucker % Bennis % Peters %

Ubiquitous “Politics”

“A man of great mediocrity
“A man of great mediocrity.” —General George Patton about General Omar Bradley …… “A third-rate general. He never did anything or won any battle that any other general could not have won as well or better.” —General Omar Bradley about Sir Bernard Montgomery …… “If you want to end the war in any reasonable time, you will have to remove Ike’s hand from the control of the land battle.” —Sir Bernard Montgomery about General Dwight Eisenhower …… “One thing that might help win this war is to get someone to shoot King.” —General Dwight Eisenhower about Admiral Ernest King …… “Eisenhower, though supposed to be running the land war, is on the golf links at Rhiems—entirely detached and taking practically no part in running the war.” —Sir Alan Brooke …… “If the unhelpful British attitude continues, then I shall go home.” —General Dwight Eisenhower Source: David Irving, The War Between the Generals: Inside the Allied High Command

Utterback

—Jim Utterback, Mastering the Art of Innovation
“A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” —Jim Utterback, Mastering the Art of Innovation

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 Innovator’s Dilemma

“Chivalry is dead. The new 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 ‘sustainable 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 D’Aveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering

“Acquisitions are about buying market share
“Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” —Peter Job, CEO, Reuters

Wendell Phillips, abolitionist: “Republics exist only on the tenure of being constantly agitated. There is no republican road to safety but in constant distrust.” Source: Louis Menand, The Metaphysical Club: A Story of Ideas in America

“Fail . Forward. Fast.” High Tech CEO, Pennsylvania

First-level Scientific Success: Beyond Brains Tom Peters/14April2006

First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”) Passion Energy Relentlessness (Grant-ian) Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (“gets” the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (“ground up more pig brains”) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (“Work-life balance”? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck

First-level Scientific Success The “smartest guy in the room wins” Or …

Happy 50! 26April2006

Malcom McLean

Containerization

Lessons Need-driven A thousand “parents” Messy Evolutionary “Trivial” Experimentation trial & ERROR Loooong time for systemic adaptation/s (many innovations) (bill of lading, standard time) Not … “Plan-driven” The product of “Strategic Thinking/Planning” The product of “focus groups”

Get mad. Do something about it. Now.

SCALE. ETC.

“I don’t believe in economies of scale
“I don’t believe in economies of scale. You don’t get better by being bigger. You get worse.” —Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

Last week’s “Invincibles”: Dell Microsoft Big Pharma

Scale. “Microsoft’s Struggle With Scale” —Headline, FT, 09
Scale? “Microsoft’s Struggle With Scale” —Headline, FT, “Troubling Exits at Microsoft” —Cover Story, BW, “Too Big to Move Fast?” —Headline, BW,

New Economy?! Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

Wal*Mart + Home Depot + Walt Disney + Intel + Microsoft + Pfizer = Flat Source: “Blue Chip Blues”, Cover, BW,

More than $$$$ #1 R&D spending, last 25 years?

Line Extensions: 86 percent of new products. 62 percent of revenues.
39 percent of profit. Source: Blue Ocean Strategy, Chan Kim and Renee Mauborgne

I HEREBY PLEDGE … When asked, “What are some examples of companies stepping up to today’s challenges?” … I will … NEVER AGAIN … offer an example of a Giant Company; instead I’ll refer to Cirque du Soleil, Donnelly’s Weatherstrip Service, 3K tanning salons, 10.6M women-owned businesses (or the typically female recipients of micro-lending) …* *There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”

“While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.” —WSJ, “Wildcat Producer Sparks Oil Boom in Montana,”

Market Share, Anyone? — 240 industries: Market share leader is ROA leader % of the time — Profit /ROA leaders: “aggressively weed out customers who generate low returns” Source: Donald V. Potter, Wall Street Journal

Did one of ’em ever turn to the other and say: “Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought forth for my daughter Alice, age 17, because of this deal?”

Did one of ’em ever turn to the other and say: “Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers because of this deal?”

Sluggish + Obese + Unimaginative + More Sluggish + More Obese + More Unimaginative + Even More Sluggish + Even More Obese + Even More Unimaginative = Nissan + Renault + GM = Innovative Challenger for Toyota????

?????????????? Crappy Management (GM) + Arrogant-Overstretched Management (Carlos G) = Great Management

Bacteria. (“Left tail” limits. ) Productivity of small
Bacteria. (“Left tail” limits.) Productivity of small. Failure rate of Big Mergers. Failure rate of Big Companies. Terrorists. Galbraith vs Hayek.

END INNOVATION

DETERMINATION

The “D-File”: DETERMINATION

DE-TERM-IN-A-TION

Or: The “B-File” … BLOODYMINDEDNESS

BLOOD-Y-MIND-ED-NESS

“ … except for the ‘politics’”: GET A DAMN LIFE
“ … except for the ‘politics’”: GET A DAMN LIFE. (Grant, Churchill, GW, &c.)

“It is no use saying ‘We are doing our best
“It is no use saying ‘We are doing our best.’ You have got to succeed in doing what is necessary.” —WSC

First-level Scientific Success The smartest guy in the room wins” Or …

First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”) Passion Energy Relentlessness (Grant-ian) Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (“gets” the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (“ground up more pig brains”) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (“Work-life balance”? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck

First-level Scientific Success/Short Form Scientific Success (Nobel-level) = Genius + Execution + Master of Soft Skills + Enthusiasm + Magnetism + Destiny (sense of) + Energy

6:15A.M.

???????? Work Hard > Work Smart

—Michael Korda, Ulysses Grant
“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on—turning back was not an option for him.” —Michael Korda, Ulysses Grant

Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong

Bloodyminded: Unreasonably stubborn Source: The Random House Dictionary of the English Language

“Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.” —Winston Churchill

“To live is the rarest thing in
“Nobody can prevent you from choosing to be exceptional.” —Mark Sanborn, The Fred Factor “To live is the rarest thing in the world. Most people exist, that is all.” —Oscar Wilde

“If I can reduce my work to just a job I have to do, then I keep myself safely away from the losses to be endured in putting my heart’s desires at stake.” —David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“Make each day a Masterpiece!” —JW

“Make your life itself a creative work of art
“Make your life itself a creative work of art.” —Mike Ray, The Highest Goal

“This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” —GB Shaw/ Man and Superman

“To have a firm persuasion in our work—to feel that what we do is right for ourselves and good for the world at exactly the same time—is one of the great triumphs of human existence.” —David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“The antidote to exhaustion is not rest, it is wholeheartedness
“The antidote to exhaustion is not rest, it is wholeheartedness.” —David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“All of our artistic and religious traditions take equally great pains to inform us that we must never mistake a good career for good work. Life is a creative, intimate, unpredictable conversation if it is nothing else—and our life and our work are both the result of the way we hold that passionate conversation.” —David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“To Be somebody or to Do something” BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

“Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver

Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

T. J. Peters 1942 – 2--- HE WAS A PLAYER!

“It’s always showtime.” —David D’Alessandro, Career Warfare

“In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003

“This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” —GB Shaw/Man and Superman

“Life is not a journey to the grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ” —anon.

“No leader sets out to be a leader per se, but rather to express him- or herself freely and fully. That is leaders have no interest in proving themselves, but an abiding interest in expressing themselves.” —Warren Bennis, On Becoming a Leader

“A man of great mediocrity
“A man of great mediocrity.” —General George Patton about General Omar Bradley …… “A third-rate general. He never did anything or won any battle that any other general could not have won as well or better.” —General Omar Bradley about Sir Bernard Montgomery …… “If you want to end the war in any reasonable time, you will have to remove Ike’s hand from the control of the land battle.” —Sir Bernard Montgomery about General Dwight Eisenhower …… “One thing that might help win this war is to get someone to shoot King.” —General Dwight Eisenhower about Admiral Ernest King …… “Eisenhower, though supposed to be running the land war, is on the golf links at Rhiems—entirely detached and taking practically no part in running the war.” —Sir Alan Brooke …… “If the unhelpful British attitude continues, then I shall go home.” —General Dwight Eisenhower Source: David Irving, The War Between the Generals: Inside the Allied High Command

“Success or Failure”? Try Instead “Optimism or Failure”!
From Martin Seligman’s Learned Optimism: “I believe the traditional wisdom is incomplete. A composer can have all the talent of a Mozart and a passionate desire to succeed, but if he believes he cannot compose music, he will come to nothing. He will not try hard enough. He will give up too soon when the elusive right melody takes too long to materialize. Success requires persistence, the ability to not give up in the face of failure. I believe that … OPTIMISTIC EXPLANATORY STYLE … is the key to persistence. “The optimistic-explanatory-style theory of success says that in order to choose people for success in a challenging job, you need to select for three characteristics: (1) Aptitude. (2) Motivation. (3) Optimism. All three determine success.” (Note: Seligman’s extensive work with Met Life salespeople, among others, proved out the above—in spades.)

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.”

“Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission.” —Peter Drucker

Man and Superman: The Revolutionists' Handbook.
"The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.

“I’m looking for insane commitment.” —Twyla Tharp, The Creative Habit

“The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance

HTSH: Engage. Commit. Engage. Try. Fail. Get up. Try again. Fail again
HTSH: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. Key words: Commit! Engage! Try! Fail! Persist! *HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit

“My only goal is to have no goals
“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

“You want ‘checklists.’ I instead offer you a ‘guaranteed’ ‘formula’: Passion. Enthusiasm. Bloody-mindedness [as contrasted with mere ‘determination’]. Relentlessness. A demonic need to make ‘it’ happen.” —TP

“You say ‘But there are ‘naysayers. ’ I say: “Get a life
“You say ‘But there are ‘naysayers.’ I say: “Get a life.” I offer an-the answer: Passion. Enthusiasm. Bloody-mindedness [as contrasted with mere ‘determination’]. Relentlessness. A demonic need to make ‘it’ happen.” —TP

“You say ‘But there are ‘naysayers.’ I say: “Get a life.” I offer an-the answer: Passion. Enthusiasm. Bloody-mindedness [as contrasted with mere ‘determination’ … ‘commitment’ … ‘purposefulness’]. Relentlessness. A demonic need to make ‘it’ happen.” —TP

“You say ‘But there are ‘naysayers.’ I say: “Get a life. If it’s important there are always Naysayers.” I say: Passion. Enthusiasm. Bloody-mindedness [as contrasted with mere ‘determination’]. Relentlessness. A demonic need to make ‘it’ happen.” —TP

Nelson. Grant. Churchill.

TP0707: “I fear I am becoming utterly useless
TP0707: “I fear I am becoming utterly useless. My regard for ‘practical advice’ has evaporated.”

Geronimo!

—Bill McKenna, professional motorcycle racer
"Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine )

(feisty octogenarian, living in Seattle)
"The object of life's journey is not to arrive at the grave safely in a well preserved body, but rather to skid in sideways, totally worn out, shouting, 'Holy Shit, What a Ride!!!’ ” —Mavis Leyrer (feisty octogenarian, living in Seattle)

Let Us March Tom Peters/0523.06

“The pen is mightier than the sword, but nothing compares with the vocal cord.” —DAW/Vineyard Gazette

“The problem with communication
“The problem with communication ...is the ILLUSION that it has been accomplished.” —George Bernard Shaw

“Speech is power: speech is to persuade, to convert, to compel
“Speech is power: speech is to persuade, to convert, to compel.” —Ralph Waldo Emerson

—Robert Louis Stevenson
“Everyone lives by selling something.” —Robert Louis Stevenson

“If you don’t listen, you don’t sell anything
“If you don’t listen, you don’t sell anything.” —Carolyn Marland/Managing Director/Guardian Group

“If all my possessions were taken from me with one exception, I would choose to keep the power of speech, for by it I would regain all the rest.” —Daniel Webster

“The only reason to give a speech is to change the world.” —JFK

“In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’” —Adlai Stevenson

Let us march.

—Samuel Taylor Coleridge
“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

Carly F: 2Cs/Capability + Character TP: 2Ds/Determination + Decency

The [EXTREME] Limits to Miracle Approaches
The [EXTREME] Limits to Miracle Approaches* 6-sigma + Bloody-minded Determination = Roaring Success 6-sigma + by-the-numbers/ “fashionable” “leadership” = Tepid results (at best) *Or: the rich get richer …

END. DETERMINATION.

IMPLEMENTATION

Marcus+ Arts+

A Few Lessons from the Arts Each hired and developed and evaluated in unique ways (23 contributors; 23 unique contributions; 23 pathways; 23 personalities; 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lent-less! “Practice is cool” (G Leonard/Mastery) Team and individual Aspire to EXCELLENCE = Obvious Ex-e-cu-tion Talent = Brand = Duh “The Project” rules Emotional language Bit players. No. B.I.W. (everything) Delta events = Delta rosters (incl leader/s)

“The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.” —Marcus Buckingham, The One Thing You Need to Know

“The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” —Marcus Buckingham, The One Thing You Need to Know

“The one thing you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” —Marcus Buckingham, The One Thing You Need to Know

“No matter what the situation, [the great manager’s] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.” —Marcus Buckingham, The One Thing You Need to Know

CRO* *Chief Recruitment Officer

CRO/Chief Recruiting Officer: #1 strategic issue in “commoditized” world, enormous financial services company. Agent turnover. 15% retention after 4 years. (Industry average is 11% … “because that’s the way it is” )

CQO* *Chief quest-meister

Stating the Obvious: THE PROBLEM IS RARELY THE PROBLEM.

*Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* ** *Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!

OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING PROBLEM IS NOT MUCH OF A PROBLEM.

PERCEPTION IS ALL THERE IS. PERIOD.*
*From Whole Foods to IBM to the corner deli

Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

POWER WORDS! “I’m sorry.”

Stating the Obvious: MORE POWER WORDS/IDEAS

Thank You!

MBWA* *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick)

Say it with … FLOWERS

POWER IDEAS! You must care. —General Melvin Zais

motivational stuff

“Do one thing every day that scares you.”
—Eleanor Roosevelt

Man and Superman: The Revolutionists' Handbook.
"The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.

Immutable Logic for “New Management” “ ‘Say goodbye to Mr Tough Guy, that ugly, mean-spirited tyrant,’ said Peter Georgescu, chairman emeritus of Young & Rubicam. ‘Starting in the late 1940s and continuing throughout most of the rest of the 20th century, the demand for products and services far exceeded their supply,’ he said. ‘Those with sufficient capital to produce and distribute goods had unparalleled advantages, and all the accepted business wisdom—rules, advice, best practices—revolved around excess demand.’ But during the 1990s all that began to change. Today most businesses and industries in the developed world are in a state of excess supply: Capital is cheap and ubiquitous; raw materials are readily available; manufacturing is now clearly at overcapacity; and human labor is plentiful and inexpensive. What this means is that the ‘war’ between providers and consumers is finally over—and that consumers have won. … Georgescu called commoditization—where all products look alike, feel alike, and perform alike except for price—the ‘cancer of the 21st century.’ … There is, however, one aspect of doing business that has not—and can never be—commoditized. And that is creativity. As exciting and as robust as creativity is, it is also a fragile resource that needs to be supported, encouraged, and nurtured. ‘It can’t be forced,’ Georgescu said. ‘It can’t be motivated by fear or intimidation.’” —Alice LaPlante, Stanford Business ( )

“Nothing is as fast as the speed of trust. ” —Stephen M. R
“Nothing is as fast as the speed of trust.” —Stephen M.R. Covey, The Speed of Trust

Eric: “What’s a better description of what you ‘could’ do than what you ‘did’ do?” Willy: “Don’t you ever see a discrepancy between your ability and how well you played a match?” Eric: “If I do, I shouldn’t. If you discriminate between the two, what you ‘could’ do is infinite. You’re capable of what you actually do. If ability is a finite, measurable quantity, it’s the same thing as performance.” from Double Fault by Lionel Shriver

“I’m looking for insane commitment.” —Twyla Tharp, The Creative Habit

“If it’s not fun you’re not doing it right.” —Fran Tarkenton

HTSH: Engage. Commit. Engage. Try. Fail. Get up. Try again. Fail again
HTSH: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. Key words: Commit! Engage! Try! Fail! Persist! *HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit

“My only goal is to have no goals
“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

—E.M. Forster, Howards End
Only connect! —E.M. Forster, Howards End

at its height. Live in fragments no longer. Only connect ...
That was the whole of her sermon. Only connect the prose and the passion, and both will be exalted, And human love will be seen at its height. Live in fragments no longer. Only connect ... —E.M. Forster, Howards End

ACTING: Think of a person as a “troupe of actors
ACTING: Think of a person as a “troupe of actors.” (“Many truths about oneself” which must all be understood if one is to know oneself.) Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life

“Radically Thrilling.”
Radically Thrilling Language! “Radically Thrilling.” —BMW Z4 (ad)

Paul Arden, Whatever You Think Think the Opposite

“TRAPPED. It’s not because you are making the wrong decisions
“TRAPPED. It’s not because you are making the wrong decisions. It’s because you are making the right ones. We try to make sensible decisions based on the facts in front of us. The problem with making sensible decisions is that so is everybody else.” Source: Paul Arden, Whatever You Think Think the Opposite

“I WANT. Making the safe decision is dull, predictable and leads nowhere new. The unsafe decision causes you to think and respond in a way you hadn’t thought of. And that thought will lead to other thoughts which will help you achieve what you want. Start taking bad decisions and it will take you to a place where others only dream of being.” Source: Paul Arden, Whatever You Think Think the Opposite

“ARE YOU BEING REASONABLE
“ARE YOU BEING REASONABLE? Most people are reasonable; that’s why they only do reasonably well.” Source: Paul Arden, Whatever You Think Think the Opposite

“THE AGE OF UNREASON. Old golfers don’t win (it’s not an absolute, it’s a general rule). Why? The older golfer can hit the ball as far as the younger one. He chips and putts equally well. … So why does he take the extra stroke that denies him victory? Experience. He knows the downside, what happens if it goes wrong, which makes him more cautious. The younger player is either ignorant or reckless to caution. That is his edge. It is the same with all of us. Knowledge makes us play safe. The secret is to stay childish.” Source: Paul Arden, Whatever You Think Think the Opposite

[If you are a brilliant listener who rarely interjects the speaker will think you are brilliant—because he will have been listening to himself.] Source: Paul Arden, Whatever You Think Think the Opposite

“WHAT IS A GOOD IDEA. One that happens is. If it doesn’t, it isn’t. ”
“WHAT IS A GOOD IDEA? One that happens is. If it doesn’t, it isn’t.”* *Even a bad idea that happens is better than a “good idea” that doesn’t Source: Paul Arden, Whatever You Think Think the Opposite

“DON’T STAY TOO LONG IN A JOB. … FIRED
“DON’T STAY TOO LONG IN A JOB. … FIRED? IT’S THE BEST THING THAT CAN HAPPEN TO YOU.* (*You hated your situation anyway.) … DON’T GO TO UNIVERSITY. GO TO WORK.* (*Going to university usually means, ‘I don’t know what to do with my life, so I’ll go to university.’)” Source: Paul Arden, Whatever You Think Think the Opposite

“DON’T BE NEGATIVE ABOUT REJECTION
“DON’T BE NEGATIVE ABOUT REJECTION. When I was Creative Director at Saatchi’s I gave a young man a grilling for producing an underwhelming piece of work. Later in the day, somebody told me he was in his office crying. I went along to console him. I said, ‘Don’t worry, I was useless at your age too.’” Source: Paul Arden, Whatever You Think Think the Opposite

“SIMPLY CHANGE YOUR LIFE. The world is what you think of it
“SIMPLY CHANGE YOUR LIFE. The world is what you think of it. So think of it differently and your life will change.” Source: Paul Arden, Whatever You Think Think the Opposite

“The best piece of advice ever given was by the art director of Harper’s Bazaar, Alexey Brodovitch, to the young Richard Avedon, destined to become one of the world’s great photographers. The advice was simple: ‘ASTONISH ME.’ Bear these words in mind, and whatever you do will be creative.” Source: Paul Arden, Whatever You Think Think the Opposite

“Which slogan would you choose for the V&A
“Which slogan would you choose for the V&A? THE MUSEUM OF THE ARTS THE ART OF THE MUSEUM THE NEW V&A IT’S NOT FOR BORING OLD ARTS AN ACE CAFF WITH QUITE A NICE MUSEUM ATTACHED “In a museum, the first question is ‘Where’s the loo?’ the second is ‘Where is the café?’ A visit to a museum is an outing it should be entertaining as well as elevating. Curators have to conserve art, and directors are there to serve the public, the curators and themselves. So put yourself in their position. Which line are you going to choose? One which will be effective with the public, or one that preserves the dignity of the V&A? To her everlasting credit, Elizabeth Esteve-Coll, then Director of the V&A, chose the last line.” Source: Paul Arden, Whatever You Think Think the Opposite