Presentation is loading. Please wait.

Presentation is loading. Please wait.

NOTE: To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana.

Similar presentations


Presentation on theme: "NOTE: To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana."— Presentation transcript:

1 NOTE: To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana

2 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master Excellence. Always. part one (of 7) all you need to know (dwelling on the obvious) not your fathers world introduction to excellence. 19 October 2007

3 THE MASTER PRESENTATION: There are about 3,500 slides in this 7-part Master Presentation. The first six chapters are indeed meant add up to a logical, linear argument. Part I is context. Part II is devoted entirely to innovationthe sine qua non, as perhaps never before, of survival. In earlier incarnations of the master, innovation stuff was scattered throughout the presentationnow it is front and center and a stand-alone. Part III is a variation on the innovation themebut it is organized to examine the imperative (for most everyone in the developed world) of an ultra high value-added strategy. A value-added ladder (the ladder configuration lifted with gratitude from Joe Pine and Jim Gilmores Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of micro-marketing there are two macro-markets of astounding size that are dramatically under-attended by all but a few; namely women and boomers- geezers. Part V underpins the overall argument with the necessary bedrockTalent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Despite the logical argument, I think youd be better off if you thought of all this as I doan ENCYCLOPEDIA OF IDEAS. Various riffs are attached throughout which, though not perfect fits, serve my purpose as meat from which I cobble together a finance presentation in Bahrain … or a health-services lecture in Virginia. For example, the day I wrote this I spoke to an association made up of independent middle-size companies. I led off with a new section on the place for and power of middle-sized firms in general, featuring the German Mittelstandwhich is the basis for that countrys surprise ranking as the worlds #1 exporter. These agile players, residing in the ultimate high-wage nation, tend to own a niche courtesy astoundingly high-value-added products. This Mittelstand opener does not fit in the Master in a tidy fashion, but I want it to be available for future use and it works pretty well in the overall innovation argument hence its landing in Part II. The placement is not bad, but the point is that this idea is now available to meand youin my encyclopedia. And there you have it! 19 October 2007

4 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master* Excellence part two (of 7) innovate. Or. Die.

5 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master/ Excellence. Always./ part THREE (of 7) up, up, up, up … the value added ladder (raw materials-manufactured goods-services- solutions-experiences-dreams-lovemarks)

6 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master/ Excellence. Always./ part FOUR (of 7) new Markets (Stupendous Opportunity)

7 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master Excellence. Always. part FIVE (of 7) people! (Brand you. Talent. Health. Education.)

8 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master Excellence. Always. part six (of 7) leadership!

9 NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master* Excellence part Seven (of 7) excellence. summaries. Lists.

10 tompeters.com Slides at … tompeters.com

11 Welcome to Tom Peters PowerPoint World! Beyond the set of slides here, you will find at tompeters.com the last eight years of presentations, a basketful of Special Presentations, and, above all, Toms constantly updated Master Presentationfrom which most of the slides in this presentation are drawn. There are about 3,500 slides in the 7-part Master Presentation. The first five chapters constitute the main argument: Part I is context. Part II is devoted entirely to innovationthe sine qua non, as perhaps never before, of survival. In earlier incarnations of the master, innovation stuff was scattered throughout the presentation now it is front and center and a stand-alone. Part III is a variation on the innovation themebut it is organized to examine the imperative (for most everyone in the developed-emerging world) of an ultra high value-added strategy. A value-added ladder (the ladder configuration lifted with gratitude from Joe Pine and Jim Gilmores Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of micro-marketing there are two macro-markets of astounding size that are dramatically under- attended by all but a few; namely women and boomers-geezers. Part V underpins the overall argument with the necessary bedrockTalent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Part VII is a collection of a dozen Listssuch as Toms Irreducible 209, 209 things Ive learned along the way. Enjoy! Download! Stealthats the whole point!

12 We all agree your theory is crazy. The question, which divides us, is whether it is crazy enough. Niels Bohr, to Wolfgang Pauli

13 part one

14 NOTE: In what follows you will find a variety of openings. I mix and match from this section depending on the demographics, industry and nationality of the target audience.

15 Tom Peters X25* EXCELLENCE. ALWAYS. MASTER/Part ONE *In Search of Excellence

16 Story Lines.

17 Our Story Line Not your fathers world Big = Pitiful. Excellence. Always./only-ones -who-do-what-we-do. (what else?) Innovate. Or. Die. Up. Up. Up. Up. Up, Up, Up the Value Added Chain. (Raw materials. Goods. Services. Implemented-gamechanging Solutions. Scintillating experiences. Dreams come true. Lovemarks.) Stupendous-underserved New Markets (Women, Boomers & geezers) Talent = Brand. /You = Brand You. / educate-for-creativity Leading with passion & relentlessness (21 st Century Leadership. Ha.)

18 The Story Not your fathers world Big = Pitiful. Excellence. Always. (what else?) Innovate. Or. Die. Up, Up, Up the Value Added Chain. New Markets (Women, Boomers) Talent = Brand. Leading with passion

19 *Context/5/42/500/900. *Weeks of Whoops! * Built to Flop: Pitiful Performance! * Innovate. Or. die. *Value-added Ladder/ raw materials to lovemarks. *BEDROCK: MODEL PSF. *New Markets/ women. Boomers-geezers. * aside: Eternal Basics. *Talent. BRAND YOU. Education. *VIRAL Leadership.

20 Re-imagine! Speech: Story Line in 100 Words or Less 1. Wildly altered context (technology, China-India, global terrorism, etc) 2.Only answer: adaptive skills and bold-breathtaking innovation (top-line focus rather than cost-cutting focus) (top-line focus rather than cost-cutting focus) 3. Race way, way up the value-added curve (implemented game- altering solutions rather than services, experiences rather than transactions, and much more) 4. As part of value-added exercise, pursue Ripe & Enormous new marketsWomen, Boomers & Geezers 5. Radical (!!!) use of IS-IT 6.A Roster of Weird & Wondrous & Entrepreneurial Talent engaged in Wow Projects in Wow Projects 7.Metabolic Leadership (Passionate-Radical Leaders who instill a Discipline of Execution, a Quick Tempo-Adaptive Culture and an appetite to Eat Radical Change for Breakfast) an appetite to Eat Radical Change for Breakfast) (96 words by my count) (96 words by my count)

21 Bias/es: Trained by Mess-ists those with a non-linear view of the world. Hobbies are history & statistics.* Professional life, center of, Silicon Valley, Axiom2007: The older I get, the less boring the basics become. *Favorite book, Nassim Nicholas TalebFooled By Randomness

22 Palo Alto/30 California/35

23 *Entrepreneurial magnet *Talent in general *Critical mass *VCs (all levels) *Immigrants-Diversity *Research Universities *Climate-Way of life *Attitude! (Everything is possible!) *IBM? Who cares? *Etc

24 Bedrock.

25 Excellence can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible. is possible. Source: Anon. tompeters.com by K.Sriram, November 27, :17 AM)

26 Strive for Excellence. Ignore success. Strive for Excellence. Ignore success. Bill Young, race car driver (courtesy Andrew Sullivan)

27 profits, people or people, profits?

28 To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

29 Flash …

30 Flash … The Rich Get Richer

31 #1/100 #1/100 Best Companies to Work for /2005

32 Wegmans

33 Luiza Helena, Magazine Luiza

34 I have always believed that the purpose of the corporation is to be a blessing to the employees. Boyd Clarke

35 TP: TP: How to piss away $500,000 in one easy lesson!!

36 It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin

37 The last word: There is no last word.

38 Headline, Wall Street Journal, 3 October 2007: Wal*Mart Era Wanes Amid Big Shifts In Retail: Rivals Find Strategies To Defeat Low Prices; World Has Changed Sentence #1: The Wal*Mart Era, the retailers time of overwhelming business and social influence in America, is drawing to a close.

39 Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Yahoo … Home Depot … Microsoft … GE

40 EXCELLENCE. ASPIRATION

41 Why in the World did you go to Siberia? go to Siberia?

42 Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

43 The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow!

44 Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the wholehearted service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners potential in the wholehearted service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

45 Joanne Lipman, editor, on Portfolio BUSINESS IS ABOUT POWER. Joanne Lipman, editor, on Portfolio

46 TP: BUSINESS IS ABOUT...

47 enterprises that Matter & change the game … offer solutions & experiences that surprise, amaze, and transform perceptions of whats possible and stick like super-glue in customers minds.* such offerings are brilliantly conceived and flawlessly delivered by unconventional, creative, hyper- committed, energetic talent from within & outside the organization. Tom Peters E.g.: Apple, Whole Foods, Cirque du Soleil, Starbucks, Wegmans, London Drugs, Griffin Hospital/Planetree Alliance, John Laing Homes, RE/MAX, Sewell Autos, Jims Group, The Met/Big Picture, Virgin, Commerce Bank, Google, Basement Systems Inc., Ford (circa 1917), IBM (circa 1970), Wanamakers (circa 1880)enterprises that Matter & change the game … offer solutions & experiences that surprise, amaze, and transform perceptions of whats possible and stick like super-glue in customers minds.* such offerings are brilliantly conceived and flawlessly delivered by unconventional, creative, hyper- committed, energetic talent from within & outside the organization. Tom Peters E.g.: Apple, Whole Foods, Cirque du Soleil, Starbucks, Wegmans, London Drugs, Griffin Hospital/Planetree Alliance, John Laing Homes, RE/MAX, Sewell Autos, Jims Group, The Met/Big Picture, Virgin, Commerce Bank, Google, Basement Systems Inc., Ford (circa 1917), IBM (circa 1970), Wanamakers (circa 1880)

48 To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials.To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials. Richard Branson

49 Make sure your executive team includes top talent in design, engineering and manufacturing, because thats your only! priority to build! Cars! People! Want! to buy!. Hot styling sells them and quality keeps them sold. Lee Iacocca, Where Have All the Leaders Gone?

50 It suddenly occurred to me that in the space of two or three hours he never talke4d about cars. Les Wexner It suddenly occurred to me that in the space of two or three hours he never talke4d about cars. Les Wexner

51 Game plan: The unvarnished unvarnishedBasics

52 Hire Great People (Resilient, Passionate) Try a Lot of Stuff (S.A.V./R.F.A.) Enjoy It While It Lasts

53 Toms Change Rules Cause. (pissed off.) Try it. (S.A.V.) Fail. Forward. Fast. Quests. Demos. Heroes. Stories. Boonies. (Parallel universe.) Ability. Wow. Insanely great. Sell! Sell! Sell! Master politics!

54 "Because we are such poor implementors does not mean laws of success [underpinning built to last] do not exist. laws of success [underpinning built to last] do not exist. Comment at tompeters.com ( ) Bingo. nothing amuses me more than, "It's just an implementation problem.* Good God, an implementation problem.* Good God, that's the whole damn reason we wrote In Search of Excellence 25 years ago! In Search of Excellence 25 years ago! M c Kinsey invented "perfect" strategiesIt was just that our clients were too stupid to implement!!! It reminds me of the great ad man David Ogilvy, "If it doesn't sell it was a bad aD regardless of the prizes it won. Implementation is the all-important "last 99%" per me. Companiese.g. GMcould indeed last forever, save for lousy implementation.** *The close kin, an old joke, This would work fine if it werent for the damn people. **FYI, I apparently wrote, at Stanford, the first doctoral dissertation on … implementation. Needless to say, all this is near & dear to on … implementation. Needless to say, all this is near & dear to my heartand has been for almost 40 years.

55 The Big Three Justas The strategy is right. Its just a communications problem. The plan is dead onits just an implementation problem. Look, weve got the strategy rightwe just need to fix the people bit.

56 Excellence! Always! Soft is hard. Hard is soft. (People, customers hard, #s soft) 25 (Blinding flash of the obvious) Wow! (Passion! Enthusiasm! Hot language! Insanely greatSteve Jobs) Wow EVERYWHERE (Jims Group, Basement Systems Inc) Innovate. Or die. Top line obsession!!! (C R O/Chief Revenue Officer; Sales>Marketing; cost cutting = death spiralVH) Innovation = Mess (What makes God laugh? People making plans.) 1/100 (Big over-rated/Mega-mergers destroy value/Built to last chimera Built to last v Built to rock the world (TPs love affair with Netscape) Last word = There is no last word! 0/800 (We are who we hang out with/Weird for weird times) Lead the customer! Whacky Wild WikiWorld! (Electronic planetary scrum.) Try stuff!!!!!!!!! (R.F.A., S.A.V.) (Ready. Fire. Aim. Screw Around Vigorously.) Fail. Forward. Fast. (Reward excellent failures. Punish mediocre successes.) Try MORE stuff!!! (You miss 100% of the shots you dont take.) Parallel Universe (Jill Ker Conway, Starbucks 1%, Intel V.C. fund, China!) 4/40 (4 learnings in 40 years: Decentralization, Execution, Accountability, 6:15AM) Lord Nelson (Other admirals more afraid of losing …) Up, Up, Up the VA Ladder (Solutions/PSF, Experience; Dreamketing; Lovemark) Women rule! (Buy all ! Control all wealth! Better leaders!) $15,000,000,000,000/7 of 13 (Boomers. Geezers. Wealth. Half of life still to go) Brand You (Or else!) PSF!!! (All) Talent = Brand (Leaders do people, connoisseur of talent, Send em on bold Quests, HR rules! PeopleX$$$ ) (Think: Wegmans ) 195,000 (Healthcare: Quality-Safety/EMR/DSS, Prevention-Wellness, Public Health #1!) Teach to test = Evil! (The Creative Age is a wide-open game. Leadership/12Ps (Purpose. Passion. Potential. Presence. Personal. Pissed off. Playful. Persistence. People. Peculiar. Potent. Positive.) Do one thing every day that scares you. (Eleanor Roosevelt) Basics! (Decency. Flowers. Grace. Respect. Servant. Host. Etc.) Excellence! Always! Soft is hard. Hard is soft. (People, customers hard, #s soft) 25 (Blinding flash of the obvious) Wow! (Passion! Enthusiasm! Hot language! Insanely greatSteve Jobs) Wow EVERYWHERE (Jims Group, Basement Systems Inc) Innovate. Or die. Top line obsession!!! (C R O/Chief Revenue Officer; Sales>Marketing; cost cutting = death spiralVH) Innovation = Mess (What makes God laugh? People making plans.) 1/100 (Big over-rated/Mega-mergers destroy value/Built to last chimera Built to last v Built to rock the world (TPs love affair with Netscape) Last word = There is no last word! 0/800 (We are who we hang out with/Weird for weird times) Lead the customer! Whacky Wild WikiWorld! (Electronic planetary scrum.) Try stuff!!!!!!!!! (R.F.A., S.A.V.) (Ready. Fire. Aim. Screw Around Vigorously.) Fail. Forward. Fast. (Reward excellent failures. Punish mediocre successes.) Try MORE stuff!!! (You miss 100% of the shots you dont take.) Parallel Universe (Jill Ker Conway, Starbucks 1%, Intel V.C. fund, China!) 4/40 (4 learnings in 40 years: Decentralization, Execution, Accountability, 6:15AM) Lord Nelson (Other admirals more afraid of losing …) Up, Up, Up the VA Ladder (Solutions/PSF, Experience; Dreamketing; Lovemark) Women rule! (Buy all ! Control all wealth! Better leaders!) $15,000,000,000,000/7 of 13 (Boomers. Geezers. Wealth. Half of life still to go) Brand You (Or else!) PSF!!! (All) Talent = Brand (Leaders do people, connoisseur of talent, Send em on bold Quests, HR rules! PeopleX$$$ ) (Think: Wegmans ) 195,000 (Healthcare: Quality-Safety/EMR/DSS, Prevention-Wellness, Public Health #1!) Teach to test = Evil! (The Creative Age is a wide-open game. Richard Florida) Leadership/12Ps (Purpose. Passion. Potential. Presence. Personal. Pissed off. Playful. Persistence. People. Peculiar. Potent. Positive.) Do one thing every day that scares you. (Eleanor Roosevelt) Basics! (Decency. Flowers. Grace. Respect. Servant. Host. Etc.)

57 This I Believe: Toms Super-TIB25 1. TECHNICOLOR Times. 2. Passion! Enthusiasm! Energy! 3. Action/R.F.A./O.O.D.A. Speed. 4. Screw-ups. BIG SCREW-Ups! 5. Mess! Improv! 6. Revolution! Re-imagine! 7. INNOVATE OR DIE! 8. Decentralize! 9. Bulk is BULL! (Mergers dont work. FOCUS Does!) 10 Different > Better 11. eALL/Power Tools for Power Strategies! 12. Forgetting/Destruction. 13. Hot Language Matters! 14. WOW!/WOW Projects. 15. VA Bedrock: The PSF. (Professional Service Firm.) 16. Daring. 17. Talent Time! Leaders Do People! 18. Talent+/Diversity. 19. Talent++/Women Rule! 20. Brand You Universe. 21. Design! 22. Gasp-worthy Experiences/Lovemarks. 23. New Market Demographics/Women/Boomers & Geezers/Green/Wellness. 24. Grace. 25. EXCELLENCE!

58 Sir Richards Rules Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune/10.03

59 All you need to know …

60 25

61 The magic number 25. Mbwa. Calendars never lie. Excellence. Always. Tom Peters/

62 25

63 Though his empire is enormous, and his executive team strong, Starbucks founder Howard Schultz still … religiously … visits at least 25 Sbucks shops … per week! Regardless of our size, he told me, we still sell it one-cup-at-a-time, one customer-at-a-time, one server-at- a-time. I need to see it and touch it and feel it.

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

65 When Bob Waterman and I wrote In Search of Excellence in 1982, business was by the numbersand the Americans were struggling (to put it mildly) with hands on, tactile stuff, like Japanese quality. Then, at Hewlett Packard, we were introduced to the famed HP Way, the centerpiece of which was in-touch management. HP had a term for this … MBWA. (Managing By Wandering Around.) Bob and I fell in immediate love. Not only was the idea per se important and cool, but it symbolized everything we were coming to cherishenterprises where bosses- leaders were in immediate touch with and emotionally attached to workers, customers, the product. The idea is as important or more important in fast-paced 2007 as it was in 1982.

66 You = Your calendar* *Calendars never lie

67 All we have is our time. The way we spend our time is our priorities, is our strategy. Your calendar knows what you really care about. Do you?

68 You must be the change you wish to see in the world. You must be the change you wish to see in the world. Gandhi

69 Its always showtime. Its always showtime. David DAlessandro, Career Warfare

70 20-minute rule 20-minute rule Craig Johnson/30 yrs

71 Craig Johnson, a famed Venture Capitalist for three decades … refuses to invest in companies that are more than a 20-minute drive from his office. To guide them through the serpentine path ahead, he insists that he must be in constant touch as banker, advisor, friend.

72 >70 >70 * *Hank Paulson, China visits, Fortune

73 China is clearly our most important economic partner. Our dialog with China was not what it might have been when Hank Paulson took over as Secretary of the Treasury. Immediate improvement occurred for numerous reasons, not least of which were Paulsons SEVENTY TRIPS to China while at Goldman Sachs.

74 I called 60 CEOs in the first week of the year] to wish them happy New Year. … Hank Paulson, former CEO, Goldman Sachs I called 60 CEOs in the first week of the year] to wish them happy New Year. … Hank Paulson, former CEO, Goldman Sachs Source: Fortune, Secrets of Greatness,

75 MBWA, Grameen Style! Conventional banks ask their clients to come to their office. Its a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials. Source: MBWA, Grameen Style! Conventional banks ask their clients to come to their office. Its a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials. Source: Muhammad Yunus, Banker to the Poor

76 You must be the change you wish to see in the world. You must be the change you wish to see in the world. Gandhi

77 Its always showtime. Its always showtime. David DAlessandro, Career Warfare

78 … a blinding flash of the obvious Manny Garcia

79 All this [this little riff] is indeed, as seminar participant and leading Burger King franchisee Many Garcia once said to me, obvious.* But observation over four decades** suggests that amidst the hubbub and travails of a typical days work, the so- called obvious is often-usually left unattended. For perfectly good reasons, another week passes without a visit to our equivalent of the Starbucks shops or HP R&D labs, without the equivalent to Hank Paulsens How ya doin? call to a key customer. My [Tom Peters] Job One in life? Remind busy folks of the obvious! *Manny Garcia/1983: Tom, I hope you wont be insulted when I say this was the best seminar Ive ever been toand it was a blinding flash of the obvious. **I had two commanding officers during my two Vietnam tours in U.S. Naval Mobile Construction Battalion NINE. One was a Shultz look-alikeinstinctively in the field. The other was an in the office leader. The one produced. The other didnt. At age 24 I learned an incredible life lesson, though I couldnt describe it well until tripping over HPs MBWA/Managing By Wandering Around.

80 The older I get the less boring the basics become!

81 The Primitives: Carlos [Slim] n Warren [Buffett]

82 The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. Marcus Buckingham, The One Thing You Need to Know

83 All you need to know … except for …

84 Conrad Hilton, at a gala celebrating his life, was asked, What was the most important lesson youve learned in your long and distinguished career? His immediate answer: remember to tuck the shower curtain inside the bathtub

85 This is it: All you need to know …

86 Thank you !!!

87 Thank you Ann !!!

88 FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

89 Jim Jeffords oversight! The … Jim Jeffords oversight!

90 Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Henry Clay

91 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. 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.

92 Be kind, for everyone you meet is fighting a great battle. Philo of Alexandria

93 The Managers Book of Decencies: How Small /gestures Build Great Companies. The Managers Book of Decencies: How Small /gestures Build Great Companies. Steve Harrison, Adecco

94 W. Donald Schaefer 1921-Forever He Cared

95 William Donald Schaefer Mayor of Baltimore He Cared.

96 The Managers Book of Decencies: How Small gestures Build Great Companies. The Managers Book of Decencies: How Small gestures Build Great Companies. Steve Harrison, Adecco Servant Leadership Servant Leadership Robert Greenleaf One: The Art and Practice of Conscious Leadership (What would happen if we looked at a customer and saw the face of God in them?) One: The Art and Practice of Conscious Leadership Lance Secretan, founder of Manpower, Inc. (What would happen if we looked at a customer and saw the face of God in them?)

97 What would happen if we looked at a customer and saw the face of God in them? To most people it sounds like a lofty idea. But if you see the face of God in a flower, why wouldnt you see it in the face of a customer? If we treated customers and honored the God within themif we loved them we would not need a quality program. What would happen if we looked at a customer and saw the face of God in them? To most people it sounds like a lofty idea. But if you see the face of God in a flower, why wouldnt you see it in the face of a customer? If we treated customers and honored the God within themif we loved them we would not need a quality program. Lance Secretan, founder of Manpower, Inc., and most recently author of One: The Art and Practice of Conscious Leadership

98 Respect. Decency. Wee Gestures.

99 Consult everyone on everything Thank you note carpet bombing Source: Roger Rosenblatt, Rules for Aging Success … Consult everyone on everything Thank you note carpet bombing Source: Roger Rosenblatt, Rules for Aging

100 This is it: All you need to know …

101 R.O.I.R

102 Return On Investment In Relationships

103 network. Breadth. Depth. Recruitment strategy. Maintenance scheme.

104 C(I) > C(E) C(I) > C(E)

105 Master the intricacies of the system Tom DeLay (Al Smith, LBJ)

106 You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you. You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you. Dale Carnegie

107 LeadersSERVE people. Period. LeadersSERVE people. Period. Anon.

108 Servant Leadership/Robert Greenleaf Servant Leadership/Robert Greenleaf 1. Do those served grow as persons? persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?

109 TP: People are always ready to tell their story! See also: The story leaners edge (Steve Farber) The dream manager (Matthew Kelly)

110 No matter what the situation, [the great managers] 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

111 We are a Life Success Company. We are a Life Success Company. Dave Liniger, founder, RE/MAX

112 Cause (worthy of commitment) Space (room for/encouragement for initiative) Decency (respect, humane)

113 To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

114 TP: How to piss away $500,000 in one easy lesson!!

115 Consult everyone on everything Thank you note carpet bombing Source: Roger Rosenblatt, Rules for Aging Success … Consult everyone on everything Thank you note carpet bombing Source: Roger Rosenblatt, Rules for Aging

116 Fred Reichhelds The Ultimate Question : Customer satisfaction is best measured* by one simple question, how likely are you to recommend ______ to a friend? * Net Promoter Score

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

118 This is it: All you need to know …

119 Do one thing every day that scares you. Do one thing every day that scares you. Eleanor Roosevelt

120 NOTE: you will discover that the prior slide appears time and time again in this presentation.

121 Intelligent question: Pretty much know the answer. Dumb question: (1) Dumb (you perceived as fool) or (2) the source of a true insight/all knowledge. Axiom: No dumb questions, no progress!

122 Im not comfortable unless Im uncomfortable. Im not comfortable unless Im uncomfortable. Jay Chiat

123 Every time we come to a comfort zone, we will find a way out. No Cloning. Reinvent the brand with each new show. A typical day at the office for me begins by asking, What is impossible that I am going to do today? Daniel Lamarre, president, Cirque du Soleil Cirque du Soleil

124 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

125 There are people who prefer to say Yes, and there are people who prefer to say No. Those who say Yes are rewarded by the adventures they have, and those who say No are rewarded by the safety they attain. Improv Wisdom: Dont Prepare, Just Show Up, Patricia Ryan Madson ( … yes I said yes I will Yes.James Joyce, Ulysses)There are people who prefer to say Yes, and there are people who prefer to say No. Those who say Yes are rewarded by the adventures they have, and those who say No are rewarded by the safety they attain. Improv Wisdom: Dont Prepare, Just Show Up, Patricia Ryan Madson ( … yes I said yes I will Yes.James Joyce, Ulysses)

126 This is it: All you need to know …

127 1 Person! Wendy Kopp, Princeton senior (1989) Teach America (19,000-2,400) 10% Dartmouth, Yale 17,000 to date Principal hirer of college graduates One of the few jobs that people pass up Goldman Sachs for is Teach America (Edie Hunt, HR) 1 Person! Wendy Kopp, Princeton senior (1989) Teach America (19,000-2,400) 10% Dartmouth, Yale 17,000 to date Principal hirer of college graduates One of the few jobs that people pass up Goldman Sachs for is Teach America (Edie Hunt, HR) Source: Fortune,

128 Bonus …

129 P [Residual] =.0004* *4/10,000 [.02 X.02]

130 1982 (-) = 200 Years (+)

131 Bonus …

132 Sergey + Larry > Harvard/370 New Economy?! Sergey + Larry > Harvard/370

133 Truly, truly All you need to know …

134 Women Forget China, India and the Internet: Economic Growth Is Driven by Women. Headline, Economist, April 15, 2006, Leader, page 14

135 Truly All you need to know …

136 80,000,000* * N America, W Europe, Japan (800,000,000)

137 All you need to know …

138 New Zealand 2007

139 Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo microsoft wal*mart ??? ???

140 The last word: There is no last word.

141

142 Headline, Wall Street Journal, 3 October 2007: Wal*Mart Era Wanes Amid Big Shifts In Retail: Rivals Find Strategies To Defeat Low Prices; World Has Changed Sentence #1: The Wal*Mart Era, the retailers time of overwhelming business and social influence in America, is drawing to a close.

143 Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Yahoo … Home Depot … Microsoft … GE

144 We may not be interested in chaos but chaos is interested in us. Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

145 All you need to know …

146 The last word: There is a last word.

147 Make sure your executive team includes top talent in design, engineering and manufacturing, because thats your only! priority to build! Cars! People! Want! to buy! Hot styling sells them and quality keeps them sold. Lee Iacocca, Where Have All the Leaders Gone?

148 Radio City Music Hall September 2005

149 crave Franchise Lost! TP: How many of you [600] really crave a new Chevy?

150 JUSWHATIZZITUMAKE? My (Less) Dinner with Henri JUSWHATIZZITUMAKE?

151 JUST WHAT IS IT YOU MAKE?????? My (Less) Dinner with Henri JUST WHAT IS IT YOU MAKE??????

152 What would happen if I made a movie I actually looked forward to seeing? Not long ago, I heard one studio chief utter the unthinkable: What would happen if I made a movie I actually looked forward to seeing? Peter Bart, Editor in Chief, Variety; former Paramount exec, Hollywoods Model Doesnt Produce Art, or Much Profit (NYT/ )

153 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 brought forth for my daughter Alice, age 17, because of this deal?

154 Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers 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?

155 All you need to know …

156 Single greatest act of pure imagination

157 24%

158 dubai

159 Dubai the next hot location for Hollywood headline, EmiratesToday, (spurred by Syriana)Dubai the next hot location for Hollywood headline, EmiratesToday, (spurred by Syriana)

160 … joint venture …worlds largest shopping zone …Khaleej Times, Dubai/UAE, … joint venture …worlds largest shopping zone …Khaleej Times, Dubai/UAE,

161 Barneys New York Sold to Dubai Government for $825 Million Source: Headline, New York Times, Barneys New York Sold to Dubai Government for $825 Million Source: Headline, New York Times,

162 Copper Thieves Cause Havoc for CommutersThe Guardian (London) Billion Dollars: Contributing to the Development of Knowledge and Culture Mohammed Bin Rashid Al Maktoum Foundation (FT, ) *Last week: Saudis buy GE Plastics for $13B; China govt investment firm buys 10% of Blackstone Group

163 All you need to know …

164 NOT YOUR FATHERS WORLD! NOT YOUR FATHERS WORLD!

165 Copper Thieves Cause Havoc for CommutersThe Guardian (London)

166 Chicagolands Mystery Disappearances …

167 Chinas share of global consumption/2005: Cement … 47% Cotton … 37% Coal … 30% Steel … 26% Source: BusinessWeek/08.05

168 26 m* 26 m* *60,000/3 yrs

169 43 h* 43 h* *200/yr

170 1 Houston/ Month/15

171 5 (Years) /42 (New Airports)

172 Chinas share of global consumption/2005: Cement … 47% Cotton … 37% Coal … 30% Steel … 26% Source: BusinessWeek/08.05

173 S & P 500, circa 2007: >50% of revenue from outside the U.S., first time Source: NYT,

174 200 cities with >1,000,000 population. Source: China Takes Off, David Hale & Lyric Hughes Hale/Foreign Affairs

175 china and India set sights on moon mission Source: Headline/FT/

176 Non-intervention is our brand, like intervention is the Americans brand, Zhou Yuxiao, Chinese diplomat on a mission in Africa (U.S. News & World Report, )

177 THREE BILLION NEW CAPITALISTS THREE BILLION NEW CAPITALISTS Clyde Prestowitz

178 Schools & Shifting Tectonic Plates In: "economics, technology, social customs and globalization." Out: Socialism in general ("one short chapter"). Chinese communism before the 1979 economic revolution ("a sentence"). Mao ("only once, in a chapter on etiquette"). Source: The New York Times, p1, , on reported on revised history textbooks for high school seniors in Shanghai, China.

179 Let China sleep, for when she awakes she will shake the world. Source: NapoleonLet China sleep, for when she awakes she will shake the world. Source: Napoleon

180 APPARENTLY, NOT YOUR WORLD, EITHER! APPARENTLY, NOT YOUR WORLD, EITHER!

181 40,000,000/20 [Former Fed Vice-chairman Alan] Blinder … remains an implacable opponent of tariffs and trade barriers. But now he is saying loudly that a new industrial revolution communication technology that allows services to be delivered from afarwill put as many as 40 million American jobs at risk of being shipped out of the country in the next decade or two.* Wall Street Journal /0328 *Blinder: 40 million =only the tip of a very big iceberg. of a very big iceberg.

182 Income Confers No Immunity as Jobs Migrate Income Confers No Immunity as Jobs Migrate Headline/USA Today/

183 (500 of 900 Research) Deutsche Bank Moves Half of Its Back-office Jobs to India/ headline/FT/0327 (500 of 900 Research)

184 There is no job that is Americas God-given right anymore. Carly Fiorina/HP/January2004

185 Outsourcing Your Life: Taking Your To-do List Global Wall Street Journal, Pursuits, (e.g., review bids for kitchen design, Philippines; softball team logo, Bangalore, math tutor at $4 per hour vs $41, etc.)

186 America, like everyone else, must get used to being a loser as well as a gainer in the global economy. In the end, the 21 st century is unlikely to be the American Century. When the Chinese Consumer Is King/New York Times/ The notion that God intended Americans to be permanently wealthier than the rest of the world, that gets less and less likely as time goes on. Robert Solow, Nobel laureate in economics/New York Times/

187 In Store: International Equality, Intranational Inequality The new organization of society implied by the triumph of individual autonomy and the true equalization of opportunity based upon merit will lead to very great rewards for merit and great individual autonomy. This will leave individuals far more responsible for themselves than they have been accustomed to being during the industrial period. It will also reduce the unearned advantage in living standards that has been enjoyed by residents of advanced industrial societies throughout the 20 th century. James Davidson & William Rees-Mogg, The Sovereign Individual

188 There is no job that is _____s God- given right anymore.

189 2003: 98% U.S. 2005: U.S. 150; Shanghai 500

190 Level 5 (top) certification/ Carnegie Mellon Software Engineering Institute: 35 of 70 companies in world are from India Source: Wired

191 8 … in Thailand One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India. Source: The Straits Times/2003

192 Teenagers in India have big ambitionsand the confidence to matchTeenagers in India have big ambitionsand the confidence to match headline/Fortune

193 Short on Priests, U.S. Catholics Outsource Prayer to Indian Clergy Short on Priests, U.S. Catholics Outsource Prayer to Indian Clergy Headline, New York Times (Special intentions, $.90 for Indians, $5.00 for Americans)

194 Ogre to Slay? Outsource It to Chinese (New York Times, page 1news section). The factory: Fuzhou, China. The workers: youngsters logging 12- hour shifts. Their clientele: youngsters from Seoul to San Francisco. The work: The Chinese youngsters are playing the early levels of video games for their affluent clients, who want to avoid the pain and time associated with those annoying first few levels.

195 What strategic motto will dominate this transition from nation-state to market- state? If the slogan that animated the liberal, parliamentary nation-states was make the world safe for democracy, what will the forthcoming motto be? Perhaps making the world available, which is to say creating new worlds of choice and protecting the autonomy of persons to choose. Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History What strategic motto will dominate this transition from nation-state to market- state? If the slogan that animated the liberal, parliamentary nation-states was make the world safe for democracy, what will the forthcoming motto be? Perhaps making the world available, which is to say creating new worlds of choice and protecting the autonomy of persons to choose. Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

196 better material welfare vs. maximize the opportunity of its people Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

197 The facts of (messy) life …

198 It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin

199 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 AncestorsActive 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

200 Natural selection is death.... Without huge amounts of death, organisms do not change over time.... Death is the mother of structure.... It took four billion years of death... to invent the human mind... The Cobra Event

201 One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished. anything, not to turn back, or stop, until the thing intended was accomplished. Grant

202 [other] admirals more frightened of losing than anxious to win On NELSON: [other] admirals more frightened of losing than anxious to win

203 The only way to whip an army is to go out and fight it. The only way to whip an army is to go out and fight it. Grant Source: John Mosier, Grant

204 recognized the value of momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddlerecognized the value of momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddle Jean Edward Smith/GRANT

205 The Creative Age is a wide open game. The Creative Age is a wide open game. Richard Florida, The Rise of the Creative Class

206 Creativity Index: The 3 Ts T echnology (HT Index/firms & $$$, Innovation Index/patent growth) T alent (% with bachelors degrees+) T olerance (Melting Pot Index/foreigners, Bohemian Index/artists et al., Gay Index/rel. #s) Source: Richard Florida, The Rise of the Creative Class

207 The Memphis Manifesto*: Building a Community of Ideas 1. Cultivate & reward creativity. 2. Invest in the creative ecosystem. 3. Embrace diversity. 4. Nurture the creatives. 5. Value risk-taking. 6. Be authentic (emphasize uniqueness) 7. Invest in and build on quality of place. 8. Remove barriers to creativity. 9. Take responsibility for change. Development as D.I.Y. 10. Ensure that every person, especially children, has the right to creativity. Become a Steward of creativity. * 2003/The Creative 100/Memphis Source: Richard Florida, The Rise of the Creative Class

208 THE FUTURE BELONGS TO … SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND … AND WHO IGNORE THE TEMPTATION OFOR DO NOT HAVE THE OPTION OFEXPLOITING NATURAL RESOURCES. Source: Juan Enriquez/As the Future Catches You

209 AS A DEVELOPING COUNTRY … YOU CAN LOWER INFLATION … REDUCE CORRUPTION … CUT YOUR BUDGET … PRIVATIZE … AND STILL NOT GET RICH. BECAUSE YOU ARE NOT GENERATING KNOWLEDGE … JUST PRODUCT. (North America, Western Europe, and Japan generated 84 percent of all scientific papers published during 1995.) Source: Juan Enriquez/As the Future Catches You

210

211 Hunting for the high ground …

212 NZ = Design Excellence Better By Design: A National Strategy NZ = Design Excellence

213 We have to move up the value chain and focus increased efforts on becoming a knowledge-based, entrepreneurial economy if we are to prosper in the medium to long term. Tony Dromgoole, Chief Executive, Irish Management Institute

214 managed asset reflation Thaksinomics (after Thaksin Shinawatra) Bangkok Fashion City: managed asset reflation (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/2004

215 Taiwan, Your Partner in InnoValue Taiwan, Your Partner in InnoValue Poster/Bucharest/03.06

216 THE FUTURE BELONGS TO … SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND THE FUTURE BELONGS TO … SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND … AND WHO IGNORE THE TEMPTATION OFOR DO NOT HAVE THE OPTION OFEXPLOITING NATURAL RESOURCES. Source: Juan Enriquez/As the Future Catches You

217 Avoiding the Crush: For countries to climb the economic ladder they need strategies to get around China Beijings industrial dominance has forced middle-income nations such as the Philippines to complement rather than compete withthe wares of the Middle Kingdom Source: Headline, FT,

218 FYI

219 China : Timberland = Farmer : Campbell Soup

220 Hold You Horses … Hold You Horses … *60% of U.S. foreign investment goes to Europe Europe *U.S. investment in the smaller European nations [e.g. Belgium, Ireland] > U.S. nations [e.g. Belgium, Ireland] > U.S. investment in China or India. investment in China or India. *2/3rds of European foreign investment is in the U.S. *Europes investment in Georgia, Indiana and Texas > U.S. investment in China and Texas > U.S. investment in China and Japan combined. and Japan combined. Source: Newsweek,

221 All you need to know …

222 0/800

223 0/800: normal!

224 Keep Austin Weird

225 F(Anger/Passion) >>>> f(Pushback from Threatened Fat-cats & Bureau-crats)

226 Intelligent people can always come up with intelligent reasons to do nothing. Scott Simon

227 Honestly, All you need to know …

228 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

229 All you need to know …

230 Excellence can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible. is possible. Source: Anon. tompeters.com by K.Sriram, November 27, :17 AM)

231 Strive for Excellence. Ignore success. Strive for Excellence. Ignore success. Bill Young, PR driver (courtesy Andrew Sullivan)

232 Life is occupied in both perpetuating itself and in surpassing itself. If all it does is maintain itself, then living is only not dying. Life is occupied in both perpetuating itself and in surpassing itself. If all it does is maintain itself, then living is only not dying. Simone de Beauvoir … Longevity has its place, but Im not concerned about that now. I just want to do Gods will, and Hes allowed me to go up the mountain. And Ive looked over. And I have seen the Promised Land. And I dont mind. … I may not get there with you. … And I dont mind. … I may not get there with you. … MLK/Memphis

233 Really, really All you need to know …

234 Enemy #1 I.C.D. Note 1: Inherent/Inevitable/ Immutable Centralist Drift Note 2: Jim Burkes 1-word vocabulary: No.

235 No problems = No progress. [Period.]

236 Life 101: A 40-year Reflection Go on offense. Give everybody a shot. Decentralize. Try a bunch of stuff. Make it up as you go along. Get some stuff wrong. Laugh a lot. Get some stuff right. Become a success. Extract lessons learned or best practices. Thicken the Book of Rules for Success. Become evermore serious. Enforce the rules to increasingly tight tolerances. Go on defense. Install walls. Protect-at-all-costs todays franchise. Centralize.Calcify. Install taller walls. Write more rules. Become irrelevant and-or die.

237 Really, really All you need to know …

238 try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.

239 What makes God laugh?

240 People making plans!

241 NOTE: you will discover that the prior slide appears time and time again in this presentation.

242 READY. FIRE! AIM. READY. FIRE! AIM. Ross Perot (vs Aim! Aim! Aim! /EDS vs GM/1985)

243 S.A.V.

244 Paul Allaire/Xerox: We are in a brawl with no rules. TP: Theres [literally] only one possible answer … S crew A round V igorously !

245 Fail. Forward. Fast. Fail. Forward. Fast. High Tech CEO, Pennsylvania

246 You miss 100% of the shots you never take. WayneGretzky You miss 100% of the shots you never take. Wayne Gretzky

247 The secret of fast progress is inefficiency, fast and furious and numerous failures. The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly

248 Innovation: Get mad. Start Doing something about it. Now.

249 Tom Peters X25* EXCELLENCE. ALWAYS. *In Search of Excellence

250 EXCELL- ENCE???? EXCELL- ENCE????

251 Buy a very large one and just wait. I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious: Buy a very large one and just wait. Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

252 Low Risk 41% 13% High Risk35% 73% S&P Stability Ratings* Low Risk 41% 13% Average Risk 24% 14% High Risk 35% 73% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006)

253 Axiom: We have met the enemy and he is us. Axiom: The adaptive capabilities of big corporations taken as a whole is problematic [read: pathetic]. Antidote: The answer is 75% internal. To sustain/win, we must first and foremost and in perpetuity beat back the forces of darknesssize and inertia and fear and timidity and over-complexity.

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

255 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to Forbes100 from 1917 to 1987 : 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

256 0 for 60 China. Iran/79. USSR/bomb/49. Eastern Europe/90. S Korea/50. Cuba/62. Arab- Israeli/73. Afghanistan/79. USSR/1989. Kuwait/90. India/98. WMDs/ Etc. Source: Legacy of Ashes* **, Tim Weiner *Eisenhower **The agency has a great reputation but a terrible record.Donald Gregg, natl security advisor, VP Bush

257 I.E.: our best and brightest … arent.

258 Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times/

259 Its just a fact: Survivors underperform. Dick Foster

260 The difficulties … arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourishand old ones to die a timely death. … We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. … The current apocalypsethe transition from a state of continuity to state of discontinuityhas the same suddenness [as the trauma that beset civilization in 1000 A.D.] Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly)

261 Top half 30 Welcome to the Club of Shattered Dreams: Of Koreas Top 100 companies in 1955, only 7 were still on the list in The 1997 crisis destroyed half of Koreas 30 largest conglomerates. Source: KET Issue Report, Kim Jong Nyun ( )

262 GM 25 /50-75: Built to last????

263 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

264 Success Kills! The more successful a company, the flatter its forgetting curve. Gary Hamel and C.K. Prahalad Success Kills! The more successful a company, the flatter its forgetting curve. Gary Hamel and C.K. Prahalad

265 Corporate Senility! Wanted * ** : Corporate Senility! *Desperately! ** The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out. Dee Hock

266 It is generally much easier to kill an organization than change it substantially. Kevin Kelly, Out of Control

267 Biters Bit: How Web Giants Are Losing Business as Startups Scurry In.FT, (The disruptive innovators of the first Silicon Valley boom may be failing to keep up with a new wave of arrivals.)

268 C.E.O. C.D.O. C.E.O. to C.D.O.

269 Implication Go for it! (Practical) Implication? Go for it! (Why not alternative is slow death, at best)

270 Data drawn from the real world attest to a fact that is beyond our control: Everything in existence tends to deteriorate. Norberto Odebrecht, Education Through Work

271 Everything in existence tends to deteriorate/ Buy a very large one and just wait = License (Mandate!) for Radical Approaches

272 Joe J. Jones 1937 – 2007 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDNT LET HIM!

273 Thomas J. Peters 1942-No rush ! In Toms world, its 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

274 BIAS. BUILT. TO. LAST. NOT.

275 TP#1*: Netscape! *Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someonee.g., grandchildthat you worked?)

276 Built to Change/Rock the World Built to Last vs Built to Change/Rock the World

277 The last word: There is no last word.

278 Maybe not enough fail. Whenever you fail, it means youre trying new things. RMcK: A lot of companies in the Valley fail. RN: Maybe not enough fail. RMcK: What do you mean by that? RN: Whenever you fail, it means youre trying new things. Source: Fast Company

279 Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown. Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown. Kevin Kelly, New Rules for the New Economy

280 Q4/ ,000 Source: Barrons

281 Q4/ ,000 = ? Source: Barrons

282 Q4/ ,000 = +7,700,000 -7,200,000 Source: Barrons

283 Five hundred years before Christ in a little town on the far western border of the settled and civilized world, a strange new power was at work. … Athens had entered upon her brief and magnificent flowering of genius which so molded the world of mind and of spirit that our mind and spirit today are different. What was then produced of art and of thought has never been surpassed, and the stamp of it is upon all the art and all the thought of the Western world. Edith Hamilton, The Greek Way

284 Headline, Wall Street Journal, 3 October 2007: Wal*Mart Era Wanes Amid Big Shifts In Retail: Rivals Find Strategies To Defeat Low Prices; World Has Changed Sentence #1: The Wal*Mart Era, the retailers time of overwhelming business and social influence in America, is drawing to a close.

285 SET THE AGENDA * Great Companies … SET THE AGENDA. * * disturb the sleep of …

286 US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon … Sony … Amgen … BMW … CNN … Nike AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

287 Built to Last v. Built to Flip The problem with Built to Last is that its a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility. Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish. Fast Company

288 The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Built to Last vs Built for Impact But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Kjell Nordström and Jonas Ridderstråle, Funky Business

289 The difficulties … arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourishand old ones to die a timely death. … We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. … The current apocalypsethe transition from a state of continuity to state of discontinuity has the same suddenness [as the trauma that beset civilization in 1000 A.D.] Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly)

290 BUILT TO … DETERIORATE! When it comes to investing, Im old school. Buy a good stock, stick it in the drawer and when you check back years later the stock should be worth more. Theres only one problem. When I checked the drawer recently it was full of clunkers, including Lucent, down 94 percent from its 1999 high. Maybe once upon a time buy and hold was a viable strategy. Today, it no longer makes sense.Charles Stein/ Investment Strategies Must Shift with Realities/Boston Globe/ When it comes to investing, Im old school. Buy a good stock, stick it in the drawer and when you check back years later the stock should be worth more. Theres only one problem. When I checked the drawer recently it was full of clunkers, including Lucent, down 94 percent from its 1999 high. Maybe once upon a time buy and hold was a viable strategy. Today, it no longer makes sense.Charles Stein/ Investment Strategies Must Shift with Realities/Boston Globe/ A sample of Steins Blue Chip-turned-clunker examples: Fannie Mae (featured in Collins Good to Great). Coke. (Clunker, make that Stinker.) Merck. (The mightiest fallstock down 63 percent since 2000; tumble preceded Vioxx) Uh … Microsoft. (Microsofts stock price is no higher today than it was in 1998.) It is not clear there is such a thing as a Blue Chip, Shawn Kravetz, president of Boston-based hedge fund Esplanade Capital, told Stein. Kravetzs point is a serious one, Stein continues. Greatness is not permanent. … The process of creative destruction isnt new. But with the world moving ever faster, and with competition on steroids, the quaint notion of buying and holding is hopelessly out of step.

291 Warren Bennis & Patricia Ward Biederman/ Organizing Genius: Great Groups Dont Last Very Long !

292 Jane Jacobs: Exuberant Variety vs. the Great Blight of Dullness. F.A. Hayek: Spontaneous Discovery Process. Joseph Schumpeter: the Gales of Creative Destruction.

293 In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose. In Toms world, its 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

294 Language! Language! Language! Language! Language! Language!

295 In-sane- ly-great In-sane- ly-great

296 Radically Thrilling Language! Radically Thrilling. BMW Z4 (ad)

297 wow wow

298 !

299 Astonish me! Build something great! Make it immortal! Insanely great (SJ) Astonish me! (SD). Build something great! (HY). Make it immortal! (DO) Insanely great (SJ)

300 EXCELLENCE. CIRCA 1982.

301 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 Properties

302 Excellence1982: The Bedrock Eight Basics 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 Properties

303 Breakthrough 82* People! People!Customers!Action!Values! *In Search of Excellence

304 The older I get the less boring the basics become!

305 $85,000 $140,050 ExIn*: /Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 *Forbes/ Excellence Index /Basket of 32 publicly traded stocks

306 What is In Search of Excellence all about: People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. Brand You. Dramatic Differences. Experiences that Make You Gasp. Excellence. Always.

307 NOTE.: drop the the companies in in search of excellence failedutter rubbish. Theyve waaaay outperformed the market.

308 Importance of Success Factors by Various Gurus/(Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50% Drucker 25% Bennis 25% Peters 15%

309 DRUCKERS GREAT CONTRIBUTION: management per se as a/the principal determinant of institutional effectiveness

310 EXCELLENCE. GAMECHANGER. (MAYBE.)

311 Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press The winners in business have always played hardball. Unleash massive and overwhelming force. Exploit anomalies. Threaten your competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service, retention, loyalty), 4. People ( employees, motivation, morale, worker/s), 0. Innovation ( product development, research & development, new products), 0.

312 EXCELLENCE. TOM

313 Excellence2005: The Bedrock Bakers Dozen 1. A Bias For Action Is Job One! (Construct a Discipline/Culture of EXECUTION!) 2. DECENTRALIZATION! ACCOUNTABILITY! (Toms Top Two, ) 3. Fail. Forward. Fast. (Reward Excellent Failures, Punish Mediocre Successes.) 4. Metabolic Management Matters! ( Hustle! Adapt! EAT CHANGE! Win the O.O.D.A. Loop WarConfuse Your Competitors!) O.O.D.A. Loop WarConfuse Your Competitors!) 5. INNOVATE or Die. (Game-changers or Bust! Lead the Customer! Just Shout NO to Imitation!) 6. A Damn Good Product. (Pursue Dramatic Difference.) 7. A Damn Cool Product. (Design Rules!) 8. Ride the Value Added Curve to the Sky! (Sell GamechangerSolutions; Provide Scintillating Experiences; Become a Dream Merchant; Strive to Be a Lovemark.) Experiences; Become a Dream Merchant; Strive to Be a Lovemark.) 9. Relentlessly Pursue the Big Two Markets. (WOMEN Buy Everything BOOMERS & GEEZERS Have All the Money!) BOOMERS & GEEZERS Have All the Money!) 10. Best Talent/Roster Wins! ( HR Rules! Everyone a Leader! Women Lead Best! Weird Matters Most! A Workplace to Brag About! Educate for Creativity!) Weird Matters Most! A Workplace to Brag About! Educate for Creativity!) 11. Wanted/Demanded: Radical Technology Strategies! (Incrementalism Is for Wimps!) 12. Hard Is Soft! Soft Is Hard! (People! Passion! Enthusiasm! Wow! INTEGRITY! TRUST! Good Citizenship.) Good Citizenship.) 13. Accept No Less Than EXCELLENCE! (Excellence, Pursuit thereof, Is the #1 Thing That Vaults Us Out of Bed in the Morning)

314 Successful Businesses Dozen Truths: TPs 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the BS that Marks Normal Industry Behavior. 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Dont Get It. 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. Reward Excellent Failures. Punish Mediocre Successes. 11. Courage to Stand Alone on Ones Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of the power of a Good Story (Brand Power). Successful Businesses Dozen Truths: TPs 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the BS that Marks Normal Industry Behavior. 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Dont Get It. 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. Reward Excellent Failures. Punish Mediocre Successes. 11. Courage to Stand Alone on Ones Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of the power of a Good Story (Brand Power).

315 Everything You Need to Know about Strategy 1. Do you have awesome Talent … everywhere? (We are the Yankees of home improvement here in Omaha.) Do you push that Talent to pursue Audacious Quests? 2. Is your Talent Pool loaded with wonderfully peculiar people who others would call problems? And what about your Extended Community of customers, vendors et al? 3. Is your Board of Directors as cool as your product offerings … and does it have 50 percent (or at least one-third) Women Members? 4. Long-term, its a Top-line World: Is creating a culture that cherishes above all things Innovation and Entrepreneurship your primary aim? Remember: Innovation … not Imitation! 5. Are the Ultimate Rewards heaped upon those who exhibit an unswerving Bias for Action, to quote the co-authors of In Search of Excellence? Are your O.O.D.A. loops shorter than the next guys? 6. Do you routinely use hot, aspirational words-terms like Excellence and B.H.A.G. (Big Hairy Audacious Goal, per Jim Collins) and Lets make a dent in the Universe (the Word according to Steve Jobs)? Is Reward excellent failures, punish mediocre successes your de facto or de jure motto? 7. Do you subscribe to Jerry Garcias dictum: We do not merely want to be the best of the best, we want to be the only ones who do what we do? 8. Do you elaborate on and enhance Jerry Gs dictum by adding, We subscribe to Best Sourcingand only want to associate with the best of the best. 9. Do you embrace the new technologies with child-like enthusiasm and a revolutionarys zeal? 10. Do you serve and satisfy customers … or go berserk attempting to provide every customer with an awesome experience that does nothing less than transform the way she or he sees the world? 11. Do you understand … to your very marrow … that the two biggest under-served markets are Women and Boomers- Geezers? And that to take advantage of these two Monster Trends (FACTS OF LIFE) requires fundamental re- alignment of the enterprise? 12. Are your leaders accessible? Do they wear their passion on their sleeves? Does integrity ooze out of every pore of the enterprise? Is We care your implicit motto? 13. Do you understand business mantra #1 of the 00s: DONT TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST? (And if you get this last idea, then see the 12 above!)

316 Ten Good Reasons to Get Up in the Morning 1. Empower one and all to vigorously seek WOW! in their work/projects. (Or else.) Foster the Brand You Spirit and the Entrepreneurial Urge at every turn. (Or else.) 2. Blow up education as we know it today! Re-tool education to emphasize the arts, creativity, entrepreneurial behavior. (Or else.) 3. Seek out the bold, the strange, the misfits, the dreamersand welcome their presence in our midst. 4. Drag enthusiasm, passion, Technicolor and bold commitment out of the closet! Make Passion your Passion! (Hint: Passion makes the world go round.) 5. Be a champion for: Women Roar! Women Rule! 6. Underscore the importance of/stupendous opportunities associated with the cool new markets: Women, Boomers and Geezers, Hispanics, Greenies, Wellness. 7. Dramatically re-orient healthcare from after-the-fact fixes to before-the-fact attention to prevention-Wellness. (And kindly suggest that the acute-care industry give some passing thought to Quality.) 8. Ensure that the historically neglected intangibles are the prime basis for individual and enterprise success. 9. Support Globalization as the bestif indeed messypath to maximum human freedom, security and welfare. 10. Swear by the motto: Reward excellent failures; punish mediocre successes.

317 This I Believe: Toms Super-TIB25 1. TECHNICOLOR Times. 2. Passion! Enthusiasm! Energy! 3. Action/R.F.A./O.O.D.A. Speed. 4. Screw-ups. BIG SCREW-Ups! 5. Mess! Improv! 6. Revolution! Re-imagine! 7. INNOVATE OR DIE! 8. Decentralize! 9. Bulk is BULL! (Mergers dont work. FOCUS Does!) 10 Different > Better 11. eALL/Power Tools for Power Strategies! 12. Forgetting/Destruction. 13. Hot Language Matters! 14. WOW!/WOW Projects. 15. VA Bedrock: The PSF. (Professional Service Firm.) 16. Daring. 17. Talent Time! Leaders Do People! 18. Talent+/Diversity. 19. Talent++/Women Rule! 20. Brand You Universe. 21. Design! 22. Gasp-worthy Experiences/Lovemarks. 23. New Market Demographics/Women/Boomers & Geezers/Green/Wellness. 24. Grace. 25. EXCELLENCE!

318 EXCELLENCE. TOM

319 Hire Great People (Resilient, Passionate) Try a Lot of Stuff (S.A.V./R.F.A.) aCCEPT NO LESS THAN EXCELLENCE/PURSUE Wow! enjoy It While It Lasts

320 pursue a mission that rocks the world (Pharmaceuticals, Moldy basements) Hire awesome/weird People for 100% of jobs (Resilient, Passionate) (Wegmans) give em lots of room to experiment, fail, grow make respect decency integrity our watchwords Leaders Serve. (Servant/Host Leadership) try a Lot of Stuff, fast tempo (S.A.V./Screw Around Vigorously, R.F.A./Ready. Fire. Aim.) Emphasize revenue (Organic growth, Sales/Top line rules) have fun/exude joy demand excellence/Make accountability instinctive (Insane standards for our mates and communitys sake) Its all about Women! (Market, Leadership, Wealth, Womenomics) never, never forget the it (Its the PRODUCT, Stupid.) 25! (Go, Howard!) (Conrad says, Dont forget the shower curtain.) be of [gaspworthy] service (Cirque du Soleil is our standardeven in finance.) (My customer is my partner.) (Remember She; remember Me … the latter = Old & $$$. ) Create effective/imaginative/minimalist infrastructure (K.I.S.S./Keep It Simple, Stupid; RED BUTTON on the terminal) re-imagine as routine (Forget > Remember) enjoy It While It Lasts

321 EXCELLENCE. CAUSES. ADVERSARIES.

322 Causes/ Women/Market opportunity Women/Leaders (right for the times) Design/Design-as-soul Wow! (Hot language) Weird! Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Brand You (or else) PSF = Bedrock (add value or bustevery group must demonstrate economic viability) demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS- EXPERIENCES-DREAMKETING (Dream Marketing)- EXPERIENCES-DREAMKETING (Dream Marketing)- LOVEMARK LOVEMARK Different > > Better Boomers & Geezers/marketing to new mega-segment

323 Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitationseven at Microsoft) White guys! (not really, but enough already) emphasis in marketing (geezers > youth for foreseeable future) -Cost > +Revenue (cost cutting more important than organic revenue growth) CI (continuous improvement in an age of discontinuous world) LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE

324 Them-Us

325 EXECUTION Action Selling/Sales Customers Clients Big Stuff (Women, Boomers) Revenue maximization Decentralization Pioneering supplier Project Excellence Women Management + Leadership Exceptionalism (53 = 53) COOL clients INTERESTING Board Them Us Strategy EXECUTION Planning Action Marketing Selling/Sales Markets Customers Customers Clients Micro-segmentation Big Stuff (Women, Boomers) Cost minimization Revenue maximization Synergy/Efficiencies Decentralization Strategic supplier Pioneering supplier Process Project Effectiveness Excellence Men Women Leadership Management + Leadership Standardization Exceptionalism (53 = 53) Big clients COOL clients Prestigious Board INTERESTING Board

326 Mid-size Organic growth Create NEW markets Value-creating PSF Ambiguity-opportunity Aggressive pursuit of winning Prototype Another prototype Another prototype Talent Rockin Talent Development Center of Excellence Benchmark against the coolest Them Us Big Mid-size Growth by merger Organic growth Buy market share Create NEW markets Efficient, streamlined Value-creating PSF department Certainty-predictability Ambiguity-opportunity Fearful of losing Aggressive pursuit of winning Plan Prototype Careful evaluation Another prototype Revised plan Another prototype People/Employees Talent Effective HR department Rockin Talent Development Center of Excellence Benchmark against the Benchmark against the best-industry leader coolest

327 Futuremark Up or Out (PDQ) Heart EQ Passionate Noisy, emotional characters in charge Hire for intangibles Relentless, pig-headed determination Teamwork and disruptive individuals equal billing Lead customers Intimate-Seamless customer inter-twining Them Us Benchmark Futuremark Orderly career progression Up or Out (PDQ) Head Heart IQ EQ Professional Passionate Stoic, humble leaders Noisy, emotional characters in charge Hire for Resume Hire for intangibles Measured-thoughtful Relentless, pig-headed approach determination Teamwork comes first Teamwork and disruptive individuals equal billing Listen to customers Lead customers Customer involvement Intimate-Seamless customer inter-twining

328 MBWA MFA Great people-product rule Work hard Built to Rock the World Reward (EXCELLENT) failures Design 1T Innovation 1T Jaw-dropping Experience CVs feature Magic Moments Cool stuff World-rocking INNOVATION Them Us MBM (Management MBWA by memo) MBA MFA Shareholder Value Great people-product rule comes first Work smart Work hard Built to last Built to Rock the World Reward successes Reward (EXCELLENT) failures Quality first! Design 1T Quality first Innovation 1T High-quality Jaw-dropping Experience transaction CVs demo consistent CVs feature Magic Moments performance Good grades Cool stuff Operational excellence World-rocking INNOVATION

329 Lovemark Best STORY wins Politics-is-life, the rest is details Bestsource Send on QUESTS Invite HOT language Gamechanging SOLUTION, Thrilling EXPERIENCE, DREAM come true, LOVEMARK Technicolor Different Mission EXCELLENCE EXCELLENCE. ALWAYS. Them Us Brand Lovemark Best analysis wins Best STORY wins Beyond politics Politics-is-life, the rest is details Outsource Bestsource Motivate Send on QUESTS Motivate Invite Measured language HOT language Product-Service Gamechanging SOLUTION, Thrilling EXPERIENCE, DREAM come true, LOVEMARK Pastel Technicolor Better Different Mission success Mission EXCELLENCE Very good EXCELLENCE. ALWAYS.

330 TP s 23Passions by date:

331 Toms 23 Passions B>A* (R.F.A.)(*Behavior drives Attitude) Implementation = #1 Soft is Hard(Management Style) (Org) Structure>Strategy Strategy-Structure+/ McKinsey 7-S Model Action>Planning Mess = Reality Skunkworks/Skunks (Offline Innovation/Innovators) MBWA Excellence I Mid-size biz is cool Customer service Innovation Free trade/Hayek New Org Models PSF Brand You Design Women (Markets-Leaders) EXCELLENCE II Healthcare (Quality-Wellness-PatientCentric) Exuberance-Passion(Soft is Hard) Toms 23 Passions B>A* (R.F.A.) (*Behavior drives Attitude) … Implementation = #1 … (06) Soft is Hard (Management Style) … (06) (Org) Structure>Strategy … (06) Strategy-Structure+/ McKinsey 7-S Model Action>Planning … Mess = Reality Skunkworks/Skunks (Offline Innovation/Innovators) … MBWA … (06) Excellence I … Mid-size biz is cool … (06) Customer service … Innovation … Free trade/Hayek … New Org Models … PSF … WOW! (WOW Projects) … Brand You … Design … Women (Markets-Leaders) … EXCELLENCE II … 06-?? Healthcare (Quality-Wellness-PatientCentric) … 06-?? Exuberance-Passion (Soft is Hard) … 42-06

332 A Lifes Work 1966: MBWA/Do>Talk 1974: Behavioralism: Do>Talk/IMPLEMENTATION>Strategy 1979: 7S/Emphasis on Soft Ss (Hard is soft. Soft is hard.) 1982: Beyond strategy EXCELLENCE Bias for Action/Do it. Fix it. Try it again. Close to the Customer MBWA (as metaphor) Management Style 1990: Innovate or Die Design Women Brand You WOW! (Passion. Enthusiasm. Energy. Emotion. Technicolor) 2000: The Work Matters PSF+BY+WowProjects = V.A. Source #1 Brand Inside 2003: Re-imagine. Technicolor. C.D.O. (Chief Destruction Officer) 2007: Excellence! Basics! Action!! MBWA (as metaphor) Reason for Being.

333 Worth. The. hassle.

334 Why I Work/Stuff I Care About *Hard is soft. Soft is hard. Social stuff, Emotional stuff = Good stuff = The Right Stuff! *Mess = Normal = Reality. Rationality = Delusional. Non-linearity = Life 101. (Embrace it! Design accordingly!) *Failure = Normal/Necessary/Good! Reward excellent failure. Punish mediocre success. Fail faster. Succeed sooner. Fail. Forward. Fast. Fail. Sam Walton Secret #1: Fail. Fast. *Do > Think. Act > Talk. Action bias! RELENTLESS EXPERIMENTATION! R.F.A./Ready. Fire. Aim. S.A.V./Screw Around Vigorously. *Decentralization = Holy writ = More independent tries. *Success for Mortals: Indirection. SkunkWorks. End Runs. Parallel Universe. 4F/Find a Fellow Freak Faraway. Demos. Heroes. Stories. *The Missing 98%: Implementation-Execution. *Strategic planning, limits thereto. Severe. *Pitiful performance of Huge Companies. Needed: C.D.O./ Chief Destruction Officer. *Severe limits to scale advantage. Mega-mergers = Stupid. *Built to last. Why??? Instead: Built to change the world. *People First! People Power! Best Roster Wins. HR (should) rule! Leaders DO People! Respect-Appreciation Rules! *Freaks for Freaky Times!

335 Why I Work/Stuff I Care About *WOMENS WORLD!/WOMENOMICS! #1 MARKET! WEALTH/ALL! LEADERS/BETTER! (Also: Boomers/Geezers/Many/Money.) *Aesthetics! Beauty! Grace! (Design primacy.) *MBWA! (Managing By Wandering Around.) *Basics Rule: Dont over-complicate. (Product, People, Action …) *Educate for Risk-taking, Creativity, Independence. *B-schools suck. Teach all … except whats important. D-School = Cool. *Healthcares Big Three: Quality. Prevention. Wellness. *R>C. (Adding Revenue > Cutting cost.) Help Wanted: C.R.O./ Chief Revenue Officer. *S>M (Selling > Marketing.) SELL! SELL! SELL! SELL! *Free markets work! Free trade works! Rise of India-China = Good thing. Respond with Excellent Performance: Add insane amounts of value! Become a Lovemark!! *Brand You. Self-reliance!! Mastery !! Liberation!! *Survival = PSF/Professional Service Firm mindset. Goal #1: Enable clients to become successful beyond their dreams! *Fun! (Cool is Cool.) *Service-obsessed!/Experience-obsessed! (Object: Raving fans.) *PASSION-EXUBERANCE-ENTHUSIASM. *Hot Language! WOW! Insanely great! *EXCELLENCE. ALWAYS.

336 TOM PETERS. THE DAMN ITS.

337 5 Damn Its Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS. To The Mat: The 5 Damn Its Women. PSF. Brand you. R.f.a. EXCELLENCE. ALWAYS.

338 Action! Implementation! The Work Itself! M.I.A. Action! * Implementation! ** The Work Itself! *** *R.F.A. **Execution ***WOW Projects!

339 Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald

340 The first 90% of a project takes 90% of the time. The last 10% takes the other 90% of the time. Richard Templar, The Rules of Management

341 TOM PETERS. THE DEAL.

342 Revolution-Transformation. (No long runs on Broadway-Senility.) Soft>Hard. (Culture or Bust.) Execution-Action. (Do>Think.) Clean Sheet of Paper. (Web2.0, Transparency, New Org FormItinerant Potential Machines.) PSF-Brand You-Wow Projects. Up-Up-Up the VA Ladder. (Gamechanging Solutions-Eyepopping Experiences-Dream Merchants-Lovemarks.) Weird. (Innovation Easy.) Energy-Enthusiasm-Relentlessness. Excellence. Always.

343 good words. Bad words good words. Bad words.

344 Motivate Words that may NOT be used in my presence: Motivate

345 invites In the end, management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner

346 Marketing Words that may NOT be used in my presence: Marketing

347 Sell Sell Sell

348 Motivate … Market … MBA … Plan (mostly) … Worker … Job … Task … Exceeds expectations … HR … Employee evaluation … Man (mostly) … Shareholder Value Words that may NOT be used in my presence: Motivate … Market … MBA … Plan (mostly) … Worker … Job … Task … Exceeds expectations … HR … Employee evaluation … Man (mostly) … Shareholder Value

349 Invite (v. Motivate) … Sell (v. Market) … People (wed like to serve) (v. Market segment) … Client (v. Customer) OJT/MFA (v. MBA) … Act/ Execute (v. Plan) … Talent (v. Worker) … Quest/Adventure-in-EXCELLENCE (v. Job) … Wow Project (v. Task) … Rockin (profit-makin) PSF (v. Department) … Theater (v. Office) … Breathtaking Experience (v. Transaction that Exceeds expectations) … Talent Fanatics Inc (v. HR) … Brand You adventure (v Career development) Annual Report development session … (v. Employee evaluation) … Woman (v. Man) … Words that MAY be used in my presence: Invite (v. Motivate) … Sell (v. Market) … People (wed like to serve) (v. Market segment) … Client (v. Customer) OJT/MFA (v. MBA) … Act/ Execute (v. Plan) … Talent (v. Worker) … Quest/Adventure-in-EXCELLENCE (v. Job) … Wow Project (v. Task) … Rockin (profit-makin) PSF (v. Department) … Theater (v. Office) … Breathtaking Experience (v. Transaction that Exceeds expectations) … Talent Fanatics Inc (v. HR) … Brand You adventure (v Career development) Annual Report development session … (v. Employee evaluation) … Woman (v. Man) …

350 Wow! (v. Nice) … Bloody- minded (v. Committed) … Thank you! (v. ____) … Attack/Innovate (v. defend/Entrench) … Great stuff. Great people. Do it fanatics. (v. shareholder value) … EXCELLENCE. ALWAYS. (v. Good work) (v. shareholder value) Words that MAY be used in my presence: … Wow! (v. Nice) … Bloody- minded (v. Committed) … Thank you! (v. ____) … Attack/Innovate (v. defend/Entrench) … Great stuff. Great people. Do it fanatics. (v. shareholder value) … EXCELLENCE. ALWAYS. (v. Good work) (v. shareholder value)

351 Radically Thrilling Language! Radically Thrilling. BMW Z4 (ad)

352 In-sane- ly-great In-sane- ly-great

353 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

354 EXCELLENCE Hard is soft. Soft is hard.

355 Hard Is Soft Soft Is Hard

356 Hard Is Soft (# s ) Soft Is Hard (people)

357 Hard Is Soft (Plans, # s ) Soft Is Hard (people, customers, values, relationships))

358 The 7-S Model Strategy Structure Systems Style Skills Staff Super-ordinate goal The 7-S Model Strategy Structure Systems Style Skills Staff Super-ordinate goal

359 The 7-S Model Hard S s (Strategy, Structure, Systems) Soft S S (Style, Skills, Staff, Super-ordinate goal) The 7-S Model Hard S s (Strategy, Structure, Systems) Soft S S (Style, Skills, Staff, Super-ordinate goal)

360 The 7-S Model Strategy Structure Systems Style (Corporate Culture, The way we do things around here) Skills (Distinctive Competence/s) Staff (People-Talent) Super-ordinate goal (Vision, Core Values) The 7-S Model Strategy Structure Systems Style (Corporate Culture, The way we do things around here) Skills (Distinctive Competence/s) Staff (People-Talent) Super-ordinate goal (Vision, Core Values)

361 [Yet] I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game. If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game. Lou Gerstner, Who Says Elephants Cant Dance

362 R.O.I.R.

363 Measure #1: R.O.I.R. * Return On Investment In Relationships Measure #1: R.O.I.R.* * Return On Investment In Relationships

364 Axiom #65: (1) Its always about relationships. (2) Sweat the small stuffand the big stuff will take care of itself.

365 Soft Skills, Hard Dollars Source: Headline, BigBuilder, September 2006

366 A man without a smiling face must not open a shop. A man without a smiling face must not open a shop. Chinese Proverb

367 The Mexican Sierra has 17 plus 15 plus 9 spines in the dorsal fin. These can easily be counted. But if the sierra strikes on the line so that our hands are burned, if the fish sounds and nearly escapes and finally comes in over the rail, his colors pulsing and his tail beating the air, a whole new relational externality has come into beingan entity which is more than the sum of the fish plus the fisherman. The only way to count the spines of the sierra unaffected by this second relational reality is to sit in a laboratory, open an evil-smelling jar, remove a stiff colorless fish from the formalin solution, count the spines and write the truth. There you have recorded a reality which cannot be assailedprobably the least important reality concerning the fish or yourself. … It is good to know what you are doing. The man with this pickled fish has set down one truth and recorded in his experience many lies. The fish is not that color, that texture, that dead, nor does he smell that way. the truth. There you have recorded a reality which cannot be assailedprobably the least important reality concerning the fish or yourself. … It is good to know what you are doing. The man with this pickled fish has set down one truth and recorded in his experience many lies. The fish is not that color, that texture, that dead, nor does he smell that way. John Steinbeck

368 EXCELLENCE. Always. Respect.

369 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

370 The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier

371 Its not people who arent credit-worthy. Its banks that arent people worthy.Its not people who arent credit-worthy. Its banks that arent people worthy. Muhammad Yunus

372 The deepest human need is the need to be appreciated. William James

373 Dont belittle! OD Consultant

374 Be kind, for everyone you meet is fighting a great battle. Philo of Alexandria

375 Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Dont do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always. Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Dont do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always. Dee Hock

376 You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you. You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you. Dale Carnegie

377 R.O.I.R. Rules!

378 He had done nothing to sell me on his business, yet he had given me the most powerful sales pitch of my life. Because his sole concern had been my welfare and the success of my business. Jim Penman, on learning how to sell (What Will They Franchise Next? The Story of Jims Group)

379 If you dont listen, you dont sell you dont sell anything. anything. Carolyn Marland/Managing Director/Guardian Group

380 EXCELLENCE. ASPIRATION

381 Why in the World did you go to Siberia? go to Siberia?

382 Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

383 The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow!

384 Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the wholehearted service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners potential in the wholehearted service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

385 An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others. *** **Excellence. Always. ***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

386 The Ultimate Creative Endeavor. Business: The Ultimate Creative Endeavor.

387 The Ultimate Personal Development- Growth Experience. Business: The Ultimate Personal Development- Growth Experience.

388 The Ultimate Transcendent Service Opportunity. Business: The Ultimate Transcendent Service Opportunity.

389 Joanne Lipman, editor, on Portfolio BUSINESS IS ABOUT POWER. Joanne Lipman, editor, on Portfolio

390 TP: BUSINESS IS ABOUT...

391 Make sure your executive team includes top talent in design, engineering and manufacturing, because thats your only! priority to build! Cars! People! Want! to buy!. Hot styling sells them and quality keeps them sold. Lee Iacocca, Where Have All the Leaders Gone?

392 enterprises that Matter & change the game … offer solutions & experiences that surprise, amaze, and transform perceptions of whats possible and stick like super-glue in customers minds.* such offerings are brilliantly conceived and flawlessly delivered by unconventional, creative, hyper- committed, energetic talent from within & outside the organization. Tom Peters E.g.: Apple, Whole Foods, Cirque du Soleil, Starbucks, Wegmans, London Drugs, Griffin Hospital/Planetree Alliance, John Laing Homes, RE/MAX, Sewell Autos, Jims Group, The Met/Big Picture, Virgin, Commerce Bank, Google, Basement Systems Inc., Ford (circa 1917), IBM (circa 1970), Wanamakers (circa 1880)enterprises that Matter & change the game … offer solutions & experiences that surprise, amaze, and transform perceptions of whats possible and stick like super-glue in customers minds.* such offerings are brilliantly conceived and flawlessly delivered by unconventional, creative, hyper- committed, energetic talent from within & outside the organization. Tom Peters E.g.: Apple, Whole Foods, Cirque du Soleil, Starbucks, Wegmans, London Drugs, Griffin Hospital/Planetree Alliance, John Laing Homes, RE/MAX, Sewell Autos, Jims Group, The Met/Big Picture, Virgin, Commerce Bank, Google, Basement Systems Inc., Ford (circa 1917), IBM (circa 1970), Wanamakers (circa 1880)

393 To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials.To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials. Richard Branson

394 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. 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

395 EXCELLENCE. ASPIRATION.

396 Every time we come to a comfort zone, we will find a way out. No Cloning. Reinvent the brand with each new show. A typical day at the office for me begins by asking,What is impossible that I am going to do today? Daniel Lamarre, president, Cirque du Soleil Cirque du Soleil

397 Do one thing every day that scares you. Do one thing every day that scares you. Eleanor Roosevelt

398 Strive for Excellence. Ignore success. Strive for Excellence. Ignore success. Bill Young, PR driver (courtesy Andrew Sullivan)

399 all you need to know

400 EXCELLENCE. the rules.

401 Breakthrough 82* People! People!Customers!Action!Values! *In Search of Excellence

402 The 7Es Exuberance! Energy! Empathy! Engagement! Empowerment! Execution! Excellence!

403 The Vigor Axiom: Vigorous schools. Vigorous people. Vigorous organizations. Vigorous competitors. Vigorous economy. Vigorous nation. Vigorous world.

404 Cause (worthy of commitment) Space (room for/encouragement for initiative) Decency (respect, humane)

405 Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients & extended familys continuing custom) excellence (period)

406 Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients & extended familys continuing custom) excellence (period) servant leadership

407 Cause Space Decency service excellence servant leadership

408 Hire Great People (Resilient, Passionate) Try a Lot of Stuff (S.A.V./R.F.A.) all wow all the time Enjoy It While It Lasts

409 Toms Change Rules Cause. (pissed off.) Try it. (S.A.V.) Fail. Forward. Fast. Quests. Demos. Heroes. Stories. Boonies. (Parallel universe.) Ability. Wow. Insanely great. Sell! Sell! Sell! Master politics!

410 pursue a mission that rocks the world (Pharmaceuticals, Moldy basements) Hire awesome/weird People for 100% of jobs (Resilient, Passionate) (Wegmans) (Women RULE!) give em lots of room to experiment, fail, grow make respect decency integrity our watchwords try a Lot of Stuff, fast tempo (S.A.V./Screw Around Vigorously, R.F.A./Ready. Fire. Aim.) Emphasize revenue (Organic growth, Sales/Top line rules) have fun/exude joy demand excellence/Make accountability instinctive (Insane standards for our mates and communitys sake) never, never forget the it (Its the PRODUCT, Stupid.) (25!) be of [gaspworthy] service (Cirque du Soleil is our standard even in finance.) (My customer is my partner.) (Remember She; remember Me.) (Servant/Host Leadership) Have effective/imaginative/minimalist infrastructure (K.I.S.S./Keep It Simple, Stupid) (Systems/No bull: beauty, grace, elegance) re-imagine as routine enjoy It While It Lasts

411 Excellence Is a Universal Striving. If Not Excellence, What?

412 Excellence can be obtained if you:Excellence can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible. is possible. Source: Anon. tompeters.com by K.Sriram, November 27, :17 AM)

413 Organizations exist to serve. Period. Leaders live to serve. Period. serve. Period. Tom Peters/10 September 2007

414 I have always believed that the purpose of the corporation is to be a blessing to the employees. * Boyd Clarke I have always believed that the purpose of the corporation is to be a blessing to the employees. * Boyd Clarke *TP: An organization is, in fact and after all is said and done, a/the house in which most of us live most of the time. is said and done, a/the house in which most of us live most of the time.

415 Organizations exist to serve. Period. Leaders live to serve. Period. serve. Period.

416 Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain (a 600SF retail space, a 4-person training department, an urban school, a rural school, a city, a nation), create/ must necessarily create organizations which are no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair (We are all entrepreneursMuhammad Yunus) of diverse individuals (100% creative Talentfrom checkout to lab, from Apple to Wegmans to Janes one-person accountancy in Invercargill NZ) is unleashed in passionate pursuit of jointly perceived soaring purpose (= win a Nobel peace prize like Yunus, or at least do something worthy of bragging about 25 years from now to your grandkids) and personal and community and client service Excellence.

417 Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain create/ must necessarily create organizations which are … no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed … In passionate pursuit of jointly perceived soaring purpose and personal and community and client service Excellence.

418 … no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of … Excellence.

419 Such Talent unbound pursue Quests (rapidly and relentlessly experimenting and failing and trying again) which surprise and surpass and redefine the expectations of the individual and the servant leader alike. The collective products of these Quests offer the best chance of achieving rapid organizational and individual adaptation to fast-transforming environments, and provide the nutrition for continuing (and sometimes dramatic) re- imaginings which re-draw the boundaries of industries and communities and human achievement and the very conception of of industries and communities and human achievement and the very conception of what is possible. what is possible.

420 In turn, such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement, will automatically create cadres of imaginative and inspiring and determined servant leaders who stick around to take the organization to another level, and then anotheror, equally or more important, leave to spread the virus of Freedom-Creativity- Excellence-Transforming Purpose by pathfinding new streets, highways and alleyways which vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeingand, one prays, some measure of Peace on earth.

421 … such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement … vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeingand, one prays, some measure of Peace on earth.

422 Clever human resources programs that take into account the new realities concerning Gen X or Chinese competition or Web 2.0 are not the that take into account the new realities concerning Gen X or Chinese competition or Web 2.0 are not the basis for creating competitive advantage through an excellent workforce. The great secret to people excellence is treat people with manifest respect and appreciation and trust, and give them a chance to express the best in themselves and dramatically broaden their horizonsand the rest will take care of itself for Gen A or Gen B or Gen X or Gen Boomer. basis for creating competitive advantage through an excellent workforce. The great secret to people excellence is treat people with manifest respect and appreciation and trust, and give them a chance to express the best in themselves and dramatically broaden their horizonsand the rest will take care of itself for Gen A or Gen B or Gen X or Gen Boomer.

423 The Dream Manager Matthew Kelly E.g.: An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become the- best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.

424 Servant Leadership Robert Greenleaf The Human Side of Enterprise Douglas McGregor Douglas McGregor The Managers Book of Decencies: How Small gestures Build Great Companies. Steve Harrison Hostmanship: The Art of Making People Feel Welcome Jan Gunnarsson and Olle Blohm The SPEED of Trust: The One Thing that Changes Everything Stephen M.R. Covey and Rebecca Merrill The SPEED of Trust: The One Thing that Changes Everything Stephen M.R. Covey and Rebecca Merrill The Dream Manager Matthew Kelly The Customer Comes Second: Put Your People First and Watch em Kick Butt Hal Rosenbluth and Diane McFerrin Peters

425 "We all start out in life loving our fathers and mothers above everything else in the world, but that does not close the doors of love. That prepares us to love our wives and husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other ways. We must apply that to nations and to other businesses. "We in IBM must not confine our thoughts just to IBM. We must extend our cooperation to all other businesses whether we do business with them or not. We are one cog in the industrial wheel. "Then as citizens we must extend our respect to all worthy people in all nations. We are moving along in troublesome times, but the love of these various things of which I have spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on which we can build." Thomas J. Watson, Sr. address to IBM Sales and Service Class 525 and Customer Engineers Class 528, IBM Country Club, Endicott, NY, October 30, 1941

426 Wherefore The Impact Of Superior Management Practice on Increased Human Welfare and the Pursuit of Happiness* and Excellence? Tom Peters/16 September 2007

427 Wherefore The Impact Of Superior Management Practice on Increased Human Welfare and the Pursuit of Happiness* and Excellence?

428 Wherefore The Impact Of Superior Management Practice on Increased Human Welfare and the Pursuit of Happiness* and Excellence? *To Aristotle eudaimonia was what the good life was all about. The complex Greek word is usually translated as happiness, but Aristotle means something else. Happiness to Aristotle is not a state life was all about. The complex Greek word is usually translated as happiness, but Aristotle means something else. Happiness to Aristotle is not a state but an activity. It is not lying on a beach with a glass of wine and a book, nor having wanton sex with the person of your dreams. Eudaimonia is better but an activity. It is not lying on a beach with a glass of wine and a book, nor having wanton sex with the person of your dreams. Eudaimonia is better translated as flourishing, or doing your best with what you are best at. Charles Handy, Myself and More Important Matters

429 Given that most adults work-live for most of their adult life in organizations most of their adult life in organizations (or, as a solo practitioner, within a web (or, as a solo practitioner, within a web of organizations) … of organizations) … Given that Effective Management is the principal mechanism through which Organizational Effectiveness is realized … Organizational Effectiveness is realized … Then it follows that effective management is the engine of human growth (micro-level) and economic well-being (macro-level) … (micro-level) and economic well-being (macro-level) …

430 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Effective enterprise always, but today (the creative age) more than ever, is a product of maximizing human freedom to create and serve. Organizations exist to serve. Period. Leaders exist to serve. Period. Respond to customers desires with products and services and experiences (think Cirque du Soleil) that are gaspworthy, and a lot of other issues will mostly take care of themselves. mostly take care of themselves. BMW says radically thrilling sells carsand I agree, for the country store in Vermont as well … and for the IS process devised by the purchasing professional in a 24-person office in Omaha. 24-person office in Omaha. Only in touch (MBWAManaging By Wandering Around) leaders inspire commitment from their talent.

431 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Only in love leaders (outrageously excited by their product and service) inspire commitment from their talent. their product and service) inspire commitment from their talent. Want all this (see above)? Its the people, stupid! Maximum human freedom and betterment and growth is achieved under conditions of free markets and free people, governed by law and acknowledging the sanctity of contracts (Hayek), which are in turn the product of education and infrastructure which maximizes the likelihood of and support for entrepreneurial people and entrepreneurial organizations. Entrepreneurs with the freedom and support to start and nurture new businesses are the cornerstone of and nurture new businesses are the cornerstone of the economy. (Said entrepreneurs replace, like cell replacement, the current ruling firmsor at the very least wake those firms up to the possibility of rebirth.) the economy. (Said entrepreneurs replace, like cell replacement, the current ruling firmsor at the very least wake those firms up to the possibility of rebirth.)

432 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Entrepreneurs with Individual Independence of Mind/Entrepreneurial Spirit = Brand You = Maximized organizational and social effectiveness. Education that unleashes human creativity and the entrepreneurial instinct maximizes longterm economic growth and realized human potential.

433 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Free Markets maximize Entrepreneurial Opportunities which in turn Maximize Growth. Progress, as commonly defined and through an American lens: Declaration of Independence (all equal, pursuit of happiness); Bill of Rights (e.g., free speech); freedom of commerce; Entrepreneurial Opportunity; effective, efficient, minimalist Infrastructure (transportation, financial stability, available financing, access to financing, transparency); laws > men; enforceability of contracts = FREEDOM TO SUCCEED. Agile organizations winin markets and in wars. Agile organizations are the product of people who are committed and have the freedom to act and create from the checkout to the lab. The new tech-tools offer astounding power to the peoplethis is a wonderful expansion of human freedom and an incredible opportunity for organizations that become fullscale players in the New Regime.

434 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: The new tech-tools offer astounding power to the peoplethis is a wonderful expansion of human freedom and an incredible opportunity for organizations that become fullscale players in the New Regime. Cherish the mid-size organizationsthey add incredible value directly and as a spur to others. (Think Germanys Mittelstandthe basis for that nations global leadership as an exporter despite high wages and encompassing social benefits.)

435 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Good service + Good product + Good people + Good Citizenship + Room to Experiment and Fail and Grow + Commitment to Excellence = Maximum Profit + Economic Growth + Realized Human Potential. Bureaucracy kills initiative kills entrepreneurship kills productivity kills businesses kills economies kills people kills nations. Dull schools make for dull people make for dull businesses make for dull economies make for dull (and impoverished) nations.

436 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Good service + Good product + Good people + Good Citizenship + Room to Experiment and Fail and Grow + Commitment to Excellence = Maximum Profit + Economic Growth + Realized Human Potential.

437 EXCELLENCE AND ENTREPRENEURIAL ENTERPRISE AND HUMAN FREEDOM AND GROWTH: AND HUMAN FREEDOM AND GROWTH: Decency (relative to all constituencies) is the Bedrock of Enterprise Effectiveness the Bedrock of Enterprise Effectiveness and Growth. and Growth. Only the full utilization of everyones talent enables constant re-imagining. (We call this diversity, and claim it is the right thing. True, but research shows that diversity alone breeds creative activity.) Women are the majoritythe pursuit of Excellence is to a significant degree a matter of appreciating womens increasingly dominating position in the world economyfrom finance London-style to micro-lending Yunus-style. economyfrom finance London-style to micro-lending Yunus-style.

438 The Freedom side of the coin: Freedom.Choice.Liberty.Creativity.Entrepreneurship.Health.Wealth.

439 Trust

440 Trust (1 of 2) The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth. Grant, Jean Edward Smith 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 I wasnt bowled over by [David Boies] intelligence. … What impressed me was that when he asked a question, he waited for an answer. He not only listened, he made me feel like I was the only person in the room. Lawyer Kevin _____, on his first, inadvertent meeting with David Boies, from Marshall Goldsmith, The One Skill That Separates, Fast Company

441 Trust (2 of 2) Either love your players or get out of coaching. Bobby Dodd, legendary football coach (Vince Lombardi reportedly said, I do not need to like my players, but I must love them. Couldnt confirm those exact words from Google, but did find many examples of Lombardi on loving ones players.) I have always believed that the purpose of the corporation is to be a blessing to the employees. Boyd Clarke The deepest human need is the need to be appreciated. William James We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success. How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah (MAJ James Gavrilis/USA Special Forces) No matter what the situation, [the excellent managers] 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

442 The Case for Internal Focus: Brand inside Rules! Tom Peters/16 September 2007

443 An organization is, in fact, a/the house in which most of us live most of the time.

444 I have been among those leading the charge, for over a quarter century, to reduce corporate myopia by emphasizing external focuse.g., on the customer and the market. I wouldnt revise a word. Still, an ancient incident sticks in my mind. I did a video of case studies in Excellence in the mid-1980s. A couple of pieces focused on customer service, and a couple emphasized superb people programs. The distributor, out to make a buck (not all bad), would customize the film, editing out a case or two, upon request. There were, no surprise, few such requests. But one does stick in my mind, and since I heard about it second hand I will not confirm the corporation by name. I will report that it was a major, at the time, airline. The company ordered a ton of our filmsbravo! But … they kept all the customer service stuff, and insisted that we excise all the people stuff.* (*The airline is now defunctnot by takeover but by bankruptcy and disappearance.) All of which is to say the obvious: There is no great external focus unless the bedrock great internal focus is in place. This obvious issue reared its head recently …

445 Isnt: A (externally focused) War for Talent competing against others for the same people Is: A competition against myself to create the most amazing workplace imaginable (see IBP) and define different kinds of people wed love to have aboard (e.g., Anita R, Planetree)

446 Fact is, and Im not happy about this, I got into a bit of a verbal tussle with my client over some word issues. It was a meeting of HR execs, and the topic was the, yes, the war for talent. Now Ive used the termand God only knows I believe that in this age of intellectual capital top talent is arguably more important than ever. (Whoops, I actually think thats 86% bullshit; top talent has always been the differencee.g., the quality of the sea captains in the Royal (British) Navy, circa 18 th and 19 th century, comes quickly to mind.) But I digress. The point is that the discussion at the meeting in question was warfare-ish to a significant degreehow to quickly nab the best people, etc. I doubtless exaggerate, but to stick with the ancient Navy theme, it was like building tools to create the best Press Gangs for recruiting sailors from the pubs of Liverpool in Well, I think thats all (98%) wrong. As I write in the slide, I contend that the bedrock of finding and keeping and co-creating with great folks is not about clever tools to induce prospective thems to shop [live] with us, but a 99% internal effort to create such an exciting, spirited, entrepreneurial, diverse, humane professional home that people will be lining up by the gazillions (physically or electronically) to try and get a chance to come and live in our house and become what theyd never imagined they could become! I.e., its not an externally directed war to snatch talent from the other guy by being more aggressive than the competitionbut an internally directed competition against ourselves (and our outrageously strong beliefs about people) in which we aim to create an unimaginably attractive workplace. Think Apple, BMW, Cirque du Soleil, Wegmans. And back to the Royal Navy, the Brits built a model of Excellence that had no parallels in its sphere in human historyit was a model about what could be that had never been before, and it was the other guys who were forced into the externally aimed competitive, inferior, reactive, copyist mode. Fact is, and Im not happy about this, I got into a bit of a verbal tussle with my client over some word issues. It was a meeting of HR execs, and the topic was the, yes, the war for talent. Now Ive used the termand God only knows I believe that in this age of intellectual capital top talent is arguably more important than ever. (Whoops, I actually think thats 86% bullshit; top talent has always been the differencee.g., the quality of the sea captains in the Royal (British) Navy, circa 18 th and 19 th century, comes quickly to mind.) But I digress. The point is that the discussion at the meeting in question was warfare-ish to a significant degreehow to quickly nab the best people, etc. I doubtless exaggerate, but to stick with the ancient Navy theme, it was like building tools to create the best Press Gangs for recruiting sailors from the pubs of Liverpool in Well, I think thats all (98%) wrong. As I write in the slide, I contend that the bedrock of finding and keeping and co-creating with great folks is not about clever tools to induce prospective thems to shop [live] with us, but a 99% internal effort to create such an exciting, spirited, entrepreneurial, diverse, humane professional home that people will be lining up by the gazillions (physically or electronically) to try and get a chance to come and live in our house and become what theyd never imagined they could become! I.e., its not an externally directed war to snatch talent from the other guy by being more aggressive than the competitionbut an internally directed competition against ourselves (and our outrageously strong beliefs about people) in which we aim to create an unimaginably attractive workplace. Think Apple, BMW, Cirque du Soleil, Wegmans. And back to the Royal Navy, the Brits built a model of Excellence that had no parallels in its sphere in human historyit was a model about what could be that had never been before, and it was the other guys who were forced into the externally aimed competitive, inferior, reactive, copyist mode.

447 Whats your companys … EVP/ IBP?* *Employee Value Proposition ( Ed Michaels et al., McKinsey); IBP/Internal Brand Promise (TP)

448 EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability Source: Ed Michaels, TP

449 To translate this point into practice, for better or for worse, a few years ago I started talking about what I called BRAND INSIDE. The idea is simple (to articulate): To make money (or serve any constituency) one needs an external brand perception (we overuse the word todaybut the idea is unassailable and it is based as much on perception as on substance); to create and maintain said external excellence (Brand Outside) one needs, and needs before the fact, excellent & distinct innardsenter the way we do things around here (circa 1970), corporate culture (circa 1980) and, I now propose, Brand Inside (circa 2000). My old McKinsey pal, Ed Michaels, spent five years on the topic of attracting the best Talent and part of it was what he called the EVP/Employee Value Proposition. I am 100% happy with that idea, but chose to add a carbon copy alternative that picked up on my Brand Inside ideaI called Eds thing IBP/Internal Brand Promise. Between the two of us, youll see a list of the sorts of elements that might constitute a robust EVP-IBP.

450 If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game. Lou Gerstner, Who Says Elephants Cant Dance

451 Lou Gerstner and I overlapped a bit at McKinsey. (He was very senior, about to leave to run most of American Express; I was junior, working on the amorphous thing that became In Search of Excellence). He was not my friend! He was the Prime Mover of the strategy-is-everything crowdand I was the kid who didnt buy the act. And he, vociferously, didnt buy my act. Lou went on to transform IBM, the most extraordinary BigCo transformation Ive witnessedmuch more profound than Jack Welchs parallel act at GE. As the prior slide suggests, in his autobiography no less, he apparently came to see the importance of the Brand Inside stuff. Im not boasting, though I am chortling. Hey, hes the guy with the billion$$$ bank account and Im not though I do handily out-Google him, which along with $5 will get you a venti ice coffee at Sbucks. Brand Inside rules!

452 PSF Brand You Wow! Projects Brand Inside: Core Mechanism : PSF (Professional Service Firm model/The Organizing Principle ) + Brand You (Distinct or Extinct/The Talent ) + Wow! Projects (Different vs Better/The Work )

453 Big Idea/Meta-Idea/Premier Engine of Century21 Value Added (1) The Talent: Best Roster of Entrepreneurial- minded Brand Yous. (2) The (Virtual) Organization: Internal or External PSF/Professional Service Firm working with Best Anywhere = Engine of Value Added through the Application of Creative Intellectual Capital (3) The Work Product: Game Changer/ Gaspworthy WOW Projects

454 PSF BY WP DD E UVA PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) = UVA (Unassailable Value-Added)

455 Ive in fact written tens of thousands of words on the Brand Inside topic (including a 3-book set in 1999), but the nub of it is the structural idea that the innards of the Firm that exploits intellectual capital is independent-minded people (Brand You/s), extraordinary work product (Wow Projects) and a professional structure which harnesses said intellectual capital (the PSF/Professional Service Firm). The prior few slides are the barest of a bare-bones summary.

456 The Customer Comes Second: Put Your People First and Watch em Kick Butt Hal Rosenbluth and Diane McFerrin Peters* (*no relation) Diane McFerrin Peters* (*no relation)

457 We are a Life Success Company. We are a Life Success Company. Dave Liniger, founder, RE/MAX

458 The Dream Manager Matthew Kelly E.g.: An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become the- best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.

459 Organizing Genius / Warren Bennis and Patricia Ward Biederman Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best. The best thing a leader can do for a Great Group is to allow its members to discover their greatness.

460 Leaders Mt Everest Test free to do his or her absolute best … allow its members to discover their greatness.

461 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 existed and 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!

462 Hal Rosenbluth took a small family-run travel agency and turned it into a progressive, multi-billion giant, which he recently sold to American Express. The title of his book about Rosenbluth International, The Customer Comes Second, reveals a/the key to his extraordinary success. Express. The title of his book about Rosenbluth International, The Customer Comes Second, reveals a/the key to his extraordinary success. Likewise Dave Lineger successfully (!!!) re-invented real estate practice with RE/MAX. The (novel) idea was to free the individual agents entrepreneurial spiritto turn her or him into a life success. Lineger was clear, like Hal, that the home buyer came secondand would only truly come first if the agent was more first (my ugly term, not Daves). Matthew Kellys wonderful Dream Manager simply argues that we all have dreams; and that the role of the companys leadership is to help people to achieve those dreamswhether they are company related dreams or not, people chasing dreams will be more engaged and self-motivated on the from the janitorial staff to the lab bench. Warren Bennis and Patricia ward Biederman, with free to do his or her absolute best, capture the same (BIG) idea in their book about what they call Great Groups groups that have literally changed the world. And my halting effort on the slide immediately preceding this one is extracted from my Leadership 50 listit is in fact principle #1, Leaders engage in a mutual discovery process. (The title of the slide, not so incidentally, asserts that leaders do not transform peopleIm wild eyed on this, as I suspect Matthew Kelly would be; to the extent that they do, people transform themselvesthe leader is importantly but merely a spur. All of theses case are clearcut examples of Brand Inside first!

463 Little shop in LAX: They felt they knew her personally

464 The Managers Book of Decencies: How Small gestures Build Great Companies The Managers Book of Decencies: How Small gestures Build Great Companies Steve Harrison, Adecco Servant Leadership Servant Leadership Robert Greenleaf One: The Art and Practice of Conscious Leadership (What would happen if we looked at a customer and saw the face of God in them?) One: The Art and Practice of Conscious Leadership Lance Secretan, founder of Manpower, Inc. (What would happen if we looked at a customer and saw the face of God in them?)

465 What would happen if we looked at a customer and saw the face of God in them? To most people it sounds like a lofty idea. But if you see the face of God in a flower, why wouldnt you see it in the face of a customer? If we treated customers and honored the God within themif we loved them we would not need a quality program. What would happen if we looked at a customer and saw the face of God in them? To most people it sounds like a lofty idea. But if you see the face of God in a flower, why wouldnt you see it in the face of a customer? If we treated customers and honored the God within themif we loved them we would not need a quality program. Lance Secretan, founder of Manpower, Inc., and most recently author of One: The Art and Practice of Conscious Leadership

466 Shortly after Anita Roddicks (Body Shop) tragic death at age 64, I was in a Body Shop at LAX. Anita had visited briefly some few years before. When I expressed my sorrow to the employee, I half expected the young-ish woman to ask, Whos Anita Roddick? I should have known better. Though her personal contact with AR had lasted but seconds or, at most, a couple of minutes, she responded as if Anita were an intimate best pal. Anita was exactly that humanshe had that effect on me. (Im not boastingits just that I miss my friend, who passed away less than a week before I wrote this.) That, I contend is another classic Brand Inside first story! As to the three books listed on the next slideWow! Each is a classic, classic in the making, about workplaces that honor what is deeply human in our workers. Decencies and servant (leader) are powerful, nay, transforming, concepts. (As for face of God in the customer, well that may be a little too much for some of use.g., me, I thinkbut if you treat each human you encounter with the incredible respect they are due, thats pretty much the same thing, Id judge. It reminds me in a way, of this challenging statement: Be kind, for everyone you meet is fighting you encounter with the incredible respect they are due, thats pretty much the same thing, Id judge. It reminds me in a way, of this challenging statement: Be kind, for everyone you meet is fighting a great battle.Philo of Alexandria) a great battle. Philo of Alexandria)

467 An organization is, in fact, a/the house in which most of us live most of the time.

468 I believe this. I believe this.

469 10%: Recruiting skills 90%: attractive (literally) culture

470 No: Outwit your competitors Yes: a Culture- Infrastructure that is unique (JG)

471 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

472 If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, retired Chief of Staff. U. S. Army

473 Its not about clever recruiting devices (though Im in favor of them as aids.). And business in general is not about outwitting the competitorthat is a temporary state at best. Success with Market #1 (our people) and Market #2 (customers) is a function of our culture-aspirations of Excellence. Its not about clever recruiting devices (though Im in favor of them as aids.). And business in general is not about outwitting the competitorthat is a temporary state at best. Success with Market #1 (our people) and Market #2 (customers) is a function of our culture-aspirations of Excellence.

474 TP: I benchmark against myself!* *I dont compete with GEN Powell, I compete with me!

475 Parcells thought that Taylors size and speed were closer to the beginning than the end of the explanation. [The difference was] Taylors peculiar energy and mind: relentless, manic, with grandiose ambitions and private standards of performance. Parcells believed that even in the NFL a lot of players were more concerned with seeming to want to win than with actual winning, and that many of them did not know the difference. What they wanted, deep down, was to keep their jobs, make their money, and go home. Lawrence Taylor wanted to win. He expected more of himself on the field than any coach would dare to ask of any player. Michael Lewis, The Blind Side

476 Not a do gooder, but a fierce competitor who lives by the Robert Francis Kennedy dogma, "Some men see things as they are and say why. I dream things that never were and say why not."

477 George W. Bush effectively discards General Powell in George W. Bush effectively discards General Powell in Suddenly I have a formidable new competitor on the Suddenly I have a formidable new competitor on the speaking circuit. speaking circuit.Wrong. Lucky me: My speakers bureau has in fact just gotten much more attractive with GEN/Secretary Powell in the portfolio. As for me, I cant mimic a Secretary of State. But I can redouble my competitive effort; I can do what I love mostcompete against myself (as an actor, athlete, dancer, musician or Lawrence Taylor does/did) to become more than I dreamed of becomingyup, Im one of those career Dream Chasersand, hackneyed as it may sound, the journey is indeed more important than the arriving, which Ill never do in any event. Sure I Google myself against my peers, and worry about my backlogbut to play in the A game, and try to do the Jerry Garcia thing (only ones who do what we do) is all about brutal and exhilarating competition with myself. As Ive said to many, all I have (professionally) is the speech as I give it; for that hour, or eight, the speech and each member of an audience of 5 or 5,000 are my life! I live only to help them remember their Dreams and find a way to pursue them. Brand Inside rules!! Wow project front and center!!

478 Axiom: We have met the enemy and he is us. Axiom: The adaptive capabilities of big corporations taken as a whole is problematic [read: pathetic]. Antidote: The answer is 75% internal. To sustain/win, we must first and foremost and in perpetuity beat back the forces of darknesssize and inertia and fear and timidity and over-complexity.

479 [other] admirals more frightened of losing than anxious to win On NELSON: [other] admirals more frightened of losing than anxious to win

480 Forget the external focus crap. My only serious competition is internal. Me.

481 Forget the external focus crap. My only serious competition is my own conservatism.

482 Forget the external focus crap. My most serious impediment is my belief that I can change the culture.

483 Excellence defined

484 EG: An amazing performance A sunrise, a bloom, a smile Thank you (a gesture, an act of Grace) Extraordinary performance in an odd place (by an unlikely personEWR) (unlikely marketJims Group) X small (Small Giants) X med (Mittelstand) X large Sets the agenda One at bat (Bobby Thompson, Kurt Gibson) A career (Roger Clemens) A novel, a short story, a sentence An Olympian (any) Loser with a great story (Rutgers, George Mason) Stuff (any sort) that makes you go wow / insanely great/gaspworthy (The lives of others)

485 X + 6: The 7E s X + 6: The 7E s

486 Exuberance! Energy! Empathy! Engagement! Empowerment! Execution! Excellence!

487 Tom Peters X25* EXCELLENCE. ALWAYS. World Knowledge Forum Seoul/17 October 2007 *In Search of Excellence

488 NOTE: What follows is An 105-slide presentation made in Korea on 17 October It looks at Excellence, the precariousness of Excellence, and a few strategies that might stem the Great March to Mediocritythe presentation was delivered on the 25 th birthday, to the day (I think), of IN SEARCH OF EXCELLENCE.

489 $10,000,000/Day

490 Mission impossible? $36B/98 minus $675M/07

491 Despite a decade of banking mergers, there is no evidence that big banks are any more efficient or profitable than their smaller rivals. Financial Times, 0329, on possible Barclays-ABN Amro merger (When it comes to asking the stock market whether bigger banks are better, the current answer is a resounding no. Citigroup analysis, 2006)

492 tompeters.com Slides at … tompeters.com

493 THE LOOOOONG ODDS AGAINST LASTING EXCELLENCE.

494 The last word: There is no last word.

495 Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Yahoo … Home Depot … Microsoft … GE … Citigroup … Time Warner

496 Headline, Wall Street Journal, 3 October 2007: Wal*Mart Era Wanes Amid Big Shifts In Retail: Rivals Find Strategies To Defeat Low Prices; World Has Changed

497 Buy a very large one and just wait. I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious: Buy a very large one and just wait. Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

498 You dont get better by being bigger. You get worse. Dick Kovacevich: You dont get better by being bigger. You get worse.

499 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to Forbes100 from 1917 to 1987 : 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

500 Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times

501 Data drawn from the real world attest to a fact that is beyond our control: Everything in existence tends to deteriorate. Norberto Odebrecht, Education Through Work