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NEW SLIDES 0712. 0712 What About Me/Us? [Architecture] is among the most spiritual of the arts, because it changes the world, changes lives. It is about.

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Presentation on theme: "NEW SLIDES 0712. 0712 What About Me/Us? [Architecture] is among the most spiritual of the arts, because it changes the world, changes lives. It is about."— Presentation transcript:

1 NEW SLIDES 0712

2 0712

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

4 MGT. LDRSHP.

5 So What??????? MANAGERS do things right LEADERS do the right things

6 Not! Leadership is doing the right things. Management is doing things right. WB et al.

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

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

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

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

11 Grant Jean Edward Smith

12 A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook theorems./151 The nature of Grants greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point] class in tactics … carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to recognize and respond to opportunities presented./152-3 Grant had an aversion to digging in./153 Grant had an intangible advantage. He knew what he wanted./153 Grants seven-mile dash changed the course of the war./157 The one who attacks first will be victorious./158 dogged/159 unconditional surrender/162 simplicity and determination/166 quickness of mind that allowed him to make on the spot adjustments … [his] battles were not elegant set-piece operations/166 [other Union general] preferred preparation to execution … became a friend of detail … suffered from the slows …/170 Message to Halleck from McClellan: Do not hesitate to arrest him [following great victory]/172 … learned how to withstand attacks from the rear [Army politics]/179

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

14 The commanding general would be in the field/228 Lincoln: What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him./231 retains his hold upon the affections of his men/232 Grants moral couragehis willingness to choose a path frrom which there could be no returnset him apart from most commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions./233 … modest … honest … nothing could perturb … never faltered …/233 plan was breathtakingly simple but fraught with peril/235 demonstrating the flexibility that had become his hallmark/238 But like any West Point trained general, he had difficulty comprhending what Grant was up to …/240 recognized the value of momentum … throw off balance … blitzkreig … travelling light … headquarters in the saddle/243 acted as quartermaster/243 [rushed away so that he couldnt receive Hallecks order] … like Lord Nelson … telescope to his blind eye … pressing ahead on his own/245 focus on the enemys weakness rather than his own/250

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

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

17 WOMEN.

18 WOMENS STUFF. DEE DEE

19 LEADERSHIP SKILLS.

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

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

22 M/3 of 10 (Im ready & rarin to go!) F/8 of 10 (Ive still got a ways to go.)

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

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

25 Nobody gives you power. You just take it. Roseanne

26 Women Dominate Economic Growth.

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

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

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

30 Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from womens increased purchasing power; over the past decade the value of shares in Goldmans basket has risen by 96%, against the Tokyo stockmarkets rise of 13%. Economist, April 15

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

32 The Importance of Sex: Forget China, India, and the InternetEconomic Growth Is Driven By Women *Better grades *More go to university (21 st century, brains count) *Far more training to be docs (UK) *Better investment decisions (greatest wealth transfer ever) *Growing female employment rate #1 driver of growth (women>high tech, China, India) *More women in govt increase econ growth emphasis (Invest health, ed, infrastructure, poverty) Source: Economist/0415

33 Impact! Add It Up! Primary markets/Everything (Men buy things that other men will buy for women. I buy things that women want. successful jeweler/F. Women are the majority market Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.) Greater global workforce participation rate (bigger contributor to GDP growth than technology, China, IndiaEconomist) Higher wages (more seniority, promotionseven if not to CEO; greater pay equityeven if not equal) Business decision makers (more seniority, promotionseven if not to CEO) Women-owned businesses (answer to the Glass Ceiling10.6M in USA; recipients of micro-lendingdeveloping world)

34 Idiot is too kind a word.

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

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

37 85% vs. 7% (1 of 14)

38 Thats a VERY sick man. Tom Peters

39 EXCELLENCE. OPPORTUNITY.

40 Fara Warner

41 Read.

42 This.

43 Book.

44 Damn it.

45 Women are the majority market Fara Warner/The Power of the Purse

46 USA/F.Stats: Short n (Very) Sweet >50% of stock ownership, $13T total wealth (2X in 15 years) >$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 57% BA degrees (2002); = ed & social strata, no wage gap 60% Internet users; >50% primary users of electronic equipment >50% biz trips WimBiz: Employees > F500; 10M+: 33% all US Biz Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The Power of the Purse

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

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

49 To help revive the companys sales and profits, McDonalds shifted its strategy toward women from one ofminority consumers who served as a conduit to the important childrens market to one in which women are the majority consumers and the main drivers behind menu and promotion innovation. Fara Warner, The Power of the Purse

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

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

52 Stupid Fr*&^ing Idiot-Marketers! Critics describe evening news in unflattering terms Theyre old! Theyre set in their ways! They wont buy iPods! Source: Advertising Age,

53 e-book News

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

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

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

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

58 Market Opportunity

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

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

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

62 % of homes purchased by single women: 1981, 10%; 2005, 20% % of homes purchased by single men: 1981, 10%; 2005, 9% Source: USA Today/

63 END WOMEN.

64 Health

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

66 Griffin Hospital (Planetree) results: Financially successful. Expanding programs-physically. Growing market share. Only hospital in 100 Best Cos to Work for7 consecutive years, currently #6. Five-Star Hospitals, Joe Flower, strategy+business (#42)

67 Sanitary revolution: mortality in major cities down 55% between 1850 and 1915 Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

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

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

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

71 Wellness

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

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

74 Aging reversal!!!!* *Why wasnt I informed until age 59?

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

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

77 T.T.D./ Healthcare27

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

79 T.T.D./ ACTION. NOW.

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

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

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

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

84 STATE OF EMERGENCY

85 March-June 2006: Sample of Healthcare PR

86 Docs & Hospitals

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

88 Big Pharma

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

90 Big Pharma Pushing Pills: How Big Pharma Got Addicted To Marketing (Cover, Forbes, 05.08) Novartis: #4 best seller, Lamisil, toe fungus, $850 for 3-month treatment, Digger Dermatophyte (Forbes) $42 billion on R&D, $46 billion on marketing and admin. Salespeople: up 100,000 in last 10 years, 1 per 9 docs vs 1 per 18 docs. (Forbes) Clinical trials favor sponsors drug 90% of the time. The comparative studies are a joke. Dr Jack Rosenblatt (Forbes) Psychiatric Drugs Fare Favorably When Companies Pay for Studies (headline, USA Today ) 57% of studies paid by drug companies, up from 25% in Favorable outcome for sponsor: 78%. Sponsored by neutral: 48%. Sponsored by competitor: 28%. USA Today /American Psychiatric Association) Hey, You Dont Look So Good: As diagnoses of once-rare illnesses soar, doctors say drugmakers are disease-mongering to boost sales (feature, BusinessWeek, 05.08)

91 Intractable Problems

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

93 MI Healthcar e

94 STATE OF EMERGENCY

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

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

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

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

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

100 Bust fat docs!

101 Report Card.

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

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

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

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

106

107 2 m 38 s

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

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

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

111 Childhood Obesity > Terrorism

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

113 The Ultimate Culture Change Healthcare vs. Health

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

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

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

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

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

119 END HEALTH

120 INNOVATION

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

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

123 What We Know For Sure About Innovation Big mergers [by & large] dont work Scale is over-rated Strategic planning is the last refuge of scoundrels Focus groups are counter-productive Built to last is a chimera (stupid) Success kills Forgetting is impossible Re-imagine is a charming idea Orderly innovation process is an oxymoronic phrase (= Believed only by morons with ox-like brains) Tipping points are easy to identify … long after they will do you any good Facts arent All information making it to the top is filtered to the point of danger and hilarity Success stories are the illusions of egomaniacs (and gurus) If you believe the memoirs of CEOs you should be institutionalized Herd behavior (XYZ is hot) is ubiquitous … and amusing Top teams are Dittoheads CEOs have little effect on performance Expert prediction is rarely better than rolling the dice

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

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

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

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

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

129 InnoTac

130 You miss 100 percent of the shots you never take. Wayne Gretzky

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

132 Parallel universe!

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

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

135 Innovation: Some Secrets

136 Parallel universe!

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

138 SkunkWorks/ ParallelUniverse the 1% solution Source: Scott Bedbury

139 2/50* *Scott Bedbury/Starbucks/<1%/<4 of 400/ grabbed best/all wanted to be there/2%-50%

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

141 End Run: E.g. Smith; Continuing Ed in B.Schools

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

143 We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to planfor months. Bloomberg by Bloomberg

144 Bloody- minded- ness!

145 JackWorld/ : (1) Neutron Jack. (Banish bureaucracy.) (2) 1, 2 or out Jack. (Lead or leave.) (3) Workout Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (1-5/Throughout) TALENT JACK!

146 [Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industriesStrategy+Business, Fall 2005

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

148 FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett

149 METABOLIC MANAGEMENT

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

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

152 Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against. Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors

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

154 If things seem under control, youre just not going fast enough. Mario Andretti

155 Im not comfortable unless Im uncomfortable. Jay Chiat

156 If it works, its obsolete. Marshall McLuhan

157 Boyd on TEMPO

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

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

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

161 The stuff has got to be implicit. If it is explicit, you cant do it fast enough. John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

162 Tempo!* *Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech

163 70-10/Nebraska/Unk QB 643 yards K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/Re-arrange the mind of the enemyT.E. Lawrence)/ By changing the geometry of the game, and pushing the limits of space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places. Michael Lewis (NY Times Magazine, , on Mike Leach/Texas Tech)

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

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

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

167 Blitzkrieg?

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

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

170 Grove and Bloomberg on Action

171 We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg

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

173 Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

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

175 BIAS

176 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

177 Importance of Success Factors by Various Gurus/ Estimates (Unreliable) by Tom Peters Strategy Systems Passion/ Execution Leadership Porter 45% Drucker 35% Bennis 20% Peters 15%

178 Ubiquitous Politics

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

180 Utterback

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

182 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

183 Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. Clayton Christensen, The Innovators Dilemma

184 Chivalry is dead. The new code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of sustainable advantage after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition. Rich DAveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering

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

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

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

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

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

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

191 Happy 50! 26April2006

192 Malcom McLean

193 Containerization

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

195 Get mad. Do something about it. Now.

196 SCALE. ETC.

197 I dont believe in economies of scale. You dont get better by being bigger. You get worse. Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

198 Last weeks Invincibles: Dell Microsoft Big Pharma

199 Scale? Microsofts Struggle With Scale Headline, FT, Troubling Exits at Microsoft Cover Story, BW, Too Big to Move Fast? Headline, BW,

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

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

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

203 GM

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

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

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

207 Market Share, Anyone? 240 industries: Market- share leader is ROA leader 29% of the time Profit /ROA leaders: aggressively weed out customers who generate low returns Source: Donald V. Potter, Wall Street Journal

208 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?

209 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?

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

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

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

213 END INNOVATION

214 DETERMINATION

215 The D-File: DETERMINATION

216 DE-TERM- IN-A- TION

217 Or: The B-File … BLOODYMINDEDNESS

218 BLOOD-Y- MIND-ED- NESS

219 … except for the politics: GET A DAMN LIFE. (Grant, Churchill, GW, &c.)

220 It is no use saying We are doing our best. You have got to succeed in doing what is necessary. WSC

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

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

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

224 6:15A.M.

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

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

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

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

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

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

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

232 Make each day a Masterpiece! JW

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

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

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

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

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

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

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

240 Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDNT LET HIM!

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

242 Its always showtime. David DAlessandro, Career Warfare

243 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

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

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

246 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

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

248

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

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

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

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

253 Im looking for insane commitment. Twyla Tharp, The Creative Habit

254 The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

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

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

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

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

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

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

261 Nelson. Grant. Churchill.

262 TP0707: I fear I am becoming utterly useless. My regard for practical advice has evaporated.

263 Geronimo!

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

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

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

267 Let Us March Tom Peters/

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

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

270 Speech is power: speech is to persuade, to convert, to compel. Ralph Waldo Emerson

271 Everyone lives by selling something. Robert Louis Stevenson

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

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

274 The only reason to give a speech is to change the world. JFK

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

276 Let us march.

277 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

278 Its always showtime. David DAlessandro, Career Warfare

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

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

281 END. DETERMINATION.

282 IMPLEMENTATION

283 Marcus+ Arts+

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

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

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

287 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

288 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

289 C R O* *Chief Recruitment Officer

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

291 C Q O* *Chief quest-meister

292 Stating the Obvious: THE PROBLEM IS RARELY THE PROBLEM.

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

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

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

296 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.

297 POWER WORDS! Im sorry.

298 Stating the Obvious: MORE POWER WORDS/IDEAS

299 Thank You!

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

301 Say it with … FLOWERS

302 POWER IDEAS! You must care. General Melvin Zais

303 motivational stuff

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

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

306 Immutable Logic for New Management Say goodbye to Mr Tough Guy, that ugly, mean-spirited tyrant, said Peter Georgescu, chairman emeritus of Young & Rubicam. Starting in the late 1940s and continuing throughout most of the rest of the 20 th century, the demand for products and services far exceeded their supply, he said. Those with sufficient capital to produce and distribute goods had unparalleled advantages, and all the accepted business wisdomrules, advice, best practicesrevolved around excess demand. But during the 1990s all that began to change. Today most businesses and industries in the developed world are in a state of excess supply: Capital is cheap and ubiquitous; raw materials are readily available; manufacturing is now clearly at overcapacity; and human labor is plentiful and inexpensive. What this means is that the war between providers and consumers is finally over and that consumers have won. … Georgescu called commoditization where all products look alike, feel alike, and perform alike except for price the cancer of the 21 st century. … There is, however, one aspect of doing business that has notand can never becommoditized. And that is creativity. As exciting and as robust as creativity is, it is also a fragile resource that needs to be supported, encouraged, and nurtured. It cant be forced, Georgescu said. It cant be motivated by fear or intimidation. Alice LaPlante, Stanford Business ( )

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

308 Eric : Whats a better description of what you could do than what you did do? Willy : Dont you ever see a discrepancy between your ability and how well you played a match? Eric : If I do, I shouldnt. If you discriminate between the two, what you could do is infinite. Youre capable of what you actually do. If ability is a finite, measurable quantity, its the same thing as performance. from Double Fault by Lionel Shriver

309 Im looking for insane commitment. Twyla Tharp, The Creative Habit

310 The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

311 If its not fun youre not doing it right. Fran Tarkenton

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

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

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

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

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

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

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

319 Paul Arden, Whatever You Think Think the Opposite

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

321 I WANT. Making the safe decision is dull, predictable and leads nowhere new. The unsafe decision causes you to think and respond in a way you hadnt thought of. And that thought will lead to other thoughts which will help you achieve what you want. Start taking bad decisions and it will take you to a place where others only dream of being. Source: Paul Arden, Whatever You Think Think the Opposite

322 ARE YOU BEING REASONABLE? Most people are reasonable; thats why they only do reasonably well. Source: Paul Arden, Whatever You Think Think the Opposite

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

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

325 WHAT IS A GOOD IDEA? One that happens is. If it doesnt, it isnt.* *Even a bad idea that happens is better than a good idea that doesnt Source: Paul Arden, Whatever You Think Think the Opposite

326 DONT STAY TOO LONG IN A JOB. … FIRED? ITS THE BEST THING THAT CAN HAPPEN TO YOU.* (*You hated your situation anyway.) … DONT GO TO UNIVERSITY. GO TO WORK.* (*Going to university usually means, I dont know what to do with my life, so Ill go to university.) Source: Paul Arden, Whatever You Think Think the Opposite

327 DONT BE NEGATIVE ABOUT REJECTION. When I was Creative Director at Saatchis I gave a young man a grilling for producing an underwhelming piece of work. Later in the day, somebody told me he was in his office crying. I went along to console him. I said, Dont worry, I was useless at your age too. Source: Paul Arden, Whatever You Think Think the Opposite

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

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

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

331 Let Us March Tom Peters/

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

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

334 Speech is power: speech is to persuade, to convert, to compel. Ralph Waldo Emerson

335 Everyone lives by selling something. Robert Louis Stevenson

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

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

338 The only reason to give a speech is to change the world. JFK

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

340 Let us march.

341 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

342 Its always showtime. David DAlessandro, Career Warfare

343 K.I.S.S.

344 K.I.S.S. 450/8/Stone 200/3/Bossidy 3/Enrico 3/Haass 1p/Horan 1p/TP Bberry/Scott Repeat/Gerstner Billboards/Creech

345 One bank is currently claiming to leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets. Charles Handy

346 I assume that it is just saying that it is there tohelp its customers wherever they are. Charles Handy

347 450/8

348 I wanted GE to operate with the speed, informality, and open communication of a corner store. Corner stores often have strategy right. With their limited resources, they have to rely on laser-like focus on doing one thing very well. Jack Welch/Fortune/04.05

349 Lees Rule: Run It off a Blackberry!

350 The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever. Napoleon on Simplicity, from Napoleon on Project Management by Jerry Manas.

351 Exercise: Take a complex financial analysis you are presentingand convert it into a number-less story. * *Shells (et al.) scenario planning

352 End IMPLEMENTATION

353 EXCELLENCE.

354 EXCELLENCE. ALWAYS.

355 EXCELLENCE. CAUSES. ADVERSARIES.

356 Causes/ Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft Ss/7-S (Waterman-Peters complete business model; waaaaay beyond Strategy & Structure) Structure > Strategy (We shape our structures, then they shape us …Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Aroundcourtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers

357 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) 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)- LOVEMARK Different > > Better Boomers & Geezers/marketing to new mega-segment

358 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.

359 M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. (Life = Sales.) Do. (Execution-Implementation.) Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit support. Execution. Adoption-Client Culture Change.) Product. (It.) Innovation. (Design. Creativity. Buzz-building. Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) Culture Change. (Lasting impact.) Diversity. (Cross- cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.) *B.Schools (M.I.A. or at most B.I.A.barely in action)

360 Noble Bill This is not to denigrate emphasis on leadership, entrepreneurship, management and global business WFS Source: Brave New World, Bold New B-School/Tim Westerbeck/BizEd/08.04

361 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

362 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

363 Them-Us Tom Peters/

364 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

365 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

366 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

367 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

368 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.

369 good words. Bad words.

370 Words that may NOT be used in my presence: Motivate Market

371 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

372 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) …

373 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)

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

375 EXCELLENCE. ALWAYS.

376 Why in the world did you go to Siberia?

377 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.

378 Business* ** (*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

379 Business: The Ultimate Creative Endeavor.

380 Business: The Ultimate Personal Development- Growth Experience.

381 Business: The Ultimate Transcendent Service Opportunity.

382 A Comment on Tom Peters in the Context of the Reagan Revolution … Tom Peters and Steve Jobs did more to make business cool for the rest of us than any others. Rich Karlgaard, publisher, Forbes

383 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

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

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

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

387 Skid in broadside

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

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

390 Geronimo!

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

392 The Soft Side Tom Peters/

393 >25

394 Every child is born an artist. The trick is to remain an artist. Picasso

395 If its not fun youre not doing it right. Fran Tarkenton

396 Happiness & Leisure per ARISTOTLE HAPPINESS: Eudaimonia … well-doing, living flourishingly. Megalopsychos … great-souled, magnanimous. More: respect and concern for others; duty to improve oneself; using ones gifts to the fullest extent possible; fully aware; making ones own choices. LEISURE: pursue excellence; reflect; deepen understanding; opportunity to work for higher ends. [Rest vs. leisure.] Source: A.C. Grayling, The Meaning of Things: Aplying Philosophy to Life

397 Worthy Ambition vs. Mere Ambition per MILTON The difference is well illustrated by the contrast between the person who says he wishes to be a writer and the person who says he wishes to write. The former desires to be pointed out at cocktail parties, the latter is prepared for the long, solitary hours at as desk; the former desires a status, the latter a process; the former desires to be, the latter to do. A..C. Grayling, The Meaning of Things: Applying Philosophy to Life [C.f. JOHN BOYD on be-do.]

398 EXCELLENCE. BY INVITATION.

399 The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

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

401 A review of Jack and Suzy Welchs Winning claims there are but two key differentiators that set GE culture apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; ie its about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

402 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek

403 EXCELLENCE. SALES.

404 Analysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I preached revenue and the analysts eyes would glaze over. Now revenue is in because so many got caught, and earnings went to hell. They said, Oh my gosh, you need revenues to grow earnings over time. Well, Duh! Dick Kovacevich, Wells Fargo

405 This is not about … customer centrism integrated marketing etc etc etc It is about …

406 … sellin a whole lotta stuff and having customers go bananas with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses.

407 M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. (Life = Sales.) Do. (Execution- Implementation.) Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit support. Execution. Adoption-Client Culture Change.) Product. (It.) Innovation. (Design. Creativity. Buzz-building. Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) Culture Change. (Lasting impact.) Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.) *B.Schools (M.I.A. or at most B.I.A.barely in action)

408 . Everyone lives by selling something. – Robert Louis Stevenson

409 Sell Sell Sell

410 TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

411 Its always showtime. David DAlessandro, Career Warfare

412 TP.27 … on Selling (Short) (Personal)

413 Out-prepare!! (huge time commitment!) Learn the culture Practice! Care-Empathy Listen-Empathetic listening (SC) Listen-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-Authenticity!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (Best story wins) Selling: Yourself! (Brand you) Obvious Wow! No exaggeration! Spell out commitments! SIMPLE timeline Sell inside-First! Thorough! Relationships-Way down!! Time!!!! (Eg, build trust) Ooze integrity Introduce to rest of team, esp mechanics SBWA (5K for 5M) Remember: Close! Gotta-make-a-profit (be ready to walk away!) Good loss Dont dis competitors!! Make her-him-target SUCCESSFUL (in a personal way)

414 C(I)>C(X)

415 EXCELLENCE. THE END.

416 PSF

417 PSF Transformation: Credit Department/Trek Was Is Credit Dept Financial Services Hammer on dealers until Make dealers successful so they they pay CAN pay AR sold to 3 rd party Trek is the commercial financial commercial co. Company 23 employees 12 employees Oversee peak AR of $70M Oversee peak AR of $160M Identify risky dealers Identify opportunities Cost Center Profit Center No products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments Source: John Burke/

418 HCare CIO: Technology Executive (workin in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitals Senior Healing-Services Team (who happens to be a techie)

419 g IBM UPS Xerox MasterCard GE BestBuy Gamechanging Solutions: Bet-the-Company IBM UPS Xerox MasterCard GE BestBuy

420 The Work Matters: On Self-reliance, Becoming a Change Insurgent and the Power of Peculiarities

421 Self-reliance never comes naturally to adults because they have been so conditioned to think non-authentically that it feels wrenching to do otherwise. … Self Reliance is a last resort to which a person is driven in desperation only when he or she realizes that imitation is suicide, that he must take himself for better, for worse, as his portion. Lawrence Buell, Emerson

422 For Marx, the path to social betterment was through collective resistance of the proletariat to the economic injustices of the capitalist system that produced such misshapenness and fragmentation. For Emerson, the key was to jolt individuals into realizing the untapped power of energy, knowledge and creativity of which all people, at least in principle, are capable. He too hated all systems of human oppression; but his central project, and the basis of his legacy, was to unchain individual minds. Lawrence Buell, Emerson

423 The Work Matters! What we do matters to us. Work may not be the most important thing in our lives or the only thing. We may work because we must, but we still want to love, to feel pride in, to respect ourselves for what we do and to make a difference. Sara Ann Friedman, Work Matters: Women Talk About Their Jobs and Their Lives

424 When was the last time you asked,What do I want to be? Sara Ann Friedman, Work Matters

425 If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud. Émile Zola

426 How Would You Play Today If You Knew You Could Not Play Tomorrow Source: Slogan for Loyolas lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman)

427 She made us close our eyes and hear the singers she was passionate about: Roberta Flack and Aretha Franklin. Listen to the joy in their voices, urged Diane.Its not the words or the music. They sing with such great passion, such heart and soul. You can feel how the singers love what theyre doing. Its not just a job to them. If you want to excel at anything, you must be passionate. Otherwise, why waste your time? Source: Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman

428 Its no longer enough to be a change agent. You must be a change insurgentprovoking, prodding, warning everyone in sight that complacency is death. Bob Reich

429 Nobody gives you power. You just take it. Roseanne

430 Characteristics of the Also rans* Minimize risk Respect the chain of command Support the boss Make budget *Fortune, on Most Admired Global Corporations

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

432 In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshed and produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce Source: Orson Welles, as Harry Lime, in The Third Man

433 the cuckoo clock.

434 The key question isnt What fosters creativity? But it is why in Gods name isnt everyone creative? Where was the human potential lost? How was it crippled? I think therefore a good question might be not why do people create? But why do people not create or innovate? We have got to abandon that sense of amazement in the face of creativity, as if it were a miracle if anybody created anything. Abe Maslow

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

436 Back to the Future: The PSF/ Brand You Idea Circa 1900* William James (What Makes a Life Significant/1899): men with no trade must sell to the highest bidder their mere muscular strength for so many hours per day * Brand You/2005 = Tradesman/1899

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

438 Goodnight and Good Luck.

439 Unparalled in Our Professional Lifetime* Terrorism Middle East instability H5N1 China screwups Globalization backlash Energy dependence Environmental threats Life sciences Cold War with China Fraying American fabric U.S. impotence in the face of Asias rise *Current leaders were not Cold War leaders

440 This is a dangerous world and it is going to become more dangerous.We may not be interested in chaos but chaos is interested in us. Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

441 Not a single item in our trillion-dollar arsenal can compare with the genius of the suicide bomberthe breakthrough weapon of our time. Our intelligence systems cannot locate him, our arsenal cannot deter him, and, all too often, our soldiers cannot stop him before its too late. A man of invincible convictioncall it delusion, if you willarmed with explosives stolen or purchased for a handful of soiled bills can have a strategic impact that staggers governments. Abetted by the global media, the suicide bomber is the wonder weapon of the age.The Weekly Standard,

442 Chicagolands Mystery Disappearances …

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

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

445 Deutsche Bank Moves Half of Its Back-office Jobs to India/ headline/FT/0327; 500 of 900 Research ; JPMorgan Chase30% back- office by

446 43,000

447 Stuff

448 I cant say that I dont know what my teachers were doing in the classroom. I am still responsible if a child gets lost. Enron juror Freddy Delgado, elementary school principal

449 Google/U.N. Resolution 347 Google/U.N. Resolution 347 (inside his information loop)

450 From secret hideouts in South Asia, the Spanish-Syrian al-Qaeda strategist published thousands of pages of tracts on how small teams of Islamic extremists could wage a decentralized global war against the United States and its allies.Washington Post/

451 The Nanny State Places a Bet: As Manufacturing Jobs Move Abroad, a More Relaxed Singapore Tries to Stimulate Tourism by Building Its First Casinos headline, NYT

452 American political life [has been] overwhelmed by marketing professionals, consultants and pollsters who, with the flaccid acquiescence of the politicians, have robbed public life of much of its romance and vigor. Joe Klein, Politics Lost

453 Consultants have drained a good deal of the life from our democracy. Specialists in caution, they fear anything they havent tested. Joe Klein, Politics Lost

454 Google, Craigslist Tackle Real Estate, Headline, WSJ,

455 eBay/0306 $50B 1 new car/second 700K make living from eBay Source: FT/

456 Cultural sensitivities PLUS Universals

457 Integrity vs Politics: A little realism, please …

458 Loyalty, Now More Than Ever: Vertical (hierarchical) LOYALITY vs Horizontal (peers; community) LOYALITY

459 Omnicom: Acquire for TALENT (Openly)

460 Omnicom's acquisitions: not for size per se; buying talent; deepen a relationship with a client. (Advertising Age/07.05) Omnicom very simply is about talent. Its about the acquisition of talent, providing the atmosphere so talent is attracted to it. (John Wren)


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