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Tom Peters X25* EXCELLENCE. ALWAYS. Re-imagine2007/Focus Conferences Amsterdam/19 December 2006 *In Search of Excellence 1982-2007.

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Presentation on theme: "Tom Peters X25* EXCELLENCE. ALWAYS. Re-imagine2007/Focus Conferences Amsterdam/19 December 2006 *In Search of Excellence 1982-2007."— Presentation transcript:

1 Tom Peters X25* EXCELLENCE. ALWAYS. Re-imagine2007/Focus Conferences Amsterdam/19 December 2006 *In Search of Excellence

2 tompeters.com Slides* at … tompeters.com *also long

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

4 The Irreducible209

5 1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator #1.) (Cant be faked. Good.) (Cant be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Exuberance. (Move mountains. No alt.) Exuberance. (Move mountains. No alt.) 12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.)

6 The Irreducible209+ One Word+ The Sales122 60TIBs Tom-A-to,Tom-ah-to

7 EXCELLENCE. ALL YOU NEED TO KNOW.

8 25

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

10 EXCELLENCE. ALL YOU NEED TO KNOW. BONUS.

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

12 EXCELLENCE. ALL. YOU. NEED. TO. KNOW. ANYWHERE. ANY MARKET. ANY TIME.

13 Jims Group

14 Big Thats a Big Number ….

15 THREE BILLION NEW CAPITALISTS THREE BILLION NEW CAPITALISTS Clyde Prestowitz

16 5 (Years) /42 (New Airports)

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

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

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

20 (500 of 900 Research) Deutsche Bank Moves Half of Its Back-office Jobs to India/ headline/FT/0327 (500 of 900 Research)

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

22 EXCELLENCE. EVERYWHERE. ASPIRATION. NECESSITY.

23 8 … in Thailand One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India. Source: The Straits Times/2003

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

25 New Zealand Spain Portugal Italy Ireland Singapore Taiwan Thailand Malaysia Singapore Philippines UAE Oman Chile Botswana Romania New Zealand

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

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

28 EXCELLENCE. THE MANDATE.

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

30 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to Forbes100 from 1917 to 1987 : 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to S&P 500 from 1957 to 1997 : 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

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

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

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

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

35 C.E.O. C.D.O. C.E.O. to C.D.O.

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

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

38 EXCELLENCE. STARTERS. BASICS. K.I.S.S.

39 Raging Success = P-SQUARED. C. E-CUBED.

40 People. Product. Clients. Execution. Enthusiasm. Excellence.

41 People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. Relentless. Senility.

42 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

43 A pattern emphasized in the case studies in this book is the degree to which powerful competitors 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. 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 Dynamics of Innovation

44 EXCELLENCE. THE WORD.

45 Purity Transcendence Virtue Elegance Majesty Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

46 EXCELLENCE. PETERS. WATERMAN. CIRCA 1982.

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

48 $85,000 $140,050 ExIn*: /Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 *Forbes/ Excellence Index /Basket of 32 publicly traded stocks

49 EXCELLENCE. (MAYBE.)

50 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.

51 good words. Bad words good words. Bad words.

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

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

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

55 Sell Sell Sell

56 Incidentally …

57 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? 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

58 Exceeds expectations Words that may NOT be used in my presence: Customer service that … Exceeds expectations

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

60 EXCELLENCE. ASPIRATION.

61 Why in the world did you go to Siberia?

62 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. 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.

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

64 EXCELLENCE. ASPIRATION. YOU & ME.

65 The First step in a dramatic organizational change program is obvious dramatic personal change!The First step in a dramatic organizational change program is obvious dramatic personal change! RG

66 Every time we come to a comfort zone, we will find a way out. … A typical day at the office for me begins by asking,What is impossible that I am going to do today? Daniel Lamarre, president, Cirque du Soleil

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

68 EXCELLENCE. DEFINED.

69 EXCELLENCE. DEFINED. AGENDA. SETTER.

70 SET THE AGENDA Great Companies … SET THE AGENDA.* (PERIOD.) * disturb the sleep of …

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

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

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

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

75 The last word: There is no last word.

76 U.S. Steel Ford GM IBM Macys Sears Microsoft? Dell? Wal*Mart?

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

78 EXCELLENCE. DEFINED. X06.

79 Commerce Bank: From Service to Experience 7X. 730A- 800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

80 Commerce Bank

81 The Power of WOW! How Commerce Bank Created a Super- Growth Business in a No-Growth Industry Vernon W. Hill, II

82 Our whole story is growing revenue. Vernon Hills (Top-line driven; standard is bottom-line driven by cost cutting)

83 8,000 Radio City Music Hall … J.D. Power/Customer service/Bank/NYC/1 st in 5 of 6; 2 nd in #6 … Inspired by Ray Kroc … $36B ($100B in 6 years); +$750M per month/373 branches in 7 states/900 in 6 years … player piano … Penny Arcade/$25K per machine … 9M lollipops, 2M dog biscuits … stupid rule (red) button … call center not cost center, but opportunity/human by second operation … over-invest in real estate … design- experience fanaticism … Red!/Red Friday/Hot music … deposits available next day (vs ½ on 3 rd ; ½ on 5 th ; focus on 99%, not 1%) … LONG HOURS!!!! (7/week/12 hours/Fridays/15 minutes before) … Do whacky things for customers (VH) … create magical moments of surprise and delight for employees (VH) … Hire for attitude. Train for skills. (VH) … Chinatown/10K first day; 28K first week … Commerce U in 93 (underlying theme is funVH)

84 S.M.A.R.T. S. Say Yes (approval for No) M. Make Each Customer Feel Special A. Always Keep Customer Promises R. Recover! (To err is human, to recover is divine.) T. Think Like Our Customers S.M.A.R.T. S. Say Yes (approval for No) M. Make Each Customer Feel Special A. Always Keep Customer Promises R. Recover! (To err is human, to recover is divine.) T. Think Like Our Customers

85 … cut costs at most banks. We have to push them out of the branches. We have to push them to machines. We have to push them to the Internet. Source: Vernon Hill … cut costs at most banks. We have to push them out of the branches. We have to push them to machines. We have to push them to the Internet. Source: Vernon Hill

86 sewell

87 Customers for Life

88 FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

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

90 X.06

91 X.06: Whole Foods Markets … Starbucks … Wegmans … Commerce Bank … John Laing Homes … Apple … London Drugs … Griffin Hospital/ Planetree Alliance … The Met School/Big Picture … Carl Sewell … Progressive Insurance … Stanford womens sports … Stanford D-School … HSM … Washington Speakers Bureau … Build-A-Bear … RE/MAX … Donnellys Weather Strip Service … Jims Group … Cirque du Soleil

92 High end. Experience.Design. Crazy for customers! Crazy for Patients! (Whole person). Wow! People first, second, third. Breakthrough or bust. Seriously cool. Virus management. Resilience. Tippy-top talent. Solutions, not just satisfaction. Solutions, not just satisfaction.Engagement. Self-control. (Customer/Patient/Student control.) Blue Ocean. Mundane stuff made great. Great demographic. The best. Period. Effective partnering. K.I.S.S. Play to win. (Offense > Defense.) Bold! Action! Always! Integrity-as-strategy.

93 * Focused on growth and revenue and offense, not defense and cost containment. not defense and cost containment. *People-talent obsession. *Provide mind-bending experiences. (Driven by design primacy.) by design primacy.) *Nuts about customers. *Happy to use words like Wow. *Pretty close to the high end of the market. [*Ability to make silk purses filled with gold out of sows ears: Wegmans-Whole Foods-Stew Leonards sows ears: Wegmans-Whole Foods-Stew Leonards and groceries; Jims Group and dog-walking; and groceries; Jims Group and dog-walking; Donnelly and weatherstrip installation; DeMar Donnelly and weatherstrip installation; DeMar and plumbing.] and plumbing.] * Execution!

94 EXCELLENCE. REVENUE. MATTERS. MOST.

95 Analysts … preferred cost cutting They said, Oh my gosh, you need revenues to grow earnings over time. Well, Duh! 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

96 P = R – C

97 C R C R O* *Chief Revenue Officer

98 P = R – C + E CRO (Revenue) CPO/COO (Processes & Execution) CCO/CFO (Costs)

99 GE (more or less) : The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff GE (more or less) : The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/

100 EXCELLENCE. INNOVATE. OR. DIE.

101 But in his GE, the new imperatives are risk- taking, sophisticated marketing and, above all, innovation Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal- making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasnt turned his back on the old ways. But in his GE, the new imperatives are risk- taking, sophisticated marketing and, above all, innovation.BW/2005

102 #1 More than $$$$ #1 R&D spending, last 25 years?

103 GM

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

105 I dont believe in economies of scale. You dont get better by being bigger. You get worse. Dick Kovacevich/Wells Fargo

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

107 When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Committee, answered: Im sure there are success stories out there, but at this moment I draw a blank. Mark Sirower, The Synergy Trap

108 Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companiesthose that failed to make a leap or, if they did, failed to sustain itoften tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness. Jim Collins/Time/2004

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

110 Spinoffs freed from the confines of the parent … more entrepreneurial, more nimble Spinoffs systematically perform better than IPOs … track record, profits … freed from the confines of the parent … more entrepreneurial, more nimbleJerry Knight/ Washington Post/ 08.05

111 Private Equity-financed Firm, Best *Case * Focus! Focus! Focus! *In a [Big] hurry *CEO/Top team, skin in the game *CEO, 100% of time on the biz *Merit! Merit! *Motivated oversight Private Equity-financed Firm, Best *Case * Focus! Focus! Focus! *In a [Big] hurry *CEO/Top team, skin in the game *CEO, 100% of time on the biz *Merit! Merit! *Motivated oversight *Worst case: Rape & Pillage

112 A A. Theres A and then theres A.

113 EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION IS WRONG

114 The Mess Is the Message! Period!

115 An Economic Interpretation of the Constitution of the United States The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger Tube: The Invention of Television Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World The Soul of a New Machine Rosalind Franklin: The Dark Lady of DNA The Blitzkrieg Myth The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United StatesCharles Beard (1913) The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger Marc Levinson Tube: The Invention of Television David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World Jill Jonnes The Soul of a New Machine Tracy Kidder Rosalind Franklin: The Dark Lady of DNA Brenda Maddox The Blitzkrieg Myth John Mosier

116 InnoTacs

117 We become who we spend time with!

118 Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Innovations Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

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

120 Axiom: Never use a vendor who is not in the top quartile (decile?) in their industry on R&D spending!* *Inspired by Hummingbird

121 Are there enough weird people in the lab these days? Employees: Are there enough weird people in the lab these days? V. Chmn., pharmaceutical house, to a lab director

122 [CEO A.G.] Lafley has shifted P&Gs focus on inventing all its own products to developing others inventions at least half the time. One successful example Mr. Clean Magic Eraser, based on a product found in an Osaka market.Fortune,

123 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 Measure Strangeness/Portfolio Quality 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

124 The Bottleneck Is at the Top of the Bottle At the top! The Bottleneck Is at the Top of the Bottle Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top! Gary Hamel/Harvard Business Review

125 futuremark

126 To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. W. Chan Kim & Renée Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/2003

127 Two- thirds of the time, they pick the wrong competitor to worry about. How do dominant companies lose their position? Two- thirds of the time, they pick the wrong competitor to worry about. Don Listwin, CEO, Openwave Systems/WSJ

128 The best swordsman in the world doesnt need to fear the second best swordsman in the world; COMPETITORS: The best swordsman in the world doesnt need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesnt do the thing he ought to do, and so the expert isnt prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot. Mark Twain

129 Kodak …. Fuji GM …. Ford Ford …. GM IBM …. Siemens, Fujitsu Sears …. Kmart Xerox …. Kodak, IBM

130 Dont benchmark, futuremark! Dont benchmark, futuremark! Impetus: The future is already here; its just not evenly distributed William Gibson

131 Find em!

132 Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames. Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames. Richard Pascale & Jerry Sternin, Your Companys Secret Change Agents, HBR

133 Innovation Tool/Source # 1: Pissed Off Person/ People

134 invite em!

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

136 send em on a quest!

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

138 Leaderships Mt Everest/Mt Excellence free to do his or her absolute best … allow its members to discover their greatness.

139 Concoct a Parallel universe!

140 Venture fund: Venture fund: Gerstner/Amex, Dow/Marriott, Grove/Intel, Bedbury/Starbucks

141 1% SkunkWorks/ ParallelUniverse the 1% solution Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)

142 try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.

143 you only find oil if you drill wells. 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

144 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 # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg

145 We ground up more pig brains!

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

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

148 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

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

150 tolerate [encourage?] failure

151 Fail. Forward. Fast. Fail faster. Succeed Sooner. Fail. Forward. Fast. High Tech CEO, Pennsylvania Fail faster. Succeed Sooner. David Kelley/IDEO

152 FAIL, FAIL AGAIN. FAIL BETTER. FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett

153 Sams Secret #1!

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

155 SERIOUS PLAY

156 You cant be a serious innovator unless and until you are ready, willing and able to seriously play.Serious play is not an oxymoron; it is the essence of innovation. Michael Schrage, Serious Play

157 Culture of Prototyping Effective prototyping may be the most valuable core competence an innovative organization can hope to have. Culture of Prototyping Effective prototyping may be the most valuable core competence an innovative organization can hope to have. Michael Schrage

158 Think about It!? Innovation = Reaction to the Prototype Source: Michael Schrage

159 Learn not to be careful. Careful = The sidelines Learn not to be careful. Photographer Diane Arbus to her students (Careful = The sidelines, from Harriet Rubin in The Princessa)

160 Experiment fearlessly Experiment fearlessly Source: BW , Type A Organization Strategies/ How to Hit a Moving Target Tactic #1

161 Speed/ Tempo/ is-it

162 We sell speed. We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

163 Wal*Mart (!) & Katrina

164 FedEx Economy the FedEx Economy headline/New York Times/

165 Anything/ Anywhere/ Anytime Any3: Anything/ Anywhere/ Anytime

166 Now its a technology company with trucks. UPS used to be a trucking company with technology. Now its a technology company with trucks.Forbes

167 Open-source Goldmining! Rob McEwen, CEO, Goldcorp Inc. Goldcorp Challenge/ $575,000 Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

168 Power Tools For Power Strategies

169 Sysco!

170 Productivity! McKesson : Revenue … +$7B Employees … +500 Productivity! McKesson : Revenue … +$7B Employees … +500 Source: USA Today

171 e business is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness. e business is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness. Ray Lane, Kleiner Perkins

172 5% F500 have CIO on Board: companies Tesco, Wal*Mart 5% F500 have CIO on Board: While some of the worlds most admired companies Tesco, Wal*Mart are transforming the business landscape by including technology experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value. Source: Burson-Marsteller

173 bet big

174 Big Big Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things. Roger Enrico, former Chairman, PepsiCo

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

176 No Wiggle Room! Incrementalism is innovations worst enemy. No Wiggle Room! Incrementalism is innovations worst enemy. Nicholas Negroponte

177 Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We cant change because our brains become hardwired early in life Source: Fast Company/

178 Conscious measurement

179 Innovation Index: Top 5 8 or higher Weird/ Profound/ Wow/Game- changer Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a Weird/ Profound/ Wow/Game- changer Scale?

180 personal

181 Buy a Mirror! Step #1: Buy a Mirror!

182 Inno64: Innovation Strategies & Tactics

183 ORIGINS OF SUSTAINABLE ENTREPRENEURSHIP Excellence: The SE22: ORIGINS OF SUSTAINABLE ENTREPRENEURSHIP

184 SE22/Origins of Sustainable Entrepreneurship 1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, Fox, Stanford University, MIT) Fox, Stanford University, MIT) 2. Perpetually determined to outdo oneself, even to the detriment of todays $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx) the detriment of todays $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx) 3. Treat History as the Enemy (GE) 4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony) 5. Use Strategic Thrust Overlays to Attack Monster Problems (Sysco, GSK, GE, Microsoft) 6. Establish a Be on the COOL Team Ethos. (Most PSFs, Microsoft) 7. Encourage Vigorous Dissent/Genetically Noisy (Intel, Apple, Microsoft, CitiGroup, PepsiCo) Microsoft, CitiGroup, PepsiCo) 8.Culturally as well as organizationally Decentralized (GE, J&J, Omnicom) (GE, J&J, Omnicom) 9. Multi-entrepreneurship/Many Independent-minded Stars (GE, PepsiCo)

185 Decentralize ($90B) Undo Matrix Accountability HPs Big Duh! Decentralize ($90B) Undo Matrix Accountability Source: HP Says Goodbye To Drama/ BW/09.05/re Mark Hurds first 5 months

186 TP Lessons Learned Innovation = DisDis (Disciplined Disorganization) Luck is a very good thing.* ** (*More lessons later: E.g., If you hire a bunch of disciplined weirdos and try a lot of weird stuff, the odds of getting lucky go up remarkably) (**Career success depends on convincing others that you knew what the hell you were doing all along. Good news: Say it long enough and you will believe it. Great news: Keep saying it and you, too, can become a guru.)

187 SE22/Origins of Sustainable Entrepreneurship 18. Unmistakable Results & Accountability focus from the get-go to the grave (GE, New York Yankees, PepsiCo) the get-go to the grave (GE, New York Yankees, PepsiCo) 19. Up or Out (GE, McKinsey, big consultancies and law firms and ad agencies and movie studios in general) firms and ad agencies and movie studios in general) 20. Competitive to a fault! (GE, New York Yankees, News Corp/Fox, PepsiCo) Corp/Fox, PepsiCo) 21. Bi-polar Top Team, with Unglued Innovator #1, powerful Control Freak #2 (Oracle, Virgin) (Watch out when powerful Control Freak #2 (Oracle, Virgin) (Watch out when #2 is missing: Enron) #2 is missing: Enron) 22. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything else Core Values, Open-minded about everything else (Virgin) (Virgin)

188 EXCELLENCE. 4/40.

189 4/40

190 De-cent- ral-iz- a-tion!

191 Decentralization is not a piece of paper. Its not me. Its either in your heart, or not. Brian Joffe/BIDvest

192 If if feels painful and scarythats real delegation If if feels painful and scarythats real delegation Caspian Woods, small biz owner

193 6 divisions = 6 tries 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT tries = Max probability of win 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT tries = Max probability of far out/3-sigma win The True Logic* of Decentralization: 6 divisions = 6 tries 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT tries = Max probability of win 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT tries = Max probability of far out/3-sigma win *Driver: Law of Large #s

194 Ex-e- cu-tion!

195 Execution is the job of the business leader. Larry Bossidy Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

196 systematic process Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

197 Projects = Goal (Vision) Milestones = Project Rapid Review + Truth-telling = accountability

198 Ac-count- a-bil-ity!

199 GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

200 6:15A.M.

201 DECENTRALIZATION. EXECUTION. ACCOUTABILITY. 6 :15A.M.

202 EXCELLENCE. VALUE ADDED. UP THE LADDER.

203 EXCELLENCE. VALUE-ADDED LADDER I. SOLVE IT.

204 $55B

205 Palmisanos strategy is to expand techs borders by pushing usersand entire industriestoward radically different business models. $500 billion a year Planetary Rainmaker-in-Chief! Palmisanos strategy is to expand techs borders by pushing usersand entire industriestoward radically different business models. The payoff for IBM would be access to an ocean of revenuePalmisano estimates it at $500 billion a year that technology companies have never been able to touch.Fortune

206 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/2004

207 MasterCard Advisors

208 Turnkey security solutions Security devices to Turnkey security solutions (A/C, elevators, DIY, photo shops, etc, etc)

209 Huge: Customer Satisfaction versus Customer Success

210 Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

211 STUFF N THINGS Goods Raw Materials The Value-added Ladder/ STUFF N THINGS Goods Raw Materials

212 TRANSACTIONS Services The Value-added Ladder/Stuff & TRANSACTIONS Services Goods Raw Materials

213 OPPORTUNITY-SEEKING Gamechanging Solutions The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions Services Goods Raw Materials

214 Era #1/Obvious Value : Our it works, is delivered on time (Close) Era #2/Augmented Value : How our it can add valuea useful it (Solve) Era #3/Complex Value Networks : How our system can change you and deliver business advantage (Culture- Strategic change) Era #1/Obvious Value : Our it works, is delivered on time (Close) Era #2/Augmented Value : How our it can add valuea useful it (Solve) Era #3/Complex Value Networks : How our system can change you and deliver business advantage (Culture- Strategic change) Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

215 OPPORTUNITY-SEEKING Gamechanging Solutions/Business Advantage The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions/Business Advantage Services Goods Raw Materials

216 Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. The business of selling is not just about matching viable solutions to the customers that require them. Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers organization.* (*E.g.: CRM failure rate/Gartner: 70%) Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

217 EXCELLENCE. NECESSITY. OPPORTUNITY.

218 Disintermediation is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; outsourcing is just another way of saying that … youve become irrelevant to your customers. John Battelle/Point/Advertising Age/07.05

219 HRMAC Chicago: HRMAC

220 support function / cost center/ overhead or … support function / cost center/ overhead or …

221 Rock Stars of the Age of Talent Are you … Rock Stars of the Age of Talent

222 EXCELLENCE. SOLVE IT. NO OPTION. PSF. (PSF++)

223 Managing Partner, ISInc. Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

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

225 Mega-PSF Solutions World: The Mega-PSF

226 Corporation as Mega-PSF (Professional Service Firm*) Big Idea: Corporation as Mega-PSF (Professional Service Firm*) * Virtual Collection of Entrepreneurially-minded Professionals (Talent/Roster) Creating/Applying Intellectual Capital (Work Product)

227 Principal Engine of Value Added Are you the …Principal Engine of Value Added *E.g.: Your R&D budget as robust as the New Products team?

228 ThePSF35 : Thirty-Five Professional Service Firm Marks of Excellence

229 1. CRYSTAL CLEAR POINT OF VIEW The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: If you cant explain your position in eight (E very Practice Group: If you cant explain your position in eight words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small Uneconomic Clients with Big Aims the World) 6. Small Uneconomic Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: Dent the UniverseSteve Jobs) 9. Fire-on-the-spot Anyone Who Says, Law/Architecture/Consulting/ UniverseSteve Jobs) 9. Fire-on-the-spot Anyone Who Says, Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a commodity I-banking/ Accounting/PR/Etc. has become a commodity 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) RADICAL WORD (IDEA) RADICAL

230 Pointed Point of View!

231 PSF Answer: PSF

232

233 EXCELLENCE. ATTITUDE. TRANSFORMATION. PSF.

234 Full Partner- Leader in Lifetime Value-added Maximization Purchasing Officer Thrust #1: Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner- Leader in Lifetime Value-added Maximization ? (*Lopez: Arguably Villain #1 in GM tragedy/Anon VSE-Spain)

235 Financial Services Make dealers successful so they CAN pay Trek is the commercial financial Company 12 employees Oversee peak AR of $160M Identify opportunities Profit Center Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments 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/

236 EXCELLENCE. VALUE-ADDED LADDER II. EXPERIENCE IT.

237 Experiences are as distinct from services as services are from goods. Experiences are as distinct from services as services are from goods. Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

238 What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley Experience: Rebel Lifestyle! What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley exec, quoted in Results-Based Leadership

239 Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

240 MEMORABLE CONNECTION Spellbinding Experiences The Value-added Ladder/ MEMORABLE CONNECTION Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

241 C X O C X O* *Chief e X perience Officer

242 Most executives have no idea how to add value to a market in the metaphysical world. Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the future. There is no lack of physical products to choose between. Jesper Kunde, Unique Now... or Never [on the excellence of Nokia, Nike, Lego, Virgin et al.]

243 Male Female dominance Extraction & Goods: Male dominance Services & Experiences: Female dominance

244 EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE.

245 not This is not amature category.

246 This is an undistinguished category.

247 $798

248 $415 $798 $415 /SqFt/Wal*Mart $798 /SqFt/Whole Foods

249 #1/100 #1/100 Best Companies to Work for /2005

250 Wegmans

251 7X. 730A- 800P. F12A. * 7X. 730A- 800P. F12A. * * 93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

252 EXCELLENCE. NO EXCUSES.

253 WallopWal*Mart16* ABSURDLY EASY BEAT GIANT WallopWal*Mart16* *Or: Why its so ABSURDLY EASY to BEAT a GIANT Company

254 The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini-Wal*Mart.) mini-Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!) BIGGIES ON EMOTION/CONNECTION!!)

255 tom peters: what Ive Learned about Small Business

256 Passion for PRODUCT. OBSESSION With Product. LOVE The Product. Aim To Be ONLY ONES WHO DO WHAT WE DO. Keep ADDIN Stuff. Invest UNWISELY in R&D. Reside Permanently In The DISCOMFORT Zone. Unhealthy PARANOIA Is A Good Thing. Add Clients That PUSH-PULL. SELL. SELL. SELL. SELL. Go For Broke: CUSTOMER CONTACT PEOPLE. PERFECTION: Customer Contact People. Hire for ATTITUDE. INVITE On An Adventure. GREAT CFO/Biz Guy-Gal. NASTY CFO/Biz Guy-Gal. QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic- Project Manager-I.P.M. (I.P.M. = Inspired Profit Mechanic)

257 Small Giants: Companies That Choose To Be Great Instead Of Big Small Giants: Companies That Choose To Be Great Instead Of Big by Bo Burlingham

258 Small Giants/Bo Burlingham I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create." the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'" they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises." "First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create." "Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." "Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'" "Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."

259 Small Giants/Bo Burlingham the companies also had what struck me as unusually intimate workplaces." I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion." "Fifth, the companies also had what struck me as unusually intimate workplaces." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."

260 Bacteria rule! Sizeable cases are virtually irrelevant anomalies. Stephen Jay Gould: Bacteria rule! Sizeable cases [e.g. humans] are virtually irrelevant anomalies.

261 EXCELLENCE. VALUE-ADDED LADDER III. DREAM IT.

262 DREAM : A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be. DREAM :A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be. Gian Luigi Longinotti-Buitoni

263 We sell dreams Furniture vs. Dreams We do not sell furniture at Domain. We sell dreams. This is accomplished by addressing the half-formed needs in our customers heads. By uncovering these needs, we, in essence, fill in the blanks. We convert needs into dreams. Sales are the inevitable result. Judy George, Domain Home Fashions

264 No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams whether its financial security, buying a car, paying for home repairs, or even taking a dream vacation. Martin Feinstein, CEO, Farmers Group

265 Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

266 EMOTION Dreams Come True The Value-added Ladder/ EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

267 C DM C DM* *Chief Dream Merchant

268 Dreams Come True: IBM

269 The sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. … Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your BusinessThe sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. … Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business

270 EXCELLENCE. VALUE-ADDED LADDER IV. LOVE IT.

271 Lovemarks ! Kevin Roberts: Lovemarks !

272

273

274

275

276 Tattoo Brand Tattoo Brand : What % of users would tattoo the brand name on their body?

277 Harley.… 18.9% Disney Coke …. 7.7 Google Pepsi Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 Top 10 Tattoo Brands* Harley.… 18.9% Disney Coke …. 7.7 Google Pepsi Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 * BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

278 Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

279 ECSTASY Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials The Value-added Ladder/ ECSTASY Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

280 C L O C L O* *Chief Lovemar k Officer

281 Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

282 Ladder.2006: 4 of 7! Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Ladder.2006: 4 of 7! Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

283 EXCELLENCE. SOUL I. THE STORY.

284 Storytelling is the core of culture. Storytelling is the core of culture.Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

285 Market Power = Story Power

286 Best story wins!

287 We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories. Rolf Jensen, Copenhagen Institute for Future Studies

288 C ST O C ST O* *Chief Storytelling Officer

289 EXCELLENCE. SOUL II. DESIGN.

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

291 treated like a religion Design is treated like a religion at BMW. Fortune

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

293 C D O C D O * *Chief Design Officer

294 EXCELLENCE. WHAT MATTERS.

295 What Isnt Matter Is What Matters What Isnt Matter Is What Matters section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

296 Andy pointed to a molding, about halfway up the wall … VA Teaching MomentAndy pointed to a molding, about halfway up the wall …

297 The Boot … and Timberland The Tomato/ Farmer … and Campbells

298 EXCELLENCE. NEW MARKETS. ENORMOUS. OPPORTUNITIES.

299 women. BOOMERS. GEEZERS.

300 E-nor-mous Strat-eg-ic opp-or-tun- ity

301 women. BOOMERS. GEEZERS.

302 EXCELLENCE. OPPORTUNITY. ENORMOUS. WOMEN.

303 Idiot Idiot is too kind a word.

304 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.) 85% **Approximately 85% of Unilevers products are purchased by … women.

305 EXCELLENCE. FOUND. DUH.

306 To be a leader in consumer products, its critical to have leaders who represent the population we serve. To be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/CEO/PepsiCo

307 To be a leader in consumer products, its critical to have leaders who represent the population we serve. FORMERTo be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/ FORMER CEO/PepsiCo

308 Indra Nooyi

309 A[nother] Delightful Blinding Flash of the Obvious!* ** Flash of the Obvious!* ** P&G does more than half its business outside the U.S., so [CEO A.G.] Lafley has recast his top executive group to be 50% non- American.Fortune, so [CEO A.G.] Lafley has recast his top executive group to be 50% non- American.Fortune, *Ill take it! **Women next? 85%?

310 EXCELLENCE. OPPORTUNITY. ENORMOUS. WOMEN.

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

312 Home Furnishings … 94% Vacations … 92% Houses … 91% D.I.Y. … 80% Consumer Electronics … 51% Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80% ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major home projects) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%

313 The 91% Factor! More than 9 in 10 women age say they either make or at least equally influence their household purchases either make or at least equally influence their household purchases of home electronics. of home electronics. Source: Andrea Learned, co-author, Dont Think Pink

314 The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyers gender. The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyers gender. Jeffery Tobias Halter, Selling to Men, Selling to Women

315 91% women: ADVERTISERS DONT UNDERSTAND US. (58% ANNOYED.) 91% women: ADVERTISERS DONT UNDERSTAND US. (58% ANNOYED.) Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women)

316 The Perfect Answer Jill and Jack buy slacks in black…

317

318 knows more man low IQ hard of hearing no right speaking to him She knows more about the [Volvo] than the sales man who greets her at the door. But how is she treated? As if she has a low IQ, is slightly hard of hearing, and really has no right to be buying a luxury car; and if she brought a male friend with her, odds are 10:1 that the clueless salesperson spent most of his time speaking to him. Selling to Men, Selling to Women, Jeffery Tobias Halter

319 EVEolution: The Eight Truths of Marketing to Women EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

320 Connecting Your Female Consumers to Each Other Connects Them to Your Brand EVEolution: Truth No. 1 Connecting Your Female Consumers to Each Other Connects Them to Your Brand

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

322 They join them. Women dont buy brands. They join them. EVEolution

323 The Model The Model Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

324 Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* *Redwood (UK)

325 Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

326 2.6 vs. 21

327 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Womens Market = Opportunity No Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.

328 10. Womens Market = Opportunity No. 1.

329 Fara Warner : The Power of the Purse P-l-e-a-s-e Read … Fara Warner : The Power of the Purse

330 Cases! Cases! Cases! McDonalds Home Depot P&G DeBeers AXA Financial Kodak Nike Avon Bratz Fara Warner/The Power of the Purse Cases! Cases! 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

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

332 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

333 EXCELLENCE. OPPORTUNITY. WOMEN. BUSINESS. OWNERS.

334 10.6

335 The growth and success of women- owned businesses is one of the most profound changes taking place in the business world today. today. Margaret Heffernan, How She Does It

336 94% of loans to … women* *M icrolending; Banker to the poor; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

337 WOMEN. DOMINATE. ECONOMIC. GROWTH.

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

339 Since 1970, women have held two out of every three new jobs created. Since 1970, women have held two out of every three new jobs created.FT,

340 Primary markets/Everything Greater global workforce participation rate Higher wages Business decision makers Women-owned businesses 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)

341 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Womens work force participation rates have soared worldwide. soared worldwide. Women are closing in on same pay for same job. job. Women are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se]. office per se]. Womens leadership strengths are exceptionally well aligned with new organizational effectiveness & aligned with new organizational effectiveness & value-added imperatives. value-added imperatives. Women are better salespersons than men. Women buy [almost] everythingcommercial as well as consumer goods. as well as consumer goods. So what exactly is … the point of men?

342 Not Just America … Boys Falling Seven Years Behind Girls at GCSE Level headline, Weekly Telegraph, UK,

343 One thing is certain: Womens rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age ofwomenomics, the economy as thought out and practiced by women. Aude Zieseniss de Thuin, Financial Times,

344 COROLLARY. EXCELLENCE. WOMEN. RULE.

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

346 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 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

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

348 New (4 of 7) Value-added Ladder: Plays to Womens Inherent Strengths! Lovemark/ F Dreams Come True/ F Spellbinding Experiences/ F Gamechanging Solutions/ F New (4 of 7) Value-added Ladder: Plays to Womens Inherent Strengths! Lovemark/ F Dreams Come True/ F Spellbinding Experiences/ F Gamechanging Solutions/ F Services/ F Goods/ M Raw Materials/ M

349 EXCELLENCE. OPPORTUNITY. ENORMOUS. BOOMERS. GEEZERS.

350 women. BOOMERS. GEEZERS.

351

352 Subject: Marketers & Stupidity Its 18-44, stupid!

353 Subject: Marketers & Stupidity Subject: Marketers & Stupidity Or is it: is stupid, stupid!

354 One particularly puzzling category of youth- obsession is the highly coveted target of men 18-34, and its always referred to as highly coveted category. Marketers have been distracted by men age because they are getting harder to reach. So what? Who wants to reach them? Beyond fast food and beer, they dont buy much of anything. … The theory is that if you get them while theyre young, theyre yours for life. What nonsense! Marti Barletta, PrimeTime Women

355 -1% +21% +47% Stats 18-44: -1% 55+: +21% (55-64: +47% )

356 !!!!!!!!!!!!!!!!! People turning 50 today have more than half of their adult life ahead of them. People turning 50 today have more than half of their adult life ahead of them. Bill Novelli, 50+: Igniting a Revolution to Reinvent America

357 BoomerBucks! Boomer turns 50: every 7 seconds. 2009: majority of U.S. households headed by someone over : U.S. population up 22.9 million; 22.1 million in over-50 group. 2006: 1 in 5 adults is F, over 50. Women between who are single: 35%. Age 45-54: highest average income, $59, 021 (national average is $42,209). FASTEST GROWING INCOME CATEGORY: WOMEN, (4X men in same category). Women, age 60-64: 50% still in workforce. Highest net worth: families, ($182,000). People over 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. Next 2 decades: BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLION (largest intergenerational transfer of wealth in history). Marti Barletta, PrimeTime Women

358 13 7 Average # of cars purchased per household, lifetime: 13 Average # of cars bought per household after the head of household reaches age 50: 7 Source: Marti Barletta, PrimeTime Women

359 Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend. Fifty-four years of age has been the highest cutoff point for any marketing initiative Ive ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend. Marti Barletta, PrimeTime Women

360 New Customer Majority 44-65: New Customer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

361 The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies. The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies. David Wolfe & Robert Snyder, Ageless Marketing

362 Possession Experiences /Desires for things /Young adulthood/to 38 Catered Experiences / Desires to be served by others/Middle adulthood Being Experiences /Desires for transcending experiences /Late adulthood Ageless Marketing Possession Experiences /Desires for things /Young adulthood/to 38 Catered Experiences / Desires to be served by others/Middle adulthood Being Experiences /Desires for transcending experiences /Late adulthood Source: David Wolfe and Robert Ageless Marketing

363 Baby-boomer Women : The Sweetest of Sweet Spots for MarketersBaby-boomer Women : The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing

364 Sixty Is the New Thirty Cover/AARPSixty Is the New Thirty Cover/AARP

365 !!!!!!!!!!!!!!!!! People turning 50 today have more than half of their adult life ahead of them. People turning 50 today have more than half of their adult life ahead of them. Bill Novelli, 50+: Igniting a Revolution to Reinvent America

366 not. Yet. Done.

367 Just Say No (!): Just Say No (!): Launch an Initiative.

368 Womens Trifecta+ *Buy/all *Wealth/all *Lead/ better +Eclipse of males/whoops Womens Trifecta+ *Buy/all *Wealth/all *Lead/ better +Eclipse of males/whoops (Retire-old/Poorly educated-young)

369 Boomers-Geezers-Womens Trifecta+ *Buy/all *Wealth/all *time left/ lots *Eclipse of males/retire-die

370 E-nor-mous Strat-eg-ic opp-or-tun- ity

371 EXCELLENCE. BEDROCK. TALENT.

372 Hire very good people!

373 20 40 $25$802 We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years. Ed Michaels, War for Talent

374 C ta O talent acquisition C ta O* *Chief talent acquisition Officer

375 INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!

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

377 become more than theyve ever been before, more than theyve dreamed of being. 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

378 C Q O C Q O* *Chief quest-meister

379 EMPHASIZE THE SOFT SKILLS.

380

381 Each hired and developed and evaluated in unique ways Attitude/Enthusiasm/Energy paramount Re-lent-less! Practice is cool 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 Delta events = Delta rosters 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)

382 PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.

383 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; i.e., 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. Putting HR on a par with finance and marketing. Second: Putting HR on a par with finance and marketing.

384 SO YOURE A PEOPLE PERSON? PROVE IT.

385 The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius

386 Connoisseur of Talent PARCs Bob Taylor: Connoisseur of Talent

387 SO YOURE A PEOPLE PERSON? PROVE IT.

388 People! People!

389 LIVE FOR TALENT!

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

391 Internal brand promise!

392 EVP/ IBP Whats your companys … EVP/ IBP?* *Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

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

394 Brand = Talent.

395 Re-imagine People Power: The Talent 50 Re-imagine People Power: The Talent 50

396 EXCELLENCE. WOMEN. RULE.

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

398 EXCELLENCE. INDIVIDUAL. BRAND YOU.

399 One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled. Clyde Prestowitz, Three Billion New Capitalists

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

401 If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either. If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired

402 New Work SurvivalKit.2006 MASTERY! Manage to Legacy 1. MASTERY! (Best/Absurdly Good at Something!) 2. Manage to Legacy (All Work = Memorable/Braggable WOW Projects!) A USP/UNIQUE SELLING PROPOSITIONRolodex Obsession 3. A USP/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From vertical/hierarchy/suck up loyalty to ENTREPRENEURIAL INSTINCT CEO/LEADER/BUSINESSPERSON/CLOSER Master of Improv horizontal/colleague/mate loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6. CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Sense of Humor Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) Comfortable with Your Skin Intense Appetite for Technology 9. Comfortable with Your Skin (Bring interesting you to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your EMBRACE MARKETING PASSION FOR RENEWAL Web site? Do you Blog?) 11. EMBRACE MARKETING (Your own CSO/Chief Storytelling Officer) 12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) EXECUTION EXCELLENCE! 13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)

403 The only thing you have power over is to get good at what you do. Thats all there is; there aint no more! The only thing you have power over is to get good at what you do. Thats all there is; there aint no more! Sally Field

404 You are the storyteller of your own life, and you can create your own legend or not. You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

405 Distinct Extinct Distinct … or … Extinct

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

407 Getting to WOW Through Mastery of … The Sales 25.

408 Getting Things Done: The Power & Implementation 34.

409 Presentation Excellence: The PresX56

410 The Interviewing Excellence: The IntX31

411 EXCELLENCE. MOTIVATIONAL STUFF.

412 EXCELLENCE. AWOL: THE SCHOOLS FIASCO.

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

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

415 Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success- failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success- failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins

416 Design 0 Creativity 0 Innovation 0 15 Leading Biz Schools Design /Core: 0 Design/Elective: 1 Creativity /Core: 0 Creativity/Elective: 4 Innovation /Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002/Research by Thomas Lockwood

417 Talk.Listen. Sell.Do. Talent.Project Management. Product.Innovation. Leadership. E.Q.Culture Change. Career Creation. 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)

418 MBA Administration MMM1 Metaphysical MMM2 Metabolic MGLFLeaps MTD Talent W/M w GTD w/o C Gets Things Done DEEnthusiasm New Economy Biz Degree Programs MBA (Master of Business Administration ) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/M w GTD w/o C (Woman/Man Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm )

419 EXCELLENCE. BEDROCK. LEADERSHIP.

420 EXCELLENCE. BEDROCK. LEADERSHIP. 9Ps. L23.

421 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

422

423 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust.People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

424 Who do we intend to be?Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: Who do we intend to be? Not What are we going to do? but Who do we intend to be? Max De Pree, Herman Miller

425 What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place? Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

426 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

427 Nothing is so contagious as enthusiasm. Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

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

429 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

431 become more than theyve ever been before, more than theyve dreamed of being. The role of the Director is to create a space where the actors and actresses can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance speech

432 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

433 25

434

435 The First step in a dramatic organizational change program is obvious dramatic personal change!The First step in a dramatic organizational change program is obvious dramatic personal change! RG

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

437 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

438 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

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

440 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. "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.

441 Success seems to be largely a matter of hanging on after others have let go. Success seems to be largely a matter of hanging on after others have let go. William Feather, author

442 "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! "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)

443 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

444 Leadersdo people. Period. Leadersdo people. Period. Anon.

445 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

446 Big Big Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things. Roger Enrico, former Chairman, PepsiCo

447 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. Avoid moderation! Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

448 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

450 The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

451 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

452 EXCELLENCE. THE LEADERSHIP23.

453 1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 6. Accountability. 7. Meritocracy. 8. Leaders do people. Mentor. (Success Leadership23/ML 1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 6. Accountability. 7. Meritocracy. 8. Leaders do people. Mentor. (Success creation business.) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests. creation business.) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests.

454 13. Legacy. 14. Best story wins. 15. On the edge. (Wildest chimera of a Leadership23/ML 13. Legacy. 14. Best story wins. 15. On the edge. (Wildest chimera of a moonstruck mind.) moonstruck mind.) 16. Reward excellent failures. Punish mediocre successes. 17. Different > Better. (Only ones who do mediocre successes. 17. Different > Better. (Only ones who do what we do.) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. To Dont. Two. 22. Excellence. Always. what we do.) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. To Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.) of losing than anxious to win.)

455 Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction Relentlessness Self-reliance Closer (Execution) excellence

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

457 EXCELLE ALWAYS.


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