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

NOTE: To appreciate this presentation, you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana” Master Excellence. Always. part one (of 7) “all you need to know” (dwelling on the obvious) not your father’s world introduction to excellence. 06 September 2007

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

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

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

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

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

Part seven Extended Talent & Leadership

tompeters.com Slides at … tompeters.com

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

part one

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

Tom Peters’ X25* EXCELLENCE. ALWAYS. MASTER/0906.2007/Part ONE *In Search of Excellence 1982-2007

tom peters’“excellence. Always.” 1. Excellence! Always! 2. context. 3,000,000,000 new capitalists! 3. Innovate or die! 4. Revenue Matters Most! 5. Up+Up+Up+up the “Value-added Ladder”! (commodity to “ gamechanging solution” to “breathtaking experience” to “lovemark”) 6. Make. Much. Money. Damn it! (women-Boomers-geezers) 7. Action!/Try It!/Execution! 8. Best “roster” wins! 9. Emotional Leadership!/ Leading for excellence! 10. Excellence! Always! tom peters’ “excellence. Always.” 1. Excellence! Always! 2. context. 3,000,000,000 new capitalists! 3. Innovate or die! 4. Revenue Matters Most! 5. Up+Up+Up+up the “Value-added Ladder”! (commodity to “ gamechanging solution” to “breathtaking experience” to “lovemark”) 6. Make. Much. Money. Damn it! (women-Boomers-geezers) 7. Action!/Try It!/Execution! 8. Best “roster” wins! 9. Emotional Leadership!/ Leading for excellence! 10. Excellence! Always!

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

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

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

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

Bias/es: Trained by “Mess-ists”— those with a non-linear view of the world. Hobbies are history & statistics.* Professional life, center of, Silicon Valley, 1970-2000. Axiom2007: The older I get, the less boring the “basics” become. *Favorite book, Nassim Nicholas Taleb—Fooled By Randomness

Tom Peters’ X25* EXCELLENCE. ALWAYS. MASTER/0618.2007/Part ONE *In Search of Excellence 1982-2007

“Excellence can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible.” is possible.” Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

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

profits, people or people, profits?

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

“ 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

The last word: There is no “last word.”

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

EXCELLENCE. ASPIRATION. 2006.

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

Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

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!

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

—Joanne Lipman, editor, on Portfolio “BUSINESS IS ABOUT POWER.” —Joanne Lipman, editor, on Portfolio

TP: “BUSINESS IS ABOUT...”

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

To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” “To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” —Richard Branson

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

Game plan: The unvarnished unvarnishedBasics

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

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

"Because we are such poor implementors does not mean laws of success [underpinning “built to last”] do not exist.” laws of success [underpinning “built to last”] do not exist.” —Comment at tompeters.com (0625.07) Bingo. nothing amuses me more than, "It's just an implementation problem.”* Good God, an implementation problem.”* Good God, that's the whole damn reason we wrote In Search of Excellence 25 years ago! In Search of Excellence 25 years ago! M c Kinsey invented "perfect" strategies—It was just that our clients were too stupid to implement!!! It reminds me of the great ad man David Ogilvy, "If it doesn't sell it was a bad aD— regardless of the prizes it won.” Implementation is the all-important "last 99%" per me. Companies—e.g. GM—could indeed last forever, save for “lousy implementation.”** *The close kin, an old joke, “This would work fine if it weren’t for the damn people.” **FYI, I apparently wrote, at Stanford, the first doctoral dissertation on … implementation. Needless to say, “all this” is near & dear to on … implementation. Needless to say, “all this” is near & dear to my heart—and has been for almost 40 years.

The “Big Three” “Justa”s “The strategy is right. It’s just a communications problem.” “The plan is dead on—it’s just an implementation problem.” “Look, we’ve got the strategy right—we just need to fix the people bit.”

Excellence! Always! Soft is hard. Hard is soft. (People, customers “hard,” #s “soft”) 25 (“Blinding flash of the obvious”) Wow! (Passion! Enthusiasm! Hot language! “Insanely great”—Steve Jobs) Wow EVERYWHERE (Jim’s Group, Basement Systems Inc) Innovate. Or die. Top line obsession!!! (C R O/Chief Revenue Officer; Sales>Marketing; “cost cutting = death spiral”—VH) Innovation = Mess (“What makes God laugh?” “People making plans.”) 1/100 (Big over-rated/Mega-mergers destroy value/“Built to last” chimera “ Built to last” v “Built to rock the world” (TP’s love affair with Netscape) “Last word” = There is no last word! 0/800 (We are who we hang out with/Weird for weird times) Lead the customer! Whacky Wild WikiWorld! (Electronic planetary scrum.) Try stuff!!!!!!!!! (R.F.A., S.A.V.) (Ready. Fire. Aim. Screw Around Vigorously.) Fail. Forward. Fast. (“Reward excellent failures. Punish mediocre successes.) Try MORE stuff!!! (“You miss 100% of the shots you don’t take.”) Parallel Universe (Jill Ker Conway, Starbucks’ 1%, Intel V.C. fund, China!) 4/40 (4 “learnings” in 40 years: Decentralization, Execution, Accountability, 6:15AM) Lord Nelson (“Other admirals more afraid of losing …”) Up, Up, Up the VA Ladder (Solutions/PSF, Experience; Dreamketing; Lovemark) Women rule! (Buy all ! Control all wealth! Better leaders!) $15,000,000,000,000/7 of 13 (Boomers. Geezers. Wealth. Half of life still to go) Brand You (Or else!) PSF!!! (All) Talent = Brand (“Leaders do people,” “connoisseur of talent,” Send ’em on bold Quests, HR rules! PeopleX$$$ ) (Think: Wegmans ) 195,000 (Healthcare: Quality-Safety/EMR/DSS, Prevention-Wellness, Public Health #1!) “Teach to test” = Evil! (The Creative Age is a wide-open game.” Leadership/12Ps (Purpose. Passion. Potential. Presence. Personal. Pissed off. Playful. Persistence. People. Peculiar. Potent. Positive.) “Do one thing every day that scares you.” (Eleanor Roosevelt) Basics! (Decency. Flowers. Grace. Respect. Servant. Host. Etc.) Excellence! Always! Soft is hard. Hard is soft. (People, customers “hard,” #s “soft”) 25 (“Blinding flash of the obvious”) Wow! (Passion! Enthusiasm! Hot language! “Insanely great”—Steve Jobs) Wow EVERYWHERE (Jim’s Group, Basement Systems Inc) Innovate. Or die. Top line obsession!!! (C R O/Chief Revenue Officer; Sales>Marketing; “cost cutting = death spiral”—VH) Innovation = Mess (“What makes God laugh?” “People making plans.”) 1/100 (Big over-rated/Mega-mergers destroy value/“Built to last” chimera “ Built to last” v “Built to rock the world” (TP’s love affair with Netscape) “Last word” = There is no last word! 0/800 (We are who we hang out with/Weird for weird times) Lead the customer! Whacky Wild WikiWorld! (Electronic planetary scrum.) Try stuff!!!!!!!!! (R.F.A., S.A.V.) (Ready. Fire. Aim. Screw Around Vigorously.) Fail. Forward. Fast. (“Reward excellent failures. Punish mediocre successes.) Try MORE stuff!!! (“You miss 100% of the shots you don’t take.”) Parallel Universe (Jill Ker Conway, Starbucks’ 1%, Intel V.C. fund, China!) 4/40 (4 “learnings” in 40 years: Decentralization, Execution, Accountability, 6:15AM) Lord Nelson (“Other admirals more afraid of losing …”) Up, Up, Up the VA Ladder (Solutions/PSF, Experience; Dreamketing; Lovemark) Women rule! (Buy all ! Control all wealth! Better leaders!) $15,000,000,000,000/7 of 13 (Boomers. Geezers. Wealth. Half of life still to go) Brand You (Or else!) PSF!!! (All) Talent = Brand (“Leaders do people,” “connoisseur of talent,” Send ’em on bold Quests, HR rules! PeopleX$$$ ) (Think: Wegmans ) 195,000 (Healthcare: Quality-Safety/EMR/DSS, Prevention-Wellness, Public Health #1!) “Teach to test” = Evil! (The Creative Age is a wide-open game.” —Richard Florida) Leadership/12Ps (Purpose. Passion. Potential. Presence. Personal. Pissed off. Playful. Persistence. People. Peculiar. Potent. Positive.) “Do one thing every day that scares you.” (Eleanor Roosevelt) Basics! (Decency. Flowers. Grace. Respect. Servant. Host. Etc.)

This I Believe: Tom’s Super-TIB25 1. TECHNICOLOR Times. 2. Passion! Enthusiasm! Energy! 3. Action/R.F.A./O.O.D.A. Speed. 4. Screw-ups. BIG SCREW-Ups! 5. Mess! Improv! 6. Revolution! Re-imagine! 7. INNOVATE OR DIE! 8. Decentralize! 9. Bulk is BULL! (Mergers don’t work. FOCUS Does!) 10 “Different” > “Better” 11. eALL/Power Tools for Power Strategies! 12. Forgetting/Destruction. 13. Hot Language Matters! 14. WOW!/WOW Projects. 15. VA Bedrock: The “PSF.” (Professional Service Firm.) 16. Daring. 17. Talent Time! Leaders “Do” People! 18. Talent+/Diversity. 19. Talent++/Women Rule! 20. “Brand You” Universe. 21. Design! 22. Gasp-worthy Experiences/Lovemarks. 23. New Market Demographics/Women/Boomers & Geezers/Green/Wellness. 24. Grace. 25. EXCELLENCE!

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

All you need to know …

The magic number 25. Mbwa. Calendars never lie. Excellence. Always. Tom Peters/0709.07

all you need to know* … *Damn near true

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

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

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

You = Your calendar* *Calendars never lie

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

“ 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

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

“20-minute rule” “20-minute rule” —Craig Johnson/30 yrs

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

>70 >70 * *Hank Paulson, China visits, Fortune 1127.06

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

“I called 60 CEOs in the first week of the year] to wish them happy New Year. …” —Hank Paulson, former CEO, Goldman Sachs “I called 60 CEOs in the first week of the year] to wish them happy New Year. …” —Hank Paulson, former CEO, Goldman Sachs Source: Fortune, “Secrets of Greatness,” 0320.05

MBWA, Grameen Style! “Conventional banks ask their clients to come to their office. It’s 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. It’s 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

“ 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

“… a blinding flash of the obvious” —Manny Garcia

“All this” [this little riff] is indeed, as seminar participant and leading Burger King franchisee Many Garcia once said to me, “obvious.”* But observation over four decades** suggests that amidst the hubbub and travails of a typical day’s work, the so- called obvious is often-usually left unattended. For perfectly good reasons, another week passes without a visit to our equivalent of the Starbucks shops or HP R&D labs, without the equivalent to Hank Paulsen’s “How ya doin’?” call to a key customer. My [Tom Peters] Job One in life? Remind busy folks of the obvious! *Manny Garcia/1983: “Tom, I hope you won’t be insulted when I say this was the best seminar I’ve ever been to—and it was a blinding flash of the obvious.” **I had two commanding officers during my two Vietnam tours in U.S. Naval Mobile Construction Battalion NINE. One was a Shultz look-alike—instinctively in the field. The other was an in the office “leader.” The one produced. The other didn’t. At age 24 I learned an incredible life lesson, though I couldn’t describe it well until tripping over HP’s MBWA/Managing By Wandering Around.

The older I get the less boring the “basics” become!

The “Primitives”: Carlos [Slim] n’ Warren [Buffett]

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

All you need to know … except for …

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

This is it: All you need to know …

Thank you !!!

Thank you Ann !!!

FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

Jim Jeffords oversight! The … Jim Jeffords oversight!

“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

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

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

The Manager’s Book of Decencies: How Small /gestures Build Great Companies. The Manager’s Book of Decencies: How Small /gestures Build Great Companies. —Steve Harrison, Adecco

W. Donald Schaefer 1921-Forever He Cared

William Donald Schaeffer Mayor of Baltimore He Cared.

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

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

Respect. Decency. Wee Gestures.

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

R.O.I.R

Return On Investment In Relationships

“Leaders ‘SERVE’ people. Period.” “Leaders ‘SERVE’ people. Period.” —Anon.

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

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

“We are a ‘Life Success’ Company.” “We are a ‘Life Success’ Company.” Dave Liniger, founder, RE/MAX

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

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

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

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

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

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

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

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

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

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

There are people who prefer to say ‘Yes,’ and there are people who prefer to say ‘No.’ Those who say ‘Yes’ are rewarded by the adventures they have, and those who say ‘No’ are rewarded by the safety they attain.” —Improv Wisdom: Don’t Prepare, Just Show Up, Patricia Ryan Madson (“ … yes I said yes I will Yes.”—James Joyce, Ulysses) “There are people who prefer to say ‘Yes,’ and there are people who prefer to say ‘No.’ Those who say ‘Yes’ are rewarded by the adventures they have, and those who say ‘No’ are rewarded by the safety they attain.” —Improv Wisdom: Don’t Prepare, Just Show Up, Patricia Ryan Madson (“ … yes I said yes I will Yes.”—James Joyce, Ulysses)

1 Person! Wendy Kopp, Princeton senior (1989) Teach America (19,000-2,400) 10% Dartmouth, Yale 17,000 to date Principal hirer of college graduates “One of the few jobs that people pass up Goldman Sachs for is Teach America” (Edie Hunt, HR) 1 Person! Wendy Kopp, Princeton senior (1989) Teach America (19,000-2,400) 10% Dartmouth, Yale 17,000 to date Principal hirer of college graduates “One of the few jobs that people pass up Goldman Sachs for is Teach America” (Edie Hunt, HR) Source: Fortune, 1127.06

Bonus …

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

“What’s Really Propping Up the Economy: Healthcare has added 1.7 million jobs since 2001. The rest of the private sector? None.” Source: Title, cover story, BusinessWeek, 0925.2006

41 Sucks 41 Sucks

41 Sucks: Priorities & Fixes Prevention/Wellness/Obesity/ Chronic care/Patient safety Behavioral (Sprint) EMR DSS WikiWorld Planetree “model” (Patient-centric) Service team (“microsystems,” Hitchcock) Convenient care Family practice/Internal medicine/ Public health > “sexy” Fix med schools Insurance/Access 41 Sucks: Priorities & Fixes Prevention/Wellness/Obesity/ Chronic care/Patient safety Behavioral (Sprint) EMR DSS WikiWorld Planetree “model” (Patient-centric) Service team (“microsystems,” Hitchcock) Convenient care Family practice/Internal medicine/ Public health > “sexy” Fix med schools Insurance/Access

Bonus …

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

Bonus …

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

1982 (-) = 200 Years (+)

Truly All you need to know …

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

Truly, truly All you need to know …

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

New Zealand 2007

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

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

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

Terrorism Middle East instability China screw-ups Globalization backlash Energy dependence Environmental threats Life sciences “Cold War” with China Fraying American fabric Debt H5N1 U.S. impotence in the face of Asia’s rise Unparalleled in “Our” Professional Lifetime Terrorism Middle East instability China screw-ups Globalization backlash Energy dependence Environmental threats Life sciences “Cold War” with China Fraying American fabric Debt H5N1 U.S. impotence in the face of Asia’s rise

The last word: There is a “last word.”

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

Radio City Music Hall September 2005

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

JUSWHATIZZITUMAKE? My (Les’s) Dinner with Henri JUSWHATIZZITUMAKE?

JUST WHAT IS IT YOU MAKE?????? My (Les’s) Dinner with Henri JUST WHAT IS IT YOU MAKE??????

‘What would happen if I made a movie I actually looked forward to seeing?’ ” “Not long ago, I heard one studio chief utter the unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’ ” —Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06)

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

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

Single greatest act of pure imagination

period.

“Dubai the next hot location for Hollywood” —headline, EmiratesToday, 0527.07 (spurred by “Syriana”)

“ … joint venture …world’s largest shopping zone …” —Khaleej Times, Dubai/UAE, 0527.07

“Barney’s New York Sold to Dubai Government for $825 Million” Source: Headline, New York Times, 0623.2007

“Copper Thieves Cause Havoc for Commuters” —The Guardian (London) 28.05.07 “10 Billion Dollars: Contributing to the Development of Knowledge and Culture” —Mohammed Bin Rashid Al Maktoum Foundation (FT, 29.05.07) *Last week: Saudis buy GE Plastics for $13B; China gov’t investment firm buys 10% of Blackstone Group

“Where are you going? … It’s only 2am. … You see, you can live your life at 120 miles an hour, and that’s pretty impressive. But it’s not good enough. Unless you live at 150 miles an hour, the world will pass you by,” HRH Prince Alwaleed* *1 day: 573 people met separately, 200 phone calls, 100 text messages, etc Source: “Prince Alwaleed, Inside the private world of the Middle East’s most powerful investor” cover story, The Business, 0519.07

NOT YOUR FATHER’S WORLD! NOT YOUR FATHER’S WORLD!

“Copper Thieves Cause Havoc for Commuters” —The Guardian (London) 28.05.07

Chicagoland’s Mystery Disappearances …

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

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

43 h* 43 h* *200/yr

1 Houston/ Month/15

5 (Years) /42 (New Airports)

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

S & P 500, circa 2007: >50% of revenue from outside the U.S., first time Source: NYT, 0514.07

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

Chinese Offshore Tourists ’93: 3M ’03: 21M

“china and India set sights on moon mission” Source: Headline/FT/05.30.2007

THREE BILLION NEW CAPITALISTS THREE BILLION NEW CAPITALISTS —Clyde Prestowitz

Schools & Shifting Tectonic Plates In: "economics, technology, social customs and globalization." Out: Socialism in general ("one short chapter"). Chinese communism before the 1979 economic revolution ("a sentence"). Mao ("only once, in a chapter on etiquette"). Source: The New York Times, p1, 0901.2006, on reported on revised history textbooks for high school seniors in Shanghai, China.

“Non-intervention is our brand, like intervention is the American’s brand,” Zhou Yuxiao, Chinese diplomat on a mission in Africa (U.S. News & World Report, 0806.07)

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

“The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India and Russia—have been integrated into the global market economy, many of them highly educated workers, who can do just about any job in the world. We’re talking about three billion people.” —Craig Barrett/Intel

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

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

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

“Income Confers No Immunity as Jobs Migrate” “Income Confers No Immunity as Jobs Migrate” —Headline/USA Today/02.2004

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

“ There is no job that is America’s God-given right anymore.” —Carly Fiorina/HP/January2004

“Outsourcing Your Life: Taking Your To-do List Global” — Wall Street Journal, “Pursuits,” 0602.07 (e.g., review bids for kitchen design, Philippines; softball team logo, Bangalore, math tutor at $4 per hour vs $41, etc)

“America, like everyone else, must get used to being a loser as well as a gainer in the global economy. In the end, the 21 st century is unlikely to be the American Century.” —“When the Chinese Consumer Is King”/New York Times/12.14.2003. “The notion that God intended Americans to be permanently wealthier than the rest of the world, that gets less and less likely as time goes on.” —Robert Solow, Nobel laureate in economics/New York Times/12.14.2003

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

“ There is no job that is _____’s God- given right anymore.”

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

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

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

“Teenagers in India have big ambitions—and the confidence to match” “Teenagers in India have big ambitions—and the confidence to match” —headline/Fortune

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

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

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

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

Let’s get on with the show …

Tom Peters’ X25* EXCELLENCE. ALWAYS. *In Search of Excellence 1982-2007

Excellence. Always. Soft is Hard. Hard is soft. Innovate. Or die. Up, up, up the value added “ladder.”/ “New” markets. Talent time! Brand you! Creative age! Leadership.

All you need to know (repeat) …

“ 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

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

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

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

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

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

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

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

NZ = Design Excellence “Better By Design”: A National Strategy NZ = Design Excellence

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

“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

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

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

“Avoiding the Crush: For countries to climb the economic ladder they need strategies to get around China” “Beijing’s industrial dominance has forced middle-income nations such as the Philippines to complement— rather than compete with—the wares of the Middle Kingdom” Source: Headline, FT, 0614.07

China : Timberland = Farmer : Campbell Soup

Hold You Horses … Hold You Horses … *60% of U.S. foreign investment goes to Europe Europe *U.S. investment in the smaller European nations [e.g. Belgium, Ireland] > U.S. nations [e.g. Belgium, Ireland] > U.S. investment in China or India. investment in China or India. *2/3rds of European foreign investment is in the U.S. *Europe’s investment in Georgia, Indiana and Texas > U.S. investment in China and Texas > U.S. investment in China and Japan combined. and Japan combined. Source: Newsweek, 03.2007

0/800: normal!

Keep Austin Weird

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

“Intelligent people can always come up with intelligent reasons to do nothing.” —Scott Simon

Honestly, All you need to know …

“Excellence can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible.” is possible.” Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

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

“Life is occupied in both perpetuating itself and in surpassing itself. If all it does is maintain itself, then living is only not dying.” “Life is occupied in both perpetuating itself and in surpassing itself. If all it does is maintain itself, then living is only not dying.” —Simone de Beauvoir “… Longevity has its place, but I’m not concerned about that now. I just want to do God’s will, and He’s allowed me to go up the mountain. And I’ve looked over. And I have seen the Promised Land. And I don’t mind. … I may not get there with you. …” And I don’t mind. … I may not get there with you. …” —MLK/Memphis

Really, really All you need to know …

Enemy #1 I.C.D. Note 1: Inherent/Inevitable/ Immutable Centralist Drift Note 2: Jim Burke’s 1-word vocabulary: “No.”

No problems = No progress. [Period.]

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

Really, really All you need to know …

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

What makes God laugh?

People making plans!

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

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

S.A.V.

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

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

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

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

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

Tom Peters’ X25* EXCELLENCE. ALWAYS. *In Search of Excellence 1982-2007

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

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

Low Risk 41% 13% High Risk35% 73% S&P Stability Ratings* 1985 2006 Low Risk 41% 13% Average Risk 24% 14% High Risk 35% 73% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006)

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

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

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 1987. 74 12 “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 1987. 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 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

0 for 60 China. Iran/79. USSR/bomb/49. Eastern Europe/90. S Korea/50. Cuba/62. Arab- Israeli/73. Afghanistan/79. USSR/1989. Kuwait/90. India/98. WMDs/02-03. Etc. Source: Legacy of Ashes* **, Tim Weiner *Eisenhower **“The agency has a great reputation but a terrible record.”—Donald Gregg, nat’l security advisor, VP Bush

I.E.: our “best and brightest … aren’t.

“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times/11.28.2002

“It’s just a fact: Survivors underperform.” —Dick Foster

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

Top 100 7 half 30 Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of Korea’s 30 largest conglomerates.” Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)

GM 25 /50-75: “Built to last”????

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

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

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

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

“Biters Bit: How Web Giants Are Losing Business as Startups Scurry In.” —FT, 0725.07 (“The disruptive innovators of the first Silicon Valley boom may be failing to keep up with a new wave of arrivals.”)

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

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

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

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

Joe J. Jones 1937 – 2007 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

Bill Walsh 1931 – 2007 102-63-1 3 Superbowl Wins

Bill Walsh 1931 – 2007 He Re-invented Offensive Football

Thomas J. Peters 1942-No rush ! “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company

Hmmmmm …

BIAS. BUILT. TO. LAST. NOT.

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 someone—e.g., grandchild—that you worked?)

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

“Maybe not enough fail.” “Whenever you fail, it means you’re 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 you’re trying new things.” Source: Fast Company

“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

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

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

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

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

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

BUILT TO … DETERIORATE! “When it comes to investing, I’m old school. Buy a good stock, stick it in the drawer and when you check back years later the stock should be worth more. There’s only one problem. When I checked the drawer recently it was full of clunkers, including Lucent, down 94 percent from its 1999 high. Maybe once upon a time buy and hold was a viable strategy. Today, it no longer makes sense.”—Charles Stein/ “Investment Strategies Must Shift with Realities”/Boston Globe/10.10.04 “When it comes to investing, I’m old school. Buy a good stock, stick it in the drawer and when you check back years later the stock should be worth more. There’s only one problem. When I checked the drawer recently it was full of clunkers, including Lucent, down 94 percent from its 1999 high. Maybe once upon a time buy and hold was a viable strategy. Today, it no longer makes sense.”—Charles Stein/ “Investment Strategies Must Shift with Realities”/Boston Globe/10.10.04 A sample of Stein’s “Blue Chip-turned-clunker” examples: Fannie Mae (featured in Collins’ Good to Great). Coke. (“Clunker,” make that “Stinker.”) Merck. (The mightiest fall—stock down 63 percent since 2000; tumble preceded Vioxx) Uh … Microsoft. (“Microsoft’s stock price is no higher today than it was in 1998.”) “It is not clear there is such a thing as a ‘Blue Chip,’” Shawn Kravetz, president of Boston-based hedge fund Esplanade Capital, told Stein. “Kravetz’s point is a serious one,” Stein continues. “Greatness is not permanent. … The process of creative destruction isn’t new. But with the world moving ever faster, and with competition on steroids, the quaint notion of buying and holding is hopelessly out of step.”

Warren Bennis & Patricia Ward Biederman/ Organizing Genius: Great Groups Don’t Last Very Long !

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

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

Language! Language! Language! Language! Language! Language!

“ In-sane- ly-great”

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

“ wow”

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

EXCELLENCE. CIRCA 1982.

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”

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

The older I get the less boring the “basics” become!

$85,000 $140,050 ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 *Forbes/ Excellence Index /Basket of 32 publicly traded stocks

NOTE.: drop the “the companies in in search of excellence failed”—utter rubbish. They’ve waaaay outperformed the market.

Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50% 20 20 10 Drucker 25% 35 25 15 Bennis 25% 20 30 25 Peters 15% 20 35 30

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

EXCELLENCE. GAMECHANGER. (MAYBE.)

640 4 0 0 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 competitor’s 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.

EXCELLENCE. TOM. 2005.

Excellence2005: The Bedrock Baker’s Dozen 1. A Bias For Action Is Job One! (Construct a Discipline/Culture of EXECUTION!) 2. DECENTRALIZATION! ACCOUNTABILITY! (Tom’s “Top Two”, 1965-2005.) 3. Fail. Forward. Fast. (“Reward Excellent Failures, Punish Mediocre Successes.”) 4. “Metabolic Management” Matters! ( Hustle! Adapt! EAT CHANGE! Win the “O.O.D.A. Loop” War—Confuse Your Competitors!) “O.O.D.A. Loop” War—Confuse Your Competitors!) 5. INNOVATE or Die. (“Game-changers” or Bust! Lead the Customer! Just Shout “NO” to Imitation!) 6. A Damn Good Product. (Pursue “Dramatic Difference.”) 7. A Damn Cool Product. (Design Rules!) 8. Ride the Value Added Curve to the Sky! (Sell “GamechangerSolutions”; Provide “Scintillating Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark.”) Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark.”) 9. Relentlessly Pursue the “Big Two” Markets. (WOMEN Buy Everything BOOMERS & GEEZERS Have All the Money!) BOOMERS & GEEZERS Have All the Money!) 10. Best “Talent”/Roster Wins! ( HR Rules! Everyone a Leader! Women Lead Best! “Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!) “Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!) 11. Wanted/Demanded: Radical Technology Strategies! (“Incrementalism” Is for Wimps!) 12. Hard Is Soft! Soft Is Hard! (People! Passion! Enthusiasm! Wow! INTEGRITY! TRUST! Good Citizenship.) Good Citizenship.) 13. Accept No Less Than EXCELLENCE! (Excellence, Pursuit thereof, Is the #1 Thing That Vaults Us Out of Bed in the Morning)

Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.” 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.” 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of the power of a Good Story (Brand Power). Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the BS that Marks “Normal Industry Behavior.” 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.” 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of the power of a Good Story (Brand Power).

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

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

This I Believe: Tom’s Super-TIB25 1. TECHNICOLOR Times. 2. Passion! Enthusiasm! Energy! 3. Action/R.F.A./O.O.D.A. Speed. 4. Screw-ups. BIG SCREW-Ups! 5. Mess! Improv! 6. Revolution! Re-imagine! 7. INNOVATE OR DIE! 8. Decentralize! 9. Bulk is BULL! (Mergers don’t work. FOCUS Does!) 10 “Different” > “Better” 11. eALL/Power Tools for Power Strategies! 12. Forgetting/Destruction. 13. Hot Language Matters! 14. WOW!/WOW Projects. 15. VA Bedrock: The “PSF.” (Professional Service Firm.) 16. Daring. 17. Talent Time! Leaders “Do” People! 18. Talent+/Diversity. 19. Talent++/Women Rule! 20. “Brand You” Universe. 21. Design! 22. Gasp-worthy Experiences/Lovemarks. 23. New Market Demographics/Women/Boomers & Geezers/Green/Wellness. 24. Grace. 25. EXCELLENCE!

EXCELLENCE. TOM. 2007.

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

pursue a mission that rocks the world (Pharmaceuticals, Moldy basements) Hire awesome/weird People for 100% of jobs (Resilient, Passionate) (Wegmans) give ’em lots of room to experiment, fail, grow make “respect” “decency” “integrity” our watchwords Leaders “Serve.” (“Servant”/“Host” Leadership) try a Lot of Stuff, fast tempo (S.A.V./Screw Around Vigorously, R.F.A./Ready. Fire. Aim.) Emphasize revenue (Organic growth, Sales/“Top line” rules) have fun/exude joy demand excellence/Make accountability instinctive (“Insane” standards for our mates’ and community’s sake) It’s all about Women! (Market, Leadership, Wealth, “Womenomics”) never, never forget the “it” (It’s the PRODUCT, Stupid.) 25! (Go, Howard!) (Conrad says, “Don’t forget the shower curtain.) be “of [‘gaspworthy’] service” (Cirque du Soleil is our standard—”even” in finance.) (My customer is my partner.) (Remember “She”; remember “Me” … the latter = Old & $$$. ) Create effective/imaginative/minimalist infrastructure (K.I.S.S./Keep It Simple, Stupid; RED BUTTON on the terminal) re-imagine as “routine” (Forget > Remember) enjoy It While It Lasts

EXCELLENCE. CAUSES. ADVERSARIES.

Causes/1966-2006 Women/Market opportunity Women/Leaders (right for the times) Design/Design-as-soul Wow! (Hot language) Weird! Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Brand You (or else) PSF = Bedrock (add value or bust—every group must demonstrate economic viability) demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS- EXPERIENCES-DREAMKETING (Dream Marketing)- EXPERIENCES-DREAMKETING (Dream Marketing)- LOVEMARK LOVEMARK Different > > Better Boomers & Geezers/marketing to new “mega-segment”

Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitations—even at Microsoft) White guys! (not really, but enough already) 18-44 emphasis in marketing (geezers > youth for foreseeable future) -Cost > +Revenue (cost cutting more important than organic revenue growth) CI (continuous improvement in an age of discontinuous world) LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE

Them-Us

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

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

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

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

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

TP’ s “23Passions” by date: 1942-2006

Tom’s 23 Passions B>A* (R.F.A.)(*Behavior drives Attitude) Implementation = #1 “Soft is Hard”(“Management Style”) (Org) Structure>Strategy Strategy-Structure+/ “McKinsey 7-S” Model Action>Planning Mess = Reality Skunkworks/Skunks (“Offline” Innovation/Innovators) MBWA Excellence I Mid-size biz is cool Customer service Innovation Free trade/Hayek New Org Models PSF Brand You Design Women (Markets-Leaders) EXCELLENCE II Healthcare (Quality-Wellness-PatientCentric) Exuberance-Passion(Soft is Hard) Tom’s 23 Passions B>A* (R.F.A.) (*Behavior drives Attitude) … ’71-’06 Implementation = #1 … ’73-’77 (’06) “Soft is Hard” (“Management Style”) … ’77-’79 (’06) (Org) Structure>Strategy … ’77-’83 (’06) Strategy-Structure+/ “McKinsey 7-S” Model... ’77-’81 Action>Planning … ’74-’06 Mess = Reality... ’77-’06 Skunkworks/Skunks (“Offline” Innovation/Innovators) … ’84-’91 MBWA … ’80-’85 (’06) Excellence I … ’79-’84 Mid-size biz is cool … ’84-’89 (’06) Customer service … ’84-’88 Innovation … ’87-’92 Free trade/Hayek … ’90-’92 New Org Models … ’92-’96 PSF … ’92-’06 WOW! (WOW Projects) … ’93-’06 Brand You … ’94-’00 Design … ’94-’06 Women (Markets-Leaders) … ’96-’06 EXCELLENCE II … ’06-?? Healthcare (Quality-Wellness-PatientCentric) … ’06-?? Exuberance-Passion (Soft is Hard) … ’42-’06

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

Worth. The. hassle.

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

Why I Work/Stuff I Care About *WOMEN’S WORLD!/WOMENOMICS! #1 MARKET! WEALTH/ALL! LEADERS/BETTER! (Also: Boomers/Geezers/Many/Money.) *Aesthetics! Beauty! Grace! (Design primacy.) *MBWA! (Managing By Wandering Around.) *Basics Rule: Don’t over-complicate. (Product, People, Action …) *Educate for Risk-taking, Creativity, Independence. *B-schools suck. Teach all … except what’s important. D-School = Cool. *Healthcare’s Big Three: Quality. Prevention. Wellness. *R>C. (Adding Revenue > Cutting cost.) Help Wanted: C.R.O./ Chief Revenue Officer. *S>M (Selling > Marketing.) SELL! SELL! SELL! SELL! *Free markets work! Free trade works! Rise of India-China = Good thing. Respond with Excellent Performance: Add “insane” amounts of value! Become a “Lovemark”!! *Brand You. Self-reliance!! Mastery !! Liberation!! *Survival = PSF/Professional Service Firm “mindset.” Goal #1: Enable clients to become successful beyond their dreams! *Fun! (“Cool” is Cool.) *Service-obsessed!/Experience-obsessed! (Object: “Raving fans.”) *PASSION-EXUBERANCE-ENTHUSIASM. *“Hot” Language! WOW! Insanely great! *EXCELLENCE. ALWAYS.

TOM PETERS. THE “DAMN ITS.”

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

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

“Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald

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

TOM PETERS. THE DEAL.

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

good words. Bad words good words. Bad words.

“Motivate” Words that may NOT be used in my presence: “Motivate”

invites “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

“Marketing” Words that may NOT be used in my presence: “Marketing”

Sell Sell Sell

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

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

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

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

“ In-sane- ly-great”

EXCELLENCE. 1982. Hard is soft. Soft is hard.

Hard Is Soft Soft Is Hard

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

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

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

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

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

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

R.O.I.R.

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

Axiom #65: (1) It’s always about relationships. (2) Sweat the small stuff—and the big stuff will take care of itself.

“Soft Skills, Hard Dollars” Source: Headline, BigBuilder, September 2006

A man without a smiling face must not open a shop.” “ A man without a smiling face must not open a shop.” —Chinese Proverb

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

EXCELLENCE. Always. Respect.

“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” Sara Lawrence-Lightfoot, Respect

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

“It’s not people who aren’t credit-worthy. It’s banks that aren’t people worthy.” “It’s not people who aren’t credit-worthy. It’s banks that aren’t people worthy.” Muhammad Yunus

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

“Don’t belittle!” —OD Consultant

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

“Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Don’t do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always.” “Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Don’t do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always.” — Dee Hock

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

R.O.I.R. Rules!

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

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

EXCELLENCE. ASPIRATION. 2006.

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

Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

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!

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

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

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

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

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

—Joanne Lipman, editor, on Portfolio “BUSINESS IS ABOUT POWER.” —Joanne Lipman, editor, on Portfolio

TP: “BUSINESS IS ABOUT...”

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

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

To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” “To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” —Richard Branson

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

EXCELLENCE. ASPIRATION.

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

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

all you need to know

EXCELLENCE. “the rules.”

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

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

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

Cause Space Decency service excellence servant leadership

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

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

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

Excellence “defined”

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

X + 6: The “7E s ”

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

EXCELLENCE. ASPIRATION. UNIVERSAL.

Jim’s Group

Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

Jim’s Group : Jim Penman.* 1984: Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. “People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly. Jim’s Group : Jim Penman.* 1984: Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. “People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly. *Ph.D. cross-cultural anthropology; mowing on the side Source: MT/Management Today (Australia), Jan-Feb 2006

Basement Systems Inc. Basement Systems Inc.

*Basement Systems Inc. *Larry Janesky * Dry Basement Science (115,000!) *1993: $0; 2003: $12M; 2006: $50,000,000+

perdue, milliken, jim’s group, basement systems inc, guardsmark, PPI/Professional Parking Services Inc, Semco, Wegmans, John Laing, Commerce Bank, (Brazilian discounter), (Cairo Contractor), etc

Not [all] grand: Perdue Farms, Basement Systems Inc, Jim’s Group, Semco, Wegmans, John Laing Homes, Yunus/micro- lending, Commerce Bank

Perdue, Semco, Wegmans, John Laing, Commerce Bank, Milliken, Jim’s Group, Basement Systems Inc, Guardsmark, PPI/Professional Parking Services Inc, : “Soft stuff”/ people, action, Execution, Quality of the Experience

EXCELLENCE. ASPIRATION. UNIVERSAL.

7:30AM/830P M/7/1200AM/ Friday/4M Dog Biscuits/ Red Button 7:30AM/830P M/7/1200AM/ Friday/4M Dog Biscuits/ Red Button

“every computer at commerce bank has a special red key on it that says, ‘found something stupid that we are doing that interferes with our ability to service the customer? Tell us about it, and if we agree, we will give you $50.’” Source: Fans! Not customers. How Commerce Bank Created a Super- growth Business in a No-growth Industry, Vernon Hill & Bob Andelman “every computer at commerce bank has a special red key on it that says, ‘found something stupid that we are doing that interferes with our ability to service the customer? Tell us about it, and if we agree, we will give you $50.’” Source: Fans! Not customers. How Commerce Bank Created a Super- growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

EXCELLENCE. ASPIRATION. 14 MAY 2007. EUGENE OR.

EXCELLENCE. NO EXCUSES.

WallopWal*Mart16* ABSURDLY EASY BEAT GIANT WallopWal*Mart16* *Or: Why it’s so ABSURDLY EASY to BEAT a GIANT Company

NOTE.: list. Part 3.

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

EXCELLENCE. REVENUE. MATTERS. MOST. “TOP LINE TOM.”

“Our whole story is growing revenue.” —Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)

“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

C R Revenue C R O* *Chief Revenue Officer

P = R – C

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

Sell Sell Sell

“I am not a ‘management guru,’ I am not a ‘public speaker,’ and I am not a ‘network marketer.’ I am a ‘direct marketer,’ a proud as punch traveling salesman, knocking on any door I can find—and peddling ideas whenever I can wedge my foot in.” —Tom Peters, Direct Marketing Association, Annual Meeting, 2006

This is not about … “customer centrism” “integrated marketing” etc. etc. etc. It is about …

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

“If you want to gain competitive advantage fast, the best place to do it is in … sales.” —Larry Webb, John Laing Homes

“Make sure your top team includes top talent in design, engineering and manufacturing, because that’s your only priority— to build cars people want to buy. Hot styling sells them and quality keeps them sold.” —Lee Iacocca, Where Have All the Leaders Gone?

WE ARE ALL IN SALES!

Incidentally …

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 day’s events? Who is better at keeping in touch with others?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson “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 day’s events? Who is better at keeping in touch with others?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

TP.27 … on Selling (Short) (Personal)

Out-prepare!! (huge time commitment!) Learn the “culture” Practice! Care-Empathy Listen-Empathetic listening (SC) “Listen”-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-“Authenticity”!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (“Best story wins”) Selling: Yourself! (Brand you) “Obvious” Wow! No exaggeration! Spell out commitments! SIMPLE timeline Sell “inside”-First! Thorough! Relationships-“Way down”!! Time!!!! (E.g., build trust) Ooze integrity Introduce to rest of team, esp. “mechanics” SBWA (5K for 5M) Remember: Close! Gotta-make-a-profit (be ready to walk away!) “Good loss” Don’t dis competitors!! Make her-him-target SUCCESSFUL (in a personal way)

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/0402.2006

EXCELLE ALWAYS. End. PART ONE.

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

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