1. LONG Tom Peters’ EXCELLENCE. ALWAYS. iGate/Chakra View 2008 02 October/Orlando

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

3. Slides at … tompeters.com

4. MBWA

5. “Tom let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”

6. The Black Swan has landed!

7. Career = 1 or 2 black swans

8. Thank you Ben & Norm, Ike, Gust, David, Nelson, Ben II and Delaware …

9. Give good tea!

10. “Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development of friendships.” of friendships.” —General D.D. Eisenhower, Armchair General * (05.08) *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command.” it was a quality that would pay great dividends during his future coalition command.”

11. George Crile (Charlie Wilson’s War) on Gust Avrakotos’ strategy: “He had become something of a legend with these people who manned the underbelly of the Agency [CIA].”

12. General David Petraeus’ “White lines along the road”: General David Petraeus’ “White lines along the road”: “Secure and serve the population. Live among the people. Live among the people. Promote reconciliation. Promote reconciliation. Move mounted, work dismounted; Move mounted, work dismounted; situational awareness can only be situational awareness can only be achieved by operating face-to-face, achieved by operating face-to-face, not separated by ballistic glass. not separated by ballistic glass. Walk. *” Walk. *” —David Petraeus, Men’s Journal (06.08) —David Petraeus, Men’s Journal (06.08) * “I love that last one for its simplicity.” —DP

13. 3K/5M

14. 5,000 miles for a 5-minute face-to -face meeting

15. 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

17. “ I am a dispenser of enthusiasm.” “ I am a dispenser of enthusiasm.” —Ben Zander

18. “eighty percent of success is showing up.” —Woody Allen

19. The Real World’s “Little” Rule Book Ben/teaNorm/tea DDE/make friends WFBuckley/make friends-help friends Gust/Suck down Charlie/poker pal-BOF Eddie VII/dance-flatter-mingle-learn the language Vlad/birthday party of outgroup guy’s wife CIO/finance network ERP installer/consult-“one line of code” GE Energy/make friends risk assessment GWB/put Jim on the invitation list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delaware/show up Oppy/snub Lewis Strauss NM/smile -$4.3T/tin ear TP/3M, I’m sorry tp.com/Big 4-What do you think? Women/genes Banker/after church Total Bloody Mess/Can they pay back the loan?

20. walk

21. L(+21) = L(-21)

22. Leadership(21A.D.) = Leadership(21B.C.)

23. “… Time and space are annihilated by steam. … Oh, this constant locomotion, my body & everything in motion. Steamboats, Cars, & hotels all crammed & crowded full the whole population seems in motion & in fact as I pass along with Lightening speed & cast my eye on the distant objects, they all seem in a whirl nothing appearing permanent even the trees are waltzing, the mind too goes with all this, it speculates, theorizes, & measures all things by locomotive speed, where will it end.” —Asa Whitney, first to formally propose transcontinental railroad to Congress, diary entry, 1844, from David Hayward Bain, Empire Express: Building the First Transcontinental Railroad

24. “For Real Globalization, Look at Ancient Rome” “There is nothing new about a global world. We were living in one 2,000 years ago. … The Roman in the street ate bread baked with wheat grown in North Africa or Egypt, and fish that had been caught and dried near Gibraltar, He cooked with North African oil in pots and pans of cooper mined in Spain, ate off dishes fired in French kilns, drank wine from Spain or France. … The Roman of wealth dressed in garments of wool from Miletus or linen from Egypt; his wife wore silks from China, adorned herself with diamonds and pearls from India, and made up with cosmetics from South Arabia. … He lived in a house whose walls were covered with colored marble veneer quarried in Asia Minor; his furniture was of Indian ebony or teak inlaid with African ivory.” —Peter Jones and Lionel Casson, The Spectator, 0524.08

25. The Black Swan 44: Tactical Rules for Survival (and success) in Looney times

26. “I [will] not accept the explanation of a recession negatively effecting the [new] business. There are still people traveling. We just have to get them to stay in our hotel.” —Horst Schulze, former president of Ritz Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)

27. Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer on the basics. 3. Focus on us, not the competition. 4. Puzzle-solving: How to turn this into an opportunity. into an opportunity. 5. MBWA/X. 6. MBWA/I. 7. MBWA/Vendors. 8. Waaaaay over-communicate!!!!!! (With everyone—start with your (With everyone—start with your banker.) banker.)

28. "’Overcommunication never hurts. If it is something significant, I would just pick up the phone and call Ben [Bernanke].... One of the things I do is I create an atmosphere where I am so direct and so open and collaborative with people I trust that it brings out the same in them.” —Hank Paulson

29. Black Swan Tactical Rules 9. All work is team work. 10. Transparency. 11. Work the phones. 12. Perception of fairness. 13. Share the pain. 14. Decency!!!!!!! 15. Grace!! 16. “Thank you.” 17. Control your impatience— no temper tantrums. no temper tantrums. 18. Constant attitude checks—you.

30. Work the phones!

31. Black Swan Tactical Rules 19. Dress for success. 20. Avoid burnout/you, the team, the entire organization. the entire organization. 21. Re-emphasize the company values-philosophy. (Now, values-philosophy. (Now, more than ever.) more than ever.) 22. Quality!!!!!! (Now, more than ever.) 23. No corner cutting. (Now, more than ever.) than ever.) 24. Constant reviews/War room. 25. Celebration of small wins.

32. Black Swan Tactical Rules 26. People First/HR is King. 27. Help people with personal financial management. financial management. 28. Be generous to those who are let go—e.g. healthcare benefits. let go—e.g. healthcare benefits. 29. Don’t over-analyze. 30. Don’t under-analyze. 31. Cuts all at once—if possible. 32. Cuts explained in great detail. 33. Quantitative calendar management—focus on “to don’ts.” management—focus on “to don’ts.”

33. Black Swan Tactical Rules 34. Increase customer-service training. training. 35. In general, minimize training cuts. 36. Be(very)ware R&D cuts; R&D quick pay SWAT teams. quick pay SWAT teams. 37. Beware such things as sales travel cuts, ad cuts. travel cuts, ad cuts. 38. “Across the board” = Dumb. 39. Is this a time to over-invest if cash is at hand? (E.g., distressed cash is at hand? (E.g., distressed innovative start-ups? innovative start-ups?

34. Black Swan Tactical Rules 40. Stealth work on the likes of XF communication. XF communication. 41. This could last a long time— LT prep is necessary now. LT prep is necessary now. 42. Prepare/Be prepared for more Black Swans. Black Swans. 43. Excellence. (Now, more than ever.) more than ever.) (44. Remember all this in peacetime—Chuck Knight’s peacetime—Chuck Knight’s legacy.) legacy.)

35. this is your life. Think upside.

36. this is your life. Think excellence.

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

38. 100 Ways to Succeed #139: Work the Damn Phones! Treble Your MBWA!* One of my favorite quotes, from Carolyn Lamb, goes like this: “A year from now you may wish you had started today.” Yes, today many of us wish we had “wildly” “over”invested in those employee-vendor-client- community relationships when the market was heading North and there was a little slack in the system. Well, perhaps we didn’t, but, and I’m not “doing a Tony Robbins” here, it really is never too late. That is: Work the damn phones. Keep working the damn phones. Show up. Keep showing up. Call clients and suppliers, ask them how things are going, and how you can help. This is not about sales (directly), but about “showing up”—taking time from your busy affairs to offer assistance of any sort. (E.g., offer up your network: “Well, Dave [one of your key suppliers], I know Ed Simpson, over there at [one of Dave’s problem clients]; his daughter and mine are co-captains of the [name of school] soccer team; I can give him a call for you if you’d like.” Etc.) This is even more important with our employees.** “Over”inform—the rumors are invariably worse than reality. “Over”do your MBWA—managing by wandering around. Keep your enthusiasm up if it kills you—not in a dopey grin, “all is well” way, but by exhibiting energy and masking any internal doom & gloom expressions that may in fact be just beneath the surface. [**I use the formal word “employees” here, a word I ordinarily dislike. But the point is that you do have a formal hierarchal relationship with those on your payroll, and thence a formal as well as an abiding moral obligation concerning their and their families’ well-being.] *A series of ideas from tompeters.com

39. 1982

40. 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”

41. “Breakthrough” 82* People! People!Customers!Action!Values! *In Search of Excellence

42. Hard Is Soft Soft Is Hard

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

44. Thank you, Herb and Robert …

45. “You have to treat your employees like customers.” —Herb Kelleher, complete answer, upon being asked his “secrets to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting) way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

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

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

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

49. 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

50. Thank you, 7-11…

51. TP: TP: “How to flush $500,000 down the toilet in one easy lesson!!”

52. People! People!

53. “ Diverse groups of problem solvers — groups of people with diverse tools — consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability. ” — Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

54. “Leaders ‘do’ people. Period.” “Leaders ‘do’ people. Period.” —Anon.

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

56. Brand = Talent.

57. 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

58. #1/100 “ Best Companies to Work for” /2005

59. Wegmans

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

61. #1 cause of Dis-satisfaction?

62. 2/year = legacy.

63. 53 = 53

64. Thank you, Conrad and Fred …

65. 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 …

66. 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”

67. “Execution is strategy.” —Fred Malek

68. Thank you, Rich …

69. “Mapping your competitive position”* or … *Rich D’Aveni/HBR

70. The “Have you …” 50* *See Appendix One

71. While waiting last week [early December 2007] in the Albany airport to board a Southwest Airlines flight to Reagan, I happened across the latest Harvard Business Review, on the cover of which was a yellow sticker. The sticker had on it the words “Mapping your competitive position.” It referred to a feature article by my friend Rich D’Aveni. His work is uniformly good—and I have said as much publicly on several occasions dating back 15 years. I’m sure this article is good, too—though I didn’t read it. In fact it triggered a furious negative “Tom reaction” as my wife calls it. Of course I believe you should worry about your “competitive position.” But instead of obsessing on competitive position and other abstractions, as the B-schools and consultants would always have us do, I instead wondered about some “practical stuff” which I believe is more important to the short- and long-term health of the enterprise, tiny or enormous.

72. 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? * * * 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? * * *

73. 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 3. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three hours? 6. Have you thanked a frontline employee for carrying around a great attitude … today? 7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operation? 8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)

74. The “XF-50”: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”* *Entire “XF-50” List is an Appendix to the LONG version of this presentation, posted at tompeters.com

75. X =XFX* * Excellence = Cross-functional Excellence

76. GSK/CEDD Conoco/geologists-geophysicists Flag requirement/joint staff Stanford/X-disc #1 Dartmouth-Hitchcock/micro- systems 3M Austin/physical

77. Never waste a lunch! Never waste a lunch!

78. ???? ???? % XF lunches* *Measure!

79. Thank you, Richard, Dennis and Marcus …

80. “I used to have a rule for myself that at any point in time I wanted to have in mind — as it so happens, also in writing, on a little card I carried around with me — the three big things I was trying to get done. Three. Not two. Not four. Not five. Not ten. Three.” — Richard Haass, The Power to Persuade

81. “Dennis, you need a … ‘To-don’t ’ List !”

82. “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

83. You = Your calendar* *Calendars never lie

84. Thank you Dr. Groopman …

85. 18”

86. In How Doctors Think, Harvard Med doc Jerome Groopman tells us that the best way to get a fix on what ails a patient is to get the patient talking openly about his-her problem. Great. But the research shows that docs, on average, leap to a conclusion and interrupt their patients after … 18 seconds. (Docs are hardly alone. This is a disease present in almost all specialists and professionals. “Listening” for a professional invariably means … talking.)

87. Thank you, Dave …

88. “The four most important words in any organization are … ‘What do you think?’ ” are … ‘What do you think?’ ” Source: courtesy Dave Wheeler, posted at tompeters.com, source of posted at tompeters.com, source of original unknown (0609.08) original unknown (0609.08)

89. 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.

90. 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!

91. 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

92. “The four most important words in any organization are … ‘What do you think?’ ” are … ‘What do you think?’ ” Source: courtesy Dave Wheeler, posted at tompeters.com, source of posted at tompeters.com, source of original unknown (0609.08) original unknown (0609.08)

93. “Buy in”- “Ownership”- Authorial bragging rights-“Born again” Champion = One Line of Code!

94. TP: People are always ready to tell their story! See also: “The story leaner’s edge” (Steve Farber) “The dream manager” (Matthew Kelly)

95. Thank you, Walter …

96. ??????? “Success doesn’t depend on the number of people you know; it depends on the number of people you know in high places!” or “Success doesn’t depend on the number of people you know; it depends on the number of people you know in low places!”

97. Loser: “He’s such a suck-up!” Winner: “He’s such a suck-down.”

98. C(I) > C(E) C(I) > C(E)

99. Thank you, Henry …

100. “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

101. Kindness is free

102. none of THE top 15 factors determining P atient S atisfaction referred to patient’s health outcome PS directly related to Staff Interaction PS directly correlated with Employee Satisfaction Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining P atient S atisfaction referred to patient’s health outcome PS directly related to Staff Interaction PS directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

103. Kindness is free. “There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

104. Thank you, 3H Club …

105. H oward H ilton H erb

106. 25

107. 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”

108. “You have to treat your employees like customers.” —Herb Kelleher, upon being asked his “secret to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the way in Dallas American Airlines’ pilots were picketing the Annual Meeting) Annual Meeting)

109. 3H: Howard, Hilton, Herb **Stay in touch! **Sweat the details! **It’s the people, stupid! 3H: Howard, Hilton, Herb **Stay in touch! **Sweat the details! **It’s the people, stupid!

110. Thank you, Singapore …

111. 2-cent candy

112. TGR TGR

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

114. Thank you, Sheik Mohammad …

115. 24%

116. dubai

117. Single greatest act of pure imagination

118. Does your project portfolio “have “have a dubai”? a dubai”?

119. Thank you Larry and Jim (and Germany ) …

120. Basement Systems Inc. Basement Systems Inc.

121. *Basement Systems Inc. *Larry Janesky * Dry Basement Science (115,000!) *1990: $0; 2003: $13M; 2007: $62,000,000

122. Jim’s Group

123. 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

124. 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

125. etc. PRSX/Paragon Railcar Salvage* *Salvaged railcars into bridges, etc. etc. PRSX/Paragon Railcar Salvage* *Salvaged railcars into bridges, etc.

126. #4 Japan #3 USA #2 China #1 Germany

127. Reason!!! Mittelstand

128. * Lived in same town all adult life *First generation that’s wealthy/ no parental support *“Don’t look like millionaires, don’t dress like millionaires, don’t eat like millionaires, don’t act like millionaires” *“Many of the types of businesses [they] are in could be classified as ‘dull- normal.’ [They] are welding contractors, auctioneers, scrap-metal dealers, lessors of portable toilets, dry cleaners, re-builders of diesel engines, paving contractors …” Source: The Millionaire Next Door, Thomas Stanley & William Danko

129. 10.6

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

131. 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

132. You don’t get better by being bigger. You get worse.” Dick Kovacevich: You don’t get better by being bigger. You get worse.”

133. “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

134. “Data drawn from the real world attest to a fact that is beyond our control: —Norberto Odebrecht, Education Through Work “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

135. Q4/2006 +500,000 = +7,700,000 -7,200,000 Source: Barron’s 0922.07

136. “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

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

138. The “Unlucky Thirteen” Guru Gaffes: The “Unlucky Thirteen” Guru Gaffes: Big companies! Public companies! “Cool” industries! Stability! Famous CEOs! “Hard” stuff! Plans! “Success”! Men! Young! Incrementalism-Kaizen Minimization! Uniformity!

139. The “Lucky Thirteen”: SME s ! Private companies! “Dull” industries! Churn! laudable CEOs! “Soft” stuff! Excellence! Action-Execution! Women! Boomers-Geezers! Imagination Unbound! Accentuate the Positive! Individuality!

140. Thank you, Heather (and Bill) …

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

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

143. 10 UNASSAILABLE REASONS WOMEN RULE Women Women Women make [all] the financial decisions. Women control [all] the wealth. Women Women [substantially] outlive men. Women Women start most of the new businesses. Women’s Women’s work force participation rates have soared worldwide. Women Women are closing in on “same pay for same job.” Women Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives. Women Women are better salespersons than men. Women Women buy [almost] everything—commercial as well as consumer goods. So what exactly is the point of men?

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

145. 7/13

146. Thank you, Chicago…

147. ‘overhead.’” Sarah: “ Mom, what do you do?” Mom : “I’m ‘overhead.’”

148. “ Rock Stars of the Age of Talent” Are you … “ Rock Stars of the Age of Talent”

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

150. PSF Answer: PSF

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

152. IB M

153. “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek cover story, January 2008

154. “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.” —ecompany.com (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

155. “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek cover story, January 2008

156. A January 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.” In short, Schlumberger knows how to create and run oilfields, anywhere, from drilling to fullscale production to distribution. And the nugget is hardcore, relatively small, technically accomplished, highly autonomous teams. As China and Russia, among others, make their move in energy, state run companies are eclipsing the major independents. (China’s state oil company just surpassed Exxon in market value.) At the center of it all, abetting these new players who are edging out the Exxons and BPs, the Kings of Large-scale, Long-term Project Management wear Schlumberger overalls. (The pictures in the article from Siberia alone are worth the cover price.) At the center of the center of the Schlumberger “empire” is a relatively newly configured outfit, reminiscent of IBM’s Global Services and UPS’ integrated logistics’ experts and even Best Buy’s now ubiquitous “Geek Squads.” The Schlumberger version is simply called IPM, for Integrated Project Management. It lives in a nondescript building near Gatwick Airport, and its chief says it will do “just about anything an oilfield owner would want, from drilling to production”—that is, as BusinessWeek put it, “[IPM] strays from [Schlumberger’s] traditional role as a service provider* and moves deeper into areas once dominated by the majors.” (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.)

157. Flagship of Best Buy Wholesale “Solutions” Strategy Makeover. I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by Best Buy. IV. Flagship of Best Buy Wholesale “Solutions” Strategy Makeover.

158. HCare CIO : “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team (who happens to be a techie)

159. Photographer: Louise Roach

160. Thank you Steve

161. “You know a design is good when you want to lick it.” —Steve Jobs Source: Design: Intelligence Made Visible, Stephen Bayley & Terence Conran Stephen Bayley & Terence Conran

162. Thank you, John …

163. 1/40

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

165. “We have a ‘strategic plan.’ It’s called doing things.” “We have a ‘strategic plan.’ It’s called doing things.” — Herb Kelleher

166. “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg

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

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

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

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

171. Thank you, Peter …

172. 90K in U.S.A. ICUs on any given day; 178 steps/day in ICU. 50% stays result in “serious complication” Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

173. ** Peter Pronovost, Johns Hopkins, 2001 **Checklist, line infections **1/3 rd at least one error when he started **Nurses/permission to stop procedure if doc, other not following checklist **In 1 year, 10-day line-infection rate: 11% to … 0% Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

174. **Docs, nurses make own checklists on whatever process-procedure they choose **Within weeks, average stay in ICU down 50% Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

175. “Everything matters” -80% Source: Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal reduces “spillage” by 80%, Schiphol Airport

176. Thank you, Anthelme Brillat-Savarin and Ludwig Feuerbach…* *”You are what you eat” Thank you, Anthelme Brillat-Savarin and Ludwig Feuerbach …* *”You are what you eat”

177. We are the company we keep we keep

178. The “Hang Out Axiom”: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

179. Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

180. “Normal” = “o for 800”

181. Thank you, Eleanor, Jay and Kevin …

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

183. Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. Avoid moderation! Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

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

185. Good luck …

186. Leadership(21A.D.) = Leadership(21B.C.)

187. walk

188. GERONIMO!’ "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982)