1. CONRAD HILTON …

2. CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked, His answer … CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked, “What were the most important lessons you learned in your long and distinguished career?” His answer …

3. “ Remember to tuck the shower curtain inside the bathtub.”

4. Tom Peters’ Re-Imagine EXCELLENCE ! 2015 World Business Forum Sydney 28 May 2015 (Slides at tompeters.com; and our fully annotated 23-part Master Compendium at excellencenow.com)

5. In Search of Excellence/1982: In Search of Excellence/1982: The Bedrock “Eight Basics” 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

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

7. ENTERPRISE* (*AT ITS BEST): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the potential in the wholehearted pursuit of EXCELLENCE in wholehearted pursuit of EXCELLENCE in service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

8. “It may sound radical, unconventional, and bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is the core belief of our workplace. Joy is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team.” —Richard Sheridan, Joy, Inc.: How We Built a Workplace People Love

9. PUTTING PEOPLE [REALLY] FIRST [REALLY] FIRST

10. 1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives …

11. 1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

12. “You have to treat your employees like customers.” —Herb Kelleher your employees like customers.” —Herb Kelleher “If you want staff to give great service, give great service to staff.” —Ari Weinzweig

13. “What employees experience, Customers will. The best marketing is happy, engaged employees. YOUR CUSTOMERS WILL NEVER BE ANY HAPPIER THAN YOUR EMPLOYEES.” —John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World

14. 1996-2014/12 companies every year/ 341,567 new jobs/+172%: Publix Whole Foods Wegmans Nordstrom Cisco Systems Marriott REI Goldman Sachs Four Seasons SAS Institute W.L. Gore TDIndustries Source: Fortune/ “The 100 Best Companies to Work For”/0315.15

15. Training = Investment #1 !

16. In the Army, 3-star generals worry about training. In most businesses, it's a “ho-hum” mid-level staff function.

17. Bet #4: >> 8 of 10 CEOs, in 45-min “tour d’horizon” of their biz, would NOT mention training.

18. What is the best reason to go berserk over training?

19. What is the best reason to go bananas over training? GREED. (It pays off.) (Also: Training should be an official part of the R&D budget and a capital expense.) the R&D budget and a capital expense.)

20. Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)? If not, why not? Are your top trainers paid as much as your top marketers and engineers? If not, why not? Are your training courses so good they make you … jump up & down with glee? If not, why not? Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months? If not, why not? Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, the military? If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?

21. Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)? If not, why not? Are your top trainers paid as much as your top marketers and engineers? If not, why not? Are your training courses so good they make you giggle and tingle? If not, why not? Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months? If not, why not? Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, the military? If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?

22. 1 st -Line Bosses [Cadre of] = Productivity Asset #1 ! 1 st -Line Bosses [Cadre of] = Productivity Asset #1 !

23. Is there ONE “secret” to productivity and employee satisfaction? YES ! The Quality of your FULL CADRE of … 1st-line Leaders.

24. “People leave managers not companies.” —Dave Wheeler

25. WOMEN RULE !

26. “Women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership. And two of the traits where women outscored men to the highest degree — taking initiative and driving for results — have long been thought of as particularly male strengths.” —Harvard Business Review

27. “Research [by McKinsey & Co.] suggests that to succeed, start by promoting women.” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimes “In my experience, women make much better executives than men.” —Kip Tindell, CEO, Container Store

28. For One [ BIG ] Thing … “McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was … 56% higher.” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13

29. TECH TSUNAMI AND THE MORAL IMPERATIVE: PEOPLE DEVELOPMENT

30. China/Foxconn: robots/next years 1,000,000 robots/next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

31. “Since 1996, manufacturing employment in China itself has actually falle n by an estimated 25 percent. That’s over 30,000,000 fewer Chinese workers in that sector, even while output soared by 70 percent. It’s not that American workers are being replaced by Chinese workers. It’s that both American and Chinese workers are being made more efficient [replaced] by automation.” —Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a time of Brilliant Technologies

32. IoT/Sensor Pills: “Proteus Digital Health is one of several pioneers in sensor-based health technology. They make a silicon chip the size of a grain of sand that is embedded into a safely digested pill that is swallowed. When the chip mixes with stomach acids, the processor is powered by the body’s electricity and transmits data to a patch worn on the skin. That patch, in turn, transmits data via Bluetooth to a mobile app, which then transmits the data to a central database where a health technician can verify if a patient has taken her or his medications. “This is a bigger deal than it may seem. In 2012, it was estimated that people not taking their prescribed medications cost $258 BILLION in emergency room visits, hospitalization, and doctor visits. An average of 130,000 Americans die each year because they don’t follow their prescription regimens closely enough..” [The FDA approved placebo testing in April 2012; sensor pills are ticketed to come to market in 2015 or 2016.] Source: Robert Scoble and Shel Israel, Age of Context: Mobile, Sensors, Data and the Future of Privacy

33. “Human level capability has not turned out to be a special stopping point from an engineering perspective.” an engineering perspective.” —Illah Reza Nourbakhsh, Robot Futures/2013 “SOFTWARE IS EATING THE WORLD.” —Marc Andreessen/2014 “The computers are in control. We just live in their world.” —Danny Hillis, Thinking Machines/2011 “The intellectual talents of highly trained professionals are no more protected from automation than is the driver’s left turn.” —Nicholas Carr, The Glass Cage: Automation and Us

34. The New Logic: Scale w/o Employment Kodak: 1988/ employees; 2012/bankrupt Instagram: 30,000,000 customers/ employees (WhatsApp: 450,000,000 customers/ employees/ Valued @ $19,000,000,000) Source: Robert Reich’s Blog/0317.15 The New Logic: Scale w/o Employment Kodak: 1988/ 145,000 employees; 2012/bankrupt Instagram: 30,000,000 customers/ 13 employees (WhatsApp: 450,000,000 customers/ 55 employees/ Valued @ $19,000,000,000) Source: Robert Reich’s Blog/0317.15

35. CORPORATE MANDATE #1 2014: Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard,” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term … profit maximization strategy!

36. Lesson49: WTTMSW

37. WHOEVERTRIESTHEMOSTSTUFFWINS

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

39. “EXPERIMENT FEARLESSLY” Tactic #1 “RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) “EXPERIMENT FEARLESSLY” Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”— Tactic #1 “RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10)

40. “FAIL. FORWARD. FAST.” “FAIL FASTER. SUCCEED SOONER.” “MOVE FAST. BREAK THINGS.” —Facebook “REWARD EXCELLENT FAILURES. PUNISH MEDIOCRE SUCCESSES.” —Phil Daniels, Sydney exec “FAIL. FORWARD. FAST.” —High Tech CEO, Pennsylvania “FAIL FASTER. SUCCEED SOONER.” —David Kelley/IDEO “MOVE FAST. BREAK THINGS.” —Facebook “REWARD EXCELLENT FAILURES. PUNISH MEDIOCRE SUCCESSES.” —Phil Daniels, Sydney exec

41. LBT s*** *Little BIG Things **A variation on WTTMSW LBT s*** *Little BIG Things **A variation on WTTMSW

42. Big carts = 1.5X 1.5X Source: Walmart

43. Bag sizes = New markets: $B $B Source: PepsiCo

44. 2X: “When Friedman slightly curved the right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrians’ behavior’—the percentage who entered increased from one-third to nearly two-thirds.” —Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas

45. (1) AMENABLE TO RAPID EXPERIMENTATION/FAILURE “FREE” EXPERIMENTATION/FAILURE “FREE” (NO BAD “PR,” NO $$) (NO BAD “PR,” NO $$) (2) QUICK TO IMPLEMENT/QUICK TO ROLL OUT ROLL OUT (3) INEXPENSIVE TO IMPLEMENT/ ROLL OUT ROLL OUT (4) HUGE [POTENTIAL] MULTIPLIER (5) AN “ATTITUDE” [WTTMSW/ “SERIOUS PLAY”] “SERIOUS PLAY”] (6) DOES NOT BY AND LARGE REQUIRE A “POWER POSITION” FROM WHICH A “POWER POSITION” FROM WHICH TO LAUNCH EXPERIMENTS. TO LAUNCH EXPERIMENTS.

46. “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘ Serious play’ is not an oxymoron; it is the essence of innovation.” —Michael Schrage, Serious Play

47. WSJ/0910.13: “What matters most to a company over time? Strategy or culture? Dominic Barton, Managing Director, McKinsey & Co.: “Culture.”

48. WTTMSASTMSUTFW WTTMSASTMSUTFW

49. WHOEVERTRIESTHEMOSTSTUFFANDSCREWSTHEMOSTSTUFFUPTHEFASTESTWINS

50. We Are What We Eat. We Are Who We Spend Time With. We Are What We Eat. We Are Who We Spend Time With.

51. “You will become like the five people you associate with the most—this can be either a blessing or a curse.” —Billy Cox “You will become like the five people you associate with the most—this can be either a blessing or a curse.” —Billy Cox

52. The “We are what we eat”/ “We are who we hang out with” Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about: “Innovate, ‘Yes’ or ” The “We are what we eat”/ “We are who we hang out with” Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

53. Innovate or Die: Measure It!

54. Innovation Index: Top 5 8 or higher “Weird”/“Profound”/ “Wow”/“Game-changer” Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird”/“Profound”/ “Wow”/“Game-changer” Scale? (At least 3???)

55. TGRs: 8/80

56. Customers describing their service experience as “superior”: 8 % Companies describing the service experience they provide as the service experience they provide as “superior”: 80% “superior”: 80% —Source: Bain & Company survey of 362 companies, reported in John DiJulius, What's the Secret to Providing a World-class Customer Experience?

57. Conveyance: Kingfisher Air Location: Approach to New Delhi

58. “May I clean your glasses, sir?”

59. TGR [Things Gone -Things Gone RIGHT ] TGR [Things Gone WRONG -Things Gone RIGHT ]

60. L B Ts > BB TS “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” L B Ts > BB TS “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” — Henry Clay

61. Social Business/ Customer Engagement

62. “Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do.” Social Business By Design: Transformative Social Media Strategies For the Connected Company —Dion Hinchcliffe & Peter Kim For the Connected Company —Dion Hinchcliffe & Peter Kim

63. “What used to be “word of mouth” is now “word of mouse.” You are either creating brand ambassadors or brand terrorists doing brand assassination.” —John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World

64. Welcome to the Age of Social Media: “It takes 20 years to build a reputation and five minutes to ruin it. Also, the Internet and technology have made customers more demanding., and they expect information, answers, products, responses, and resolutions sooner than ASAP.” —John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World Business, Inspire Employees, and Change the World

65. Welcome to the Age of Social Media: “The customer is in complete control of communication.” —John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World

66. “I would rather engage in a Twitter conversation with a single customer than see our company attempt to attract the attention of millions in a coveted Super Bowl commercial. Why? Because having people discuss your brand directly with you, actually connecting one-to-one, is far more valuable—not to mention far cheaper!. … “Consumers want to discuss what they like, the companies they support, and the organizations and leaders they resent. They want a community. They want to be heard. “[I]f we engage employees, customers, and prospective customers in meaningful dialogue about their lives, challenges, interests, and concerns, we can build a community of trust, loyalty, and—possibly over time—help them become advocates and champions for the brand.” —Peter Aceto, CEO, Tangerine (from the Foreword to A World Gone Social: How Companies Must Adapt to Survive, by Ted Coine & Mark Babbit)

67. BIG DATA BIG $$$$$$ !

68. “ Caesars’ Entertainment have bet their future on harvesting personal data rather than developing the fanciest properties.” —Adam Tanner, What Stays in Vegas: The World of Personal Data—Lifeblood of Big Business—and the End of Privacy as We Know it

69. Women BUY [Everything] !

71. “Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN.” Source: Headline, Economist

72. W > 2X (C + I)* *“Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09

73. “Women are THE majority market” —Fara Warner/The Power of the Purse

74. Women as Decision Makers/Various sources Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (influence 90% ) All consumer purchases … 83% * Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80% *In the USA women hold >50% managerial positions including >50% purchasing officer positions; hence women also make the majority of commercial purchasing decisions.

75. Can you pass the … “Squint test” ?

76. We [Old Farts like me] Got the $$$$$$ the $$$$$$

77. USA USA 1 BOOMER turns AGE 65 Every 8 SECONDS For the next 20 YEARS

78. 50@50: “PEOPLE TURNING 50 TODAY HAVE MORE THAN HALF OF THEIR ADULT LIFE AHEAD OF THEM.” 50@50: “PEOPLE TURNING 50 TODAY HAVE MORE THAN HALF OF THEIR ADULT LIFE AHEAD OF THEM.” —Bill Novelli, 50+: IGNITING A REVOLUTION TO REINVENT AMERICA

79. 7/13 [Cars >50] 47X [$$$ 65+, 35-] 55+ > 55- [Web $$$]

80. 44-65: “NEW CUSTOMER MAJORITY” Source: Ageless Marketing, David Wolfe & Robert Snyder

81. LEADERSHIP “I ‘DO’ PEOPLE”

82. Les Wexner: FROM FASHION TRENDS GURU TO JOY FROM PICKING/ FROM PICKING/ DEVELOPING PEOPLE!* *Limited Brands founder Les Wexner queried on astounding longterm growth & profitability: It happened, he said, because “I got as excited about developing people” as he had been about predicting fashion trends in his early years.

83. MBWA/25 ( M anaging B y W andering A round)

84. “I’m always stopping by our stores— at least 25 a week. I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can.” —Howard Schultz Source: Fortune, “Secrets of Greatness”

85. Acknowledgement !

86. “The deepest urge in human nature is the desire to be important.” —John Dewey (In Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)

87. “Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn

88. “The 4 most important words in any organization are …

89. 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

90. 3

91. THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* Relationships (of all varieties) : THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* *Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

92. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM. [OPPORTUNITY] [OPPORTUNITY].

93. Meetings ROCK ! [Make that: SHOULD Rock]

94. Complain all you want, but meetings are what you [boss/leader] do! are what you [boss/leader] do!

95. Meetings are #1 thing bosses do. Therefore, 100% of those meetings: EXCELLENCE. ENTHUSIASM. ENGAGEMENT. LEARNING. TEMPO. WORK-OF-ART. DAMN IT.

96. 18

97. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

98. 18 …

99. 18 … seconds !

100. Suggested Core Value #1: “We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”

101. 78

102. 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!