1. Musings: 25 Micro- Presentations.

2. EXCELLENCE. CAUSES. ADVERSARIES.

3. Causes/1966-2006 Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft Ss/7-S (Waterman-Peters complete business model; waaaaay beyond Strategy & Structure) Structure > Strategy (We shape our structures, then they shape us …Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Aroundcourtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers Mid-sized companies-Mittlestand

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

5. Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press The winners in business have always played hardball.Unleash massive and overwhelming force. Exploit anomalies. Threaten your competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service, retention, loyalty), 4. People ( employees, motivation, morale, worker/s), 0. Innovation ( product development, research & development, new products), 0.

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

7. Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitationseven at Microsoft) White guys! (not really, but enough already) 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

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

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

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

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

12. 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.

13. POWER WORDS! Im sorry.

14. Stating the Obvious: MORE POWER WORDS/IDEAS

15. Thank You!

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

17. Say it with … FLOWERS

18. POWER IDEAS! You must care. General Melvin Zais

19. Inno.0524.06

20. World Innovation Forum EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION IS WRONG Tom Peters/New York/0524.2006/ Inno.new.LIST.0527

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

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

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

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

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

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

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

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

29. CAUSE & EFFECT: The Case of Blitzkrieg

30. Case: Perceived Rommel invents Blitzkrieg. Germans kick the tar out of the French in two weeks. Q.E.D.

31. Case: Lesson Learned Planned innovation (P.I., not C.I.) is possible, is cool, is effective.

32. Case: Reality Germans cross Meuse into France. Whoops: French intelligence completely drops the ball. (Loses track of the Germansliterally.) Germans keep advancing; outrun supply lines; no land-air co-ordination. Hitler orders advance stopped. General never gets the word. General marches to Paris, virtually unopposed. Germans shocked. After the fact, Germans label it Blitzkrieg.

33. Case: Lesson Learned Do something. Get lucky. Attribute luck to superior planning. Get medals.

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

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

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

37. Happy 50! 26April2006

38. Malcom McLean

39. Containerization

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

41. Get mad. Do something about it. Now.

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

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

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

45. UTTERBACK

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

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

48. 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

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

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

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

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

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

54. UBIQUITOUS POLITICS

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

56. GROVE AND BLOOMBERG ON ACTION

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

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

59. PAUL ARDEN: Whatever You Think Think the Opposite

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

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

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

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

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

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

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

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

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

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

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

71. Let Us March Tom Peters/0523.06

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

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

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

75. Everyone lives by selling something. Robert Louis Stevenson

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

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

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

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

80. Let us march.

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

82. Its always showtime. David DAlessandro, Career Warfare

83. The Cup Challenge Tom Peters/0214.2006

84. For a forthcoming event, I was asked to provide some possible sayings on leadership, six words or less, designed go on coffee cups distributed as gifts. The results, a hasty draft, follow …

85. Passion! Energy! Enthusiasm! Passion! Energy! Enthusiasm! "Enthusiasm! Enthusiasm! Enthusiasm!" "Enthusiasm Moves Mountains!" "Nothing Matches Enthusiasm as a 'Motivator'!" Technicolor Times Demand Technicolor Actions Technicolor Times Demand Technicolor People Wow. Now. Re-imagine! Re-imagine! Re-do! Re-vise! Re-vo-lu-tion!

86. Enthusiasm, the Ultimate Virus!

87. Enthusiasm, the Ultimate Virus!

88. "Respect!" Leaders Do People. Period. Credibility. Asset No. 1. Tell the Truth. Truth Wins. Challenge. Challenge. Challenge. Two Big Goals. Tops. Focus. Your Calendar Never Lies Good Story. Good Leader. Best Story Wins. Live the Story. Change the World. Accept Nothing Less. "Dream!" Dream. The Only Worthwhile Reality. Beware Those Who Agree With You Seek Dissidents. Nurture Dissidents. Cherish Dissidents

89. Do.

90. Excellence! Demand Excellence! Demand Excellence. The Greatest Gift. Excellence, Lifes Gold Standard Stop Talking! Start Doing! Execute. Execute. Execute. Good Execution Beats Good Strategy Agility Trumps Size "Women make the best bosses!" Women Rule. Believe It. "You must care!" Listen. Ask. Why?

91. Different beats Better. Distinct or Extinct. Innovate or Die Me Too = Me Dead Talent Time! Best Talent Wins. Moderation Fails in Immoderate Times

92. No Less Than Excellence. Ever.

93. EXCELLENCE. SALES.

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

95. Sell Sell Sell

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

97. Its always showtime. David DAlessandro, Career Warfare

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

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

100. Connect! Tom Peters/0430.06

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

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

103. THE SOFT SIDE Tom Peters/0430.06

104. >25

105. THE WOMENS ECONOMY Tom Peters/0430.06

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

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

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

109. "Women have been making educational progress, and the men are stuck. They haven't just fallen behind women. They have fallen behind changes in the job market. Tom Mortenson, The Pell Institute for the Study of Opportunity in Higher Education (AOL-AP, 060206)

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

111. READTHISBOOK

112. Read.

113. This.

114. Book.

115. Damn it.

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

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

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

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

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

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

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

123. Goodnight and Good Luck.

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

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

126. Not a single item in our trillion-dollar arsenal can compare with the genius of the suicide bomberthe breakthrough weapon of our time. Our intelligence systems cannot locate him, our arsenal cannot deter him, and, all too often, our soldiers cannot stop him before its too late. A man of invincible convictioncall it delusion, if you willarmed with explosives stolen or purchased for a handful of soiled bills can have a strategic impact that staggers governments. Abetted by the global media, the suicide bomber is the wonder weapon of the age.The Weekly Standard, 0206.06

127. Chicagolands Mystery Disappearances …

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

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

130. Deutsche Bank Moves Half of Its Back-office Jobs to India/ headline/FT/0327; 500 of 900 Research ; JPMorgan Chase30% back- office by 12.31.07

131. Wal*Mart + Home Depot + Walt Disney + Intel + Microsoft + Pfizer = Flat Source: Blue Chip Blues, Cover, BW, 0417.06

132. Health: Century21.Job # 1 (HC21.J1) Tom Peters/0428.2006

133. Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

135. 2 m 38 s

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

137. When I climb Mount Rainier I face less risk of death than Ill face on the operating table. Don Berwick, Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year, Newsweek (1212.2005)

138. Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

139. Childhood Obesity > Terrorism

140. Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

141. The Ultimate Culture Change Healthcare vs. Health

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

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

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

145. Tommy Thompson: take your meds; chronic illness 75% to 80%; curative healthcare system to prevention system Source: Advertising Age, 05.08.06

146. Wash your hands. Apply #50 sunscreen. Banish (TOTALLY) high fructose corn syrup. Exercise 30-7. Breathe. Stockpile for H5N1.* (*not Tamiflu!)

147. EXCELLENCE. HEALTH. MARKET OPPORTUNITY.

148. Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

149. Childhood Obesity > Terrorism

150. Women. Women business owners. Boomers-Geezers. Single-adults (Urban) Health-Wellness-Chronic Care

151. THE WORK MATTERS: On Self-reliance, Becoming a Change Insurgent and the Power of Peculiarities

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

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

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

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

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

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

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

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

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

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

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

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

164. the cuckoo clock.

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

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

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

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

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

170. ADDENDUM: Women Rock … as Salespersons (From Item #98.) And the answers are? TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

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

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

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

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

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

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

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

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

179. RIGHT THINGS. THINGS RIGHT.

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

181. Leadership v. Management In [President Bushs] belief that America needed to respond resolutely to the dangers of terrorism, tyranny and proliferation, he was mainly right. His chief failures stem from incompetent execution.The Economist/05.13.2006

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

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

184. You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

185. EXCELLENCE. ALWAYS. Tom Peters/ExpoManagement Mexico D.F./08June 2006

186. 25

187. Manhole Cover Madness and More ….

188. Chicagolands Mystery Disappearances …

189. THREE BILLION NEW CAPITALISTS Clyde Prestowitz

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

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

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

193. EXCELLENCE. THE MANDATE.

194. If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, Chief of Staff. U. S. Army

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

196. We are in a brawl with no rules. Paul Allaire

197. Sams Secret #1!

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

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

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

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

202. Nelsons secret: [Other] admirals more frightened of losing than anxious to win

203. EXCELLENCE. STARTERS.

204. Radio City Music Hall September 2005

205. Franchise Lost! TP: How many of you [600] really crave a new Chevy? NYC/IIR/061205

206. P.P.E.E.R.R.E.

207. People. Product. Execution. Enthusiasm. Relentless. Re-invent. Excellence.

208. EXCELLENCE. THE WORD.

209. Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

210. EXCELLENCE. GAMECHANGER.

211. 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

212. 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

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

214. EXCELLENCE. CAUSES. ADVERSARIES.

215. Causes/1966-2006 Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft Ss/7-S (Waterman-Peters complete business model; waaaaay beyond Strategy & Structure) Structure > Strategy (We shape our structures, then they shape us …Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Aroundcourtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers

216. 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 bustevery group must demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS- EXPERIENCES-DREAMKETING (Dream Marketing)- LOVEMARK Different > > Better Boomers & Geezers/marketing to new mega-segment

217. Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press The winners in business have always played hardball.Unleash massive and overwhelming force. Exploit anomalies. Threaten your competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service, retention, loyalty), 4. People ( employees, motivation, morale, worker/s), 0. Innovation ( product development, research & development, new products), 0.

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

219. Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitationseven at Microsoft) White guys! (not really, but enough already) 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

220. EXCELLENCE. ALWAYS.

221. Why in the world did you go to Siberia?

222. 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.

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

224. Business: The Ultimate Creative Endeavor.

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

226. Business: The Ultimate Transcendent Service Opportunity.

227. EXCELLENCE. YOU & ME.

228. In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.Fast Company /October2003

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

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

231. THE END.