1. Tom Peters’ Action Chronicles EXCELLENCE. ALWAYS. Think-Do. ACTION
Tom Peters’ Action Chronicles EXCELLENCE. ALWAYS. Think-Do.ACTION.Grant

2. Think! vs. do!

3. “Never forget implementation , boys
“Never forget implementation , boys. In our work, it’s what I call the ‘last 98 percent’ of the client puzzle.” —Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

4. The (Strange) Case of Peter Drucker & Michael Porter vs
The (Strange) Case of Peter Drucker & Michael Porter vs. The “Non-linearists” HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* (*Transcontinental Railroad, Electrification, Radio, Television, Containerization, DNA, Computers, Military History, Etc.) MOST POLITICAL SCIENTISTS. SILICON VALLEY. Etc.

5. “Linearist”: think! “Non-linearist”: do!

6. “Linearist”: Plan it! “Non-linearist”: Try it!

7. “Linearist”: hypothesize! “Non-linearist”: experiment!

8. “Linearist”: failure = unnecessary “Non-linearist”: failure = life

9. “Linearist”: a>b. “Non-linearist”: b>a. Attitude shapes behavior
“Linearist”: a>b* “Non-linearist”: b>a** *Attitude shapes behavior **Behavior shapes attitude

10. “Linearist”: deliberate. “Non-linearist”: relentless
“Linearist”: deliberate!* “Non-linearist”: relentless!** * “Do it right the first time” (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant)

11. “Linearist”: logical! “Non-linearist”: passionate!

12. “Linearist”: give me genius! “Non-linearist”: give me luck!

13. “Linearist”: spotless academic record! “Non-linearist”: a.d.d.

14. “Linearist”: measured pace! “Non-linearist”: Tempo! Tempo! Tempo!

15. “Linearist”: think. Plan. (r. a. f. ) “Non-linearist”: Try it
“Linearist”: think! Plan! (r.a.f.*) “Non-linearist”: Try it! Screw it up! Fix it! Try it again! (r.f.a.**) *Ready. Aim. Fire. **ready. Fire. Aim. (Or, circa 2006: fire. Fire. Fire.)

16. Cheap Shot “Linearist”: minimize cost
Cheap Shot “Linearist”: minimize cost. “Non-linearist”: maximize revenue.

17. “Linearist”: marketing rules. “Non-linearist”: sales rules.

18. “Linearist” Background: planning, marketing & finance
“Linearist” Background: planning, marketing & finance. “Non-linearist” background: sales & operations.

19. “Linearist” likes: ideas. “Non-linearist” likes: people.

20. “Linearist” likes: parts. “Non-linearist” likes: wholes.

21. “Linearist” office: walls. “Non-linearist” office: none.

22. “Linearist” style: meetings. “Non-linearist” style: m. b. w. a
“Linearist” style: meetings. “Non-linearist” style: m.b.w.a.* *Managing by wandering around

23. “Linearist” reads: michael porter. Peter drucker
“Linearist” reads: michael porter. Peter drucker.* “Non-linearist” reads: waterman & peters. Tom clancy.** *Michael & peter **Bob & tom & tom

24. “Linearist” reads: michael porter. Peter drucker
“Linearist” reads: michael porter. Peter drucker. “Non-linearist” reads: doesn’t

25. “Linearist” preferred baseball score: 1-0
“Linearist” preferred baseball score: “Non-linearist” preferred baseball score: 11-9.

26. “Linearist” preferred football score: 7-0
“Linearist” preferred football score: “Non-linearist” preferred football score:

27. “Linearist” criminal record: none
“Linearist” criminal record: none. “Non-linearist” criminal record: disorderly conduct. Chronic jaywalking.

28. “Linearist” drives: lincoln town car. Ford explorer (weekends)
“Linearist” drives: lincoln town car. Ford explorer (weekends). “Non-linearist” drives: bmw. Harley-davidson (weekends).

29. The (Strange) Case of Peter Drucker & Michael Porter vs
The (Strange) Case of Peter Drucker & Michael Porter vs. The “Non-linearists” HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* (*Transcontinental Railroad, Electrification, Radio, Television, Containerization, DNA, Computers, Military History, Etc.) MOST POLITICAL SCIENTISTS. SILICON VALLEY. Etc.

30. EXCELLENCE. ACTION.

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

32. “We design intelligent strategies—but they fall miles short of their for one reason. Poor organizational effectiveness which in turn leads to a gaping ‘implementation deficit.’ Tom, I want you to get a handle on the best thinking and best practices from around the world.” —Ron Daniel (1977*) *TP/1977/first (?) Stanford Ph.D. thesis studying implementation per se.

33. 1979-2006 Still missing after all these years …

34. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker

35. TP/BW on BigCo Sin #1: “too much talk, too little do”

36. 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”

37. “Never forget implementation boys
“Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

38. “Operations is policy. ” —Fred Malek (1974) “Execution is strategy
“Operations is policy.” —Fred Malek (1974) “Execution is strategy.” —TP (1983)

39. “METABOLIC MANAGEMENT”

40. The Leadership11 1. Talent Management 2. Metabolic Management 3
The Leadership Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management

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

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

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

44. “If things seem under control, you’re just not going fast enough
“If things seem under control, you’re just not going fast enough.” —Mario Andretti

45. “The most successful people are those who are good at plan B
“The most successful people are those who are good at plan B.” —James Yorke, mathematician, on chaos theory in The New Scientist

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

47. “If it works, it’s obsolete.” —Marshall McLuhan

48. Boyd on TEMPO

49. He who has the quickest O. O. D. A. Loops. wins. Observe. Orient
He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act./Col. John Boyd

50. “The stuff has got to be implicit
“The stuff has got to be implicit. If it is explicit, you can’t do it fast enough.” —John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

51. Tempo!* 70-10 *Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech

52. 70-10/Nebraska/ Unk QB 643 yards K
70-10/Nebraska/ Unk QB 643 yards K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/“Re-arrange the mind of the enemy”—T.E. Lawrence)/ “By changing the geometry of the game, and pushing the limits of space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places.” —Michael Lewis (NY Times, on Mike Leach/Texas Tech)

53. “In war, delay is fatal.” —Napoleon “The only way to whip an army is to go out and fight it.” —Grant “ … demonstrating the tactic that would become his hallmark: the immediate move to seek out the enemy and attack him” —John Mosier, on Grant “A good plan executed right now is far preferable to a ‘perfect’ plan executed next week.” —Patton

54. Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong

55. EXCELLENCE. ACTION. ROOTS.

56. GRANT NELSON BOYD FISHER BOSSIDY PEROT MASTERS HERB McDONALD PETERS-WATERMAN HAMLET+

57. GRANT

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

59. “He never credited the enemy with the capacity to take the offensive
“He never credited the enemy with the capacity to take the offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired of whipping them yet” [at a very low point]/195 “Both sides seemed defeated and whoever assumed the offensive was sure to win.”/200 … “inchoate bond [between Grant and soldiers]”/201 … “The genius of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed.”/202 “If anyone other than Grant had been in command, the Union army certainly would have retreated.”/204 Lincoln (urged to fire Grant): “I can’t spare this man; he fights.”/205 “Grant turned defeat into Union victory.”/206 “moved on intuition, which he often could not explain or justify.”/208 “instinctive recognition that victory lay in relentlessly hounding a defeated army into surrender.”/213 Nathan Bedford Forrest, successful Confederate commander: “amenable to no known rules of procedure, was a law unto himself for all military acts, and was constantly doing the unexpected at all times
and places.”/213

60. —Jean Edward Smith/GRANT
“The genius of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed.”
—Jean Edward Smith/GRANT

61. “A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook theorems.”/151 “The nature of Grant’s greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point] class in tactics … carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to recognize and respond to opportunities presented.”/ “Grant had an aversion to digging in.”/153 “Grant had an intangible advantage. He knew what he wanted.”/153 “Grant’s seven-mile dash changed the course of the war.”/157 “The one who attacks first will be victorious.”/158 “dogged”/159 “unconditional surrender”/162 “simplicity and determination”/166 “quickness of mind that allowed him to make on the spot adjustments … [his] battles were not elegant set-piece operations”/166 “[other Union general] preferred preparation to execution … became a friend of detail … suffered from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not hesitate to arrest him” [following great victory]/172 … “learned how to withstand attacks from the rear” [Army politics]/179

62. “The commanding general would be in the field”/228 Lincoln: “What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him.”/231 “retains his hold upon the affections of his men”/232 “Grant’s moral courage—his willingness to choose a path from which there could be no return—set him apart from most commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions.”/233 “ … modest … honest … nothing could perturb … never faltered …”/233 “plan was breathtakingly simple but fraught with peril”/235 “demonstrating the flexibility that had become his hallmark”/238 “But like any West Point trained general, he had difficulty comprehending what Grant was up to …”/240 “recognized the value of momentum … throw off balance … blitzkrieg … traveling light … headquarters in the saddle”/243 “acted as quartermaster”/243 [rushed away so that he couldn’t receive Halleck’s order] … “like Lord Nelson … telescope to his blind eye” … “pressing ahead on his own”/245 “focus on the enemy’s weakness rather than his own”/250

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

64. on Project Management by Jerry Manas.
“The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.” —Napoleon on Simplicity, from Napoleon
on Project Management by Jerry Manas.

65. “Above all the troops appreciated Grant’s unassuming manner
“Above all the troops appreciated Grant’s unassuming manner. Most generals went about attended by a retinue of immaculately tailored staff officers. Grant usually rode alone, except for an orderly or two to carry messages if the need arose. Another soldier said the soldiers looked on Grant ‘as a friendly partner, not an arbitrary commander.’ Instead of cheering as he rode by, they would ‘greet him as they would address one of their neighbors at home. ‘Good morning, General,’ ‘Pleasant day, General’ … There was no nonsense, no sentiment; only a plain businessman of the republic, there for the one single purpose of getting that command over the river in the shortest time possible.’” [Grant: 5-feet 8-inches with a slouch]/232 After the victory at Chattanooga: “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’”/ 281 “Grant was unhappy about going into winter quarters. He saw no reason to keep the army idle, and the pause would give the rebels time to reorganize.”/282

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

67. From LEE KENNETT’s SHERMAN: “Grant tended to be a simple listener when these two strategies [for taking Vicksburg] were being discussed. His own preference may have been impelled as much by natural inclination as by any arguments he heard. He wrote afterward: ‘One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished.’”/ 202

68. CWVA to MBWA: “In these days of telegraph and steam I can command while traveling and visiting about.” —U.S. Grant Managing by wandering around” —HP circa Source: Ulysses S. Grant, by Geoffrey Perret

69. TP’s take: Intuition takes precedence (listen attentively but act on intuition) … Move today > perfect plan tomorrow [subsequent Patton line] … Great advantage: When moving, you know what you’re up to and you’re moving [the one sitting still is, thence, always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient. Decide. Act. Disorient enemy] … Action! ... Keep moving! … Engage! … Offense! [weakness-strength: can’t even imagine enemy counter-attacking; little conception of defense] … Momentum! …. Keep ’em off balance … … Adjust … Adapt … … Opportunism! … Constantly revise in accordance with conditions and opportunities in the field [life = excellence at “Plan B”] … Doggedness … Relentless!! [trait shaped in early childhood] … Never retreat … Simplicity! … Wide latitude for division commanders … minimum written orders, conferences, etc … keep his own council … HQ is Grant & his horse … no retinue! … commune with soldiers/exude quiet confidence/Approachable … decent … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … total victory/ demand “unconditional surrender”—G’s first claim to fame [Nelson: other Admirals avoid loss, friend and foe as in Grant’s case vs Nelson’s seek victory] … [Life 101: politics between the Generals:
E.g., Grant & Halleck]

70. (original source unknown)
"The art of war is simple enough. Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on." —Grant, courtesy Richard Cauley at tompeters.com
(original source unknown)

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

72. NELSON

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

74. The Nelson Baker’s Dozen
1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan
executed with vigor right now tops a ‘perfect’ plan executed next week.”) 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING
“GOAL”/“MISSION”/“PURPOSE”/“QUEST” 3. “Conversation”: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability
swift/Micromanagement absent 5. LED BY “LOVE” (Lambert), NOT “AUTHORITY” (Identify with sailors!) 6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops”: React more
quickly than opponent, destroy his “world view”) 7. VIGOR! (Zander: leader as “Dispenser of Enthusiasm”) 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (“Duty” first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In
Harm’s Way) (Gandhi: “You must be the change you wish to see in the world”/
Giuliani: Show up!) 11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”)
(Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”)
12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”)
13. Others principal shortcoming: “ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN”
Source: Andrew Lambert, Nelson: Britannia’s God of War

75. Nelson’s Way: A Baker’s Dozen/Short
1. Simple scheme.
2. Noble purpose!
3. Engage others.
4. Find great talent, let it soar!
5. Lead by Love!
6. Trust your gut, not the focus group: Seize the Moment!
7. Vigor!
8. Master your craft.
9. Work harder than the next person.
10. Show the way, walk the talk, exude confidence! Start a Passion
Epidemic!
11. Change the rules: Create your own game!
12. Shake of the pain, get back up off the ground, the timing may well be
right tomorrow! (E.g., Get lucky!)
13. By hook or by crook, quash your fear of failure, savor your quirkiness
and participate fully in the fray!
Source: Andrew Lambert, Nelson: Britannia’s God of War

76. BOYD

77. He who has the quickest “O. O. D. A. Loops”. wins. Observe. Orient
He who has the quickest “O.O.D.A. Loops”* wins! *Observe. Orient. Decide. Act. /Col. John Boyd

78. “Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd “Re-arrange the mind of the enemy” —T.E. Lawrence “Float like a butterfly, sting like a bee” —Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

79. F86 vs. MiG/Korea/10:1 Bubble canopy (360 degree view) Full hydraulic controls (“The F86 driver could go from one maneuver to another faster than the MiG driver”) MiG: “faster in raw acceleration and turning ability”; F86: “quicker in changing maneuvers” BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

80. USMC COL Mike Wyly: “kept the enemy off-balance; they knew Delta Company [RVN] could show up anywhere, anytime” BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

81. FISHER

82. Fisherisms Do right and damn the odds. Stagnation is the curse of life
Fisherisms Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world. Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas. Life is phrases. Source: Jan Morris, Fisher’s Face, Or, Getting to Know the Admiral

83. BOSSIDY

84. “I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

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

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

87. The Leader’s Seven Essential Behaviors
The Leader’s Seven Essential Behaviors *Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers *Expand people’s capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

88. Action8/VPMR+/Peters on Bossidy
Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling *Vision *Projects (Must add up to Vision) *Milestones *Commitment/Energy *RapidReview *Consequences (+/-)

89. “The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.” —Larry Bossidy (Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done)

90. Duct Tape Rules! “Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you can’t do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, ‘Andrew Higgins won the war for us. He did it without engineers.’ ” —Stephen Ambrose/Fast Company

91. PEROT

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

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

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

95. MASTERS

96. “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

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

98. Source: The Hunters, by John Masters, Canadian O & G wildcatter
drill.
Source: The Hunters, by John Masters, Canadian O & G wildcatter

99. HERB

100. doing things. — Herb Kelleher

101. McDONALD

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

103. PETERS-WATERMAN

104. “Do it. Fix it. Try it. ” Tom Peters/Business Week/07
“Do it. Fix it. Try it.” Tom Peters/Business Week/ (Principal #1/first anticipation of “Excellence”)

105. In Search of Excellence/1982/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”

106. PETERS: THE “ACT. THINK.” CHRONICLES

107. “Think” vs “Do”

108. A>B vs B>A

109. CK Chesterton: “How do I know what I think until I see what I say?”
Reporter: “Mr Drucker, why are you still giving speeches at 90?”
PD: “How else can I figure out what I’m thinking?”

110. TP: No plan, total accountability TK: Perfect plan, no accountability
TP: No plan, total accountability TK: Perfect plan, no accountability* *LG & IBM

111. “My only goal is to have no goals
“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

112. “Experiment fearlessly” Source: BW0821
“Experiment fearlessly” Source: BW , Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

113. Power of the … “Small Win”/ String of (TP/1977; KW;EJW)

114. “We made mistakes, of course
“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 No. 5. By the time our rivals are ready with wires and screws, we are on version No It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

115. HAMLET+

116. “By indirections find directions out.” —Hamlet, II. i

117. “My only goal is to have no goals
“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

118. EXCELLENCE. 4/40.

119. 4/40

120. De-cent-ral-iz- a-tion!

121. “‘Decentralization’ is not a piece of paper. It’s not me
“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.” —Brian Joffe/BIDvest

122. “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner

123. “HOW THE COAST GUARD GETS IT RIGHT” —Headline, Time, 10. 31. 2005
“HOW THE COAST GUARD GETS IT RIGHT” —Headline, Time, *Autonomy *Flexibility *“Perhaps the most important distinction of the Coast Guard is that it trusts itself”

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

125. Ex-e- cu-tion!

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

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

128. “I saw that leaders placed too much emphasis on what some call ‘high-level strategy,’ on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative—and then nothing would come of it.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

129. “The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.” —Larry Bossidy/Execution: The Discipline of Getting Things Done

130. "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

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

132. Ac-count-a-bil-ity!

133. “Realism is the heart of execution
“Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

134. “robust dialogue” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

135. “GE has set a standard of candor. … There is no puffery
“GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

136. 6:15A.M.

137. ???????? Work Hard > Work Smart

138. A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.” “Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.” The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …

139. 1. Every morning, write a list of the things that need to be done that day Do them Source: Hugh MacLeod/tompeters.com/NPR

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

141. EXCELLENCE. VALUE ADDED. UP THE LADDER.

142. $55B

143. And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” ) IBM Global Services* (*Integrated Systems Services Corp.): $55B

144. Planetary Rainmaker-in-Chief
Planetary Rainmaker-in-Chief! “Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year —that technology companies have never been able to touch.” —Fortune

145. “By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future.” —Narayana Murthy, chairman’s letter, Infosys Annual Report

146. “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW/2004

147. “SCS”/Supply Chain Solutions: 750 locations; $2
“SCS”/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company

148. MasterCard Advisors

149. “Security ‘devices’” to “Turnkey security solutions” (A/C, elevators, DIY, photo shops, etc, etc)

150. Home Depot Business ToolBox: Payroll processing. Credit card processing. Personnel paperwork. Mobile phones. Shipping. Health insurance. 12K customers (plumbers, electricians, small homebuilders and contractors). Source: Forbes,

151. Gamechanging “Solutions”: Bet-the-Company IBM UPS Xerox MasterCard GE BestBuy

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

153. Huge: Customer Satisfaction versus Customer Success

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

155. The Value-added Ladder/ STUFF ‘N’ THINGS Goods Raw Materials

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

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

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

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

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

161. EXCELLENCE. NECESSITY. OPPORTUNITY.

162. “ ‘Disintermediation’ is overrated
“ ‘Disintermediation’ is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; ‘outsourcing’ is just another way of saying that … you’ve become irrelevant to your customers.” —John Battelle/Point/Advertising Age/07.05

163. Chicago: HRMAC

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

165. “support function” / “cost center”/ “overhead” or …

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

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

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

169. “Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that. We pay for ourselves, and we actually make money for the company.” —Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

170. Mantra: “Eichorn it!”

171. Answer: PSF

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

173. The New Enterprise Value-Added Equation/Mark (1) 100% “WOW PROJECTS” (New Org “DNA”/“The Work”) + (2) Incredible “TALENT” Transformed into (3) Entrepreneurial “BRAND YOUs” and (4) Launched on Awesome “QUESTS FOR EXCELLENCE” = (5) Internal “Rockin’ PSFs” (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from “Superior Products & Services” to “ENCOMPASSING SOLUTIONS” & “GAME-CHANGING CLIENT SUCCESS”

174. Big Idea/“Meta”-Idea/Premier “Engine of Value Added” (1) The Talent: “Best Roster” of Entrepreneurial-minded Brand Yous. (2) The (Virtual) Organization: Internal or External “PSF”/Professional Service Firm working with “Best Anywhere” = Engine of Value Added through the Application of Creative “Intellectual Capital” (3) The Work Product: “Game Changer”/ “Gaspworthy” WOW Projects

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

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

177. “Solutions World”: The Mega-PSF

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

179. Core Mechanism: “Game-changing Solutions” Brand You(S) (“Distinct” or “Extinct”/The Talent) + Wow! Project(s) (“Different” vs “Better”/The Work) = PSF(S) (Professional Service Firm “model”/The Organizing Principle) = “Corporation” as “Mega-PSF”

180. Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age* (creators) *Murakami Teruyasu: “Age of Creation Intensification” Source: Dan Pink, A Whole New Mind

181. The “PSF35”: Thirty-Five Professional Service Firm Marks of Excellence

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

183. ????? Do good (excellent?!) work Make a lot of money

184. Pointed Point of View!

185. R.POV8* *Remarkable Point Of View/8 Words or less/“If you can’t state your position in eight words or less you don’t have a position.”—SG

186. “If you can’t write your movie idea on the back of a business card, you ain’t got a movie.” —Samuel Goldwyn

187. The PSF35: The Client Experience 11
The PSF35: The Client Experience 11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!) 12. We will seek assistance Anywhere to assemble the Best-in Planet Team for the Project 13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” 14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go) 15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE” 16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (“Teach a man to fish …”) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?

188. “The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution.”* (*E.g.: CRM failure rate/Gartner: 70%) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

189. UniCredit Group/ UniCredito Italiano
UniCredit Group/ UniCredito Italiano* ** —3rd party measurement —Customer-initiated measurement —Primary $$$$ incentives —“Factories” —Primary Corporate Initiative —Etc *#13 **TP/#1

190. The PSF35: The People & The Leadership 18
The PSF35: The People & The Leadership 18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD) 19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,
same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as
“Billings”/“Rainmaking”) 22. Slide the Old Aside/Make Room for Youth (Find oldsters
new roles?) 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO
DAY #“R” [R = Retirement] 24. Office/Practice Leaders Evaluated Primarily on
Mentoring-Team Building Skills
25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)
26. Team Leadership Skills Valued Early 27. Partner with B.I.W. [Best In World] Outsiders as Needed
and to Infuse Different Views

191. The PSF35: The Firm & The Brand 28
The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is
my message”—Gandhi)
29. Excellence+ in EXECUTION … % of the Time
(No such thing as a “small sins”/World Series Ring to
the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR
CIRQUE DU SOLEIL
32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS) 33. Web (Technology) Obsession
34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point
of View Worth BROADCASTING: “You must be the
change you wish to see in the world”—Gandhi)
35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as
much a place at the Head Table in a “PSF” as in a
widgets factory: “You can’t behave in a calm, rational
manner. You’ve got to be out there on the lunatic
fringe”—Jack Welch)

192. The PSF35: The Firm & The Brand 28
The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life
is my message”—Gandhi)
29. Excellence+ in EXECUTION … % of the Time 30. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team 31. SPEND ON R&D LIKE A TECH FIRM.
32. A PROPRIETARY METHODOLOGY (FBR, McKinsey,
Chiat Day, IDEO, old EDS)
33. BRAND MANIACS (Organize Around a Point of View Worth
BROADCASTING)
34. PASSION! ENTHUSIASM!
35. EXCELLENCE. ALWAYS.

193. “PSF” Nirvana Counselor Trusted Advisor

194. Answer: PSF

195. PSF + BY + WP = VA

196. PSF + BY + WP + DD + E = UVA

197. PSF + BY + WP + DD + E = UVA

198. PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) = UVA (Unassailable Value-Added)

199. Answer: PSF

200. “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW/2004

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

203. Static/Imitative Integrity. Quality. Continuous Improvement
Static/Imitative Integrity. Quality. Continuous Improvement. Superior Service (Exceeds Expectations.) Completely Satisfactory Transaction. Smooth Evolution. Market Share. Dynamic/Different Dramatic Difference! Disruptive! Insanely Great! (Quality++++) Life-(Industry-)changing Experience! Game-changing! WOW! Surprise! Delight! Breathtaking! Punctuated Equilibrium! Market Creation!

204. EXCELLENCE = Flawless EXECUTION + Continuous IMPROVEMENT + Brilliantly Trained PEOPLE + Gamechanging QUESTS + WEIRD Rosters + GASPWORTHY Results

205. EXCELLENCE. ATTITUDE. TRANSFORMATION. PSF.

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

207. Fleet Manager Rolling Stock Cost Minimization Officer vs/or Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive Customer Experience Director (via drivers)

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

209. 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)

210. PSF Transformation: Credit Department/Trek Was Is Credit Dept Financial Services Hammer on dealers until Make dealers successful so they they pay CAN pay AR sold to 3rd party Trek is the commercial financial commercial co Company 23 employees employees Oversee peak AR of $70M Oversee peak AR of $160M Identify risky dealers Identify opportunities Cost Center Profit Center No products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments Source: John Burke/

211. Trapper: <$20 per beaver pelt. Source: WSJ

212. WDCP*: $150 to remove “problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay. * “Wildlife Damage-control Professional” Source: WSJ

213. The WOW! Project.

214. “Let’s make a dent in the universe!” —Steve Jobs

215. Your Current Project. 1. Another day’s work/Pays the rent. 4. Of value
Your Current Project? 1. Another day’s work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)

216. “Astonish me. ” (S. D). “Build something great. ” (H. Y. )
“Astonish me!” (S.D). “Build something great!” (H.Y.). “Make it immortal!” (D.O.)

217. If you are not prepared to be fired over your beliefs … you are working on the wrong project. —TP

218. Will you actually remember it as worthwhile 10 years from now?” —S.H.

219. You! = Your Project Portfolio!

220. A “position” is not an “accomplishment.” —TP

221. WOW! Projects: Nuts & Bolts (a few)

222. Playmate!* Playpen! *Can be Client, supplier … as well as Insider

223. Playmate. Playpen. Prototype
Playmate!* Playpen! Prototype! *Can be Client, supplier … as well as Insider

224. Where to look for “Playmates”: F.F.F.F. (Find a Fellow Freak Faraway)

225. Forward, march: The “Sri Lanka Stratagem”

226. Where NOT to look for “Playmates”: BIG Division, BIG Customer, BIG Vendor, UP

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

228. Prototype mania/ maniac!*

229. THE PROJECT 50

230. Starting a WOW! Projects Epidemic: Demos, Heroes, Stories!

231. Premise: “Ordering” Systemic Change is a Waste of Time!

232. “Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR

233. “Some people look for things that went wrong and try to fix them
“Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” —Bob Stone (Mr ReGo)

234. Demos! Heroes! Stories!

235. Demo = Story “A key – perhaps the key – to leadership is the effective communication of a story.” —Howard Gardner, Leading Minds: An Anatomy of Leadership

236. Best story wins!

237. REAL Org Change: Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to reinvent gov’t”)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors/ Support Groups/ End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loops—act before the “bad guys” can react) C.f., Bob Stone, Lessons from an Uncivil Servant

238. JKC 1. Scour for renegades; wine & dine. 2. Go outside for funds.

239. JKC

240. “Make your own McKinsey” (AP)

241. Build a “School on top of a school”/Continuing-Exec Ed (The Parallel Universe Strategy)

242. Stories … Paint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renegades … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules

243. Tempo: He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. / Col. John Boyd

244. Subversive Change Be(very)ware “genetic constraints” (history’s looong arm) You must “do” Gandhi Hire weird (fulltime or temp) Find the extant crazies (troll for them via offers to join weird project teams) Create a (quiet) “Crazies Club”/Keep extendin’ the Web Create “boondocks projects” by the truckload (with partners of every flavor) Understand: Yours is a “protection racket” Sky High Standards!! (There’s a deadly serious reason for “all this”—life or death) TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway; Kelly Johnson; John Boyd

245. “Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.” —Margaret Mead

246. SP: “But can you turn a ‘defensive player’ into an ‘offensive player’
SP: “But can you turn a ‘defensive player’ into an ‘offensive player’?” TP: “Yes! Work with him/her to re-frame their principal project to the point that their ego is fully engaged and it becomes something of a ‘life compulsion.’ ” * * “If you and I had $150K in the bank and on the line and the day before the opening the Fire Inspector …”

247. EXCELLE ALWAYS.