Long Tom Peters’ EXCELLENCE. ALWAYS. ONO/Management Forum Madrid/30 November 2006.

long Tom Peters’ EXCELLENCE. ALWAYS. ONO/Management Forum Madrid/30 November 2006

X.AL. EXCELLENCE. ALWAYS.

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

X.AL. EXCELLENCE. ALWAYS.

The Irreducible209+ One Word+ The Cup Challenge The Sales122 60TIBs Tom-A-to,Tom-ah-to

3,000,000,000 5/42 500/900 “… America’s god-given right …”

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

HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

Buy a very large one and just wait.” “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“ Ford, GM and Chrysler do not just make cars expensively … they make bad cars expensively.” —Investec analyst, International Herald, 0805.06

, outperformed the market from 1917 to 1987. “Forbes100” from 1917 to 1987 : 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

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

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

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

The last word: There is no last word.

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

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

Netscape! Where would you rather have worked for those 5 years TP#1*: Netscape! *Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)

HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

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

Message/Implication: go for it C.E.O. C.D.O. Message/Implication: go for it! C.E.O. to C.D.O.

EXCELLENCE. ALL. YOU. NEED. TO. KNOW.

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

“One bank is currently claiming to … ‘ leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets.” —Charles Handy

‘help its customers wherever they are’.” “I assume that it is just saying that it is there to ‘help its customers wherever they are’.” —Charles Handy

EXCELLENCE. ALL. YOU. NEED. TO. KNOW. ANYWHERE. ANY MARKET. ANY TIME.

Jim’s Group

EXCELLENCE. SIBERIA.

“Why in the world did you go to Siberia?”

Raging Success = P-SQUARED. C. E-CUBED.

People. Product. Clients. Execution. Enthusiasm. Excellence.

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

People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. Relentless. Senility.

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”

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

EXCELLENCE. INNOVATE. OR. DIE.

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

EXCELLENCE. INNOVATE. ALL. WRONG.

“ I don’t believe in economies of scale. You don’t get better by being bigger. You get worse.” —Dick Kovacevich/Wells Fargo

“When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: I’m sure there are success stories out there, but at this moment I draw a blank.” —Mark Sirower, The Synergy Trap

#1 More Than $$$$ #1 R&D spending, last 25 years/USA?

EXCELLENCE. INNOVATE. ALL. WRONG.

The Mess Is the Message! Period!

EXCELLENCE. INNOVATE.. EXCELLENCE. INNOVATE. TACTICS.

We become who we hang out with!

Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Innovation’s Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

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

“Are there enough weird people in the lab these days?” Employees: “Are there enough weird people in the lab these days?” V. Chmn., pharmaceutical house, to a lab director

Innovation “Tool”/“Source” # 1: Pissed Off Person/ People

The Bottleneck Is at the Top of the Bottle” At the top!” “ The Bottleneck Is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review

futuremark

“ To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” “ To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003

Two- thirds of the time, they pick the wrong competitor to worry about.” “How do dominant companies lose their position? Two- thirds of the time, they pick the wrong competitor to worry about.” —Don Listwin, CEO, Openwave Systems/WSJ

try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.

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

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

“Experiment fearlessly” “Experiment fearlessly” Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”— Tactic #1

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

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

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

Think! vs. do!

“Action is the foundational key of all success.” —Picasso

“The secret of getting ahead is getting started.” — Agatha Christie

“The secret to having good ideas is to have a lot of ideas, then throw the bad ones away.” “The secret to having good ideas is to have a lot of ideas, then throw the bad ones away.” —Linus Pauling

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

tolerate [encourage?] failure

Sam’s Secret #1!

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

Speed/ Tempo/ is-it-Telecom

FedEx Economy “the FedEx Economy” —headline/New York Times/10.08.05

Anything/ Anywhere/ Anytime “Any3”: Anything/ Anywhere/ Anytime

Now it’s a technology company with trucks.” “UPS used to be a trucking company with technology. Now it’s a technology company with trucks.” —Forbes

Wal*Mart (!) & Katrina

Open-source Goldmining! Rob McEwen, CEO, Goldcorp Inc. “Goldcorp Challenge”/ $575,000 Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

Mark Gerson: “a networking wizard who has done for professional investors something akin to what Match.com has done for the nation’s singles. He hooks up current and former middle managers from hundreds of companies with professional investors desperate for an investing edge.” [180,000] for an investing edge.” [180,000] “Seeking an Edge Big Investors Turn to Network of Informants. Mark Gerson Assembles Web of Moonlighting Managers.” Source: Headline, right column, page 1, Wall Street Journal, 27 November 2006: “Seeking an Edge Big Investors Turn to Network of Informants. Mark Gerson Assembles Web of Moonlighting Managers.”

Explosion of “Stay at Home” Services Beacon Hill Village (>50; $580 per year; screened providers, 10%+ off; $35 to take cat and member to vet) Geriatric care managers ($80-$200 per hour; Nat’l Ass’n of Professional Geriatric Care Managers) Seniors Safe@Home (monitor client movements such as bathroom, gotten out of bed; BP, sugar levels, data screened by call center, available via Web to children; etc)

Power Tools For Power Strategies

Productivity! McKesson 2003-2004: Revenue … +$7B Employees … +500 Productivity! McKesson 2003-2004: Revenue … +$7B Employees … +500 Source: USA Today

Sysco!

Go for the Bold * Bold /Aggressive/$$$$ * Bold /GameChanger * Bold /Creative Destruction * Bold /“Cool” Supplier Portfolio * Bold /Web Fanaticism

“ e business is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.” “ e business is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.” —Ray Lane, Kleiner Perkins

“We will not, I repeat not, pretend to be ‘all things to all people.’” “We will not, I repeat not, pretend to be ‘all things to all people.’” —CEO, Investec (03.06)

30 1% 90 10%- 15% The Benefits of … “FOCUSED EXCELLENCE” Shouldice/Hernia Repair: 30 min, 1% recurrence. Avg: 90 min, 10%- 15% recurrence. Source: Complications, Atul Gawande

Private Equity-financed Firm, Best *Case *Focus! Focus! Focus! *In a [Big] hurry *CEO/Top team, “skin in the game” *CEO, 100% of time on the biz *Merit! Merit! *Motivated oversight Private Equity-financed Firm, Best *Case *Focus! Focus! Focus! *In a [Big] hurry *CEO/Top team, “skin in the game” *CEO, 100% of time on the biz *Merit! Merit! *Motivated oversight *Worst case: Rape & Pillage

“All Strategy Is Local: True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones” Focus: “All Strategy Is Local: True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones” —Title/ Bruce Greenwald & Judd Kahn/HBR09.05

bet the farm

No Wiggle Room! “Incrementalism is innovation’s worst enemy.” No Wiggle Room! “Incrementalism is innovation’s worst enemy.” Nicholas Negroponte

“I don’t intend to be known as the ‘King of the Tinkerers.’ ” CEO, large financial services company

Big Big “ Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We can’t change because our brains become “hardwired” early in life Source: Fast Company/05.2005

Conscious measurement

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

re-imagine the “value added” equation

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

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

Services/Transactions Manufactured Goods/Things Extracted Raw Materials/Stuff The “Value-added Ladder” Services/Transactions Manufactured Goods/Things Extracted Raw Materials/Stuff

Gamechanging Solutions/ Implemented Customer culture change & success The [NEW] “Value-added Ladder” Gamechanging Solutions/ Implemented Customer culture change & success Services/Transactions Manufactured Goods/Things Extracted Raw Materials/Stuff

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

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

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

“What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley exec, quoted in Results-Based Leadership

spellbinding Experiences Gamechanging Solutions The [NEW] “Value-added Ladder” spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

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

We sell dreams We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams. This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions

Dream Merchants : IBM UPS

dreams come true spellbinding Experiences Gamechanging Solutions The [NEW] “Value-added Ladder” dreams come true spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

[totally] re-imagine the business around the two staggering “new” opportunities

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

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

“ She knows more about the [Volvo] than the sales man who greets her at the door. But how is she treated? As if she has a low IQ, is slightly hard of hearing, and really has no right to be buying a luxury car; and if she brought a male friend with her, odds are 10:1 that the clueless salesperson spent most of his time speaking to him.” —Selling to Men, Selling to Women, Jeffery Tobias Halter

The Model The Model Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

They join them.” “Women don’t buy brands. They join them.” EVEolution

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

“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” “One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006

“Since 1970, women have held two out of every three new jobs created.” “Since 1970, women have held two out of every three new jobs created.” —FT, 10.03.2006

boomers- geezers

2000-2010 Stats 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

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

Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women

“New Customer Majority” 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

Boomers’-Geezers’-Women’s Trifecta+ *Buy/all *Wealth/all *time left/ lots *Eclipse of males/retire-die

EXCELLENCE. 1966. 2006.

De-centralization execution accountability 6:15a.m.

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

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

systematic process “ 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

“GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” “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)

EXCELLENCE. BEDROCK. TALENT.

Hire very good people!

20 40 $25$802 “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” —Ed Michaels, War for Talent

INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!

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

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

PUT HR AT THE HEAD OF THE HEAD TABLE.

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Putting HR on a par with finance and marketing. Second: Putting HR on a par with finance and marketing.

LIVE FOR TALENT!

To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

Brand = Talent.

People! People!

EXCELLENCE. BEDROCK. LEADERSHIP.

“People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” — Howard Schultz, Starbucks (IBD/09.05)

“I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” “I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” —Richard Branson

“ Nothing is so contagious as enthusiasm.” “ Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

“ You must be the change you wish to see in the world.” “ You must be the change you wish to see in the world.” Gandhi

The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change!” “The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change!” —RG

Relentless: “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.” Relentless: “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

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

PURPOSE. PASSION. Presence. Personal. PERSISTENCE. PEOPLE.

EXCELLE ALWAYS.

EXCELLENCE. ALWAYS. Lists.

The Irreducible209+ One Word+ The Cup Challenge The Sales122 60TIBs Tom-A-to,Tom-ah-to

The Irreducible209

“What, if anything,” he asked, “do you believe ‘for sure’?” 209 A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. “What, if anything,” he asked, “do you believe ‘for sure’?” I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows. Tom Peters

1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (“Motivator” #1.) (Can’t be faked. Good.) (Can’t be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Exuberance. (Move mountains. No alt.) Exuberance. (Move mountains. No alt.) 12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.)

15. Men. Women. Different. Contend. Connect. 16. Women. Buy. All. (RU listening?) 17. Quality. (“Mind-blowing.” Beyond 6-Sigma.) 18. Re-invent. Re-pot. (Required.) 19. Jaywalk. 20. Big change. Small # of people. (Always.) 21. Experiment. Now. 22. Failure. Normal. 23. Most failures, most success. (Fail. Forward. Fast.) (Fail. Forward. Fast.) 24. “Reward excellent failures. Punish mediocre successes.” mediocre successes.” 25. Women leaders. (Altered times.) 26. Extremism. (Good business. Bad politics.) 27. Innovation source. Only. Extreme irritation. 28. Smile.

29. You must care. 30. Mentor. (Highest ROI.) 31. Best “roster” wins. 32. Wow. (Okay in biz.) 33. We all have customers. (Biz. Personal.) 34. All contacts = Experiences. 35. Cirque du Soleil. (Peerless.) 36. Leaders create space for growth. 37. Quests. (Only.) 38. High aspirations, “high” results. (Self-fulfilling prophecy.) (Self-fulfilling prophecy.) 39. Attitude 1, Skills 0. (Mostly.) (Attitude 1, Skill 0.3?) (Attitude 1, Skill 0.3?) 40. Sometimes: Skill 1, Attitude 0.1. 41. Must “love,” not “like.” 42. Wegmans.” (No excuses. “Mere” groceries.) 43. Less than your best. Cheating.

44. Brand You. (No alt.) 45. Self-sufficiency. (Biggest LT turn-on.) 46. In the moment. 47. The moment wins. 48. Tomorrow = Never. 49. Action 1, Plan 0.1. 50. “Execution” can be a “system.” 51. Realism. 52. Own up. Move on. 53. Accountability. 54. Work hard > Work smart. (Mostly.) 55. Feedback. Necessary. Fast. (R.F.A. in “RFA times.”) “RFA times.”) 56. Customers. Listen. Lead. (Paradox.) 57. “On stage.” Always. (GW, FDR, RG = Supreme actors.) Supreme actors.)

58. Master statistical analysis. 59. Excellence = Set the table. 60. Legacy. (Will it have mattered?) 61. “Great.” (Why not?) 62. Radicals rule. (Think … Olympics.) 63. !!! = Good. 64. Red 1, Brown 0. (Red times.) 65. Talk. Listen. (“Big 2.” Master.) 66. Politics. (Normal-inevitable state of affairs. Master.) of affairs. Master.) 67. Student. Forever. 68. “Why?” (Question #1.) 69. Don’t belittle. 70. Respect. 71. All we have: this moment. (“Moments matter most”?) (“Moments matter most”?) 72. Now. (Procrastination. Death.)

73. Exercise. 74. Paint. (Leader. Portraits of Excellence.) 75. Best story wins. 76. “You must be the change you wish to see in the world.” to see in the world.” 77. Two “big ones.” Max. (Priorities.) 78. No “I” in Team. (“I” in Win.) 79. “I” in Win. (No “I” in Team.) 80. Different 1, Better 0. (Better = 0.1) 81. Imitation = Mistake. (Learn, from who?) 82. Choose/battle the “right” competitor. 83. Schools. Creativity. Entrepreneurship. (Not.) (Not.) 84. MBAs. Creativity. Entrepreneurship. Leadership. (Not.) Leadership. (Not.) 85. Design. Under-rated. Wildly. (Still.) (Everything.) (Still.) (Everything.)

86. You = Calendar. (Calendar. Never. Lies.) 87. Laugh. 88. Handshake. (Quantity. Quality.) 89. Don’t fold your hands in front of your chest. Ever. (Never.) 90. Grace. (“Works” in biz.) 91. Weird. Wins. (Weird times.) 92. Crazy times. Crazy orgs. 93. Internet. All. 94. Women. Boomers-Geezers. Market. All. 95. Passion. (Repeat. So what?) 96. Energy. (Repeat. So what?) 97. Hustle. (Repeat. So what?) 98. Enthusiasm. (Repeat. So what?) 99. Exuberance. (Repeat. So what?) 100. Smile. (Repeat. So what?) 101. Care. (Repeat. So what?)

102. Simplicity. Redundancy. Resilience. Bloody- mindedness. Visible optimism. (Success.) mindedness. Visible optimism. (Success.) 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?) 105. Fun. (Biz. Why not?) 106. Joy. (Biz. Why not?) 107. Sales = Life. 108. Marketing = Life. 109. Long-term. “Top line.” c.r.o. 110. Great company = Creates the most individual success stories. (RE/MAX) individual success stories. (RE/MAX) 111. Talent first, performance byproduct. 112. Sustained Wow* 1, “Shareholder value,” 0.2 (*Product, People.) value,” 0.2 (*Product, People.) 113. Commitment. by invitation only. 114. Creativity. by invitation only. 115. HR = #1. (Ought to.)

116. Face-to-face. (5K miles, 5 minutes.) 117. Negotiation. Make all winners. (Save face.) (Save face.) 118. Grace makes enemies friends. 119. Network. 120. Invest in relationships. (Think ROIR. Return On Investment in Relationships.) Return On Investment in Relationships.) 118. Relationship investment. Forethought. Calendar item. Intensity. Calendar item. Intensity. 119. Innovation. Easy. (Hang out with weird.) with weird.) 120. Weird = Win. (Weird times.) 121. “The bottleneck is at the top of the bottle.” of the bottle.” 122. Good Board = Weird Board. (At least, surprising.) (At least, surprising.) 123. No contention, no progress.

R.O.I.R. R.O.I.R.* *Return On Investment In Relationships

124. “Crucial conversations.” “Crucial confrontations.” (Study. Learn. Do.) confrontations.” (Study. Learn. Do.) 125. Honest feedback. 126. Gaspworthy. Yes. 127. “Insanely great.” 128. “Astonish me.” 129. “Make it immortal.” 130. “Will you remember it in 20 years?” 131. No small opportunities. (Reframe.) 132. One playmate, one playpen = Enough. 133. End run. Sensible. 134. Allies are there for the finding. 135. Find successes. Build on successes. (Pos > Neg. Encourage > Fix.) (Pos > Neg. Encourage > Fix.) 136. Somebody’s doing it today. Find ’em. 137. Someone is living 2016 in 2006. (Find ’em. Study ’em.) (Find ’em. Study ’em.)

138. Don’t “benchmark.” “futuremark.” 139. “PMA.” It works. (Positive. Mental. Attitude.) Attitude.) 140. There are no experts. (You are the expert.) 141. Life is short. 142. “Sustained success.” Fat chance. Make today matter. (“Sustained.” Ha.) Make today matter. (“Sustained.” Ha.) 143. Collaborate. (Networked world.) 144. Go solo. (Individual. Unit of Intellectual Capital.) Intellectual Capital.) 145. There are no “perfect” plans. (Do. Wins.) 146. Plans motivate. (Right or wrong. Sense of purpose.) Sense of purpose.) 147. Never rest. 148. Get some sleep. 149. Winning = Embracing paradox. 150. Ambiguity = Opportunity.

151. Resilience. 152. Relentless-ness. 153. None. Above. Comeuppance. No. “ultimate.” “business model.” No. “ultimate.” “business model.” (GM. Sears. U.S. Steel. DEC.) (GM. Sears. U.S. Steel. DEC.) 154. Be yourself. Period. 155. Never work with jerks. Including customers. (Life. Too short.) customers. (Life. Too short.) 156. Under-promise, over-deliver. 157. Talent. (Powerful word.) 158. “Customer = Anyone whose actions affect your results.” affect your results.” 159. Competition stinks. (Seek the soft spots where you can dominate.) spots where you can dominate.) 160. K.I.S.S./Keep It Simple, Stupid. 161. Beauty. (Good biz word.) 162. “See the beauty in a hamburger bun.” (Go. Ray.) (Go. Ray.)

163. Own up. Quick. ( Denial. Cancer.) 164. Celebrate. Often. 165. 78 people = 78 approaches. (Each. Unique.) 166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.) 167. Get out of the way. (You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) 171. Be intolerant of “sour.” (1 = Major pollution) 172. No “quick trigger” on promotion. (Too important.) 173. Evaluation = Lots of study-time. 174. Evaluation = “Life or death” to evaluee. 175. “360” evaluation. No fad. 176. Exit when you’re done. (Done. Sooner than you think.) 163. Own up. Quick. ( Denial. Cancer.) 164. Celebrate. Often. 165. 78 people = 78 approaches. (Each. Unique.) 166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.) 167. Get out of the way. (You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) 171. Be intolerant of “sour.” (1 = Major pollution) 172. No “quick trigger” on promotion. (Too important.) 173. Evaluation = Lots of study-time. 174. Evaluation = “Life or death” to evaluee. 175. “360” evaluation. No fad. 176. Exit when you’re done. (Done. Sooner than you think.)

177. Today. Now. My Project. Am. Is. I. Period. 178. “Beautiful” systems. (Good biz phrase. Not oxymoron.) Not oxymoron.) 179. Build on strengths > Fix weaknesses. 180. “To don’t” = “To do.” (“To don’t” > “To do” ?) “To do” ?) 181. Leaders “Do” People. (Period.) 182. Leaders enjoy leading. 183. Serious leadership training = Serious. 184. Priorities. Obvious. (Or else.) 185. 5 “Priorities” = 0 Priorities. (3 “Priorities” = 0 Priorities?) (3 “Priorities” = 0 Priorities?) 186. People. First. Last. Always. 187. It. Is. Always. The. People.

188. Handshake. (Quantity. Quality.) 189. Don’t fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) 191. Employee Entrance = Guest Entrance. 192. Put the customer … SECOND. (Thanks, Hal.) 193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers don’t work. Small acquisitions can/do work—if you don’t screw with their energy. 188. Handshake. (Quantity. Quality.) 189. Don’t fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) 191. Employee Entrance = Guest Entrance. 192. Put the customer … SECOND. (Thanks, Hal.) 193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers don’t work. Small acquisitions can/do work—if you don’t screw with their energy.

195. Instinctively “head for the front line.” (In all contexts.) 196. Success = DDMMPR/"D-squared, M-squared, PR” = DramDiff + M-squared, PR” = DramDiff + Money-Financial Acumen + Good Money-Financial Acumen + Good “Marketing” Instincts + Stellar People “Marketing” Instincts + Stellar People + Resilience (The “fab five”: What. + Resilience (The “fab five”: What. Every. Small. Biz. Needs.) (Big too.) Every. Small. Biz. Needs.) (Big too.) 197. Core Mechanism (“Game-changing Solutions”): PSF (Professional Service Solutions”): PSF (Professional Service Firm “model”) + Wow! Projects Firm “model”) + Wow! Projects (“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”) (“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”) 198. 2011/2016 has already happened. Find it. Find it.

199. Kids “know” kids. Oldies “know” oldies. Women “know” women. (Staff accordingly.) 200. Everybody is my customer. 201. Cosset “vendors.” 202. I want to run a Housekeeping department. (And you?) 203. The military doesn’t follow the “military model.” (Initiative = Excellence.) 204. No such thing as “going to absurd lengths” to serve the Customer. (HSM & Lefties.) 205. Forget the “customer.” All = “Clients.” 206. It takes decades to get over “sleights.” (So don’t sleight.) 207. Don’t “dumb down.” Ever.

208. NO LESS THAN EXCELLENCE. EVER. 209. EXCELLENCE. ALWAYS.

XXX. One size fits. One. Only. (Evaluations. Period.) XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.) XXX. First impression. Matters. Shapes all that comes. Hard to overcome. (Understatement.) XXX. Jerks. Don’t work with. (Life = Too short.) XXX. Manage [the hell out of] first impressions. XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.) XXX. Manage [the hell out of] last impressions. XXX. Plain English. XXX. K.I.S.S. (450/8.) XXX. $798. $55,000,000,000. 3,000,000,000. 7AM-7PM. 6:15AM. XXX. Donnelly Weatherstrip rules. XXX. Managers do things right. Leaders do the right thing. NOT. Work In Progress XXX. One size fits. One. Only. (Evaluations. Period.) XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.) XXX. First impression. Matters. Shapes all that comes. Hard to overcome. (Understatement.) XXX. Jerks. Don’t work with. (Life = Too short.) XXX. Manage [the hell out of] first impressions. XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.) XXX. Manage [the hell out of] last impressions. XXX. Plain English. XXX. K.I.S.S. (450/8.) XXX. $798. $55,000,000,000. 3,000,000,000. 7AM-7PM. 6:15AM. XXX. Donnelly Weatherstrip rules. XXX. Managers do things right. Leaders do the right thing. NOT.

ONE WORD+

Drill more wells R.F.A.AccountabilityRealismDecentralizationExecution Action bias Most mistakes wins 6:15amEnergyEnthusiasmDo>PlanAct>ThinkBehavior>AttitudePassion

ONE WORD+ 5 min/5,000 miles WomenDecencyGrace Innovate or Die Re-imagine Fight irrelevance Just Do It Care (You Must) Flowers (Say It With) I’m sorry Thank You Insanely Great Silence 2-cent candy

ONE WORD+EmotionIntuitionSellO.O.D.A.IntegrityWeirdAppreciateCelebrateRespectListenWander Calendar rules Calendar doesn’t lie “To don’t Max priorities = 3

ONE WORD+Gasp-worthy Insanely great Different>betterImpact>longevity Dramatic Difference Only ones do what we do Smile$7987-7-7 Design rules Beautiful Systems 450/8 VP S.O.U.B. Women buy all Women lead better

ONE WORD+MBWAWhy?PSFWow! ! (red) Buy a Mirror Know thyself InviteQuestAdventureTalent Brand You LovemarkExperienceDreamketing

ONE WORD+ Boomers-geezers own all 2.6/2125253,000,000,000(900,000,000) 26 minutes 43 hours Perception Is All There Is Enthusiasm: The Ultimate Virus

For Starbucks … The Cup Challenge* Tom Peters/1107.2006 *Potential Quotes for Cups

Enthusiasm! The Ultimate Virus! The Ultimate Virus!

Re-imagine!Re-do!Re-vise!Re-vo-lu-tion!

“Passion!”“Energy!”“Enthusiasm!” “Passion! Energy! Enthusiasm!” "Enthusiasm! Enthusiasm! Enthusiasm!" "Enthusiasm Moves Mountains!" "Enthusiasm Moves Mountains!" "Nothing Matches Enthusiasm as a 'Motivator'!" "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!”

Excellence.Always.

“No Less Than Excellence. Ever.” Ever.”

No Excellence. no excuse. no excuse.

"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!" “Dream. The Only Worthwhile Reality.” “Beware Those Who Agree With You” “Seek Dissidents. Nurture Dissidents. Cherish Dissidents”

Do. Do. Do.

try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.

iMplementation … The “last 98%” … The “last 98%”

Do it. Now.

start.Now.

Most. Relentless. wins.

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

distinct. Or … Extinct.

2007.Self-reliance. No option.

2007.Excellence.

Excellence. Not optional.

it’s a … “brand you” world. “brand you” world.

“‘Me Too’ = ‘Me Dead’”

“‘Different’ beats ‘Better.’” “‘Distinct’ or ‘Extinct.’” “Innovate or Die” “‘Me Too’ = ‘Me Dead’” “Talent Time!” “Best Talent Wins.” “Best Roster Wins. “Moderation Fails in Immoderate Times”

“freaks win in freaky times.”

Seek Dissidents. Nurture Dissidents. Cherish Dissidents.

“besttalentwins.”

women = best leaders. Women = biggest market. Women = control wealth. Women = rule.

Roir/return on investment in relationships

Respect = magic.

“thank you” = magic.

“thank you” = magic potion #1.

The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff GE (more or less) : The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/0402.2006

This list was first prepared for GE Energy sales & marketing people in January. It started with a half-dozen items, and grew like Topsy. Possibly, given its origins, it’s a little tilted toward complex, engineering- based sales. In any event, it makes a perfect companion to “The Irreducibles209.” This, too, is effectively a list of “irreducibles.” Tom Peters

1. “Strategy” overrated, simply “doin’ stuff” underrated. See Kelleher and Bossidy: “We have a ‘strategic plan,’ it’s called doing things.”—Herb Kelleher. “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. Action has its own logic—ask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What are you personally great at? (Key word: “great.”) Play to strengths! “Distinct or Extinct.” You should aim to be “outrageously good”/B.I.W. at a niche area (or more). 3. Are you a “personality,” a de facto “brand” in the industry? The Dr Phil of... 4. Opportunism (with a little forethought) mostly wins. (“Successful people are the ones who are good at Plan B.”) 5. Little starts can lead to big wins. Most true winners—think search & Google—start as something small. Many big deals— Disney & Pixar—could have been done as little-er deals if you’d had the guts to jump before the value became obvious.

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

6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the “non-obvious” are often good Partners for technology experiments. 7. The best relationships are often (usually?) not “top to top”! (Often the best: hungry division GMs eager to make a mark.) 8. IT’S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE FUNCTIONS. 9. In any public-sector business, you must become an avid student of “the politics,” the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logical—if you (deeply!) understand the matrix in which they exist. 10. Relationships from within our firm are as important— often more important—as those from outside—again broad is as important as deep. Allies—avid supporters!—within and from non-obvious places may be more important than relationships at the Client organization. Goal: an “insanely unfair ‘market share’” of insiders’ time devoted to your projects!

C(I)>C(X)

11. Interesting outsiders are essential to innovative proposal and sales teams. An “exciting” sales-proposal team is as important as a prestigious one. 12. Is the proposal-sales team weird enough—weirdos come up with the most interesting, game-changer ideas. Period. 13. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.) 14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time. 15. Don’t short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that “makes my day” for a key Client player—and watch the whole gig be torpedoed. 16. “Sticking with it” sometimes pays, sometimes not—it takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.) 17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don’t get hung up—particularly in tech firms—on what industries- countries “ women can’t do.” (Or some such bullshit.)

18. Work incessantly on your “story”—most economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense value—politics is about the tension among competing stories. (If you don’t believe me, ask Karl Rove or James Carville.) (“Storytelling is the core of culture.” —Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell) 19. Call this 18A, or 18 repeat: Become a first-rate Storyteller! (“A key – perhaps the key – to leadership is the effective communication of a story.”—Howard Gardner, Leading Minds: An Anatomy of Leadership) 20. Risk Assessment & Risk Management is more about stories than advanced math—i.e., brilliant scenario construction. 21. Good listeners are good sales people. Period. 22. Lousy listeners are lousy sales people. Period. 23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening “skills” are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso “listener” is as rare as a virtuoso cello player.) (“If you don’t listen, you don’t sell anything.”—Carolyn Marland/MD/Guardian Group)

24. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.) 25. You don’t know Jack Squat about other peoples’ cultures— especially if you are a typically myopic American. (Like me.) 26. Are you a great interviewer? It’s a make or break skill. (Think Barbara Walters’ skill at extracting unwanted truths from pros in persona-protection... in front of 10s of millions of people. 27. Are you a great (not merely “good”) presenter? Mastering presentation skills is a life’s work—with stupendous payoff. 28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are “the essence of [sales] life”—and usually picked-up in an amateurish fashion. Mistake! (Become a “professional student” of these two areas, achieve Mastery.) 29. Are you good at flowers? Think: FLOWER POWER ! (see Harvey Mackay’s “Mackay 66”—what you should know about a Client; e.g., birthdays & anniversaries.) (My “flowers budget” is out of control. Hooray for me.) 30. You can’t do it all—be clear at what you are good at, bad at, indifferent at. Hubris sucks.

FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

31. The point is not to “prove yourself.” (That’s ego-talk.) Let the best person present to the Client—perhaps a “lower level” geek. (“Control freaks” get their just desserts in the long haul— or sooner.) 32. The numbers will more or less take care of themselves over the long haul—if the relationship/s is/are solid gold. 33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy. 34. Never stop growing-broadening-deepening the relationship. The key to “indispensability” is to get the Client more and more … and more … and then more … imbedded in “our” web. Hence the so-called “selling process” is only the first step! 35. USE THE WORD “WE” … CONSTANTLY & RELIGIOUSLY! (E.g.: “We”—the Client & me—“are going to change the world with this service.”) 36. Don’t waste your time on jerks—it’ll rarely work out in the mid- to long-term. 37. Genius is walking away from lousy “scores” (deals)—and accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.)

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

38. You haven’t a clue as to how this situation will actually play out—be prepared to move fast in a different direction. 39. Keep your word. 40. KEEP YOUR WORD. 41. Underpromise (i.e., don’t over-promise; i.e., cut yourself a little slack) even if it costs you business—winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper. 42. There is such a thing as a “good loss”—if you’ve tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3. 43. It’s a competitive world out there. New, innovative products are harder to sell than old stand-bys. Nonetheless, you will be a long-term star to the extent that you are willing to push the harder-to-sell-at-the-moment Innovative Products that cement long-term Client success (Indispensability!) —even if it means a #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGING—hopefully) COMPETITIVE ADVANTAGE!

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

44. Think “legacy”—what the hell is all this really about for you and the world? (“Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver) 45. THERE ARE NO “MODERATES” IN THE HISTORY BOOKS! 46. Keep it simple! (Damn it!) No matter how “sophisticated” the product. If you can’t explain it in a phrase, a page, or to your 14- year-old... you haven’t got it right yet. 47. Know more than the next guy. Homework pays. (of course it’s obvious—but in my work it is too often honored in the breach.) 48. Regardless of project size, winning or losing invariably hinges on a raft of “little stuff.” Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!—or, “one man’s little stuff is another man’s 7.6 Richter deal-breaker.” 49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the egg on your face—he will always remember you!) 50. Don’t hold grudges. (It is the ultimate in small mindedness— and incredibly wasteful and ineffective. There’s always tomorrow.)

51. IT’S ALWAYS “THE POLITICS”—wee private-sector deal or giant public sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.) 52. To beat the “turnover problem” in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) “plodding” “careerists.” The invisible careerists are the bedrock upon which repeated success is built! (My “Capitol Hill Axiom”: It’s the 24-year-old LA who in the end briefs the Senator right before she goes to the Floor to vote.) 53. Speaking of “she”: Gender differences are Enormous— dealing with a woman and dealing with a man are different kettles of fish—you must become an A+ student of gender differences. (E.g.: Men are typically more interested in the short-term “score.” Women are more interested in the long- term consequences.) 54. “LITTLE PEOPLE” OFTEN HAVE BIG FRIENDS. 55. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with increased respect for you and your team.

56. Never, ever dump on a competitor—the Tom Watson IBM glory-days mantra. 57. Never forget the “Law of Cousins!” In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time. 58. Speaking of “favors,” jail sucks. 59. Work hard beats work smart. (Mostly.) 60. REPEAT: HE/SHE WHO HAS THE MOST-BEST RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD... AND LONG... WORK OF THE SALESPERSON. 61. Mano v mano “hardball” is seldom the answer—end runs based and patient multi-level relationship building via deeper- wider networks win. 62. If the deal is wired from below, truly wired, than the so- called “big negotiations” are essentially irrelevant. 63. If every quarter is a “little better” than the prior quarter— then you are not taking any serious risks. 64. Phones beat email.

“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didn’t someone say, “Pride goeth before the fall”? 66. Be hyper-organized about relationship management—you are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch-as-catch can. (Football analogies are cute—but deep political understanding pays the private-school tuition.) 67. Obsess on ROIR (Return On Investment In Relationships). 68. “THANK YOU” NOTES: World’s highest-return investment!! 69. The way to anyone’s heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.) 70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners—among adversaries at least as much as among “partners.” 71. Your colleagues’ successes are your successes. Period. (Trust me, my greatest personal success—financially as well as artistically—has been creating a bigger pond in which everyone wins, even if my “market share” is down.)

72. Lend a helping hand, especially when you don’t have the time. E.g. share relationships—the more you give away the more you get in return (just like they say in church). 73. Listen up: “It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” —Sara Lawrence-Lightfoot, Respect. (I.e., Respect is Cool.) 74. Mentoring is a thrill—and the practical payoff is enormous. The best mentors have the whole world working its buns off for them! 75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON-ENTHUSIASTS—THEY ARE CANCERS. (“Nothing is so contagious as enthusiasm.”— Samuel Taylor Coleridge. “A man without a smiling face must not open a shop.”—Chinese Proverb.) 76. IT’S ALWAYS YOUR PROBLEM—you sold it to them.

77. It’s never over: While there may be an excellent service activity in your company, the “relationship” belongs to You! Hence the “aftersales” “moments of truth” are at least as—if not more than*--important to the Continuing Relationship as the sale “transaction” itself. (*I vote for “more than.”) You’ll get your biggest “points” with the Client for being an effective after-the-fact go-between with your company. 78. Don’t get too hung up on “systems integration”—first & foremost, the individual bits have got to work. 79. For God’s sake don’t over promise on “systems integration”—it’s nigh on impossible to deliver. 80. On the other hand … winners clamber Up the Value-added Ladder, and offer ever so much more than “mere” product. ALL SUCCESSFUL SALES PEOPLE ARE IN THE “SOLUTIONS BUSINESS”—no matter how jargony that may sound.

81. “Systems” / “Solutions” selling means grappling directly with “culture change” in Client organizations. (“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”—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale) 82. Shit happens. That’s what they pay you for. 83. This is not a “GE” or “Ben & Jerry’s” sale—it is a Joe Jones/Jane Jones sale. YOU ARE THE “BRAND” THE CLIENT BUYS—especially over the long haul. 84. Duh: You make money, the company makes money—on repeat business. 85. Master—yes, you—the “PR” Game. “Word of Mouth” is not accidental! You want Word of Mouth? Make it happen! 86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE TO GET CREDIT. (“Taking credit” is for egomaniacs. And losers.) 87. “Decent margins,” over the mid- to long-term, are a product of better relationships, not better “negotiating skill.” (Mostly.)

“You can’t behave in a calm, rational manner. You’ve got to be out there on to be out there on the lunatic fringe.” the lunatic fringe.” —Jack Welch

88. In the immortal words of ex-GE Vice Chairman Larry Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is more like it.) 89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fast—you want to be there first with your story and to enhance your rep as Truthteller! 90. Work like hell to get a reputation as a valued industry expert, to become an industry resource. 91. Work the Trade Association angle for all its worth—it may take a decade to pay off—e.g., when you become an officer or are on an important panel or testify Before Congress. 92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG! 93. It’s all bloody tactics. 94. You must... LOVE.... the product! (Period.) 95. YOU MUST LOVE THE PRODUCT! 96. Don’t over-schedule. “Running late” is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt.

97. Women are better salespeople. (See Addendum.) 98. Women alone understand Women. 99. Actually, Women by and large understand Men better than Men understand Men. 100.Women purchasers buy Stories and recommendations. 101. Women take longer to become Loyal purchasers, but then stay Loyal. 102. Men buy Stats. 103. Men decide fast, but are fickle. 104. Men & Women are … VERY, VERY … Different. 105. Women buy most things. Consumer. Increasingly, professional goods and services. 106. Women’s Market is Opportunity #1. 107. Boomers. Many, many. Lots & lots & lots of … $$$. 108. Boomers-Geezers are very different purchasers than those in other categories.

Women Rock … as Salespersons (From Item #97.) Women Rock … as Salespersons (From Item #97.) 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 day’s events? Who is better at keeping in touch with others?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

109. It takes time to get to know people. (DUH.) 110. The very idea of “efficiency” in relationship development is... STUPID. 111. MBWA (still) rules. 112. “Preparing the soil” is the “first 98 percent.” (Or more.) 113. WORK THE PHONES! 114. Rule 5K-5M: 5K miles for a 5-Minute meeting often makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super-agent Mark McCormack.) 115. Become a student! Study great salespeople! (Including Presidents.) (“Natural” is a little bit true—but then Naturals are always the ones who study hardest— e.g., Jerry Rice.) 116. Become a student! Yes, you can study Relationship Building. So, study … 117. Beware complexifiers and complicators. (Truly “smart people”... Simplify things.)

118. The smartest guy in the room rarely wins—alas, he usually is aware he’s the smartest guy. (And needn’t waste his time on that “soft relationship crap.”) 119. Be kind. It works. 120. Be especially kind when there are screw-ups. (There’s plenty of time later to Play the Great Accountability Game.) 121. Presidents never tire of being treated like Presidents. 122. Luck matters. Good luck! Good luck!

Tom’s 60TIB s * Tom’s 60TIB s * *TIB = This I Believe

Sixty for Sixty: Tom’s 60TIB s The architect Bill Caudill was a contrarian. He pioneered the idea of working intimately with clients to create spaces that met their needs; this flew in the face of conventional wisdom, which held that the architect was pure artist, barely deigning to make client contact. Caudill’s approach was wildly successful—so much so that today it’s become conventional wisdom. wildly successful—so much so that today it’s become conventional wisdom. Over the years Bill jotted notes on this and that, and began to organize them for his children. The title of his musings: This I Believe. After Caudill’s death, his colleagues collected the notes and published them. That is, The TIB s of Bill Caudill. A sixtieth birthday is a monumental occasion, and I chose, among other things, to give myself a present to mark the/my date in November 2002. I sat on a hill overlooking my farm in Vermont, and scribbled down 60 thoughts, one for each year, that seemed to capture my professional and, to some extent, my personal journey. Those thoughts—Tom’s 60TIBs—herewith.

1. TECHNICOLOR RULES! (Passion Moves Mountains!) 2. Audacity Matters! 3. Revolution Now! 4. Question Authority! (& Hire Disrespectful People.) 5. Disorganization Wins! (LOVE THE MESS!)

6. Think 3M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you can’t take Silicon Valley out of the boy!) 7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.) 8. Message 2003: Technology Change (Info-sciences, Biosciences) Is in Its Infancy! (WE AIN’T SEEN NOTHIN’ YET!) 9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT … OR DIE! 10. Big Sucks. (Mostly.) (VERY Mostly.)

11. “Permanence” Is a Snare & a Delusion. (Forget “Built to Last.” It’s Yesterday’s Idea.) 12. Kaizen” (Continuous Improvement) Is … Dangerous. 13. DESTRUCTION RULES! 14. Forget It! (“Learning” = Easy. “Forgetting” = Nigh on Impossible.) 15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.)

16. Boring Begets Boring. (Cool Begets Cool.) 17. Think “Portfolio.” (We’re All V.C.s.) 18. Perception Is All There Is. (“Insiders” … ALWAYS … overestimate the Radicalism of What They’re Up To.) 19. Action … ALWAYS … Takes Precedence. Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … INACTION.) 20. He Who Makes & Tests the Quickest & Coolest Prototypes Reigns!

21. Haste Makes Waste. (SO GO WASTE!) 22. Screw-ups are … the … Mark of Excellence. (“Do It Right the First Time” Is a Very Stupid Idea.) 23. Play Hard! Play Now! (Cherish Play!) 24. TALENT TIME! (He/She Who Has the Best “Roster” Rules!) 25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.)

26. Diversity’s Hour Is Now! 27. SHE … Is the Best Leader! 28. MARKETING MANTRA: Embrace the “BIG THREE” Demographics. (1) SHE … is the Customer. (For everything.) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green … Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … Gets It.) (Mere “Programs” Will Not Suffice.) 29. Re-boot Healthcare. (UNDERSTATEMENT.) 30. WHAT ARE WE SELLING? “Experiences” & “Solutions” > “Quality” & “Satisfaction.” (The Traditional Value-added Equation Is Being Set on Its Ear.)

31. DESIGN = New Seat of the Soul. 32. Branding Is for … EVERYONE. He Who Has the … BEST STORY … Takes Home the Marbles. 33. DRAMATIC DIFFERENCE = Only Difference. 34. WORDS/Language Matters … a Lot. (E.g.: Three Hearty Cheers for “Wow”!) 35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: “Are You Proud of It?”)

36. eALL. (IS/IT: Half-way = No Way.) 37. DREAM … Big! DREAM … Enormous. DREAM … Gargantuan. (These Are XXXL Times.) 38. THINK MIKE! (Michelangelo: “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.”) 39. There Is Only … ONE BIG ISSUE. Cross- functional Communication. 40. Stop Doing Dumb Shit. (SYSTEMATIZE THE PROCESS OF “UN-DUMBING.”)

41. Beautiful Systems Are … BEAUTIFUL. 42. The … WHITE-COLLAR REVOLUTION … Will Devour Everything in Its Path. 43. Take Charge of Your Destiny! BrandYou Moment! DISTINCT … OR EXTINCT! 44. “Powerlessness” Is a State of Mind! Think: King. Gandhi. De Gaulle. 45. Pursue Adventure … in Every Task.

46. EXCELLENCE … Is a State of Mind. (Excellence Takes a Minute.) (No Bull.) 47. SHOW UP! (If You Care, You’re There.) 48. YOUR CALENDAR KNOWS ALL. (You = Calendar.) (Mind Your “TO DON’T” List.) 49. LIFE IS SALES. (The Rest Is Details.) 50. Boss Mantra #1: “I DON’T KNOW.” (“I Don’t Know” = Permission to Explore.)

51. Management Role 1: GET OUT OF THE WAY. (Clear the Way.) (“Manager” = Hurdle Removal Professional.) 52. Epitaph from Hell: “He Woulda Done Some Truly Cool Stuff … But His Boss Wouldn’t Let Him.” 53. Change Takes However Long You Think It Takes. (Eschew … “Incrementalism.”) 54. Respect! (Rule 1: Don’t Belittle!) 55. “Thank You” Trumps All!

56. Integrity Matters! Integrity = Credibility. (Dennis K. Is a Jerk.) 57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.) 58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.) 59. DISPENSE ENTHUSIASM! 60. FUN …Is Not a 4-Letter Word. So, too … JOY. (And … GRACE.)

Tom Peters’ to-m A -to to-mah-to

New Delhi. Thirteen September 2004. I awoke, jetlagged and sweaty, at 3A.M. I’d had a nightmare. Stark realism. I was, as usual, accused of overstatement and a few (or more) too many exclamation marks (!!!!!). Only this time I’d acceded to “They.” The “They” who believe in “The Plan” and “Built to Last” and “Continuous Improvement” and “Quiet, Humble Leaders.” No! No! I had failed, in my dream, to live up to my Fervent Beliefs! This must not pass! In a sweat, fearful that the time would not come ‘round again, I turned on the light, picked up a pad of paper, and began to scribble frantically. Herewith the result.

Tom’s Re-imagine Manifesto! They say … my (Tom) language is extreme. I say … the times are extreme. They say I’m extreme. I say I’m a realist. They say I demand too much. I say they accept mediocrity & continuous improvement too readily. too readily. They say “We can’t handle this much change.” I say “Your job and career are in jeopardy; what other options do you have?” options do you have?” They say Brand You is not for everyone. I say the alternative is unemployment. They say “What’s wrong with a ‘good product’?” I say Wal*Mart or China or both are about to eat your lunch. Why can’t you provide instead a Fabulous lunch. Why can’t you provide instead a Fabulous Experience? Experience?

Tom’s Re-imagine Manifesto! They say “Take a deep breath. Be calm.” I say “Tell it to Wal*Mart. Tell it to China. Tell it to India. Tell it to Dell. Tell it to Microsoft.” to India. Tell it to Dell. Tell it to Microsoft.” They say the Web is a “useful tool.” I say the Web changes everything. Now. They say “We need an Initiative.” I say “We need a Dream. And Dreamers.” They say Great Design is “nice.” I say Great Design is “necessary.” They say I “overplay” the “women’s thing.” I say the share of Women in Senior Leadership Positions is a Waste and a Disgrace and a Positions is a Waste and a Disgrace and a Strategic Marketing Error. Strategic Marketing Error.

Tom’s Re-imagine Manifesto! They say the Women’s Market Opportunity I harp on is “doubtless important.” I say 9 out of 10, make that 99 out of 100, companies aren’t within striking distance of accurately estimating the potential within striking distance of accurately estimating the potential of the Women’s Market … let alone exploiting it. of the Women’s Market … let alone exploiting it. They say the boomer-geezer market is also “doubtless important.” I say the boomer-geezer market amounts to a Redefining Moment. Moment. They say we need a “project” to exploit the women-boomer-geezer market. I say we need Total Strategic Realignment to exploit the Women-Boomer-Geezer Opportunity. Women-Boomer-Geezer Opportunity. They say “Wow” is “typical Tom.” I say “WOW” is a Minimum Survival Requirement. They say “effective governance” is important. I say bold-brash Boards that are representative of the market served—more than a token woman or two and an empty seat served—more than a token woman or two and an empty seat for the “forthcoming Hispanic”—are an Imperative. Now. for the “forthcoming Hispanic”—are an Imperative. Now.

I say “Different!” They say “Better.” I say “Different!”

Tom’s Re-imagine Manifesto! They say “Plan it.” I say “DO IT.” They say “We need more steady, loyal employees.” I say “WE NEED MORE FREAKS WHO ROUTINELY TELL THOSE ‘IN CHARGE’ TO TAKE A FLYING LEAP … THOSE ‘IN CHARGE’ TO TAKE A FLYING LEAP … BEFORE IT’S TOO LATE.” BEFORE IT’S TOO LATE.” They say “We need Good People.” I say “We need Quirky Talent.” They say “We like people who, with steely determination, say, “I can make it better.’” I say “I love people who, with a certain maniacal gleam in their eye, perhaps even a giggle, say, ‘I can turn in their eye, perhaps even a giggle, say, ‘I can turn the world upside down. Watch me!’” the world upside down. Watch me!’” They say “We must speed things up.” I say “We must Radically change the Corporate Metabolism until Insane Urgency becomes Metabolism until Insane Urgency becomes a Sacrament.” a Sacrament.”

Tom’s Re-imagine Manifesto! They say, “Sure, we need ‘Change.’” I say we need “REVOLUTION NOW.” They say (acknowledge), “Okay, we need revolution.” I say, “REVOLUTION.” They say “fast follower.” I say “battered and bruised leader.” They say “Conglomerate & Imitate!” I say “Create & Innovate!” They say “Market share.” I say “Market CREATION.” They say “Improve & Maintain.” I say “DESTROY & RE-IMAGINE.”

Tom’s Re-imagine Manifesto! They say “We like words such as ‘calm’ … ‘certainty’ … ‘is.’” I say “I like words/phrases such as ‘turbulent’ ‘opportunity’ … ‘might be’.” ‘opportunity’ … ‘might be’.” They vote for Republicans and Democrats. I vote for Independents and Libertarians. They say “Normal.” I say “Weird.” They say “Happy balance.” I say “Creative Tension.” They say they favor a “team” that works & lives in “harmony.” I say “give me a raucous brawl among the most creative people imaginable.” creative people imaginable.” They say “Peace, brother.” I say “Bruise my feelings. Flatten my ego. SAVE MY JOB.” SAVE MY JOB.”

Tom’s Re-imagine Manifesto! They say “Vanilla.” I say “Cherry Garcia.” They say “Basic Black.” I say “TECHNICOLOR RULES!” They say “Branding is for the likes of Nike.” I say “Branding is for Everyone & Anyone with the Passion & Tenacity to foist their Wonderful & Weird Passion & Tenacity to foist their Wonderful & Weird Point of View on the world … and the New World’s Point of View on the world … and the New World’s (read: Web’s) power allows-encourages such “silly” (read: Web’s) power allows-encourages such “silly” (until recently) visions-of-ubiquity to become reality, (until recently) visions-of-ubiquity to become reality, perhaps overnight.” perhaps overnight.” They say we need “happy customers.” I say “Give me pushy, needy, nasty, provocative customers who will drag me down Innovation customers who will drag me down Innovation Boulevard.” Boulevard.” They say they want to partner with “best of breed.” I say “Give me Coolest of Breed.”

Tom’s Re-imagine Manifesto! They say we need “supply chain harmony.” I say we need “supply chain Innovation.” They say “We seek Harvard MBAs.” I say I seek Certificate-free “PhDs” from the School of Hard Knocks. of Hard Knocks. They say they want recruits with a “spotless records.” I say “the Spots are what matter most.” They say “Integrity is important.” I say “Tell the Unvarnished Truth, All the Time … or take a Long Hike.” or take a Long Hike.” They read Jim Collins and grok on “quiet, humble leaders.” I say “Give me the Bold, the Brash, the Brassy, the Egocentric Dreamers who, like Steve Jobs, Egocentric Dreamers who, like Steve Jobs, ‘Dent the Universe.’” ‘Dent the Universe.’”

I say “Re-imagine!” They say “Improve.” I say “Re-imagine!”

Tom’s Re-imagine Manifesto! They say they need a “vision” born of McKinsey. I say we need a “Grandiose Dream” born of a Passionate & Intemperate Belief that the world can be a different, & Intemperate Belief that the world can be a different, better place. better place. They say healthcare, our biggest industry, is “a mess.” I say our hospitals, which kill over 100,000 patients a year, are part of a system that is “a disgrace.” year, are part of a system that is “a disgrace.” They say “obesity is a problem” … “lose some weight.” I say Re-imagine the entire healthcare system … NOW … to focus on Prevention & Wellness. NOW … to focus on Prevention & Wellness. They say “no child left behind.” I say “education” is leaving ALL our children behind, as it is totally mis-aligned to deal with tomorrow’s as it is totally mis-aligned to deal with tomorrow’s (this afternoon’s) uncertain, ambiguous, creativity- (this afternoon’s) uncertain, ambiguous, creativity- driven economy. driven economy.

Tom’s Re-imagine Manifesto! They say, “Of course we believe in marketing.” I say “Is the CMO [Chief Marketing Officer] on the Board of Directors?” of Directors?” They say “Of course we believe in marketing.” I say “Has your customer data base won numerous major industry awards?” They say “Of course we believe in marketing.” I say “Is your Web site Sooooo Cool, Sooooo Fresh, Sooooo Friendly to Use that it gives you goose pimples just to e-visit, Friendly to Use that it gives you goose pimples just to e-visit, even though you’ve seen it 1000 times?” even though you’ve seen it 1000 times?” They say “Of course we believe in marketing.” I say “How many in-depth customer visits did the CEO make last month?” last month?” They say “Yes, the ‘Women’s thing’ is important.” I say “Do women hold at least 1/3rd of your Board seats?” They say “We’re coming around on the design bit.” I say “Is, as at Braun, your Chief Design Officer on the Board of Directors?” of Directors?”

Tom’ Re-imagine Manifesto! They say “Of course we think the ‘experiences thing’ is important.” I say “Is there an ‘EVP Experiences’?” They say “Of course innovation is important.” I say “Is your percentage of revenue devoted to R&D at least 1.5 (2.0? 2.5?) times the industry average?” at least 1.5 (2.0? 2.5?) times the industry average?” They say “Of course we believe in IS/IT.” I say “Is the CIO on the Board of Directors?” (Only 5% of Fortune500 CIOs are on the Board. One example: Wal*Mart.) They say “Of course we believe in IS/IT.” I say “How many members of your Board are under 35 years old?” years old?” They say “We believe in having a ‘flat organization.’” I say “Is your headquarters in a Tower?”

Tom’s Re-imagine Manifesto ! They say we need to “bring effectiveness to the supply chain.” I say we need an IS/IT/Best Sourcing revolution based on nothing less than an Entirely Original Vision of what on nothing less than an Entirely Original Vision of what organizations are and how they interact. organizations are and how they interact. They say “Globalization is a bumpy road.” I say India and China and Asia in general are within two decades of running the show: Get ready or get decades of running the show: Get ready or get trounced. trounced. They say “defense” and “consolidation” are musts for a global game. I say encourage Offense, nurture a Generation (or 10) of Entrepreneurs, cherish Creativity & Risk-taking from Entrepreneurs, cherish Creativity & Risk-taking from primary school onwards … and don’t expect to be primary school onwards … and don’t expect to be saved by a bunch of bulky, retro behemoth commanded saved by a bunch of bulky, retro behemoth commanded by a phalanx of Old White Guys who think 30 minutes a by a phalanx of Old White Guys who think 30 minutes a day on the corporate treadmill and 27 holes on the day on the corporate treadmill and 27 holes on the links are a fit defense against Revolution. links are a fit defense against Revolution.

Tom’s Re-imagine Manifesto! They say “Get an MBA.” I say “Get an MFA.” They say “If it can’t be precisely measured then it isn’t real.” (And I suppose if it can be measured it is real? Think Enron? Adelphia? WorldCom?) I say “If it can be precisely measured it isn’t real.” (Think Age of Intangibles & Relationships.) (Think: “He knew Age of Intangibles & Relationships.) (Think: “He knew the price of everything and the value of nothing.”) the price of everything and the value of nothing.”) They say “Rationality is the Bedrock of Modern Society.” I say “Irrationality [irrational exuberance?] is the Mother of all True Entrepreneurial Pilgrimages.” of all True Entrepreneurial Pilgrimages.” They say “Order is the necessary precursor to measured, sustainable success.” I say “Dis-order is the precursor to Opportunistic Sorties, Market Creation, Quantum Leaps, and Entrepreneurial Market Creation, Quantum Leaps, and Entrepreneurial Adventure. Adventure.

Tom’s Re-imagine Manifesto! They say “To get anywhere, you have to know exactly where the hell you’re headed.” I say “If you know precisely where you’re headed and exactly how you’re gonna get there, then you clearly exactly how you’re gonna get there, then you clearly suffer from Advanced Shrivelus Imaginationus.” suffer from Advanced Shrivelus Imaginationus.” (This disease is fatal.) They say “Employees need Well-defined Structure.” I say “Talent should be encouraged to embark on Quests to the Unknown.” to the Unknown.” They say “I’m here to maximize shareholder value.” I say “I’m here to inflame each & every member of my Awesome Staff to embark with Vigor & Determination Awesome Staff to embark with Vigor & Determination & Passion & Enthusiasm on a Quest of Monumental & Passion & Enthusiasm on a Quest of Monumental Consequence.” (And if I come even close to succeeding, Consequence.” (And if I come even close to succeeding, it will, in fact, dramatically up the odds of Thriving it will, in fact, dramatically up the odds of Thriving Amidst Today’s Chaos—and creating untold shareholder Amidst Today’s Chaos—and creating untold shareholder value in the process.) value in the process.)

Tom’s Re-imagine Manifesto! They say “men.” I say “WOMEN.” They say Diversity is a “good thing.” I say Diversity is a Fresh Breath of Creative Air … Absolutely Necessary for Economic Salvation in perilous times. Necessary for Economic Salvation in perilous times. They say “Wait your turn, honor those who have marched these corridors before you.” I say Get Off Your Butt & Go for the Gold … TODAY … or sign the transfer papers willing your job in perpetuity to a the transfer papers willing your job in perpetuity to a Chinese or Indian who Gives a Shit and Gets Up Chinese or Indian who Gives a Shit and Gets Up (VERY) Early and works Saturdays & Sundays. (VERY) Early and works Saturdays & Sundays. They say “offshoring” is a “blight.” I say the Earth proved not to be the center of the Solar System … and the USA is not the epicenter-in-perpetuity System … and the USA is not the epicenter-in-perpetuity of the Earth … and that we had best learn … NOW … to of the Earth … and that we had best learn … NOW … to prosper and take pleasure in a dynamic, exciting, creative, prosper and take pleasure in a dynamic, exciting, creative, multi-polar economic environment. (Damn it.) multi-polar economic environment. (Damn it.)

Tom’s Re-imagine Manifesto! They say “It’s a fright.” I say “It’s a Helluva Ride.” They say it’s “daunting.” I say it’s “a bronco-bustin’ day at the rodeo.” They say “Life is a marathon; husband your strength.” I say “Life is a sprint. Begin planning your World-beating Me Inc. start-up … TODAY.” Me Inc. start-up … TODAY.” They say lifetime employment was a boon. I say lifetime employment was Indentured Servitude, modern-day Slavery. modern-day Slavery. They say “safety net.” I say “I am my safety net; give me some version of the ‘Ownership Society.’” ‘Ownership Society.’” They say “zero defects.” I say “A day without a screw-up or two is a day pissed away.” away.”

Tom’s Re-imagine Manifesto! They say “Think about it.” I say “Try it.” They say “Plan it.” I say “Test it.” They say “continuous improvement.” I say “Bold Leaps.” They say “Keep on Improvin’.” I say “Keep on Leapin’.” They say “Built to last.” I say “Built to Soar. We’re all dead in the long run … live your Insane Fantasy. Devil take the hindmost.” live your Insane Fantasy. Devil take the hindmost.” They (Jim Collins) say “Walgreens is Cool.” I say “I love Larry Ellison.” (Oracle rules … at least for the next ten minutes.) for the next ten minutes.)

Tom’s Re-imagine Manifesto! They say “Play the odds.” I say “Reward excellent failures. Punish mediocre successes.” (Thanks, Phil Daniels.) They say “Eighty-hour weeks will kill you.” I say “Work 35-hour weeks, and the Chinese will kill you.” kill you.” They say “Install cost controls with teeth.” I say “Ha. Ha. Ha. Blow Up the existing enterprise and start with a Clean Sheet of Paper.” start with a Clean Sheet of Paper.” They say “Install cost controls with teeth.” I say “Grow the Top Line.” They say “Radical change takes a decade.” I say “Radical change takes a Minute.” (See AA.) They say “Times are changing.” I say “Everything has already changed. Tomorrow is the First Day of Your Revolution … or you’re Toast.” First Day of Your Revolution … or you’re Toast.”

Tom’s Re-imagine Manifesto! They say “We can’t all be Anita Roddick or Maxine Clark or Stan Shih or Les Wexner or Jerry Yang.” I say “Why not?” They say “We can’t all be Revolutionaries.” I say “Why not?” They say “We can’t all be a Brand.” I say “Why not?” They say “Beware the Hype.” I say “Been to China lately? Visited Infosys in Bangalore lately?” Bangalore lately?” They say this is just a Rant. I say this is just Reality. They say “The man is not nice.” I say “The times are not forgiving.”

EXCELLE ALWAYS.

Long Tom Peters’ EXCELLENCE. ALWAYS. ONO/Management Forum Madrid/30 November 2006.

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