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Title: Tom%20Peters


1
Tom Peters X25EXCELLENCE.
ALWAYS.Innovate. Or. Die.Mauritius/24 May
2007In Search of Excellence 1982-2007
2
Slides at tompeters.com
3
All you need to know
4
25
5
You Your calendarCalendars never lie
6
All you need to know except for
7
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
8
This is itAll you need to know
9
Thank you, Ann!!!
10
Thank you!!!
11
FLOWERPOWER
12
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
13
Truly, All you need to know
14
80,000,000 N America, W Europe, Japan
(800,000,000)
15
(No Transcript)
16
All you need to know
17
The last word There is no last word.
18
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
19
Better By Design A National StrategyNZ
Design Excellence
20
All you need to know
21
24
22
And, finally,All you need to know
23
0/800
24
0/800normal!
25
F(Anger/Passion) gtgtgtgt f(Pushback from Threatened
Fat-cats Bureau-crats)
26
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
27
All you need to know
28
Game plan The unvarnished Basics
29
Excellence. Always. Soft is Hard. Hard is
soft.Innovate. Or die.Up, up, up the value
added ladder./New markets.Talent time!
Brand you! Creative age! Leadership.
30
Excellence! Always! Soft is hard. Hard is soft.
(People, customers hard, s soft)25
(Blinding flash of the obvious)Wow! (Passion!
Enthusiasm! Hot language! Insanely greatSteve
Jobs)Wow EVERYWHERE (Jims Group, Basement
Systems Inc)Innovate. Or die.Top line
obsession!!! (CRO/Chief Revenue Officer
SalesgtMarketing cost cutting death
spiralVH) Innovation Mess (What makes God
laugh? People making plans.)1/100 (Big
over-rated/Mega-mergers destroy value/Built to
last chimeraBuilt to last v Built to rock
the world (TPs love affair with Netscape)
Last word There is no last word!0/800 (We
are who we hang out with/Weird for weird
times)Lead the customer!Whacky Wild WikiWorld!
(Electronic planetary scrum.)Try stuff!!!!!!!!!
(R.F.A., S.A.V.) (Ready. Fire. Aim. Screw Around
Vigorously.)Fail. Forward. Fast. (Reward
excellent failures. Punish mediocre
successes.)Try MORE stuff!!! (You miss 100 of
the shots you dont take.)Parallel Universe
(Jill Ker Conway, Starbucks 1, Intel V.C. fund,
China!)4/40 (4 learnings in 40 years
Decentralization, Execution, Accountability,
615AM)Lord Nelson (Other admirals more afraid
of losing )Up, Up, Up the VA Ladder
(Solutions/PSF, Experience Dreamketing
Lovemark)Women rule! (Buy all ! Control all
wealth! Better leaders!)15,000,000,000,000/7 of
13 (Boomers. Geezers. Wealth. Half of life still
to go)Brand You (Or else!)PSF!!! (All)Talent
Brand (Leaders do people, connoisseur of
talent, Send em on bold Quests, HR rules!
ltCapEx, gtPeopleX ) (Think Wegmans)195,000
(Healthcare Quality-Safety/EMR/DSS,
Prevention-Wellness, Public Health 1!)Teach to
test Evil! (The Creative Age is a wide-open
game. Richard Florida) Leadership/12Ps
(Purpose. Passion. Potential. Presence. Personal.
Pissed off.Playful. Persistence. People.
Peculiar. Potent. Positive.)Do one thing every
day that scares you. (Eleanor Roosevelt)Basics!
(Decency. Flowers. Grace. Respect. Servant. Host.
Etc.)
31
Honestly, All you need to know
32
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
33
All you need to know
34
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
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
35
EXCELL-ENCE????
36
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
37
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
38
EXCELLENCE. CIRCA 1982.
39
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
40
Importance of Success Factors by Various
Gurus/(Unreliable) Estimates by Tom Peters
Strategy Systems People
Passion Porter 50 20
20 10 Drucker 25 35
25 15
Bennis 25 20 30
25 Peters 15
20 35 30
41
EXCELLENCE.1982.Hard is soft.Soft is hard.
42
Hard Is SoftSoft Is Hard
43
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
44
R.O.I.R.
45
Measure 1 R.O.I.R.Return On Investment In
Relationships
46
EXCELLENCE. ASPIRATION.2006.
47
Why in the World did you go to Siberia?
48
The Peters Principles Enthusiasm. Emotion.
Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow!
49
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
50
BUSINESS IS ABOUT POWER. Joanne Lipman,
editor, on Portfolio
51
Make sure your executive team includes top
talent in design, engineering and manufacturing,
because thats your only! priority to
build! Cars! People! Want! to buy!. Hot styling
sells them and quality keeps them sold. Lee
Iacocca, Where Have All the Leaders Gone?
52
enterprises that Matter change the game
offer solutions experiences that surprise ,
amaze, and transform perceptions of whats
possible and stick like super-glue in
customers minds. such offerings are
brilliantly conceived and flawlessly delivered
by unconventional, creative, hyper-committed,
energetic talent from within outside the
organization. Tom PetersE.g. Apple, Whole
Foods, Cirque du Soleil, Starbucks, Wegmans,
London Drugs, Griffin Hospital/Planetree
Alliance, John Laing Homes, RE/MAX, Sewell Autos,
Jims Group, The Met/Big Picture, Virgin,
Commerce Bank, Google, Basement Systems Inc.,
Ford (circa 1917), IBM (circa 1970), Wannamakers
(circa 1880)
53
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
54
EXCELLENCE. ASPIRATION.
55
Every time we come to a comfort zone, we will
find a way out. No Cloning. Reinvent the
brand with each new show. A typical day at the
office for me begins by asking, What is
impossible that I am going to do today?
Daniel Lamarre, president, Cirque du Soleil
56
Do one thing every day that scares you.
Eleanor Roosevelt
57
EXCELLENCE. ASPIRATION.UNIVERSAL.
58
Jims Group
59
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
60
Basement Systems Inc.
61
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1993 0 2003
12M 2006 50,000,000
62
EXCELLENCE. REVENUE.MATTERS.MOST. TOP LINE
TOM.
63
Our whole story is growing revenue. Vernon
Hill (Top-line driven standard is bottom-line
driven by cost cutting)
64
Analysts preferred cost cutting, as long as
they could see two or three years of EPS growth.
I preached revenue and the analysts eyes would
glaze over. Now revenue is in because so many
got caught, and earnings went to hell. They said,
Oh my gosh, you need revenues to grow earnings
over time. Well, Duh! Dick Kovacevich, Wells
Fargo
65
CR OChief Revenue Officer
66
WE ARE ALL IN SALES!
67
Fred Reichhelds The Ultimate Question
Customer satisfaction is best measured by one
simple question, how likely are you to
recommend ______ to a friend? Net Promoter
Score
68
Incidentally
69
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch with
others?Source Selling Is a Womans Game 15
Powerful Reasons Why Women Can Outsell Men, Nicki
Joy Susan Kane-Benson
70
EXCELLENCE. INNOVATE. OR. DIE.
71
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
72
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
73
EXCELLENCE. INNOVATION. THE REAL STORY.Tom
Peters/03.29.2007
74
The Mess Is The Message! Period!
75
What makes God laugh?
76
People making plans!
77
The Mess Is the Message! Period!An Economic
Interpretation of the Constitution of the United
States Charles Beard (1913)The Box How the
Shipping Container Made the World Smaller and
the World Economy Bigger Marc LevinsonTube
The Invention of Television David Marshall
Fisher Empires of Light Edison, Tesla,
Westinghouse, and the Race to Electrify the
World Jill JonnesThe Soul of a New Machine
Tracy KidderRosalind Franklin The Dark Lady
of DNA Brenda MaddoxThe Blitzkrieg Myth John
Mosier
78
EXCELLENCE. INNOVATE. OR. DIE.
79
BIG???
80
Dick Kovacevich You dont get better by being
bigger. You get worse.
81
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 Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
82
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
83
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

84
Daimler. And Dumb. Both Start with d.
85
Marriage in heaven Daimler-Benz and Chrysler
exchange vows, circa 1998 (Jürgen Schrempp)the
divorce on earth Daimler exec, circa 2007, on
probable Cerberus private equity purchase of
Chrysler from Daimler
86
Schrempp is one of the last dinosaurs of Germany
Inc. He represents a strategy of acquiring assets
and building empires that just didnt work.
Arndt Ellinghorst, analyst, Dresdner Kleinwort
WassersteinHis bets went sour one by one.
WSJ on Jurgen Schrempps conglomeration
(05.15.2007)Obviously, we overestimated the
potential for synergies. Dieter Zetsche, CEO,
Daimler
87
DaimlerChrysler/98-07 Duh, Duh, Duh, Duh and
DuhManifold Synergies/NoSevere Scale
limits/YesCulture clashes/YesRushmorean ego
issues/YesCustomer acceptance /No
88
Mission impossible?36B/98minus 675M/07
89
InnoTacs
90
We become who we hang out with
91
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
92
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
93
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
94
The Bottleneck Is at the Top of the
BottleWhere 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
95
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
96
Find em!
97
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 Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
98
F(Anger/Passion) gtgtgtgt f(Pushback from Threatened
Fat-cats Bureau-crats)
99
send em on a quest!
100
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
101
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
102
Concoct a Parallel universe!
103
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
104
SkunkWorks/ Skunks (!!!)
105
Parallel Universe China!!!!!!!
106
Concoct a Parallel universe!
107
Playmate!Playpen!Prototype!Can be Client,
supplier as well as Insider
108
Where to look for Playmates F.F.F.F. (Find
a Fellow Freak Faraway)
109
Demos! Heroes! Stories!
110
Women as innovation force!
111
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
112
Women are the majority market Fara
Warner/The Power of the Purse
113
Women Principal Change Agents/ Health, family
Finance
114
Speed/ Tempo/is-it
115
the FedEx Economy headline/New York Times
116
Any3 Anything/ Anywhere/ Anytime
117
Power Tools For Power Strategies
118
Speed/ Tempo/o.o.d.a. loops
119
Messin with their minds He who has the quickest
O.O.D.A. Loops wins!Observe. Orient.
Decide. Act. /Col. John Boyd
120
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
121
do things.
122
We have a strategic plan. Its called doing
things. Herb Kelleher
123
drill.
124
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
125
try things.
126
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
127
SERIOUS PLAY
128
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
129
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

130
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
fromHarriet Rubin in The Princessa)
131
The key to a great painting is the nerve, after
weeks of effort, to bet the painting on the
next brush stroke, Master musician, San Francisco
132
Screw. things.Up.
133
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
134
Sams Secret 1!
135
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
136
try.Miss.try.
137
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
138
No try. No deal.
139
You miss 100 of the shots you never take.
Wayne Gretzky
140
Conscious measurement
141
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?
142
personal
143
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
144
To change minds effectively, leaders make
particular use of two tools the stories that
they tell and the lives that they lead.
Howard Gardner, Changing Minds
145
EXCELLENCE. 4/40.
146
4/40
147
De-cent-ral-iz-a-tion!
148
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
149
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
150
The True Logic of Decentralization6 divisions
6 tries6 divisions 6 DIFFERENT leaders
6 INDEPENDENT tries Max probability of
win6 divisions 6 very DIFFERENT leaders 6
very INDEPENDENT tries Max probability of
far out/3-sigma winDriver Law of
Large s
151
Ex-e-cu-tion!
152
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
153
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
154
(1) sum of Projects Goal
(Vision) (2) sum of Milestones
project(3) rapid Review
Truth-telling accountability
155
Ac-count-a-bil-ity!
156
CF 30 (no salesfolk)MH 80 (salesfolk)
157
Monkeys cant live in midair! Bob Townsend
158
615A.M.
159
But its only 2am!
160
Where are you going? But its only 2am. You
see, you can live your life at 120 miles an hour,
and thats pretty impressive. But its not good
enough. Unless you live at 150 miles an hour, the
world will pass you by, HRH Prince Alwaleed
1 day 573 people met separately, 200 phone
calls, 100 text messages, etcSource Prince
Alwaleed, Inside the private world of the Middle
Easts most powerful investor cover story, The
Business, 0519.07
161
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M. (2a.m.)
162
EXCELLENCE. INNOVATE. OR. DIE.
163
Up, Up, Up, Up the Value-added Ladder.
164
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
165
55B
166
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
167
Huge Customer Satisfaction versus Customer
Success
168
Up, Up, Up, Up the Value-added Ladder.
169
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
170
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
171
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsServicesGoods Raw Materials
172
The business of selling is not just about
matching viable solutions to the customers that
require them. Its 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
173
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented Gamechanging SolutionsServicesGoods
Raw Materials
174
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
175
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
176
The Starbucks Fix Is on We have
identified a third place. And I really
believe that sets us apart. The third place is
that place thats not work or home. Its the
place our customers come for refuge. Nancy
Orsolini, District Manager
177
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
178
Up, Up, Up, Up the Value-added Ladder.
179
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
180
Caution focus on engagement, not
experience Martin Buber, I and Thou,
1927 (from Steve Yastrow, We)
181
CXOChief eXperience Officer
182
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
183
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality. Kjell
Nordström and Jonas Ridderstråle, Funky Business
184
This is not a mature category.
185
This is an undistinguished category.
186
?
187
1/100 Best Companies to Work for/2005
188
EXCELLENCE. NO EXCUSES.
189
Excellence.Bank on it.(commerce bank.)
190
Commerce Bank From Service to Experience7X.
730A-800P. F12A.93-03/10 yr annual return
CB 29 WM 17 HD 16. Mkt Cap 48 p.a.
191
The Commerce Bank Modelcost cutting is a death
spiral.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
192
Our whole story is growing revenue. Vernon
Hills (Top-line driven standard is bottom-line
driven by cost cutting)
193
The Commerce Bank Model over-invest in our
people, over-invest in our facilities.Source
Fans! Not customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
194
The Commerce Bank Modelwe want them in our
stores.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
195
The Commerce Bank Model we dont accept the
80/20 theory. We believe every customer has
value, that you cant tell which one is the
high-value customer over time, and that that
philosophy degrades the brand.Source Fans!
Not customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
196
The Commerce Bank Model every computer at
commerce bank has a special red key on it
that says, found something stupid that we are
doing that interferes with our ability to service
the customer? Tell us about it, and if we agree,
we will give you 50.Source Fans! Not
customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
197
WallopWalMart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
198
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
199
The Small Guys Guide Wallop WalMart16
Hands-on, emotional leadership. (We are a
great cool intimate joyful dramatically
different team working to transform our Clients
lives via Consistently Incredible
Experiences!) A community star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience, from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises,
including the professional services.)
200
The Small Guys Guide Wallop WalMart16
Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in
at least the short term marked by notably
progressive policies.) (THIS IS EMINENTLY
DO-ABLE!!) Sophisticated use of information
technology. (Small-ish is no excuse for small
aims/execution in IS/IT!) Web-power! (The Web
can make very small very big if the
product-service is super-cool and one
purposefully masters buzz/viral
marketing.) Innovative! (Must keep renewing and
expanding and revising and re-imagining the
promise to employees, the customer, the
community.)
201
The Small Guys Guide Wallop WalMart16
Brand-Lovemark (Kevin Roberts) Maniacs!
(Branding is not just for big folks with big
budgets. And modest size is actually a Big
Advantage in becoming a local-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. How stupid.) Excellence! (A small player
per me has no right or reason to exist unless
they are in Relentless Pursuit of Excellence. One
earns the rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
202
Up, Up, Up, Up the Value-added Ladder.
203
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
204
EXCELLENCE. SOUL I.DESIGN.
205
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace. Norio
Ohga
206
With its carefully conceived mix of colors and
textures, aromas and music, Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story, the
exemplar of the aesthetic imperative. Every
Starbucks store is carefully designed to enhance
the quality of everything the customers see,
touch, hear, smell or taste, writes CEO Howard
Schultz. -Virginia Postrel, The Substance of
Style How the Rise of AestheticValue Is
Remaking Commerce, Culture and Consciousness
207
CDOChief Design Officer
208
Westins Heavenly Bed
209
EXCELLENCE.SYSTEMS. DESIGN. K.I.S.S.
210
450/8
211
Great design One-page business plan (Jim
Horan)
212
First Steps Beauty Contest!
  • 1. Select one form/document invoice, airbill,
    sick leave policy, customer returns claim form.
  • Rate the selected doc on a scale of 1 to 10 1
    Bureaucratica Obscuranta/Sucks 10 Work of Art
    on four dimensions Beauty. Grace.
  • Clarity. Simplicity.
  • 3. Re-invent!
  • Repeat, with a new selection,
  • every 15 working days.

213
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. Charle
s Handy
214
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
215
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
216
Furniture vs. DreamsWe 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
217
No longer are we only an insurance provider.
Today, we also offer our customers the products
and services that help them achieve their dreams
whether its financial security, buying a car,
paying for home repairs, or even taking a dream
vacation. Martin Feinstein, CEO, Farmers Group
218
Up, Up, Up, Up the Value-added Ladder.
219
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
220
EXCELLENCE.SOUL II.THE STORY.
221
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
222
Market Power Story Power
223
CSTOChief Storytelling Officer
224
EXCELLENCE.VALUE-ADDED LADDER III. ALL YOU
NEED IS LOVE.
225
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
226
Kevin Roberts Lovemarks!
227
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228
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229
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230
(No Transcript)
231
When we were working through the essentials of a
Lovemark, Mystery was always at the top of the
list. Lovemarks The Future Beyond Brands,
Kevin Roberts
232
Tattoo Brand What of users would tattoo the
brand name on their body?
233
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
234
Up, Up, Up, Up the Value-added Ladder.
235
The Value-added Ladder/ ECSTASY Lovemark
Dreams Come True Spellbinding
ExperiencesServicesGoodsRaw Materials
236
NEW MARKETS.
237
E-nor-mous Stra-te-gic opp-or-tun-ity
238
women.BOOMERS.GEEZERS.
239
women.BOOMERS.GEEZERS.
240
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
241
Womens TrifectaBuy WealthLead
ECLIPSE OF MALES (Old/Retire Young/Poorly
educated)
242
Not Just America Boys Falling Seven Years
Behind Girls at GCSE Level headline, Weekly
Telegraph, UK, 10.25.06
243
Women are the majority market Fara
Warner/The Power of the Purse
244
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
245
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
246
  • A World of Difference
  • Build Sales and Share by Tapping into
  • the Buying Power of Women

Martha Barletta Author, Marketing to Women
President CEO, The TrendSight Group
Powered by Microsoft Office Live Meeting
247
The Perfect Answer
Jill and Jack buy slacks in black
248
(No Transcript)
249
Women dont buy brands. They join
them.EVEolution
250
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
251
2.6 vs. 21
252
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
253
10. Womens Market Opportunity No. 1.
254
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
255
WOMEN. DOMINATE. ECONOMIC. GROWTH.
256
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
257
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
258
New (4 of 7) Value-added Ladder Plays to
Womens Inherent Strengths! Lovemark/F Dreams
Come True/F Spellbinding Experiences/FGamechangi
ng Solutions/FServices/FGoods/MRaw Materials/M
259
women.BOOMERS.GEEZERS.
260
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the most
(yes) ambitious, the most experimental
exploratory, the most different, the most
indulgent, the most difficult demanding, the
most service experience obsessed, the most
vigorous, (the least vigorous,) the most health
conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
261
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
262
2014,000,000,000,000- 25,000,000,000,000
263
BOOMERS.GEEZERS.MONEY.ALL.NOW.
264
Subject Marketers StupidityIts 18-44,
stupid!
265
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
266
2000-2010 Stats18-44 -155 21(55-64
47)
267
Boomers-Geezers-Womens TrifectaBuy/all
Wealth/all time left/ lots
Eclipse of males/retire-die
268
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
269
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
270
Possession Experiences /Desires for
things/Young adulthood/to 38Catered
Experiences/ Desires to be served by
others/Middle adulthoodBeing
Experiences/Desires for transcending
experiences/Late adulthoodSource David Wolfe
and Robert Snyder/Ageless Marketing
271
2006/Top 10 of U.S. EarnersLuxury
goods for the home . -5.7Fashion jewelry
... -8.7Luxury cars ..
-0.9Experiential luxury .. 10.7 The
wealthy are increasingly spending more on doing
things than owning things /Unity
MarketingTravel, dining, entertainment, spa
beauty Source European Business
(04.2007)
272
Boomer Days/Richard BransonVirgin Night Clubs
to Virgin Health Clubs
273
Brand Loyalty Stable or Unstable/Fickle?Seri
al Monogamy A Personal OdysseyTom
Peters/0411.07
274
Beer National Boh to Bud to Anchor Steam to
ZilchCar Chevrolet (1942-1962) to misc to
SubaruBiz Clothes Various warehouses to Brooks
to Nordstrom to MilanBiz Big (U.S. Navy,
McKinsey) to Small (de facto self-employed)Sports
clothes Misc-cheap to NorthfaceSpouse Sexy
broad (wife 1) to Best friend/Brainy
(sexy)School Cornell to Stanford to RISD (Go
Nads!)Pens Cross to BicFood Safeway to Whole
FoodsMusic Beatles to QueenHome Furnishings
With it to ComfortableHome SF Bay Area to West
Tinmouth VTFavorite sport Lacrosse-Crew to
Speed Walking-Trekking-RowingFavorite MLB, NFL
Orioles-Baltimore Colts to As-Raiders
(Warriors!)Favorite magazine Life to
WiredFavorite media Print-Radio to
Web-RadioFavorite airline TWA to American to
LufthansaHome East to WestVacations USA to
New Zealand Price Cheap to Varied (WalMart to
Milan)Hotel Ramada/Holiday Inns to Four
Seasons/Leading HotelsRestaurants McDonalds to
Hole in the wall Stores Misc/Big to Little
shopsLoyalty Serial monogamy (just as loyal now
as then love em, then leave em)
275
Pause.Little Stuff.
276
Thank You!
277
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
278
Leader as Servant Decency as the bedrock of
effective corporate culture Host, Hostmanship,
Welcoming Leader as metaphor for those who would
seek the wholehearted engagement of others
279
We do no great things, only small things with
great love. Mother Teresa
280
THE PROBLEM IS RARELY THE PROBLEM.
281
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. RMN, M Stewart, WJC,
Scooter Libby

282
OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING
PROBLEM IS NOT MUCH OF A PROBLEM.

283
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

284
RESPECT
285
  • It was much later that I realized Dads 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

286
The deepest human need is the need to be
appreciated.William James
287
Ph.D. in leadership. Short course Make a short
list of all things done to you that you abhorred.
Dont do them to others. Ever. Make another list
of things done to you that you loved. Do them to
others. Always. Dee Hock
288
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
289
He had done nothing to sell me on his business,
yet he had given me the most powerful sales pitch
of my life. Because his sole concern had been my
welfare and the success of my business. Jim
Penman, on learning how to sell (What Will They
Franchise Next? The Story of Jims Group)
290
If you dont listen, you dont sell anything.
Carolyn Marland/Managing Director/Guardian
Group
291
THE ONE THING YOU NEED TO KNOW (Marcus
Buckingham)
292
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
293
Priorities
294
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
295
Really Important Stuff Rogers Rule of Three!
296
Dennis, you need a To-dont List !
297
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus
Buckingham, The One Thing You Need to Know
298
End Pause.
299
Peo-ple
300
EXCELLENCE. BEDROCK.TALENT.
301
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
302
Hire very good people!
303
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
304
CtaOChief talent acquisition Officer
305
EMPHASIZE THE SOFT SKILLS.
306
?
307
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
308
Q If it were your 50K lifes savings and my
50K, what sort of Waiters would we look
for?A Enthusiasts!
309
SO YOURE A PEOPLE PERSON? PROVE IT.
310
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
311
PARCs Bob Taylor Connoisseur of Talent
312
SO YOURE A PEOPLE PERSON? PROVE IT.
313
A review of Jack and Suzy Welchs 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. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
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.
Second Putting HR on a par with finance and
marketing.
314
SO YOURE A PEOPLE PERSON? PROVE IT.
315
lt CAPEXgt People!
316
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented Gamechanging Solutions (People
intensive)Services (People Capital
intensive)Goods (Capital intensive) Raw
Materials (Capital intensive)
317
LIVE FOR TALENT!
318
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
319
Brand Talent.
320
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
321
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
322
EXCELLENCE. BEDROCK.LEADERSHIP.12 Ps. Tom
Peters/04.18.2007
323
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
324
21st-century Leadership Baloney!
325
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
326
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
327
If you want to build a ship, dont gather
people together to collect wood ,and dont assign
them tasks and work, but instead teach them to
long for the sea. Antoine de Saint-Exupery
(The Little Prince)
328
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
329
USNWR What traits do successful activists
share?Studs Terkel, age 91 They have hope,
and they imbue others with hope.
330
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
331
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
332
Leader Job OnePaint Portraits of Excellence!
333
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
334
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
335
A man without a smiling face must not open a
shop. Chinese Proverb
336
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
337
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
338
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
339
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
340
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
341
Why in the World did you go to Siberia?
342
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
343
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
344
Jims Group
345
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Potent.Positive.
346
25
347
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
348
Its always showtime. David DAlessandro,
Career Warfare
349
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
350
You must be the change you wish to see in the
world.Gandhi
351
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
352
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
353
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
354
End Personal
355
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
356
Pissed Off As in Im pissed off and Im
not gonna take it any more Innovation Stems
from Irritation (Re-imagining Results from
Rage)
357
Dreaming, necessary, or not? TP, personal
dream concrete, practical imaginings about
the opposite of things that piss me off (TP
advantages low boiling point, long memory,
dogged determination)
358
Michael Porter Ive been thinking TP Im
mad as hell, and Im not going to take it anymore
359
F(Anger/Passion) gtgtgtgt f(Pushback from Threatened
Fat-cats Bureau-crats)
360
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
361
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is no
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