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Title: NOTE: To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts:


1
NOTE To appreciate this presentation and
insure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
Conrad Hilton, at a gala celebrating his career,
was asked
3
Before we begin
4
If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe.
5
1 cause ofemployee Dis-satisfaction?
6
Employee retention satisfaction
Overwhelminglybased on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
7
Capital Asset Selecting and
training and mentoring ones pool of front-
line managers can be a Core Competence of
surpassing strategic importance.Put under
a microscope every attribute of the
cradle-to- grave process of building the
capability of our cadre of front-line
managers.
8
Capital Asset I am sure you spend time on
this. My question Is it an OBSESSION worthy of
the impact it has on enterprise performance?
9
LONG Tom Peters Excellence. Always. Ri
yadh/23 October 2010 (Slides/Slides LONG at
tompeters.com)
10
Part One
11
The 3H Theory of Everything
12
All you need to know HiltonHowardHerb
13
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer
14
remember to tuck the shower curtain inside the
bathtub
15
Execution is strategy. Fred Malek
16
In real life, strategy is actually very
straightforward. Pick a general direction and
implement like hell Jack Welch
17
All you need to know HiltonHowardHerb
18
25
19
1977
20
MBWAManaging By Wandering Around/HP
21
1982
22
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
23
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
24
Hard Is SoftSoft Is Hard
25
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
26
Skip the map
27
Mapping your competitive position or
28
The Have you 50
29
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
30
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
31
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
32
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
33
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
34
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
35
All you need to know HiltonHowardHerb
36
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource Joe Nocera, NYT,
Parting Words of an Airline Pioneer, on the
occasion of Herb Kellehers retirement after 37
years at Southwest Airlines (SWAs pilots union
took out a full-page ad in USA Today thanking HK
for all he had done across the way in Dallas
American Airlines pilots were picketing the
Annual Meeting)
37
"If you want staff to give great service, give
great service to staff." Ari Weinzweig,
Zingerman's
38
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
39
(No Transcript)
40
The path to a hostmanship culture
paradoxically does not go through the guest. In
fact it wouldnt be totally wrong to say that the
guest has nothing to do with it. True hostmanship
leaders focus on their employees. What drives
exceptionalism is finding the right people and
getting them to love their work and see it as a
passion. ... The guest comes into the picture
only when you are ready to ask, Would you prefer
to stay at a hotel where the staff love their
work or where management has made customers its
highest priority? We went through the hotel
and made a ... consideration renovation.
Instead of redoing bathrooms, dining rooms, and
guest rooms, we gave employees new uniforms,
bought flowers and fruit, and changed colors. Our
focus was totally on the staff. They were the
ones we wanted to make happy. We wanted them to
wake up every morning excited about a new day at
work. Source Jan Gunnarsson and Olle Blohm,
Hostmanship The Art of Making People Feel
Welcome.
41
2007Siberia
42
Why in the World did you go to Siberia?
43
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
44
2007Sydney
45
Organizations exist to serve. Period. Leaders
live to serve. Period.
46
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is said
and done, a/the house in which most of us
live most of the time.
47
Brand Talent.
48
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
49
Luiza Helena, Magazine Luiza Wegmans
50
All you need to know HiltonHowardHerb
51
3H Hilton, Howard, Herb Sweat
the details!Stay in touch!Its all about
the people!
52
3H Hilton, Howard, Herb Sweat the
details!Stay in touch!Its all about the
people!
53
Part Two
54
Tom Peters Excellence. Always. Innovate.
Or. Die.
55
Paul Ormerod 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

56
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
57
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
58
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
59
Dick Kovacevich You dont get better by being
bigger. You get worse.
60
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death. Jim Utterback,
Mastering the Dynamics of Innovation
61
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
62
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
63
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
64
Almost every personal friend I have in the world
works on Wall Street. You can buy and sell the
same company six times and everybody makes money,
but Im not sure were actually innovating.
Our challenge is to take nanotechnology into the
future, to do personalized medicine Jeff
Immelt
65
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

66
The Innovate or Die 20
67
1
68
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.
1/45
69
Experiment fearlesslySource BusinessWeek,
Type A Organization Strategies/ How to Hit a
Moving TargetTactic 1
70
We have a strategic plan. Its called doing
things. Herb Kelleher
71
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
72
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are 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 planfor months. Bloomberg by Bloomberg
73
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
74
Korea!
75
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

76
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
77
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
78
1A
79
Fail. Forward. Fast.High Tech CEO,
Pennsylvania
80
Fail faster. Succeed Sooner.David
Kelley/IDEO
81
Fail . Fail again. Fail better.Samuel Beckett
82
Sams Secret 1!
83
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down,
I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
84
If people tell me they skied all day and never
fell down, I tell them to try a different
mountain. Michael Bloomberg (BW/0625.07)
85
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
86
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
87
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
88
Success 101 Whoever tries the most stuff and
screws the most stuff up and most rapidly
launches the next try wins. Failures are not to
be tolerated, they are to be celebrated.
89
1B
90
1/4,000
91
You miss 100 of the shots you never take.
Wayne Gretzky
92
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
93
On NELSON other admirals more frightened of
losing than anxious to win
94
1C
95
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. /Col. John
Boyd
96
OODA Loop/Boyd CycleUnraveling the
competition / Quick Transients/ Quick Tempo (NOT
JUST SPEED!)/ Agility/ So quick it is
disconcerting (adversary over-reacts or
under-reacts)/ Winners used tactics that caused
the enemy to unravel before the fight (NEVER
HEAD TO HEAD)BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
97
Blitzkrieg is far more than lightning thrusts
that most people think of when they hear the
term rather it was all about high operational
tempo and the rapid exploitation of opportunity.
Robert Coram, Boyd Re-arrange the mind of the
enemy T.E. Lawrence BOYD The Fighter Pilot
Who Changed the Art of War (Robert Coram)
98
2
99
The Parallel Universe Axiom
100
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
101
Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
102
SkunkWorks/ Skunks (!!!)
103
Where to look for Playmates F.F.F.F. (Find
a Fellow Freak Faraway)
104
Playmate!Playpen!Prototype!Can be Client,
supplier as well as Insider
105
Demos! Heroes! Stories!
106
2A
107
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
108
Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
109
3
110
Little BIGThank you, Mr. Prime Minister
111
Big carts 1.5X Source Walmart
112
Bag sizes New markets B Source
PepsiCo
113
Socks 10,000
114
see green recover 20 faster
115
4
116
XFX 1
117
Never waste a lunch!
118
???? XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
119
XFX Social Accelerators. 1.
EVERYONEs more or less JOB 1 Make friends in
other functions! (Purposefully. Consistently.
Measurably.) 2. Do lunch with people in other
functions!! Frequently!! (Minimum 10 to 25 for
everyone? Measured.) 3. Ask peers in other
functions for references so you can become
conversant in their world. (Its one helluva sign
of ... GIVE-A-DAMN-ism.) 4. Invite counterparts
in other functions to your team meetings.
Religiously. Ask them to present cool stuff
from their world to your group. (B-I-G deal
useful and respectful.) 5. PROACTIVELY SEEK
EXAMPLES OF TINY ACTS OF XFX TO
ACKNOWLEDGEPRIVATELY AND PUBLICALLY. (Bosses
ONCE A DAY make a short call or visit or send
an email of Thanks for some sort of XFX gesture
by your folks and some other functions
folks.) 6. Present counterparts in other
functions awards for service to your group. Tiny
awards at least weekly and an Annual All-Star
Supporters from other groups Banquet modeled
after superstar salesperson banquets. 7.
DiscussA SEPARATE AGENDA ITEMgood and
problematic acts of cross-functional co-operation
at every Team Meeting.
120
XFX Social Accelerators. 8.
When someone in another function asks for
assistance, respond with more alacrity than
you would if it were the person in the cubicle
next to yoursor even more than you would for a
key external customer. (Remember, XFX is the key
to Customer Retention which is in turn the key to
all good things.) 9. Do not bad mouth ... the
damned accountants, the bloody HR guy. Ever.
(Bosses Severe penalties for thisincluding
public tongue-lashings.) 10. Get physical!!
Co-location may well be the most powerful
culture change lever. Physical X-functional
proximity is almost a guarantee of remarkably
improved co-operationto aid this one needs
flexible workspaces that can be mobilized for a
team in a flash. 11. Formal evaluations.
Everyone, starting with the receptionist, should
have a significant XF rating component in their
evaluation. (The XFX Performance should be
among the Top 3 items in all managers
evaluations.) 12. Demand XF experience for,
especially, senior jobs. For example, the U.S.
military requires all would-be generals and
admirals to have served a full tour in a job
whose only goals were cross-functional
achievements. 13. XFX is PERSONAL as well as
about organizational effectiveness. PXFX
Personal XFX is arguably the 1 Accelerant to
personal successin terms of organizational
career, freelancer/Brand You, or as entrepreneur.

121
Space Matters. (A Lot.) Geologists
Geophysicists A little bit of love Oil
122
Lunch gt SAP/ Oracle
123
THE WHOLE POINT HERE IS THAT XFX IS ALMOST
CERTAINALY THE 1 OPPORTUNITY FOR STRATEGIC
DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE,
IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS
NOT SO OFTEN VISIBLY PERPETUALLY AT THE TOP OF
EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN
VISIBLE. CONSTANT. OBSESSION.
124
Suck down for success!
He Gust Avarkotos had become something of a
legend with these people who manned the
underbelly of the Agency CIA, from Charlie
Wilsons War Getting to know the risk guys
GE Power Spend less time with your
customer! C(I) gt C(E) The ATT
systems sales exec
125
5
126
1980 Strategic Thrust Overlay
127
GEInflationRD/Business
DevelopmentRisk managementWorkoutVA/Ser
viceSix Sigma
128
GSK 7 CEDDs Centers of Excellence for Drug
Discovery
129
GBTD TacticsSmall but
powerful Central Staff Line-likeSenior
Homegrown Boss StaffEnormous Incentives
/EvalLine Accountability Not Matrix
Demo-led Emergent MethodologyTour of
External ExcellenceBlitz TrainingCentral
Unit/Finite LifeSpeed!Goal Culture Change!
130
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the game it is the game. Lou Gerstner, Who
Says Elephants Cant Dance
131
6
132
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
133
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
134
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
135
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
136
7
137
4 Japan3 USA2 China1 Germany
138
Reason Mittelstand!
139
agile creatures darting between the legs
of the multinational monsters" Source
Bloomberg BusinessWeek on the German
MITTELSTAND
140
Be the best. Its the only market thats not
crowded. From Retail Superstars Inside the 25
Best Independent Stores in America, George Whalin
141
8
142
We are the company we keep
143
We become who we hang out with !
144
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
145
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
146
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example, Mr. Clean Magic Eraser,
based on a product found in an Osaka market.
Fortune
147
Axiom Never use a vendor who is not in the top
quartile (decile?) in their industry on RD
spending!Inspired by Hummingbird
148
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
149
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
150
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
151
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
152
8A
153
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
154
Vanity Fair What is your most marked
characteristic? Mike Bloomberg Curiosity.
155
Do one thing every day that scares you.
Eleanor Roosevelt
156
Freak Fridays once a month invite somebody
interesting, in any field, to have lunch with
your gang
157
Normal o for 800
158
8B
159
The Bottleneck
160
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
161
8C
162
diversity
163
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
164
Can you pass the Squint test?
165
9
166
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
167
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
168
(No Transcript)
169
Study Cisco Councils/ Emergent Leadership
170
Cisco, CEO John Chambers argues, is the best
possible model for how a global business can
operate as a distributed idea engine where
leadership emerges organically, unfettered by a
central command. Revolution in San Jose, Fast
Company, Dec-Jan 08-09 (Chambers We now have a
whole pool of talent who can lead these working
groupslike mini CEOs and COOs.) (Top blog
engineering director 5 levels down)
171
10
172
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
173
18 seconds
174
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
175
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ... the engine
of Network development. Listening is ... the
engine of Network maintenance. Listening is ...
the engine of Network expansion. Listening is ...
Social Networkings secret weapon. Listening is
... Learning. Listening is ... the sine qua non
of Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
that from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
176
If you agree with the above, shouldnt listening
be ... a Core Value? If you agree with the above,
shouldnt listening be ... perhaps Core Value
1? (We are Effective Listenerswe treat
Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and
Community and Growth.) If you agree, shouldnt
listening be ... a Core Competence? If you agree,
shouldnt listening be ... Core Competence 1? If
you agree, shouldnt listening be ... an explicit
agenda item at every Meeting? If you agree,
shouldnt listening be ... our Strategyper se?
(Listening Strategy.) If you agree, shouldnt
listening be ... the 1 skill we look for in
Hiring (for every job)?
177
If you agree, shouldnt listening be ... the 1
attribute we examine in our Evaluations? If you
agree, shouldnt listening be ... the 1 skill we
look for in Promotion decisions? If you agree,
shouldnt listening be ... the 1 Training
priority at every stage of everyones careerfrom
Day 1 to Day LAST? If you agree, what are you
going to do about it ... in the next 30
MINUTES? If you agree, what are you going to do
about it ... at your NEXT MEETING? If you agree,
what are you going to do about it ... by the end
of the DAY? If you agree, what are you going to
do about it ... in the next 30 DAYS? If you
agree, what are you going to do about it ... in
the next 12 MONTHS?
178
We are Effective Listenerswe treat Listening
EXCELLENCE as the Centerpiece of our Commitment
to Respect and Engagement and Community and
Growth.
179
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
180
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
181
11
182
The four most important words in any
organization are
183
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
184
Tomorrow How many times will you ask the WDYT
question? Count! Practice makes better!
This is a STRATEGIC skill!
185
11A
186
What do managers do for a living? Help! Right? Ho
w many of us could call ourselves professional
helpers, meaning that we have studiedlike a
professional mastering her crafthelping? (Not
many, Id judge.) Ed Schein Helping How to
Offer, Give, and Receive Help Last chapter 7
principles. E.g. PRINCIPLE 2 Effective Help
Occurs When the Helping Relationship Is
Perceived to Be Equitable. PRINCIPLE 4
Everything You Say or Do Is an Intervention that
Determines the Future of the
Relationship.. PRINCIPLE 5 Effective Helping
Begins with Pure Inquiry. PRINCIPLE 6 It Is the
Client Who Owns the Problem. (Love the idea
that the employee is a Client! Words matter!!
Read a quote from NFL player-turned lawyer-turned
NFL coach, calling his players my
clients.) Employee as Client! Helping is
what we leaders do for a living! STUDY/PRACTIC
E helping as you would neurosurgery! (Helping
is your neurosurgery!)
187
11B
188
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
189
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a
time, who directly or indirectly serve the
ultimate customer. Weleaders of every
stripeare in the Human Growth and
Development and Success and Aspiration to
Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders
only energetically march toward Excellence when
they each and every one of our colleagues
are energetically marching toward
Excellence. Period.
190
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
191
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
192
11C
193
The deepest human need is the need to be
appreciated.William James
194
1/80Post-interview Thank you notes
195
One kind word can warm three winter months.
Japanese Proverb
196
11D
197
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful.
198
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.

199
12
200
Iron Innovation Equality Law The quality and
quantity and imaginativeness of innovation shall
be the same in all functions e.g., in HR and
purchasing as much as in marketing or product
development.
201
This is Strategic!
202
13
203
Conveyance Kingfisher Air Location Approach to
New Delhi
204
May I clean your glasses, sir?Kingfisher
Air
205
2-cent candy
206
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
207
2,000,000
208
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
209
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
210
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
211
Up, Up, Up, Up the Value-added Ladder.
212
The Value-added LadderScintillating
EXPERIENCESServicesGoods Raw Materials
213
And in Milwaukee
214
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
215
Starbucks Shaper of Culture At our core,
were a coffee company, but the opportunity we
have to extend the brand is beyond coffee its
entertainment. Howard Schultz (The Starbucks
Aesthetic, NYT, 10.22.06)
216
CXOChief eXperience Officer
217
Its always showtime. David DAlessandro,
Career Warfare
218
14
219
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
220
Design is treated like a religion at BMW.
Fortune
221
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
222
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
223
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
224
Hypothesis DESIGN is the principal difference
between love and hate!
225
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
226
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/ Dean/Rotman Management
School/University of Toronto
227
CDOChief Design Officer
228
National Strategy! New Zealand Korea Singapore V
ermont
229
15
230
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
231
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
232
  • W gt 2X (C I)
  • Women now drive the global economy. Globally,
    they control about 20 trillion in consumer
    spending, and that figure could climb as high as
    28 trillion in the next five years. Their 13
    trillion in total yearly earnings could reach 18
    trillion in the same period. In aggregate, women
    represent a growth market bigger than China and
    India combinedmore than twice as big in fact.
    Given those numbers, it would be foolish to
    ignore or underestimate the female consumer. And
    yet many companies do just thateven ones that
    are confidant that they have a winning strategy
    when it comes to women. Consider Dells
  • Source Michael Silverstein and Kate Sayre, The
    Female Economy, HBR, 09.09

233
One thing is certain womens rise in 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 labour or to be consumers with
rising budgets and more autonomy to spend. They
are increasingly becoming directors, managers and
entrepreneurs. Some studies have shown a
correlation between the presence of women in
managerial positions and a companys financial
results. This is just the beginning. The
phenomenon will only grow as girls prove to be
more successful than boys in the school system
and enrol in higher numbers in universities. For
a number of observers, we have already entered
the age of WOMENOMICS, the economy as thought
out and practiced by women. Those Chinese who
desire that their only child be male may soon
realise that a daughter could be a better
investment. Bosses know full well that a team of
both men and women is more creative and efficient
than one comprised of only men. Source Women
Are Drivers of Global Growth, Aude Zieseniss de
Thuin, founder and president of the
Womens Forum for the Economy and Society (FT)

234
16
235
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
236
7/13
237
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
238
55 gt 55- 55-plus are more active in online
finance, shopping and entertainment than those
under 55? Forrester Research.(USA Today, 8
January 2009)
239
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!
240
Marketers attempts at reaching those over 50
have been miserably unsuccessful. No markets
motivations and needs are so poorly understood.
Peter Francese, founding publisher, American
Demographics
241
17
242
Up, Up, Up, Up the Value-added Ladder.
243
Tweet 10.05.10 Word "commodity" obscene!
"Commodity" state of mind! ANYTHING ... can be
differentiated numerous wayslogistics, quality
of relationship, co-development of new use ...
244
50BIBM Global Services/Systems
integrator of choice
245
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems (7
years, 5 to 55)
246
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
247
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
248
MasterCard Advisors
249
Era 1/Obvious Value Our it works, is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver business
advantage (Culture-Strategic
change)Source Jeff Thull, The Prime Solution
Close the Value Gap, Increase Margins, and Win
the Complex Sale
250
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
251
(No Transcript)
252
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsScintillating ExperiencesServicesGoods
Raw Materials
253
18
254
Zappos 10 Corporate ValuesDeliver
WOW! through service.Embrace and drive
change.Create fun and a little weirdness.Be
adventurous, creative, and open-minded.Pursue
growth and learning.Build open and honest
relationships with communication.Build a
positive team and family spirit.Do more with
less.Be passionate and determined.Be
humble. Source Delivering Happiness, Tony
Hsieh, CEO, Zappos.com
255
14,00020,000
256
14,00020,00030
257
14,000/eBay20,000/Amazon30/Craigslist
258
Insanely Great Steve Jobs
259
Radically thrilling BMW
260
We are crazy. We should do something when
people say it is crazy. If people say something
is good, it means someone else is already doing
it.Hajime Mitarai, Canon
261
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
262
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
263
19
264
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
265
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.
266
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
267
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Source
Muhammad Yunus/The News HourPBS/1122.2006
268
20
269
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?
270
Excellence. Always. Innovate. Or.
Die. The 8Ps.
271
The 8Ps of Innovation SuccessPissed off!
Determined to change the world Passion!!!!
Persist, take the heat, sell Prototypes. Fast
Furiouspow!! Insanely great!Pals.
Buddies with different skills, recruiting
abilityProtector. Run cover, champion your
causePolitics. Political skillPersistence.
Can handle the bumps and U-turns
272
Part THREE
273
The Small Courtesies.
274
1
275
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
276
none!
277
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
278
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
279
K R PKindness Repeat business Profit.
280
K R P/Kindness Repeat business
Profit/Kindness Kind. Thoughtful. Decent.
Caring. Attentive. Engaged. Listens
well/obsessively. Appreciative. Open. Visible. Hon
est. Responsive. On time all the time. Apologizes
with dispatch for screwups. Over-reacts to
screwups of any magnitude. Professional in all
dealings. Optimistic. Understand that kindness to
staff breeds kindness to others/outsiders. Applies
throughout the supply chain. Applies to 100
of customers staff. Explicit part of values
statement. Basis for evaluation of 100 of our
staff.
281
2
282
The deepest human need is the need to be
appreciated.William James
283
1/80Post-interview Thank you notes
284
One kind word can warm three winter months.
Japanese Proverb
285
3
286
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful.
287
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 R
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