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Tom Peters EXCELLENCE. ALWAYS.Mexico
D.F./0410.08
3
Slides at tompeters.com
4
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
5
We Have Thank you, Starbucks!
6
Sports You beat yourself!
7
Speech You beat yourself!
8
Internal organizational excellence Deepest
Blue Ocean
9
A Blue ocean is by definition very profitable
and will be quickly copied. sustainable blue
(Internal organizational excellence) is far more
difficult to copy.
10
Internal organizational excellence Brand
inside
11
B(I) gt B(O)
12
part 1
13
Excellence The Leadership50
14
bedrock.
15
1. Leaders serve.
16
Organizations exist to serve. Period. Leaders
live to serve. Period.
17
The Basic Mechanism.
18
2. Leadership Is a Mutual Discovery Process.
19
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
20
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.
21
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
22
The Dream Manager Matthew KellyE.g. An
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
23
Quests!
24
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
25
Cause (worthy of commitment)Space (room
for/encouragement
for initiative-adventures) Decency
(respect, grace,
integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
26
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
servant leadership
27
Cause Space Decency serviceexcellence
servant leadership
28
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.
29
Why in the World did you go to Siberia?
30
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
31
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.
32
Internal organizational excellence Deepest
Blue Ocean
33
A Blue ocean is by definition very profitable
and will be quickly copied. sustainable blue
(Internal organizational excellence) is far more
difficult to copy.
34
Internal organizational excellence Brand
inside
35
B(I) gt B(O)
36
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 gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
37
The Leadership Types.
38
3. Great Leaders on White Horses Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
39
Whoops Jack didnt have a vision!
40
4. But There Are Times When the visionary
Type (Type II Leadership) Matters!
41
A leader is a dealer in hope. Napoleon
42
5. Find the Businesspeople! (Type III
Leadership)
43
I.P.M. (Inspired Profit Mechanic)
44
6. All Organizations Need the Golden Leadership
Triangle.
45
The Golden Leadership Triangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic.
46
7. Leadership Mantra 1 IT ALL DEPENDS!
47
Renaissance Men are a snare, a myth, a
delusion!
48
8. The Leader Is Rarely/Never the Best Performer.
49
The Leadership Dance.
50
9. Leaders SHOW UP!
51
MBWA
52
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
53
Its always showtime. David DAlessandro,
Career Warfare
54
10. Leaders LOVE the MESS!
55
If things seem under control, youre just not
going fast enough. Mario Andretti
56
11. Leaders DO!
57
We have a strategic plan. Its called doing
things. Herb Kelleher
58
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
59
12. Leaders Re-do.
60
Phil Crosby is an idiot!
61
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
62
13. BUT Leaders Know When to Wait.
63
Tex Schramm The too hard box!
64
14. Leaders Are Optimists.
65
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
66
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. Lou Cannon
67
15. Leaders FOCUS!
68
Dennis, you need a To-dont List !
69
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
70
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
71
16. Leaders Send V-E-R-Y Clear Signals About
Whats Important!
72
Really Important Stuff Rogers Rule of Three!
73
Danger S.I.O. (Strategic Initiative Overload)
74
If It Aint Broke Break It.
75
17. Leaders FORGET!/Leaders DESTROY!
76
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
77
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
78
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

79
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
80
19. Leaders HONOR THE USURPERS.
81
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersSource Wayne Burkan,
Wide Angle Vision
82
20. Leaders Make Lots of Mistakes and MAKE NO
BONES ABOUT IT!
83
Fail faster. Succeed sooner.David Kelley/IDEO
84
21. Leaders Make BIG MISTAKES!
85
Reward excellent failures. Punish mediocre
successes.Phil Daniels
86
Create.
87
22. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
88
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

89
YESBANKCommerce Bank
90
23. Leaders Make Their Mark / Leaders Do
Stuff That Matters
91
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
92
24. Leaders Push Their Organizations W-a-y Up
the Value-added Chain.
93
55B
94
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
95
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
96
24
97
Every project we undertake starts with the same
question How can we do what has never been done
before? Stuart Hornery, Lend Lease
98
25. Leaders Push Past Service Transactions to
Scintillating Experiences.
99
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
100
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
101
26. Leaders LOVE the New Technology!
102
Power Tools For Power Strategies/ARD 40K
103
27. Needed? Type IV Leadership Technology
Dreamer-True Believer
104
The Golden Leadership Quadrangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic (4) Technology Dreamer-True Believer.
105
Talent.
106
28. Leaders DO TALENT!
107
Leaders do people. Period. Anon.
108
Brand Talent.
109
29. When It Comes to TALENT Leaders Always Go
Berserk!
110
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
111
30. Leaders Listen. Leaders Consult.
112
The One line of code Theorem All we-they-me
want is (1) to be consulted, (2) to be taken
seriously, (3) a tiny show of appreciation
113
Passion.
114
31. Leaders Sell PASSION!
115
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)
116
32. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
117
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
118
BZ I am a Dispenser of Enthusiasm!
119
33. Leaders Are in a Hurry
120
We dont sell insurance anymore. We sell speed.
Peter Lewis, Progressive
121
Metabolic Management
122
34. Leaders Focus on the SOFT STUFF!
123
Hard is soft. Soft Is hard.
124
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for Change.
125
The Job of Leading.
126
35. Leaders Know Its ALL SALES ALL THE TIME.
127
If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
128
36. Leaders LOVE POLITICS.
129
If you dont LOVE POLITICS find another life.
(Dont pretend youre a leader.)
130
All success is a Matter of implementation. All
implementation is a matter of politics.
131
37. But Leaders Also Break a Lot of China.
132
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, Most Admired
Global Corporations
133
38. Leaders Give RESPECT!
134
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
135

• 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.
• Source Sara Lawrence-Lightfoot, Respect

136
39. Leaders Say Thank You.
137
The deepest human need is the need to be
appreciated.William James
138
40. Leaders Are Curious.
139
The Three Most Important Letters WHY?
140
41. Leadership Is a Performance.
141
It is necessary for the President to be the
nations No. 1 actor.FDR
142
42. Leaders Are The Brand
143
You must be the change you wish to see in the
world.Gandhi
144
43. Leaders Have a GREAT STORY!
145
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
146
Leader Job 1Paint Portraits of Excellence!
147
Introspection.
148
44. Leaders Enjoy Leading.
149
Tom, you left out one thing
150
45. Leaders LAUGH!
151
46. Leaders KNOW THEMSELVES.
152
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they
are comfortable with their own skin. (Leaders
who are not comfortable with themselves become
petty control freaks.)
153
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?
154
47. But Leaders have MENTORS.
155
Upon having the Leadership Mantle placed upon
ones head, he/she shall never hear the
unvarnished truth again! (Therefore, she/he
needs one faithful compatriot to lay it on with
no jelly.)
156
The End Game.
157
48. Leaders are RELENTLESS.
158
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
159
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
160
49. Leaders ???
161
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
162
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES.
163
50. Leaders Free the Lunatic Within!
164
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
165
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!
166
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
167
51. LeadersRelentlessly Pursue Excellence
168
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)
169
Excellence Is a Universal Striving. If Not
Excellence, What?
170
part 2
171
EXCELLENCE. ALWAYS.Essentials.
172
1/15
173
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)
174
2
175
25
176
2a
177
MBWA
178
5,000 miles for a 5-minute face-to-face
meeting
179
I call 60 CEOs in the first week of the year
to wish them happy New Year. Hank Paulson,
former CEO, Goldman SachsSource Fortune,
Secrets of Greatness, 0320.05
180
MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
181
2b
182
The Have you 50
183
The Have you 50
184
Mapping your competitive position or
185
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.)
186
1. Have you in the last 10 days visited a
customer?2. Have you called a customer TODAY?
187
2c
188
You Your calendarCalendars never lie
189
3
190
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
191
3A
192
2-cent candy
193
3-cent lemon!
194
ltTGWvs. gtTGR
195
What Rikyu demanded was not cleanliness alone,
but the beautiful and the natural also. Kakuzo
Okakura, The Book of Tea
196
Rikyu was watching his son Sho-an as he swept
and watered the garden path. Not clean enough,
said Rikyu, when Sho-an had finished his task,
and bade him try again. After a weary hour, the
son turned to Rikyu Father, there is nothing
more to be done. The steps have been washed for
the third time, the stone planters and the trees
are well sprinkled with water, moss and lichens
are shining with a fresh verdure not a twig, not
a leaf have I left on the ground. Young fool,
chided the tea-master, that is not the way a
garden path should be swept. Saying this, Rikyu
stepped into the garden, shook a tree and
scattered over the garden gold and crimson
leaves, scraps of the brocade of autumn! What
Rikyu demanded was not cleanliness alone, but the
beautiful and the natural also. Kakuzo Okakura,
The Book of Tea
197
First Step (?!) Hire a theater director, as a
consultant or FTE!
198
4
199
one idea.1966-2008.
200
What makes God laugh?
201
People making plans!
202
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. Screw it up. it. Try
it. Try it. try it. Try it. Screw it up. Try it.
Try it. Try it.
203
We have a strategic plan. Its called doing
things. Herb Kelleher
204
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
205
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
206
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
207
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
208
You miss 100 of the shots you never take.
Wayne Gretzky
209
Joe J. Jones 1942 2008 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
210
4a
211
one point one idea/s.1966-2007.
212
Execution is strategy. Fred Malek
213
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
214
Execution Deepest Blue Ocean
215
5
216
X XFXExcellence Cross-functional
Excellence
217
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer Solutions
218
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
219
6
220
TP How to flush 500,000 down the toilet in
one easy lesson!!
221
lt CAPEXgt People!
222
Brand Talent.
223
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
create/must necessarily create organizations
which are 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 jointly perceived soaring purpose and
personal and community and client service
Excellence.
224
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
225
6A
226
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
227
6B
228
?
229
A man without a smiling face must not open a
shop. Chinese Proverb
230
EMPHASIZE THE SOFT SKILLS.
231
6c
232
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
233
B(I) gt B(O)
234
6d
235
53 53
236
6e
237
2/year legacy.
238
6f
239
1 cause ofDis-satisfaction?
240
The Big Three Marriage Parenthood 1st Line
Supervisor Accomplishment through others
241
6g
242
Leaders do people. Period. Anon.
243
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
244
6h
245
Leaders SERVE people. Period. inspired by
Robert Greenleaf
246
No matter what the situation, the excellent
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
247
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
248
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.
249
6i
250
Every child is born an artist. The trick is to
remain an artist. Picasso
251
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/2006 Nobel Peace prize winner,
father of micro-lending /The News
HourPBS/1122.2006
252
7
253
Do one thing every day that scares you.
Eleanor Roosevelt
254
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!
255
7a
256
We are the company we keep
257
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
258
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
259
Normal o for 800
260
7b
261
The last word There is no last word.
262
Flat as a Pancake (Or Worse)WalMart Dell
Intel Yahoo Home Depot Microsoft GE
263
C.E.O. to C.D.O.
264
Chief Destruction Officer
265
Built to LastvsBuilt to Change/Rock the World
266
8
267
Single greatest act of pure imagination
268
24
269
dubai
270
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
271
3Ms Innovation Crisis How Six Sigma Almost
Smothered Its Idea CultureSource Title/Cover
Story, BW, 0611.07 (Whats remarkable is how
fast a culture can be torn apart, 3M lead
scientist In an innovation economy, 6 Sigma
is no longer a cure all/BW)
272
9
273
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
274
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
275
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
276
9a
277
The Eight Basics of Excellence Two Points of
View
278
One A bias for action a preference for doing
something - anything - rather than sending a
question through cycles and cycles of analyses
and committee reports. One A bias for action a
preference for doing something - anything -
rather than sending a question through cycles and
cycles of analyses and committee reports.
Understanding that experimentation (trial
error), not theory, is the bedrock of the
scientific method and enterprise Excellence
alike. Two Staying close to the customer
learning his preferences and catering to them.
Two Staying close to the customer learning
her preferences, catering to her needs, engaging
her in a partnership, creating experiences for
her that unleash the sustainability of loyalty
and the power of word-of-mouth recommendation.
279
Three Autonomy and entrepreneurship - breaking
the corporation into small companies and
encouraging them to think independently and
competitively. Three Autonomy and
entrepreneurship - breaking the corporation into
small companies, and the company into small
groupsand encouraging them all to think
imaginatively, to own their part of the
enterprise, and to be accountable for their
results. Four Productivity through people
creating in all employees the awareness that
their best efforts are essential and that they
will share in the rewards of the companys
success. Four Productivity through people
practicing servant leadership, realizing that
the leaders job in pursuit of Excellence is
first and last and foremost to develop
unsurpassable competitive advantage through
turned on, eternally growing, highly committed
talent in every position. To a large extent, This
Is Our Mission!
280
Five Hands-on, value driven insisting that
executives keep in touch with the firms
essential business. Five Hands-on, value driven
staying in close personal touch with the action
and actors on the ground, no matter the
distractions of other priorities, through daily
MBWA/Managing By Wandering Around., Preaching
and living the Gospel of Excellence. Six
Stick to the knitting remaining with the
business the company knows best. Six Stick to
the knitting learning, growing, branching out,
but favoring organic growth and not straying
beyond the core competencies that are the basis
of our sustainable Excellence.
281
Seven Simple form, lean staff few
administrative layers, few people at the upper
levels. Seven Simple form, lean staff few
administrative layers, few people at the upper
levels, employees each acting as Brand You,
constant pursuit of Excellence in Execution
through Simplicity and Clarity and
Integrity-Character. Eight Simultaneous
loose-tight properties fostering a climate
where there is dedication to the central values
of the company combined with tolerance for all
employees who accept those values. Eight
Simultaneous loose-tight properties fostering a
climate where there is dedication and buy in
and excitement about the central values and the
Ideal of Excellence throughout the enterprise,
combined with a passion for constant growth and
experimentation within or close to the bounds of
those shared values.
282
Doing to vs doing with Job done well vs
open-ended Quest for growth, full of
surprises Motivate vs Engage Tolerance
vs Expectation Director vs
Servant Unspecified vs Excellence Him vs
Her
283
9b
284
Why in the World did you go to Siberia?
285
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
286
10
287
Hard Is SoftSoft Is Hard
288
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
289
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
290
10A
291
Hard Is SoftSoft Is Hard
292
95
293
What I learned from my years as a hostage
negotiator is that we do not have to feel
powerlessand that bonding is the antidote to
the hostage situation. George Kohlrieser,
Hostage at the Table
294
The terms hard facts, and the soft stuff
used in business imply that data are somehow real
and strong while emotions are weak and less
important. George Kohlrieser, Hostage at the
Table
295
10b
296
Hard Is SoftSoft Is Hard
297
R.O.I.R.
298
Return On Investment In Relationships
299
C(I)gtC(E
300
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
301
10c
302
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
303
10d
304
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.

305
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM.

306
I screwed up.
307
10e
308
Attending to the Last 98 The New
Management Science, or Hard Is Soft, Soft
Is Hard Tom Peters/12.03.2008
309
S f( ___ ) Success Is a Function of
310
S ƒ(DR -2L, -3L, 4L IE) Number and depth
of relationships 2, 3, and 4 levels down, inside
and outside the organization S
ƒ(SDgtSU) Sucking down is more important than
sucking upthe idea is to have the entire
organization working for you. S ƒ(non-FF,
non-FL) Number of friends, number of lunches
with people not in my function S ƒ(FF) Number
of friends in the finance function-organization S
ƒ(OF) Oddball friends S ƒ(PDL) Purposeful,
deep listeningthis is very hard
311
S ƒ(EODD3MC) Number of end-of-the-day
difficult (youd rather avoid) 3-minutecalls
that soothe raw feelings, mend fences, etc S
ƒ(UFP, UFK, OAPS) Unsolicited favors performed,
UFs involving co-workers kids, overt acts
politeness-solicitude toward co-workers
spouses, parents, etc. S ƒ(TN) Number of
thank you notes sent S ƒ(C, PTS/OLC,
SAPA) of consultations, perception of being
taken serious (Responsible for one line of
code, small act of public appreciation S
ƒ(SU) Showing up (Woody Allen, Delawares
ridiculous influence on the U.S. Constitution)
312
S ƒ(1D) Seeking the assignment of writing first
drafts, minutes, etc (1787) S ƒ(SEAs) Number
of solid relationships with Executive
Assistants S ƒ(UL/w-m) useful lunches per
week, month S ƒ(FG,FOC-BOF, CMO) Favors given,
favors owed collectively, balance of favors,
conscious management thereof S ƒ(CPRM,
TS) Conscious-planned Relationship management,
time spent thereon S ƒ(TN/d, FG/m, AA/d) Thank
you notes per Day, flowers given per Month, Acts
of Appreciation per Day S ƒ(PT100ATS,
ENMFTTT) Proactive, timely, 100 apologies for
tiny screw-ups, even if not my fault (it always
takes two to tango)
313
S ƒ(AMR, NBS-SG) Acceptance of mutual
responsibilities for all affairs, no
blame- shifting, scape-goating S
ƒ(APLSLFCT) Awareness, perception of little
snubsand lightening fast correction thereof S
ƒ(G) Grace S ƒ(GA) Grace toward adversary S
ƒ(GW) Grace toward the wounded in bureaucratic
firefights
314
S ƒ(PD) Purposeful decency S ƒ(TSPD,
TSP-L1) Time spent on promotion decisions,
especially for 1st level managers S ƒ(SS,
H-PD) soft stuff involved in Hiring, Promotion
decisions S ƒ(TWA, P, NP) Time wandering
around, purposeful, non-planned S ƒ(SBS) Slack
built into Schedule S ƒ(TSHR) Time spent
Hurdle Removing
315
S ƒ(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff S
ƒ(MBTSSMR) Purposeful management of this Soft
Stuff by people reporting to me S ƒ(EC,
MMO) Emotional connection, mgt maintenance
of S ƒ(IMDOP) Investment in Mastery of
detailed organization processes S ƒ(H-TS) Time
spent on Hiring
316
S ƒ(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff
317
Q But wheres the beef? A This is
the beef!
318
11
319
Dont forgetthe it!
320
It suddenly occurred to me
321
It suddenly occurred to me that in the space of
two or three hours he never talked about
cars. Les Wexner            
322
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
323
11A
324
Who buys it I Sunset for men!
325
Women are the majority market Fara
Warner/The Power of the Purse
326
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
327
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
328
The Perfect Answer
Jill and Jack buy slacks in black
329
(No Transcript)
330
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
331
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
332
11B
333
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
334
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
335
11c
336
Who buys it II Sunrise for old folks!
337
2000-2010 Stats18-44 -155 21(55-64
47)
338
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
339
7/13
340
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!
341
12
342
gurugate The Gurus fixation with the wrong
stuffNot they, but us.
343
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
344
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
345
Dick Kovacevich You dont get better by being
bigger. You get worse.
346
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
347
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
348
4 Japan2T china2t USA1 Germany
349
Reason!!!Mittelstand
350
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
351
Family BusinessesTwo-thirds of
total s of companiesOne-half of biggest
companiesgtOne-half GDPgtOne-half employment6
more profitable7 better ROAHigher income
growthHigher revenue growthSource John Davis,
HBS
352
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
353
Jims Group
354
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
355
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
356
Natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... to invent
the human mind ... The Cobra Event
357
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
358
Mission impossible?36B/98minus 675M/07
359
Market capitalization lost per day, 1998-2007
10,000,000/Day
360
Lived in same town all adult lifeFirst
generation thats wealthy/ no parental
supportDont look like millionaires, dont
dress like millionaires, dont eat like
millionaires, dont act like millionairesMany
of the types of businesses they are in could
be classified as dull-normal. They are
welding contractors, auctioneers, scrap-metal
dealers, lessors of portable toilets, dry
cleaners, re-builders of diesel engines, paving
contractors Source The Millionaire Next
Door, Thomas Stanley William Danko
361
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
362
The Fabulous FiveSMEs!Priva
te companies! Dull industries!Productive
churn Built to Rock the World!Laudable
CEOs!
363
13
364
EXCELLENCE. BEDROCK.LEADERSHIP. THE 9Ps. THE
1M.
365
THE 9Ps.
366
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
367
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
368
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)
369
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
370
I am a Dispenser of Enthusiasm!Ben Zander
371
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
372
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
373
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
374
MBWA
375
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
376
You must be the change you wish to see in the
world.Gandhi
377
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
378
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
379
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
380
Leaders do people. Period. Anon.
381
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
382
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!
383
Do one thing every day that scares you.
Eleanor Roosevelt
384
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
385
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
386
Leaderships 10th P
Promotion
387
2 per Year/ 20 per Decade