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Title: Tom%20Peters


1
Tom Peters Re-Imagine2006!Business
Excellence in a Disruptive AgeAetna
National Accounts 2006 Consultants Forum/Laguna
Niguel/01March2006
2
Tom Peters Re-imagine!Toward
Consumer-driven Health(care) Excellence!
3
Tom Peters Re-imagine!Toward
Client-driven Health(care) Excellence!
4
JanuaryFebruaryDukeApril...
5
Tom Peters Re-imagine!Toward
Client-driven Health(care) Excellence!Aetna
National Accounts 2006 Consultants Forum/Laguna
Niguel/01Duke2006/Part 1
6
Slides at tompeters.comshort (this one),
long
7
Tom Peters Re-Imagine!Toward
Client-driven, CustomerExperience-animated,
QUALITY-OBSESSED, OutcomeAccountability-focused,
InformationMeasurement-intensive, EMR-determined,
Science-aware, PreventionWellness-centric,
Healing-aimed, ChronicCare-oriented,
HomeCare-based, Boomer-sensitive,
WomensHealth-directed, Revolution-insistent
HEALTH(CARE) EXCELLENCE Aetna/Laguna
Niguel/Part 2
8
Evidence-based/Outcomes-based .....
DPay-for-performance DIS/IT
(general) . CUse of information
C-EMR .
C-/DQuality/100K . D-
(kind)Acute-to-chronic shift ....
DAcute to Prevention/Wellness
D/D-Patient-centric/Client-centric.
DDocs acceptance of evidence-based
D/D-Corporate focus on Prevention/Wellness..
.. C-/DIndividual focus on Prevention/Wellness
.. DIndividuals education/self management
progress C-Workforce acceptance of
self-responsibility .. CWorkforce transition
to Brand You ... C-/DThere is damn
little evidence to support these assessments
9
Re-imagine! Not Your Fathers World.
10
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
11
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
12
In a global economy, the government cannot give
anybody a guaranteed success story, but you can
give people the tools to make the most of their
own lives. WJC, from Philip Bobbitt, The Shield
of Achilles War, Peace, and the Course of History
13
The Generals Admonition. (And Darwins)
14
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
15
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
16
1. Re-imagine Permanence Naked Emperors.
17
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
18
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
19
4/40
20
De-cent-ral-iz-a-tion!
21
Ex-e-cu-tion!
22
Ac-count-a-bil-ity!
23
615A.M.
24
2. Re-imagine Innovate or Die!
25
Brilliant!
26
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
27
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
28
This is not a mature category.
29
This is an undistinguished category.
30
Get better vs Get different
31
SummaryWallopWalMart16Or Why its so
unbelievably easy to beat a GIANT Company
32
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
33
Bold!
34
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
35
Just Say No I dont intend to be known as
the King of the Tinkerers. CEO, large
financial services company
36
CI/6S/Etc ConcernsOlivesDeck ChairsCow Paths
37
On a Scale of 1 to 10My main activities are
Olive- Reducing Projects (ORPs) ____ 1 No
way! 10 Fraid so.
38
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
39
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
40
Measurable!
41
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher (out of 10) on a Weirdness/
Profundity/ Wow/ Gasp-worthy/
Game-changer Scale?
42
Action!
43
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
44
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
45
Personal!
46
Step 1 Buy a Mirror!
47
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
48
3. Re-imagine Organizing I IS/IT as Disruptive
Tool!
49
We all live in Dell-WalMart-eBay-Google World!
50
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
51
Power Tools for Power Solutions/ Strategies!
TP
52
4. Re-imagine Organizing II What Organization?
53
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
54
Sod all in the middle. Kevin Roberts (Fast
Company/03.06)
55
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
56
global innovation networks vs research in
large monolithic companies Source George
Colony/Forrester Research
57
5. Re-imagine Organizing III Welcome to a
Brand You World Distinct or Extinct
58
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented creativity,
advancement of knowledge, and economic
development. But at the same time, it will tend
to undermine safety net systems and penalize the
unskilled. Clyde Prestowitz, Three Billion New
Capitalists
59
Distinct or Extinct
60
Have you invested as much this year in your
career as in your car?Source Molly Sargent
61
7. Re-imagine Organizing V The Power of We
62
THE POWER OF US Mass Collaboration on THE
INTERNET Is Shaking Up Business
Cover/BusinessWeek/06.20.05
63
The fluidity of information will bring about a
radically democratized society where consumers
enjoy unprecedented power. Fast Company/10th
anniversary issue/March2006
64
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0 (2000)
Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
65
The nearly 1 billion people online
worldwidealong with their shared knowledge,
social contacts, online reputations, computing
power, and moreare rapidly becoming a collective
force of unprecedented power. For the first time
in human history, mass cooperation across time
and space is suddenly economical. BW/06.20.05
66
Theres a fundamental shift in power happening.
Everywhere, people are getting together and,
using the Internet, disrupting whatever
activities theyre involved in. Pierre
Omidyar, founder, eBay
67
The architecture of participationTim
OReilly/Tech-book publisher
68
8. Re-imagine Organizing VI The White-Collar
Tsunami and the Professional Service Firm (PSF)
Imperative.
69
Re-imagineUp, Up, Up, Up the Value-added
Ladder.
70
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
71
The PSF35 The Work The
Legacy1. CRYSTAL CLEAR POINT OF VIEW (Every
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 5. Playful Clients (Adventurous
folks who unfailingly Aim to Change the
World)6. Small Uneconomic Clients with Big
Aims 7. Life Is Too Short to Work with Jerks
(Fire lousy clients)8. OBSESSED WITH LEGACY
(Practice Group and Individual Dent the
UniverseSteve Jobs)9. Fire-on-the-spot Anyone
Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA)
RADICAL
72
The PSF35 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT
TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT
(Teach a man to fish )17. The Final
Exam DID WE MAKE A DRAMATIC, LASTING,
GAME-CHANGING DIFFERENCE?
73
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. (E.g. CRM
failure rate/Gartner 70) Jeff Thull, The
Prime Solution Close the Value Gap, Increase
Margins, and Win the Complex Sale
74
Point of View!
75
Static/ImitativeIntegrity.Quality.Excellence.
Continuous Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
76
9. Re-imagine Businesss Fundamental Value
Proposition PSFs Unbound, or Fighting
Inevitable Commoditization via The
Gamechanging Solutions Imperative.
77
Re-imagineUp, Up, Up, Up the Value-added
Ladder.
78
55B
79
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
80
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a yearthat
technology companies have never been able to
touch. Fortune
81
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
82
And MasterCard Advisors
83
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
84
10. Re-imagine Enterprise as Theater I A World
of Scintillating Experiences.
85
798
86
415/SqFt/WalMart798/SqFt/Whole Foods
87
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
88
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
89
The Value-added Ladder/Memorable
ConnectionScintillating Experiences
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
90
11. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
91
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
92
The Value-added Ladder/EmotionDreams Come
TrueScintillating Experiences Gamechanging
Solutions/Business AdvantageServicesGoods Raw
Materials
93
The Ritz-Carlton experience enlivens the
senses, instills well-being, and fulfills even
the unexpressed wishes and needs of our guests.
from the Ritz-Carlton Credo
94
IBM, UPS Dream Merchants!
95
12. Re-imagine the Customer A Trend Worth
Trillion Women Roar.
96
Women are the majority market Fara
Warner/The Power of the Purse
97
The Perfect Answer
Jill and Jack buy slacks in black
98
(No Transcript)
99
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
100
10. Womens Market Opportunity No. 1.
101
12. Re-imagine Leadership for Totally Screwed-Up
Times The Passion Imperative.
102
Tom Peters Toward Health(care)
Excellence!Aetna/Laguna Niguel/Part 2
103
Tom Peters Re-Imagine!Toward
Client-driven, CustomerExperience-animated,
QUALITY-OBSESSED, OutcomeAccountability-focused,
InformationMeasurement-intensive, EMR-determined,
Science-aware, PreventionWellness-centric,
Healing-aimed, ChronicCare-oriented,
HomeCare-based, Boomer-sensitive,
WomensHealth-directed, Revolution-insistent
HEALTH(CARE) EXCELLENCE Aetna/Laguna
Niguel/Part 2
104
HealthCentury21.Job 1(HC21.J1)Tom
Peters/0206.2006
105
!!!!!!!!!!!!!Healthcare vs Health
106
Quality!Prevention!Wellness!
107
Quality (100K deaths)Evidence/Outcomes-based
medicineIS/IT-in-health(care) revolutionWellness
/PreventionHealthcare to Health
transformationWash your hands!Home-care (as the
population rapidly ages)Med-school
re-orientation Public health emphasis
Mind-boggling (15 years?) social-moral-technologi
cal impact of life sciences (the
Singularity?)H5N1/WMDs/Environmental
degradationRisk assessment (private,
public)Market opportunityPublic vs/ Private
responsibilities partnerships Africa!
(Unconscionable failure to attend to/staggering
Health consequences for all)
108
Quality COULD IT TRULY BE THIS AWFUL?
109
When I climb Mount Rainier I face less risk of
death than Ill face on the operating table.
Don Berwick, Six Keys to Safer Hospitals A Set
of Simple Precautions Could Prevent 100,000
Needless Deaths Every Year, Newsweek (1212.2005)
110
Thomas PetersHe Went To The Hospital
111
CDC 1998 90,000 killed and 2,000,000 injured
from hospital-caused drug errors infections
112
HealthGrades/Denver195,000 hospital deaths per
year in the U.S., 2000-2002 390 full
jumbos/747s in the drink per year.Comments
This should give you pause when you go to the
hospital. Dr. Kenneth Kizer, National Quality
Forum. There is little evidence that patient
safety has improved in the last five years. Dr.
Samantha CollierSource Boston Globe/07.27.04
113
2m38s
114
Welcome to the Homer Simpson
Hospitala/k/a The Killing Fields
115
1,000,000 serious medication errors per year
illegible handwriting, misplaced decimal points,
and missed drug interactions and
allergies.Source Wall Street
Journal/Institute of Medicine
116
Mistakes 100,000 deathsminor fraction of the
total deaths caused by modern medicine. Hopkins
225,000 iatrogenic deaths (people killed by
docs) (Institute for Medicine higher) Source
Tom Farley Deborah Cohen, Prescription for a
Healthy Nation
117
YE GADS! New England Journal of Medicine/
Harvard Medical Practice Study 4 error rate (1
of 4 negligence). Subsequent investigations
around the country have confirmed the ubiquity of
error. In one small study of how clinicians
perform when patients have a sudden cardiac
arrest, 27 of 30 clinicians made an error in
using the defibrillator. Mistakes in
administering drugs (1995 study) average once
every hospital admission. Lucian Leape,
medicines leading expert on error, points out
that many other industrieswhether the task is
manufacturing semiconductors or serving customers
at the Ritz Carltonsimply wouldnt countenance
error rates like those in hospitals.
Complications, Atul Gawande
118
RAND (1998) 50, appropriate preventive care.
60, recommended treatment, per medical studies,
for chronic conditions. 20 chronic care
treatment that is wrong. 30 acute care treatment
that is wrong.
119
In a disturbing 1991 study, 110 nurses of
varying experience levels took a written test of
their ability to calculate medication doses.
Eight out of 10 made calculation mistakes at
least 10 of the time, while four out of 10
made mistakes 30 of the time.Demanding
Medical Excellence Doctors and Accountability
in the Information Age, Michael Millenson
120
20 not get prescriptions filled50
use meds inconsistentlySource Tom
Farley Deborah Cohen,
Prescription for a Healthy Nation
121
In health care, geography is destiny.Source
Dartmouth Medical School
122
Geography Is DestinyOften all one must do to
acquire a disease is to enter a country where a
disease is recognizedleaving the country will
either cure the malady or turn it into something
else. Blood pressure considered treatably high
in the United States might be considered normal
in England and the low blood pressure treated
with 85 drugs as well as hydrotherapy and spa
treatments in Germany would entitle its sufferer
to lower life insurance rates in the United
States. Lynn Payer, Medicine Culture
123
A healthcare delivery system characterized by
idiosyncratic and often ill-informed judgments
mustbe restructured according to evidence-based
medical practice.Demanding Medical Excellence
Doctors and Accountability in the Information
Age, Michael Millenson
124
Practice variation is not caused by bad or
ignorant doctors. Rather, it is a natural
consequence of a system that systematically
tracks neither its processes nor its outcomes,
preferring to presume that good facilities, good
intentions and good training lead automatically
to good results. Providers remain more
comfortable with the habits of a guild, where
each craftsman trusts his fellows, than with the
demands of the information age.Michael
Millenson, Demanding Medical Excellence
125
As unsettling as the prevalence of inappropriate
care is the enormous amount of what can only be
called ignorant care. A surprising 85 of
everyday medical treatments have never been
scientifically validated. For instance, when
family practitioners in Washington State were
queried about treating a simple urinary tract
infection, 82 physicians came up with an
extraordinary 137 strategies.Demanding Medical
Excellence Doctors and Accountability in the
Information Age, Michael Millenson
126
Most physicians believe that diagnosis cant be
reduced to a set of generalizationsto a
cookbook. How often does my intuition lead
me astray? The radical implication of the Swedish
study is that the individualized, intuitive
approach that lies at the center of modern
medicine is flawedit causes more mistakes than
it prevents. Atul Gawande, Complications
127
Probable parole violations Simple model (age,
of previous offenses, type of crime) beats M.D.
shrinks. 100 studies Statistical formulas gt
Human judgment. In virtually all cases,
statistical thinking equaled or surpassed human
judgment. Atul Gawande, Complications
128
PARADOX Many, many formal case reviews failure
to systematically/ systemically/ statistically
look at and act on evidence.Source
Complications, Atul Gawande
129
The Benefits of FOCUSED EXCELLENCE
Shouldice/Hernia Repair 30-45 min, 1
recurrence. Avg 90 min, 10-15
recurrence.Source Complications, Atul Gawande
130
About Bloody Time!100,000 Lives CampaignDon
Berwick/Institute for Healthcare Improvement
131
Whats your name? Whens your birthday?
132
Hospitals Pay Appropriate
Attention To Medical ErrorsYes .
1Aware and Trying Hard ... 8Aware But
Tepid Response 22No ... 25An
Inexcusable Tragedy .. 44Source 12.2005
Poll/tompeters.com
133
The Necessary IS/Web REVOLUTION
134
We all live in Dell-WalMart-eBay-Google World!
135
We almost all live in Dell -WalMart-eBay-Goog
le World!
136
Some grocery stores have better technology than
our hospitals and clinics. Tommy Thompson, HHS
SecretarySource Special Report on technology
in healthcare, U.S. News World Report (07.04)
137
Healthvs Healthcare
138
Healthvs Healthcare
139
Healthvs Healthcare
140
Healthvs Healthcare
141
Sanitary revolution mortality in major cities
down 55 between 1850 and 1915Source Tom
Farley Deborah Cohen, Prescription for a
Healthy Nation
142
Gwen former healthcare exec has wonderful
health insurance and an abundance of healthcare.
What Gwen does not have is health. And there is
nothing our health system can do to give it to
her. The battle cry is always health, but in
fact the struggle has always been over
healthcare. For all its inspiring, high-tech
cures, medicine is just not very effective at
curing our eras major killers. Medicine
doesnt do much chronic disease. When the
most common killers of our era are mostly
incurable and our preventive treatments pretty
feeble, you have to wonder about medical care as
a whole. There is a widely held view that
medical care contributes little to health. (John
Bunker/ Journal of the Royal College of
Physicians) Source Tom Farley Deborah Cohen,
Prescription for a Healthy Nation
143
Curve ShiftingSource Tom Farley Deborah
Cohen, Prescription for a Healthy Nation
144
Bump into factor Extra-size portions, eat
more. Higher shelf space snacks, more
obesity. More liquor stores, more crime. High
vs low fat Japanese who emigrate to U.S. suffer
3X increase in heart disease.Source Tom Farley
Deborah Cohen, Prescription for a Healthy Nation
145
Sprint/Overland Park KS Slow elevators, distant
parking lots with infrequent buses, food court
as poorly placed as possible, etc.Source
New York Times
146
Our focus can no longer be on cost containment.
Rather, we must emphasize education, disease
management programs, and wellness and prevention
far more strongly than we have in the past.
Chad Holliday/DuPont
147
Wellness
148
The curative model narrowly focuses on the
goal of cure. From many quarters comes evidence
that the view of health should be expanded to
encompass mental, social and spiritual
well-being. Institute for the Future
149
Ontario To Split Health Ministry
Headline/Globe And Mail /06.05 (New ministry
will focus on Prevention/ Wellness/Eldercare)
150
Go Bubba! WASHINGTON (Feb.
28) - Former President Clinton, a reformed
overeater, urged state governors on Tuesday to
embrace a long-term effort to change the nation's
culture of too much food and too little exercise.
(AOL.0301.0338am, re NGA)
151
Toms Story
152
Obesity/-79(-36) BP (140-85 to 90-60) Blood
sugar (180-87) Blood chemistry (normal)
Cholesterol (140-58) Metabolic rate/RMR (250)
Mental state (dramatic improvement)
153
Aging reversal!Why wasnt I informed
until age 59?
154
Determinants of HealthAccess to care
10Genetics 20Environment 20Health
Behaviors 50Source Institute for the Future
155
Planetree A Radical Model for New
Healthcare/Healing/Health/Wellness
Excellence It can be done!
156
The Nine
Planetree Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
157
Life Sciences Revo Rocks Our WorldComing soon
to a
158
WE ARE BEGINNING TO ACQUIRE DIRECT AND
DELIBERATE CONTROL OVER THE EVOLUTION OF ALL
LIFE FORMS ON THE PLANET.Source Juan
Enriquez, As The Future Catches You
159
H5N1
160
Kroll/SARS dont over-reactKroll/H5N
1 devastatingSource Newsweek/10.24.05
161
12. Re-imagine Leadership for Totally Screwed-Up
Times The Passion Imperative.
162
Create a Cause!
163
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
164
Trumpet an Exhilarating Story!
165
A key perhaps the key to leadership is
the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
166
Try It!
167
Sams Secret 1!
168
Dispense Enthusiasm!
169
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
170
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
171
Free the Lunatic Within!
172
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
173
Healthcare27 02.28.2006
174
If God spoke to me by saying, Mark, youre down
to your last three words What would you want to
say to your fellow humans that would make the
most positive impact? It would be a close call
between Love Thy Neighbor and Wash Your Hands. A
close third would be Move, Move, Move. Mark
Pettus, M.D.,The Savvy PatientThe most
important thing you can do to keep from getting
sick is to wash your hands. CDC/National
Center for Infectious Diseases
175
Wash Your Hands.
176
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