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Title: Tom%20Peters


1
Tom Peters EXCELLENCE. ALWAYS.Zagreb/ICPE
/05 June 2008
2
The capacity to develop close and enduring
relationships is the mark of a leader.
Unfortunately, many leaders of major companies
believe their job is to create the strategy,
organization structure and organizational
processesthen they just delegate the work to be
done, remaining aloof from the people doing the
work. Bill George, Authentic Leadership
Tom Peters EXCELLENCE. ALWAYS.Zagreb/05
June 2008
3
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
4
Tom Peters I. Have.Nothing.New.To.Say.
Zagreb/05 June 2008
5
The West spent 2.3 trillion on foreign aid
over the last five decades and still has not
managed to get twelve-cent medicines to children
to prevent half of all malaria deaths. The West
spent 2.3 trillion and still not managed to get
three dollars to each new mother to prevent five
million child deaths. But I and many other
like-minded people keep trying, not to abandon
aid to the poor, but to make sure it reaches
them.
L(21) L(-21)
6
The West spent 2.3 trillion on foreign aid
over the last five decades and still has not
managed to get twelve-cent medicines to children
to prevent half of all malaria deaths. The West
spent 2.3 trillion and still not managed to get
three dollars to each new mother to prevent five
million child deaths. But I and many other
like-minded people keep trying, not to abandon
aid to the poor, but to make sure it reaches
them.
Leadership(21A.D.) Leadership(21B.C.)
7
Ninety percent of success is showing up.
Woody Allen
8
Allied commands depend on mutual confidence
and this confidence is gained, above all,
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)Perhaps his most outstanding ability
at West Point was the ease with which he made
friends and earned the trust of fellow cadets
who came from widely varied backgrounds it was
a quality that would pay great dividends during
his future coalition command
9
18
10
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
11
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
12
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)
13
Why in the World did you go to Siberia?
14
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
15
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)
16
Slides at tompeters.com
17
We Have Thank you, Starbucks!
18
Sports You beat yourself!
19
Internal organizational excellence Deepest
Blue Ocean
20
A Blue ocean is by definition very profitable
and will be quickly copied. sustainable blue
(Internal organizational excellence) is far more
difficult to copy.
21
Thank you Rich!
22
Mapping your competitive position or
Rich DAveni/HBR
23
The Have you 50See Appendix One
24
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?


25
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.)
26
1
27
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
28
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
29
10,000,000/Day
30
Mission impossible?36B/98minus 675M/07
31
10,000,000/Day
32
Dick Kovacevich You dont get better by being
bigger. You get worse.
33
The last word There is no last word.
34
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
35
C.E.O. to C.D.O.
36
Chief Destruction Officer
37
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
38
2
39
1 Exporter?
40
4 Japan2 USA2 China
41
4 Japan3 USA2 China1 Germany
42
Reason?Daimler?BASF?Siemens?
43
Reason!!!Mittelstand
44
Or Goldmann Produktions(11/50/5M/dip and
coat, expensive pigments vs through coloring,
fades Bekro Chemie)
45
Focus A recent study by Stanford Business
School faculty shows that producers whose
offerings or expertise are more clearly
associated with one or two product categories
have better sales than those whose goods or
professional identity span multiple categories.
More focused producers throw off subtle hints
that they know their stuff, which is not lost on
customers. In short, says professor Michael
Hannan, The jack of all trades is the master of
none governs consumer choices of whose goodies to
buy. Stanford Business, 0208
46
Focus All Strategy Is Local True competitive
advantages are harder to find and maintain than
people realize. The odds are best in tightly
drawn markets, not big, sprawling ones
Title/ Bruce Greenwald Judd Kahn/HBR09.05
47
Jims Group
48
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
49
The Red Carpet Store Joel Resnick/Flemington NJ
(referenced in Fame Junkies)
50
3
51
The black swan
52
1982 (-) 200 Years ()
53
1982/Default Latin America 200 years Total
historical earnings The Black Swan The Impact
of the Highly Improbable, Nassim Nicholas Taleb

54
Career 1 or 2 black swans
55
Resilience!Hiring CEO, 100TrainingStructure
Systems (e.g. IS/IT)Culture
56
Character is more crucial now than ever, because
in times of great uncertainty past performance is
no indicator of future performance. Experience
falls away and all youre left with is
character. David Rothkopf, founder of a firm
that helps chief executives manage risks
57
4
58
revenue matters most
59
Our whole story is growing revenue. Vernon
Hill (Top-line driven standard is bottom-line
driven by cost cutting)
60
The Commerce Bank Modelcost cutting is a death
spiral.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
61
CROChief Revenue Officer
62
5
63
25
64
Give good tea!Norm, Ben
65
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
66
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
67
6
68
You Your calendarCalendars never lie
69
Its always showtime. David DAlessandro,
Career Warfare
70
7
71
Sell sell sell sell sell sell sell sell sell
sell sell sell sell sell sell sell sell sell sell
sell sell sell sell sell sell sell sell
72
8
73
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in your long and distinguished
career?
74
His immediate answer remember to tuck the
shower curtain inside the bathtub
75
9
76
2-cent candy
77
ltTGWvs. gtTGR
78
10
79
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
80
11
81
1/40
82
We have a strategic plan. Its called doing
things. Herb Kelleher
83
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
84
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
85
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
86
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
87
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.
88
You miss 100 of the shots you never take.
Wayne Gretzky
89
12
90
4/40
91
De-cent-ral-iz-a-tion!
92
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
93
Ex-e-cu-tion!
94
Execution is strategy. Fred Malek
95
MP Get the strategy right, the rest will take
care of itself.TP Get the people and
execution right, the strategy will take care of
itself.
96
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
97
Ac-count-a-bil-ity!
98
CF 30 (no salesfolk)MH 80 (salesfolk)
99
615A.M.
100
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
101
13
102
X XFXExcellence Cross-functional
Excellence
103
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.
104
???? XF lunches Measure!
105
Never waste a lunch!
106
Promote FRSs (Friction Reduction
Specialistsnobody can figure out what they do
but when theyre around things mysteriously get
done (Women? Not clear)FRSs kin to HROs, IROs
(Hurdle Removal Officers, Impedance Reduction
Officers)
107
14
108
K.i.s.s.Keep It Simple, Stupid
109
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
110
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not following
checklistIn 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
111
Pronovost is focused on work that is not
normally considered a significant contribution in
academic medicine. As a result, few others are
venturing to extend his achievements. Yet his
work has already saved more lives than that of
any laboratory scientist in the last decade.
Atul Gawande, The Checklist (New Yorker,
1210.07)
112
Beware of the tyranny of making Small Changes to
Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman, PepsiCo
113
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things using Small, Almost Invisible
Straightforward Levers with Big Systemic Impact.
TP
114
15
115
TP How to flush 500,000 down the toilet in
one easy lesson!!
116
lt CAPEXgt People!
117
Brand Talent.
118
16
119
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
120
17
121
The Dream Manager Matthew Kelly
122
??? of people with
123
Dreams
124
The Dream Manager Matthew KellyAn
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.
125
Exec but Tom, how do we find out what it is
that people really want? Tom (after a long pause
and a lot of thought and Im not kidding)
126
Exec but Tom, how do we find out what it is
that people really want? Tom (after a long pause
and a lot of thoughtand Im not kidding) Ask
em.
127
18
128
53 53
129
19
130
EMPHASIZE THE SOFT SKILLS.
131
?
132
A man without a smiling face must not open a
shop. Chinese Proverb
133
20
134
2/year legacy.
135
21
136
1 cause ofDis-satisfaction?
137
The Big Three Marriage Parenthood 1st Line
Supervisor Accomplishment through others
138
22
139
Leaders do people. Period. Anon.
140
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
141
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
142
23
143
Leaders SERVE people. Period. inspired by
Robert Greenleaf
144
No matter what the situation, the great
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
145
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
146
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.
147
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.
148
24
149
The Customer Comes Second Put Your People First
and Watch Em Kick Butt Hal Rosenbluth and
Diane McFerrin Peters (no relationbe delighted
if she was)
150
25
151
Every child is born an artist. The trick is to
remain an artist. Picasso
152
26
153
Do one thing every day that scares you.
Eleanor Roosevelt
154
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!
155
27
156
We are the company we keep
157
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
158
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
159
Normal o for 800
160
Freak Fridays once a month invite somebody
interesting, in any field, to have lunch with
your gang
161
28
162
Single greatest act of pure imagination
163
24
164
dubai
165
29
166
Hard Is SoftSoft Is Hard
167
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
168
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
169
30
170
Hard Is SoftSoft Is Hard
171
R.O.I.R.
172
Return On Investment In Relationships
173
Q/Systems Salesperson I make the sale, and then
the company screws up the engineering or delivery
or one of a dozen things. Any suggestions?A/TP
Spend less time with your customers!
174
C(I)gtC(E)
175
31
176
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.

177
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM.

178
Im sorry.
179
32
180
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
181
The Managers Book of Decencies How Small
/gestures Build Great Companies. Steve
Harrison, Adecco
182
33
183
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
184
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)
185
Cause Space Decency serviceexcellence
servant leadership
186
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
187
34
188
Dont forgetthe it!
189
It suddenly occurred to me
190
It suddenly occurred to me that in the space of
two or three hours he never talked about
cars. Les Wexner            
191
Not long ago, I heard one studio chief utter the
unthinkable What would happen if I made a movie
I actually looked forward to seeing? Peter
Bart, Editor in Chief, Variety former Paramount
exec, Hollywoods Model Doesnt Produce Art, or
Much Profit (NYT/0721.06)
192
35
193
A pox on micro-marketing
194
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
195
Women are the majority market Fara
Warner/The Power of the Purse
196
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
197
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
198
The Perfect Answer
Jill and Jack buy slacks in black
199
(No Transcript)
200
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
201
36
202
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
203
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?
204
Its gotta be a majority
205
37
206
7/13
207
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
208
2000-2010 Stats18-44 -155 21(55-64
47)
209
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!
210
38
211
EXCELLENCE. SOUL I.DESIGN.
212
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
213
Design is treated like a religion at BMW.
Fortune
214
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
215
Hypothesis DESIGN is the principal difference
between love and hate!Not like and
dislike
216
CDOChief Design Officer
217
38.1
218
EXCELLENCE.SYSTEMS. DESIGN. K.I.S.S.
219
Lisbon/New BizWeeks to
Minutes (!!!!)
220
First Steps Beauty Contest!
  • 1. Select one form/document invoice, airbill,
    sick leave policy, customer returns claim form.
  • Rate the selected doc on a scale of 1 to 10 1
    Bureaucratica Obscuranta/Sucks 10 Work of Art
    on four dimensions Beauty. Grace.
  • Clarity. Simplicity.
  • 3. Re-invent!
  • Repeat, with a new selection,
  • every 15 working days.

221
  • Beauty
  • Grace
  • Clarity
  • Simplicity

222
39
223
Up, Up, Up, Up the Value-added Ladder.
224
Auckland/pmtaipei/vpsingapore/pmbangkok/dpmfla
ndersamsterdam/MPsbarcelona/maKuala
Lumpur/CMlisbon/madublin/pmbuenos airessao
pauloWarsaw/MPslondon/mpsmilanSEOUL/Mamexico
d.f./mistanbul/dpmdubai/rfmoman/rfmusastockho
lm/mpsshanghaimaurittius/pmjohannesburgbuchare
st/CM
225
EXCELLENCE. VALUE ADDED.UP THE LADDER.NoT
Optional.
226
The Value-added Ladder/ BEDROCK Raw
MaterialsFarmers and Miners (Degree
Weightlifting)
227
The Value-added Ladder/ THINGSGoods Raw
Materials Engineers and Factory Workers
(Degree Engineering)
228
The Value-added Ladder/TRANSACTIONSServicesGo
ods Raw Materials Clerks (Degree Process
Engineering)
229
40
230
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
231
IBM 55BAlso HP-EDS
232
IBM 55BAlso HP-EDS
233
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
234
Huge Customer Satisfaction versus Customer
Success
235
Results are measured by the success of all
those who have purchased your product or service
Jan Gunnarsson Olle Blohm, The Welcoming Leader
236
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
237
support function / cost center/ overhead
or
238
Up, Up, Up, Up the Value-added Ladder.
239
41
240
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
241
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
242
The Starbucks Fix Is on We have
identified a third place. And I really
believe that sets us apart. The third place is
that place thats not work or home. Its the
place our customers come for refuge. Nancy
Orsolini, District Manager
243
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
244
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding ExperiencesCustomer
Success/Implemented Gamechanging
SolutionsServicesGoods Raw MaterialsTheatric
al Skills (Degree Theater Arts)
245
CXOChief eXperience Officer
246
Up, Up, Up, Up the Value-added Ladder.
247
42
248
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
249
Furniture vs. DreamsWe do not sell furniture
at Domain. We sell dreams. This is accomplished
by addressing the half-formed needs in our
customers heads. By uncovering these needs, we,
in essence, fill in the blanks. We convert
needs into dreams. Sales are the inevitable
result. Judy George, Domain Home Fashions
250
The sun is setting on the Information
Societyeven before we have fully adjusted to its
demands as individuals and as companies. We have
lived as hunters and as farmers, we have worked
in factories and now we live in an
information-based society whose icon is the
computer. We stand facing the fifth kind of
society the Dream Society. Future products
will have to appeal to our hearts, not to our
heads. Now is the time to add emotional value to
products and services. Rolf Jensen/The Dream
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
251
The Value-added Ladder/ EMOTIONDreams Come
TrueDesign-driven Spellbinding Experiences
Customer Success/Implemented Gamechanging
SolutionsServicesGoods Raw MaterialsPsycholo
gists (Degree Psychology)
252
43
253
EXCELLENCE.SOUL II.THE STORY.
254
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
255
Market Power Story Power
256
Best story wins!
257
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories. Rolf Jensen, Copenhagen
Institute for Future Studies
258
The Value-added Ladder/ EMOTIONDreams Come
True/Best Story WinsDesign-driven Spellbinding
Experiences Customer Success/Implemented
Gamechanging SolutionsServicesGoods Raw
MaterialsAnthropology (Degree Anthropology)
259
44
260
Up, Up, Up, Up the Value-added Ladder.
261
3/6
262
Ladder.2008 3 of 6! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
263
New (3 of 6) Value-added Ladder Plays to
Womens Inherent Strengths! Dreams Come True/F
Spellbinding Experiences/FGamechanging
Solutions/FServices/F-MGoods/MRaw Materials/M
264
45
265
EXCELLENCE. DOES MATTER MATTER?
266
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
267
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
268
The Boot and TimberlandThe Tomato/ Farmer
and Campbells
269
Ladder.2008 3 of 6! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
270
46
271
EXCELLENCE. BEDROCK.LEADERSHIP. THE 9Ps. THE
1 M.THE 1 E
272
THE 9Ps.
273
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
274
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
275
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)
276
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
277
I am a Dispenser of Enthusiasm!Ben Zander
278
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
279
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
280
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
281
MBWA
282
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
283
You must be the change you wish to see in the
world.Gandhi
284
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
285
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
286
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
287
Leaders do people. Period. Anon.
288
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
289
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!
290
Do one thing every day that scares you.
Eleanor Roosevelt
291
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
292
On NELSON other admirals more frightened of
losing than anxious to win
293
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
294
47
295
THE 1M.
296
The 1m
297
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
298
48
299
THE 1E.
300
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
301
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
302
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)
303
If Not Excellence, What?
304
The capacity to develop close and enduring
relationships is the mark of a leader.
Unfortunately, many leaders of major companies
believe their job is to create the strategy,
organization structure and organizational
processesthen they just delegate the work to be
done, remaining aloof from the people doing the
work. Bill George, Authentic Leadership
Tom Peters EXCELLENCE. ALWAYS.Zagreb/05
June 2008
305
Appendix OneThe Have you 50
306
Mapping your competitive position or
307
While waiting last week early December 2007 in
the Albany airport to board a Southwest Airlines
flight to Reagan, I happened across the latest
Harvard Business Review, on the cover of which
was a yellow sticker. The sticker had on it the
words Mapping your competitive position. It
referred to a feature article by my friend Rich
DAveni. His work is uniformly goodand I have
said as much publicly on several occasions dating
back 15 years. Im sure this article is good,
toothough I didnt read it. In fact it triggered
a furious negative Tom reaction as my wife
calls it. Of course I believe you should worry
about your competitive position. But instead of
obsessing on competitive position and other
abstractions, as the B-schools and consultants
would always have us do, I instead wondered about
some practical stuff which I believe is more
important to the short- and long-term health of
the enterprise, tiny or enormous.
308
Unfortunately many leaders of major companies
believe their job is to create the strategy,
organization and organization processesremaining
aloof from the people doing the work. George
Kohlrieser, Hostage at the Table (GK is, among
other things, a hostage negotiator with a 95
success rate)
309
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.)
310
1. Have you in the last 10 days visited a
customer? 2. Have you called a
customer TODAY?
311
Blog1231.07 FLASH! FLASH! FLASH! FOR IMMEDIATE
ACTION! FOR IMMEDIATE ACTION! FOR IMMEDIATE
ACTION! OLD YEARS RESOLUTION! Call (C-A-L-L!)
(NOT E-MAIL!) 25-50 (NO LESS THAN 25) people
TODAY to thank them for their support this
year (2007) and wish them and their families
and colleagues a Happy 2008!
Today TODAY N-O-W (not within the
hour) Remember ROIR gt ROI. ROIR Return On
Investment in Relationships. Success
ƒ(Relationships). This is the most important
piece of advice I have provided this
year. This is Not Optional. Trust me
This is fun!!!! Trust me This
works. Happy 2008!!!
312
I posted this at tompeters.com on New Years Eve
2007.
313
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?
314
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
315
The director of staff services at the giant
financial services firm, UniCredit Group,
installed the most thorough internal customer
satisfaction measures scheme I have seenwith
exceptional rewards for those who make the grade
with their internal customers.
316
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?
317
You Your calendarCalendars never lie
318
All we have is our time. The way we spend our
time is our priorities, is our strategy.
Your calendar knows what you really care about.
Do you?
319
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?
320
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?
321
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.

322
R.O.I.R.
323
Return On Investment In Relationships
324
Job One.
325
You must care. General Melvin Zais
326
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
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