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Title: Tom Peters


1
Tom PetersEXCELLENCE. ALWAYS.AIM/Adelai
de/05 September 2006
2
Slides at tompeters.comalso long
3
The Irreducible209/Sales122/60TIBsTom
Peters/0607.2006
4
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move mountains. No
alt.) 12. You must care. 13. Emotion. 14. Hard is
soft. (Soft is hard.)
5
EXCELLENCE. ALL YOU NEED TO KNOW.
6
25
7
Execution. (Discipline.)Accountability.Action,
a Bias for. (S.A.V./R.F.A.)Relentless.Experiment
ation. (Innovate or Die. He who makes
)Adaptability. (Plan B We eat )In the
moment. (Bertolucci.)Senility.Exuberance.Fun.
Technicolor. Wow! (Extreme Language.)Quest-Advent
ure.By Invitation.Talent. Roster.
(21M.)Weird. (Hangin Out Bottlenecks.)D-squa
red/Dramatic Difference.Up-Up-Up the VA
Ladder. Trifecta Wow Projects-Brand You-PSF.
(No Option.)Design.Women.4-40/D.E.A.615.
(60TIBs IRR209.)EXCELLENCE.
8
Thats a Big Number .
9
Thats a Big Number .
10
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
11
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
12
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
13
EXCELLENCE. THE GENERALS STORY.DARWINS
STORY.FORBES STORY.PAULS SRORY.JMY STORY.
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
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market just 2 (2), GE Kodak,
outperformed the market from 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
17
(Practical) Implication?Go for it! (Why
notalternative is slow death, at best)
18
Keep Austin Weird(Kirk Watson)
19
We are in a brawl with no rules. Paul Allaire
20
S.A.V.
21
Joe J. Jones 1942 2006 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
22
EXCELLENCE. STARTERS.HORRORS.
23
Radio City Music HallSeptember 2005
24
Franchise Lost! TP How many of you 600
really crave a new Chevy?
25
Ford, GM and Chrysler do not just make cars
expensively they make bad cars expensively.
Investec analyst, International Herald, 0805.06
26
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)
27
Did one of em ever turn to the other and say
Wow, I wonder what unimaginable new tools,
otherwise not possible, will be brought forth for
my daughter Alice, age 17, because of this deal?
28
EXCELLENCE. STARTERS.BASICS.
29
P.P.E.E.R.R.E.
30
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
31
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
32
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.Senility.
33
Wanted Corporate Senility! Desperately!
The problem is never how to get new,
innovative thoughts into your mind, but how to
get the old ones out. Dee Hock
34
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
35
EXCELLENCE. THE WORD.
36
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
37
EXCELLENCE. GAMECHANGER.
38
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
39
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
40
EXCELLENCE. GAMECHANGER.(MAYBE.)
41
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
42
Them-UsTom Peters/0624.2006
43
Them UsStrategy

EXECUTIONPlanning
ActionMarketing
Selling/SalesMarkets
CustomersCustomers
ClientsMicro-segmentation Big
Stuff (Women, Boomers)Cost minimization
Revenue maximizationSynergy/Efficiencies
DecentralizationStrategic supplier
Pioneering supplierProcess
ProjectEffectiveness
ExcellenceMen
WomenLeadership
Management
LeadershipStandardization
Exceptionalism (53 53)Big clients
COOL clientsPrestigious Board
INTERESTING Board
44
good words.Bad words.
45
Words that may NOT be used in my presence
Motivate
46
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
47
Words that may NOT be used in my presence
Market
48
SellSellSell
49
EXCELLENCE. ALWAYS.
50
Why in the world did you go to Siberia?
51
The Peters Principles Enthusiasm. Emotion.
Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow.
52
Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
53
EXCELLENCE. DEFINED.
54
Great Companies SET THE AGENDA. (PERIOD.)
disturb the sleep of
55
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
56
TP1 Netscape!Where would you rather have
worked for those 5 years, Netscape or
IBM-HP-Microsoft-Oracle? (Where, 25 years from
now, would you rather to be able to tell
someonee.g., grandchildthat you worked?)
57
Built to Last vs Built for ImpactBut what if
former head of strategic planning at Royal Dutch
Shell Arie De Geus is wrong in suggesting, in
The Living Company, that firms should aspire to
live forever? Greatness is fleeting and, for
corporations, it will become ever more fleeting.
The ultimate aim of a business organization, an
artist, an athlete or a stockbroker may be to
explode in a dramatic frenzy of value creation
during a short space of time, rather than to live
forever. Kjell Nordström and Jonas
Ridderstråle, Funky Business
58
EXCELLENCE. YOU ME.
59
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
60
Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
61
VALUE ADDED 1
62
EXCELLENCE. REVENUE.MATTERS.MOST.
63
Analysts preferred cost cutting, as long as
they could see two or three years of EPS growth.
I preached revenue and the analysts eyes would
glaze over. Now revenue is in because so many
got caught, and earnings went to hell. They said,
Oh my gosh, you need revenues to grow earnings
over time. Well, Duh! Dick Kovacevich, Wells
Fargo
64
EXCELLENCE. SELL. SELL.SELL.
65
. Everyone lives by selling something.
Robert Louis Stevenson
66
SellSellSell
67
CROChief Revenue Officer
68
Incidentally
69
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch with
others?Source Selling Is a Womans Game 15
Powerful Reasons Why Women Can Outsell Men, Nicki
Joy Susan Kane-Benson
70
VALUE ADDED 2
71
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
72
EXCELLENCE. WANTING.
73
This is not a mature category.
74
This is an undistinguished category.
75
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
76
798
77
415/SqFt/WalMart798/SqFt/Whole Foods
78
1/100 Best Companies to Work for/2005
79
Wegmans
80
?
81
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
82
EXCELLENCE. 1.
83
Donnellys Weatherstrip Service Weymouth MA
84
EXCELLENCE. 1T.
85
Jims Group Jim Penman/Empire Builders/MT
Jan/Feb 2006
86
The Missing 900M Will the Boat Sink the Water
The Life of Chinas Peasants Chen Guidi and Wu
Chuntao
87
EXCELLENCE. NO EXCUSES.
88
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
89
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!!
)
90
What Ive Learned about Small BusinessTom
Peters
91
Passion for PRODUCT.OBSESSION With Product.LOVE
The Product.Aim To Be ONLY ONES WHO DO WHAT WE
DO.Keep ADDIN Stuff.Invest UNWISELY in
RD.Reside Permanently In The DISCOMFORT
Zone.Unhealthy PARANOIA Is A Good Thing.Add
Clients That PUSH-PULL.SELL. SELL. SELL.
SELL.Go For Broke CUSTOMER CONTACT
PEOPLE.PERFECTION Customer Contact People.Hire
for ATTITUDE.INVITE On An Adventure. GREAT
CFO/Biz Guy-Gal. NASTY CFO/Biz
Guy-Gal.QUADRANGULAR LEADERSHIP
Visionary-Talent Fanatic-Project Manager-I.P.M.
(I.P.M. Inspired Profit Mechanic)
92
Small Giants Companies That Choose To Be Great
Instead Of Big by Bo Burlingham
93
The SmallMart Revolution How Local Businesses
Are Beating Local Competition Michael Shuman
94
I Bacteria Man HEREBY PLEDGEWhen asked,
What are some examples of companies stepping up
to todays challenges? I will NEVER AGAIN
offer an example of a Giant Company instead Ill
refer to Cirque du Soleil, Donnellys
Weatherstrip Service, 3K tanning salons, 10.6M
women-owned businesses (or the typically/95
female recipients of micro-lending) There
is more to Biz Life than Giant Cos LOTS MORE
that hidden 99
95
VALUE ADDED 3
96
EXCELLENCE. VALUE ADDED.UP THE LADDER.
97
EXCELLENCE I. SOLVE IT.
98
55B
99
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
100
MasterCard Advisors
101
Gamechanging Solutions Bet-the-CompanyIBMUPS
XeroxMasterCardGEBestBuy
102
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
103
Huge Customer Satisfaction versus Customer
Success
104
EXCELLENCE.NECESSITY.OPPORTUNITY.
105
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
106
ChicagoHRMAC
107
support function / cost center/ overhead
or
108
Are you Rock Stars of the Age of Talent
109
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
110
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
111
AnswerPSF
112
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
113
The New Enterprise Value-Added Equation/Mark2006
(1) 100 WOW PROJECTS (New Org DNA/The
Work) (2) Incredible TALENT Transformed
into (3) Entrepreneurial BRAND YOUs and (4)
Launched on Awesome QUESTS FOR EXCELLENCE
(5) Internal Rockin PSFs (Staff Depts. Morphed
into Wildly Innovative Professional Service
Firms) (6) Which Coalesce to Transform the
FEVP/Fundamental Enterprise Value Proposition
from Superior Products Services to
ENCOMPASSING SOLUTIONS GAME-CHANGING CLIENT
SUCCESS
114
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
115
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
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
116
Pointed Point of View!
117
EXCELLENCE. ATTITUDE.TRANSFORMATION.PSF.
118
Purchasing Officer Thrust 1 Cost (at All
Costs) Minimization Professional? Or/to Full
Partner-Leader in Lifetime Value-added
Maximization?(Lopez Arguably Villain 1 in
GM tragedy/Anon VSE-Spain)
119
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
120
PSF Transformation Credit
Department/TrekWas
IsCredit Dept
Financial
ServicesHammer on dealers until
Make dealers successful so theythey pay
CAN payAR
sold to 3rd party Trek is
the commercial financialcommercial co.
Company23 employees
12 employeesOversee
peak AR of 70M Oversee peak AR of
160MIdentify risky dealers
Identify opportunitiesCost Center
Profit CenterNo
products
Products Consulting, MC/Visa,
Stored
value of gift cards, Gift card

peripherals, Online paymentsSource John
Burke/0330.06
121
Up, Up, Up, Up the Value-added Ladder.
122
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
123
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
124
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
125
EXCELLENCE II. EXPERIENCE IT.
126
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
127
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
128
Up, Up, Up, Up the Value-added Ladder.
129
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
130
CXOChief eXperience Officer
131
EXCELLENCE III. DREAM IT.
132
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
133
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
134
Up, Up, Up, Up the Value-added Ladder.
135
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
136
CDMChief Dream Merchant
137
Big Blue
138
EXCELLENCE. WHAT MATTERS.
139
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
140
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
141
Relationship to the China Syndrome?Think
London 1977
142
EXCELLENCE IV. LOVE IT.
143
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
144
Kevin Roberts Lovemarks!
145
Tattoo Brand What of users would tattoo the
brand name on their body?
146
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
147
Up, Up, Up, Up the Value-added Ladder.
148
Lovemark Dreams Come True Spellbinding
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
149
Damn it
150
Lovemark IBMUPSPSFLogistics
DepartmentHR Department
151
CL OChief Lovemark Officer
152
Up, Up, Up, Up the Value-added Ladder.
153
Ladder2006 4 of 7! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
154
Andy pointed to a molding, about halfway up the
wall
155
EXCELLENCE.SOUL I.THE STORY.
156
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
157
Market Power Story Power
158
CSTOChief Storytelling Officer
159
EXCELLENCE. SOUL II.DESIGN.
160
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
161
Design is treated like a religion at BMW.
Fortune
162
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
163
CDOChief Design Officer
164
EXCELLENCE. EVERYWHERE.
165
New ZealandSpainPortugalItalyIrelandSingapore
TaiwanThailandMalaysiaSINGAPORE
PhilippinesUAEOmanChileRomania
166
Better By Design A National StrategyNZ
Design Excellence
167
VALUE ADDED 4
168
EXCELLENCE.NEW MARKETS.ENORMOUS.
OPPORTUNITIES.
169
Idiot is too kind a word.
170
Thats a very diverse team. Patrick Cescau,
CEO, Unilever 1 of 14 Board of Directors
members is a woman (not an exec) 2 of 7 Exec
Team members are Indians. (Source FT/24-25
June.) Approximately 85 of Unilevers
products are purchased by women.
171
Thats a VERY diverse team. Patrick Cescau,
CEO, Unilever 1 of 14 Board of Directors
members is a woman (not an exec) 2 of 7 Exec
Team members are Indians. (Source FT/24-25
June.) Approximately 85 of Unilevers
products are purchased by women.
172
Thats a VERY sick man. Tom Peters
173
EXCELLENCE. FOUND.DUH.
174
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
175
EXCELLENCE. OPPORTUNITY.
176
Women are the majority market Fara
Warner/The Power of the Purse
177
USA/F.Stats Short n (Very) Sweetgt50 of stock
ownership, 13T total wealth (2X in 15
years)gt7T consumer biz spending (gt50 GDP gt
Japan GDP) gt80 consumer spdg (Consumer 70
all spdg) 57 BA degrees (2002) ed social
strata, no wage gap60 Internet users gt50
primary users of electronic equipmentgt50 biz
tripsWimBiz Employees gt F500 10M 33 all US
BizPay from 62 in 1980 to 80 today equal if
education, social status, etc are equal60
work 46M (divorced, widowed, never
married)Source Fara Warner, The Power of the
Purse
178
The Perfect Answer
Jill and Jack buy slacks in black
179
(No Transcript)
180
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.
181
10. Womens Market Opportunity No. 1.
182
Cases!McDonalds (mom-centered to majority
consumer not via kids)Home Depot (Do it
everything! Herself)PG (more than house
cleaner) DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
183
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
184
EXCELLENCE. OPPORTUNITY.
185
10.6
186
EXCELLENCE. OPPORTUNITY.
187
2000-2010 Stats18-44 -155 21(55-64
47 )
188
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
189
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
190
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
191
Sixty Is the New Thirty Cover/AARP/11.03
192
EXCELLENCE. OPPORTUNITY.
193
Fastest growing demographic Single-person
Households (gt50 in London, Stockholm,
etc)Source Richard Scase
194
of homes purchased by single women 1981, 10
2005, 20 of homes purchased by single men
1981, 10 2005, 9Source USA Today/02.15.06
195
Women.Women business owners.Boomers-Geezers.S
ingle-person HHs (Urban)
196
EXCELLENCE. OPPORTUNITY.
197
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 economic point of men?
198
VALUE ADDED 5
199
EXCELLENCE. INNOVATE. OR. DIE.
200
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
201
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

202
Pathetic!
203
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
204
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
205
Sluggish Obese Unimaginative More Sluggish
More Obese More Unimaginative Even More
Sluggish Even More Obese Even More
Unimaginative NISSAN RENAULT GM
Innovative Challenger for Toyota????
206
??????????????Crappy Management (GM)
Arrogant-Overstretched Management (Carlos G)
Great Management
207
More than 1 RD spending, last 25 years?
208
GM
209
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
210
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
211
EXCELLENCE. INNOVATION. THE REAL STORY.
212
World Innovation ForumEVERYTHING YOU THOUGHT
YOU KNEW ABOUT INNOVATION IS WRONGTom
Peters/New York/0524.2006/Inno.new.LIST.0527
213
What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built to last is a chimera (stupid)Success
killsForgetting is impossibleRe-imagine is a
charming ideaOrderly innovation process is an
oxymoronic phrase ( Believed only by morons
with ox-like brains)Tipping points are easy to
identify long after they will do you any
goodFacts arentAll information making it to
the top is filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
214
MESS.RULES.
215
The Mess Is the Message! Period!An Economic
Interpretation of the Constitution of the United
States Charles Beard (1913)The Box How the
Shipping Container Made the World Smaller and the
World Economy Bigger Marc LevinsonTube The
Invention of Television David Marshall Fisher
Empires of Light Edison, Tesla, Westinghouse,
and the Race to Electrify the World Jill
JonnesThe Soul of a New Machine Tracy
KidderRosalind Franklin The Dark Lady of DNA
Brenda MaddoxThe Blitzkrieg Myth John
Mosier
216
A man of great mediocrity. General George
Patton about General Omar Bradley A
third-rate general. He never did anything or won
any battle that any other general could not have
won as well or better. General Omar Bradley
about Sir Bernard Montgomery If you want to
end the war in any reasonable time, you will have
to remove Ikes hand from the control of the land
battle. Sir Bernard Montgomery about General
Dwight Eisenhower One thing that might help
win this war is to get someone to shoot King.
General Dwight Eisenhower about Admiral Ernest
King Eisenhower, though supposed to be
running the land war, is on the golf links at
Rhiemsentirely detached and taking practically
no part in running the war. Sir Alan Brooke
If the unhelpful British attitude continues,
then I shall go home. General Dwight
EisenhowerSource David Irving, The War Between
the Generals Inside the Allied High Command
217
MINTZBERG.
218
Recently I asked three corporate executives what
decisions they had made in the last year that
would not have been made were it not for their
corporate plans. All had difficulty identifying
one such decision. Since all of the plans are
marked secret or confidential, I asked them
how their competitors might benefit from
possession of their plans. Each answered with
embarrassment that their competitors would not
benefit. Russell Ackoff (from Henry
Mintzberg, The Rise and Fall of Strategic
Planning)
219
Christensen
220
Good management was the most powerful reason
leading firms failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership. Clayton Christensen,
The Innovators Dilemma
221
Inno64 Innovation Strategies Tactics
222
Parallel universe /Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
223
InnoTacs
224
We become who we hang out with!
225
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
226
futuremark
227
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
228
Find em!
229
Somewhere in your organization, groups of people
are already doing things differently and better.
To create lasting change, find these areas of
positive deviance and fan the flames.
Richard Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
230
Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
231
Demos! Heroes! Stories!
232
Parallel universe!
233
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
234
Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
235
Build a School on top of a school (The Parallel
Universe Strategy)
236
HEART OF STRATEGY
237
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
238
Conscious measurement
239
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
240
Clarity
241
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(1-5/Throughout) TALENT JACK!
242
ACTION culture
243
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
244
tolerate encourage? failure
245
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
246
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
247
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
248
Sams Secret 1!
249
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
250
Inno64 Innovation Strategies Tactics
251
Parallel universe /Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
252
VALUE ADDED 6
253
EXCELLENCE. INNOVATION. REVOLUTION.ORGANIZATIO
N.
254
Excellence The SE22 Origins of Sustainable
Entrepreneurship
255
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
256
HOW THE COAST GUARD GETS IT RIGHT Headline,
Time, 10.31.2005AutonomyFlexibilityPerhaps
the most important distinction of the Coast
Guard is that it trusts itself
257
Itinerant. Potential. Machines.
258
POTENTIAL MACHINES-ORGANISMS. Dont know whats
coming next. But are ready to jump at
opportunities, especially those that
challenge-overturn our own way of doing things.
259
ORGANIZATION STRATEGY THE GUERRILLA
ADVANTAGE Tom Peters/04August2006
260
Small units agile lethal invisible
guerrilla network warfare distributed
dispersed mobile .. Flat hierarchy
improvisational etc.
261
Crazy Times Call for Crazy Organizations
Subtitle, The Tom Peters Seminar (1993)
262
VALUE ADDED 7
263
EXCELLENCE. 4/40.
264
4/40
265
De-cent-ral-iz-a-tion!
266
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
267
Ex-e-cu-tion!
268
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
269
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
270
Ac-count-a-bil-ity!
271
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
272
615A.M.
273
????????Work Hard gt Work Smart
274
A man approached JP Morgan, held up an envelope,
and said, Sir, in my hand I hold a guaranteed
formula for success, which I will gladly sell you
for 25,000.Sir, JP Morgan replied, I do
not know what is in the envelope, however if you
show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.The
man agreed to the terms, and handed over the
envelope.JP Morgan opened it, and extracted a
single sheet of paper. He gave it one look, a
mere glance, then handed the piece of paper back
to the gent.And paid him the agreed-upon
25,000
275
1. Every morning, write a list of
the things that need to be done that
day.2. Do them. Source Hugh
MacLeod/tompeters.com/NPR
276
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
277
VALUE ADDED 7A
278
EXCELLENCE. ACTION.ROOTS.
279
GRANTNELSONBOYDBOSSIDYPEROTPETERS-WATERMANH
AMLET11 August 2006
280
GRANT
281
The only way to whip an army is to go out and
fight it. GrantSource John Mosier, Grant
282
recognized the value of momentum throw
opponent off balance blitzkrieg traveling
light headquarters in the saddle Jean Edward
Smith/GRANT
283
"The art of war is simple enough. Find out where
your enemy is. Get at him as soon as you can.
Strike at him as hard as you can and as often as
you can, and keep moving on." Grant, courtesy
Richard Cauley at tompeters.com (original source
unknown)
284
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
285
NELSON
286
The Nelson
Bakers Dozen 1. Simple-clear scheme (Plan)
(Not wildly imaginative) (Patton A good plan
executed with vigor right now tops a perfect
plan executed next week.)2. SOARING/BOLD/CLEAR/U
NEQUIVOCAL/WORTHY/NOBLE/INSPIRING
GOAL/MISSION/PURPOSE/QUEST3.
Conversation Engagement of All Leaders4.
Leeway for Leaders Select the Best/Dip
Deep/Initiative demanded/Accountability
swift/Micromanagement absent5. LED BY LOVE
(Lambert), NOT AUTHORITY (Identify with
sailors!)6. Instinct/Seize the
Moment/Impetuosity (Boyds OODA Loops React
more quickly than opponent, destroy his
world view)7. VIGOR! (Zander leader as
Dispenser of Enthusiasm)8. Peerless Basic
Skills/Mastery of Craft (Seamanship)9.
Workaholic! (Duty first, second, and third)10.
LEAD BY CONFIDENT DETERMINED CONTINUOUS
VISIBLE EXAMPLE (In Harms Way) 11. Genius
(Transform the world to conform to their ideas,
Triumph over rules) (Gandhi,
Lee-Singapore) , not Greatness (Make the most of
their world) 12. Luck! (Right time, right
place survivor) (Lucky Eagle vs Bold
Eagle) 13. Others principal shortcoming
ADMIRALS MORE FRIGHTENED OF LOSING THAN
ANXIOUS TO WIN Source Andrew Lambert, Nelson
Britannias God of War
287
On NELSON other admirals more frightened of
losing than anxious to win
288
BOYD
289
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. /Col. John
Boyd
290
Blitzkrieg is far more than lightning thrusts
that most people think of when they hear the
term rather it was all about high operational
tempo and the rapid exploitation of opportunity.
Robert Coram, Boyd Re-arrange the mind of the
enemy T.E. Lawrence Float like a butterfly,
sting like a bee Ali BOYD The Fighter
Pilot Who Changed the Art of War (Robert Coram)
291
BOSSIDY
292
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
293
PEROT
294
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
295
We have a strategic plan. Its called doing
things. Herb Kelleher
296
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
297
You only find oil if you drill wells.
Source The Hunters, by John Masters, Canadian
O G wildcatter
298
PETERS-WATERMAN
299
In Search of Excellence/1982/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
300
Do it. Fix it. Try it.Tom Peters/Business
Week/07.1978 (Principal 1/first anticipation of
Excellence)
301
PETERS THE ACT. THINK.CHRONICLES
302
ThinkvsDo
303
AgtBvsBgtA
304
CK Chesterton How do I know what I think until
I see what I say? Reporter Mr Drucker, why
are you still giving speeches at 90? PD How
else can I figure out what Im thinking?
305
TP No plan, total accountabilityTK Perfect
plan, no accountabilityLG IBM
306
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
307
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 No. 5. By the
time our rivals are ready with wires and screws,
we are on version No. 10. It gets back to
planning versus acting We act from day one
others plan how to planfor months. Bloomberg
by Bloomberg
308
HAMLET
309
By indirections find directions out. Hamlet,
II. i
310
My only goal is to have no goals. The goal,
every time, is that film, that very moment.
Bernardo Bertolucci
311
VALUE ADDED 8
312
EXCELLENCE. BEDROCK.PURPOSE.
313
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)
314
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
315
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
316
EXCELLENCE.ENTHUSIASM.ENERGY. PASSION.
317
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
318
Enthusiasm, the ultimate virus.
319
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
320
Q If it were your 50K lifes savings and my
50K, what sort of Waiters would we look
for?A Enthusiasts!
321
EXCELLENCE. DETERMINATION.
322
DE-TERM-IN-A-TION
323
BLOOD-Y-MIND-ED-NESS
324
Bloodyminded Unreasonably stubborn Source The
Random House Dictionary of the English Language
325
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
326
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
327
VALUE ADDED 9
328
motivational stuff
329
Do one thing every day that scares you.
Eleanor Roosevelt
330
ARE YOU BEING REASONABLE? Most people are
reasonable thats why they only do reasonably
well. Source Paul Arden, Whatever You Think
Think the Opposite
331
"The reasonable man adapts himself to the world.
The unreasonable one persists in trying to adapt
the world to himself. Therefore, all progress
depends upon the unreasonable man. GB Shaw,
Man and Superman The Revolutionists'
Handbook.
332
If its not fun youre not doing it
right.Fran Tarkenton
333
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote within a quote
from diary of a Confederate soldier
334
Stop Doing It!
335
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
336
Start Doing It!
337
A year from now you may wish You had
started today. Karen Lamb
338
ONE WORD
339
ONE WORD Drill more wells R.F.A. Accountability
Realism Decentralization Execution Action
bias Most mistakes wins 615am Energy Enthusiasm D
ogtPlan ActgtThink BehaviorgtAttitude Passion
340
ONE WORD Emotion Intuition Sell O.O.D.A. Integri
ty Weird Appreciate Celebrate Respect Listen Wande
r Calendar rules Calendar doesnt lie To
dont Max priorities 3
341
ONE WORD 5 min/5,000 miles Women Decency Grace I
nnovate or Die Re-imagine Fight irrelevance Just
Do It Care (You Must) Flowers (Say It With) Im
sorry Thank You Insanely Great Silence 2-cent
candy
342
ONE WORD MBWA Why? PSF Wow! ! (red) Buy a
Mirror Know thyself Invite Quest Adventure Talent
Brand You Lovemark Experience Dreamketing
343
ONE WORD Gasp-worthy Insanely
great Differentgtbetter Impactgtlongevity Dramatic
Difference Only ones do what we
do Smile 798 7-7-7 Design rules Beautiful
Systems 450/8 VP S.O.U.B. Women buy all Women
lead better
344
ONE WORD Boomers-geezers own all 2.6/21 25 25 3,
000,000,000 (900,000,000) 26 minutes 43
hours Perception Is All There Is Enthusiasm The
Ultimate Virus
345
VALUE ADDED 10
346
EXCELLENCE. BEDROCK.TALENT.
347
Brand Talent.
348
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.
349
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
350
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
351
CROChief Recruitment Officer
352
CRO/Chief Recruiting Officer 1 strategic issue
in commoditized world, enormous financial
services company. Agent turnover. 15 retention
after 4 years. (Industry average is 11
because thats the way it is )
353
CQOChief quest-meister
354
We are a life Success Companyfounder,
RE/MAX
355
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
356
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
357
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
358
Leaders do people. Period. Anon.
359
Les Wexner From sweaters to people!
360
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
361
PARCs Bob Taylor Connoisseur of Talent
362
Hire very good people!
363
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years. Ed
Michaels, War for Talent
364
DD21M
365
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
366
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
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