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Title: LONG%20Tom%20Peters


1
LONGTom PetersEXCELLENCE.
ALWAYS.XAlways/Austin/07 September 2006
2
tompeters.com
3
EXCELLENCE. ALL YOU NEED TO KNOW.
4
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.
5
Thats a Big Number .
6
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
7
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
8
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
9
EXCELLENCE.MANDATE.
10
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
11
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
12
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
13
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
14
(Practical) Implication?Go for it! (Why
notalternative is slow death, at best)
15
C.E.O. to C.D.O.
16
Joe J. Jones 1942 2006 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
17
We are in a brawl with no rules. Paul Allaire
18
S.A.V.
19
The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles. Newsweek/Paul Saffo
20
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?)
21
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
22
New Economy?!Sergey Larry gt Harvard/370
23
EXCELLENCE. STARTERS.HORRORS.
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
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????
27
Oh, Great Ford Airplane guy.GM CFO.
28
Small cars HQ LA. Big cars HQ Dallas.
Corporate HQ Atlanta. CEO Roger Enrico or Lou
Gerstner or Meg Whitman. COO Bob Nardelli.
Chairman George Steinbrenner or Jack Welch or
Ross Perot. Vice-chairman CFO Warren
Buffett. Chief Marketing Officer Brenda
Barnes. Chief Branding Officer Phil Knight
(or Howard Schultz). Chief Innovation Officer
Steve Jobs or Jeff Immelt. Chief/Supply Chain
Raid WalMart or CostCo or Dell. Chief/Dealer
Relations Carl Sewell.
29
EXCELLENCE. STARTERS.BASICS.
30
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?
31
People.Product.Clients. Execution.Enthusiasm.
Excellence.
32
People.Product.Clients. Execution.Enthusiasm.
Excellence. Relentlessness.
33
People.Product.Clients. Execution.Enthusiasm.
Excellence. Relentlessness. Senility
34
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
35
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
36
People.Product.Customers. Execution.Enthusiasm
. Excellence. Relentlessness. Senility
37
EXCELLENCE. THE WORD.
38
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
39
EXCELLENCE. GAMECHANGER.
40
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
41
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
42
EXCELLENCE. ALWAYS.
43
Why in the world did you go to Siberia?
44
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.
45
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
46
EXCELLENCE. DEFINED.
47
Great Companies SET THE AGENDA. (PERIOD.)
disturb the sleep of
48
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
49
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
50
EXCELLENCE. VALUE ADDED.UP THE LADDER.
51
EXCELLENCE I. SOLVE IT.
52
55B
53
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
54
EXCELLENCE.NECESSITY.OPPORTUNITY.
55
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
56
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
57
ChicagoHRMAC
58
support function / cost center/ overhead
or
59
Are you Rock Stars of the Age of Talent
60
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
61
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)
62
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
63
Up, Up, Up, Up the Value-added Ladder.
64
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
65
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
66
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
67
EXCELLENCE. EXPERIENCE IT.
68
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
69
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
70
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
71
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
72
CXOChief eXperience Officer
73
798
74
415/SqFt/WalMart798/SqFt/Whole Foods
75
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
76
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!!
)
77
The SmallMart Revolution How Local Businesses
Are Beating Local Competition Michael Shuman
78
EXCELLENCE. DREAM IT.
79
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
80
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
81
CDMChief Dream Merchant
82
Big Blue
83
EXCELLENCE. LOVE IT.
84
Kevin Roberts Lovemarks!
85
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
86
Lovemark Dreams Come True Spellbinding
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
87
Ladder2006 4 of 7! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
88
EXCELLENCE. SOUL.DESIGN.
89
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
90
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
91
Kevin Roberts Lovemarks!
92
CDOChief Design Officer
93
EXCELLENCE.NEW VALUE EQUATION. NEW
C-levels.
94
CROChief Revenue Officer
95
CXOChief eXperience Officer
96
CFOChief Festivals Officer
97
CCOChief Conversations Officer
98
CPIChief Portal Impresario
99
CDMChief Dream Merchant
100
CL OChief Lovemark Officer
101
CSOChief Seduction Officer
102
CSTOChief Storytelling Officer
103
CDOChief Design Officer
104
CfaOChief freaks acquisition Officer
105
CQOChief quest-meister
106
CTOChief Thrills Officer
107
CWOChief WOW Officer
108
C!OChief ! Officer
109
EXCELLENCE. EVERYWHERE.
110
New ZealandSpainPortugalItalyIrelandSingapore
TaiwanThailandMalaysiaSINGAPORE
PhilippinesUAEOmanChileRomania
111
Better By Design A National StrategyNZ
Design Excellence
112
EXCELLENCE.CENTURY 21.EMPIRES OF THE
MIND.RICHARD FLORIDA.JUAN ENRIQUEZ.
113
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
114
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
115
Creativity Index The 3 TsTechnology (HT
Index/firms , Innovation Index/patent
growth)Talent ( with bachelors
degrees)Tolerance (Melting Pot
Index/foreigners, Bohemian Index/artists et al.,
Gay Index/rel. s)Source Richard Florida, The
Rise of the Creative Class
116
U.S. Historical Strength Invest in
CreativityFoster new industriesFree open
societyInvestment higher ed, R D,
cultureImmigrants Source Richard Florida,
The Rise of the Creative Class
117
Models Of Economic DevelopmentFirm-driven
(attract firms)Social Capital (trust
community-connectedness)Human Capital (
educated people)Creative Capital
(Florida)Source Richard Florida, The Rise of
the Creative Class
118
CI/Top10 Metro Austin, SF, Seattle, Boston,
Raleigh-Durham, Portland, Minneapolis,
Washington-Baltimore, Sacramento,
DenverCI/Bottom10 Detroit, Norfolk,
Cleveland, Milwaukee, Grand Rapids, Memphis,
Jacksonville, Greensboro, New Orleans, Buffalo,
Louisville gt 1M/49 totalSource Richard
Florida, The Rise of the Creative Class
119
The extraordinary Tech Revolution Is fed
by a very few ZIP codes Generating New Empires
(and new Ghettoes). Source Juan
Enriquez/As the Future Catches You
120
The global talent pool and the high-end, high
margin creative industries that used to be the
sole province of the U.S., and a critical source
of its prosperity, have begun to disperse around
the globe. A host of countriesIreland, Finland,
Canada, Australia, New Zealand, among themare
investing in higher education, cultivating
creative people, and churning out stellar
products, from Nokia phones to the Lord of the
Rings movies.. Many of these countries have
learned from past U.S. success and are shoring up
efforts to attract foreign talentincluding
Americans. The United States may well be the
Goliath of the twentieth century global economy,
but it will take just half a dozen
twenty-first-century Davids to begin to wear it
down. To stay innovative, America must continue
to attract the worlds sharpest minds. And to do
that, it needs to invest in the further
development of its creative sector. Because
wherever creativity goesand, by extension,
wherever talent goesinnovation and economic
growth are sure to follow. Americas Looming
Creativity Crisis/Richard Florida/HBR/10.04
121
The Memphis Manifesto Building a
Community of Ideas1. Cultivate reward
creativity.2. Invest in the creative
ecosystem.3. Embrace diversity.4. Nurture the
creatives.5. Value risk-taking.6. Be authentic
(emphasize uniqueness)7. Invest in and build on
quality of place.8. Remove barriers to
creativity.9. Take responsibility for change.
Development as D.I.Y.10. Ensure that every
person, especially children, has the right
to creativity. Become a Steward of
creativity.2003/The Creative
100/MemphisSource Richard Florida, The Rise of
the Creative Class
122
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
123
EXCELLENCE. INNOVATE. OR. DIE.
124
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)
125
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

126
Pathetic!
127
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
128
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
129
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????
130
??????????????Crappy Management (GM)
Arrogant-Overstretched Management (Carlos G)
Great Management
131
More than 1 RD spending, last 25 years?
132
GM
133
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)
134
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
135
WalMart Home Depot Walt Disney Intel
Microsoft Pfizer FlatSource Blue Chip
Blues, Cover, BW, 0417.06
136
Almost every personal friend I have in the world
works on Wall Street. You can buy and sell the
same company six times and everybody makes money,
but Im not sure were actually innovating.
Our challenge is to take nanotechnology into the
future, to do personalized medicine Jeff
Immelt/2005
137
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
138
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)
139
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
140
Inno64 Innovation Strategies Tactics
141
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!!!
142
InnoTacs
143
We become who we hang out with!
144
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
145
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
146
try it
147
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
148
Do it. Fix it. Try it.Tom Peters/Business
Week/07.1978 (Principal 1/first anticipation of
Excellence)
149
tolerate encourage? failure
150
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
151
Sams Secret 1!
152
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
153
raison detre
154
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
155
EXCELLENCE. INNOVATION. REVOLUTION.ORGANIZATIO
N.
156
Excellence The SE22 Origins of Sustainable
Entrepreneurship
157
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)
158
SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partners especially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/ Hyper-smart/Independe
nt people (GE, PepsiCo, Microsoft) 16. Support
Internal Entrepreneurs (3M, Microsoft) 17. Ferret
out Talent anywhere/No limits approach to
retaining top talent (Virgin, GE, PepsiCo)
159
SE22/Origins of Sustainable Entrepreneurship 1
8. Unmistakable Results Accountability focus
from the get-go to the grave (GE, New York
Yankees, PepsiCo) 19. Up or Out (GE, McKinsey,
big consultancies and law firms and ad
agencies and movie studios in general) 20.
Competitive to a fault! (GE, New York Yankees,
News Corp/Fox, PepsiCo) 21. Bi-polar
Top Team, with Unglued Innovator 1,
powerful Control Freak 2 (Oracle, Virgin) (Watch
out when 2 is missing Enron) 22.
Masters of Loose-Tight/Hard-nosed about a very
few Core Values, Open-minded about
everything else (Virgin)
160
ORGANIZATION STRATEGY THE GUERRILLA
ADVANTAGE Tom Peters/04August2006
161
Small units agile lethal invisible
guerrilla network warfare distributed
dispersed mobile .. Flat hierarchy
improvisational etc.
162
Crazy Times Call for Crazy Organizations
Subtitle, The Tom Peters Seminar (1993)
163
EXCELLENCE. 4/40.
164
4/40
165
De-cent-ral-iz-a-tion!
166
Ex-e-cu-tion!
167
Ac-count-a-bil-ity!
168
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)
169
615A.M.
170
????????Work Hard gt Work Smart
171
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
172
EXCELLENCE. ACTION.ROOTS.
173
GRANT
174
The only way to whip an army is to go out and
fight it. GrantSource John Mosier, Grant
175
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
176
NELSON
177
On NELSON other admirals more frightened of
losing than anxious to win
178
BOYD
179
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. /Col. John
Boyd
180
BOSSIDY
181
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
182
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
183
PEROT
184
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
185
MASTERS
186
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
187
HERB
188
We have a strategic plan. Its called doing
things. Herb Kelleher
189
TOM BOB
190
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
191
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
192
EXCELLENCE. BEDROCK.TALENT.
193
Brand Talent.
194
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
195
DD21M
196
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.
197
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
198
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.
199
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
200
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
201
CQOChief quest-meister
202
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
203
EXCELLENCE. INDIVIDUAL.BRAND YOU.
204
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
205
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!)7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber)8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!)10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?)11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer)12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
206
Distinct or Extinct
207
Its always showtime. David DAlessandro,
Career Warfare
208
EXCELLENCE AWOL THE SCHOOLS FIASCO
209
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan,
AHA!
210
How many artists are there in the room? Would
you please raise your hands. FIRST GRADE En mass
the children leapt from their seats, arms waving.
Every child was an artist. SECOND GRADE About
half the kids raised their hands, shoulder high,
no higher. The hands were still. THIRD GRADE At
best, 10 kids out of 30 would raise a hand,
tentatively, self-consciously. By the time I
reached SIXTH GRADE, no more than one or two kids
raised their hands, and then ever so slightly,
betraying a fear of being identified by the group
as a closet artist. The point is Every school
I visited was participating in the systematic
suppression of creative genius. Source
Gordon MacKenzie, Orbiting the Giant Hairball
211
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
212
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
213
M.I.A. Talk. (Present.) Listen. (Interview.)
Sell. (Life Sales.) Do. (Execution-Implementatio
n.) Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client Culture Change.) Product.
(It.) Innovation. (Design. Creativity.
Buzz-building. Politics.) Leadership. (USMA,
etc.) E.Q. (Connect.) Culture Change. (Lasting
impact.) Diversity. (Cross-cultural
Effectiveness.) Career Creation. (Brand You
life-lifestyle.) Wellness. (Life.) B.Schools
(M.I.A. or at most B.I.A.barely in action)
214
New Economy Biz Degree ProgramsMBA (Master of
Business Administration) MMM1 (Master of
Metaphysical Management) MMM2 (Master of
Metabolic Management)MGLF (Master of Great Leaps
Forward)MTD (Master of Talent Development)W/MwGT
Dw/oC (Guy/Gal Who Gets Things Done without
Certificate)DE (Doctor of Enthusiasm)
215
EXCELLENCE. LEADING.
216
EXCELLENCE. BEDROCK.PURPOSE.
217
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
218
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
219
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
220
EXCELLENCE.ENTHUSIASM.ENERGY.
PASSION.DETERMINATION.
221
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
222
BLOOD-Y-MIND-ED-NESS
223
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
224
EnthusiasmEnergyExuberanceVoracious
CuriosityIrritability/Dis-satisfactionRelentless
nessSelf-relianceCloser (Execution)excellence

225
EXCELLENCE. AGILITY.
226
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
227
EXCELLENCE. SHOWING UP.
228
MBWA
229
25
230
You must be the change you wish to see in the
world.Gandhi
231
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
232
EXCELLENCE. MESSAGE CLARITY.
233
Message clarity CALENDAR MBWA Language
Perceived INTENSITY/ENTHUSIASM/ ENERGY
Concrete-Visible support Prototypes Tolerance
for Failure/Good losses Promotions Tempo
Resilience Celebration Perceived
RELENTLESSNESS Training
234
Leadership23
235
Leadership23/ML1.
Enthusiasm. Energy. Exuberance.2. Action.
Execution.3. Tempo. Metabolism.4.
Relentless.5. Master of Plan B.6.
Accountability.7. Meritocracy.8. Leaders do
people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.
236
Leadership23/ML13.
Legacy.14. Best story wins.15. On the edge.
(Wildest chimera of a moonstruck
mind.) 16. Reward excellent failures. Punish
mediocre successes.17. Different gt Better.
(Only ones who do what we do.)18. MBWA.
Customer MBWA.19. Laughs.20. Repot. Curiosity.
Why?21. You Calendar. To Dont. Two.22.
Excellence. Always. 23. Nelsonian! (Other
admirals more afraid of losing than anxious
to win.)
237
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
238
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?
239
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
240
EXCELLENCE. STRETCH.
241
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
242
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!
243
EXCELLENCE. OFFENSE.
244
Nelsons secret Other admirals more
frightened of losing than anxious to win
245
You only find oil if you drill wells. T he
Hunters, by John Masters, Canadian O G
wildcatter
246
EXCELLE ALWAYS.
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