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Title: NOTE:%20To%20appreciate%20this%20presentation%20[and%20insure%20that%20it%20is%20not%20a%20mess],%20you%20need%20Microsoft%20fonts:%20%20


1
NOTE To appreciate this presentation and
insure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
Part 1.4Tom Peters EXCELLENCE.
ALWAYS.NEW MASTER/21 August 2008
3
Slides at tompeters.com
4
Ten PartsP1.1, P1.2, P1.3,
P1.4/GenericP2/LeadershipP3/TalentP4/Value-add
ed LadderP5/New Markets P6/The
EquationsP7/ImplementationP8/13 Guru
GaffesP9/HealthcareP10/The Lists
5
Part 1.4
6
25
7
EXCELLENCE. SOUL.DESIGN.
8
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
9
Design is treated like a religion at BMW.
Fortune
10
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
11
With its carefully conceived mix of colors and
textures, aromas and music, Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story, the
exemplar of the aesthetic imperative. Every
Starbucks store is carefully designed to enhance
the quality of everything the customers see,
touch, hear, smell or taste, writes CEO Howard
Schultz. -Virginia Postrel, The Substance of
Style How the Rise of AestheticValue Is
Remaking Commerce, Culture and Consciousness
12
Having spent a century or more focused on other
goalssolving manufacturing problems, lowering
costs, making goods and services widely
available, increasing convenience, saving
energywe are increasingly engaged in making our
world special. More people in more aspects of
life are drawing pleasure and meaning from the
way their persons, places and things look and
feel. Whenever we have the chance, were adding
sensory, emotional appeal to ordinary function.
Virginia Postrel, The Substance of Style How
the Rise of Aesthetic Value Is Remaking Commerce,
Culture, and Consciousness
13
Hypothesis DESIGN is the principal difference
between love and hate!Not like and
dislike
14
CDOChief Design Officer
15
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
16
Steve Jobs gives almost as much thought to the
cardboard boxes his gadgets come in as the
products themselves. This is not for reasons of
taste or elegancethough thats part of it. To
Jobs, the act of pulling a product from its box
is an important part of the user experience, and
like everything else he does, its very carefully
thought out. Leander Kahney, Inside Steves
Brain
17
25.1
18
Better By DesignThe Design49Tom
Peters/Auckland/30March2005
19
Better By Design Toms
Design491. There are only 2 rules.2. Rule 1
You cant beat WalMart on price or China on
cost.3. Rule 2 See Rule 1.4. Econ Survival
Innovate and Sprint Up the Value-addedChain OR
DIE!5. DESIGN (WRIT LARGE) (DESIGN
MINDFULNESS) IS THE SOUL/ENGINE OF THE NEW
VALUE-ADDED IMPERATIVE.6. Design as Soul-Core
Competence 1 is a cultural imperative, not a
programmatic or process orthrow at it
issue!7. CDEs (Culturally Design-driven
Enterprises) use Design-Experiences-Dream
Merchantry-Lovemarks as the LeadDog(s) in the
OlympianInnovation-Strategy-ValueProposition
Struggle. 8. Dream Merchant makes as much
sense for IBM or GE or UPS as for Starbucks!
20
Better By Design Toms
Design499. At CDEs, Design is the Heart of the
Emotional Branding Process.10. CDEs
wholeheartedly embrace ideas such as mystery,
surprise, sensuality.11. CDEs love WOW! and
B.H.A.G. and Insanely Greatand Gasp-worthy
and Passion and Love! (Axiom Extreme
language breeds extreme products and
services.)12. Staff at CDEs laugh and cry a lot!
(Axiom Calm enterprise Crappy
enterprise.)13. CDEs love strange and
weird.14. CDEs scour the earth for strange
and weird people. (CDEs know FREAKS RULE!)15.
CDEs are extremists. (KR Avoid
moderation.)16. CDEs know that EXCELLENCE IS
NOT GOOD ENOUGH!(We must use non-linear
measures!)
21
Better By Design Toms
Design4917. CDEs seek Discontinuities. (JG We
dont want to be the best of the best, we want to
be the only ones who do what we do.) 18. CDEs
are respectful of their customers, but not
slaves to their customers! CDEs LEAD THEIR
CUSTOMERS! (Axioms Listening to customers is
over-rated! Focus groups suck!)19. But Lead
customers are an entirely different matter!20
Yet CDEs turn customers into Raving Fans.
(Think Tattoo Brand!)21. CDEs abide by Phil
Daniels Credo REWARD EXCELLENT FAILURES.
PUNISH MEDIOCRE SUCCESSES.22. At CDEs the
Design Director is at least an Exec Vice
President, a Member of the Senior Executive Team,
perhaps on the Board, and has an office within 10
meters of the CEO (unless she is the CEO). 23.
Design Directors at large companies not worth
5,000,000 per year arent worth hiring!
(DD21M.)
22
Better By Design Toms
Design4924. Great Designers are 10,000X
better than good designers.25. At CDEs CFOs
are never former CFOs! The CEO always doubles as
the Chief Innovation Officer.26. CDEs are
Top-line Obsessed.27. CDE execs know there is
a chasm between excellent design and
game-changer design.28. Gasp-worthy design is
a moving target!29. No Broadway shows last
forever. So too, great designers!(Hire them! Pay
them! Cherish them! Nurture them! Fire them!)30.
Great design wrestles incessantly with the issue
of cool and/versus usability.! 31. Designers
get the stunning principles of Wabi Sabi.
(Great designers side with Chris Alexander
against the A.I.A.)32. CDEs get the feminine
side of life.
23
Better By Design Toms
Design4933. CDEs Know I WOMEN BUY
EVERYTHING!34. CDEs Know II MEN ARE INCAPABLE
OF DESIGNING PRODUCTS FOR WOMEN. 35. CDEs
understand that Were getting olderand
vigorously embrace the Boomer-Geezer market.36.
CDEs understand Boomers-Geezers have ALL THE
MONEY are by and large healthy and have 20
or so years left!37. CDEs wonder Can
28-year-olds design experiences for
68-year-olds?38. CDEs seek the sweetest sweet
spot Woman-Boomer-Greenie-Wellness.39.
Design-mindfulness is as apparent in the CDEs
facilities as in its products-services!
24
Better By Design Toms Design49
40. Design mindfulness is as apparent in HR
and Engineering and Logistics and IS/IT as in
NPD.41. CDEs will settle for nothing less then
beautiful, gasp-worthy Business
Processes/Infrastructure!42. CDEs obsess on
K.I.S.S. (Beware creeping feature-itis!)
(450/8.)43. Design-mindfulness/aesthetic
sensibility is a requisite for Every
Hireincluding waiters and waitresses in Fast
Food outlets and Housekeepers in hotels. 44.
Gasp-worthy Design is as essential to service
companies as to manufacturers.45. Gasp-worthy
design can transform any commodity, including
ag!
25
Better By Design Toms Design49
46. DESIGN MANIA IS A NATIONAL ECONOMIC ISSUE
OF THE FIRST ORDER.47. Small is no
disadvantage in an Age of Creativity! 48. There
is no such thing as a National Design Advantage
unless the current school system is Destroyed
Re-imaginedto emphasize creativity and
risk-taking and acceptance of failure. (Design
Mindfulness the suppression thereof typically
begins at Age 4.) 49. How sweet it is! (If your
head is screwed on right.)
26
26
27
Up, Up, Up, Up the Value-added Ladder.
28
Auckland/pmtaipei/vpsingapore/pmbangkok/dpmfla
ndersamsterdam/MPsbarcelona/maKuala
Lumpur/CMlisbon/madublin/pmbuenos airessão
pauloWarsaw/MPslondon/mpsmilanSEOUL/Mamexico
d.f./mistanbul/dpmdubai/rfmoman/rfmusastockho
lm/mpsshanghaimauritius/pmjohannesburgbuchares
t/CM
29
EXCELLENCE. VALUE ADDED.UP THE LADDER.NoT
Optional.
30
The Value-added Ladder/ BEDROCK Raw
MaterialsFarmers and Miners (Degree
Weightlifting)
31
The Value-added Ladder/ THINGSGoods Raw
Materials Engineers and Factory Workers
(Degree Engineering)
32
The Value-added Ladder/TRANSACTIONSServicesGo
ods Raw Materials Clerks (Degree Process
Engineering)
33
26.1
34
Up, Up, Up, Up the Value-added Ladder.
35
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
36
LEAVE IT TO BEAVER.
37
Trapper lt20 per beaver pelt.Source WSJ
38
wdcp/Wildlife Damage-control Professional
150 to remove problem beaver 750-1,000
for flood-control piping so that beavers can
stay. Source WSJ
39
Trapper RedneckWDCP PSF/ Professional
Services Provider
40
7X to 40Xfor Solution rather than
service transaction
41
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
42
M 0
43
IBM 55BAlso HP-EDS
44
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
45
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a year that
technology companies have never been able to
touch. Fortune
46
By making the Global Delivery Model both
legitimate and mainstream, we have brought the
battle to our territory. That is, after all, the
purpose of strategy. We have become the leaders,
and incumbents IBM, Accenture are followers,
forever playing catch-up. However, creating a
new business innovation is not enough for rules
to be changed. The innovation must impact
clients, competitors, investors, and society. We
have seen all this in spades. Clients have
embraced the model and are demanding it in even
greater measure. The acuteness of their
circumstance, coupled with the capability and
value of our solution, has made the choice not a
choice. Competitors have been dragged kicking and
screaming to replicate what we do. They face
trauma and disruption, but the game has changed
forever. Investors have grasped that this is not
a passing fancy, but a potential restructuring of
the way the world operates and how value will be
created in the future. Narayana Murthy,
chairmans letter, Infosys Annual Report
47
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
48
A January 2008 BusinessWeek cover story informed
us that Schlumberger may well take over the
world THE GIANT STALKING BIG OIL How
Schlumberger Is Rewriting the Rules of the Energy
Game. In short, Schlumberger knows how to create
and run oilfields, anywhere, from drilling to
fullscale production to distribution. And the
nugget is hardcore, relatively small, technically
accomplished, highly autonomous teams. As China
and Russia, among others, make their move in
energy, state run companies are eclipsing the
major independents. (Chinas state oil company
just surpassed Exxon in market value.) At the
center of it all, abetting these new players who
are edging out the Exxons and BPs, the Kings of
Large-scale, Long-term Project Management wear
Schlumberger overalls. (The pictures in the
article from Siberia alone are worth the cover
price.) At the center of the center of the
Schlumberger empire is a relatively newly
configured outfit, reminiscent of IBMs Global
Services and UPS integrated logistics experts
and even Best Buys now ubiquitous Geek Squads.
The Schlumberger version is simply called IPM,
for Integrated Project Management. It lives in a
nondescript building near Gatwick Airport, and
its chief says it will do just about anything an
oilfield owner would want, from drilling to
productionthat is, as BusinessWeek put it,
IPM strays from Schlumbergers traditional
role as a service provider and moves deeper into
areas once dominated by the majors. (My old pal
was solo on remote offshore platforms
interpreting geophysical logs and the like.)
49
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
50
MasterCard Advisors
51
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
52
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
53
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
54
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
55
California Closets a whole-life upgrade, not
just a tidy bedroom. WSJ/0329.07, Why the
Container-Store Guy Wants to Be Your Therapist
56
IBMHPSchlumbergerGE EnergyGE
InfrastructureUPSMasterCardetc.etc.etc.etc.
57
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by Best Buy.IV.
Flagship of Best Buy Wholesale Solutions
Strategy Makeover.
58
Huge Customer Satisfaction versus Customer
Success
59
Results are measured by the success of all
those who have purchased your product or service
Jan Gunnarsson Olle Blohm, The Welcoming Leader
60
Customer Satisfaction to Customer Success
Were getting better at Six Sigma every day.
But we really need to think about the customers
profitability Are customers bottom lines really
benefiting from what we provide them? Bob
Nardelli, then chief of GE Power Systems
61
He had done nothing to sell me on his business,
yet he had given me the most powerful sales pitch
of my life. Because his sole concern had been my
welfare and the success of my business. Jim
Penman, on learning how to sell (What Will They
Franchise Next? The Story of Jims Group)
62
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
63
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. One of the key
differentiators of our position in the market is
our attention to managing change and making
change stick in our customers organization.
(E.g. CRM failure rate/Gartner 70) Jeff
Thull, The Prime Solution Close the Value Gap,
Increase Margins, and Win the Complex Sale
64
The Value-added Ladder/TRANSFORMATION Customer
Success through Implemented Gamechanging
SolutionsServicesGoods Raw Materials
Subject-matter Professionals and Organization
Effectiveness Experts (Degree MBA,
Organizational Psychology)
65
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
66
Era 1/Obvious Value Our it works, is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver business
advantage (Culture-Strategic
change)Source Jeff Thull, The Prime Solution
Close the Value Gap, Increase Margins, and Win
the Complex Sale
67
26.1.1
68
Up, Up, Up, Up the Value-added Ladder.
69
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
70
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
71
Disintermediation is overrated. Those who
fear disintermediation-outsourcing should in fact
be afraid of irrelevance outsourcing is just
another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
72
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
73
Every job done in W.C.W. White Collar World is
also done outside for profit!
74
ChicagoHRMAC
75
Sarah Mom, what do you do?Mom
Im overhead.
76
support function / cost center/ overhead
or
77
Are you Rock Stars of the Age of Talent
78
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
79
AnswerPSF
80
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)
81
Series/Reinventing WorkThe
Project 50 Fifty Ways To Transform Every Task
Into A Project That MattersThe Professional
Service Firm 50 Fifty Ways To Transform Your
Department Into A Professional Service Firm
Whose Trademarks Are Passion And InnovationThe
Brand You 50 Fifty Ways To Transform Yourself
From An Employee Into A Brand That Shouts
Distinction, Commitment And Passion
82
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
83
26.1.2
84
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
85
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
86
Pointed Point of View!
87
R.POV8Remarkable Point Of View/8 Words or
less If you cant state your position in eight
words or less you dont have a position.SG
88
Richard Sennett Craftsmanship, a sustaining
life narrativeSource Stefan Stern on
Management, FT, 0710.07
89
The PSF35 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN
PLACE-ROOT (Teach a man to fish )17. The
Final Exam DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
90
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. (E.g. CRM
failure rate/Gartner 70) Jeff Thull, The
Prime Solution Close the Value Gap, Increase
Margins, and Win the Complex Sale
91
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
92
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves.
93
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves. Not copobsessed instead with
value-added Integration first, stovepipe
secondary MBWA/bigtime Networker to the rest
of Finance
94
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
95
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time30. Drop
everything/Swarm to Support a Harried-On
The Verge Team31. SPEND ON RD LIKE A TECH
FIRM. 32. A PROPRIETARY METHODOLOGY (FBR,
McKinsey, Chiat Day, IDEO, old EDS) 33.
BRAND MANIACS (Organize Around a Point of View
Worth BROADCASTING) 34. PASSION!
ENTHUSIASM! 35. EXCELLENCE. ALWAYS.
96
(1) Translate ALL departmental
activities into discrete W.W.P.F.
Products.(2) 100 go on the Web.(3)
Non-awesome are outsourced (75??).(4)
Remaining Centers of Excellence are
retained leveraged to the hilt!
97
BMWs Designworks/USA gt50 from outside work
98
Static/ImitativeIntegrity.Quality.Continuous
Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
99
EXCELLENCE Flawless EXECUTION Continuous
IMPROVEMENT Brilliantly Trained
PEOPLEGamechanging QUESTS WEIRD Rosters
GASPWORTHY Results
100
EXCELLENCE Flawless EXECUTION Continuous
IMPROVEMENT Brilliantly Trained
PEOPLEGamechanging QUESTS WEIRD Rosters
GASPWORTHY Results
101
26.1.3
102
Psf.Bedrock.
103
PSF/Professional Service Firm/BeliefsProfes
sion Calling/Passion to make a
difference/Excellence
(always)point of view know exactly what we
stand for/
Dramatic
DifferenceClient enduring, test-the-limits
relationship/Trusted
advisorSolution Rock His-her World/ wow/
implemented Culture
change/ gtgtgtgtgtgt
satisfaction
104
26.1.3.1
105
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)
106
26.1.3.2
107
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
108
26.1.3.3
109
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)
110
26.1.3.4
111
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
112
26.1.3.5
113
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves.
114
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves. Not copobsessed instead with
value-added Integration first, stovepipe
secondary MBWA/bigtime Networker to the rest
of Finance
115
26.1.3.6
116
Photographer Louise Roach
117
(No Transcript)
118
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
119
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
120
Core MechanismGame-changing Solutions Brand
You(S)(Distinct or Extinct/The Talent)
Wow! Project(s) (Different vs Better/The
Work)PSF(S) (Professional Service Firm
model/The Organizing Principle)
Corporation as Mega-PSF
121
PSF (VA, Wow) XFX (Wow) X (Wow)
122
Photographer Mike Brake
123
The FEVP/Fundamental Enterprise Value-Added
Proposition-Equation/Mark2008(1) 100 WOW
PROJECTS (New Org DNA/The Work) (2)
Incredible TALENT Transformed into (3)
Entrepreneurial BRAND YOUs and (4) Given
Room-to-Roam Launched on Awesome QUESTS
(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
124
Big Idea/Meta-Idea/Premier Engine of Value
Added(1) The Talent Best Roster of
Entrepreneurial-minded Brand Yous.(2) The
(Virtual) Organization Internal or External
PSF/Professional Service Firm working with
Best Anywhere Engine of Value Added through
the Application of Creative Intellectual
Capital(3) The Work Product Game Changer/
Gaspworthy WOW Projects
125
but I'm having a hard time imagining 300
million Brand Yous. Would you call a clerk in
a purchasing department at a big insurance
company "brand you"? Probably not. But what about
a single Hispanic Mom, age 32, raising 3 kids in
the LA area and holding 2.5 jobs to do so? I'd
call her a hero, self-reliant, resilient--and a
Brand You! Posted by tom peters at November
20, 2006 1016 PM
126
26.1.4
127
The WOW! Project.
128
A position is not an accomplishment. TP
129
Lets make a dent in the universe! Steve Jobs
130
Your Current Project?1. Another
days work/Pays the rent.4. Of value.7.
Pretty Damn Cool/Definitely subversive.10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
131
Every project we undertake starts with the same
question How can we do what has never been done
before? Stuart Hornery, Lend Lease
132
If you are not prepared to be fired over your
beliefs you are working on the wrong project.
TP
133
26.1.5
134
WOW! Projects Nuts Bolts (a few)
135
Playmate!Playpen!Prototype!Can be Client,
supplier as well as Insider
136
Where to look for Playmates F.F.F.F. (Find
a Fellow Freak Faraway)
137
F2F!/f2fK!/1_at_T/R.F!A.Freak-to-Freak
/Freak-to-Freaky Kustomer/ One at a Time/
Ready.Fire!Aim.
138
Forward, march The Sri Lanka Stratagem
139
Where NOT to look for Playmates BIG Division,
BIG Customer, BIG Vendor, UP
140
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

141
26.1.6
142
Starting a WOW! Projects Epidemic Demos, Heroes,
Stories!
143
Premise Ordering Systemic Change is a Waste of
Time!
144
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
Tanner Pascale Jerry Sternin, Your Companys
Secret Change Agents, HBR
145
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)
146
JKC
147
JKC1. Scour for renegades
wine dine.2. Go outside for funds.
148
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
149
Best story wins!
150
REAL Org Change Demos Models (Model
Installations, ReGo Labs)/ Heroes (mostly
extant burned to reinvent govt)/ Stories
Storytellers (Props!)/ Chroniclers (Writers,
Videographers, Pamphleteers, Etc.)/ Cheerleaders
Recognition (PosgtgtNeg, Volume)/ New Language
(Hot/Emotional/WOW)/ Seekers (networking mania)/
Protectors/ Support Groups/ End RunsPull
Strategy (weird alliances, weird customers,
weird suppliers, weird alumnae-JKC)/ Field Real
People Focus (3 COs) (long way away)/ Speed
(O.O.D.A. Loopsact before the bad guys can
react)C.f., Bob Stone, Lessons from an Uncivil
Servant
151
Demos! Heroes! Stories!
152
Build a School on top of a school/Continuing-Exe
c Ed (The Parallel Universe Strategy)
153
Stories Paint me a picture Story
infrastructure Demos Quick prototypes
Experiments Heroes Renegades Skunkworks
Demo Funds V.C. G.M. Roster Portfolio
Stones Rules JKCs Rules
154
Subversive ChangeBe(very)ware genetic
constraints (historys looong arm)You must
do GandhiHire weird (fulltime or temp)Find
the extant crazies (troll for them via offers to
join weird project teams)Create a (quiet)
Crazies Club/Keep extendin the WebCreate
boondocks projects by the truckload (with
partners of every flavor)Understand Yours is a
protection racketSky High Standards!! (Theres
a deadly serious reason for all thislife or
death)TP Heroes Allan Puckett Bob Stone Jill
Ker Conway Kelly Johnson John Boyd
155
SP But can you turn a defensive player into
an offensive player?TP Yes! Work with
him/her to re-frame their principal project to
the point that their ego is fully engaged and it
becomes something of a life compulsion.
If you and I had 150K in the bank and on
the line and the day before the opening the Fire
Inspector
156
Up, Up, Up, Up the Value-added Ladder.
157
26.2
158
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
159
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
160
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality. Kjell
Nordström and Jonas Ridderstråle, Funky Business
161
This is not a mature category.
162
This is an undistinguished category.
163
When we did it right it was still pretty
ordinary. Barry Gibbons on Nightmare No. 1
164
Companies have defined so much best practice
that they are now more or less identical.
Jesper Kunde, Unique Now ... or Never
165
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
166
Warren Goes Shopping
167
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe/12.05.04
168
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
169
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding ExperiencesCustomer
Success/Implemented Gamechanging
SolutionsServicesGoods Raw MaterialsTheatric
al Skills (Degree Theater Arts)
170
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal
171
CXOChief eXperience Officer
172
First Step (?!) Hire a theater director, as a
consultant or FTE!
173
Car designers need to create a story. Every car
provides an opportunity to create an adventure.
The Prowler makes you smile. Why? Because its
focused. It has a plot, a reason for being, a
passion.Freeman Thomas, co-designer VW Beetle
designer Audi TT
174
Hmmmm(?) Only Words StoryAdventureSmile
FocusPlotPassion
175
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between.Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
176
Extraction Goods Male dominanceServices
Experiences Female dominance
177
26.2.1
178
Fivepianos
179
Planetree A Radical Model for New
Healthcare/Healing/Wellness Excellence
180
"All sane persons agree that 'healthcare needs an
overhaul.' And that's where the agreement stops.
Healthcare issues are thorny, and system panaceas
are about as likely as the sun rising in the
West. But there is good news here and there--and
great news courtesy the Planetree Model.   "In
the midst of ceaseless gnashing of teeth over
'healthcare issues,' the patient and frontline
staff often get lost in the shuffle. Enter
Planetree. While oceanic systemic solutions
remain out of reach, Planetree provides a
remarkable demonstration of what healthcare--with
the patient at the center--can be all about and
is all about among Planetree Alliance
members.   "I know this may sound ridiculous, but
everything about the 'model' works. It is great
for patients and their families--and is truly
about humanity and healing and health and
longterm wellness, not just a 'fix' for today's
problem. It is great for staff--Planetree-Griffin
is rightly near the top of the 'best places to
work in America' list, year in and year out. And
Planetree also works as a 'business model'--any
effectiveness measure you can name is in the
Green Zone at Griffith.   "For 25 years my 'gig'
has been 'excellence.' Put simply, there is no
better exemplar of customer-centered,
employee-friendly excellence, in any
industry, than Griffin-Planetree. The Planetree
model works--and in my extensive work in the
health sector, I 'sell' it shamelessly, and pray
that my clients are taking it all in."   tom
peters/response to request for comment on
Planetree  
181
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
182
The Patient-Family ExperiencePatients are
stripped of control, their clothes are taken
away, they have little say over their schedule,
and they are deliberately separated from their
family and friends. Healthcare professionals
control all of the information about their
patients bodies and access to the people who can
answer questions and connect them with helpful
resources. Families are treated more as intruders
than loved ones. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
183
1. The Importance of Human Interaction
184
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with
Employee Satisfaction Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
185
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
186
2. Informing and Empowering Diverse Populations
Consumer Health Libraries and Patient
Information
187
Planetree Health Resources Center/1981Planetree
Classification SystemConsumer Health
LibrariansVolunteersClasses, lecturesHealth
FairsGriffins Mobile Health Resource
CenterOpen Chart PolicyPatient Progress
NotesCare Coordination Conferences (Est goals,
timetable, etc.)Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
188
3. Healing Partnerships The Importance of
Including Friends and Family
189
Care Partner Programs (IDs, discount meals,
etc.)Unrestricted visits (Most Planetree
hospitals have eliminated visiting restrictions
altogether.) (ER at one hospital has a policy
of never separating the patient from the family,
and there is no limitation on how many family
members may be present.)Collaborative Care
ConferencesClinical Guidelines
DiscussionsFamily SpacesPet Visits (POP
Patients Own Pets)Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
190
4. Nutrition The Nurturing Aspect of Food
191
KitchenBeautiful cutlery, plates, etcChef
reputation Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
192
5. Spirituality Inner Resources for Healing
193
Griffin redesign chapel (waterfall,
quiet music, open prayer book)Other music,
flowers, portable
labyrinthSource Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
194
6. Human Touch The Essentials of Communicating
Caring Through Massage
195
Mid-Columbia Medical Center/Center for Mind and
BodyMassage for every patient scheduled for
ambulatory surgery (Go into surgery witha good
attitude) Infant massageStaff massage (caring
for the caregivers)Healing environments
chemo!Source Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
196
7. Healing Arts Nutrition for the Soul
197
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
198
8. Integrating Complementary and Alternative
Practices into Conventional Care
199
Griffin IMC/Integrative Medicine
CenterMassageAcupunctureMeditationChiropracti
cNutritional supplementsAroma therapySource
Putting Patients First, Susan Frampton, Laura
Gilpin, Patrick Charmel
200
9. Healing Environments Architecture and Design
Conduciveto Health
201
Planetree LookWoods and natural
materialsIndirect lightingHomelike
settingsGoals Welcome patients, friends and
family Value humans over technology .. Enable
patients to participate in their care Provide
flexibility to personalize the care of each
patient Encourage caregivers to be responsive
to patients Foster a connection to nature and
beautySource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
202
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
203
Conclusion Caring/Growth Experience
204
It was the goal of Planetree to help patients
not only get well faster but also to stay well
longer. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
205
Care!/Love!/Spirit!Self-Control!Connect!/learn
!/involve!/Engage!Understanding!/Growth!
De-stress!/heal! Whole patient family
friends! be well!/stay well!
206
Planetree is about human beings caring for
other human beings. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
(Ladies and gentlemen serving ladies and
gentlemen4S credo)
207
F.Y.I. It works!
208
Griffin Hospital/Derby CT (Planetree Alliance
HQ) Results Financially successful.
Expanding programs-physically. Growing market
share. Only hospital in 100 Best Cos to Work
for7 consecutive years, currently 6.
Five-Star Hospitals, Joe Flower,
strategybusiness (42)
209
9 July 2008/HealthLeaders Media 2008 Top
Leadership Team in Healthcare Griffin Hospital
210
How will you know when the healthcare industry
has finally entered the 21st century? When
error rates at hospitals are close to zero. When
doctors and nurses use evidence-based protocols
in your treatment. When you can decide how much
to spend on treatment, and you have the
information and the opportunity to determine the
best value. When your primary care physician is
in charge of your extended care team, operating
as your command central. When all members of
the medical communitynurses, doctors,
pharmacists and specialistswork together
seamlessly on your behalf. When their combined
efforts are tracked, measured, and reported
onand the insurance reimbursements awarded to
them are based on performance. When you see
that hospitals, pharmacies and doctors are
working harder in all aspects to make sure you
are an informed consumer who has trust and
confidence in the services they offer and the
prices they charge. John Hammergren Phil
Harkins, Skin in the Game How Putting Yourself
First Today Will Revolutionize Healthcare
Tomorrow
211
Whats Really Propping Up the Economy
Healthcare has added 1.7 million jobs since 2001.
The rest of the private sector? None.Source
Title, cover story, BusinessWeek, 0925.2006
212
26.2.1.1
213
Part One A Civilian Looks at Your World
214
If we sent 30 percent of the doctors in this
country to Africa, we might raise the level of
health on both continents. Dr Elliott Fisher,
Center of Evaluative Clinical Sciences,
Dartmouth Medical School (Overdose, Atlantic,
Shannon Brownlee.)
215
The Healthcare14 U.S. Healthcare Trauma
in 2008 U.S. Life expectancy rank 45. WHO,
overall American healthcare system performance
37 (1 in cost). Access Denied to 10s of
millions un/underinsured. Unnecessary annual
health-system deaths 200,000-400,000 or
more. Performance/top med centers Problematic
re quality of care and follow-up. Over-treat
ment (meds, tests, procedures) Pandemic. Use of
hard evidence in medical decision-making Spotty
at best. Collection of evidence based on
reported treatment errors Low. Use of S.O.P.s
in treatment regimes Spotty. Incentives for
appropriate care Low. Incentives for
in-appropriate care High. Emphasis on
prevention and wellness Low. Emphasis on
chronic-care Low. State-of-the-art IS/IT
Rare. Fixable without legislation or major
societal changeeg can by and large be improved
dramatically without some form of mandated
universal access to care and in the absence of,
say, a full-fledged War on Obesity. (Evidence in
support of this proposition is the fact that in
every category starred above there are Pockets of
Excellencehospitals and other health-service
organizations, facing the same realities as their
peers, that really get it.)
216
TP Healthcare/May 2008 Prevention and
wellness Population outcomes, outcomes in
general key metrics EMR, info-tech for
procedural integration and guidance for
evidence-based treatment. Safety Quality
Chronic care Provision of the basics Simple
tools (Checklists) Clinical micro-systems
(Patient Care Teams) Patient Quarterbacks
(Family Practice specialists, PAs,
Nurses) Patient-centric/Healing environments
(Planetree/Griffin) Evidence-based
medicine Primary care Overtreatment Obesi
ty
217
Outline 17 Chapters
218
  • Some Resources
  • Bottom Line (??) U.S. Life Expectancy Ranks
    45
  • K.I.A. Wounded A House (Hospital) of a
    Half-million Horrors
  • How It Works (And Feels to the Inmates)
  • 5. You Must Be Your Own Boss!
  • 6. Over-treatment!!!!!!!!!!!! (One-third of Total
    Cost)
  • 7. F.Y.I. The Dominating (!) Role of Healthcare
  • in the American Economy
  • 8. Pick of the Litter Our Best Hospitals?
    (Hint Drum Roll for the VA!)
  • 9. See No Evil, Report No Evil A Culture of
  • Cover-up

219
  • 10. And They Call It Science I The
  • Overwhelming Lack of Treatment Validation
  • 11. And They Call It Science II Astounding
  • Geographic Treatment Variation
  • 12. Shining Star, A/The
  • 13. IS/IT The Dark Ages Saga Continues
  • K.I.S.S./Keep It Simple, Stupid Un-sexy
  • Stuff Could Save Tens of Thousands of
  • Lives and Extend Hundreds of Thousands
  • of Others
  • 15. Wellness-Prevention No Good Deed Goes
  • Unpunished
  • 16. From Healthcare to Health
  • The Oughtas
  • 17. Healthcare Meets Health The Incredible
  • Case of the Planetree Alliance
  • Bonus Toms Nobels

220
  • 10. And They Call It Science I The
  • Overwhelming Lack of Treatment Validation
  • 11. And They Call It Science II Astounding
  • Geographic Treatment Variation
  • 12. Shining Star, A/The
  • 13. IS/IT The Dark Ages Saga Continues
  • K.I.S.S./Keep It Simple, Stupid Un-sexy
  • Stuff Could Save Tens of Thousands of
  • Lives and Extend Hundreds of Thousands
  • of Others
  • 15. Wellness-Prevention No Good Deed Goes
  • Unpunished
  • 16. From Healthcare to Health
  • The Oughtas
  • 17. Healthcare Meets Health The Incredible
  • Case of the Planetree Alliance
  • Bonus Toms Nobels

221
CEO, CMO/CHIEF MEDICAL OFFICER, CNO/CHIEF NURSING
OFFICER, CFO, ETC. traditional jobs DEPUTY
CEO/PATIENT SAFETY QUALITY Director Hands
Clean Mandate Director Error-free Medications
Program Director Simple-Tools-That-Save-Lives
Programs Director Over-treatment Evaluation
Management CHIEF CLINICAL EVALUATIONS OFFICER
Director Evidence-based Medicine Initiatives
Director Best-practices Program Director
Error Reporting Evaluation Initiative CISO/CHIEF
INFORMATION SYSTEMS OFFICER Director
Electronic Medical Records Director
Cross-functional IS Engagement Implementation
Teams DEPUTY CEO/HEALTH HEALING COMMUNITY
OUTREACH Director Wellness Prevention
Programs Director Follow-up Patient Behaviors
Program Director Public Health Initiatives
Director Wellness Programs Director Kids
Education Programs CPCCO/CHIEF PATIENT-CENTRIC
CARE OFFICER Director Patient Experience
Programs Director Planetree Practices
Programs Director Patient Home Port Self-
Family- Management Programs DEPUTY
CEO/PEOPLE Director Teams-based
Organization CCCO/CHIEF CHRONIC-CARE
OFFICER DEPUTY CEO CROSS-FUNCTIONAL COORDINATION
OFFICER Director Patient-Treatment Teams
Implementation Director Cross-functional
Communications Initiatives
222
1-in-7 Chance of Medical Mishap Health Ministry
ReportSource Headline, The Press,
Christchurch, NZ, 0216.08 (odds of a screw-up
during a hospital stay)
223
DVM/Lyme/2005-2008Multip
le diagnoses (gt5)Specialist self-certaintyHe
alth deterioration failed to produce urgency-
communicationVirtually no communications
between specialistsFollow-up very spotty
unless bugged incessantlyLost major test
results, mis-placed 3 or 4 occasionsNear
fatal drug mistake (one nurse takes
charge)Effectively, disinterest in
chronic-careLack of curiosity
224
45
225
Bottom line 1900-1960, life expectancy grew
0.64 per year 1960-2002, 0.24 per year, half
from airbags, gun locks, service employment
Source Best Care Anywhere Why VA Healthcare
Is Better Than Yours/Phillip Longman
226
The more doctors and specialists around, the
more tests and procedures performed. And the
results of all these tests and procedures? Lots
more medical bills, exposure to medical errors,
and a loss of life expectancy. It was this
last conclusion that was truly shocking, but it
became unavoidable when Dartmouths Dr. Jack
Wennberg and others broadened their studies. They
found its not just that renowned hospitals and
their specialists tend to engage in massive
overtreatment. They also tend to be poor at
providing critical but routine care. Source
Best Care Anywhere Why VA Healthcare Is Better
Than Yours/Phillip Longman
227
If we sent 30 percent of the doctors in this
country to Africa, we might raise the level of
health on both continents. Dr Elliott Fisher,
Center of Evaluative Clinical Sciences,
Dartmouth Medical School (Overdose, Atlantic,
Shannon Brownlee.)
228
CDC 1998 98,000 killed and 2,000,000 injured
from hospital-caused drug errors infections
229
1,000,000 serious medication errors per year
illegible handwriting, misplaced decimal points,
and missed drug interactions and
allergies.Source Wall Street Journal
/Institute of Medicine
230
Hospital infections kill an estimated 103,000
people in the United States a year, as many as
AIDS, breast cancer and auto accidents combined.
Today, experts estimate that more than 60
percent of staph infections are M.R.S.A. up from
2 percent in 1974. Hospitals in Denmark, Finland
and the Netherlands once faced similar rates, but
brought them down to below 1 percent. How?
Through the rigorous enforcement of rules on hand
washing, the meticulous cleaning of equipment and
hospital rooms, the use of gowns and disposable
aprons to prevent doctors and nurses from
spreading germs on clothing and the testing of
incoming patients to identify and isolate those
carrying the germ. Many hospital administrators
say they cant afford to take the necessary
precautions. Betsy McCaughey, founder of the
Committee to Reduce Infection Deaths (New York
Times/06.06.2005)
231
Experts estimate that more than a hundred
thousand Americans die each year not from
illness but from their prescription drugs. Those
deaths, occurring quietly, almost without notice
in hospitals, emergency rooms, and homes, make
medicines one of the leading causes of death in
the United States. On a daily basis, prescription
pills are estimated to kill more than 270
Americans. Prescription medicines, taken
according to doctors instructions, kill more
Americans than either diabetes or Alzheimers
disease.Source Our Daily Meds How the
Pharmaceutical Companies Transformed Themselves
into Slick Marketing Machines and Hooked the
Nation on Prescription Drugs Melody Petersen
232
140,000,000 illegible prescriptions per year
John Hammergren Phil Harkins, Skin in the
Game How Putting Yourself First Today Will
Revolutionize Healthcare Tomorrow
233
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