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Title: EXCELLENCE. ALWAYS. Tom Peters/Global Leaders Africa Summit/22June2006.PART1


1
EXCELLENCE. ALWAYS.Tom Peters/Global Leaders
Africa Summit/22June2006.PART1
2
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
3
Slides at tompeters.com
4
EXCELLENCEREVIVED
5
MISCELLANEOUS TOPICS
6
All You Need to Knowmore or less
7
InnoTacInnovation Tactics
8
The Irreducible209
9
1
10
EXCELLENCEREVIVED
11
EXCELLENCE. STARTERS.
12
Radio City Music HallSeptember 2005
13
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
14
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?
15
P.P.E.E.R.R.E.
16
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
17
EXCELLENCE. THE WORD.
18
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
19
EXCELLENCE. GAMECHANGER1982.
20
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
21
What is In Search of Excellence all
aboutPeople. Emotion. Engagement.
Exuberance. Action-Execution. Empowerment.
Independence. Initiative. Imagination. Great
Stories. Incredible Adventures. Trust. Caring.
Fun. Joy. Customer-centrism. Profit. Growth.
Brand You. Dramatic Differences.
Experiences that Make You Gasp. Excellence.
Always.
22
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
23
EXCELLENCE. CAUSES.ADVERSARIES.
24
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.
25
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)
26
Causes/1966-2006 Im
plementation/Small Wins (Stanford GSB/PhD
thesis 1st on implementation per
se) EXCELLENCE (as a worthy business
pursuit) Management Style/Corporate Culture Soft
Ss/7-S (Waterman-Peters complete business
model waaaaay beyond Strategy
Structure) Structure gt Strategy (We shape our
structures, then they shape us Churchillian
paraphrase) Soft Change Levers (gt structure
symbols, patterns settings) Close to the
Customer (novel idea, circa 1982) MBWA (Managing
By Wandering Aroundcourtesy a much more
intimate than today HP) Productivity through
People (novel idea, circa 1982) Chaos/Crazy Times
Call for Crazy Organizations Middle-sized
companies are cool Re-imagine!/Innovate or
Die! Small-ish/Scale Synergy limits-delusions/an
ti-Big Mergers
27
Causes/1966-2006 Women/Mark
et opportunity Women/Leaders (right for the
times) Design/Design-as-soul Wow! (Hot
language) Weird! Passion!/Enthusiasm!/Exuberance!
(as Leader Lever 1) Brand You (or else) PSF
Bedrock (add value or bustevery group must
demonstrate economic viability) PSF Brand You
WOW Projects New Biz Logic Sales/R gt -C
(increasing revenue more important than cutting
cost) HealthCare/Wellness-Safety-H5N1 Brand
Talent (best roster wins) New VA
Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DRE
AMKETING (Dream Marketing)-LOVEMARK Different gt gt
Better Boomers Geezers/marketing to new
mega-segment
28

Adversaries B-schools (crappy at soft skills,
implementation, leadership) Strategy-is-all By-the
-numbers management Dis-passionate
management Focus groups Intuition
discounted Leading as an intellectual
task Leading without passion Cool language in Hot
times Dilbert (accepting cubicle slavery) Bigness
per se (severe scale limitationseven at
Microsoft) White guys! (not really, but enough
already) 18-44 emphasis in marketing (geezers gt
youth for foreseeable future) -Cost gt Revenue
(cost cutting more important than organic revenue
growth) CI (continuous improvement in an age of
discontinuous world) LESS THAN THE
NO-HOLDS-BARRED PURSUIT OF EXCELLENCE
29
EXCELLENCE. RE-DEFINED.
30
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
31
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
32
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
33
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
34
EXCELLENCE. RENOVATION2006.
35
  • X06/Excellence2006 The Bedrock
    Bakers Dozen
  • 1. A Bias For Action/Culture of Execution Job
    One!
  • 2. DECENTRALIZATION! ACCOUNTABILITY!
  • 3. Fail. Forward. Fast.
  • 4. Velocity! Tempo! Metabolic Management
    Matters!
  • 5. INNOVATE or Die.
  • 6. A Damn Good Product. A Damn Cool Product.
  • 7. Ride the Value Added Curve to the Sky Insure
  • Gamechanging Solutions Provide
    Spellbinding
  • Experiences Become a Dream Merchant
    Strive to Be
  • a Lovemark Seek Tattoo Brand status.
  • 8. Relentlessly Pursue the Big Two Markets
    Women,
  • Boomers Geezers.
  • 9. Best Talent Wins! Women Rule! HR at the Head
    Table!
  • 10. Educate for Creativity, Entrepreneurship
    Brand You

36
EXCELLENCE. ALWAYS.
37
Why in the world did you go to Siberia?
38
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.
39
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
40
Business The Ultimate Creative Endeavor.
41
Business The Ultimate Personal
Development-Growth Experience.
42
Business The Ultimate Transcendent Service
Opportunity.
43
EXCELLENCE. YOU ME.
44
In Toms world, its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
45
This is the true joy of Life, the being used for
a purpose recognized by yourself as a mighty one
the being a force of Nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not
devote itself to making you happy. GB
Shaw/Man and Superman
46
My only goal is to have no goals. The goal,
every time, is that film, that very moment.
Bernardo Bertolucci
47
Life is not a journey to the grave with the
intention of arriving safely in a pretty and
well-preserved bodybut rather a skid in
broadside, thoroughly used up, totally worn out,
and loudly proclaiming, Wow, what a ride!
anon.
48
EXCELLENCE. TRANSCENDENCE.THRILLS.
49
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
50
CTOChief Thrills Officer
51
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
52
CTOChief Transcendence Officer
53
EXCELLENCE. WOW. NOW.
54
CWOChief WOW Officer
55
C!OChief ! Officer
56
Its always showtime. David DAlessandro,
Career Warfare
57
EXCELLENCE.LET.US.MARCH.
58
In classical times when Cicero had finished
speaking, the people said, How well he spoke,
but when Demosthenes had finished speaking, they
said, Let us march. Adlai Stevenson
59
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
60
EXCELLENCE.
61
You only find oil if you drill wells.
62
ITs always showtime.
63
let us march.
64
EXCELLE ALWAYS.
65
2
66
MISCELLANEOUS TOPICS
67
A FEW LESSONS FROM THE ARTS
68
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
The Project rulesEmotional languageBit
players. None.B.I.W.Different events
Different rosters
69
MARCUS BUCKINGHAM
70
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
71
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
72
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
73
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
74
Stating the Obvious THE PROBLEM IS RARELY THE
PROBLEM.
75
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM

76
OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING
PROBLEM IS NOT MUCH OF A PROBLEM.

77
PERCEPTION IS ALL THERE IS. PERIOD.

78
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

79
POWER WORDS!Im sorry.
80
First-level Scientific SuccessBeyond
BrainsTom Peters/14April2006
81
First-level Scientific SuccessThe smartest guy
in the room winsOr
82
First-level Scientific SuccessFanaticismPersist
ence-Dogged TenacityPatience (long
haul/decades)-Impatience (in a hurry/do it
yesterday)PassionEnergyRelentlessness
(Grant-ian) EnthusiasmDriven (nuts!) (Brutal?)
CompetitivenessEntrepreneurialPragmatic
(R.F!A.)Scrounge (gets the logistics-infrastruc
ture bit)Master of Politics (internal-external)T
actical GeniusPursuit of (Oceanic)
Excellence!High EQ/Skillful in Attracting
Keeping Talent/MagneticProlific (ground up more
pig brains)EgocentricSense of
History-DestinyFuturistic-In the
MomentMono-dimensional (Work-life balance?
Ha!)Exceptionally IntelligentExceptionally
Clever (methodological shortcuts/methodological
genius)Luck
83
UBIQUITOUS POLITICS
84
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
85
Happy 50!26April2006
86
Malcom McLean
87
Containerization
88
LessonsNeed-drivenA thousand
parentsMessyEvolutionaryTrivialExperimenta
tiontrial ERRORLoooong time for systemic
adaptation/s(many innovations) (bill of lading,
standard time)Not Plan-drivenThe product
of Strategic Thinking/PlanningThe product of
focus groups
89
Get mad. Do something about it. Now.
90
3
91
All You Need to Knowmore or less
92
25
93
All You Need to Knowmore or less Tom
Peters/Global Leaders Africa Summit/
Johannesburg/22June2006.PART 1
94
For Taddy
95
The key question isnt What fosters creativity?
But it is why in Gods name isnt everyone
creative? Where was the human potential lost? How
was it crippled? I think therefore a good
question might be not why do people create? But
why do people not create or innovate? We have got
to abandon that sense of amazement in the face of
creativity, as if it were a miracle if anybody
created anything. Abe Maslow
96
REPRISE
97
I dont know.Source Karl Weick
98
Leaderships Mt Everestfree to do his or her
absolute best allow its members to
discover their greatness.
99
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
100
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
101
We are a life Success CompanyDave
Linegar, founder, RE/MAX
102
Brand Talent.
103
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
104
DD21M
105
The two most powerful things in existence a
kind word and a thoughtful gesture.Ken Langone
106
Hard is soft. Soft is hard.In Search of
Excellence
107
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
108
To change minds effectively, leaders make
particular use of two tools the stories that
they tell and the lives that they lead.
Howard Gardner, Changing Minds
109
ONWARD
110
Conformity
111
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
112
Conformity II
113
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/Strategy or Revolution/Harvard
Business Review
114
Action
115
We have a strategic plan. Its called doing
things. Herb Kelleher
116
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 (80)
117
Screw It Up
118
Fail. Forward. Fast. High-tech Exec/PA
119
Create
120
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)
121
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
122
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
123
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
124
Revenue
125
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
126
CROChief Revenue Officer
127
SellSellSell
128
. Everyone lives by selling something.
Robert Louis Stevenson
129
SellSellSell
130
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
131
BonusTP.27 on Selling(Short)
(Personal)
132
Out-prepare!! (huge time commitment!)Learn the
culturePractice!Care-EmpathyListen-Empathetic
listening (SC)Listen-Body languageK.I.S.S.
(1-page summary. 1 1.)Enthusiasm-ENERGY-Authen
ticity!!OBVIOUS belief in productSelling
Solution-Success-Experience-Dream come
true-Love-Dramatic DifferenceSelling Better
STORY! (Best story wins)Selling Yourself!
(Brand you)Obvious Wow!No exaggeration!Spell
out commitments!SIMPLE timelineSell
inside-First! Thorough!Relationships-Way
down!!Time!!!! (Eg, build trust)Ooze
integrityIntroduce to rest of team, esp
mechanicsSBWA (5K for 5M)Remember
Close!Gotta-make-a-profit (be ready to walk
away!)Good lossDont dis competitors!!Make
her-him-target SUCCESSFUL (in a personal way)
133
Women BuyWomen Lead
134
Women are the majority market Fara
Warner/The Power of the Purse
135
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
136
The Perfect Answer
Jill and Jack buy slacks in black
137
(No Transcript)
138
10. Womens Market Opportunity No. 1.
139
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
140
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
141
10.6
142
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
143
Add It Up!Doing it right
(Men buy things that other men will buy for
women. I buy things that women want.successful
jeweler/F)Greater workforce/global participation
rate (bigger contributor to GDP growth than
technology, China, India)Higher wages (more
seniority, promotionseven if not to
CEO)Women-owned businesses (answer to the Glass
Ceiling)
144
Value-added
145
55B
146
And MasterCard Advisors
147
Value-added II
148
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
149
ChicagoHRMAC
150
support function / cost center/ overhead
or
151
Are you Rock Stars of the Age of Talent
152
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
153
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
154
AnswerPSF
155
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
156
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
157
Experience
158
This is not a mature category.
159
This is an undistinguished category.
160
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
161
?
162
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
163
CXOChief eXperience Officer
164
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
165
Dreams
166
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
167
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
168
CDMChief Dream Merchant
169
Love
170
Kevin Roberts Lovemarks!
171
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
172
Tattoo Brand What of users would tattoo the
brand name on their body?
173
CL OChief Lovemark Officer
174
Lovemark Dreams Come True Spellbinding
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
175
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
176
Focus
177
Dennis, you need a To-dont List !
178
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five. Not ten. Three. Richard
Haass, The Power to Persuade
179
K.I.S.S.
180
The art of war does not require complicated
maneuvers the simplest are the best, and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon on Simplicity,
from Napoleon on Project Management by Jerry
Manas.
181
450/8
182
Danger S.I.O. (Strategic Initiative Overload)
183
One bank is currently claiming to leverage
its global footprint to provide effective
financial solutions for its customers by
providing a gateway to diverse markets. Charles
Handy
184
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
185
Change
186
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
187
Im not comfortable unless Im
uncomfortable.Jay Chiat
188
Change II
189
We become who we hang out with!
190
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
191
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
192
Change III/BigChange
193
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
194
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
195
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
196
BigBiggerBiggest??????
197
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)
198
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
199
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
200
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
201
Lessons
202
4/40
203
De-cent-ral-iz-a-tion!
204
Ex-e-cu-tion!
205
Ac-count-a-bil-ity!
206
615A.M.
207
Agressive
208
Nelsons secret Other admirals more
frightened of losing than anxious to win
209
Tempo
210
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
211
Kevin Richard
212
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!
213
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.
214
Passion Enthusiasm
215
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
216
I am a dispenser of enthusiasm. Ben Zander
217
Enthusiasm the ultimate virus
218
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
219
Hustle
220
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
221
Sunny
222
A leader is a dealer in hope.Napoleon
223
Sunny II
224
Ronald Reagan radiated an almost transcendent
happiness. Lou Cannon
225
Aim High
226
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
227
Dream
228
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
229
HTSH Engage!Commit! Engage! Try! Fail! Get
up! Try again! Fail again! Try again! But never,
ever stop moving on! Progress for humanity is
engendered by those who join and savor the fray
by giving one hundred percent of themselves to
their dreams! Not by those timid souls who remain
glued to the sidelines, stifled by tradition, and
fearful of losing face or giving offense to the
reigning authorities.Key words Commit! Engage!
Try! Fail! Persist!HTST/Hands That Shape
Humanity, Tom Peters contribution to a Bishop
Tutu Foundation traveling exhibit
230
!
231
4
232
InnoTacInnovation Tactics
233
PART ONEINNOVATION TACTICS
234
Tom Peters on Innovation tactics
235
Premises I
236
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)
237
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
238
More than 1 RD spending, last 25 years?
239
GM
240
Premises II
241
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
242
Try It
243
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 (80)
244
While many people big oil finds with big
companies, over the years about 80 percent of the
oil found in the United States has been brought
in by wildcatters such as Mr Findley, says Larry
Nation, spokesman for the American Association of
Petroleum Geologists. WSJ, Wildcat Producer
Sparks Oil Boom in Montana, 0405.2006
245
We made mistakes. 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
246
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
247
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to
have.Michael Schrage

248
Think about It!?Innovation Reaction to the
PrototypeMichael Schrage
249
We are in a brawl with no rules. Paul Allaire
250
S.A.V.
251
Screw Around Vigorously
252
Screw It Up
253
Fail faster. Succeed sooner.David Kelley/IDEO
254
Fail. Forward. Fast. High-tech Exec/PA
255
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
256
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
257
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
258
Sams Secret 1!
259
Tom, very simple. Sam was not afraid to fail.
David Glass to TP, on the occasion of Sams
induction into The Sales Marketing Hall of Fame
260
Plan B
261
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
262
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
263
Parallel Universe
264
Build a School on top of a school (The Parallel
Universe Strategy)
265
B.School Innovation Strategies Exec
Ed/Continuing Ed (fewer restraints). Web (fewer
restraints). Parallel Universe approach
(JKC/Bob S)! Recruit weird (in places you can
get away with iteg, students, continuing ed
faculty lesser admin jobs)! Message LOOK
FOR/EXPLOIT THE WEAK (Unregulated) SPOTS!
266
JKC
267
Jill Ker Conway/Smith1. Scour for
renegades wine dine.2. Go outside for
funds.
268
Change? Ha! Try End Run! Build Your Own!
Period!Were never going to persuade the
conservatives to accept our view. We need to
build our own institutions. anon.
269
Parallel Universe/Venture Fund
270
Venture fund (E.g. Gerstner/Amex,
Dow/Marriott, Grove/Intel, Bedbury/Starbucks)
271
2/50Scott Bedbury/Starbucks/lt1/lt4 of 400/
grabbed best/all wanted to be there/2-50
272
ShellGame Changer10 of technical budget
set aside and used to fund promising but
nontraditional ideas through a staged funding
process similar to that used by venture
capitalists Source Financial Times/08.2003
273
We Are What We Eat
274
We become who we hang out with!
275
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
276
Requirement Discomfort
277
Im not comfortable unless Im
uncomfortable.Jay Chiat
278
Find em
279
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)
280
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
281
Sing Them
282
Demos! Heroes! Stories!
283
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
284
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
285
My mission is that of a molemy existence only
to be known by upheavals. Jan Morris, Fishers
Face, Or, Getting to Know the Admiral
286
Org Structure
287
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)
288
Band of Brothers ( Sisters!)
289
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
290
Hard is soft.Soft is hard.
291
First-level Scientific SuccessThe smartest guy
in the room winsOr
292
First-level Scientific SuccessFanaticismPersist
ence-Dogged TenacityPatience (long
haul/decades)-Impatience (in a hurry/do it
yesterday)PassionEnergyRelentlessness
(Grant-ian) EnthusiasmDriven (nuts!) (Brutal?)
CompetitivenessEntrepreneurialPragmatic
(R.F!A.)Scrounge (gets the logistics-infrastruc
ture bit)Master of Politics (internal-external)T
actical GeniusPursuit of (Oceanic)
Excellence!High EQ/Skillful in Attracting
Keeping Talent/MagneticProlific (ground up more
pig brains)EgocentricSense of
History-DestinyFuturistic-In the
MomentMono-dimensional (Work-life balance?
Ha!)Exceptionally IntelligentExceptionally
Clever (methodological shortcuts/methodological
genius)Luck
293
Hard is soft.Soft is hard.
294
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
295
4/40
296
4/40
297
De-cent-ral-iz-a-tion!
298
Ex-e-cu-tion!
299
Ac-count-a-bil-ity!
300
615A.M.
301
Bossidy on EXECUTION
302
I saw that leaders placed too much emphasis on
what some call high-level strategy, on
intellectualizing and philosophizing, and not
enough on implementation. People would agree on a
project or initiative, and then nothing would
come of it. Larry Bossidy Ram
Charan/Execution The Discipline of Getting
Things Done
303
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
304
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
305
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
306
robust dialogue Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
307
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)
308
The person who is a little less conceptual but
is absolutely determined to succeed will usually
find the right people and get them together to
achieve objectives. Im not knocking education or
looking for dumb people. But if you have to
choose between someone with a staggering IQ and
an elite education whos gliding along, and
someone with a lower IQ but who is absolutely
determined to succeed, youll always do better
with the second person. Larry
Bossidy/Execution The Discipline of Getting
Things Done
309
Duct Tape Rules!Andrew Higgins, who built
landing craft in WWII, refused to hire graduates
of engineering schools. He believed that they
only teach you what you cant do in engineering
school. He started off with 20 employees, and by
the middle of the war had 30,000 working for him.
He turned out 20,000 landing craft. D.D.
Eisenhower told me, Andrew Higgins won the war
for us. He did it without engineers. Stephen
Ambrose/Fast Company
310
The Leaders Seven Essential
BehaviorsKnow your people and your
businessInsist on realismSet clear goals and
prioritiesFollow throughReward the
doersExpand peoples capabilitiesKnow
yourself Source Larry Bossidy Ram Charan,
Execution The Discipline of Getting Things Done
311
Action8/VPMR/Peters on BossidyExternal Focus
(Competitors/Customers)Realism/Truth-tellingVi
sion Projects (Must add up to Vision)
MilestonesCommitment/EnergyRapidReviewCons
equences (/-)
312
Inno64 Innovation Strategies Tactics
313
Parallel universe /Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone Bell curves/2016 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!!!
314
CEO track record of Innovation (nobody starts at
45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Change easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Go Global at any size Stop listening to
customers Talent!/Unusual sources-Hire
innovators-V.C.s Eschew giant mergers
315
Remember scale economies max out early Assisted
suicide! (Built to last Chimera-
snare-delusion) Burn your press
clippings Forgetting strategy Fire all
strategic planners Tempo! Final product bears
little relation to starting notion Design!
Design! Design! (culture, not program) All
innovation Pissed-off people Gut feel
rules! Focus groups stink Weird focus groups
okay Be-Do philosophy
316
Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue
serendipity (Blitzkrieg-Containers-Science-Utter
back) R.F.A. Culture of execution 4/40
decentralization, execution, accountability,
615AM EVP (S.O.U.B.)/Systems-process
un-design Diversity for diversitys
sake Women-Women-Women/CUSTOMERs (they are the
market, not a segment)- LEADERS Boomers-Geeze
rs (all the money)
317
CRO (Chief Revenue Officer) culture/top-line
obsessed CIO (Chief INNOVATION Officer) Laughter F
acility-space configuration EXPERIMENTS-PROTOTYPES
Reward excellent failures. Punish mediocre
successes. Bizarrely high incentives (
penalties) We are what we eat/We are who we hang
out with (E.g. Staff-Consultants-Vendors-Out-sour
cing Partners/, Quality-Innovation Alliance
Partners- Customers-Competitors/who we
benchmark against -Strategic Initiatives
-Product Portfolio/LineEx v. Leap-IS/IT
Projects-HQ Location-Lunch Mates-
Language-Board)
318
5
319
The Irreducible209
320
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
321
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.)
322
15. Men. Women. Different. Contend. Connect. 16.
Women. Buy. All. (RU listening?) 17. Quality.
(Mind-blowing. Beyond 6-Sigma.) 18. Re-invent.
Re-pot. (Required.) 19. Jaywalk. 20. Big change.
Small of people. (Always.) 21. Experiment.
Now. 22. Failure. Normal. 23. Most failures,
most success. (Fail. Forward. Fast.) 24.
Reward excellent failures. Punish mediocre
successes. 25. Women leaders. (Altered times.)
26. Extremism. (Good business. Bad
politics.) 27. Innovation source. Only. Extreme
irritation. 28. Smile.
323
29. You must care. 30. Mentor. (Highest ROI.) 31.
Best roster wins. 32. Wow. (Okay in biz.) 33.
We all have customers. (Biz. Personal.) 34. All
contacts Experiences. 35. Cirque du Soleil.
(Peerless.) 36. Leaders create space for
growth. 37. Quests. (Only.) 38. High aspirations,
high results. (Self-fulfilling
prophecy.) 39. Attitude 1, Skills 0. (Mostly.)
(Attitude 1, Skill 0.3?) 40. Sometimes Skill
1, Attitude 0.1. 41. Must love, not like. 42.
Wegmans. (No excuses. Mere groceries.) 43.
Less than your best. Cheating.
324
44. Brand You. (No alt.) 45. Self-sufficiency.
(Biggest LT turn-on.) 46. In the moment. 47. The
moment wins. 48. Tomorrow Never. 49. Action 1,
Plan 0.1. 50. Execution can be a system. 51.
Realism. 52. Own up. Move on. 53.
Accountability. 54. Work hard gt Work smart.
(Mostly.) 55. Feedback. Necessary. Fast. (R.F.A.
in RFA times.) 56. Customers. Listen.
Lead. (Paradox.) 57. On stage. Always. (GW,
FDR, RG Supreme actors.)
325
58. Master statistical analysis. 59. Excellence
Set the table. 60. Legacy. (Will it have
mattered?) 61. Great. (Why not?) 62. Radicals
rule. (Think Olympics.) 63. !!! Good. 64. Red
1, Brown 0. (Red times.) 65. Talk. Listen. (Big
2. Master.) 66. Politics. (Normal-inevitable
state of affairs. Master.) 67. Student.
Forever. 68. Why? (Question 1.) 69. Dont
belittle. 70. Respect. 71. All we have this
moment. (Moments matter most?) 72. Now.
(Procrastination. Death.)
326
73. Exercise. 74. Paint. (Leader. Portraits of
Excellence.) 75. Best story wins. 76. You must
be the change you wish to see in the
world. 77. Two big ones. Max.
(Priorities.) 78. No I in Team. (I in
Win.) 79. I in Win. (No I in Team.) 80.
Different 1, Better 0. (Better 0.1) 81.
Imitation Mistake. (Learn, from who?) 82.
Choose/battle the right competitor. 83.
Schools. Creativity. Entrepreneurship.
(Not.) 84. MBAs. Creativity. Entrepreneurship.
Leadership. (Not.) 85. Design. Under-rated.
Wildly. (Still.) (Everything.)
327
86. You Calendar. (Calendar. Never. Lies.) 87.
Laugh. 88. Handshake. (Quantity. Quality.) 89.
Dont fold your hands in front of your chest.
Ever. (Never.) 90. Grace. (Works in biz.) 91.
Weird. Wins. (Weird times.) 92. Crazy times.
Crazy orgs. 93. Internet. All. 94. Women.
Boomers-Geezers. Market. All. 95. Passion.
(Repeat. So what?) 96. Energy. (Repeat.
So what?) 97. Hustle. (Repeat. So
what?) 98. Enthusiasm. (Repeat. So what?) 99.
Exuberance. (Repeat. So what?) 100. Smile.
(Repeat. So what?) 101. Care.
(Repeat. So what?)
328
102. Simplicity. Redundancy. Resilience. Bloody-
mindedness. Visible optimism. (Success.)
103. Act. (Repeat. So what?) 104.
Appreciate. (Repeat. So what?) 105. Fun. (Biz.
Why not?) 106. Joy. (Biz. Why not?) 107. Sales
Life. 108. Marketing Life. 109. Long-term. Top
line. 110. Great company Creates the most
individual success stories. (RE/MAX) 111.
Talent first, performance byproduct. 112.
Sustained Wow 1, Shareholder value,
0.2 (Product, People.) 113. Commitment, by
invitation only. 114. Creativity, by invitation
only. 115. HR 1. (Ought to.) 116.
Face-to-face. (5K miles, 5 minutes.)
329
117. Negotiation. Make all winners. (Save
face.) 118. Grace makes enemies friends. 119.
Network. 120. Invest in relationships. (Think
ROIR. Return On Investment in
Relationships.) 118. Relationship investment.
Forethought. Calendar item.
Intensity. 119. Innovation. Easy. (Hang out
with weird.) 120. Weird Win. (Weird
times.) 121. The bottleneck is at the top
of the bottle. 122. Good Board Weird Board.
(At least, surprising.) 123. No
contention, no progress.
330
124. Crucial conversations. Crucial
confrontations. (Study. Learn. Do.) 125. Honest
feedback. 126. Gaspworthy. Yes. 127. Insanely
great. 128. Astonish me. 129. Make it
immortal. 130. Will you remember it in 20
years? 131. No small opportunities.
(Reframe.) 132. One playmate, one playpen
Enough. 133. End run. Sensible. 134. Allies are
there for the finding. 135. Find successes. Build
on successes. (Pos gt Neg. Encourage gt
Fix.) 136. Somebodys doing it today. Find
em. 137. Someone is living 2016 in 2006.
(Find em. Study em.)
331
138. Dont benchmark, futuremark.
(2016. Happening. Somewhere.) 139. PMA. It
works. 140. There are no experts. (You are the
expert.) 141. Life is short. 142. Sustained
success. Fat chance. Make today matter.
(Sustained. Ha.) 143. Collaborate. (Networked
world.) 144. Go solo. (Individual. Unit of
Intellectual Capital.) 145. There are no
perfect plans. (Do. Wins.) 146. Plans motivate.
(Right or wrong. Sense of purpose.) 147.
Never rest. 148. Get some sleep. 149. Winning
Embracing paradox. 150. Ambiguity Opportunity.
332
151. Resilience. 152. Relentless-ness. 153. None.
Above. Comeuppance. (GM. Sears. U.S.
Steel. DEC.)
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