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


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
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part one (of 7)all you need to
know(dwelling on the obvious)not your
fathers worldintroduction to excellence.06
September 2007
3
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
two (of 7)innovate.Or.Die.
4
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part THREE (of 7)up, up, up, up
the value added ladder (solutions-experiences-
dreams-lovemarks)
5
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part FOUR (of 7)new
Markets(Stupendous Opportunity)
6
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part FIVE (of 7)people!(Brand you.
Talent. Health. Education. Leadership.)
7
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
SIX (of 7)excellence.summaries.Lists.
8
Part sevenExtended Talent Leadership
9
Slides at tompeters.com
10
We all agree your theory is crazy. The question,
which divides us, is whether it is crazy enough.
Niels Bohr, to Wolfgang Pauli
11
part one
12
NOTE In what follows you will find a variety
of openings. I mix and match from this section
depending on the demographics, industry and
nationality of the target audience.
13
Tom Peters X25EXCELLENCE.
ALWAYS.MASTER/0906.2007/Part ONEIn Search of
Excellence 1982-2007
14
tom peters excellence.
Always.1. Excellence! Always!2. context.
3,000,000,000 new capitalists!3. Innovate or
die!4. Revenue Matters Most!5. UpUpUpup the
Value-added Ladder! (commodity to
gamechanging solution to breathtaking
experience to lovemark)6. Make . Much.
Money. Damn it! (women-Boomers-geezers)
7. Action!/Try It!/Execution!8. Best roster
wins!9. Emotional Leadership!/ Leading for
excellence!10. Excellence! Always!
15
Our Story LineNot your fathers worldBig
Pitiful.Excellence. Always./only-ones-who-do-wh
at-we-do. (what else?)Innovate. Or. Die.Up.
Up. Up. Up.Up, Up, Up the Value Added
Chain.(Raw materials. Goods. Services.
Implemented-gamechanging Solutions.
Scintillating experiences. Dreams come true.
Lovemark.)Stupendous-underserved New Markets
(Women, Boomers geezers)Talent Brand. /You
Brand You. /educate-for-creativityLeading
with passion relentlessness (21st Century
Leadership. Ha.)
16
The StoryNot your fathers worldBig
Pitiful.Excellence. Always. (what
else?)Innovate. Or. Die.Up, Up, Up the Value
Added Chain.New Markets (Women,
Boomers)Talent Brand.Leading with passion
17
Context/5/42/500/900.Weeks of Whoops! Built
to Flop Pitiful Performance!Innovate. Or. die.
Value-added Ladder/raw materials to
lovemarks. BEDROCK MODEL PSF.New
Markets/women. Boomers-geezers. aside
Eternal Basics.Talent. BRAND YOU.
Education.VIRAL Leadership.
18
  • Re-imagine! Speech Story Line in
    100 Words or Less
  • 1. Wildly altered context (technology,
    China-India, global terrorism, etc)
  • Only answer adaptive skills and
    bold-breathtaking innovation
  • (top-line focus rather than cost-cutting
    focus)
  • 3. Race way, way up the value-added curve
    (implemented game-altering solutions rather
    than services, experiences rather than
    transactions, and much more)
  • 4. As part of value-added exercise, pursue Ripe
    Enormous new marketsWomen, Boomers Geezers
  • 5. Radical (!!!) use of IS-IT
  • A Roster of Weird Wondrous Entrepreneurial
    Talent engaged
  • in Wow Projects
  • Metabolic Leadership (Passionate-Radical
    Leaders who instill a Discipline of Execution, a
    Quick Tempo-Adaptive Culture and
  • an appetite to Eat Radical Change for
    Breakfast)
  • (96
    words by my count)

19
Bias/es Trained by Mess-ists those with a
non-linear view of the world. Hobbies are
history statistics. Professional life,
center of, Silicon Valley, 1970-2000.Axiom200
7 The older I get, the less boring the
basics become.Favorite book, Nassim
Nicholas TalebFooled By Randomness
20
Tom Peters X25EXCELLENCE.
ALWAYS.MASTER/0618.2007/Part ONEIn Search of
Excellence 1982-2007
21
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
22
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
23
profits, people or people, profits?
24
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
25
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
26
The last word There is no last word.
27
Flat as a Pancake (Or Worse)WalMart Dell
Intel Yahoo Home Depot Microsoft GE
28
EXCELLENCE. ASPIRATION.2006.
29
Why in the World did you go to Siberia?
30
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
31
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!
32
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
33
BUSINESS IS ABOUT POWER. Joanne Lipman,
editor, on Portfolio
34
TP BUSINESS IS ABOUT ...
35
enterprises that Matter change the game
offer solutions experiences that surprise ,
amaze, and transform perceptions of whats
possible and stick like super-glue in
customers minds. such offerings are
brilliantly conceived and flawlessly delivered
by unconventional, creative, hyper-committed,
energetic talent from within outside the
organization. Tom PetersE.g. Apple, Whole
Foods, Cirque du Soleil, Starbucks, Wegmans,
London Drugs, Griffin Hospital/Planetree
Alliance, John Laing Homes, RE/MAX, Sewell Autos,
Jims Group, The Met/Big Picture, Virgin,
Commerce Bank, Google, Basement Systems Inc.,
Ford (circa 1917), IBM (circa 1970), Wanamakers
(circa 1880)
36
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
37
Make sure your executive team includes top
talent in design, engineering and manufacturing,
because thats your only! priority to
build! Cars! People! Want! to buy!. Hot styling
sells them and quality keeps them sold. Lee
Iacocca, Where Have All the Leaders Gone?
38
Game plan The unvarnished Basics
39
Hire Great People (Resilient, Passionate) Try
a Lot of Stuff (S.A.V./R.F.A.)Enjoy It While
It Lasts
40
Toms Change RulesCause. (pissed off.)Try
it. (S.A.V.)Fail. Forward. Fast.Quests. Demos.
Heroes. Stories. Boonies. (Parallel
universe.)lt12.Just Say No Normal.AttitudegtAbil
ity.Wow. Insanely great.Sell! Sell!
Sell!Master politics!
41
"Because we are such poor implementors does not
mean laws of success underpinning built to
last do not exist. Comment at tompeters.com
(0625.07) Bingo. nothing amuses me more than,
"It's just an implementation problem. Good
God, that's the whole damn reason we wrote
In Search of Excellence 25 years ago! McKinsey
invented "perfect" strategiesIt was just that
our clients were too stupid to implement!!! It
reminds me of the great ad man David Ogilvy, "If
it doesn't sell it was a bad aDregardless of the
prizes it won. Implementation is the
all-important "last 99" per me. Companiese.g.
GMcould indeed last forever, save for lousy
implementation. The close kin, an old joke,
This would work fine if it werent for the damn
people. FYI, I apparently wrote, at Stanford,
the first doctoral dissertation on
implementation. Needless to say, all this is
near dear to my heartand has been for almost
40 years.
42
The Big Three JustasThe strategy is
right. Its just a communications
problem.The plan is dead onits just an
implementation problem. Look, weve got the
strategy rightwe just need to fix the people
bit.
43
Excellence! Always! Soft is hard. Hard is soft.
(People, customers hard, s soft)25
(Blinding flash of the obvious)Wow! (Passion!
Enthusiasm! Hot language! Insanely greatSteve
Jobs)Wow EVERYWHERE (Jims Group, Basement
Systems Inc)Innovate. Or die.Top line
obsession!!! (CRO/Chief Revenue Officer
SalesgtMarketing cost cutting death
spiralVH) Innovation Mess (What makes God
laugh? People making plans.)1/100 (Big
over-rated/Mega-mergers destroy value/Built to
last chimeraBuilt to last v Built to rock
the world (TPs love affair with Netscape)
Last word There is no last word!0/800 (We
are who we hang out with/Weird for weird
times)Lead the customer!Whacky Wild WikiWorld!
(Electronic planetary scrum.)Try stuff!!!!!!!!!
(R.F.A., S.A.V.) (Ready. Fire. Aim. Screw Around
Vigorously.)Fail. Forward. Fast. (Reward
excellent failures. Punish mediocre
successes.)Try MORE stuff!!! (You miss 100 of
the shots you dont take.)Parallel Universe
(Jill Ker Conway, Starbucks 1, Intel V.C. fund,
China!)4/40 (4 learnings in 40 years
Decentralization, Execution, Accountability,
615AM)Lord Nelson (Other admirals more afraid
of losing )Up, Up, Up the VA Ladder
(Solutions/PSF, Experience Dreamketing
Lovemark)Women rule! (Buy all ! Control all
wealth! Better leaders!)15,000,000,000,000/7 of
13 (Boomers. Geezers. Wealth. Half of life still
to go)Brand You (Or else!)PSF!!! (All)Talent
Brand (Leaders do people, connoisseur of
talent, Send em on bold Quests, HR rules!
ltCapEx, gtPeopleX ) (Think Wegmans)195,000
(Healthcare Quality-Safety/EMR/DSS,
Prevention-Wellness, Public Health 1!)Teach to
test Evil! (The Creative Age is a wide-open
game. Richard Florida) Leadership/12Ps
(Purpose. Passion. Potential. Presence. Personal.
Pissed off.Playful. Persistence. People.
Peculiar. Potent. Positive.)Do one thing every
day that scares you. (Eleanor Roosevelt)Basics!
(Decency. Flowers. Grace. Respect. Servant. Host.
Etc.)
44
This I Believe Toms
Super-TIB251. TECHNICOLOR Times.2. Passion!
Enthusiasm! Energy!3. Action/R.F.A./O.O.D.A.
Speed.4. Screw-ups. BIG SCREW-Ups!5. Mess!
Improv!6. Revolution! Re-imagine!7. INNOVATE OR
DIE! 8. Decentralize!9. Bulk is BULL! (Mergers
dont work. FOCUS Does!)10 Different gt
Better11. eALL/Power Tools for Power
Strategies!12. Forgetting/Destruction.13. Hot
Language Matters!14. WOW!/WOW Projects.15. VA
Bedrock The PSF. (Professional Service
Firm.)16. Daring.17. Talent Time! Leaders Do
People!18. Talent/Diversity.19. Talent/Women
Rule!20. Brand You Universe.21. Design!22.
Gasp-worthy Experiences/Lovemarks.23. New Market
Demographics/Women/Boomers Geezers/Green/Wellnes
s.24. Grace.25. EXCELLENCE!
45
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source
Fortune/10.03
46
All you need to know
47
25
48
The magic number 25.Mbwa.Calendars never
lie.Excellence.Always.Tom Peters/0709.07
49
all you need to know Damn near true
50
25
51
Though his empire is enormous, and his executive
team strong, Starbucks founder Howard Schultz
still religiously visits at least 25 Sbucks
shops per week! Regardless of our size, he
told me, we still sell it one-cup-at-a-time, one
customer-at-a-time, one server-at-a-time. I need
to see it and touch it and feel it.
52
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
53
When Bob Waterman and I wrote In Search of
Excellence in 1982, business was by the
numbersand the Americans were struggling (to
put it mildly) with hands on, tactile stuff, like
Japanese quality. Then, at Hewlett Packard, we
were introduced to the famed HP Way, the
centerpiece of which was in-touch management. HP
had a term for this MBWA. (Managing By
Wandering Around.) Bob and I fell in immediate
love. Not only was the idea per se important and
cool, but it symbolized everything we were coming
to cherishenterprises where bosses-leaders were
in immediate touch with and emotionally attached
to workers, customers, the product. The idea is
as important or more important in fast-paced 2007
as it was in 1982.
54
You Your calendarCalendars never lie
55
All we have is our time. The way we spend our
time is our priorities, is our strategy.
Your calendar knows what you really care about.
Do you?
56
You must be the change you wish to see in the
world.Gandhi
57
Its always showtime. David DAlessandro,
Career Warfare
58
20-minute rule Craig Johnson/30 yrs
59
Craig Johnson, a famed Venture Capitalist for
three decades refuses to invest in companies
that are more than a 20-minute drive from his
office. To guide them through the serpentine path
ahead, he insists that he must be in constant
touch as banker, advisor, friend.
60
gt70Hank Paulson, China visits, Fortune 1127.06
61
China is clearly our most important economic
partner. Our dialog with China was not what it
might have been when Hank Paulson took over as
Secretary of the Treasury. Immediate improvement
occurred for numerous reasons, not least of which
were Paulsons SEVENTY TRIPS to China while at
Goldman Sachs.
62
I called 60 CEOs in the first week of the year
to wish them happy New Year. Hank Paulson,
former CEO, Goldman SachsSource Fortune,
Secrets of Greatness, 0320.05
63
MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
64
You must be the change you wish to see in the
world.Gandhi
65
Its always showtime. David DAlessandro,
Career Warfare
66
a blinding flash of the obvious Manny Garcia
67
All this this little riff is indeed, as
seminar participant and leading Burger King
franchisee Many Garcia once said to me,
obvious. But observation over four decades
suggests that amidst the hubbub and travails of a
typical days work, the so-called obvious is
often-usually left unattended. For perfectly good
reasons, another week passes without a visit to
our equivalent of the Starbucks shops or HP RD
labs, without the equivalent to Hank Paulsens
How ya doin? call to a key customer. My Tom
Peters Job One in life? Remind busy folks of the
obvious!Manny Garcia/1983 Tom, I hope you
wont be insulted when I say this was the best
seminar Ive ever been toand it was a blinding
flash of the obvious.I had two commanding
officers during my two Vietnam tours in U.S.
Naval Mobile Construction Battalion NINE. One was
a Shultz look-alikeinstinctively in the field.
The other was an in the office leader. The one
produced. The other didnt. At age 24 I learned
an incredible life lesson, though I couldnt
describe it well until tripping over HPs
MBWA/Managing By Wandering Around.
68
The older I get the less boring the basics
become!
69
The Primitives Carlos Slim n Warren
Buffett
70
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
71
All you need to know except for
72
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
73
This is itAll you need to know
74
Thank you!!!
75
Thank you Ann!!!
76
FLOWERPOWER
FLOWERPOWER
77
The Jim Jeffords oversight!
78
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
79
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.

80
Be kind, for everyone you meet is fighting a
great battle. Philo of Alexandria
81
The Managers Book of Decencies How Small
/gestures Build Great Companies. Steve
Harrison, Adecco
82
W. Donald Schaefer1921-ForeverHe Cared
83
William Donald SchaefferMayor of Baltimore
He Cared.
84
The Managers Book of Decencies How Small
gestures Build Great Companies. Steve Harrison,
Adecco Servant Leadership Robert
Greenleaf One The Art and Practice of Conscious
Leadership Lance Secretan, founder of Manpower,
Inc. (What would happen if we looked at a
customer and saw the face of God in them?)
85
What would happen if we looked at a customer and
saw the face of God in them? To most people it
sounds like a lofty idea. But if you see the face
of God in a flower, why wouldnt you see it in
the face of a customer? If we treated customers
and honored the God within themif we loved
themwe would not need a quality program.
Lance Secretan, founder of Manpower, Inc. and
most recently author of One The Art and Practice
of Conscious Leadership
86
Respect.Decency.Wee Gestures.
87
Success Consult everyone on everythingThank
you note carpet bombingSource Roger
Rosenblatt, Rules for Aging
88
This is itAll you need to know
89
R.O.I.R
90
Return On Investment In Relationships
91
Leaders SERVE people. Period. Anon.
92
Servant Leadership/Robert Greenleaf 1. Do
those served grow as persons? 2. Do they,
while being served, become healthier wiser,
freer, more autonomous, more likely themselves to
become servants?
93
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
94
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
95
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
96
Success Consult everyone on everythingThank
you note carpet bombingSource Roger
Rosenblatt, Rules for Aging
97
Fred Reichhelds The Ultimate Question
Customer satisfaction is best measured by one
simple question, how likely are you to recommend
______ to a friend? Net Promoter Score
98
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. Watergate, M Stewart,
BR And PERCEPTION IS ALL THERE IS!

99
This is itAll you need to know
100
Do one thing every day that scares you.
Eleanor Roosevelt
101
NOTE you will discover that the prior slide
appears time and time again in this
presentation.
102
Intelligent question Pretty much know the
answer. Dumb question (1) Dumb (you perceived
as fool) or (2) the source of a true insight/all
knowledge. Axiom No dumb questions, no
progress!
103
Im not comfortable unless Im
uncomfortable.Jay Chiat
104
Every time we come to a comfort zone, we will
find a way out. No Cloning. Reinvent the
brand with each new show. A typical day at the
office for me begins by asking, What is
impossible that I am going to do today?
Daniel Lamarre, president, Cirque du Soleil
105
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
106
There are people who prefer to say Yes, and
there are people who prefer to say No. Those
who say Yes are rewarded by the adventures they
have, and those who say No are rewarded by the
safety they attain. Improv Wisdom Dont
Prepare, Just Show Up, Patricia Ryan Madson (
yes I said yes I will Yes.James Joyce, Ulysses)
107
This is itAll you need to know
108
1 Person!Wendy Kopp, Princeton senior
(1989)Teach America (19,000-2,400)10
Dartmouth, Yale17,000 to datePrincipal hirer of
college graduatesOne of the few jobs that
people pass up Goldman Sachs for is Teach
America (Edie Hunt, HR)Source Fortune, 1127.06
109
Bonus
110
If God spoke to me by saying, Mark, youre down
to your last three words What would you want to
say to your fellow humans that would make the
most positive impact? It would be a close call
between Love Thy Neighbor and Wash Your Hands
.Mark Pettus, M.D., The Savvy PatientThe
most important thing you can do to keep from
getting sick is to wash your hands.
CDC/National Center for Infectious Diseases
111
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
112
41
113
41 Sucks
114
41 Sucks Priorities FixesPrevention/Well
ness/Obesity/Chronic care/Patient
safetyBehavioral (Sprint)EMRDSSWikiWorldPlan
etree model (Patient-centric)Service team
(microsystems, Hitchcock)Convenient
careFamily practice/Internal medicine/
Public health gt sexyFix med schoolsInsurance/A
ccess
115
Bonus
116
New Economy?!Sergey Larry gt Harvard/370
117
Bonus
118
P Residual .00044/10,000 .02 X .02
119
1982 (-) 200 Years ()
120
Truly All you need to know
121
80,000,000 N America, W Europe, Japan
(800,000,000)
122
(No Transcript)
123
Truly, truly All you need to know
124
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
125
All you need to know
126
New Zealand 2007
127
Ho hum 2 weeks in New Zealand
PfizerFordGapChryslerYahoomicrosoftwalma
rt??????
128
The last word There is no last word.
129
The last word There is no last word.
130
Flat as a Pancake (Or Worse)WalMart Dell
Intel Yahoo Home Depot Microsoft GE
131
We may not be interested in chaos but chaos
is interested in us. Robert Cooper, The
Breaking of Nations Order and Chaos in the
Twenty-first Century
132
Unparalleled in Our Professional
LifetimeTerrorismMiddle East instabilityChina
screw-upsGlobalization backlashEnergy
dependenceEnvironmental threatsLife
sciencesCold War with ChinaFraying American
fabricDebtH5N1U.S. impotence in the face of
Asias rise
133
All you need to know
134
The last word There is a last word.
135
Make sure your executive team includes top
talent in design, engineering and manufacturing,
because thats your only! priority to build!
Cars! People! Want! to buy! Hot styling sells
them and quality keeps them sold. Lee
Iacocca, Where Have All the Leaders Gone?
136
Radio City Music HallSeptember 2005
137
Franchise Lost! TP How many of you 600
really crave a new Chevy?
138
My (Less) Dinner with HenriJUSWHATIZZITUMAKE?
139
My (Less) Dinner with HenriJUST WHAT IS IT
YOU MAKE??????
140
Not long ago, I heard one studio chief utter the
unthinkable What would happen if I made a movie
I actually looked forward to seeing? Peter
Bart, Editor in Chief, Variety former Paramount
exec, Hollywoods Model Doesnt Produce Art, or
Much Profit (NYT/0721.06)
141
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?
142
Did one of em ever turn to the other and say
Wow I wonder what unimaginable new tools,
otherwise not possible, will be quickly brought
forth for our customers because of this deal?
143
All you need to know
144
24
145
Single greatest act of pure imagination
146
period.
147
dubai
148
Dubai the next hot location for Hollywood
headline, EmiratesToday, 0527.07 (spurred by
Syriana)
149
joint venture worlds largest shopping zone
Khaleej Times, Dubai/UAE, 0527.07
150
Barneys New York Sold to Dubai Government for
825 MillionSource Headline, New York Times,
0623.2007
151
dubai
152
Copper Thieves Cause Havoc for Commuters The
Guardian (London) 28.05.0710 Billion Dollars
Contributing to the Development of Knowledge and
Culture Mohammed Bin Rashid Al Maktoum
Foundation (FT, 29.05.07)Last week Saudis buy
GE Plastics for 13B China govt investment firm
buys 10 of Blackstone Group
153
24
154
Where are you going? Its only 2am. You
see, you can live your life at 120 miles an hour,
and thats pretty impressive. But its not good
enough. Unless you live at 150 miles an hour, the
world will pass you by, HRH Prince Alwaleed
1 day 573 people met separately, 200 phone
calls, 100 text messages, etcSource Prince
Alwaleed, Inside the private world of the Middle
Easts most powerful investor cover story, The
Business, 0519.07
155
All you need to know
156
NOT YOUR FATHERS WORLD!
157
Copper Thieves Cause Havoc for Commuters
The Guardian (London) 28.05.07
158
Chicagolands Mystery Disappearances
159
Chinas share of global consumption/2005Cement
47Cotton 37Coal 30 Steel
26Source BusinessWeek/08.05
160
All you need to know
161
26m60,000/3 yrs
162
43h200/yr
163
1 Houston/Month/15
164
5 (Years) /42 (New Airports)
165
Chinas share of global consumption/2005Cement
47Cotton 37Coal 30 Steel
26Source BusinessWeek/08.05
166
S P 500, circa 2007 gt50 of revenue from
outside the U.S., first time Source NYT,
0514.07
167
200 cities with gt1,000,000 population.Source
China Takes Off, David Hale Lyric Hughes
Hale/Foreign Affairs
168
Chinese Offshore Tourists93 3M03 21M
169
china and India set sights on moon
missionSource Headline/FT/05.30.2007
170
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
171
Schools Shifting Tectonic Plates In
"economics, technology, social customs and
globalization." Out Socialism in general ("one
short chapter"). Chinese communism before the
1979 economic revolution ("a sentence"). Mao
("only once, in a chapter on etiquette"). Source
The New York Times, p1, 0901.2006, on reported
on revised history textbooks for high school
seniors in Shanghai, China.
172
Non-intervention is our brand, like intervention
is the Americans brand, Zhou Yuxiao, Chinese
diplomat on a mission in Africa (U.S. News
World Report, 0806.07)
173
Let China sleep, for when she awakes she will
shake the world. Source Napoleon
174
The world has arrived at a rare strategic
inflection point where nearly half its
populationliving in China, India and Russiahave
been integrated into the global market economy,
many of them highly educated workers, who can do
just about any job in the world. Were talking
about three billion people. Craig Barrett/Intel
175
How we feel about the evolving future tells us
who we are as individuals and as a civilization
Do we search for stasisa regulated, engineered
world? Or do we embrace dynamisma world of
constant creation, discovery and competition?
Do we value stability and control? Or evolution
and learning? Do we think that progress
requires a central blueprint? Or do we see it as
a decentralized, evolutionary process? Do we
see mistakes as permanent disasters? Or the
correctable byproducts of experimentation? Do
we crave predictability? Or relish surprise?
These two poles, stasis and dynamism,
increasingly define our political, intellectual
and cultural landscape. Virginia Postrel, The
Future and Its Enemies
176
APPARENTLY, NOT YOUR WORLD, EITHER!
177
40,000,000/20 Former Fed Vice-chairman Alan
Blinder remains an implacable opponent of
tariffs and trade barriers. But now he is saying
loudly that a new industrial revolutioncommunicat
ion technology that allows services to be
delivered from afarwill put as many as 40
million American jobs at risk of being shipped
out of the country in the next decade or two.
Wall Street Journal /0328 Blinder 40
million only the tip of a very big
iceberg.
178
Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.2004
179
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
180
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
181
Outsourcing Your Life Taking Your To-do List
Global Wall Street Journal, Pursuits, 0602.07
(e.g., review bids for kitchen design,
Philippines softball team logo, Bangalore, math
tutor at 4 per hour vs 41, etc)
182
America, like everyone else, must get used to
being a loser as well as a gainer in the global
economy. In the end, the 21st century is
unlikely to be the American Century. When the
Chinese Consumer Is King/New York
Times/12.14.2003. The notion that God
intended Americans to be permanently wealthier
than the rest of the world, that gets less and
less likely as time goes on. Robert Solow,
Nobel laureate in economics/New York
Times/12.14.2003
183
In Store International Equality, Intranational
InequalityThe new organization of society
implied by the triumph of individual autonomy and
the true equalization of opportunity based upon
merit will lead to very great rewards for merit
and great individual autonomy. This will leave
individuals far more responsible for themselves
than they have been accustomed to being during
the industrial period. It will also reduce the
unearned advantage in living standards that has
been enjoyed by residents of advanced industrial
societies throughout the 20th century.James
Davidson William Rees-Mogg,The Sovereign
Individual
184
There is no job that is _____s God-given right
anymore.
185
2003 98 U.S.2005 U.S. 150 Shanghai
500
186
Level 5 (top) certification/Carnegie Mellon
Software Engineering Institute 35 of 70
companies in world are from IndiaSource Wired
187
One Singaporean worker costs as much as
3 in Malaysia 8 in
Thailand 13 in China 18 in
India. Source The Straits Times/2003
188
Teenagers in India have big ambitionsand the
confidence to match headline/Fortune
189
Short on Priests, U.S. Catholics Outsource
Prayer to Indian Clergy Headline, New York
Times (Special intentions, .90 for Indians,
5.00 for Americans)
190
Ogre to Slay? Outsource It to Chinese (New
York Times, page 1news section). The
factory Fuzhou, China. The workers youngsters
logging 12-hour shifts. Their clientele
youngsters from Seoul to San Francisco. The
work The Chinese youngsters are playing the
early levels of video games for their affluent
clients, who want to avoid the pain and time
associated with those annoying first few levels.
191
What strategic motto will dominate this
transition from nation-state to market-state? If
the slogan that animated the liberal,
parliamentary nation-states was make the world
safe for democracy, what will the forthcoming
motto be? Perhaps making the world available,
which is to say creating new worlds of choice and
protecting the autonomy of persons to choose.
Philip Bobbitt, The Shield of Achilles War,
Peace, and the Course of History
192
better material welfare vs. maximize the
opportunity of its people Philip Bobbitt, The
Shield of Achilles War, Peace, and the Course of
History
193
Lets get on with the show
194
Tom Peters X25EXCELLENCE. ALWAYS.In
Search of Excellence 1982-2007
195
Excellence. Always. Soft is Hard. Hard is
soft.Innovate. Or die.Up, up, up the value
added ladder./New markets.Talent time!
Brand you! Creative age! Leadership.
196
All you need to know (repeat)
197
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
198
Active mutators in placid times tend to die off.
They are selected against. Reluctant
mutators in quickly changing times are also
selected against. Carl Sagan Ann Druyan,
Shadows of Forgotten Ancestors
199
Natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... to invent
the human mind ... The Cobra Event
200
One of my superstitions had always been when I
started to go anywhere or to do anything, not
to turn back , or stop, until the thing intended
was accomplished. Grant
201
On NELSON other admirals more frightened of
losing than anxious to win
202
The only way to whip an army is to go out and
fight it. GrantSource John Mosier, Grant
203
recognized the value of momentum throw
opponent off balance blitzkrieg traveling
light headquarters in the saddle Jean Edward
Smith/GRANT
204
The Creative Age is a wide open game.
Richard Florida, The Rise of the Creative Class
205
Better By Design A National StrategyNZ
Design Excellence
206
We have to move up the value chain and focus
increased efforts on becoming a knowledge-based,
entrepreneurial economy if we are to prosper in
the medium to long term. Tony Dromgoole, Chief
Executive, Irish Management Institute
207
Thaksinomics (after Thaksin Shinawatra)
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design excellence)Sourc
e The Straits Times/2004
208
Taiwan, Your Partner in InnoValuePoster/Buchares
t/03.06
209
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
210
Avoiding the Crush For countries to climb the
economic ladder they need strategies to get
around China Beijings industrial dominance
has forced middle-income nations such as the
Philippines to complementrather than compete
withthe wares of the Middle KingdomSource
Headline, FT, 0614.07
211
FYI
212
China TimberlandFarmer Campbell Soup
213
Hold You Horses 60 of U.S.
foreign investment goes to Europe U.S.
investment in the smaller European nations e.g.
Belgium, Ireland gt U.S. investment in China or
India. 2/3rds of European foreign investment is
in the U.S. Europes investment in Georgia,
Indiana and Texas gt U.S. investment in China
and Japan combined. Source Newsweek, 03.2007
214
All you need to know
215
0/800
216
0/800normal!
217
Keep Austin Weird
218
F(Anger/Passion) gtgtgtgt f(Pushback from Threatened
Fat-cats Bureau-crats)
219
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
220
Honestly, All you need to know
221
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
222
All you need to know
223
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
224
Strive for Excellence. Ignore success. Bill
Young, PR driver (courtesy Andrew Sullivan)
225
Life is occupied in both perpetuating itself and
in surpassing itself. If all it does is maintain
itself, then living is only not dying. Simone
de Beauvoir Longevity has its place, but Im
not concerned about that now. I just want to do
Gods will, and Hes allowed me to go up the
mountain. And Ive looked over. And I have seen
the Promised Land. And I dont mind. I may not
get there with you. MLK/Memphis
226
Really, really All you need to know
227
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
228
No problems No progress.Period.
229
Life 101 A 40-year Reflection Go on offense.
Give everybody a shot. Decentralize. Try a
bunch of stuff. Make it up as you go along. Get
some stuff wrong. Laugh a lot. Get some stuff
right. Become a success. Extract lessons
learned or best practices. Thicken the Book of
Rules for Success. Become evermore
serious. Enforce the rules to increasingly tight
tolerances. Go on defense. Install walls.
Protect-at-all-costs todays franchise.
Centralize. Calcify. Install taller
walls. Write more rules. Become irrelevant and-or
die.
230
Really, really All you need to know
231
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
232
What makes God laugh?
233
People making plans!
234
NOTE you will discover that the prior slide
appears time and time again in this
presentation.
235
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
236
S.A.V.
237
Paul Allaire/Xerox We are in a brawl with no
rules.TP Theres literally only one
possible answer Screw Around Vigorously!
238
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
239
You miss 100 of the shots you never take.
Wayne Gretzky
240
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
241
InnovationGet mad. Start Doing something about
it. Now.
242
Tom Peters X25EXCELLENCE. ALWAYS.In
Search of Excellence 1982-2007
243
EXCELL-ENCE????
244
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
245
SP Stability Ratings
1985 2006Low Risk
41 13 Average Risk 24
14High Risk 35 73Likelihood
of stable long-term earnings growthSource
Fortune (2 October 2006)
246
Axiom We have met the enemy and he is
us.Axiom The adaptive capabilities of big
corporations taken as a whole is problematic
read pathetic.Antidote The answer is 75
internal. To sustain/win, we must first and
foremost and in perpetuity beat back the forces
of darknesssize and inertia and fear and
timidity and over-complexity.
247
Uncertainty is the only thing to be sure of.
Anthony Muh,head of investment in Asia,
Citigroup Asset Management
248
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
249
0 for 60China. Iran/79. USSR/bomb/49. Eastern
Europe/90. S Korea/50. Cuba/62. Arab-Israeli/73.
Afghanistan/79. USSR/1989. Kuwait/90. India/98.
WMDs/02-03. Etc.Source Legacy of Ashes ,
Tim WeinerEisenhowerThe agency has a great
reputation but a terrible record.Donald Gregg,
natl security advisor, VP Bush
250
I.E. our best and brightest arent.
251
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did.Financial Times/11.28.2002
252
Its just a fact Survivors underperform.
Dick Foster
253
The difficulties arise from the inherent
conflict between the need to control existing
operations and the need to create the kind of
environment that will permit new ideas to
flourishand old ones to die a timely death. We
believe that most corporations will find it
impossible to match or outperform the market
without abandoning the assumption of continuity.
The current apocalypsethe transition from a
state of continuity to state of discontinuityhas
the same suddenness as the trauma that beset
civilization in 1000 A.D. Richard Foster
Sarah Kaplan, Creative Destruction (The
McKinsey Quarterly)
254
Welcome to the Club of Shattered Dreams Of
Koreas Top 100 companies in 1955, only 7 were
still on the list in 2004. The 1997 crisis
destroyed half of Koreas 30 largest
conglomerates.Source KET Issue Report, Kim
Jong Nyun (14.05.2005)
255
GM25/50-75 Built to last????
256
Forget gt LearnThe problem is never how to
get new, innovative thoughts into your mind, but
how to get the old ones out. Dee Hock
257
Success Kills!The more successful a company,
the flatter its forgetting curve. Gary Hamel
and C.K. Prahalad
258
Wanted Corporate Senility! Desperately!
The problem is never how to get new,
innovative thoughts into your mind, but how to
get the old ones out. Dee Hock
259
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
260
Biters Bit How Web Giants Are Losing Business
as Startups Scurry In. FT, 0725.07 (The
disruptive innovators of the first Silicon Valley
boom may be failing to keep up with a new wave of
arrivals.)
261
C.E.O. to C.D.O.
262
(Practical) Implication?Go for it! (Why
notalternative is slow death, at best)
263
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
264
Everything in existence tends to deteriorate/
Buy a very large one and just wait License
(Mandate!) for Radical Approaches
265
Joe J. Jones 1937 2007 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
266
Bill Walsh1931 2007 102-63-1 3 Superbowl
Wins
267
Bill Walsh1931 2007 He Re-invented
Offensive Football
268
Thomas J. Peters1942-No rush !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
269
Hmmmmm
270
Do one thing every day that scares you.
Eleanor Roosevelt
271
BIAS.BUILT.TO.LAST.NOT.
272
TP1 Netscape!Where would you rather have
worked for those 5 years, Netscape or
IBM-HP-Microsoft-Oracle? (Where, 25 years from
now, would you rather to be able to tell
someonee.g., grandchildthat you worked?)
273
Built to LastvsBuilt to Change/Rock the World
274
The last word There is no last word.
275
RMcK A lot of companies in the Valley
fail.RN Maybe not enough fail.RMcK What
do you mean by that?RN Whenever you
fail, it means youre trying new
things.Source Fast Company
276
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
277
Great Companies SET THE AGENDA. disturb
the sleep of
278
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
279
Built to Last v. Built to FlipThe problem with
Built to Last is that its a romantic notion.
Large companies are incapable of ongoing
innovation, of ongoing flexibility.Increasingl
y, successful businesses will be ephemeral. They
will be built to yield something of value and
once that value has been exhausted, they will
vanish.Fast Company
280
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
281
The difficulties arise from the inherent
conflict between the need to control existing
operations and the need to create the kind of
environment that will permit new ideas to
flourishand old ones to die a timely death. We
believe that most corporations will find it
impossible to match or outperform the market
without abandoning the assumption of continuity.
The current apocalypsethe transition from a
state of continuity to state of
discontinuityhas the same suddenness as the
trauma that beset civilization in 1000 A.D.
Richard Foster Sarah Kaplan, Creative
Destruction (The McKinsey Quarterly)
282
BUILT TO DETERIORATE! When it comes to
investing, Im old school. Buy a good stock,
stick it in the drawer and when you check back
years later the stock should be worth more.
Theres only one problem. When I checked the
drawer recently it was full of clunkers,
including Lucent, down 94 percent from its 1999
high. Maybe once upon a time buy and hold was a
viable strategy. Today, it no longer makes
sense.Charles Stein/ Investment Strategies
Must Shift with Realities/Boston
Globe/10.10.04 A sample of Steins Blue
Chip-turned-clunker examples Fannie Mae
(featured in Collins Good to Great). Coke.
(Clunker, make that Stinker.) Merck. (The
mightiest fallstock down 63 percent since 2000
tumble preceded Vioxx) Uh Microsoft.
(Microsofts stock price is no higher today than
it was in 1998.) It is not clear there is
such a thing as a Blue Chip, Shawn Kravetz,
president of Boston-based hedge fund Esplanade
Capital, told Stein. Kravetzs point is a
serious one, Stein continues. Greatness is not
permanent. The process of creative destruction
isnt new. But with the world moving ever faster,
and with competition on steroids, the quaint
notion of buying and holding is hopelessly out of
step.
283
Warren Bennis Patricia Ward Biederman/
Organizing Genius Great Groups Dont Last Very
Long!
284
Jane Jacobs Exuberant Variety vs. the Great
Blight of Dullness. F.A. Hayek Spontaneous
Discovery Process. Joseph Schumpeter the
Gales of Creative Destruction.
285
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
286
Language! Language! Language! Language!
Language! Language!
287
In-sane-ly-great
288
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
289
wow
290
!
291
Astonish me! (SD).Build something great!
(HY).Make it immortal! (DO)Insanely
great (SJ)
292
EXCELLENCE. CIRCA 1982.
293
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
294
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
295
The older I get the less boring the basics
become!
296
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
297
NOTE. drop the the companies in in search of
excellence failedutter rubbish. Theyve waaaay
outperformed the market.
298
Importance of Success Factors by Various
Gurus/(Unreliable) Estimates by Tom Peters
Strategy Systems People
Passion Porter 50 20
20 10 Drucker 25 35
25 15
Bennis 25 20 30
25 Peters 15
20 35 30
299
DRUCKERS GREAT CONTRIBUTION management per se
as a/the principal determinant of institutional
effectiveness
300
EXCELLENCE. GAMECHANGER.(MAYBE.)
301
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.
302
EXCELLENCE. TOM. 2005.
303
  • Excellence2005 The Bedrock
    Bakers Dozen
  • 1. A Bias For Action Is Job One! (Construct a
    Discipline/Culture of EXECUTION!)
  • 2. DECENTRALIZATION! ACCOUNTABILITY! (Toms Top
    Two, 1965-2005.)
  • 3. Fail. Forward. Fast. (Reward Excellent
    Failures, Punish Mediocre Successes.)
  • 4. Metabolic Management Matters! (Hustle!
    Adapt! EAT CHANGE! Win the
  • O.O.D.A. Loop WarConfuse Your
    Competitors!)
  • 5. INNOVATE or Die. (Game-changers or Bust!
    Lead the Customer! Just Shout NO to Imitation!)
  • 6. A Damn Good Product. (Pursue Dramatic
    Difference.)
  • 7. A Damn Cool Product. (Design Rules!)
  • 8. Ride the Value Added Curve to the Sky! (Sell
    GamechangerSolutions Provide Scintillating
  • Experiences Become a Dream Merchant
    Strive to Be a Lovemark.)
  • 9. Relentlessly Pursue the Big Two Markets.
    (WOMEN Buy Everything
  • BOOMERS GEEZERS Have All the Money!)
  • 10. Best Talent/Roster Wins! (HR Rules!
    Everyone a Leader! Women Lead Best!
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