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LONG Tom Peters

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Tom Peters X25* EXCELLENCE. ALWAYS. Re-imagine2007/Focus Conference Amsterdam/19 December 2006 *In Search of Excellence 1982-2007 – PowerPoint PPT presentation

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Title: LONG Tom Peters


1
LONGTom Peters X25EXCELLENCE.
ALWAYS.Re-imagine2007/Focus Conference
Amsterdam/19 December 2006In Search of
Excellence 1982-2007
2
Slides at tompeters.com
3
tom peters excellence.
Always.1. Excellence! Always!2. context.
3,000,000,000 new capitalists!3. Innovate or
die!4. Action!/Try It!/Execution!5. Revenue
Matters Most!6. UpUpUpup the Value-added
Ladder! (commodity to gamechanging
solution to breathtaking experience
to lovemark)7. Make . Much. Money. Damn it!
(women-Boomers-geezers)8. Best roster
wins!9. Emotional Leadership!/ Leading for
excellence!10. Excellence! Always!
4
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)
5
The Irreducible209One WordThe Sales122
60TIBsTom-A-to,Tom-ah-to
6
The Irreducible209
7
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
8
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.)
9
EXCELLENCE. ALL YOU NEED TO KNOW.
10
25
11
A man without a smiling face must not open a
shop. Chinese Proverb
12
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
13
EXCELLENCE. ALL. YOU. NEED. TO. KNOW.
ANYWHERE. ANY MARKET. ANY TIME.
14
Jims Group
15
Thats a Big Number .
16
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
17
5 (Years) /42 (New Airports)
18
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.
19
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
20
There is no job that is _____s God-given right
anymore.
21
Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.2004
22
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
23
December 9, 2005 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.
24
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
25
EXCELLENCE. EVERYWHERE.ASPIRATION.NECESSITY.

26
One Singaporean worker costs as much as
3 in Malaysia 8 in
Thailand 13 in China 18 in
India. Source The Straits Times/2003
27
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
28
SpainPortugalItalyIrelandSingapore
TaiwanThailandMalaysiaSingapore
PhilippinesUAEOmanChileBotswanaRomania New
Zealand
29
Better By Design A National StrategyNZ
Design Excellence
30
SpainPortugalItalyIrelandSingapore
ThailandMalaysiaSingapore PhilippinesUAEOman
ChileBotswanaRomania New ZealandTaiwan
31
MADE IN TAIWAN From Cheap Manufacturing to
Chic Branding Headline/Advertising Age/06.05
32
Taiwan, Your Partner in InnoValuePoster/Buchares
t/03.06
33
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
34
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
35
SpainPortugalItalyIrelandSingapore
ThailandMalaysiaPhilippinesDubaiOmanChileBot
swanaRomania AustraliaNew ZealandTaiwan
36
EXCELLENCE. THE MANDATE.
37
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
38
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
39
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)
40
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)
41
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
42
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
43
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)
44
C.E.O. to C.D.O.
45
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
46
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
47
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
48
EXCELLENCE. STARTERS.BASICS.K.I.S.S.
49
Raging Success P-SQUARED. C. E-CUBED.
50
People.Product.Clients.Execution.Enthusiasm.E
xcellence.
51
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
52
People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.Relentless. Senility.
53
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
54
Strive for Excellence. Ignore success. Bill
Young, PR driver (courtesy Andrew Sullivan)
55
EXCELLENCE. THE WORD.
56
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
57
EXCELLENCE. PETERS.WATERMAN.CIRCA 1982.
58
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
59
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
60
EXCELLENCE. (MAYBE.)
61
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.
62
Them-Us
63
Them UsStrategy

EXECUTIONPlanning
ActionMarketing
Selling/SalesMarkets
CustomersCustomers
ClientsMicro-segmentation Big
Stuff (Women, Boomers)Cost minimization
Revenue maximizationSynergy/Efficiencies
DecentralizationStrategic supplier
Pioneering supplierProcess
ProjectEffectiveness
ExcellenceMen
WomenLeadership
Management
LeadershipStandardization
Exceptionalism (53 53)Big clients
COOL clientsPrestigious Board
INTERESTING Board
64
Them UsBig

Mid-sizeGrowth by merger
Organic growthBuy market share
Create NEW marketsEfficient, streamlined
Value-creating PSF
department Certainty-predictability
Ambiguity-opportunityFearful of losing
Aggressive pursuit
of winningPlan
PrototypeCareful
evaluation Another
prototypeRevised plan
Another prototypePeople/Employees
TalentEffective HR department Rockin
Talent
Development Center
of ExcellenceBenchmark
against the Benchmark against the
best-industry leader coolest
65
Them
UsBenchmark
FuturemarkOrderly career progression Up
or Out (PDQ)Head
HeartIQ
EQProfessional
PassionateStoic, humble leaders
Noisy, emotional
characters in chargeHire for
Resume Hire for
intangiblesMeasured-thoughtful
Relentless, pig-headed approach
determinationTeamwork comes first
Teamwork and disruptive
individuals equal
billingListen to customers Lead
customersCustomer involvement
Intimate-Seamless
customer inter-twining
66
Them UsMBM (Management
MBWA by memo)MBA
MFAShareholder Value Great
people-product rule comes first
Work smart Work
hardBuilt to last Built to
Rock the WorldReward successes Reward
(EXCELLENT)
failuresQuality first! Design
1TQuality first Innovation
1THigh-quality Jaw-dropping
Experience transactionCVs demo consistent
CVs feature Magic Moments performanceGood
grades Cool stuff Operational
excellence World-rocking INNOVATION

67
Them UsBrand
LovemarkBest analysis wins
Best STORY winsBeyond politics
Politics-is-life, the
rest is detailsOutsource
BestsourceMotivate
Send on QUESTSMotivate
InviteMeasured language HOT
languageProduct-Service Gamechanging
SOLUTION,
Thrilling EXPERIENCE,
DREAM come true,
LOVEMARKPastel
Technicolor Better
DifferentMission success Mission
EXCELLENCEVery good
EXCELLENCE. ALWAYS.
68
Porter.Drucker.Bennis.Peters.
69
Importance of Success Factors by Various
Gurus/Biased Estimates by Tom Peters
Strategy Systems
Passion Execution Porter 50
20 15 15Drucker 35
30 15 20Bennis
25 20 30 25Peters
15 25 25
35
70
good words.Bad words.
71
Words that may NOT be used in my presence
Motivate
72
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
73
Words that may NOT be used in my presence
Marketing
74
SellSellSell
75
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
76
EXCELLENCE. ASPIRATION.
77
Why in the world did you go to Siberia?
78
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.
79
Enterprise (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
80
EXCELLENCE.ASPIRATION. YOU ME.
81
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
82
Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
83
Do one thing every day that scares you.
Eleanor Roosevelt
84
Every time we come to a comfort zone, we will
find a way out. 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
85
EXCELLENCE. DEFINED.
86
EXCELLENCE. DEFINED.AGENDA. SETTER.
87
Great Companies SET THE AGENDA. (PERIOD.)
disturb the sleep of
88
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
89
Built to LastvsBuilt to Change/Rock the World
90
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?)
91
GM25/50-75 Built to last????
92
The last word There is no last word.
93
U.S. SteelFord GMIBMMacysSearsMicrosoft?D
ell?WalMart?
94
Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
95
EXCELLENCE. DEFINED. X06.
96
X.06Tom Peters/Excellence.2006/1210.2006
97
X.06.23 Whole Foods Markets Starbucks
Wegmans Commerce Bank John Laing Homes
Apple London Drugs Griffin Hospital/
Planetree Alliance The Met School/Big Picture
Carl Sewell Progressive Insurance Stanford
womens sports Stanford D-School HSM
Washington Speakers Bureau Build-A-Bear
RE/MAX Donnellys Weather Strip Service
Jims Group Cirque du Soleil (U.S. Grant)
(Horatio Nelson) (Stew Leonards) (DeMar
Plumbing) (FBR/Friedman Billings Ramsey)
98
whole foods
99
798
100
415/SqFt/WalMart798/SqFt/Whole Foods
101
Wegmans
102
1/100 Best Companies to Work for/2005
103
starbucks
104
?
105
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
106
Commerce Bank
107
The Power of WOW!How Commerce Bank Created a
Super-Growth Business in a No-Growth
IndustryVernon W. Hill, II
108
Our whole story is growing revenue. Vernon
Hills (Top-line driven standard is bottom-line
driven by cost cutting)
109
8,000 Radio City Music Hall J.D.
Power/Customer service/Bank/NYC/1st in 5 of 6
2nd in 6 Inspired by Ray Kroc 36B (100B
in 6 years) 750M per month/373 branches in 7
states/900 in 6 years player piano Penny
Arcade/25K per machine 9M lollipops, 2M dog
biscuits stupid rule (red) button call center
not cost center, but opportunity/human by
second operation over-invest in real estate
design-experience fanaticism Red!/Red
Friday/Hot music deposits available next day
(vs ½ on 3rd ½ on 5th focus on 99, not 1)
LONG HOURS!!!! (7/week/12 hours/Fridays/15
minutes before) Do whacky things for
customers (VH) create magical moments of
surprise and delight for employees (VH) Hire
for attitude. Train for skills. (VH)
Chinatown/10K first day 28K first week
Commerce U in 93 (underlying theme is funVH)
110
Commerce Bank From Service to Experience7X.
730A-800P. F12A.93-03/10 yr annual return
CB 29 WM 17 HD 16. Mkt Cap 48 p.a.
111
Thesaurus of WOW! They hate it if you call
them bankers. They love it, on the other
hand, when you ask to see their sstupendous.
They are Commerce Bank. These absurdly fast
growing, insanely profitable retailers,
rewriting the rules of East Coast retail banking,
sent me a copy of their booklet, Traditions. It
explicates their Wow the Customer Philosophy.
At the end theres A Collection of Commerce
Lingo. I wont define (use your imagination),
but simply offer a small sample Fans, Not
Customers. Say YES 1 to say YES, 2 to say
NO. (A staffer has to get a supervisors
approval to say no to anything.) Recover!!! To
Err Is Human To Recover Is Devine. Leave Em
Speechless. Positive Behavior. Positive
Language. Kill A Stupid Rule. (Get cash
rewards for exposing dumb internal rules that
impede our ability to WOW!) Make the WOW!
Answer Guide Your Best Friend. Buzz Bee.
CommerceWOW!Zone. (A K-12 financial education
program.) Doctor WOW! Ten-Minute Principle.
(Stores open 10 minutes before posted hours,
stay open 10 minutes after posted hoursand the
hours, such as open 7 days a week, are already
incredibly generous tradition-shattering.)
Wall of WOW! WOW! Awards. (The annual
recognition ceremonyRadio City Music Hall, with
the Rockettes, in 05.) WOW! Patrol. WOW!
Spotlight. WOW Van. WOW Wiz. (A service
superstar.) Etc.
112
S.M.A.R.T.S. Say
YesM. Make Each Customer Feel SpecialA.
Always Keep Customer PromisesR. Recover!T.
Think Like Our Customers
113
Standard bank Keep em out of branches ignore
middle income cost-driven following mergers.
(No great American retailer was ever created by
doing acquisitionsVH No examples of seriously
broken retail models that have been fixed.)
CB deposit focus customer experience best
facilities no stupid rules revenue driven
better experience for lower yield
114
cut costs at most banks. We have to push
them out of the branches. We have to push them
to machines. We have to push them to the
Internet.Source Vernon Hill
115
We defy conventional wisdom, operating more like
the young bucks at Starbucks than the old farts
at the Bank of America. Vernon Hills
116
TP Experience Top-line fanaticism (vs
Cost-fanaticism) Deposits Drive em to the
branch Experience/Wow! design little
touches no stupid rules Talent/Attitude/
Recognition
117
sewell
118
Customers for Life
119
FLOWERPOWER
120
X.06
121
X.06.23 Whole Foods Markets (high-end,
experience-design, demographic) Starbucks
(people, experience) Wegmans (people)
Commerce Bank (nuts about customers, WOW, people,
execution) Apple (design-experience,
breakthrough, virus management, resilience,
talent, seriously cool) London Drugs
(design-experience, people, solutions)
Griffin Hospital/Planetree Alliance
(customer-centric, whole person) The Met
School/Big Picture (engagement, self-control)
Carl Sewell (experience!) Progressive Insurance
(speed, IT) Stanford womens sports
(demographic, Blue Ocean) Stanford D-School
(design-biz-engineering, Blue Ocean) HSM
(execution, experience) WSB (integrity, broad
view of customers, execution) Build-A-Bear
(experience) RE/MAX (people/createsuccess
stories) Donnellys Weather Strip Service
(high end, execution-reliability, simply the
best) Jims Group (imagination-Blue Ocean,
demographic, customer-centric) Cirque du Soleil
(talent, RD, Imagination, resilience,
design-experience, partnering) (U.S.
Grant/execution, delegation, people, K.I.S.S.,
action-at-all-costs, win, bold ) (Horatio
Nelson/execution, delegation, people, K.I.S.S.,
action-at-all-costs, win, bold) (Stew
Leonards/people, experience-design, Wow)
(DeMar Plumbing/experience, people, Blue Ocean)
(FBR/Friedman Billings Ramsey/research, focus)
122
High end. Experience. Design. Crazy for
customers! Crazy for Patients! (Whole
person). Wow! People first, second,
third. Breakthrough or bust. Seriously
cool. Virus management. Resilience. Tippy-top
talent. Solutions, not just
satisfaction. Engagement. Self-control.
(Customer/Patient/Student control.) Blue
Ocean. Mundane stuff made great. Great
demographic. The best. Period. Effective
partnering. K.I.S.S. Play to win. (Offense gt
Defense.) Bold! Action! Always! Integrity-as-strat
egy.
123
Focused on growth and revenue and offense,
not defense and cost containment. People-talent
obsession. Provide mind-bending experiences.
(Driven by design primacy.) Nuts about
customers. Happy to use words like
Wow. Pretty close to the high end of the
market. Ability to make silk purses filled
with gold out of sows ears Wegmans-Whole
Foods-Stew Leonards and groceries Jims
Group and dog-walking Donnelly and
weatherstrip installation DeMar and
plumbing. Execution!
124
EXCELLENCE. REVENUE.MATTERS.MOST.
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
P R C
127
P R C E CRO (Revenue)CPO/COO
(Processes Execution)CCO/CFO (Costs)
128
CROChief Revenue Officer
129
EXCELLENCE. SELL. SELL.SELL.
130
. Everyone lives by selling something.
Robert Louis Stevenson
131
SellSellSell
132
Its always showtime. David DAlessandro,
Career Warfare
133
Incidentally
134
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
135
TP.27 on Selling(Short) (Personal)
136
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!!!! (E.g., 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)
137
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
138
GE (more or less)The Sales122 122
Ridiculously Obvious Thoughts About Selling
StuffTom Peters/0402.2006
139
See below (End of presentation)
140
EXCELLENCE. INNOVATE. OR. DIE.
141
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
142
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
143
More than 1 RD spending, last 25 years?
144
GM
145
Pathetic!
146
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
147
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo
148
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
149
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
150
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
151
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

152
Free at Last Most Recent Chapter in a
Long-running SagaFreescale Semiconductor
16B
153
Spinoffs systematically perform better than IPOs
track record, profits freed from the
confines of the parent more entrepreneurial,
more nimble Jerry Knight/ Washington Post/
08.05
154
Private Equity-financed Firm, Best
CaseFocus! Focus! Focus!In a Big
hurryCEO/Top team, skin in the gameCEO,
100 of time on the bizMerit!
Merit!Motivated oversightWorst case Rape
Pillage
155
Theres A and then theres A.
156
EXCELLENCE. INNOVATE. AXIOMATIC.
157
EVERYTHING YOU THOUGHT YOU KNEW ABOUT
INNOVATION IS WRONG
158
The Mess Is the Message! Period!
159
Recently I asked three corporate executives what
decisions they had made in the last year that
would not have been made were it not for their
corporate plans. All had difficulty identifying
one such decision. Since all of the plans are
marked secret or confidential, I asked them
how their competitors might benefit from
possession of their plans. Each answered with
embarrassment that their competitors would not
benefit. Russell Ackoff (from Henry Mintzberg,
The Rise and Fall of Strategic Planning)
160
The Perils of Conservatism/Industry
Leadership Good management was the most
powerful reason leading firms failed to stay
atop their industries. Precisely because these
firms listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership. Clayton Christensen,
The Innovators Dilemma
161
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death. Jim Utterback,
Mastering the Dynamics of Innovation
162
The Mess Is the Message! Period!An Economic
Interpretation of the Constitution of the United
States Charles Beard (1913)The Box How the
Shipping Container Made the World Smaller and the
World Economy Bigger Marc LevinsonTube The
Invention of Television David Marshall Fisher
Empires of Light Edison, Tesla, Westinghouse,
and the Race to Electrify the World Jill
JonnesThe Soul of a New Machine Tracy
KidderRosalind Franklin The Dark Lady of DNA
Brenda MaddoxThe Blitzkrieg Myth John
Mosier
163
Get mad. Do something about it. Now.
164
First-level Scientific SuccessBeyond Brains
165
First-level Scientific SuccessThe smartest guy
in the room winsOr
166
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
167
InnoTacs
168
We become who we hang out with!
169
Innovations Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
170
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
171
Axiom Never use a vendor who is not in the top
quartile (decile?) in their industry on RD
spending!Inspired by Hummingbird
172
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
173
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
174
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
175
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example Mr. Clean Magic Eraser, based
on a product found in an Osaka market. Fortune,
12.18.06
176
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
177
Keep Austin Weird
178
futuremark
179
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/2003
180
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ
181
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid
of is some ignorant antagonist who has never had
a sword in his hand before he doesnt do the
thing he ought to do, and so the expert isnt
prepared for him he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot. Mark Twain
182
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears . KmartXerox . Kodak,
IBM
183
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
184
Find em!
185
Somewhere in your organization, groups of people
are already doing things differently and better.
To create lasting change, find these areas of
positive deviance and fan the flames.
Richard Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
186
Demos! Heroes! Stories!
187
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
188
Find em!
189
Innovation Tool/Source 1 Pissed Off
Person/ People
190
invite em!
191
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
192
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
193
send em on a quest!
194
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
195
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
196
Concoct a Parallel universe!
197
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
198
Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
199
Forward, march The Sri Lanka Stratagem
200
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. try it. Try it.
Try it. try it. Try it. Try it. Try it. Try it.
Try it.
201
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
202
We have a strategic plan. Its called doing
things. Herb Kelleher
203
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
204
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
205
We ground up more pig brains!
206
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
207
You miss 100 percent of the shots you never
take. Wayne Gretzky
208
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
209
Never forget implementation boys. In our work
its what I call the missing 98 percent of the
client puzzle. Al McDonald
210
The first 90 of a project takes 90 of the
time. The last 10 takes the other 90 of the
time. Richard Templar, The Rules of Management
211
tolerate encourage? failure
212
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
213
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
214
Sams Secret 1!
215
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
216
think.Do.Play.
217
Action is the foundational key of all success.
Picasso
218
The secret of getting ahead is getting
started. Agatha Christie
219
The secret to having good ideas is to have a lot
of ideas, then throw the bad ones away. Linus
Pauling
220
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
221
Translating PicassoDoing something is the key
to getting something done. TP (Co-author, In
Search of Excellence, first Basic A BIAS FOR
ACTION)
222
think.Do.Play.
223
SERIOUS PLAY
224
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
225
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

226
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
227
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
fromHarriet Rubin in The Princessa)
228
Speed/ Tempo/is-it
229
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
230
WalMart (!) Katrina
231
the FedEx Economy headline/New York
Times/10.08.05
232
Any3 Anything/ Anywhere/ Anytime
233
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
234
Open-source Goldmining! Rob McEwen, CEO,
Goldcorp Inc. Goldcorp Challenge/
575,000 Source Wikinomics How Mass
Collaboration Changes Everything, Don Tapscott
Anthony Williams
235
Power Tools For Power Strategies
236
Sysco!
237
Productivity!McKesson 2003-2004 Revenue 7B
Employees 500Source USA Today
238
Go for the Bold
Bold/Aggressive/ Bold/GameChanger
Bold/Creative Destruction Bold/Cool Supplier
Portfolio Bold/Web Fanaticism
239
ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ all of that is
wrong for running an ebusiness. Ray Lane,
Kleiner Perkins
240
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco, WalMart
are transforming the business landscape by
including technology experts on their boards, the
vast majority are missing out on ways to boost
productivity, competitiveness and shareholder
value.Source Burson-Marsteller
241
bet the farm
242
Immelt is now identifying technologies with
which GE will systematically set out to
build entirely new industries
StrategyBusiness, Fall 2005
243
Immelt on Innovation breakthroughs Pull out
and fund ideas in each business that will
generate gt100M in revenue find best people to
lead (80 throughout GE)Source Fast
Company/07.05
244
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
245
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
246
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
247
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
248
focus
249
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
250
The Benefits of FOCUSED EXCELLENCE
Shouldice/Hernia Repair 30 min, 1
recurrence. Avg 90 min, 10-15
recurrence.Source Complications, Atul Gawande
251
Private Equity-financed Firm, Best
CaseFocus! Focus! Focus!In a Big
hurryCEO/Top team, skin in the gameCEO,
100 of time on the bizMerit!
Merit!Motivated oversightWorst case Rape
Pillage
252
Conscious measurement
253
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
254
personal
255
Step 1 Buy a Mirror!
256
Inno64 Innovation Strategies Tactics
257
Parallel universe /Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
258
CEO track record of Innovation (nobody starts at
45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Delta easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Old farts crusade Go Global at any
size Stop listening to customers Talent!/Unusual
sources-Hire innovators-V.C.s Eschew giant mergers
259
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! Fina
l product bears little relation to starting
notion Design! Design! Design! (culture, not
program) All innovation Pissed-off people Gut
feel rules! Focus groups suck Weird focus groups
okay Be-Do philosophy
260
Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback) 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-Geezers
(all the money)
261
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)
262
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
263
EXCELLENCE. INNOVATION. REVOLUTION.ORGANIZATIO
N.
264
Excellence The SE22 ORIGINS OF SUSTAINABLE
ENTREPRENEURSHIP
265
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
266
HPs Big Duh!Decentralize (90B)Undo
MatrixAccountabilitySource HP Says
Goodbye To Drama/BW/09.05/re Mark Hurds first
5 months
267
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
268
TP Lessons LearnedInnovation DisDis
(Disciplined Disorganization)Luck is a very
good thing. (More lessons later E.g., If
you hire a bunch of disciplined weirdos and try
a lot of weird stuff, the odds of getting lucky
go up remarkably) (Career success depends on
convincing others that you knew what the hell you
were doing all along. Good news Say it long
enough and you will believe it. Great news Keep
saying it and you, too, can become a guru.)
269
SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partners especially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/ Hyper-smart/Independe
nt people (GE, PepsiCo, Microsoft) 16. Support
Internal Entrepreneurs (3M, Microsoft) 17. Ferret
out Talent anywhere/No limits approach to
retaining top talent (Virgin, GE, PepsiCo)
270
SE22/Origins of Sustainable Entrepreneurship 1
8. Unmistakable Results Accountability focus
from the get-go to the grave (GE, New York
Yankees, PepsiCo) 19. Up or Out (GE, McKinsey,
big consultancies and law firms and ad
agencies and movie studios in general) 20.
Competitive to a fault! (GE, New York Yankees,
News Corp/Fox, PepsiCo) 21. Bi-polar
Top Team, with Unglued Innovator 1,
powerful Control Freak 2 (Oracle, Virgin) (Watch
out when 2 is missing Enron) 22.
Masters of Loose-Tight/Hard-nosed about a very
few Core Values, Open-minded about
everything else (Virgin)
271
Itinerant. Potential. Machines.
272
TALENT POOL TO DIE FOR. Youthful. Insanely
energetic. Value creativity. Risk taking is
routine. Failing is normal if youre
stretching. Want to make their bones in the
revolution. Love the new technologies. Well
rewarded. Dont plan to be around 10 years from
now.
273
In-Cab UniversityBusiness.
Humanities. Science. Personal growth.Listen
in truck, transmit assignments via cellphone or
Wi-Fi at truck stops225 per credit hour
several big fleets payingStephen Fraser, 38
Rather than driving all day and dreaming about
lottery winnings, Im actually using my mind.
274
TALENT POOL PLUS. Seek out and work with
worlds best as needed (its often needed). We
aim to change the world, and we need gifted
colleagueswho well may not be on our payroll.
275
BRASSY-BUT-GROUNDED-LEADERSHIP. Say I dont
knowand then unleash the TALENT. Have a vision
to be DRAMATICALLY DIFFERENTbut dont expect the
co. to be around forever. Will scrap pet
projects, and change course 180 degreesand take
a big write-off in the process. NO REGRETS FROM
SCREW-UPS WHOSE TIME HAS NOT-YET-COME. GREAT
REGRETS AT TIME WASTED ON ME TOO
PRODUCTS AND PROJECTS.
276
BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)
Visionary leaders matched by leaders with
shrewd business sense HOW DO WE TURN A PROFIT
ON THIS GORGEOUS IDEA? Appreciate market
creation as much as or more t
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