Tom Peters - PowerPoint PPT Presentation

Loading...

PPT – Tom Peters PowerPoint presentation | free to download - id: 490f15-Mzk2Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Tom Peters

Description:

EXCELLENCE. ALWAYS. GILD/Palm Desert/16 October 2008 NOTE: To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts: Showcard ... – PowerPoint PPT presentation

Number of Views:161
Avg rating:3.0/5.0
Slides: 138
Provided by: ConflictM116
Learn more at: http://www.tompeters.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Tom Peters


1
Tom Peters EXCELLENCE. ALWAYS.GILD/Palm
Desert/16 October 2008
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Slides at tompeters.com
4
Tom let me tell you the definition of a good
lending officer. After church on Sunday, on the
way home with his family, he takes a little
detour to drive by the factory he just lent money
to. Doesnt go in or any such thing, just drives
by and takes a look.
5
MBWA
6
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
7
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
8
Hard Is SoftSoft Is Hard
9
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
10
We Have Met the Enemy Thank you, Howard
11
Internal organizational excellence Deepest
Blue Ocean
12
Thank you ,Herb , Robert, and Siberia,
13
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
14
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
15
Why in the World did you go to Siberia?
16
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
17
Thank you , Peter/AIM, Boyd , Tom Matthew
18
Organizations exist to serve. Period. Leaders
live to serve. Period. Australian Institute of
Management
19
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is
said and done, a/the house in which most of us
live most of the time.
20
Managers have lost dignity over the past decade
in the face of wide spread institutional
breakdown of trust and self-policing in business.
To regain societys trust, we believe that
business leaders must embrace a way of looking at
their role that goes beyond their responsibility
to the shareholders to include a civic and
personal commitment to their duty as
institutional custodians. In other words, it is
time that management became a profession.
Rakesh Khurana Nitin Nohria, Its Time To
Make Management a True Profession, HBR/10.08
21
Organizations exist to serve. Period. Leaders
live to serve. Period.
22
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
create/ must necessarily create organizations
which are no less than Cathedrals in which the
full and awesome power of the Imagination and
Spirit and native Entrepreneurial flair of
diverse individuals is unleashed In passionate
pursuit of jointly perceived soaring purpose and
personal and community and client service
Excellence.
23
"We all start out in life loving our fathers and
mothers above everything else in the world, but
that does not close the doors of love. That
prepares us to love our wives and husbands and
children and friends and to cooperate with and
show respect to all worthy individuals with whom
we come in contact or have an opportunity to
reach in other ways. We must apply that to
nations and to other businesses. "We in IBM
must not confine our thoughts just to IBM. We
must extend our cooperation to all other
businesses whether we do business with them or
not. We are one cog in the industrial wheel.
"Then as citizens we must extend our respect to
all worthy people in all nations. We are moving
along in troublesome times, but the love of these
various things of which I have spoken and of the
people in whom we are interested is going to be
the great force which will make us all appreciate
the spiritual values which constitute the only
solid foundation on which we can build."
Thomas J. Watson, Sr. address to IBM Sales and
Service Class 525 and Customer Engineers Class
528, IBM Country Club, Endicott, NY, October 30,
1941
24
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
25
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
servant leadership
26
Cause Space Decency serviceexcellence
servant leadership
27
The Dream Manager Matthew KellyE.g. An
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
28
Thank you Ben Norm, Ike , Nelson, Dave
(and Jerome )
29
Give good tea!
30
Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)Perhaps his most outstanding ability
at West Point was the ease with which he made
friends and earned the trust of fellow cadets
who came from widely varied backgrounds it was
a quality that would pay great dividends during
his future coalition command.
31
?
32
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
33
18
34
Thank you, Susan and Henry
35
Kindness is free.
36
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
37
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
38
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
39
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSee the
APPENDIX to this presentation for more on
PlanetreeSource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
40
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
41
We are thoughtful in all we do.
42
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirrorand tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
43
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
44
L(21) L(-21)

45
Leadership(21A.D.) Leadership(21B.C.)

46
Thank you , 7-11
47
TP How to flush 500,000 down the toilet in
one easy lesson!!
48
lt CAPEXgt People!
49
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
50
Brand Talent.
51
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
52
1/100 Best Companies to Work for/2005
53
Wegmans
54
Leaders SERVE people. Period. inspired by
Robert Greenleaf
55
Thank you,Heather
56
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
57
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
58
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
59
Thank you ,Nassim Nicholas Taleb
60
The Black Swan 44 Tactical Rules for Survival
(and success) in Looney times
61
The Black Swan has landed!
62
Career 1 or 2 black swans
63
I will not accept the explanation of a
recession negatively affecting the new
business. There are still people traveling. We
just have to get them to stay in our hotel.
Horst Schulze, former president of Ritz Carlton,
on his new luxury hotel chain, Capella, from
Prestige (06.08)
64
Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer
on the basics. 3. Focus on us, not the
competition. 4. Puzzle-solving How to turn this
into an opportunity. 5. MBWA/X. 6. MBWA/I. 7.
MBWA/Vendors. 8. Waaaaay over-communicate!!!!!!
(With everyonestart with your banker.)
65
Black Swan Tactical Rules 9. All work is team
work. 10. Transparency. 11. Work the phones. 12.
Perception of fairness. 13. Share the pain. 14.
Decency!!!!!!! 15. Grace!! 16. Thank you. 17.
Control your impatience no temper
tantrums. 18. Constant attitude checksyou.
66
Black Swan Tactical Rules 19. Dress for
success. 20. Avoid burnout/you, the team,
the entire organization. 21. Re-emphasize the
company values-philosophy. (Now, more
than ever.) 22. Quality!!!!!! (Now, more than
ever.) 23. No corner cutting. (Now, more
than ever.) 24. Constant reviews/War room. 25.
Celebration of small wins.
67
Black Swan Tactical Rules 26. People First/HR is
King. 27. Help people with personal
financial management. 28. Be generous to those
who are let goe.g. healthcare
benefits. 29. Dont over-analyze. 30. Dont
under-analyze. 31. Cuts all at onceif
possible. 32. Cuts explained in great detail. 33.
Quantitative calendar managementfocus on
to donts.
68
Black Swan Tactical Rules 34. Increase
customer-service training. 35. In general,
minimize training cuts. 36. Be(very)ware RD
cuts RD quick pay SWAT teams. 37. Beware
such things as sales travel cuts, ad
cuts. 38. Across the board Dumb. 39. Is this
a time to over-invest if cash is at hand?
(E.g., distressed innovative start-ups?
69
Black Swan Tactical Rules 40. Stealth work on
the likes of XF communication. 41. This
could last a long time LT prep is
necessary now. 42. Prepare/Be prepared for more
Black Swans. 43. Excellence. (Now, more
than ever.) (44. Remember all this in
peacetimeChuck Knights legacy.)
70
Thank you ,Rich and Conoco
71
Mapping your competitive position or
Rich DAveni/HBR
72
The Have you 50See Appendix One
73
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?


74
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is an
Appendix to the LONG version of this
presentation, posted at tompeters.com
75
X XFXExcellence Cross-functional
Excellence
76
Never waste a lunch!
77
???? XF lunches Measure!
78
Thank you, Sheik Mohammad ( Jerry)
79
24
80
dubai
81
Single greatest act of pure imagination
82
Does your project portfolio have a dubai?
83
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
84
Thank you , Anthelme Brillat-Savarin and
Ludwig Feuerbach You are what you eat
85
We are the company we keep
86
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
87
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
88
Normal o for 800
89
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
90
Thank you, John
91
1/40
92
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
93
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
94
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
95
Thank you , Conrad Fred
96
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
97
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
98
Execution is strategy. Fred Malek
99
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
100
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
101
Thank you, Eleanor, Kevin , Mike and Tom
102
Do one thing every day that scares you.
Eleanor Roosevelt
103
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
104
Mr. Watson, how long does it take to achieve
Excellence?
105
1 minute
106
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
107
APPENDIXPlanetrees five Pianos A Radical
Model for Healing/Wellness/ Healthcare
Excellence
108
"All sane persons agree that 'healthcare needs an
overhaul.' And that's where the agreement stops.
Healthcare issues are thorny, and system panaceas
are about as likely as the sun rising in the
West. But there is good news here and there--and
great news courtesy the Planetree Model.   "In
the midst of ceaseless gnashing of teeth over
'healthcare issues,' the patient and frontline
staff often get lost in the shuffle. Enter
Planetree. While oceanic systemic solutions
remain out of reach, Planetree provides a
remarkable demonstration of what healthcarewith
the patient at the centercan be all about and
is all about among Planetree Alliance
members.   "I know this may sound like gross
overstatement, but everything about the 'model'
works. It is great for patients and their
familiesand is truly about humanity and healing
and health and longterm wellness, not just a
'fix' for today's problem. It is great for
staffPlanetree-Griffin Hospital is rightly near
the top of the 'best places to work in America'
list, year in and year out. And Planetree also
works as a 'business modelany effectiveness
measure you can name (financial, growth, etc) is
rock solid or better.   "For 25 years my 'gig'
has been 'excellence.' Put simply, there is no
better exemplar of customer-centered,
employee-friendly excellence, in any
industry, than Griffin-Planetree. The Planetree
model worksand in my extensive work in the
health sector, I 'sell' it shamelessly, and pray
that my clients are taking it all in."   Tom
Peters/response to request for comment on
Planetree  
109
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
110
The Patient-Family ExperiencePatients are
stripped of control, their clothes are taken
away, they have little say over their schedule,
and they are deliberately separated from their
family and friends. Healthcare professionals
control all of the information about their
patients bodies and access to the people who can
answer questions and connect them with helpful
resources. Families are treated more as intruders
than loved ones. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
111
1. The Importance of Human Interaction
112
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with
Employee Satisfaction Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
113
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
114
2. Informing and Empowering Diverse Populations
Consumer Health Libraries and Patient
Information
115
Planetree Health Resources Center/1981Planetree
Classification SystemConsumer Health
LibrariansVolunteersClasses, lecturesHealth
FairsGriffins Mobile Health Resource
CenterOpen Chart PolicyPatient Progress
NotesCare Coordination Conferences (Est goals,
timetable, etc.)Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
116
3. Healing Partnerships The Importance of
Including Friends and Family
117
Care Partner Programs (IDs, discount meals,
etc.)Unrestricted visits (Most Planetree
hospitals have eliminated visiting restrictions
altogether.) (ER at one hospital has a policy
of never separating the patient from the family,
and there is no limitation on how many family
members may be present.)Collaborative Care
ConferencesClinical Guidelines
DiscussionsFamily SpacesPet Visits (POP
Patients Own Pets)Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
118
4. Nutrition The Nurturing Aspect of Food
119
KitchenBeautiful cutlery, plates, etcChef
reputation Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
120
5. Spirituality Inner Resources for Healing
121
Griffin redesign chapel (waterfall,
quiet music, open prayer book)Other music,
flowers, portable
labyrinthSource Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
122
6. Human Touch The Essentials of Communicating
Caring Through Massage
123
Mid-Columbia Medical Center/Center for Mind and
BodyMassage for every patient scheduled for
ambulatory surgery (Go into surgery witha good
attitude) Infant massageStaff massage (caring
for the caregivers)Healing environments
chemo!Source Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
124
7. Healing Arts Nutrition for the Soul
125
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
126
8. Integrating Complementary and Alternative
Practices into Conventional Care
127
Griffin IMC/Integrative Medicine
CenterMassageAcupunctureMeditationChiropracti
cNutritional supplementsAroma therapySource
Putting Patients First, Susan Frampton, Laura
Gilpin, Patrick Charmel
128
9. Healing Environments Architecture and Design
Conduciveto Health
129
Planetree LookWoods and natural
materialsIndirect lightingHomelike
settingsGoals Welcome patients, friends and
family Value humans over technology .. Enable
patients to participate in their care Provide
flexibility to personalize the care of each
patient Encourage caregivers to be responsive
to patients Foster a connection to nature and
beautySource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
130
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
131
Conclusion Caring/Growth Experience
132
It was the goal of Planetree to help patients
not only get well faster but also to stay well
longer. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
133
Care!/Love!/Spirit!Self-Control!Connect!/learn
!/involve!/Engage!Understanding!/Growth!
De-stress!/heal! Whole patient family
friends! be well!/stay well!
134
Planetree is about human beings caring for
other human beings. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
(Ladies and gentlemen serving ladies and
gentlemen4S credo)
135
F.Y.I. It works!
136
Griffin Hospital/Derby CT (Planetree Alliance
HQ) Results Financially successful.
Expanding programs-physically. Growing market
share. Only hospital in 100 Best Cos to Work
for7 consecutive years, currently 6.
Five-Star Hospitals, Joe Flower,
strategybusiness (42)
137
9 July 2008/HealthLeaders Media 2008 Top
Leadership Team in Healthcare Griffin Hospital
About PowerShow.com