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Title: EXCELLENCE. ALWAYS. Tom Peters/Re-imagine! Grand Hyatt/Muscat/24 April 2006 LONG


1
EXCELLENCE. ALWAYS.Tom Peters/Re-imagine!Gra
nd Hyatt/Muscat/24 April 2006LONG
2
Organizations are not machines. That has been
the central message of all my books. They are
living communities of individuals. To describe
them we need to use the language of communities
and the language of individuals. That means a mix
of words we use in politics and in ordinary
everyday life. The essential task of leadership
(a word from political theory, unlike the word
manager) is to combine the aspirations and
needs of individuals with the purposes of the
larger community to which they all belong.
Charles Handy
3
P.P.E.E.R.E.
4
People.Product.Execution.Enthusiasm.Relentless
.Excellence.
5
EXCELLENCE. ALWAYS.
6
Slides at tompeters.com
7
EXCELLENCE. 1982.
8
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
9
What is In Search of Excellence all
aboutPeople. Emotion. Engagement.
Exuberance. Action-Execution. Empowerment.
Independence. Initiative. Imagination. Great
Stories. Incredible Adventures. Trust. Caring.
Fun. Joy. Customer-centrism. Profit. Growth.
Brand You. Dramatic Differences.
Experiences that Make You Gasp. Excellence.
Always.
10
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,500 EI 10,000 yields 140,050
Excellence Index /Basket of 32 publicly
traded stocks
11
EXCELLENCE. ALWAYS.
12
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
13
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.
14
Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
15
Business The Ultimate Creative Endeavor.
16
Business The Ultimate Personal
Development-Growth Experience.
17
Business The Ultimate Transcendent Service
Opportunity.
18
EXCELLENCE. ALWAYS.
19
First-level Scientific SuccessBeyond Brains
20
First-level Scientific SuccessThe smartest guy
in the room winsOr
21
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
22
First-level Scientific Success/Short
FormScientific Success (Nobel-level) Genius
Execution Master of Soft Skills Enthusiasm
Magnetism Destiny (sense of) Energy
23
Translation Biz Bonanza Success DDMMSTERL
DramaticDifference Business Acumen/Money
Good Marketing Instinct/Ice-to-Eskimos Sales
Skills Stellar Talent Aim for Excellence
Resilience/Tenacity/Adaptability Luck (The
Necessary Nine What Every Small Biz Requires
to Excel.) (Big, too.)
24
EXCELLENCE. ALWAYS.
25
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
26
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
27
798
28
415/SqFt/WalMart798/SqFt/Whole Foods
29
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
30
EXCELLENCE? ALWAYS?
31
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
32
This is not a mature category.
33
This is an undistinguished category.
34
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
35
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
36
The Small Guys Guide Wallop WalMart16
Hands-on, emotional leadership. (We are a
great cool intimate joyful dramatically
different team working to transform our Clients
lives via Consistently Incredible
Experiences!) A community star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience, from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises,
including the professional services.)
37
The Small Guys Guide Wallop WalMart16
Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in
at least the short term marked by notably
progressive policies.) (THIS IS EMINENTLY
DO-ABLE!!) Sophisticated use of information
technology. (Small-ish is no excuse for small
aims/execution in IS/IT!) Web-power! (The Web
can make very small very big if the
product-service is super-cool and one
purposefully masters buzz/viral
marketing.) Innovative! (Must keep renewing and
expanding and revising and re-imagining the
promise to employees, the customer, the
community.)
38
The Small Guys Guide Wallop WalMart16
Brand-Lovemark (Kevin Roberts) Maniacs!
(Branding is not just for big folks with big
budgets. And modest size is actually a Big
Advantage in becoming a local-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. How stupid.) Excellence! (A small player
per me has no right or reason to exist unless
they are in Relentless Pursuit of Excellence. One
earns the rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
39
EXCELLENCE. ALWAYS.
40
Donnellys Weatherstrip Service Weymouth MA
41
?
42
25
43
Cirque du Soleil!
44
And the Winner is 1.
Audacity of Vision2. Innovation/RD/Design3.
Talent Acquisition Development4. Resultant
Experience5. Strategic Alliances6.
Operations7. Financial Management8.
Overall/Sustaining Excellence9. Wow!10.
Lovemark!
45
Tattoo Brand What of users would tattoo the
brand name on their body?
46
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
47
EXCELLENCE. ALWAYS.
48
55B
49
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
50
By making the Global Delivery Model both
legitimate and mainstream, we have brought the
battle to our territory. That is, after all, the
purpose of strategy. We have become the leaders,
and incumbents IBM, Accenture are followers,
forever playing catch-up. However, creating a
new business innovation is not enough for rules
to be changed. The innovation must impact
clients, competitors, investors, and society. We
have seen all this in spades. Clients have
embraced the model and are demanding it in even
greater measure. The acuteness of their
circumstance, coupled with the capability and
value of our solution, has made the choice not a
choice. Competitors have been dragged kicking and
screaming to replicate what we do. They face
trauma and disruption, but the game has changed
forever. Investors have grasped that this is not
a passing fancy, but a potential restructuring of
the way the world operates and how value will be
created in the future. Narayana Murthy,
chairmans letter, Infosys Annual Report
51
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
52
SCS/Supply Chain Solutions 750 locations
2.5B fastest growing division 19 acquisitions,
including a bankSource Fast Company
53
And MasterCard Advisors
54
Huge Customer Satisfaction versus Customer
Success
55
EXCELLENCE? ALWAYS?
56
Disintermediation outsourcing is overrated.
Those who fear disintermediation should in fact
be afraid of irrelevancedisintermediation is
just another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
57
ChicagoHRMAC
58
support function / cost center /
bureaucratic dragor
59
Are you Rock Stars of the Age of Talent
60
DD21M
61
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
62
EXCELLENCE. ALWAYS.
63
support function / cost center /
bureaucratic dragor
64
AnswerPSF
65
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
66
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
67
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 5. Playful Clients (Adventurous
folks who unfailingly Aim to Change the
World)6. Small Uneconomic Clients with Big
Aims 7. Life Is Too Short to Work with Jerks
(Fire lousy clients)8. OBSESSED WITH LEGACY
(Practice Group and Individual Dent the
UniverseSteve Jobs)9. Fire-on-the-spot Anyone
Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA)
RADICAL
68
?????Do good (excellent?!) workMake a lot of
money
69
Point of View!
70
PSF BY WP DD E UVA
71
PSF (Professional Service Firm) BY (Brand You)
WP (WOW Projects) DD (Dramatic Difference)
E (Excellence) UVA (Unassailable
Value-Added)
72
EXCELLENCE. ALWAYS.
73
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
74
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
75
Purchasing Officer Thrust 1 Cost (at All
Costs) Minimization Professional? Or/to Full
Partner-Leader in Lifetime Value-added
Maximization?(Lopez Arguably Villain 1 in
GM tragedy/Anon VSE-Spain)
76
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
77
EXCELLENCE. ALWAYS.
78
Better By Design A National StrategyNZ
Design Excellence
79
EXCELLENCE. ALWAYS.
80
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
81
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
82
EXCELLENCE. ALWAYS.
83
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.
84
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to discover
their greatness.
85
We are a Life Success CompanyDave Liniger,
founder, RE/MAX
86
EXCELLENCE. ALWAYS.
87
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
88
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
89
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
90
One who does less than he can is a thief.
Gandhi
91
EXCELLENCE. ALWAYS.
92
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
93
You must be the change you wish to see in the
world.Gandhi
94
To change minds effectively, leaders make
particular use of two tools the stories that
they tell and the lives that they lead.
Howard Gardner, Changing Minds
95
MBWAHS/25
96
25
97
You Your calendarCalendars NEVER lie!!
98
EXCELLENCE. ALWAYS.
99
4/40Tom Peters/Novosibirsk/14 April 2006
100
De-cent-ral-iz-a-tion!
101
Ex-e-cu-tion!
102
Ac-count-a-bil-ity!
103
615A.M.
104
De-cent-ral-iz-a-tion!
105
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
106
Ex-e-cu-tion!
107
TP/BW on BigCo Sin 1 too much talk, too little
do
108
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
109
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
110
Ac-count-a-bil-ity!
111
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
112
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
113
615A.M.
114
EXCELLENCE. ALWAYS.
115
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
116
EXCELLENCE. ALWAYS.
117
Insanely Great Language! Insanely
Great. Steve Jobs
118
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
119
Astonish me! /S.D.Build something great!
/H.Y.Make it immortal! /D.O.
120
Gaspworthy!
121
EXCELLENCE. ALWAYS.
122
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
123
Stay Hungry. Stay Foolish. Steve Jobs
124
EXCELLENCE. ALWAYS.
125
Its always showtime. David DAlessandro,
Career Warfare
126
!
127
All You Need to Knowmore or less
128
New Game
129
China!
130
China!
131
China!
132
China
133
Ch
134
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
135
New Economy?!Sergey Larry gt Harvard
136
the metabolically dominant soldierSource
Radical Evolution The Promise and Peril of
Enhancing Our Minds, Our Bodiesand What It Means
to Be Human, Joel Garreau
137
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically. Peter Drucker
138
This is a dangerous world and it is going to
become more dangerous.We may not be
interested in chaos but chaos is interested in
us.Source Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
139
H5N1
140
Cause
141
Create a cause, not a business. Gary
Hamel
142
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
143
Quest
144
I dont know.Source Karl Weick
145
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
146
In the end, management doesnt change culture.
Management invites the workforce itself to change
the culture. Lou Gerstner
147
Artist
148
Leader Job 1Paint Portraits of Excellence!
149
Point of View!
150
Best Story
151
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
152
It is necessary for the President to be the
nations No. 1 actor.FDR
153
People
154
Leaders do people. Anon.
155
Les Wexner From sweaters to people!
156
Connoisseur of TalentSource Colleague on
PARCs Bob Taylor
157
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
158
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years.
Ed Michaels, War for Talent
159
Brand Talent.
160
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
161
DD21M
162
People
163
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
164
Decency
165
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Sara Lawrence-Lightfoot, Respect

166
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
167
Grace
168
The two most powerful things in existence a
kind word and a thoughtful gesture. Ken Langone
169
The deepest human need is the need to be
appreciated.William James
170
Thank you
171
Intangibles
172
Hard is soft. Soft is hard.In Search of
Excellence
173
Self-management
174
You Your Calendar
175
You cant lead a cavalry charge if you think you
look funny on a horse. John Peers, President,
Logical Machine Corporation
176
Curiosity
177
Why?
178
Ears
179
If you dont listen, you dont sell anything.
Carolyn Marland/MD/Guardian Group
180
Conformity
181
While everything may be better, it is also
increasingly the same.Paul Goldberger on
retail, The Sameness of Things, The New York
Times
182
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
183
Conformity
184
The Bottleneck is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma? At the top!
Gary Hamel/Strategy or Revolution/Harvard
Business Review
185
Dramatic Difference
186
Point of View!/Point of Dramatic Difference!
187
PSF!Donnellys Weatherstrip Service Weymouth
MA
188
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
189
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
190
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
191
But 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
192
Action
193
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
194
We have a strategic plan. Its called doing
things. Herb Kelleher
195
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
196
While many people big oil finds with big
companies, over the years about 80 percent of
the oil found in the United States has been
brought in by wildcatters such as Mr Findley,
says Larry Nation, spokesman for the American
Association of Petroleum Geologists. WSJ,
Wildcat Producer Sparks Oil Boom in Montana,
0405.2006
197
Never forget implementation boys. In our work
its what I call the missing 98 percent of the
client puzzle. Al McDonald
198
Try ItTry ItTry It
199
Sams Secret 1!
200
Fail faster. Succeed sooner.David Kelley/IDEO
201
4/40
202
De-cent-ral-iz-a-tion!
203
Ex-e-cu-tion!
204
Ac-count-a-bil-ity!
205
615A.M.
206
Focus
207
Dennis, you need a To-dont List !
208
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five. Not ten. Three. Richard
Haass, The Power to Persuade
209
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
210
K.I.S.S.
211
450/8
212
Danger S.I.O. (Strategic Initiative Overload)
213
I wanted GE to operate with the speed,
informality, and open communication of a corner
store. Corner stores often have strategy right.
With their limited resources, they have to rely
on laser-like focus on doing one thing very
well. Jack Welch/Fortune/04.05
214
Change
215
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
216
Im not comfortable unless Im
uncomfortable.Jay Chiat
217
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
218
Change
219
We become who we hang out with!
220
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
221
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
222
Forget
223
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
224
BigChange
225
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
226
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
227
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
228
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
229
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
230
BigBiggerBiggest??????
231
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
232
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
233
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
234
Exit, Stage Right CEO departure rate,
1995-2004 300Source Booz Allen Hamilton
(per USA Today/06.13.05)
235
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
236
Relentless
237
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
238
Agressive
239
Nelsons secret Other admirals more
frightened of losing than anxious to win
240
Speed
241
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
242
Tempo
243
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
244
Richard Kevin
245
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.
246
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!
247
Passion Enthusiasm
248
I am a dispenser of enthusiasm. Ben Zander
249
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
250
Hustle
251
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
252
Sunny
253
Half-full Cups Ronald Reagan radiated an almost
transcendent happiness. Lou Cannon
254
Create
255
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
256
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
257
Revenue
258
Top Line, Anyone?Point
(Advertising Age), to Phil Kotler Who should
the CMO Chief Marketing Officer report
to?Kotler Maybe a Chief Revenue Officerthe
cost side has been squeezed, now companies have
to focus on top-line growthor maybe a Chief
Customer Officer. (TP Or maybe both!)
259
CROChief Revenue Officer
260
SellSellSelll
261
. Everyone lives by selling something.
Robert Louis Stevenson
262
No Limits
263
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
264
!
265
Leadership23Tom Peters/Novosibirsk/14April2006
266

Leadership231. Enthusiasm. Energy.
Exuberance.2. Action. Execution.3. Tempo.
Metabolism.4. Relentless.5. Master of Plan
B.6. Accountability.7. Meritocracy.8. Leaders
do people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.
267

Leadership2313. Legacy.14. Best story
wins.15. On the edge. (Wildest fantasy of a
dreamy mind.) 16. Reward excellent failures.
Punish mediocre successes.17. Different gt
Better. (Only ones who do what we
do.)18. MBWA. Customer MBWA.19. Laughs.20.
Repot. Curiosity. Why?21. You Calendar. To
Dont. Two.22. Excellence. Always. 23.
Nelsonian! (Other admirals more afraid of
losing than anxious to win.)
268
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!
269
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
270
!
271
Leadership23LLong Version
272

Leadership231. Enthusiasm. Energy.
Exuberance.2. Action. Execution.3. Tempo.
Metabolism.4. Relentless.5. Master of Plan
B.6. Accountability.7. Meritocracy.8. Leaders
do people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.13. Legacy.14. Best
story wins.15. On the edge. (Wildest chimera of
a moonstruck mind.) 16. Reward excellent
failures. Punish mediocre successes.17.
Different gt Better. (Only ones who do what we
do.)18. MBWA. Customer MBWA.19. Laughs.20.
Repot. Curiosity. Why?21. You Calendar. To
Dont. Two.22. Excellence. Always. 23.
Nelsonian! (Other admirals more afraid of
losing than anxious to win.)
273
People Power!
274
People Power Brand You Days
275
People Power The Talent50
276
People Power Brand You Days
277
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
278
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
279
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
280
Imagine you are sitting next to a stranger at
dinner and you have to describe your job in one
sentence that they can understand. If you fail
this test, you are either a nuclear physicist or
your job shouldnt exist. Lucy
Kellaway/personal relevance test/FT/0206.06
281
Personal Brand Equity Evaluation
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • My public recognition program consists of
  • Additions to my Rolodex in the last 90 days
    include
  • My resume is discernibly different from last
    years at this time

282
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.Renewal
Investment Plan
283
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line. Peter Drucker
284
26.3
285
Distinct or Extinct
286
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!)7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber)8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!)10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?)11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer)12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
287
Joe J. Jones 1942 2006 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
288
T. J. Peters 1942 2--- HE WAS A PLAYER!
289
Its always showtime. David DAlessandro,
Career Warfare
290
Getting to WOW Through Mastery of The
Sales25.
291
Getting Things Done The Power
Implementation34.
292
Presentation Excellence The PresX56
293
The Interviewing Excellence The IntX31
294
!
295
People Power The Talent50
296
1. People First!
297
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
298
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
299
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
300
2. Soft Is Hard.
301
Message Leading Talent is all about Love
Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes
Determination to Make a Damn Difference, Shared
Adventures, Bizarre Failures, Growth, Insatiable
Appetite for Change.
302
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/Creativity/
Intellectual-capital Added.
303
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
304
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
305
4. Talent Excellence in
Every Part of Every Organization.
306
Wegmans 1/100 Best Companies to Work
for/2005
307
5. P.O.T./ Pursuit Of
Talent OBSESSION.
308
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
309
Les Wexner From sweaters to people!
310
6. Talent Masters Understand Talents Intangibles.
311
Q If it were your 50K lifes
savings and my 50K, what sort of Waiters
would we look for?A Enthusiasts!
312
Visibly energetic /Passionate/Enthusiastic
about everything.Engaging/Inspires others.
(Inspires the interviewer!)Loves messes
pressure. Impatient/ Action fanatic.A
finisher.Exhibits Fat WOW Project Portfolio.
(Loves to talk about her work.)Smart.Curious/
Eclectic interests/ A little (or more)
weird.Well-developed sense of humor/ Fun to be
around. No. 1 re bosses Exceptional
talent selection development record.
(Former co-workers Did you visibly grow while
working with X? /How has the
department/team grown on a world-class
scale during Xs tenure?)
313
7. HR Is Cool.
314
ChicagoHRMAC
315
support function / cost center /
bureaucratic dragor
316
Are you Rock Stars of the Age of Talent?
317
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
318
8. HR Sits at The Head
Table.
319
DD21M
320
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
321
9. Re-name HR.
322
Talent Department
323
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
324
10. There Is an HR
Strategy/ HR Vision
325
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
326
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
327
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
328
EVP/IBP Remarkable challenges, rapid
professional growth, wholesale respect, deep
satisfaction, fun, stunning opportunities,
exceptional rewards, amazing peer group, full
membership in Club Adventure, maximized future
employability
329
11. Acquire for Talent!
330
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
331
12. There Is a FORMAL
Recruitment Strategy.
332
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
333
Cirque du Soleil!
334
Cirque du Soleil Talent (12 full-time scouts,
database of 20,000). RD (40 of profits 2X
avg corp). Controls (shows are profit centers
partners like Disney offset costs 100M on
500M). Scarcity builds buzz/brand (1 new show
per year. People tell me were leaving money on
the table by not duplicating our shows. Theyre
right. Daniel Lamarre, president).Source
The Phantasmagoria Factory/Business 2.0/1-2.2004
335
13. There Is a FORMAL
Leadership Development Strategy.
336
DD 0 to 60mph in a flash (months)
337
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
338
14. There is a World
Class Leadership Development CENTER.
339
Crotonville!
340
15. There Is a FORMAL
STRATEGIC HR Review Process.
341
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies. Ed Michaels
342
16. People/ Talent
Reviews Are the FIRST Reviews.
343
17. HR Strategy
BUSINESS Strategy.
344
Wegmans 1/100 Best Companies to Work
for84 Grocery stores are all alike46
additional spend if customers have an emotional
connection to a grocery store rather than are
satisfied (Gallup)Going to Wegmans is not
just shopping, its an event. Christopher Hoyt,
grocery consultantYou cannot separate their
strategy as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
345
Cirque du Soleil!
346
18. Make it a Cause
Worth Signing Up For.
347
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
348
19. Unleash Their Full
Potential!
349
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and thus be in charge of his or her
    own career. Tim Hall et al., The New Protean
    Career Contract

350
RE/MAX A Life Success CompanySource
Everybody Wins, Phil Harkins Keith Hollihan
351
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
352
20. Set Sky High Standards.
353
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
354
21. Enlist Everyone in
Challenge Century21.
355
Distinct or Extinct
356
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!)7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber)8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!)10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?)11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer)12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
357
22. Pursue the Best!
358
best person in the world Arthur Blank
359
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
360
23. Up or Out.
361
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years. Ed
Michaels, War for Talent
362
24. Ensure that the
Review Process Has INTEGRITY.
363
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GS
364
25. Pay Up!
365
Top performing companies are two to four times
more likely than the rest to pay what it takes
to prevent losing top performers. Ed Michaels,
War for Talent
366
Costco 17/hour (42 above Sams) very good
health plan low t/o, low shrinkageLow margins
(When I started, Sears, Roebuck was th Costco of
the country, but they allowed someone to come in
under themJim Sinegal)Source How Costco
Became the Anti-WalMart/NYT/07.17.05
367
26. Training I Train!
Train! Train!
368
26.3
369
3 Weeks in MayTraining Prep 187Work
41(Other 17)
370
1 vs. 367
371
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
372
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker, Business 2.0
373
27. Training II 100
Business People.
374
28. Training III 100
LEADERS.
375
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
376
29. Training IV Boss as
Trainer-in-Chief.
377
Workout 24 DPY in the Classroom
378
30. Training V The REAL
Bedrock of the Talent Thing.
379
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
380
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on.Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
381
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
382
31. Wide-open
Communication NO BARRIERS.
383
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Z
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