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Conrad Hilton

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Title: Conrad Hilton


1
Conrad Hilton
2
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
3
remember to tuck the shower curtain inside the
bathtub
4
Execution is strategy. Fred Malek
5
The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon
6
LONG Tom Peters Excellence. Always. Dha
hran/4 November 2009 (Slides at tompeters.com)
7
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
8
1
9
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)
10
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
11
2
12
14,00020,000
13
14,00020,00030
14
14,000/eBay20,000/Amazon30/CraigslistLockhee
d Skunk Works, 125 vs. 5,000(??)
15
3
16
Insanely Great Steve Jobs
17
Radically thrilling BMW
18
We are crazy. We should do something when
people say it is crazy. If people say something
is good, it means someone else is already doing
it.Hajime Mitarai, Canon
19
4
20
1977
21
MBWA
22
25
23
1982
24
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
25
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
26
Hard Is SoftSoft Is Hard
27
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
28
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 game it is the game. Lou Gerstner, Who
Says Elephants Cant Dance
29
30-fold!
30
Ken Kizer/VA 1997 culture of cover-up that
pervades healthcare Patient Safety Event
Registry looking for systemic solutions, not
seeking to fix blame on individuals except in the
most egregious cases. The good news was a
thirty-fold increase in the number of medical
mistakes and adverse events that got reported.
National Center for Patient Safety Ann Arbor
31
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
32
2007Siberia
33
Why in the World did you go to Siberia?
34
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
35
2007Sydney
36
Organizations exist to serve. Period. Leaders
live to serve. Period.
37
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
Excellence.
38
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
39
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
40
Thank you Peter Drucker/AIM Our goal is to serve
our customers brilliantly and profitably over the
long haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything in
betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a time,
who directly or indirectly serve the ultimate
customer. Source The Little BIG Things 163
Ways to Pursue EXCELLENCE
41
Weleaders of every stripeare in the Human
Growth and Development and Success and Aspiration
to Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders only
energetically march toward Excellence when
they each and every one of our colleagues are
energetically marching toward Excellence. Period.
Source The Little BIG Things 163 Ways to
Pursue EXCELLENCE
42
5
43
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)
44
The path to a hostmanship culture
paradoxically does not go through the guest. In
fact it wouldnt be totally wrong to say that the
guest has nothing to do with it. True hostmanship
leaders focus on their employees. What drives
exceptionalism is finding the right people and
getting them to love their work and see it as a
passion. ... The guest comes into the picture
only when you are ready to ask, Would you prefer
to stay at a hotel where the staff love their
work or where management has made customers its
highest priority? We went through the hotel
and made a ... consideration renovation.
Instead of redoing bathrooms, dining rooms, and
guest rooms, we gave employees new uniforms,
bought flowers and fruit, and changed colors. Our
focus was totally on the staff. They were the
ones we wanted to make happy. We wanted them to
wake up every morning excited about a new day at
work. Source Jan Gunnarsson and Olle Blohm,
Hostmanship The Art of Making People Feel
Welcome.
45
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
46
6
47
Brand Talent.
48
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
49
Luiza Helena, Magazine Luiza
50
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
51
Leaders do people. Period. Anon.
52
7
53
TP How to flush 500,000 down the toilet in
one easy lesson!!
54
lt CAPEXgt People!
55
8
56
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain your
development strategy in each case. Please tell
me your biggest development disappointmentlooking
back, could you or would you have done anything
differently? Please tell me about your greatest
development triumphand disasterin the last ten
years. What are the three big things youve
learned about helping people grow along the
way.
57
2/year legacy.
58
9
59
1.Strategic.Priority.Period.
60
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
61
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
62
10
63
I cant tell you how many times we passed up
hotshots for guys we thought were better people,
and watched our guys do a lot better than the big
names, not just in the classroom, but on the
fieldand, naturally, after they graduated, too.
Again and again, the blue chips faded out, and
our little up-and-comers clawed their way to
all-conference and All-America teams. Bo
Schembechler (and John Bacon), Recruit for
Character, Bos Lasting Lessons
64
11
65
1 cause ofDis-satisfaction?
66
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
67
12
68
1. Hire2. 1st Line Supervisor3. Promotion
69
13
70
I am a dispenser of enthusiasm. Ben Zander
71
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
72
bonus
73
Institute of Public Administration, last
question Centralization vs Decentralization
EVERYTHING(Business, government,
child-rearing)Jefferson vs Hamilton (D.C. vs
states rights)Nelson, Grant
simple-clear-brief orders, then lots of
leewayIke (and CEO Koppers) plan like hell and
burn the plan (literally)Ceaselessly talk
through the values, then enormous space
withinBossidy 2-page strategy (pre-Welch,
strategy doc was budget doc)Katrina USCG
(history of trusting their captains) vs US
NavyRommel on Americans in North AfricaNo
autonomy, no resilience (Yunus Were all
entrepreneurs)CIO across the hall anti-CIO (Mr
Build, Mr Destroy)Drucker Ninety percent
ICD/Inherent Centralist DriftGary Hamel and
sell by Anthropological analysis,
McKinseyDegree of staff diversification is also
Cent. vs De-cent issue (homogeneity grows over
time)Jim Burke No. (Watson never do a
System 360 today)Norberto Odebrecht and 2nd Law
Thermodynamics (Fosters data)Sloan Dynamic
approach, never get it rightTP dynamic
approach, never get it right, lean big time
toward decentralization, open warfare on
necessary systems
74
14
75
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
76
18 seconds
77
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
78
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ... the engine
of Network development. Listening is ... the
engine of Network maintenance. Listening is ...
the engine of Network expansion. Listening is ...
Social Networkings secret weapon. Listening is
... Learning. Listening is ... the sine qua non
of Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
79
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
80
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
81
15
82
if you dont listen, you dont sell
anything. Carolyn Marland
83
Sales gt Marketing
84
Everybody lives by selling something. Robert
Louis Stevenson
85
16
86
The four most important words in any
organization are
87
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
88
Tomorrow How many times will you ask the WDYT
question? Count! Practice makes better!
This is a STRATEGIC skill!
89
The one line of code! Axiom
90
17
91
The deepest human need is the need to be
appreciated.William James
92
appreciation is of the utmost strategic
importance!appreciation is a proper core
value ! appreciation is trainable !
appreciation is a profession !
93
  • 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

94
And the answer is . otis
95
18
96
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful.
97
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

98
19
99
none!
100
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
101
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
102
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
103
20
104
problem 1.Opportunity 1.
105
X XFXExcellence Cross-functional
Excellence
106
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
Solutions
107
Never waste a lunch!
108
???? XF lunches Measure!
109
Lunch gt SAP/ Oracle
110
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
111
21
112
Mapping your competitive position or
113
The Have you 50
114
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
115
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
116
22
117
Little BIG
118
Big carts 1.5X Source WalMart
119
Paint it white! On Hashem Akbaris
Lawrence Livermore labs powerful program to
significantly reduce greenhouse gas emissions
using conservative assumptions, it could
reduce 44 billion tons of CO2 emissions by
cooling buildings, roads, entire cities (The
Guardian, 0116.09)
120
Socks 10,000
121
23
122
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
123
2-cent candy
124
May I clean your glasses, sir?
125
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
126
Perception is all there is
127
24
128
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace. Norio
Ohga
129
Design is treated like a religion at BMW.
Fortune
130
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
131
Hypothesis DESIGN is the principal difference
between love and hate!
132
25
133
450/8
134
Lisbon/New BizWeeks to
Minutes (!!!!)
135
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
136
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not following
checklistIn 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
137
Beauty. Grace. Clarity. Simplicity.
138
CGRO CGRO/Chief Grunge Removal
Officer (CDC/Chief of De-complexification) (CAO/Ch
ief Anti-systems Officer) (CBSD/Chief BS
Destruction Officer)
139
26
140
Not only does standardization reduce
accountability, but it causes workers to switch
to autopilot. An artistic process has to rely
on external measures of success, like customer
feedback. Source When Should a Process Be
Art, Not Science? by Joseph Hall and Eric
Johnson, HBR (03.09)
141
27
142
Up, Up, Up, Up the Value-added Ladder.
143
IBM 55BAlso HP-EDS
144
Huge Customer Satisfaction versus Customer
Success
145
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
146
28
147
1/40
148
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
149
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
150
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

151
Experiment fearlesslySource BusinessWeek,
Type A Organization Strategies/ How to Hit a
Moving TargetTactic 1
152
29
153
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
154
30
155
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
156
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
157
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
158
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down,
I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
159
We learn from our failures. Period. Failure to
acknowledge failure is a fatal disease. Treating
failure like a disease is a fatal
disease.Doctors, soldiers, pilots, musicians,
etc.
160
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
161
31
162
You miss 100 of the shots you never take.
Wayne Gretzky
163
32
164
Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
165
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
166
Demos! Heroes! Stories!
167
33
168
We are the company we keep
169
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
170
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
171
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
172
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
173
Freak Fridays once a month invite somebody
interesting, in any field, to have lunch with
your gang
174
Vanity Fair What is your most marked
characteristic? Mike Bloomberg Curiosity.
175
34
176
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
177
35
178
All You Need to Know About Sources of
Innovation Angry people! angry with the
status quo
179
36
180
Normal o for 800
181
Do one thing every day that scares you.
Eleanor Roosevelt
182
37
183
Iron Innovation Equality Law The quality and
quantity and imaginativeness of innovation shall
be the same in all functions e.g., in HR and
purchasing as much as in marketing or product
development.
184
38
185
  • Innovations Fourteen
    Imperatives
  • Try it. Repeat. (1/40.) (R.F.A./Ready.Fire.
    Aim.) (Non-Linear!)
  • Prototype it./MTTP (Mean Time To
    Prototype.)/(Inno.
  • Reaction to Proto.)
  • (2) Celebrate failure.
  • Whoever makes the most mistakes wins.
  • Fail. Fail again. Fail better.
  • Reward excellent failures. Punish
    mediocre successes.
  • (3) Decentralize.
  • (4) Parallel Universe.
  • (5) Hang Out Axiom. (Hang cool More
  • cool. Dull Dull.)
  • (6) diversity. (Every dimension.)
  • (7) Co-invent with outsiders./Entwined with
  • outsiders. (Including Crowdsourcing.)

186
Innovations Fourteen Imperatives (8)
Strategic Listening Core competence. (9)
Hire and promote 100 innovators.
Innovators characteristic Innovator.
Innovators characteristic Angry. (Anger gt
Blowback.) CEOInnovation bias. (10)
XFX/Cross-functional Excellence!! (1??) (11)
Chief Complexity Systems Destruction
Officer. (12) RD Equality. All functions
equal. (VA centerpiece./All staff
VA-meisters.) (13) Fun! Self-deprecating! (14)
Good luck! (Entropy rules.) (Major
acquisition Dumb.) (NB All these
things work except when they dont.)
187
39
188
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?
189
40
190
4/40
191
De-cent-ral-iz-a-tion!
192
volcanic struggle!
193
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
194
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
195
Ex-e-cu-tion!
196
Costco figured out the big, simple things and
executed with total fanaticism. Charles
Munger, Berkshire Hathaway
197
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
198
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
199
(1) sum of Projects Goal
(Vision) (2) sum of Milestones
project(3) rapid Review
Truth-telling accountability
200
Ac-count-a-bil-ity!
201
Mission impossible?36B/98minus 675M/07
202
Mr Zetsche, head of Chrysler from 2000 to 2005,
denied he should take any responsibility for
the U.S. carmakers troubles Financial Times
/05.29.07
203
CF 30 (no salesfolk)MH 80 (salesfolk)
204
615A.M.
205
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
206
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207
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
208
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
209
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
210
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
211
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212
4 Japan3 USA2 China1 Germany
213
Reason!!!Mittelstand
214
Productivity (Small/All) gt Productivity
(Big)(USA-9/F500)(China/1st 20 yrs.)
215
43
216
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Source
Muhammad Yunus/The News HourPBS/1122.2006
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218
Jim Penman/Jims Group
219
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
220
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221
1 Truthteller
222
You Your calendarCalendars never lie
223
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
224
Dennis, you need a To-dont List !
225
You must be the change you wish to see in the
world.Gandhi
226
John Sawhill/Major Strategic Initiative What
areas should the Conservancy focus on and more
important what activities should we stop
doing?Source Bill Birchard, Natures Keepers
The Remarkable Story of How The Nature
Conservancy Became the Largest Environmental
Organization in the World
227
46
228
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
229
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
230
Excellence. Always.If not Excellence, what?If
not Excellence now, when?
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