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


1
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part THREE (of 7)up, up, up, up
the value added ladder (solutions-experiences-
dreams-lovemarks)19 October 2007
3
THE MASTER PRESENTATION
There are about 3,500 slides in this 7-part
Master Presentation. The first six chapters
are indeed meant add up to a logical, linear
argument. Part I is context. Part II is devoted
entirely to innovationthe sine qua non, as
perhaps never before, of survival. In earlier
incarnations of the master, innovation
stuff was scattered throughout the
presentationnow it is front and center and a
stand-alone. Part III is a variation on the
innovation themebut it is organized to examine
the imperative (for most everyone in the
developed world) of an ultra high value-added
strategy. A value-added ladder (the ladder
configuration lifted with gratitude from Joe Pine
and Jim Gilmores Experience Economy) lays out a
specific logic for necessarily leaving
commodity-like goods and services in the dust.
Part IV argues that in this age of
micro-marketing there are two macro-markets of
astounding size that are dramatically
under-attended by all but a few namely women and
boomers-geezers. Part V underpins the overall
argument with the necessary bedrockTalent, with
brief consideration of Education Healthcare.
Part VI examines Leadership for turbulent times
from several angles. Despite the logical
argument, I think youd be better off if you
thought of all this as I doan ENCYCLOPEDIA OF
IDEAS. Various riffs are attached throughout
which, though not perfect fits, serve my purpose
as meat from which I cobble together a finance
presentation in Bahrain or a health-services
lecture in Virginia. For example, the day I
wrote this I spoke to an association made up of
independent middle-size companies. I led off with
a new section on the place for and power of
middle-sized firms in general, featuring the
German Mittelstandwhich is the basis for that
countrys surprise ranking as the worlds 1
exporter. These agile players, residing in the
ultimate high-wage nation, tend to own a niche
courtesy astoundingly high-value-added products.
This Mittelstand opener does not fit in the
Master in a tidy fashion, but I want it to be
available for future use and it works pretty well
in the overall innovation argumenthence its
landing in Part II. The placement is not bad, but
the point is that this idea is now available to
meand youin my encyclopedia. And there you
have it! 19 October 2007
4
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part one (of 7)all you need to
know(dwelling on the obvious)not your
fathers worldintroduction to excellence.
5
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
two (of 7)innovate.Or.Die.
6
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part FOUR (of 7)new
Markets(Stupendous Opportunity)
7
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part FIVE (of 7)people!(Brand you.
Talent. Health. Education.)
8
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part six (of 7)leadership!
9
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
Seven (of 7)excellence.summaries.Lists.
10
Tom Peters X25EXCELLENCE.
ALWAYS.MASTER/Part THREEIn Search of
Excellence 1982-2007
11
part three
12
Slides at tompeters.com
13
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
14
Up, Up, Up, Up the Value-added Ladder.
15
As China and India, among others, surge, the
rest of us incl. the likes of Romania must
scramble to Add Value mostly, back to the
future
16
LEAVE IT TO BEAVER.
17
Trapper lt20 per beaver pelt.Source WSJ
18
wdcp/Wildlife Damage-control Professional
150 to remove problem beaver 750-1,000
for flood-control piping so that beavers can
stay. Source WSJ
19
Trapper RedneckWDCP PSF/ Professional
Services Provider
20
7X to 40Xfor Solution rather than
service transaction
21
EXCELLENCE. VALUE ADDED.UP THE LADDER.
22
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
23
55B
24
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
25
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a year that
technology companies have never been able to
touch. Fortune
26
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
27
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
28
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves
represent.Source ecompany.com (E.g., UPS
Logistics manages the logistics of 4.5M Ford
vehicles, from 21 mfg. sites to 6,000 NA dealers)
29
MasterCard Advisors
30
Architecture is becoming a commodity. Winners
will be Turnkey Facilities Management
providers.SMPS Exec
31
E.g. UTC/Otis Carrier boxes to integrated
building systems
32
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
33
California Closets a whole-life upgrade, not
just a tidy bedroom. WSJ/0329.07, Why the
Container-Store Guy Wants to Be Your Therapist
34
Huge Customer Satisfaction versus Customer
Success
35
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
36
Gamechanging Solutions Bet-the-CompanyIBMUPS
XeroxMasterCardGEBestBuy
37
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
38
Up, Up, Up, Up the Value-added Ladder.
39
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
40
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
41
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsServicesGoods Raw Materials
42
Results are measured by the success of all
those who have purchased your product or service
Jan Gunnarsson Olle Blohm, The Welcoming Leader
43
He had done nothing to sell me on his business,
yet he had given me the most powerful sales pitch
of my life. Because his sole concern had been my
welfare and the success of my business. Jim
Penman, on learning how to sell (What Will They
Franchise Next? The Story of Jims Group)
44
Era 1/Obvious Value Our it works, is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver business
advantage (Culture-Strategic
change)Source Jeff Thull, The Prime Solution
Close the Value Gap, Increase Margins, and Win
the Complex Sale
45
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. One of the key
differentiators of our position in the market is
our attention to managing change and making
change stick in our customers organization.
(E.g. CRM failure rate/Gartner 70) Jeff
Thull, The Prime Solution Close the Value Gap,
Increase Margins, and Win the Complex Sale
46
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented Gamechanging SolutionsServicesGoods
Raw Materials
47
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
48
Dont own nothin if you can help it. If you
can, rent your shoes. Forrest Gump
49
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
50
Disintermediation is overrated. Those who
fear disintermediation-outsourcing should in fact
be afraid of irrelevance outsourcing is just
another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
51
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
52
Former Fed Vice-chairman Alan Blinder
remains an implacable opponent of tariffs and
trade barriers. But now he is saying loudly that
a new industrial revolutioncommunication
technology that allows services to be delivered
from afarwill put as many as 40 million
American jobs at risk of being shipped out of
the country in the next decade or two. Wall
Street Journal /0328 Blinder 40 million
only the tip of a very big iceberg.
53
ChicagoHRMAC
54
Sarah Mom, what do you do?Mom
Im overhead.
55
support function / cost center/ overhead
or
56
Are you Rock Stars of the Age of Talent
57
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
58
AnswerPSF
59
Typically in a mortgage company or financial
services company, risk management is an
overhead, not a revenue center. Weve become more
than that. We pay for ourselves, and we
actually make money for the company. Frank
Eichorn, Director of Credit Risk Data Management
Group, Wells Fargo Home Mortgage (Source
sas.com) (Who Owns the Data? Using Internal
Customer Relationship Management to Improve
Business and IT Integration Frank Eichorn)
60
Mantra Eichorn it!
61
Every job done in W.C.W. White Collar World is
also done outside for profit!
62
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)
63
Series/Reinventing WorkThe
Project 50 Fifty Ways To Transform Every Task
Into A Project That MattersThe Professional
Service Firm 50 Fifty Ways To Transform Your
Department Into A Professional Service Firm
Whose Trademarks Are Passion And InnovationThe
Brand You 50 Fifty Ways To Transform Yourself
From An Employee Into A Brand That Shouts
Distinction, Commitment And Passion
64
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
65
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators)Murakami
Teruyasu Age of Creation IntensificationSourc
e Dan Pink, A Whole New Mind
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
Richard Sennett Craftsmanship, a sustaining
life narrativeSource Stefan Stern on
Management, FT, 0710.07
69
Pointed Point of View!
70
R.POV8Remarkable Point Of View/8 Words or
less/If you cant state your position in eight
words or less you dont have a position.SG
71
If you cant write your movie idea on the back
of a business card, you aint got a movie.
Samuel Goldwyn
72
The PSF35 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN
PLACE-ROOT (Teach a man to fish )17. The
Final Exam DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
73
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. (E.g. CRM
failure rate/Gartner 70) Jeff Thull, The
Prime Solution Close the Value Gap, Increase
Margins, and Win the Complex Sale
74
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
75
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
76
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time30. Drop
everything/Swarm to Support a Harried-On
The Verge Team31. SPEND ON RD LIKE A TECH
FIRM. 32. A PROPRIETARY METHODOLOGY (FBR,
McKinsey, Chiat Day, IDEO, old EDS) 33.
BRAND MANIACS (Organize Around a Point of View
Worth BROADCASTING) 34. PASSION!
ENTHUSIASM! 35. EXCELLENCE. ALWAYS.
77
P.S.F. SummaryH.V.A. Projects (100)Pioneer
ClientsWOW Work (see below)Hot Talent (see
below)Adventurous cultureProprietary Point
of View (Methodology)W.W.P.F./Work Worth Paying
For (100)/Outside Clients (25) When Now!
78
(1) Translate ALL departmental
activities into discrete W.W.P.F.
Products.(2) 100 go on the Web.(3)
Non-awesome are outsourced (75??).(4)
Remaining Centers of Excellence are
retained leveraged to the hilt!
79
BMWs Designworks/USA gt50 from outside work
80
Static/ImitativeIntegrity.Quality.Continuous
Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
81
G.M. The Recruitment and Development of Top
Talent. Period!V.C. Bets on Talent. Bets
on Projects. Period!
82
Dept. Head I Sports G.M.Dept. Head II V.C.
83
EXCELLENCE Flawless EXECUTION Continuous
IMPROVEMENT Brilliantly Trained
PEOPLEGamechanging QUESTS WEIRD Rosters
GASPWORTHY Results
84
EXCELLENCE Flawless EXECUTION Continuous
IMPROVEMENT Brilliantly Trained
PEOPLEGamechanging QUESTS WEIRD Rosters
GASPWORTHY Results
85
Psf.Bedrock.
86
PSF/Professional Service Firm/BeliefsProfes
sion Calling/Passion to make a
difference/Excellence
(always)point of view know exactly what we
stand for/
Dramatic
DifferenceClient enduring, test-the-limits
relationship/Trusted
advisorSolution Rock His-her World/ wow/
implemented Culture
change/ gtgtgtgtgtgt
satisfaction
87
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)
88
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
89
2m38s
90
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)
91
PSF Transformation Credit
Department/TrekWas
IsCredit Dept
Financial
ServicesHammer on dealers until
Make dealers successful so theythey pay
CAN payAR
sold to 3rd party Trek is
the commercial financialcommercial co.
Company23 employees
12 employeesOversee
peak AR of 70M Oversee peak AR of
160MIdentify risky dealers
Identify opportunitiesCost Center
Profit CenterNo
products
Products Consulting, MC/Visa,
Stored
value of gift cards, Gift card

peripherals, Online paymentsSource John
Burke/0330.06
92
Photographer Louise Roach
93
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
94
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
95
Core MechanismGame-changing Solutions Brand
You(S)(Distinct or Extinct/The Talent)
Wow! Project(s) (Different vs Better/The
Work)PSF(S) (Professional Service Firm
model/The Organizing Principle)
Corporation as Mega-PSF
96
Photographer Mike Brake
97
The FEVP/Fundamental Enterprise Value-Added
Proposition-Equation/Mark2007(1) 100 WOW
PROJECTS (New Org DNA/The Work) (2)
Incredible TALENT Transformed into (3)
Entrepreneurial BRAND YOUs and (4) Given
Room-to-Roam Launched on Awesome QUESTS
(5) Internal Rockin PSFs (Staff Depts. Morphed
into Wildly Innovative Professional Service
Firms) (6) Which Coalesce to Transform the
FEVP/Fundamental Enterprise Value Proposition
from Superior Products Services to
ENCOMPASSING SOLUTIONS GAME-CHANGING CLIENT
SUCCESS
98
Big Idea/Meta-Idea/Premier Engine of Value
Added(1) The Talent Best Roster of
Entrepreneurial-minded Brand Yous.(2) The
(Virtual) Organization Internal or External
PSF/Professional Service Firm working with
Best Anywhere Engine of Value Added through
the Application of Creative Intellectual
Capital(3) The Work Product Game Changer/
Gaspworthy WOW Projects
99
but I'm having a hard time imagining 300
million Brand Yous. Would you call a clerk in
a purchasing department at a big insurance
company "brand you"? Probably not. But what about
a single Hispanic Mom, age 32, raising 3 kids in
the LA area and holding 2.5 jobs to do so? I'd
call her a hero, self-reliant, resilient--and a
Brand You! Posted by tom peters at November
20, 2006 1016 PM
100
The WOW! Project.
101
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)
102
Lets make a dent in the universe! Steve Jobs
103
Your Current Project?1. Another
days work/Pays the rent.4. Of value.7.
Pretty Damn Cool/Definitely subversive.10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
104
Astonish me! (S.D).Build something great!
(H.Y.).Make it immortal! (D.O.)
105
If you are not prepared to be fired over your
beliefs you are working on the wrong project.
TP
106
You! Your Project Portfolio!
107
A position is not an accomplishment. TP
108
Will you actually remember it as worthwhile 10
years from now? S.H.
109
WOW! Projects Nuts Bolts (a few)
110
Every project we undertake starts with the same
question How can we do what has never been done
before? Stuart Hornery, Lend Lease
111
Playmate!Playpen!Prototype!Can be Client,
supplier as well as Insider
112
Where to look for Playmates F.F.F.F. (Find
a Fellow Freak Faraway)
113
F2F!/f2fK!/1_at_T/R.F!A.Freak-to-Freak
/Freak-to-Freaky Kustomer/ One at a Time/
Ready.Fire!Aim.
114
Forward, march The Sri Lanka Stratagem
115
Where NOT to look for Playmates BIG Division,
BIG Customer, BIG Vendor, UP
116
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

117
Starting a WOW! Projects Epidemic Demos, Heroes,
Stories!
118
Premise Ordering Systemic Change is a Waste of
Time!
119
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
Tanner Pascale Jerry Sternin, Your Companys
Secret Change Agents, HBR
120
JKC
121
JKC1. Scour for renegades
wine dine.2. Go outside for funds.
122
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
123
Best story wins!
124
REAL Org Change Demos Models (Model
Installations, ReGo Labs)/ Heroes (mostly
extant burned to reinvent govt)/ Stories
Storytellers (Props!)/ Chroniclers (Writers,
Videographers, Pamphleteers, Etc.)/ Cheerleaders
Recognition (PosgtgtNeg, Volume)/ New Language
(Hot/Emotional/WOW)/ Seekers (networking mania)/
Protectors/ Support Groups/ End RunsPull
Strategy (weird alliances, weird customers,
weird suppliers, weird alumnae-JKC)/ Field Real
People Focus (3 COs) (long way away)/ Speed
(O.O.D.A. Loopsact before the bad guys can
react)C.f., Bob Stone, Lessons from an Uncivil
Servant
125
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)
126
Demos! Heroes! Stories!
127
Make your own McKinsey (AP)
128
Build a School on top of a school/Continuing-Exe
c Ed (The Parallel Universe Strategy)
129
Stories Paint me a picture Story
infrastructure Demos Quick prototypes
Experiments Heroes Renegades Skunkworks
Demo Funds V.C. G.M. Roster Portfolio
Stones Rules JKCs Rules
130
Tempo He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
131
Subversive ChangeBe(very)ware genetic
constraints (historys looong arm)You must
do GandhiHire weird (fulltime or temp)Find
the extant crazies (troll for them via offers to
join weird project teams)Create a (quiet)
Crazies Club/Keep extendin the WebCreate
boondocks projects by the truckload (with
partners of every flavor)Understand Yours is a
protection racketSky High Standards!! (Theres
a deadly serious reason for all thislife or
death)TP Heroes Allan Puckett Bob Stone Jill
Ker Conway Kelly Johnson John Boyd
132
SP But can you turn a defensive player into
an offensive player?TP Yes! Work with
him/her to re-frame their principal project to
the point that their ego is fully engaged and it
becomes something of a life compulsion.
If you and I had 150K in the bank and on
the line and the day before the opening the Fire
Inspector
133
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
134
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
135
The Starbucks Fix Is on We have
identified a third place. And I really
believe that sets us apart. The third place is
that place thats not work or home. Its the
place our customers come for refuge. Nancy
Orsolini, District Manager
136
798
137
WHAT CAN BROWN DO FOR YOU?
138
Lexus sells its cars as containers for our sound
systems. Its marvelous.Sidney Harman/ Harman
International
139
Moving CompaniesWSJ/08.2003 In Texas, Theyll
fill your empty fridge with brie and wine. An
outfit in New York promises quick high-speed
Internet hookup. And when Allied Van Lines
finishes unloading your couch, theyll have a
feng shui expert figure out the right spot.
140
When Pete Rozelle ran the league, it was a
football business and a good one. Now its truly
an entertainment business. Paul Much,
Investment Advisor
141
Moving CompaniesWSJ/08.2003 In Texas, Theyll
fill your empty fridge with brie and wine. An
outfit in New York promises quick high-speed
Internet hookup. And when Allied Van Lines
finishes unloading your couch, theyll have a
feng shui expert figure out the right spot.
142
Up, Up, Up, Up the Value-added Ladder.
143
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
144
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal
145
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
146
Photographer Fernando Rodrigues
147
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
148
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
149
Safe, On-time and ... We defined personality
as a market niche. We seek to amaze, surprise,
entertain. Herb Kelleher, SWA / LUV
150
Warren Goes Shopping
151
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe/12.05.04
152
Caution focus on engagement, not
experience Martin Buber, I and Thou,
1927 (from Steve Yastrow, We)
153
CXOChief eXperience Officer
154
First Step (?!) Hire a theater director, as a
consultant or FTE!
155
Car designers need to create a story. Every car
provides an opportunity to create an adventure.
The Prowler makes you smile. Why? Because its
focused. It has a plot, a reason for being, a
passion.Freeman Thomas, co-designer VW Beetle
designer Audi TT
156
Hmmmm(?) Only Words StoryAdventureSmile
FocusPlotPassion
157
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between.Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
158
Extraction Goods Male dominanceServices
Experiences Female dominance
159
Words! Magician of Magical Moments Maestro
of Moments of Truth Recruiter of Raving Fans
Impresario of First Impressions Wizard of WOW
Captain of Brilliant Comebacks Director of
Electronic Customer Experiences Conductor of
Customer Intimacy King of Customer Community
Queen of Customer Retention CEO of Ownership
Experience Managing Director of After-sales
Experience
160
ltTGWvs. gtTGRThings Gone WRONG/Things Gone
RIGHT
161
Perfection is achieved only by institutions on
the point of collapse. C. Northcote Parkinson
162
3Ms Innovation Crisis How Six Sigma Almost
Smothered Its Idea CultureSource Title/Cover
Story, BW, 0611.07 (Whats remarkable is how
fast a culture can be torn apart, 3M lead
scientist In an innovation economy, 6 Sigma
is no longer a cure all/BW)
163
What Rikyu demanded was not cleanliness alone,
but the beautiful and the natural also. Kakuzo
Okakura, The Book of Tea
164
Rikyu was watching his son Sho-an as he swept
and watered the garden path. Not clean enough,
said Rikyu, when Sho-an had finished his task,
and bade him try again. After a weary hour, the
son turned to Rikyu Father, there is nothing
more to be done. The steps have been washed for
the third time, the stone planters and the trees
are well sprinkled with water, moss and lichens
are shining with a fresh verdure not a twig, not
a leaf have I left on the ground. Young fool,
chided the tea-master, that is not the way a
garden path should be swept. Saying this, Rikyu
stepped into the garden, shook a tree and
scattered over the garden gold and crimson
leaves, scraps of the brocade of autumn! What
Rikyu demanded was not cleanliness alone, but the
beautiful and the natural also. Kakuzo Okakura,
The Book of Tea
165
3-cent lemon!
166
Singapore-Candy(Operational Excellence)
167
BoardFirst.com5Seating group A24 hours
exactly SWA
168
With ISO 9000 you can still have terrible
processes and products. You can certify a
manufacturer that makes life jackets from
concrete, as long as those jackets are made
according to the documented procedures and the
company provides next of kin with instructions on
how to complain about defects. Thats absurd.
Richard Buetow, former Director of Corporate
Quality for Business Systems, Motorola
169
Moving CompaniesWSJ/08.2003 In Texas, Theyll
fill your empty fridge with brie and wine. An
outfit in New York promises quick high-speed
Internet hookup. And when Allied Van Lines
finishes unloading your couch, theyll have a
feng shui expert figure out the right spot.
170
First Step (?!) Hire a theater director, as a
consultant or FTE!
171
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
172
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality. Kjell
Nordström and Jonas Ridderstråle, Funky Business
173
This is not a mature category.
174
This is an undistinguished category.
175
When we did it right it was still pretty
ordinary. Barry Gibbons on Nightmare No. 1
176
Companies have defined so much best practice
that they are now more or less identical.
Jesper Kunde, Unique Now ... or Never
177
798
178
415/SqFt/WalMart798/SqFt/Whole Foods
179
?
180
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
181
A man without a smiling face must not open a
shop. Chinese Proverb
182
1/100 Best Companies to Work for/2005
183
Wegmans
184
EXCELLENCE. NO EXCUSES.
185
WallopWalMart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
186
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!!
)
187
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
188
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.)
189
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.)
190
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!)
191
The SmallMart Revolution How Local Businesses
Are Beating Local Competition Michael Shuman
192
tom peters what Ive Learned about Small
Business
193
Passion for PRODUCT.OBSESSION With Product.LOVE
The Product.Aim To Be ONLY ONES WHO DO WHAT WE
DO.Keep ADDIN Stuff.Invest UNWISELY in
RD.Reside Permanently In The DISCOMFORT
Zone.Unhealthy PARANOIA Is A Good Thing.Add
Clients That PUSH-PULL.SELL. SELL. SELL.
SELL.Go For Broke CUSTOMER CONTACT
PEOPLE.PERFECTION Customer Contact People.Hire
for ATTITUDE.INVITE On An Adventure. GREAT
CFO/Biz Guy-Gal. NASTY CFO/Biz
Guy-Gal.QUADRANGULAR LEADERSHIP
Visionary-Talent Fanatic-Project Manager-I.P.M.
(I.P.M. Inspired Profit Mechanic)
194
GREAT Logo.DESIGN! OVERDO Marketing
Materials.WOMEN Roar. WOMEN Rule. WOMEN
Buy.Diversity Be RELENTLESS. Cut And
RUN.Product Includes-Features the
PACKAGING.Define Your DRAMATIC DIFFERENCE
(R.P.O.V.8)Best STORY Wins.DRESS For
Success.First Goal AMUSE Yourself.Know
YOURSELF. DONT Do Stuff You Hate.
Over-invest In RELATIONSHIPS. (R.O.I.R.
Return On Investment in Relationships)SYSTEMATICA
LLY Manage Relationships.Work The SUPPORT
PEOPLE In Client Orgs.
195
BLOG As If Your Life Depended On
It.SOPHISTICATED Use Of Infotech.RESPONSE To
Problems.Make Em PAY.CLOSE The Sale. Invest
BIGTIME In PR.Media FRIENDLY.Live-To-SCHMOOZE.F
un/Laughter MBWA Stay In Touch.You
Must Be The Change You Wish To See In The
World/GANDHI5K For 5M.Your CALENDAR Never
Lies.OUT Pastels. IN Technicolor
196
JUST SAY NO TO C.E.O. CIO/Chief Innovation
Officer. CSO/Chief Sales Officer. CWO/Chief Wow
OfficerEXCELLENCE Is Very Cool.
MICRO-MANAGE Your Reputation.Wear Your
Integrity On Your SLEEVE.KEEP Your
Promises.EXECUTION!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
!!!!!!A Man Without A Smiling Face MUST NOT
Open His Shop.RECOGNITION! Work HARD, Not
Smart.Insanely Great. THE STANDARD.
197
R.O.I.R
198
Measure 1 R.O.I.R.Return On Investment In
Relationships
199
SellSellSell
200
perdue, milliken, jims group, basement systems
inc, guardsmark, PPI/Professional Parking
Services Inc, Semco, Wegmans, John Laing,
Commerce Bank, (Brazilian discounter), (Cairo
Contractor), etc
201
Perdue, Milliken, Jims Group, Basement Systems
Inc, Guardsmark, PPI/Professional Parking
Services Inc, Semco, Wegmans, John Laing,
Commerce Bank, (Brazilian discounter), (Cairo
Contractor), etc Soft stuff/ people, action,
Execution, Experience
202
Small Giants Companies That Choose To Be Great
Instead Of Big by Bo Burlingham
203
Small Giants/Bo
Burlingham "First, I could see that, unlike most
entrepreneurs, their founders and leaders had
recognized the full range of choices they had
about the type of company they would create."
"Second, the leaders had overcome the enormous
pressures on successful companies to take paths
they had not chosen and did not necessarily want
to follow." "Third, each company had an
extraordinarily intimate relationship with the
local city, town, or county in which it did
business -- a relationship that went well beyond
the usual concept of giving back.'" "Fourth,
they cultivated exceptionally intimate
relationships with customers and suppliers, based
on personal contact, one-on-one interaction, and
mutual commitment to delivering on promises."
204
Small Giants/Bo
Burlingham "Fifth, the companies also had what
struck me as unusually intimate workplaces."
"Sixth, I was impressed by the variety of
corporate structures and modes of governance that
these companies had come up with." "Finally, I
noticed the passion that the leaders brought to
what the company did. They loved the subject
matter, whether it be music, safety lighting,
food, special effects, constant torque hinges,
beer, records storage, construction, dining, or
fashion."
205
The New German Miracle The Old German
Miracle MittelstandAmong other things, 1
in exportsNo doubt of it, Tom BASF
exec/04.07
206
We share the Zingermans experience selling food
that makes you happy, giving service that makes
you smilein passionate pursuit of our mission,
showing love and caring in all our actions to
enrich as many lives as we possibly can.
Zingermans Guide to Giving Great Service/ Ari
Weinzweig/Ann Arbor, MI
207
Brand You Must Care!Success means never
letting the competition define you. Instead you
have to define yourself based on a point of view
you care deeply about. Tom Chappell, Toms of
Maine
208
I Bacteria Man HEREBY PLEDGEWhen asked,
What are some examples of companies stepping up
to todays challenges? I will NEVER AGAIN
offer an example of a Giant Company instead Ill
refer to Cirque du Soleil, Donnellys
Weatherstrip Service, 3K tanning salons, 10.6M
women-owned businesses (or the typically/95
female recipients of micro-lending) There
is more to Biz Life than Giant Cos LOTS MORE
that hidden 99
209
Stephen Jay Gould ( Me) Bacteria rule!
Sizeable cases e.g. humans are reasonably
insignificant anomalies.(Call me Bacteria
Tom)
210
Hmmm Bacteria. (Left tail limits.)Productivi
ty of small.Failure rate of Big Mergers.Failure
rate of Big Companies.Terrorists.Galbraith vs
Hayek.
211
Productivity Pandemic IMAOA Institute of Modest
Advances in (Many, Many) Ordinary Activities
212
Biodiversity Lesson 1 Need Giants and SMEs
213
The Missing 900M Will the Boat Sink the Water
The Life of Chinas Peasants Chen Guidi and Wu
Chuntao
214
Jims Group Jim Penman/Empire Builders/MT
/Jan/Feb 2006/Australia
215
Jims Group Jim Penman. 1984 Jims Mowing.
2006 Jims Group. 2,600 franchisees (Australia,
NZ, UK). Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.People
first. Private. Small staff. Franchisees can
leave at will. 0-1 complaint per year is norm
cut bad ones quickly.Ph.D. cross-cultural
anthropology mowing on the sideSource
MT/Management Today (Australia), Jan-Feb 2006
216
Basement Systems inc/ seymour, ct
217
the met/ big picture
218
EBF to EBIengage the kids around their
passions. Dennis Littky/The Met-Big Picture
Schools Education By Fiat Education By
Interest
219
Planetree A Radical Model for New
Healthcare/Healing/Wellness Excellence
220
"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 healthcare--with
the patient at the center--can be all about and
is all about among Planetree Alliance
members.   "I know this may sound ridiculous, but
everything about the 'model' works. It is great
for patients and their families--and is truly
about humanity and healing and health and
longterm wellness, not just a 'fix' for today's
problem. It is great for staff--Planetree-Griffin
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 model'--any
effectiveness measure you can name is in the
Green Zone at Griffith.   "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 works--and 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  
221
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
222
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
223
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
224
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
225
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
226
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
227
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
228
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
229
Conclusion Caring/Growth Experience
230
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)
231
Care!/Love!/Spirit!Self-Control!Connect!/learn
!/involve!/Engage!Understanding!/Growth!
De-stress!/heal! Whole patient family
friends! be well!/stay well!
232
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)
233
f.y.i.
234
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)
235
Whats Really Propping Up the Economy
Healthcare has added 1.7 million jobs since 2001.
The rest of the private sector? None.Source
Title, cover story, BusinessWeek, 0925.2006
236
Excellence.Bank on it.(commerce bank.)
237
We defy conventional wisdom, operating more like
the young bucks at Starbucks than the old farts
at the Bank of America. Vernon Hills
238
The Commerce Bank Model Are you going to cost
cut your way to prosperity?Or are you going
to spend your way to prosperity?Source Fans!
Not customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
239
The Commerce Bank Modeldeposit
focused.Customer value-added.Great retail
experience.Best facilities. Best locations.No
stupid rules.Driven by revenue growth, not
cost reduction.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
240
The Commerce Bank Modelcost cutting is a death
spiral.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
241
Our whole story is growing revenue. Vernon
Hills (Top-line driven standard is bottom-line
driven by cost cutting)
242
The Commerce Bank Model over-invest in our
people, over-invest in our facilities.Source
Fans! Not customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
243
The Commerce Bank Modelwe want them in our
stores.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
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