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The Challenge: To Create More Value in All Negotiations

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Title: The Challenge: To Create More Value in All Negotiations


1
LONG Tom Peters Excellence. Always. Gla
sgow/01 September 2009
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Tom Peters Excellence. now. More than
ever. Glasgow/01 September 2009
4
Slides at tompeters.com
5
1
6
The doctor interrupts after Source Jerome
Groupman, How Doctors Think
7
18
8
Listen Profession Study practice
evaluation Enterprise value
9
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
10
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
11
Tomorrow How many times will you ask the
question? Count! Practice makes better!
This is a STRATEGIC skill!
12
  • 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

13
The deepest human need is the need to be
appreciated.William James
14
Enterprise value Appreciation!
15
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)
16
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
17
remember to tuck the shower curtain inside the
bathtub
18
Execution is strategy. Fred Malek
19
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
20
Listen! Engage! Respect! APPRECIATE! Inspire! Swe
at the details! Execute! Focus!
21
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
22
Listen! Engage! Respect! APPRECIATE! Inspire! Swe
at the details! Execute! Focus! EXCELLENCE!
23
Bonus New Delhi
24
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.

25
2
26
1977Palo Alto
27
MBWA
28
3
29
1982
30
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
31
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
32
Hard Is SoftSoft Is Hard
33
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
34
4
35
2007Siberia
36
Why in the World did you go to Siberia?
37
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
38
5
39
2007Sydney
40
Organizations exist to serve. Period. Leaders
live to serve. Period.
41
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.
42
Good News 2009 Leadership is a sacred
trust.President, classroom teacher, CEO, shop
foreman
43
Leaders SERVE people. Period. inspired by
Robert Greenleaf
44
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)
45
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
46
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
47
The Dream Manager Matthew KellyAn
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
48
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
49
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
50
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
51
Business has to give people enriching, rewarding
lives, or it's simply not worth doing. Richard
Branson
52
Business has to give people enriching, rewarding
lives or it's simply not worth doing. Richard
Branson
53
Too Much Cost, Not Enough Value Too Much
Speculation, Not Enough Investment Too Much
Complexity, Not Enough Simplicity Too Much
Counting, Not Enough Trust Too Much Business
Conduct, Not Enough Professional Conduct Too
Much Salesmanship, Not Enough Stewardship Too
Much Focus on Things, Not Enough Focus on
Commitment Too Many Twenty-first Century
Values, Not Enough Eighteenth-Century Values
Too Much Success, Not Enough Character
chapter titles from John Bogle, Enough. The
Measures of Money, Business, and Life (Bogle is
founder of the Vanguard Mutual Fund Group)
54
6
55
TP How to flush 500,000 down the toilet in
one easy lesson!!
56
The 15 Drilllt CAPEXgt People!
57
2X Source Container Store/increase average
sale per shopper
58
1/Wegmans
59
Brand Talent.
60
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
61
1.Strategic.Priority.Period.
62
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
63
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
64
1 cause ofDis-satisfaction?
65
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
66
2/year legacy.
67
7
68
Little BIG
69
7A
70
Dont like it? Dont pay. Source Granite Rock
Co.
71
7B
72
Big carts 1.5X Source WalMart
73
7C
74
Bag sizes New markets B Source
PepsiCo
75
7D
76
Socks 10,000
77
7E
78
see green recover 20 faster
79
7F
80
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)
81
Peter Pronovost, Johns HopkinsChecklist,
line infectionsNurses/permission 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)
82
Docs, nurses encouraged to make checklists
on whatever process-procedure they
chooseWithin weeks, average stay in ICU down
50Source Atul Gawande, The Checklist (New
Yorker, 1210.07)
83
7G
84
6.5 feet Away -63 Seconds
85
80
86
Everything matters -80 Source Nudge,
Richard Thaler and Cass Sunstein, etching of fly
in the urinal reduces spillage by 80,
Schiphol Airport
87
Little BIG
88
(1) Amenable to rapid experimentation/
failure free (PR, ) (2) Quick to
implement/ Quick to Roll out (3)
Inexpensive to implement/Roll out (4)
Huge multiplier (5) An Attitude (6) Dont need
to be a Big Boss
89
  • Half-day/25 ideas
  • One week/5 experiments
  • (3) One month/Select best 2
  • (4) 60-90 days/Roll out

90
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
91
8
92
none!
93
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
94
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
95
Kindness is free.
96
8A
97
Core Value We are thoughtful in all we do.
98
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirror and tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
99
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
100
Perception is all there is
101
9
102
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
103
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
104
2-cent candy
105
-15/15/2,000,000
106
It BEGINS (and ENDS) in the
107
parking lotDisney
108
9A
109
Comeback big, quick response gtgt Perfection
110
9B
111
Acquire vs maintain 5X Recession goal Higher
market share current customers
112
10
113
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
114
Women are the majority market Fara
Warner/The Power of the Purse
115
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
116
The Perfect Answer
Jill and Jack buy slacks in black
117
(No Transcript)
118
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
119
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
120
Women dont buy brands. They join
them.EVEolution
121
2.6 vs. 21
122
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings. Judy Rosener, Americas
Competitive Secret
123
People powered Age 3 days, baby girls 2X eye
contact. Source Martha Barletta, Marketing to
Women
124
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
125
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
126
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
127
CEMEX realized that women are the key drivers of
savings in Mexican families. They are
entrepreneurial in nature, and they actively
participate in the tanda system neighborhood
groups who pool money and save any thats left
over. Regardless of whether they are homemakers
or outside-the-home workers, they are responsible
for any savings in the family. Patrimonio Hoy
Private Property Today, a CEMEX program to aid
the poor in building homes discovered that 70
of the women who saved were saving money in the
tanda system to construct homes for their
families. The men in the society consider their
job done if they bring in their paycheck at the
end of the day. C.K. Prahalad, from The
Fortune at the Bottom of the Pyramid, on
Lorenzo Zambrano and CEMEX, the Mexican company
thats the worlds 3 cement maker
128
11
129
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
130
7/13
131
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest growing,
the biggest, the wealthiest, the
boldest, the most
(yes) ambitious, the most experimental
exploratory, the most different, the most
indulgent, the most difficult demanding, the
most service experience obsessed, the most
vigorous, (the least vigorous,) the most health
conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
132
12
133
Forty-four Secrets and clever Strategies For
dealing with the Recession of 2008-XXXX
134
I am constantly asked for strategies/
'secrets' for surviving the recession. I try to
appear wise and informedand parade original,
sophisticated thoughts. But if you want to know
whats really going through my head, see the list
that follows.
135
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You come
earlier. You leave later. You work harder. You
may well work for less and, if so, you adapt
to the untoward circumstances with a
smileeven if it kills you inside. You volunteer
to do more. You dig deep and always bring a good
attitude to work. You fake it if your good
attitude flags. You literally practice your "game
face" in the mirror in the morning, and in the
loo mid-morning. You give new meaning to the
idea and intensive practice of visible
management.
136
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You take better
than usual care of yourself and encourage
others to do the samephysical well-being
determines mental well-being and response to
stress. You shrug off shit that flows downhill in
your directionbuy a shovel or a pre-worn
raincoat on eBay. You try to forget about the
good old days nostalgia is self-destructive. Y
ou buck yourself up with the thought that
this too shall passbut then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
137
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You work the
phones and then work the phones some moreand
stay in touch with positively everyone. You
frequently invent breaks from routine,
including weird oneschangeups prevent
wallowing and bring a fresh perspective. You
eschew all forms of personal excess. You
simplify. You sweat the details as never
before. You sweat the details as never
before. You sweat the details as never
before. You raise to the sky and maintain at all
costs the Standards of Excellence by which you
unfailingly evaluate your own performance. You
are maniacal when it comes to responding to
even the slightest screwup.
138
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You find ways to
be around young people and to keep young
people aroundthey are less likely to be
members of the sky is falling school. You
learn new tricks of your trade. You remind
yourself that this is not just something to be
gotten throughit is the Final Exam of
character. You network like a demon. You network
inside the companyget to know more of the
folks who do the real work. You network outside
the companyget to know more of the folks who
do the real work in vendor-customer outfits.
139
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You thank others
by the truckload if good things happenand take
the heat yourself if bad things happen. You
behave kindly, but you don't sugarcoat or hide
the truth--humans are startlingly resilient
and rumors are the real killers. You treat small
successes as if they were Superbowl
victoriesand celebrate and commend
accordingly. You shrug off the losses (ignoring
what's going on in your tummy), and get back on
the horse and immediately try again. You avoid
negative people to the extent you canpollution
kills. You eventually read the gloom-sprayers
the riot act. 
140
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You give new
meaning to the word "thoughtful. You dont put
limits on the flowers budget bright and
colorful works marvels. You redouble, re-triple
your efforts to "walk in your customer's
shoes." (Especially if the shoes smell.) You
mind your mannersand accept others lack of
manners in the face of their strains. You are
kind to all mankind. You keep your shoes
shined. You leave the blame game at the office
door. You call out the congenital politicians in
no uncertain terms. You become a paragon of
personal accountability. And then you pray.
141
13
142
InnovationBase Case
143
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
144
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
145
Dick Kovacevich You dont get better by being
bigger. You get worse.
146
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
147
13A
148
4 Japan2T USA2T China
149
4 Japan3 USA2 China1 Germany
150
Reason!!!Mittelstand
151
13B
152
Jim Penman/Jims Group
153
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
154
Lived in same town all adult lifeFirst
generation thats wealthy/ no parental
supportDont look like millionaires, dont
dress like millionaires, dont eat like
millionaires, dont act like millionairesMany
of the types of businesses they are in could
be classified as dull- normal. They are
welding contractors, auctioneers, scrap-metal
dealers, lessors of portable toilets, dry
cleaners, re-builders of diesel engines, paving
contractors Source The Millionaire Next
Door, Thomas Stanley William Danko
155
13C
156
1/40
157
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.
158
We have a strategic plan. Its called doing
things. Herb Kelleher
159
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
160
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
161
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

162
13D
163
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
164
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
165
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
166
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
167
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
168
13E
169
We are the company we keep
170
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
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
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
173
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
174
Axiom Never use a vendor who is not in the top
quartile (decile?) in their industry on RD
spending!Inspired by Hummingbird
175
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
176
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
177
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
178
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
179
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
180
13F
181
XFX
182
X XFXExcellence Cross-functional
Excellence
183
Never waste a lunch!
184
???? XF lunches Measure!
185
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
186
Geologists Geophysicists A little bit of
love Oil
187
gt100 feet 100 miles
188
Lunch Proximity gt SAP/Oracle
189
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is at
Appendix ONE
190
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
191
13G
192
CGRO CGRO/Chief Grunge Removal
Officer (CDC/Chief of De-complexification) (CAO/Ch
ief Anti-systems Officer) (CBSD/OChief BS
Destruction Officer)
193
The Commerce Bank Model every computer at
commerce bank has a special red key on it
that says, found something stupid that we are
doing that interferes with our ability to service
the customer? Tell us about it, and if we agree,
we will give you 50.Source Fans! Not
customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
194
No 2Yes Bank
195
13H
196
Up, Up, Up, Up the Value-added Ladder.
197
M 0
198
IBM 55BAlso HP-EDS
199
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
200
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
201
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
202
(1) LAN Installation Co. (3) (2) Geek Squad
(30) (3) Best Buy contracts (4) Best Buy
purchases (5) Best Buys brand promise
Source Best Buy (Circuit City fire senior,
hire junior)
203
Huge Customer Satisfaction versus Customer
Success
204
The Value-added Ladder Services (USA,
EU)Goods (China, Germany, Japan) Raw Materials
205
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
206
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
207
The Value-added Ladder/TRANSFORMATION Customer
Success through Implemented Gamechanging
SolutionsServicesGoods Raw Materials
Subject-matter Professionals and Organization
Effectiveness Experts (Degree MBA,
Organizational Psychology)
208
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
209
Model PSFProfessional Services Firm
210
13H
211
EXCELLENCE.VALUE-ADDED LADDER. SPELLBINDING
EXPERIENCE.SOUL THROUGH DESIGN.
212
Up, Up, Up, Up the Value-added Ladder.
213
Design is treated like a religion at BMW.
Fortune
214
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
215
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
216
Axiom DESIGN is the PRINCIPAL DIFFERENTIATOR
between LOVE and HATE!
217
Message Men cannot design for womens needs.
218
13i
219
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?
220
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.
221
14
222
L(21) L(-21)

223
Leadership(21A.D.) Leadership(21B.C.)

224
14A
225
Tea Power
226
Give good tea!
227
In the same bitter winter of 1776 that Gen.
George Washington led his beleaguered troops
across the Delaware River to safety, Benjamin
Franklin sailed across the Atlantic to Paris to
engage in an equally crucial campaign, this one
diplomatic. A lot depended on the bespectacled
and decidedly unfashionable 70-year-old as he
entered the worlds fashion capitol sporting a
simple brown suit and a fur cap. Franklins
miracle was that armed only with his canny
personal charm and reputation as a scientist and
philosopher, he was able to cajole a wary French
government into lending the fledgling American
nation an enormous fortune. The enduring image
of Franklin in Paris tends to be that of a
flirtatious old man, too busy visiting the citys
fashionable salons to pursue affairs of state as
rigorously as John Adams. When Adams joined
Franklin in Paris in 1779, he was scandalized by
the late hours and French lifestyle his colleague
had adopted, says Stacy Schiff, in A Great
Improvisation Adams was clueless that it was
through the dropped hints and seemingly offhand
remarks at these salons that so much of French
diplomacy was conducted. Like the Beatles
arriving in America, Franklin aroused a
fervorhis face appeared on prints, teacups and
chamber pots. The extraordinary popularity served
Franklins diplomatic purposes splendidly. Not
even King Louis XVI could ignore the enthuisiasm
that had won over both the nobility and the
bourgeoisie. Source In Paris, Taking the
Salons By Srorm How the Canny Ben Franklin
Talked the French into Forming a Crucial
Alliance, U.S. News World Report, 0707.08
228
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
229
Ike An American Hero, Michael Korda/pp268-371
infectious grin and great charm nice face
grin that was to become so famous got
along famously goodwill was spontaneous and
easily recognizable good impression that Ike
had made in six weeks newcomer junior general
to supreme commander, Torch Marshall-ADM
King-Roosevelt-Churchill-British Chiefs of Staff
least rank-conscious of generals Men were
happy to serve under Ike, even British admirals
and generals who might easily have raised
objections. His sincerity and lack of ceremony
made it difficult, even impossible, to refuse
him, and enabled him very rapidly to pull a team
together Ike was gregarious, rarely had
anything bad to say about anyone, and, on the
surface at least, was relaxed and good natured.
Whereas Ikes good humor was genuine,
unaffected, and affectionate, Montys Field
Marshall Montgomery was cruel and mocking and
always carried a sting
230
eighty percent of success is showing up.
Woody Allen
231
?
232
Mandela, a model host in his prison hospital
room smiled grandly, put Justice Minister
Kobie Coetzee at his ease, and almost
immediately, to their quietly contained surprise,
prisoner and jailer found themselves chatting
amiably. It had mostly to do with body
language, with the impact Mandelas manner had on
people he met. First there was his erect posture.
Then there was the way he shook hands. The effect
was both regal and intimidating, were it not for
Mandelas warm gaze and his big, easy smile.
Coetzee was surprised by Mandelas willingness to
talk in Afrikaans, his knowledge of Afrikaans
history. Coetzee He was a born leader. And he
was affable. He was obviously well liked by the
hospital staff and yet he was respected even
though they knew he was a prisoner. Source
John Carlin, Playing the Enemy Nelson Mandela
and the Game that Made a Nation. (Mandela meets
surreptitiously with justice minister after
decades in prisonand turns on the charm)
233
The Real Worlds Little Rule Book Ben/tea Norm
/tea DDE/make friends WFBuckley/make friends-help
friends Gust/Suck down Charlie/poker
pal-BOF Eddie VII/dance-flatter-mingle-learn the
language Vlad/birthday party of outgroup guys
wife CIO/finance network ERP installer/consult-on
e line of code GE Energy/make friends risk
assessment GWB/check the invitation
list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delawa
re/show up Oppy/snub Lewis Strauss NM/smile -4.3T
/tin ear tp.com/Big 4-What do you
think? Women/genes Banker/after church Total
Bloody Mess/Can they pay back the loan?
234
14B
235
R.O.I.R.
236
Return On Investment In Relationships
237
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
Successfu.
238
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

239
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.

240
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
241
14C
242
1 Trait
243
I am a dispenser of enthusiasm. Ben Zander
244
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
245
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
246
14D
247
1 Truthteller
248
You Your calendarCalendars never lie
249
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
250
Dennis, you need a To-dont List !
251
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus
Buckingham, The One Thing You Need to Know
252
14E
253
To develop others, start with yourself.
Marshall Goldsmith
254
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
255
Excellence. Always. If not excellence
What? If not excellence now when?
256
Appendix 1
257
Skip the map
258
Mapping your competitive position or
259
The Have you 50
260
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
261
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.)
262
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
263
UniCredit Group/
UniCredito Italiano3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc
264
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
265
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
266
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
267
Appendix 2
268
Forty-four Secrets and clever Strategies For
dealing with the Recession of 2008-XXXXTom
Peters/0326.09
269
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You come
earlier. You leave later. You work harder. You
may well work for less and, if so, you adapt
to the untoward circumstances with a
smileeven if it kills you inside. You volunteer
to do more. You dig deep and always bring a good
attitude to work. You fake it if your good
attitude flags. You literally practice your "game
face" in the mirror in the morning, and in the
loo mid-morning. You give new meaning to the
idea and intensive practice of visible
management.
270
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You take better
than usual care of yourself and encourage
others to do the samephysical well-being
determines mental well-being and response to
stress. You shrug off shit that flows downhill in
your directionbuy a shovel or a pre-worn
raincoat on eBay. You try to forget about the
good old days nostalgia is self-destructive. Y
ou buck yourself up with the thought that
this too shall passbut then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
271
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You work the
phones and then work the phones some moreand
stay in touch with positively everyone. You
frequently invent breaks from routine,
including weird oneschangeups prevent
wallowing and bring a fresh perspective. You
eschew all forms of personal excess. You
simplify. You sweat the details as never
before. You sweat the details as never
before. You sweat the details as never
before. You raise to the sky and maintain at all
costs the Standards of Excellence by which you
unfailingly evaluate your own performance. You
are maniacal when it comes to responding to
even the slightest screwup.
272
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You find ways to
be around young people and to keep young
people aroundthey are less likely to be
members of the sky is falling school. You
learn new tricks of your trade. You remind
yourself that this is not just something to be
gotten throughit is the Final Exam of
character. You network like a demon. You network
inside the companyget to know more of the
folks who do the real work. You network outside
the companyget to know more of the folks who
do the real work in vendor-customer outfits.
273
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You thank others
by the truckload if good things happenand take
the heat yourself if bad things happen. You
behave kindly, but you don't sugarcoat or hide
the truth--humans are startlingly resilient
and rumors are the real killers. You treat small
successes as if they were Superbowl
victoriesand celebrate and commend
accordingly. You shrug off the losses (ignoring
what's going on in your tummy), and get back on
the horse and immediately try again. You avoid
negative people to the extent you canpollution
kills. You eventually read the gloom-sprayers
the riot act. 
274
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You give new
meaning to the word "thoughtful. You dont put
limits on the flowers budget bright and
colorful works marvels. You redouble, re-triple
your efforts to "walk in your customer's
shoes." (Especially if the shoes smell.) You
mind your mannersand accept others lack of
manners in the face of their strains. You are
kind to all mankind. You keep your shoes
shined. You leave the blame game at the office
door. You call out the congenital politicians in
no uncertain terms. You become a paragon of
personal ac
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