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Title: Long Tom Peters


1
LongTom PetersEXCELLENCE.
ALWAYS.XAlways Master/18June 2006
2
Slides at tompeters.comalso long
3
25
4
Google/U.N. Resolution 347(inside his
information loop)
5
The Irreducible209
6
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
7
EXCELLENCE. THE BASICS.
8
This is not about customer centrismintegrat
ed marketingetcetcetcIt is about
9
CROChief Revenue Officer
10
It is about sellin a whole lotta stuff and
having customers go bananas with love to the
point that they tell every damn friend they have
and then start buttonholing strangers on trains
and planes and busses.
11
Gaspworthy!
12
Manhole Cover Madness and More .
13
Chicagolands Mystery Disappearances
14
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
15
43,000
16
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 500 of 900 Research
JPMorgan Chase30 back-office by 12.31.07
17
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
18
Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design
excellence)Source The Straits Times/2004
19
WalMart Home Depot Walt Disney Intel
Microsoft Pfizer FlatSource Blue Chip
Blues, Cover, BW, 0417.06
20
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
21
Good Morning and Good News.
22
New Economy?!Sergey Larry gt Harvard/370
23
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
24
Goodnight and Good Luck.
25
Unparalled in Our Professional
LifetimeTerrorismMiddle East
instabilityH5N1China screwupsGlobalization
backlashEnergy dependenceEnvironmental
threatsLife sciencesCold War with
ChinaFraying American fabricU.S. impotence in
the face of Asias riseCurrent leaders were
not Cold War leaders
26
This is a dangerous world and it is going to
become more dangerous.We may not be
interested in chaos but chaos is interested in
us.Source Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
27
EXCELLENCE. THE GENERALS STORY. (AND THE
ADMIRALS)
28
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
29
Nelsons secret Other admirals more
frightened of losing than anxious to win
30
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
31
EXCELLENCE. THE MANDATE.
32
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
33
We are in a brawl with no rules. Paul Allaire
34
Sams Secret 1!
35
While many people big oil finds with big
companies, over the years about 80 percent of the
oil found in the United States has been brought
in by wildcatters such as Mr Findley, says Larry
Nation, spokesman for the American Association of
Petroleum Geologists. WSJ, Wildcat Producer
Sparks Oil Boom in Montana, 0405.2006
36
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 No. 5. By the
time our rivals are ready with wires and screws,
we are on version No. 10. It gets back to
planning versus acting We act from day one
others plan how to planfor months. Bloomberg
by Bloomberg
37
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
38
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
39
S.A.V.
40
Screw Around Vigorously
41
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
42
EXCELLENCE. STARTERS.
43
Radio City Music HallSeptember 2005
44
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
45
P.P.E.E.R.R.E.
46
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
47
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
48
EXCELLENCE. THE WORD.
49
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
50
EXCELLENCE. GAMECHANGER.
51
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
52
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
53
  • X06/Excellence2006 The Bedrock
    Bakers Dozen
  • 1. A Bias For Action/Culture of Execution Job
    One!
  • 2. DECENTRALIZATION! ACCOUNTABILITY!
  • 3. Fail. Forward. Fast.
  • 4. Velocity! Tempo! Metabolic Management
    Matters!
  • 5. INNOVATE or Die.
  • 6. A Damn Good Product. A Damn Cool Product.
  • 7. Ride the Value Added Curve to the Sky Insure
  • Gamechanging Solutions Provide
    Spellbinding
  • Experiences Become a Dream Merchant
    Strive to Be
  • a Lovemark Seek Tattoo Brand status.
  • 8. Relentlessly Pursue the Big Two Markets
    Women,
  • Boomers Geezers.
  • 9. Best Talent Wins! Women Rule! HR at the Head
    Table!
  • 10. Educate for Creativity, Entrepreneurship
    Brand You

54
  • X06/Excellence2006 The Bedrock
    Bakers Dozen
  • 1. A Bias For Action/A Culture of Execution
    Job One!
  • (Must be a Systematic Discipline.)
  • 2. DECENTRALIZATION! ACCOUNTABILITY! (Toms Top
    Two, 1965-2005.)
  • 3. Fail. Forward. Fast. (Reward Excellent
    Failures, Punish Mediocre Successes. Most tries
    wins.)
  • 4. Velocity! Tempo! Metabolic Management
    Matters! (Hustle! Adapt!
  • Win the O.O.D.A. Loop WarConfuse Your
    Competitors!)
  • 5. INNOVATE or Die. (Game-changers or Bust!
    Lead the Customer! Shout NO to Imitation!)
  • 6. A Damn Good Product. A Damn Cool Product.
    (Pursue Dramatic Difference.
  • Design Rules!)
  • 7. Ride the Value Added Curve to the Sky Insure
  • Gamechanging Solutions Provide
    Spellbinding
  • Experiences Become a Dream Merchant
    Strive to Be
  • a Lovemark Seek Tattoo Brand status.
  • 8. Relentlessly Pursue the Big Two Markets
    Women,

55
Re-imagine! Speech Story Line in 100 Words or
Less Tom Peters/2006
56
  • Re-imagine! Speech Story Line
    in 100 Words or Less
  • Wildly altered context (technology, China-India,
  • global terrorism, etc)
  • Only answer adaptive skills and
    bold-breathtaking innovation
  • (top-line focus rather than cost-cutting
    focus)
  • 3. Race way, way up the value-added curve
    (implemented game-altering solutions rather
    than services, experiences rather than
    transactions, and much more)
  • 4. As part of value-added exercise, pursue Ripe
    Enormous new marketsWomen, Boomers Geezers
  • 5. Radical (!!!) use of IS-IT
  • A Roster of Weird Wondrous Entrepreneurial
    Talent engaged in Wow Projects
  • Metabolic Leadership (Passionate-Radical
    Leaders who instill a Discipline of Execution, a
    Quick Tempo-Adaptive Culture and
  • an appetite to Eat Radical Change for
    Breakfast)
  • (96
    words by my count)

57
Everything You Need to Know about
Strategy Toms Bakers Dozen Axioms 1. Do
you have Awesome Talent Everywhere? Do you push
that Talent to pursue Gaspworthy
Quests? 2. Is your Talent Pool loaded with
Wonderfully Peculiar People who others wouldcall
problems? And what about your Extended
Community of customers, vendors et al? 3. Is your
Board of Directors as Cool as your product
offerings and does it have50 percent (or at
least one-third) Women Members? 4. Long-term,
its a Top-line World Is creating a culture
that cherishes above all things Innovation and
Entrepreneurship your primary aim? Remember
Innovation not Imitation! 5. Are the Ultimate
Rewards heaped upon those who exhibit an
Unswerving Bias for Action, to quote the
co-authors of In Search of Excellence? 6. Do you
routinely use hot, Aspirational Words-terms like
Excellence and B.H.A.G. (Big Hairy Audacious
Goal, per Jim Collins) and Lets make a dent in
the Universe (the Word according to Steve Jobs)?
Is Reward excellent failures, punish mediocre
successes your de facto motto? 7. Do you
subscribe to Jerry Garcias dictum We do not
merely want to be the best of the best, we want
to be the only ones who do what we do? 8. Do you
elaborate on and enhance Jerry Gs dictum by
adding, We subscribe to Best Sourcingand only
want to associate with the best of the best.
9. Do you Embrace the New Technologies with
child-like enthusiasm and a revolutionarys
zeal? 10. Do you serve and satisfy customers
or go berserk attempting to provide every
customer with an awesome experience that does
nothing less than transform the way she or he
sees the world? 11. Do you understand to your
very marrow that the two biggest under-served
markets are Women and Boomers-Geezers? And that
to take advantage of these two Monster Trends
(FACTS OF LIFE) requires fundamental re-alignment
of the enterprise? 12. Are your leaders
Accessible? Do they wear their Passion on their
sleeves? Does Integrity ooze out of every pore of
the enterprise? Is We care your implicit
motto?
58
13. Do you understand Business Mantra 1 of the
00s DONT TRY TO COMPETE WITH WALMART ON
PRICE OR CHINA ON COST?
59
This I Believe Toms
Super-TIB251. TECHNICOLOR Times.2. Passion!
Enthusiasm! Energy!3. Action/R.F.A./O.O.D.A.
Speed.4. Screw-ups. BIG SCREW-Ups!5. Mess!
Improv!6. Revolution! Re-imagine!7. INNOVATE OR
DIE! 8. Decentralize!9. Bulk is BULL! (Mergers
dont work. FOCUS Does!)10 Different gt
Better11. eALL/Power Tools for Power
Strategies!12. Forgetting/Destruction.13. Hot
Language Matters!14. WOW!/WOW Projects.15. VA
Bedrock The PSF. (Professional Service
Firm.)16. Daring.17. Talent Time! Leaders Do
People!18. Talent/Diversity.19. Talent/Women
Rule!20. Brand You Universe.21. Design!22.
Gasp-worthy Experiences/Lovemarks.23. New Market
Demographics/Women/Boomers Geezers/Green/Wellnes
s.24. Grace.25. EXCELLENCE!
60
My only goal is to have no goals. The goal,
every time, is that film, that very moment.
Bernardo Bertolucci
61
EXCELLENCE. CAUSES.ADVERSARIES.
62
Causes/1966-2006 Im
plementation/Small Wins (Stanford GSB/PhD
thesis 1st on implementation per
se) EXCELLENCE (as a worthy business
pursuit) Management Style/Corporate Culture Soft
Ss/7-S (Waterman-Peters complete business
model waaaaay beyond Strategy
Structure) Structure gt Strategy (We shape our
structures, then they shape us Churchillian
paraphrase) Soft Change Levers (gt structure
symbols, patterns settings) Close to the
Customer (novel idea, circa 1982) MBWA (Managing
By Wandering Aroundcourtesy a much more
intimate than today HP) Productivity through
People (novel idea, circa 1982) Chaos/Crazy Times
Call for Crazy Organizations Middle-sized
companies are cool Re-imagine!/Innovate or
Die! Small-ish/Scale Synergy limits-delusions/an
ti-Big Mergers
63
Causes/1966-2006 Women/Mark
et opportunity Women/Leaders (right for the
times) Design/Design-as-soul Wow! (Hot
language) Weird! Passion!/Enthusiasm!/Exuberance!
(as Leader Lever 1) Brand You (or else) PSF
Bedrock (add value or bustevery group must
demonstrate economic viability) PSF Brand You
WOW Projects New Biz Logic Sales/R gt -C
(increasing revenue more important than cutting
cost) HealthCare/Wellness-Safety-H5N1 Brand
Talent (best roster wins) New VA
Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DRE
AMKETING (Dream Marketing)-LOVEMARK Different gt gt
Better Boomers Geezers/marketing to new
mega-segment
64
Progress? 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
65
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
66
M.I.A. Talk. (Present.) Listen. (Interview.)
Sell. (Life Sales.) Do. (Execution-Implementatio
n.) Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client Culture Change.) Product.
(It.) Innovation. (Design. Creativity.
Buzz-building. Politics.) Leadership. (USMA,
etc.) E.Q. (Connect.) Culture Change. (Lasting
impact.) Diversity. (Cross-cultural
Effectiveness.) Career Creation. (Brand You
life-lifestyle.) Wellness. (Life.) B.Schools
(M.I.A. or at most B.I.A.barely in action)
67
Progress? 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
68
Noble BillThis is not to denigrate emphasis
on leadership, entrepreneurship, management and
global business WFSSource Brave New World,
Bold New B-School/Tim Westerbeck/BizEd/08.04
69

Adversaries B-schools (crappy at soft skills,
implementation, leadership) Strategy-is-all By-the
-numbers management Dis-passionate
management Focus groups Intuition
discounted Leading as an intellectual
task Leading without passion Cool language in Hot
times Dilbert (accepting cubicle slavery) Bigness
per se (severe scale limitationseven at
Microsoft) White guys! (not really, but enough
already) 18-44 emphasis in marketing (geezers gt
youth for foreseeable future) -Cost gt Revenue
(cost cutting more important than organic revenue
growth) CI (continuous improvement in an age of
discontinuous world) LESS THAN THE
NO-HOLDS-BARRED PURSUIT OF EXCELLENCE
70
My (Less) Dinner with HenriJUSTWHATIZZITUMAKE?
71
My (Less) Dinner with HenriJUST WHAT IS IT
YOU MAKE?
72
Did one of em ever turn to the other and say
Wow, I wonder what unimaginable new tools,
otherwise not possible, will be brought forth for
my daughter Alice, age 17, because of this deal?
73
Did one of em ever turn to the other and say
Wow I wonder what unimaginable new tools,
otherwise not possible, will be quickly brought
forth for our customers because of this deal?
74
EXCELLENCE. ALWAYS.
75
Why in the world did you go to Siberia?
76
The Peters Principles Enthusiasm. Emotion.
Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow.
77
Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
78
Business The Ultimate Creative Endeavor.
79
Business The Ultimate Personal
Development-Growth Experience.
80
Business The Ultimate Transcendent Service
Opportunity.
81
EXCELLENCE. YOU ME.
82
In Toms world, its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
83
This is the true joy of Life, the being used for
a purpose recognized by yourself as a mighty one
the being a force of Nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not
devote itself to making you happy. GB
Shaw/Man and Superman
84
Life is not a journey to the grave with the
intention of arriving safely in a pretty and
well-preserved bodybut rather a skid in
broadside, thoroughly used up, totally worn out,
and loudly proclaiming, Wow, what a ride!
anon.
85
Be-Do
86
EXCELLENCE. INNOVATE. OR. DIE.
87
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
88
Pathetic!
89
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
90
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
91
Rate of Leaving F5001970-1990 4XSource
The Company, John Micklethwait Adrian
Wooldridge (1974-200 One-half biggest 100
disappear)
92
Exit, Stage Right CEO departure rate,
1995-2004 300Source Booz Allen Hamilton
(per USA Today/06.13.05)
93
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
94
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
95
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
96
Almost every personal friend I have in the world
works on Wall Street. You can buy and sell the
same company six times and everybody makes money,
but Im not sure were actually innovating.
Our challenge is to take nanotechnology into the
future, to do personalized medicine Jeff
Immelt/2005
97
More than 1 RD spending, last 25 years?
98
GM
99
Bacteria. (Left tail limits.)Productivity of
small.Failure rate of Big Mergers.Failure rate
of Big Companies.Terrorists.Galbraith vs Hayek.
100
What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built to last is a chimera (stupid)Success
killsForgetting is impossibleRe-imagine is a
charming ideaOrderly innovation process is an
oxymoronic phrase ( Believed only by morons
with ox-like brains)Tipping points are easy to
identify long after they will do you any
goodFacts arentAll information making it to
the top is filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
101
Blitzkrieg?
102
False AttributionsGerman
citizenry low morale, no appetite for war3rd
Republic government rather well regardedFrench
Army in good shape, surprisingly well armed,
decent strategy (in dozens of simulations, French
usually win)Blitzkrieg not usedGermans very
vulnerableLousy French intelligence and luck
perhaps determinant (intelligence information
tends to be sifted to reinforce received ideas
rather than to overturn them)Many plausible
competing hypothesesSource Julian Jackson, The
Fall of France (cf Nassim Nicholas Taleb, Fooled
by Randomness The Hidden Role of Chance in Life
and in the Markets.)
103
Smashing Conventional Wisdom Blitzkrieg in fact
emerged in a rather haphazard way from the
experience of the French campaign, whose success
surprised the Germans as much as the French. Why
otherwise did the High Command try on various
occasions, with Hitlers backing, to slow the
panzers down? The victory in France came about
partly because the German High Command
temporarily lost control of the battle. The
decisive moment in this process was Guderians
decision to move immediately westward on 14 May,
the day after the Meuse crossing, wrenching the
whole of the rest of the army along behind
him. messed up traffic, little close air
support, random heroics by some small bits of
Guderians forces, Guderian not a disciple of
the WWI-derived strategy of indirect
approach Source Julian Jackson, The Fall of
France
104
Happy 50!26April2006
105
Malcom McLean
106
Containerization
107
LessonsNeed-drivenA thousand
parentsMessyEvolutionaryTrivialExperimenta
tiontrial ERRORLoooong time for systemic
adaptation/s(many innovations) (bill of lading,
standard time)Not Plan-drivenThe product
of Strategic Thinking/PlanningThe product of
focus groups
108
Consultants have drained a good deal of the
life from our democracy. Specialists in
caution, they fear anything they havent
tested. Joe Klein, Politics Lost
109
Get mad. Do something about it. Now.
110
First-level Scientific SuccessBeyond Brains
111
First-level Scientific SuccessThe smartest guy
in the room winsOr
112
First-level Scientific SuccessFanaticismPersist
ence-Dogged TenacityPatience (long
haul/decades)-Impatience (in a hurry/do it
yesterday)PassionEnergyRelentlessness
(Grant-ian) EnthusiasmDriven (nuts!) (Brutal?)
CompetitivenessEntrepreneurialPragmatic
(R.F!A.)Scrounge (gets the logistics-infrastruc
ture bit)Master of Politics (internal-external)T
actical GeniusPursuit of (Oceanic)
Excellence!High EQ/Skillful in Attracting
Keeping Talent/MagneticProlific (ground up more
pig brains)EgocentricSense of
History-DestinyFuturistic-In the
MomentMono-dimensional (Work-life balance?
Ha!)Exceptionally IntelligentExceptionally
Clever (methodological shortcuts/methodological
genius)Luck
113
First-level Scientific Success/Short
FormScientific Success (Nobel-level) Genius
Execution Master of Soft Skills Enthusiasm
Magnetism Destiny (sense of) Energy
114
Biz Bonanza Success DDMMSTERL/ "D-squared,
M-squared, STERL DramaticDifference
Business Acumen/Money Good Marketing
Instinct/Ice-to-Eskimos Sales Skills Stellar
Talent Aim for Excellence Resilience/Tenacity/
Adaptability Luck (The Necessary Nine What
Every Small Biz Requires to Excel.) (Big, too.)
115
EXCELLENCE. DEFINED.
116
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
117
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
118
Built to Last vs Built for ImpactBut what if
former head of strategic planning at Royal Dutch
Shell Arie De Geus is wrong in suggesting, in
The Living Company, that firms should aspire to
live forever? Greatness is fleeting and, for
corporations, it will become ever more fleeting.
The ultimate aim of a business organization, an
artist, an athlete or a stockbroker may be to
explode in a dramatic frenzy of value creation
during a short space of time, rather than to live
forever. Kjell Nordström and Jonas
Ridderstråle, Funky Business
119
Innovation The Secret
120
We become who we hang out with!
121
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
122
Venture fund a la Gerstner, Dow/Marriott
123
You only find oil if you drill wells. T he
Hunters, by John Masters, Canadian O G
wildcatter
124
Inno64 Innovation Strategies Tactics
125
Parallel universe /Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
126
CEO track record of Innovation (nobody starts at
45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Delta easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Old farts crusade Go Global at any
size Stop listening to customers Talent!/Unusual
sources-Hire innovators-V.C.s Eschew giant mergers
127
Remember scale economies max out early Assisted
suicide! (Built to last Chimera-snare-delusion
) Burn your press clippings Forgetting
strategy Fire all strategic planners Tempo! Fina
l product bears little relation to starting
notion Design! Design! Design! (culture, not
program) All innovation Pissed-off people Gut
feel rules! Focus groups suck Weird focus groups
okay Be-Do philosophy
128
Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback) R.F.A. Culture of execution 4/40
decentralization, execution, accountability,
615AM EVP (S.O.U.B.)/Systems-process
un-design Diversity for diversitys
sake Women-Women-Women/customers (they are the
market, not a segment)-leaders Boomers-Geezers
(all the money)
129
CRO (Chief Revenue Officer) culture/top-line
obsessed CIO (Chief INNOVATION Officer) Laughter F
acility-space configuration Experiments-prototypes
Reward excellent failures. Punish mediocre
successes. Bizarrely high incentives (
penalties) We are what we eat/We are who we hang
out with (E.g. Staff-Consultants-Vendors-Out-sour
cing Partners/, Quality-Innovation Alliance
Partners-Customers-Competitors/who we benchmark
against -Strategic Initiatives -Product
Portfolio/LineEx v. Leap-IS/IT Projects-HQ
Location-Lunch Mates-Language-Board)
130
What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built to last is a chimera (stupid)Success
killsForgetting is impossibleRe-imagine is a
charming ideaOrderly innovation process is an
oxymoronic phrase ( Believed only by morons
with ox-like brains)Tipping points are easy to
identify long after they will do you any
goodFacts arentAll information making it to
the top is filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
131
EXCELLENCE. 4/40.
132
4/40
133
De-cent-ral-iz-a-tion!
134
Ex-e-cu-tion!
135
We have a strategic plan. Its called doing
things. Herb Kelleher
136
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
137
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
138
The person who is a little less conceptual but
is absolutely determined to succeed will usually
find the right people and get them together to
achieve objectives. Im not knocking education or
looking for dumb people. But if you have to
choose between someone with a staggering IQ and
an elite education whos gliding along, and
someone with a lower IQ but who is absolutely
determined to succeed, youll always do better
with the second person. Larry
Bossidy/Execution The Discipline of Getting
Things Done
139
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
140
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 No. 5. By the
time our rivals are ready with wires and screws,
we are on version No. 10. It gets back to
planning versus acting We act from day one
others plan how to planfor months. Bloomberg
by Bloomberg
141
Ac-count-a-bil-ity!
142
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
143
615A.M.
144
????????Work Hard gt Work Smart
145
Freddy Delgado on Leadership
146
I cant say that I dont know what my teachers
were doing in the classroom. I am still
responsible if a child gets lost. Enron juror
Freddy Delgado, elementary school principal
147
EXCELLENCE. WANTING.
148
This is not a mature category.
149
This is an undistinguished category.
150
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
151
Line Extensions 86 percent of new products. 62
percent of revenues. 39 percent of
profit.Source Blue Ocean Strategy, Chan Kim
and Renee Mauborgne
152
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
153
EXCELLENCE. NO EXCUSES.
154
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
155
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!!
)
156
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
157
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.)
158
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.)
159
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!)
160
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
161
798
162
415/SqFt/WalMart798/SqFt/Whole Foods
163
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
164
?
165
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
166
Gambling our entire net worth!
167
1/100 Best Companies to Work for/2005
168
Wegmans
169
EXCELLENCE. 1T.
170
Donnellys Weatherstrip Service Weymouth MA
171
EXCELLENCE. 1T.
172
Cirque du Soleil!
173
And the Winner is 1.
Audacity of Vision2. Innovation/RD/Design3.
Talent Acquisition Development4. Resultant
Experience5. Strategic Alliances6.
Operations7. Financial Management8.
Overall/Sustaining Excellence9. Wow!10.
Lovemark!
174
Tattoo Brand What of users would tattoo the
brand name on their body?
175
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
176
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
177
A man without a smiling face must not open a
shop. Chinese Proverb
178
EXCELLENCE. PITIFUL.
179
????????Weenie of the year, 2006
180
????????6/44
181
PG
182
EXCELLENCE. FOUND.
183
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
184
EXCELLENCE. AARGH.
185
2005
186
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
187
EXCELLENCE. OPPORTUNITY.
188
Women are the majority market Fara
Warner/The Power of the Purse
189
The Perfect Answer
Jill and Jack buy slacks in black
190
(No Transcript)
191
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
192
Women dont buy brands. They join
them.EVEolution
193
2.6 vs. 21
194
10. Womens Market Opportunity No. 1.
195
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
196
To help revive the companys sales and profits,
McDonalds shifted its strategy toward women from
one of minority consumers who served as a
conduit to the important childrens market to one
in which women are the majority consumers and the
main drivers behind menu and promotion
innovation. Fara Warner, The Power of the Purse
197
The left hand rocks the cradle, The right hand
rules the world. DeBeers (created new 4B
segment in 5 years)In those two simple
sentences I saw a view of women I had not seen
before in advertising. Here was a company that
had the guts to talk openly about what women were
still struggling to understand and embrace.
Fara Warner, The Power of the Purse
198
Faith, Lys, Marti, Fara Targeting the New
Professional Woman How to Market and Sell to
Todays 57 Million Working Women. Gerry Myers
199
EXCELLENCE. OPPORTUNITY.
200
10.6
201
EXCELLENCE. OPPORTUNITY.
202
Add It Up!Doing it right
(Men buy things that other men will buy for
women. I buy things that women want.successful
jeweler/F)Greater workforce/global participation
rate (bigger contributor to GDP growth than
technology, China, India)Higher wages (more
seniority, promotionseven if not to
CEO)Women-owned businesses (answer to the Glass
Ceiling)
203
EXCELLENCE. OPPORTUNITY.
204
Just Say No. 18-44
205
Stupid Fring Idiot-Marketers!Critics
describe evening news in unflattering terms
Theyre old! Theyre set in their ways! They
wont buy iPods!Source Advertising Age,
05.08.06
206
2000-2010 Stats18-44 -155 21(55-64
47 )
207
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
208
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
209
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
210
WOMAN of the Year Shes the most powerful
consumer in America. And as she starts to turn
sixty this month, the affluent baby boomer is
doing what shes always doneredefining herself.
Joan Hamilton, Town Country, JAN06
211
Sixty Is the New Thirty Cover/AARP/11.03
212
EXCELLENCE. OPPORTUNITY.
213
Women.Women business owners.Boomers-Geezers.S
ingle-adults (Urban)
214
Fastest growing demographic Single-person
Households (gt50 in London, Stockholm,
etc)Source Richard Scase
215
of homes purchased by single women 1981, 10
2005, 20 of homes purchased by single men
1981, 10 2005, 9Source USA Today/02.15.06
216
EXCELLENCE. OPPORTUNITY.
217
Women.Women business owners.Boomers-Geezers.S
ingle-adults (Urban)
218
The Irreducible209
219
73. Exercise. 74. Paint. (Leader. Portraits of
Excellence.) 75. Best story wins. 76. You must
be the change you wish to see in the
world. 77. Two big ones. Max.
(Priorities.) 78. No I in Team. (I in
Win.) 79. I in Win. (No I in Team.) 80.
Different 1, Better 0. (Better 0.1) 81.
Imitation Mistake. (Learn, from who?) 82.
Choose/battle the right competitor. 83.
Schools. Creativity. Entrepreneurship.
(Not.) 84. MBAs. Creativity. Entrepreneurship.
Leadership. (Not.) 85. Design. Under-rated.
Wildly. (Still.) (Everything.)
220
EXCELLENCE. VALUE ADDED.
221
55B
222
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
223
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
224
The Only? Answer PSF (Professional Service
Firm model/The Organizing Principle) Brand
You(Distinct or Extinct/The Talent) Wow!
Projects (Different vs Better/The Work)
225
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
226
SCS/Supply Chain Solutions 750 locations
2.5B fastest growing division 19 acquisitions,
including a bankSource Fast Company
227
MasterCard Advisors
228
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
229
Huge Customer Satisfaction versus Customer
Success
230
EXCELLENCE.NECESSITY.OPPORTUNITY.
231
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
232
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
233
43,000
234
ChicagoHRMAC
235
support function / cost center/ overhead
or
236
Are you Rock Stars of the Age of Talent
237
DD21M
238
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
239
Are you the Principal Engine of Value
AddedEg Your RD budget as robust as the New
Products team?
240
The Irreducible209
241
117. Negotiation. Make all winners. (Save
face.) 118. Grace makes enemies friends. 119.
Network. 120. Invest in relationships. (Think
ROIR. Return On Investment in
Relationships.) 118. Relationship investment.
Forethought. Calendar item.
Intensity. 119. Innovation. Easy. (Hang out
with weird.) 120. Weird Win. (Weird
times.) 121. The bottleneck is at the top
of the bottle. 122. Good Board Weird Board.
(At least, surprising.) 123. No
contention, no progress.
242
EXCELLENCE. NO OPTION.
243
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
244
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
245
AnswerPSF
246
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)
247
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
248
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
249
?????Do good (excellent?!) workMake a lot of
money
250
Point of View!
251
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
252
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
253
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time (No such
thing as a small sins/World Series Ring to
the Batboy!) 30. Drop everything/Swarm to
Support a Harried-On The Verge Team31.
SPEND AS AGGRESSIVELY ON RD AS A TECH FIRM OR
CIRQUE DU SOLEIL 32. A PROPRIETARY
METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old
EDS)33. Web (Technology) Obsession 34.
BRAND/LOVEMARK MANIACS (Organize Around a
Point of View Worth BROADCASTING You must
be the change you wish to see in the
worldGandhi) 35. PASSION! ENTHUSIASM! (Passion
Enthusiasm have as much a place at the
Head Table in a PSF as in a widgets
factory You cant behave in a calm, rational
manner. Youve got to be out there on the
lunatic fringeJack Welch)
254
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.
255
PSF Nirvana CounselorTrusted Advisor
256
PSF BY WP DD E UVA
257
PSF (Professional Service Firm) BY (Brand You)
WP (WOW Projects) DD (Dramatic Difference)
E (Excellence) UVA (Unassailable
Value-Added)
258
Static/ImitativeIntegrity.Quality.Excellence.
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!
259
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
260
EXCELLENCE. UBIQUITOUS.
261
Trapper lt20 per beaver pelt.Source WSJ
262
WDCP 150 to remove problem beaver
750-1,000 for flood-control piping so that
beavers can stay. Wildlife Damage-control
Professional Source WSJ
263
AnswerPSF
264
EXCELLENCE. ATTITUDE.TRANSFORMATION.
265
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
266
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
267
(No Transcript)
268
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)
269
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)
270
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
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