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Title: Tom Peters


1
Tom Peters Re-Imagine2006!Business
Excellence in a Disruptive AgeShortMaster331s.
12March2006
2
The Pepsi Challenge
3
Re-imagine! Not Your Fathers World I.
4
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
5
1 Houston/Month/15
6
WE ARE BEGINNING TO ACQUIRE DIRECT AND
DELIBERATE CONTROL OVER THE EVOLUTION OF ALL
LIFE FORMS ON THE PLANET.Source Juan
Enriquez, As The Future Catches You
7
the metabolically dominant soldierSource
Radical Evolution The Promise and Peril of
Enhancing Our Minds, Our Bodiesand What It Means
to Be Human, Joel Garreau
8
New Economy?Genentech, Amgen gt Merck
9
New Economy?Sergey, Larry gt Harvard
10
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
11
H5N1
12
December 9, 2005 Ogre to Slay? Outsource It to
Chinese (New York Times, page 1news section).
The factory Fuzhou, China. The workers
youngsters logging 12-hour shifts. Their
clientele youngsters from Seoul to San
Francisco. The work The Chinese youngsters
are playing the early levels of video games for
their affluent clients, who want to avoid the
pain and time associated with those annoying
first few levels.
13
Re-imagine! Not Your Fathers World II.
14
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)
15
The Generals Story. (And Darwins)
16
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
17
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
18
1. Re-imagine Permanence The Naked Emperor
Problem!
19
Pathetic!
20
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
21
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
22
Rate of Leaving F5001970-1990 4XSource
The Company, John Micklethwait Adrian
Wooldridge (1974-200 One-half biggest 100
disappear)
23
Lessons Learned. GE. Me.
24
4/40
25
De-cent-ral-iz-a-tion!
26
Ex-e-cu-tion!
27
Ac-count-a-bil-ity!
28
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)
29
615A.M.
30
2. Re-imagine Innovateor Die!!
31
Brilliant!
32
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
33
Resist!
34
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
35
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
36
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
37
Theres A and then theres A.
38
Scale?
39
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)
40
The slumping giant needs to put more pep in its
funds. But size remains a handicap. Fortune
on Fidelity Magellan/1128.05 (Theres a
practical limitation to running a fund of that
size.Chris Traulsen, analyst, Morningstar)
41
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
42
Op-ed. Wall Street Journal. 2 March 2006
Boutique vs. Behemoth Upstarts Steal Market
Share from the Investment Banks. 3 March 2006
Adidas announces crappy s, thanks to its
acquisition of Reebok.
43
TOO BIG TO GROW Why Wall Street has soured on
many of corporate Americas most admired and
feared companies headline, Newsweek, 0313.06
44
Last 3 years Big Pharma laid off 70,000 folks.
Last 5 years Pfizer, Merck, Bristol-Myers,
Squibb, and Schering Plough have lost 394
billion in market cap 2009 Amgen, Genentech
will probably pass Merck in sales (1990s As
the industry began to stagger, the defense
mounted big acquisitions. It is ever thus.)
45
Spinoffs perform better than IPOs track record,
profits freed from the confines of the parent
more entrepreneurial, more nimble Jerry
Knight/Washington Post/08.05
46
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
47
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
48
Beyond the Pension Problem Sedan, Less Than
20,000. Sedan, 20,000-30,000. Sedan,
30,000-40,000. Luxury Sedan. SUV, Less Than
30,000. SUV, More Than 30,000. Pickup Truck.
Minivan. Green Car. Fun To Drive.
49
This is not a mature category.
50
This is an undistinguished category.
51
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
52
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/2003
53
Value innovation is about making the
competition irrelevant by creating uncontested
market space. We argue that beating the
competition within the confines of the existing
industry is not the way to create profitable
growth. Chan Kim Renée Mauborgne (INSEAD),
from Blue Ocean Strategy (The Times/London)
54
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

55
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
56
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
57
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
58
The difficulties arise from the inherent
conflict between the need to control existing
operations and the need to create the kind of
environment that will permit new ideas to
flourishand old ones to die a timely death. We
believe that most corporations will find it
impossible to match or outperform the market
without abandoning the assumption of continuity.
The current apocalypsethe transition from a
state of continuity to state of discontinuityhas
the same suddenness as the trauma that beset
civilization in 1000 A.D. Richard Foster
Sarah Kaplan, Creative Destruction (The
McKinsey Quarterly)
59
But what if former head of strategic planning
at Royal Dutch Shell Arie De Geus is wrong in
suggesting, in The Living Company, that firms
should aspire to live forever? Greatness is
fleeting and, for corporations, it will become
ever more fleeting. The ultimate aim of a
business organization, an artist, an athlete or a
stockbroker may be to explode in a dramatic
frenzy of value creation during a short space of
time, rather than to live forever. Kjell
Nordström and Jonas Ridderstråle, Funky Business
60
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!
61
Cirque du Soleil!
62
X04Cirque du Soleil Mollies Infosys
FBR/Friedman Billings Ramsey London Drugs
Build-A-Bear Griffin Health Services/Planetree
Alliance ... The Met/Big Picture schools
Progressive Commerce Bank Whole Foods Apple
Kevin Roberts Richard Branson
(HSM/WSB/CR/4S)My partners Washington
Speakers Bureau, HSM, Canyon Ranch, Four Seasons
63
Focus!
64
Scales Limitations All Strategy Is Local True
competitive advantages are harder to find and
maintain than people realize. The odds are best
in tightly drawn markets, not big, sprawling
ones Title/Bruce Greenwald Judd
Kahn/HBR09.05
65
Market Share, Anyone? 240 industries
Market-share leader is ROA leader 29 of the
time Source Donald V. Potter, Wall Street
Journal
66
Market Share, Anyone? 240
industries market-share leader is ROA
leader 29 of the time Profit / ROA leaders
aggressively weed out customers who
generate low returns
Source Donald V. Potter, Wall Street Journal
67
Big WinnersLousy industry Specialty (No
competition) Smaller than competitors4
Traits Sweet spot Agility Discipline
FOCUSSource Alfred Marcus, Big Winners and Big
Losers The 4 Secrets of Long-term Business and
Failure
68
Op-ed. Wall Street Journal. 2 March 2006
Boutique vs. Behemoth Upstarts Steal Market
Share from the Investment Banks.
69
The Benefits of FOCUSED EXCELLENCE
Shouldice/Hernia Repair 30 min, 1
recurrence. Avg 90 min, 10-15
recurrence.Source Complications, Atul Gawande
70
FBR Fundamental Intrinsic Value AnalysisFocus
(You know what youre doing)Difference (You
know how
youre doing it)Culture (You
understand the roots)
71
Easy!
72
FLASH! Innovation is easy!
73
Innovations Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
74
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
75
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid
of is some ignorant antagonist who has never had
a sword in his hand before he doesnt do the
thing he ought to do, and so the expert isnt
prepared for him he does the thing he ought not
to do and often it catches the expert out and
ends him on the spot. Mark Twain
76
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ/06.01.2004 (commenting on
Nokia)
77
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears KmartXerox . Kodak, IBM
78
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
79
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
80
We become who we hang out with!
81
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
82
Hard!
83
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
84
1 RD spending, last 25 years?
85
More than GMSource Michael Schrage, FT,
11.05
86
Bold!
87
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
88
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
89
Five Myths About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
90
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
91
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
92
Speed/ Tempo!
93
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
94
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
95
Action!
96
TP/BW on BigCo Sin 1 too much talk, too little
do
97
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
98
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
99
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
100
Relentless!Churchill, Grant, Patton, Welch,
Bossidy, Nardelli (GE execs), UPS, FedEx,
Microsoft/Gates-Ballmer, Eisner, Weill, eBay,
Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong
101
Measurable!
102
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher (out of 10) on a Weirdness/
Profundity/ Wow/ Gaspworthy/
Game-changer Scale?
103
Personal!
104
Step 1 Buy a Mirror!
105
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
106
Summary/The SE22 Origins of Sustainable
Entrepreneurship
107
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
108
HPs Big Duh!Decentralize (90B)Undo
MatrixAccountabilitySource HP Says
Goodbye To Drama/BW/09.05/re Mark Hurds first
5 months
109
SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partners especially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/ Hyper-smart/Independe
nt people (GE, PepsiCo, Microsoft) 16. Support
Internal Entrepreneurs (3M, Microsoft) 17. Ferret
out Talent anywhere/No limits approach to
retaining top talent (Virgin, GE, PepsiCo)
110
SE22/Origins of Sustainable
Entrepreneurship 18. Unmistakable Results
Accountability focus from the get-go to the
grave (GE, New York Yankees, PepsiCo) 19. Up or
Out (GE, McKinsey, big consultancies and law
firms and ad agencies and movie studios
in general) 20. Competitive to a fault! (GE, New
York Yankees, News Corp/Fox,
PepsiCo) 21. Bi-polar Top Team, with Unglued
Innovator 1, powerful Control Freak 2
(Oracle, Virgin) (Watch out when 2 is
missing Enron) 22. Masters of Loose-Tight/Hard-no
sed about a very few Core Values,
Open-minded about everything else (Virgin)
111
SummaryWallopWalMart16Or Why its so
unbelievably easy to beat a GIANT Company
112
798
113
415/SqFt/WalMart798/SqFt/Whole Foods
114
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
115
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!!
)
116
PSF!Donnellys Weatherstrip Service Weymouth
MA
117
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.)
118
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.)
119
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!)
120
3. Re-imagine Organizing I IS/IT as Disruptive
Tool!
121
We all live in Dell-WalMart-eBay-Google World!
122
the FedEx Economy headline/New York
Times/10.08.05
123
Any3 Anything/ Anywhere/ Anytime
124
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
125
Power Tools for Power Solutions/ Strategies!
TP
126
4. Re-imagine Organizing II What Organization?
127
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
128
TP In Nagano Revenue 10BFTE 1Maybe
129
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
130
global innovation networks vs research in
large monolithic companies Source George
Colony/Forrester Research
131
5. Re-imagine Organizing III The White-Collar
Tsunami and the Professional Service Firm (PSF)
Imperative.
132
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
133
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
134
AnswerPSF
135
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
136
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
137
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (Every 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
138
Best is not good enough!
139
?????Do good (excellent?!) workMake a lot of
money
140
Point of View!
141
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
142
Gaspworthy!
143
The PSF35 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN
PLACE-ROOT (Teach a man to fish )17. The
Final Exam DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
144
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. (E.g. CRM
failure rate/Gartner 70) Jeff Thull, The
Prime Solution Close the Value Gap, Increase
Margins, and Win the Complex Sale
145
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work)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
146
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.
147
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!
148
The Pursuit of Unassailable Value-AddedTom
Peters/07March06
149
PSF BY WP VA
150
PSF BY WP DD E UVA
151
PSF (Professional Service Firm) BY (Brand You)
WP (WOW Projects) DD (Dramatic Difference)
E (Excellence) UVA (Unassailable
Value-Added)
152
The WOW! Project.
153
Your Current Project?1.
Another days work/Pays the rent.4. Of
value.7. Pretty Damn Cool/Definitely
subversive.10. WE AIM TO CHANGE THE WORLD.
154
Insanely Great
155
Astonish me! /S.D.Build something great!
/H.Y.Immortal! /D.O.
156
6. Re-imagine Businesss Fundamental Value
Proposition PSFs Unbound, or Fighting
Inevitable Commoditization via The
Gamechanging Solutions Imperative.
157
Up, Up, Up, Up the Value-added Ladder.
158
Big Idea Corporation as Mega-PSF
Virtual Collection of Entrepreneurially-minded
Professionals (Talent/Roster) Creating/
Applying Intellectual Capital (Work Product)
159
55B
160
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
161
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 yearthat
technology companies have never been able to
touch. Fortune
162
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
163
And MasterCard Advisors
164
Bear In Mind Customer Satisfaction versus
Customer Success
165
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
166
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
167
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
168
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
169
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
170
Gas ... 1.75 per gallonLipton Iced Tea ..
9.52 per gallonOcean Spray ... 10.00Gatorade
.. 10.17Diet Snapple ... 10.32STP brake
fluid .. 33.60Pepto-Bismol .. 123.20Vicks
NyQuil ... 178.13Evian water . 21.19
(50B-200B)Source Branded Nation The
Marketing of Megachurch, College Inc.,
and Museumworld, James Twitchell (2004)
171
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
172
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain Executive
Via drivers Customer Experience Director
173
7. Re-imagine Enterprise as Theater I A World
of Scintillating Experiences.
174
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
175
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
176
The Starbucks Fix Is on We have
identified a third place. And I really
believe that sets us apart. The third place is
that place thats not work or home. Its the
place our customers come for refuge.Nancy
Orsolini, District Manager
177
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
178
The Value-added Ladder/Memorable
ConnectionScintillating Experiences
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
179
Bonus
180
Customer Anyone whose actions affect your
results!Source Steve Yastrow/0310.06
181
8. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
182
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
183
The Value-added Ladder/EmotionDreams Come
TrueScintillating Experiences Gamechanging
Solutions/Business AdvantageServicesGoods Raw
Materials
184
The Ritz-Carlton experience enlivens the
senses, instills well-being, and fulfills even
the unexpressed wishes and needs of our guests.
from the Ritz-Carlton Credo
185
Six Market Profiles1.
Adventures for Sale2. The Market for
Togetherness, Friendship and Love3. The
Market for Care4. The Who-Am-I Market5. The
Market for Peace of Mind6. The Market for
Convictions Rolf Jensen/The Dream Society
How the Coming Shift from Information to
Imagination Will Transform Your Business
186
Six Market Profiles1.
Adventures for Sale/IBM-UPS-GE2. The Market for
Togetherness, Friendship and
Love/IBM-UPS-GE3. The Market for
Care/IBM-UPS-GE4. The Who-Am-I
Market/IBM-UPS-GE5. The Market for Peace of
Mind/IBM-UPS-GE6. The Market for
Convictions/IBM-UPS-GE Rolf Jensen/The Dream
Society How the Coming Shift from
Information to Imagination Will Transform Your
Business
187
IBM, UPS, GE Dream Merchants!
188
9. Re-imagine the Fundamental Selling
Proposition It all adds up to (THE
BRAND.) (THE STORY.)(THE DREAM.)The Love.
189
WHO ARE WE?
190
Brand? Its all about Character!
191
WHATS OUR STORY?
192
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
193
WHATS THE DREAM?
194
Nothing Is ImpossibleTo Be Revered As A
HothouseFor World-changing CreativeIdeas That
TransformOur Clients Brands,Businesses, and
ReputationsSource Kevin Roberts/Lovemarks/on
Saatchi Saatchi
195
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
196
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
197
Kevin Roberts Lovemarks!
198
Brand . LovemarkRecognized by
consumers . Loved by PeopleGeneric
PersonalPresents a narrative
.. Creates a Love storyThe promise of
quality A touch of SensualitySymbolic
.. IconicDefined
.. InfusedStatement
.. StoryDefined attributes
... Wrapped in MysteryValues
. SpiritProfessional
... Passionately CreativeAdvertising
agency .. Ideas companySource Kevin
Roberts, Lovemarks
199
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200
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201
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202
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203
Tattoo Brand What of users would tattoo the
brand name on their body?
204
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
205
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Investec ??Nike . 4.6Adidas
. 3.1Absolut . 2.6Nintendo .
1.5BRANDsense Build Powerful Brands through
Touch, Taste, Smell, Sight, and Sound, Martin
Lindstrom
206
Up, Up, Up, Up the Value-added Ladder.
207
Lovemark Dreams Come True Awesome
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
208
10. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
209
Women are the majority market Fara
Warner/The Power of the Purse
210
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
211
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
212
FemaleThink/ Popcorn MarigoldMen and women
dont think the same way, dont communicate the
same way, dont buy for the same reasons.He
simply wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
213
The Perfect Answer
Jill and Jack buy slacks in black
214
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215
Management Today/mt/ March 2006/Different
Ball Game the fastest-growing
participation sport in the world
female football UK 66 female
chartered-standard clubs in 1995 3,820 in 2005
51 Centers of Excellence growth rate
(participation) is 35 p.a. each week 1.6M girls
play in clubs-at schoolCompanies like Umbro
and Footie Chick could really do well soon. There
seems to be a complete lack of other competition
in soccer clothes for women. Women care about
how they look, curves starting by age 12. Most
shops too laddish. Footsie Chick founder
David Brint/M/outraged This growth is
happening so quickly, but the big brands are
supertankers and cant change direction fast
enough. You cant just sell women mens
shirts with small tagged on them.
216
Women come out better on almost every count as
investors They are less likely to hold a losing
investment too long, and less likely to wait too
long to sell a winner theyre also less likely
to put too much money into a single investment or
to buy a reputedly hot stock without doing
sufficient research. The Merrill report When
It Comes to Investing, Gender A Strong Influence
on Behavior./Atlantic
217
Women poker players More cautious. More patient.
More disciplined. Bluff with more attention to
the odds. More notes on-line. Learn more and
improve faster. Less emotional, less ego. Know
more about men than men do about them more
effective at exploiting mens attitudes.Source
Ante Up, Ladies As poker mania grips the
nation, more women are mastering the game,
applying their own life lessons to poker and the
lessons of poker to life, Time, 11.05
218
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.
219
10. Womens Market Opportunity No. 1.
220
Why?
221
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
222
2005
223
11. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
224
2000-2010 Stats18-44 -155 21(55-64
47)
225
B78/60
226
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
227
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
228
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
229
Mother of All Equations Boomer Geezer Women
Many, Many, Many People Major-Primary Market
for Everything Primary Market For Everything
Expensive In Their Prime And Gathering Steam
Seriously Cool Dudettes Money, All Of.
230
LOVE THOSE BOOMERS Their New Attitudes and
Lifestyles Are a Marketers Dream Cover
story, BW, 10.24.05
231
Sixty Is the New Thirty Cover/AARP/11.03
232
HealthCentury21.Job 1(HC21.J1)Tom
Peters/0206.2006
233
Quality (100K deaths)Evidence/Outcomes-based
medicineIS/IT-in-health(care) revolutionWellness
/PreventionHealthcare to Health
transformationWash your hands!Home-care (as the
population rapidly ages)Med-school
re-orientation Public health emphasis
Mind-boggling (15 years?) social-moral-technologi
cal impact of life sciences (the
Singularity?)H5N1/WMDs/Environmental
degradationRisk assessment (private,
public)Market opportunityPublic vs/ Private
responsibilities partnerships Africa!
(Unconscionable failure to attend to/staggering
Health consequences for all)
234
12. Re-imagine the Individual I Welcome to a
Brand You World Distinct or Extinct
235
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0
(2000) Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
236
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented creativity,
advancement of knowledge, and economic
development. But at the same time, it will tend
to undermine safety net systems and penalize the
unskilled. Clyde Prestowitz, Three Billion New
Capitalists
237
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
238
26.3
239
Its always showtime. David DAlessandro,
Career Warfare
240
Getting to WOW Through Mastery of The
Sales25.
241
GE (more or less)89 Ridiculously Obvious
Thoughts About Selling StuffTom
Peters/24January2006
242
Getting Things Done The Power
Implementation34.
243
Presentation Excellence The PresX56
244
The Interviewing Excellence The IntX31
245
13. Re-imagine Excellence I The Talent Obsession.
246
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
247
Brand Talent.
248
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
249
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
250
Leaders do people. Period. Anon.
251
Les Wexner From sweaters to people!
252
PARCs Bob Taylor Connoisseur of Talent
253
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies. Ed Michaels
254
Hire very good people!
255
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
256
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years. Ed
Michaels, War for Talent
257
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
258
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and rebels.
David Ogilvy
259
WellingtonNelsonDisraeliChurchillMontgomeryTh
atcher
260
DD21M
261
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.
262
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
263
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
264
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client. (Advertising Age/07.05)Omnicom very
simply is about talent. Its about the
acquisition of talent, providing the atmosphere
so talent is attracted to it. (John Wren)
265
Re-imaginePeople Power The Talent50
266
The Talent501. People
first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE
We are in an Age of Talent/ Creativity/
Intellectual-capital Added.4. Talent
excellence in every part of the
organization.5. P.O.T./Pursuit Of Talent
Obsession.6. HR sits at The Head Table.7. HR is
cool.
267
14. Re-imagine Excellence II Meet the New Boss
Women Rule!
268
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
269
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
270
????????8/500
271
For all the myths of equality that Europe tells
itself, the Continent is by and large a woeful
place for a woman who aspires to lead.
Newsweek/0227.06
272
Her socialist colleagues wont give her an easy
time, but womens time has come. In future there
will be more and more women giving orders to men.
It may be tough on them men , but thats the
way it is. Bernadette Chirac, on French
presidential candidate Segolene Royal
273
Hazel Blears, Englands first female police
minister (per The Times, 7 March) Blears
believes the new neighborhood policing, broken
windows approach requires skills other than the
polices traditional control and command style,
and she clearly thinks women officers are right
for the task. Many of the women in the service
are very good at getting other people to join the
police in fighting crime. The police need new
skills around influence. When we talk about
neighborhood policing and antisocial behavior you
have to be able to draw in other people to help
you resolve these problems. Blears leaves an
impression in everything she says that her belief
is that women officers may be much better at this
than their male colleagues, but, of course, she
is much too politic to say so.
274
15. Re-imagine Leadership for Totally Screwed-Up
Times The Passion Imperative.
275
Lead It Loud!
276
Create a Cause!
277
G.H. Create a cause, not a business.
278
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
279
Think Legacy!
280
In 1933, Thomas J. Watson Sr. gave a speech at
the Worlds Fair, World Peace through World
Trade. We stood for something, right? Sam
Palmisano
281
To win this race, Kerry needs to stop focusing
on Election Day and start thinking about his
would-be presidencys last day. What does he want
his legacy to be? When sixth-graders in the year
2108 read about the Kerry presidency, what does
he want the one or two sentences that accompany
his photo to say? Kenneth Baer/Washington
Post/092604
282
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
283
Find em!
284
The Secret Jack didnt have a vision!
285
Respect em!
286
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
287
Make It a Grand Adventure!
288
Quests!
289
I dont know.
290
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
291
Leaderships Mount Everest allow its members
to discover their greatness.
292
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
293
Trumpet an Exhilarating Story!
294
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
295
A key perhaps the key to leadership is
the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
296
Live Your Story!
297
You must be the change you wish to see in the
world.Gandhi
298
You Your calendarCalendars NEVER lie!!
299
Try It!
300
Sams Secret 1!
301
Insist on Speed!
302
If things seem under control, youre just not
going fast enough. Mario Andretti
303
Demand Action!
304
We have a strategic plan. Its called doing
things. Herb Kelleher
305
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
306
Cut the Crap!
307
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
308
robust dialogue Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
309
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)
310
Dispense Enthusiasm!
311
BZ I am a Dispenser of Enthusiasm!
312
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
313
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
314
Excellence. Always.
315
Leader Job No.1Paint Portraits of Excellence!
316
Cirque du Soleil!
317
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!
318
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
319
RadiatePassion!
320
Never apologize for showing feeling. When you
so, you apologize for the truth.
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