Title: The Challenge: To Create More Value in All Negotiations
1 Tom Peters EXCELLENCE. BEDROCK. THE
N. NOW. TOMORROW. World Strategy Summit St.
Regis Saadiyat Island Resort 17 November
2015 (Todays slides and 10 years of
presentation slides at tompeters.com also see
our annotated 23-part Master Compendium at
excellencenow.com)
2 EXECUTION
3 Conrads Commandment
4CONRAD HILTON, at a gala celebrating his career,
was called to the podium and asked, What were
the most important lessons you learned in your
long and distinguished career? His answer
5Remember to tuck the shower curtain inside the
bathtub.
6People (REALLY) First
7FIRST WOW THE WOWERS
8EXCELLENT customer experience depends entirely
on EXCELLENT employee experience! If you
want to WOW your customers, FIRST you must WOW
those who WOW the customers!
9What employees experience, Customers will. The
best marketing is happy, engaged employees. YOUR
CUSTOMERS WILL NEVER BE ANY HAPPIER THAN YOUR
EMPLOYEES. John DiJulius, The Customer Service
Revolution Overthrow Conventional Business,
Inspire Employees, and Change the World
10Rocket Science. NOT. If you want staff to give
great service, give great service to staff.
Ari Weinzweig, Zingermans Source Small
Giants Companies That Choose to Be Great Instead
of Big, Bo Burlingham
11THE MORAL IMPERATIVEPEOPLE DEVELOPMENT
12Human level capability has not turned out to be
a special stopping point from an engineering
perspective. Illah Reza Nourbakhsh, Robot
Futures/2013 SOFTWARE IS EATING THE WORLD.
Marc Andreessen/2014 The intellectual talents
of highly trained professionals are no more
protected from automation than is the drivers
left turn. Nicholas Carr, The Glass Cage
Automation and Us If you think being a
professional makes your job safe, think
again. Robert Reich
13CORPORATE MANDATE 1 2015 Your principal moral
obligation as a leader is to develop the
skillset, soft and hard, of every one of the
people in your charge (temporary as well as
semi-permanent) to the maximum extent of your
abilities. The bonus This is also the 1 mid-
to long-term profit maximization strategy!
14 Business has to give people enriching,
rewarding lives
151/4,096 excellencenow.com Business has to give
people enriching, rewarding lives or it's
simply not worth doing. Richard Branson
16TRAINING Investment 1!
17In the Army, 3-star generals worry about
training. In most businesses, it's a ho-hum
mid-level staff function.
18Is your CTO/Chief Training Officer your top paid
C-level job (other than CEO/COO)? Are your
top trainers paid/cherished as much as your top
marketers/ engineers?
19Is your CTO/Chief Training Officer your top paid
C-level job (other than CEO/COO)? If not, why
not? Are your top trainers paid as much as your
top marketers and engineers? If not, why not? Are
your training courses so good they make you
JUMP FOR JOY? If not, why not? Randomly stop an
employee in the hall Can she/he meticulously
describe her/his development plan for the next 12
months? If not, why not? Why is your world of
business any different than the (competitive)
world of rugby, football, opera, theater, the
military? If people/talent first and
hyper-intense continuous training are laughably
obviously for them, why not you?
20Bet 4 gtgt 8 of 10 CEOs, in 45-min tour
dhorizon of their biz, would NOT mention
training.
21What is the 1 reason to go berserk over
training?
22What is the best reason to go bananas over
training? GREED. (It pays off.) (Also Training
should be an official part of the RD budget and
a capital expense.)
23 1st-Line Bosses (Cadre of) Productivity
Asset 1!
24If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe. The Army and
the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty Officers.
Does industry have the same awareness?
25Employee retention satisfaction productivity
Overwhelmingly based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
26WHY NOT?
27It may sound radical, unconventional, and
bordering on being a crazy business idea.
However as ridiculous as it soundsjoy is the
core belief of our workplace. Joy is the reason
my company, Menlo Innovations, a customer
software design and development firm in Ann
Arbor, exists. It defines what we do and how we
do it. It is the single shared belief of our
entire team. Richard Sheridan, Joy, Inc.
How We Built a Workplace People Love
28 INNOVATION ENGINE
29 INNOVATION OBSESSION BUILDING A LEARNING LAB
30Lesson49 WTTMSW
31WHOEVER TRIES THE MOST STUFF WINS
32We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by
Bloomberg
33FAIL. FORWARD. FAST.High Tech CEO,
Pennsylvania FAIL FASTER. SUCCEED SOONER.
David Kelley/IDEOMOVE FAST. BREAK THINGS.
Facebook
34EXPERIMENT FEARLESSLYSource BusinessWeek,
Type A Organization Strategies How to Hit a
Moving TargetTACTIC 1RELENTLESS TRIAL AND
ERROR Source Wall Street Journal, cornerstone
of effective approach to rebalancing company
portfolios in the face of changing and uncertain
global economic conditions
35CULTURAL CONVERSION ORGANIZATION AS VIBRANT
LEARNING LAB
36You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. SERIOUS PLAY is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
37 WTTMSASTMSUTFW
38 We Are What We Eat.We Are Who We Hang Out
With.
39The We are what we eat/ We are who we hang
out with Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc., etc.) is a strategic
decision about Innovate, Yes or No
40Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
41 The Future Is Small
42Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
NONE of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
43 The Future Is Small book, by Gervais Williams,
superstar fund manager, FT/1217.14 Research
shows that new and small companies create almost
all the new private sector jobs and are
disproportionately innovative.
44THE RED CARPET STORE (Joel Resnick/Flemington NJ)
45The Magicians of Motueka (PLUS)! W.A. Coppins
Ltd. (Coppins Sea Anchors/ PSA/para sea
anchors) Textiles, 1898 thrive on wicked
problems e.g., U.S. Navy STLVAST (Small To
Large Vehicle At Sea Transfer) custom fabric
from W. Wiggins Ltd./Wellington (specialty
nylon, Dyneema, from DSM/Netherlands)
46My love affair Middle- sized Niche- or
Micro-niche Dominators! "Own" a niche through
EXCELLENCE/INNOVATION! (Writ large Germanys
MITTELSTAND agile creatures darting between the
legs of the multinational monsters )
47Hidden Champions of the 21st Century Success
Secrets of Unknown World Market Leaders/Hermann
Simon (1, 2, or 3 in world market lt4B low
public awareness)
- Baader (Iceland/80 fish-processing systems)
- Gallagher (NZ/electric fences)
- W.E.T. (heated car seat tech)
- Gerriers (theater curtains and stage equipment)
- Electro-Nite (sensors for the steel industry)
- Essel Propack (India/tooth paste tubes)
- SGS (product auditing and certification)
- DELO (specialty adhesives)
- Amorim (Portugal/cork products)
- EOS (laser sintering)
- Beluga (heavy-lift shipping)
- Omicron (tunnel-grid microscopy)
- Universo (wristwatch hands)
- Dickson Constant (technical textiles)
- O.C. Tanner (employee recognition/400M)
- Hoeganaes (powder metallurgy supplies)
48 LEADERSHIP
4925!
50MBWA (Managing By Wandering Around)
51Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of Greatness
524
53The 4 most important words in any organization
are
54THE FOUR MOST IMPORTANT WORDS IN ANY
ORGANIZATION ARE WHAT DO YOU THINK?
Source courtesy Dave Wheeler, posted at
tompeters.com
55Employees who don't feel significant rarely make
significant contributions. Mark Sanborn
5618
57The doctor interrupts after Source
Jerome Groopman, How Doctors Think
5818
59 18 seconds!
60(An obsession with) Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that grow. Listening is ... the
core of effective Cross-functional
Communication. (Which is in turn
Attribute 1 of
organization effectiveness.)
61 Suggested Core Value 1 We are Effective
Listenerswe treat Listening EXCELLENCE as the
Centerpiece of our Commitment to Respect and
Engagement and Community and Growth and
Innovation and Profitability.
62Listening is of the utmost STRATEGIC
importance!Listening is a proper CORE
VALUE ! Listening is TRAINABLE !
Listening is a PROFESSION !
63 EXCELLENCE
64Excellence Twitter-ized X140
65 EXCELLENCE in lt140 Characters Cherish your
people, cuddle your customers, wander around,
try it beats talk about it, Excellence or
else, tell the truth. 126 with spaces/Q.E.D.