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Title: EXCELLENCE. ALWAYS. Tom Peters/


1
EXCELLENCE. ALWAYS.Tom Peters/KillerCombo/1
4 April 2006
2
Organizations are not machines. That has been
the central message of all my books. They are
living communities of individuals. To describe
them we need to use the language of communities
and the language of individuals. That means a mix
of words we use in politics and in ordinary
everyday life. The essential task of leadership
(a word from political theory, unlike the word
manager) is to combine the aspirations and
needs of individuals with the purposes of the
larger community to which they all belong.
Charles Handy
3
P.P.E.E.R.E.
4
People.Product.Execution.Enthusiasm.Relentless
.Excellence.
5
EXCELLENCE. ALWAYS.Tom Peters/KillerCombo/1
4 April 2006
6
Slides at tompeters.com
7
EXCELLENCE. ALWAYS.
8
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
9
What is In Search of Excellence all
aboutPeople. Emotion. Engagement. Exuberance.
Action-Execution. Empowerment. Independence.
Initiative. Imagination. Great Stories.
Incredible Adventures. Trust. Caring. Fun. Joy.
Customer-centrism. Profit. Growth. Brand You.
Dramatic Differences.Experiences that Make You
Gasp. Excellence. Always.
10
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,500 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
11
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
12
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
13
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
14
Donnellys Weatherstrip Service Weymouth MA
15
!
16
First-level Scientific SuccessBeyond
BrainsTom Peters/14April2006
17
First-level Scientific SuccessThe smartest guy
in the room winsOr
18
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
19
First-level Scientific Success/Short
FormScientific Success (Nobel-level) Genius
Execution Master of Soft Skills Enthusiasm
Magnetism Destiny (sense of) Energy
20
Biz Bonanza Success DDMMSTERL/ "D-squared,
M-squared, STERL DramDifference Business
Acumen/Money Good Marketing
Instinct/Ice-to-Eskimos Sales Instincts
Stellar Talent Aim for Excellence
Resilience/Tenacity/ Adaptability Luck (The
Necessary Nine What Every Small Biz Requires
to Excel.) (Big, too.)
21
!
22
4/40Tom Peters/Novosibirsk/14 April 2006
23
De-cent-ral-iz-a-tion!
24
Ex-e-cu-tion!
25
Ac-count-a-bil-ity!
26
615A.M.
27
De-cent-ral-iz-a-tion!
28
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
29
No Need for Economies of Scale Illinois Tool
Revs Up Innovation by Keeping Its 655 Units
Separate and Focused Source Headline, BW,
1031.05 (commodity producer RD 1 Top 100
patent recipient66th in 04) (12B rev in 04
CEO David Speer focus, lean, customer intimacy,
entrepreneurial, employee participation)
30
HOW THE COAST GUARD GETS IT RIGHT Headline,
Time, 10.31.2005AutonomyFlexibilityPerhaps
the most important distinction of the Coast
Guard is that it trusts itself
31
Ex-e-cu-tion!
32
TP/BW on BigCo Sin 1 too much talk, too little
do
33
I saw that leaders placed too much emphasis on
what some call high-level strategy, on
intellectualizing and philosophizing, and not
enough on implementation. People would agree on
a project or initiativeand then nothing would
come of it. Larry Bossidy Ram
Charan/Execution The Discipline of Getting
Things Done
34
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
35
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
36
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
37
We have a strategic plan. Its called doing
things. Herb Kelleher
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
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
40
You only find oil if you drill wells.
Source The Hunters, by John Masters, Canadian
O G wildcatter
41
A man approached JP Morgan, held up an envelope,
and said, Sir, in my hand I hold a guaranteed
formula for success, which I will gladly sell you
for 25,000.Sir, JP Morgan replied, I do
not know what is in the envelope, however if you
show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.The
man agreed to the terms, and handed over the
envelope.JP Morgan opened it, and extracted a
single sheet of paper. He gave it one look, a
mere glance, then handed the piece of paper back
to the gent.And paid him the agreed-upon
25,000
42
1. Every morning, write a list of
the things that need to be done that day.
2. Do them. Source Hugh
MacLeod/tompeters.com/NPR
43
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
44
Ac-count-a-bil-ity!
45
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
46
robust dialogue Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
47
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)
48
615A.M.
49
!
50
All You Need to Knowmore or lessTom
Peters/14 April 2006/Novosibirsk
51
In The Beginning
52
X82/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
53
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
54
Yikes
55
China!
56
China!
57
China!
58
China
59
Ch
60
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
61
New Economy?!Sergey Larry gt Harvard
62
the metabolically dominant soldierSource
Radical Evolution The Promise and Peril of
Enhancing Our Minds, Our Bodiesand What It Means
to Be Human, Joel Garreau
63
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically. Peter Drucker
64
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
65
H5N1
66
Cause
67
Create a cause, not a business. Gary
Hamel
68
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
69
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
70
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
71
Quest
72
I dont know.Source Karl Weick
73
Groups 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.Source Organizing
Genius/Warren Bennis Patricia Ward Biederman
74
Leaderships Mt Everestfree to do his or her
absolute best allow its members to
discover their greatness.
75
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
76
We are a Life Success CompanyDave Liniger,
RE/MAX
77
In the end, management doesnt change culture.
Management invites the workforce itself to change
the culture. Lou Gerstner
78
Artist
79
Leader Job 1Paint Portraits of Excellence!
80
Point of View!
81
Best Story
82
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
83
It is necessary for the President to be the
nations No. 1 actor.FDR
84
People
85
Leaders do people. Anon.
86
Les Wexner From sweaters to people!
87
Connoisseur of TalentSource Colleague on
PARCs Bob Taylor
88
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
89
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
90
Brand Talent.
91
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
92
DD21M
93
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.
94
People
95
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
96
Decency
97
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Sara Lawrence-Lightfoot, Respect

98
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
99
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
100
Grace
101
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ..
benevolence benefaction compassion beauty
102
Thank you
103
The two most powerful things in existence a
kind word and a thoughtful gesture. Ken Langone
104
The deepest human need is the need to be
appreciated.William James
105
Intangibles
106
Hard is soft. Soft is hard.In Search of
Excellence
107
Organizations are not machines. That has been
the central message of all my books. They are
living communities of individuals. To describe
them we need to use the language of communities
and the language of individuals. That means a mix
of words we use in politics and in ordinary
everyday life. The essential task of leadership
(a word from political theory, unlike the word
manager) is to combine the aspirations and
needs of individuals with the purposes of the
larger community to which they all belong.
Charles Handy
108
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for
Change. Otherwise, why bother? Just read
Dilbert. TPs final words CYNICISM STINKS.
109
Self-management
110
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
111
You Your Calendar
112
You must be the change you wish to see in the
world.Gandhi
113
To change minds effectively, leaders make
particular use of two tools the stories they
tell and the lives they lead. Howard Gardner,
Changing Minds
114
Before you can inspire with emotion, you must be
swamped with it yourself. Before you can move
their tears, your own must flow. To convince
them, you must yourself believe. Winston
Churchill
115
MBWA
116
You cant lead a cavalry charge if you think you
look funny on a horse. John Peers, President,
Logical Machine Corporation
117
gt25
118
Curiosity
119
Why?
120
Ears
121
If you dont listen, you dont sell anything.
Carolyn Marland/MD/Guardian Group
122
Conformity
123
While everything may be better, it is also
increasingly the same.Paul Goldberger on
retail, The Sameness of Things, The New York
Times
124
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/08.11.03
125
The short road to ruin is to emulate the
methods of your adversary. Winston Churchill
126
Conformity
127
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/Strategy or Revolution/Harvard
Business Review
128
Dramatic Difference
129
Point of View!/Point of Dramatic Difference!
130
PSF!Donnellys Weatherstrip Service Weymouth
MA
131
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!!
)
132
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
133
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
134
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
135
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
136
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
137
Action
138
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
139
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
140
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
141
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
142
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
143
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)
144
We have a strategic plan. Its called doing
things. Herb Kelleher
145
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
146
You only find oil if you drill wells.
Source The Hunters, by John Masters, Canadian
O G wildcatter
147
Never forget implementation boys. In our work
its what I call the missing 98 percent of the
client puzzle. Al McDonald
148
Try ItTry ItTry It
149
Fail faster. Succeed sooner.David Kelley/IDEO
150
Sams Secret 1!
151
4/40
152
De-cent-ral-iz-a-tion!
153
Ex-e-cu-tion!
154
Ac-count-a-bil-ity!
155
615A.M.
156
Focus
157
Dennis, you need a To-dont List !
158
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five. Not ten. Three. Richard
Haass, The Power to Persuade
159
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
160
K.I.S.S.
161
One bank is currently claiming to leverage its
global footprint to provide effective financial
solutions for its customers by providing a
gateway to diverse markets. I assume that it is
just saying that it is there to help its
customers wherever they are. Charles Handy
162
450/8
163
Danger S.I.O. (Strategic Initiative Overload)
164
I wanted GE to operate with the speed,
informality, and open communication of a corner
store. Corner stores often have strategy right.
With their limited resources, they have to rely
on laser-like focus on doing one thing very
well. Jack Welch/Fortune/04.05
165
Change
166
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
167
We eat change for breakfast! Harry Quadracci,
QuadGraphics
168
Im not comfortable unless Im
uncomfortable.Jay Chiat
169
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
170
Change
171
We become who we hang out with!
172
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
173
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
174
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
175
Forget
176
Forget gt LearnThe problem is never how to
get new, innovative thoughts into your mind, but
how to get the old ones out. Dee Hock
177
BigChange
178
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
179
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
180
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
181
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
182
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
183
BigBiggerBiggest??????
184
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)
185
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
186
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
187
Exit, Stage Right CEO departure rate,
1995-2004 300Source Booz Allen Hamilton
(per USA Today/06.13.05)
188
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
189
Relentless
190
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
191
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
192
Agressive
193
Nelsons secret Other admirals more
frightened of losing than anxious to win
194
Speed
195
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
196
Tempo
197
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
198
Richard Kevin
199
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.
200
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
201
Passion Enthusiasm
202
I am a dispenser of enthusiasm. Ben Zander
203
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
204
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
205
Hustle
206
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
207
Sunny
208
Half-full Cups Ronald Reagan radiated an almost
transcendent happiness. Lou Cannon
209
A leader is a dealer in hope. Napoleon
210
Aim High
211
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
212
Get better vs Get different
213
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
214
Stay Hungry. Stay Foolish. Steve Jobs
215
Dream
216
the wildest chimera of a moonstruck mind The
Federalist on Jeffersons Louisiana Purchase
217
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
218
Create
219
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)
220
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
221
Revenue
222
Top Line, Anyone?Point
(Advertising Age), to Phil Kotler Who should
the CMO Chief Marketing Officer report
to?Kotler Maybe a Chief Revenue Officerthe
cost side has been squeezed, now companies have
to focus on top-line growthor maybe a Chief
Customer Officer. (TP Or maybe both!)
223
CROChief Revenue Officer
224
Women BuyWomen Lead
225
Women are the majority market Fara
Warner/The Power of the Purse
226
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.
227
10. Womens Market Opportunity No. 1.
228
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
229
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
230
Boomers BuyGeezers Buy
231
2000-2010 Stats18-44 -155 21(55-64
47)
232
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
233
SellSellSelll
234
. Everyone lives by selling something.
Robert Louis Stevenson
235
Value-added
236
And the M Stands for ?Gerstners IBM
Systems Integrator of choice. IBM Global
Services 55B
237
And MasterCard Advisors
238
Value-added
239
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
240
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
241
AnswerPSF
242
Best is not good enough!
243
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
244
PSF!Donnellys Weatherstrip Service Weymouth
MA
245
Value-added
246
798
247
415/SqFt798/SqFt
248
Experience
249
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
250
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe
251
One companys answer CXOChief eXperience
Officer
252
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation.Steve Jobs
253
Love
254
Kevin Roberts Lovemarks!
255
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
256
No Limits
257
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
258
!
259
Leadership23Tom Peters/Novosibirsk/14April2006
260

Leadership231. Enthusiasm. Energy.
Exuberance.2. Action. Execution.3. Tempo.
Metabolism.4. Relentless.5. Master of Plan
B.6. Accountability.7. Meritocracy.8. Leaders
do people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.
261

Leadership2313. Legacy.14. Best story
wins.15. On the edge. (Wildest fantasy of a
dreamy mind.) 16. Reward excellent failures.
Punish mediocre successes.17. Different gt
Better. (Only ones who do what we
do.)18. MBWA. Customer MBWA.19. Laughs.20.
Repot. Curiosity. Why?21. You Calendar. To
Dont. Two.22. Excellence. Always. 23.
Nelsonian! (Other admirals more afraid of
losing than anxious to win.)
262
Kevin Roberts Credo1.
Ready. Fire! Aim.2. If it aint broke ... Break
it!3. Hire crazies.4. Ask dumb questions.5.
Pursue failure.6. Lead, follow ... or get out of
the way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
263
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
264
!
265
Leadership23LLong VersionTom
Peters/Novosibirsk/14April2006
266

Leadership231. Enthusiasm. Energy.
Exuberance.2. Action. Execution.3. Tempo.
Metabolism.4. Relentless.5. Master of Plan
B.6. Accountability.7. Meritocracy.8. Leaders
do people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.13. Legacy.14. Best
story wins.15. On the edge. (Wildest chimera of
a moonstruck mind.) 16. Reward excellent
failures. Punish mediocre successes.17.
Different gt Better. (Only ones who do what we
do.)18. MBWA. Customer MBWA.19. Laughs.20.
Repot. Curiosity. Why?21. You Calendar. To
Dont. Two.22. Excellence. Always. 23.
Nelsonian! (Other admirals more afraid of
losing than anxious to win.)
267
Kevin Roberts Credo1.
Ready. Fire! Aim.2. If it aint broke ... Break
it!3. Hire crazies.4. Ask dumb questions.5.
Pursue failure.6. Lead, follow ... or get out of
the way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
268
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
269
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
270
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
271
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?
272
Les Wexner From sweaters to people!
273
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested
  • in who you were
  • and what you had
  • to say. Sara Lawrence-Lightfoot, Respect

274
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
275
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.
276
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
277
We are a life Success CompanyDave Liniger,
RE/MAX
278
You Your calendarCalendars NEVER lie!!
279
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
280
We have a strategic plan. Its called doing
things. Herb Kelleher
281
You only find oil if you drill wells. John
Masters
282
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
283
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
284
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
285
Never apologize for showing feeling. When you
so, you apologize for the truth. Disraeli
286
Stay Hungry. Stay Foolish. Steve Jobs
287
!
288
People Power!Tom Peters/Novosibirsk/14April200
6
289
People Power Brand You Days
290
People Power The Talent50
291
People Power Brand You Days
292
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
293
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
294
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
295
Imagine you are sitting next to a stranger at
dinner and you have to describe your job in one
sentence that they can understand. If you fail
this test, you are either a nuclear physicist or
your job shouldnt exist. Lucy
Kellaway/personal relevance test/FT/0206.06
296
Personal Brand Equity Evaluation
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • My public recognition program consists of
  • Additions to my Rolodex in the last 90 days
    include
  • My resume is discernibly different from last
    years at this time

297
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.Renewal
Investment Plan
298
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line. Peter Drucker
299
26.3
300
Distinct or Extinct
301
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!)7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber)8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!)10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?)11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer)12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
302
Joe J. Jones 1942 2006 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
303
T. J. Peters 1942 2--- HE WAS A PLAYER!
304
Its always showtime. David DAlessandro,
Career Warfare
305
Getting to WOW Through Mastery of The
Sales25.
306
Getting Things Done The Power
Implementation34.
307
Presentation Excellence The PresX56
308
The Interviewing Excellence The IntX31
309
!
310
People Power The Talent50
311
1. People First!
312
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
313
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
314
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
315
2. Soft Is Hard.
316
Message Leading Talent is all about Love
Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes
Determination to Make a Damn Difference, Shared
Adventures, Bizarre Failures, Growth, Insatiable
Appetite for Change.
317
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/Creativity/
Intellectual-capital Added.
318
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
319
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
320
4. Talent Excellence in
Every Part of Every Organization.
321
Wegmans 1/100 Best Companies to Work
for/2005
322
5. P.O.T./ Pursuit Of
Talent OBSESSION.
323
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
324
Les Wexner From sweaters to people!
325
6. Talent Masters Understand Talents Intangibles.
326
Q If it were your 50K lifes
savings and my 50K, what sort of Waiters
would we look for?A Enthusiasts!
327
Visibly energetic /Passionate/Enthusiastic
about everything.Engaging/Inspires others.
(Inspires the interviewer!)Loves messes
pressure. Impatient/ Action fanatic.A
finisher.Exhibits Fat WOW Project Portfolio.
(Loves to talk about her work.)Smart.Curious/
Eclectic interests/ A little (or more)
weird.Well-developed sense of humor/ Fun to be
around. No. 1 re bosses Exceptional
talent selection development record.
(Former co-workers Did you visibly grow while
working with X? /How has the
department/team grown on a world-class
scale during Xs tenure?)
328
7. HR Is Cool.
329
ChicagoHRMAC
330
support function / cost center /
bureaucratic dragor
331
Are you Rock Stars of the Age of Talent?
332
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)
333
8. HR Sits at The Head
Table.
334
DD21M
335
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.
336
9. Re-name HR.
337
Talent Department
338
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
339
10. There Is an HR
Strategy/ HR Vision
340
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
341
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
342
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
343
EVP/IBP Remarkable challenges, rapid
professional growth, wholesale respect, deep
satisfaction, fun, stunning opportunities,
exceptional rewards, amazing peer group, full
membership in Club Adventure, maximized future
employability
344
11. Acquire for Talent!
345
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
346
12. There Is a FORMAL
Recruitment Strategy.
347
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
348
Cirque du Soleil!
349
Cirque du Soleil Talent (12 full-time scouts,
database of 20,000). RD (40 of profits 2X
avg corp). Controls (shows are profit centers
partners like Disney offset costs 100M on
500M). Scarcity builds buzz/brand (1 new show
per year. People tell me were leaving money on
the table by not duplicating our shows. Theyre
right. Daniel Lamarre, president).Source
The Phantasmagoria Factory/Business 2.0/1-2.2004
350
13. There Is a FORMAL
Leadership Development Strategy.
351
DD 0 to 60mph in a flash (months)
352
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
353
14. There is a World
Class Leadership Development CENTER.
354
Crotonville!
355
15. There Is a FORMAL
STRATEGIC HR Review Process.
356
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
357
16. People/ Talent
Reviews Are the FIRST Reviews.
358
17. HR Strategy
BUSINESS Strategy.
359
Wegmans 1/100 Best Companies to Work
for84 Grocery stores are all alike46
additional spend if customers have an emotional
connection to a grocery store rather than are
satisfied (Gallup)Going to Wegmans is not
just shopping, its an event. Christopher Hoyt,
grocery consultantYou cannot separate their
strategy as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
360
Cirque du Soleil!
361
18. Make it a Cause
Worth Signing Up For.
362
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
363
19. Unleash Their Full
Potential!
364
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and thus be in charge of his or her
    own career. Tim Hall et al., The New Protean
    Career Contract

365
RE/MAX A Life Success CompanySource
Everybody Wins, Phil Harkins Keith Hollihan
366
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
367
20. Set Sky High Standards.
368
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
369
21. Enlist Everyone in
Challenge Century21.
370
Distinct or Extinct
371
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!)7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber)8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!)10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?)11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer)12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
372
22. Pursue the Best!
373
best person in the world Arthur Blank
374
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
375
23. Up or Out.
376
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
377
24. Ensure that the
Review Process Has INTEGRITY.
378
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GS
379
25. Pay Up!
380
Top performing companies are two to four times
more likely than the re
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