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Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
Tom Peters at International Institute for Research in Lisbon
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Tom Peters at International Institute for Research in Lisbon

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March 21st, 2007

March 21st, 2007

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    • 1. ********** Happy 50 th Birthday ! **********
    • 2. NEW ZEALAND 2007
    • 3. Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo microsoft wal*mart ??? ???
    • 4. “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change .” —Charles Darwin
    • 5. Punchline …
    • 6. The last word: There is no “last word.”
    • 7. Punchline …
    • 8. The last word: There is a “last word.”
    • 9. 25
    • 10. “… a blinding flash of the obvious” —Manny Garcia
    • 11. Punchline …
    • 12. “… a blinding flash of the … necessar y ” —Manny Garcia
    • 13. “ Better B y Design”: A National Strategy NZ = Design Excellence
    • 14. “ The Creative Age is a wide - open g ame .” —Richard Florida, The Rise of the Creative Class
    • 15. Tom Peters’ X25* EXCELLENCE. ALWAYS. Lisbon/21 March 2007 Happy Birthday #50/European Union * In Search of Excellence 1982-2007
    • 16. Slides at … tompeters.com
    • 17. EXCELL- ENCE????
    • 18. “ 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
    • 19. “ Forbes100” from 1917 to 1987 : 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly under p erformed the market; just 2 (2%), GE & Kodak , out p erformed the market from 1917 to 1987. S&P 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
    • 20. Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of Korea’s 30 largest conglomerates.” Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)
    • 21. S&P Stability Ratings* 1985 2006 Low Risk 41% 13% Average Risk 24% 14% High Risk 35% 73% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006)
    • 22. Hmmmmm …
    • 23. “ It is generally much easier to kill an or g anization than change it substantially.” —Kevin Kelly, Out of Control
    • 24. For g et>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to g et the old ones out .” —Dee Hock
    • 25. BIAS. BUILT. TO. LAST. NOT.
    • 26. Built to Last vs Built to Change / Rock the World
    • 27. TP#1*: Netscape! *Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)
    • 28. EXCELLENCE. CIRCA 1982.
    • 29. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for ACTION 2. Close to the CUSTOMER 3. Autonom y and Entre p reneurshi p 4. Productivity Through PEOPLE 5. Hands On , Value-Driven 6. Stick to the Knitting 7. Sim p le Form, Lean Staff 8. Simultaneous Loose-Tight Properties
    • 30. ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 * Forbes / Excellence Index /Basket of 32 publicly traded stocks
    • 31. EXCELLENCE. ASPIRATION.
    • 32. “ Why in the world did you go to S iberia ?”
    • 33. Enter p rise * ** (*at its best): An emotional , vital , innovative , joyful , creative , entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others . *** **Excellence. Always. ***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
    • 34. The Peters Princi p les : Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.
    • 35. EXCELLENCE. ASPIRATION. UNIVERSAL.
    • 36. Jim’s Group
    • 37. Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group
    • 38. EXCELLENCE. REVENUE. MATTERS. MOST.
    • 39. “ Analysts … preferred cost cutting , as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and earnings went to hell. They said, ‘Oh my gosh, you need revenues to grow earnings over time.’ Well, Duh !” —Dick Kovacevich, Wells Fargo
    • 40. “ Our whole story is growing revenue.” —Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)
    • 41. C R O* *Chief Revenue Officer
    • 42. “ If you want to gain competitive advantage fast, the best place to do it is in … sales .” —Larry Webb, John Laing Homes
    • 43. EXCELLENCE. INNOVATE. OR. DIE.
    • 44. More than $$$$ #1 R&D spending, last 25 years?
    • 45. GM
    • 46. “ I don’t believe in economies of scale. You don’t get better by being bigger. You get worse .” —Dick Kovacevich/Wells Fargo
    • 47. “ Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger . Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often 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
    • 48. There’s “A” and then there’s “A.”
    • 49. InnoTacs
    • 50. We become who we hang out with 1
    • 51. Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board
    • 52. “ The Bottleneck Is at the Top of the Bottle” “Where 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 to p!” — Gary Hamel/ Harvard Business Review
    • 53. “ Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability .” —Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity
    • 54. “ Normal” = “o for 800”
    • 55. We become who we hang out with 2
    • 56. “ How do dominant companies lose their position? Two-thirds of the time, the y p ick the wron g competitor to worr y about .” —Don Listwin, CEO, Openwave Systems/ WSJ
    • 57. “ Don’t benchmark … futuremark !” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
    • 58. We become who we hang out with 3
    • 59. Whacky Wiki World Wow
    • 60. “ The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’” —Headline, FT , 0110.07
    • 61. Rob McEwen/ CEO/ Goldcorp Inc./ Red Lake gold Source: Wikinomics: How Mass Collaboration Changes Everything , Don Tapscott & Anthony Williams
    • 62. Speed/ Tempo/ is-it
    • 63. “ the Fed Ex Economy ” —headline/ New York Times/ 10.08.05
    • 64. “ Any3”: Anything/ Anywhere/ Anytime
    • 65. Power Tools For Power Strategies
    • 66. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.
    • 67. do things.
    • 68. “ We have a ‘strategic plan.’ It’s called doing things .” — Herb Kelleher
    • 69. drill.
    • 70. “ 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 you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters , by John Masters, Canadian O & G wildcatter
    • 71. try things.
    • 72. “ We made mistakes, of course. Most of them were omissions we didn’t 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, we’re 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 plan — for months .” —Bloomberg by Bloomberg
    • 73. Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” —Michael Schrage
    • 74. Screw. things. Up.
    • 75. “ Fail . Forward. Fast.” High Tech CEO, Pennsylvania
    • 76. Sam’s Secret #1!
    • 77. “ Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec
    • 78. try. Miss. try.
    • 79. READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)
    • 80. No try. No deal.
    • 81. “ You miss 100 % of the shots you never take.” —Wayne Gretzky
    • 82. Conscious measurement
    • 83. Innovation Index : How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird” / “Profound” / “Wow” / “Game- changer” Scale?
    • 84. personal
    • 85. Step #1: Buy a Mirror!
    • 86. “ The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change !” —RG
    • 87. 4/40
    • 88. De-cent-ral-iz- a-tion!
    • 89. “‘ Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.” — Brian Joffe/BIDvest
    • 90. “ If it feels painful and scary—that’s real delegation.” —Caspian Woods, small biz owner
    • 91. The True Logic* of Decentralization: 6 divisions = 6 “tries” 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT “tries” = Max probability of “win” 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT “tries” = Max probability of “ far out ”/” 3-sigma ” “win” *“Driver”: Law of Large #s
    • 92. Ex-e- cu-tion!
    • 93. “ Execution is the j ob of the business leader .” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
    • 94. “ Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Disci p line of Getting Things Done
    • 95. (1) sum of Projects = Goal (“Vision”) (2) sum of Milestones = project (3) rapid Review + Truth-telling = accountability
    • 96. Ac-count-a-bil-ity!
    • 97. “ GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place .” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)
    • 98. 6:15A.M.
    • 99. DECENTRALIZATION. EXECUTION. ACCOUnTABILITY. 6 :15A.M.
    • 100. EXCELLENCE. VALUE ADDED. UP THE LADDER.
    • 101. EXCELLENCE. VALUE-ADDED LADDER I. SOLVE IT.
    • 102. $55B
    • 103. “ Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Cor p orate America ” —Headline/ BW /2004
    • 104. MasterCard Advisors
    • 105. Hu g e : Customer Satisfaction versus Customer Success
    • 106. Up, Up, Up, Up the Value-added Ladder.
    • 107. The Value-added Ladder/ STUFF ‘N’ THINGS Goods Raw Materials
    • 108. The Value-added Ladder/Stuff & TRANSACTIONS Services Goods Raw Materials
    • 109. The Value-added Ladder/ OPPORTUNITY-SEEKING Customer Success/ Gamechanging Solutions Services Goods Raw Materials
    • 110. “ The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution . One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.” * (*E.g.: CRM failure rate/Gartner: 70 %) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
    • 111. The Value-added Ladder/ OPPORTUNITY-SEEKING Im p lemented Gamechanging Solutions Services Goods Raw Materials
    • 112. EXCELLENCE. SOLVE IT. NO OPTION. PSF. (PSF++)
    • 113. “ ‘ Disintermediation’ is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; ‘outsourcing’ is just another way of saying that … y ou’ve become irrelevant to y our customers .” —John Battelle/ Point/Advertising Age /07.05
    • 114. “ Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/ FT /0327 (500 of 900 Research )
    • 115. “ support function” / “cost center”/ “overhead” or …
    • 116. Are you … “ Rock Stars of the A g e of Talent ”
    • 117. Department Head to … Managin g Partner , IS [HR, R&D, etc.] Inc .
    • 118. “ Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that. We pay for ourselves, and we actually make money for the company .” — Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com) ( Who Owns the Data? Using Internal Customer Relationship Management to Improve Business and IT Integration —Frank Eichorn)
    • 119. Mantra : “Eichorn it!”
    • 120. Core Mechanism : “Game-chan g in g Solutions” PSF (Professional Service Firm “model”/The Organizing Principle ) + Brand You (“Distinct” or “Extinct”/The Talent ) + Wow! Projects (“Different” vs “Better”/The Work )
    • 121. Are you the … “ Princi p al En g ine of Value Added” *E.g.: Your R&D budget as robust as the New Products team?
    • 122. The “ PSF35 ” : Thirty-Five Professional Service Firm Marks of Excellence
    • 123. The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “ Best Team”—Fast) 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 Universe”—Steve 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”
    • 124. Pointed Point of View!
    • 125. PSF /Professional Service Firm/Beliefs Profession : Calling/Passion to make a difference/Excellence (always) point of view : know exactly what we stand for/ “Dramatic Difference” Client : enduring, test-the-limits relationship/Trusted advisor Solution : Rock His-her World/ “wow” / implemented “Culture change”/ >>>>>> “satisfaction”
    • 126. “ Purchasing Officer” Thrust #1 : Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner-Leader in Lifetime Value-added Maximization ? (*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
    • 127. HCare CIO : “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healin g -Services Team (who happens to be a techie)
    • 128. Big Idea: “Corporation” as Mega-“PSF” (Professional Service Firm*) * “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/Applying Intellectual Capital (“Work Product”)
    • 129. EXCELLENCE. VALUE-ADDED LADDER II. EXPERIENCE IT.
    • 130. “ 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
    • 131. “ 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 that’s not work or home. It’s the place our customers come for refuge.” —Nancy Orsolini, District Manager
    • 132. Up, Up, Up, Up the Value-added Ladder.
    • 133. The Value-added Ladder/ MEMORABLE CONNECTION Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials
    • 134. 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
    • 135. C X O * *Chief e X perience Officer
    • 136. EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE.
    • 137. “ 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 s imilar quality.” —Kjell Nordstr ö m and Jonas Ridderstr å le, Funky Business
    • 138. This is not a “ mature category.”
    • 139. This is an “ un distinguished category.”
    • 140. 
    • 141. $798
    • 142. 7X. 730A-800P. F12A . * * ’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
    • 143. #1/100 “ Best Companies to Work for” / 2005
    • 144. EXCELLENCE. NO EXCUSES.
    • 145. WallopWal*Mart16* *Or: Why it’s so ABSURDLY EASY to BEAT a GIANT Company
    • 146. Small Giants: Companies That Choose To Be Great Instead Of Big —by Bo Burlingham
    • 147. Small Giants/Bo Burlingham "First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create." "Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." "Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'" "Fourth, they cultivated exceptionally intimate relationships with customers and suppliers , based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."
    • 148. Small Giants/Bo Burlingham "Fifth, the companies also had what struck me as unusually intimate workplaces ." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter , whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."
    • 149. EXCELLENCE. VALUE-ADDED LADDER III. DREAM IT.
    • 150. Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams . This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result .” — Judy George, Domain Home Fashions
    • 151. “ No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams —whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.” — Martin Feinstein, CEO, Farmers Group
    • 152. Up, Up, Up, Up the Value-added Ladder.
    • 153. The Value-added Ladder/ EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials
    • 154. “ Dreams Come True”: IBM UPS
    • 155. Up, Up, Up, Up the Value-added Ladder.
    • 156. Ladder.2007: 3 of 6! Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials
    • 157. EXCELLENCE. SOUL. DESIGN.
    • 158. All E q ual Exce p t … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Desi g n is the onl y thin g that differentiates one p roduct from another in the market p lace .” —Norio Ohga
    • 159. “ Design is treated like a religion at BMW.” —Fortune
    • 160. “ We don’t have a good language to talk about this kind of thing. In most people’s 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
    • 161. C D O * *Chief Design Officer
    • 162. women. BOOMERS. GEEZERS.
    • 163. E-nor-mous Strat-eg-ic opp-or-tun-ity
    • 164. women. BOOMERS. GEEZERS.
    • 165. “ Forget China , India and the Internet : Economic Growth Is Driven by Women .” —Headline, Economist , April 15, 2006, Leader, page 14
    • 166. Women’s Trifecta+ * Buy * Wealth * Lead + ECLIPSE OF MALES (Old/Retire; Young/Poorly educated)
    • 167. “ Women are the majority market” —Fara Warner/ The Power of the Purse
    • 168. ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%
    • 169. The Perfect Answer Jill and Jack buy slacks in black…
    • 170.  
    • 171. “ She knows more about the [Volvo] than the sales man who greets her at the door. But how is she treated? As if she has a low IQ , is slightly hard of hearing , and really has no right to be buying a luxury car; and if she brought a male friend with her, odds are 10:1 that the clueless salesperson spent most of his time speaking to him .” —Selling to Men, Selling to Women , Jeffery Tobias Halter
    • 172. “ Women don’t buy brands. They join them .” EVEolution
    • 173. Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women , Jeffery Tobias Halter
    • 174. 2.6 vs. 21
    • 175. 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. Women’s Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
    • 176. 10. Women’s Market = Opportunity No. 1.
    • 177. Cases! Cases! Cases! McDonald’s (“mom-centered” to “majority consumer”; not via kids) Home Depot (“Do it [everything!] Herself”) P&G (more than “house cleaner”) DeBeers (“right-hand rings”/$4B) AXA Financial Kodak (women = “emotional centers of the household”) Nike (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want “friends,” not a blond stereotype) Source: Fara Warner/ The Power of the Purse
    • 178. “ Forget China , India and the Internet : Economic Growth Is Driven by Women .” —Headline, Economist , April 15, 2006, Leader, page 14
    • 179. 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women’s work force participation rates have soared worldwide. Women are closing in on “same pay for same job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & value-added imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. So what exactly is … the point of men ?
    • 180. COROLLARY. EXCELLENCE. WOMEN. RULE.
    • 181. “ AS LEADERS, WOMEN RULE : New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek
    • 182. New (3 of 6) Value-added “Ladder”: Plays to Women’s Inherent Strengths! Dreams Come True/ F Spellbinding Experiences/ F Gamechanging Solutions/ F Services/ F Goods/ M Raw Materials/ M
    • 183. women. BOOMERS. GEEZERS.
    • 184. !!!!!!!!!!!!!!!!! “ People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America
    • 185. women. BOOMERS. GEEZERS.
    • 186. 2000-2010 Stats 18-44: -1% 55+: + 21 % (55-64: + 47 % )
    • 187. Boomers’-Geezers’-Women’s Trifecta+ *Buy/ all *Wealth/ all *time left/ lots *Eclipse of males/ retire - die
    • 188. Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women
    • 189. 44-65 : “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing , David Wolfe & Robert Snyder
    • 190. “ Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is p rett y weird when y ou consider a g e 50 is ri g ht about when p eo p le who have worked all their lives start to have some mone y to s p end .” —Marti Barletta, PrimeTime Women
    • 191. not. Yet. Done.
    • 192. Just Say “No” (!): Launch an “Initiative.”
    • 193. Women’s Trifecta+ *Buy/ all *Wealth/ all *Lead/ better +Eclipse of males/ whoops (Retire-old/Poorly educated-young)
    • 194. Boomers’-Geezers’-Women’s Trifecta+ *Buy/ all *Wealth/ all *time left/ lots *Eclipse of males/ retire - die
    • 195. E-nor-mous Strat-eg-ic opp-or-tun-ity. Now.
    • 196. “ Little things”: The True “Basics”
    • 197. Thank You!
    • 198. “ The deepest human need is the need to be appreciated.” William James
    • 199. “ Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay
    • 200. “ Leaders ‘ SERVE ’ people. Period.” —Anon.
    • 201. Servant Leadership /Robert Greenleaf 1. Do those served grow as persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
    • 202. The Manager’s Book of Decencies: How Small gestures Build Great Companies —Steve Harrison, Adecco Servant Leadership —Robert Greenleaf One: The Art and Practice of Conscious Leadership —Lance Secretan, founder of Manpower, Inc.
    • 203. THE PROBLEM IS RARELY THE PROBLEM.
    • 204. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM .
    • 205. PERCEPTION IS ALL THERE IS. PERIOD .* *From Whole Foods to IBM to the corner deli
    • 206. Relationships (of all varieties) : THERE ONCE WAS A TIME WHEN A THREE - MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
    • 207. RESPECT
    • 208. “ It was much later that I realized Dad’s 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
    • 209. “ Don’t belittle!” —OD Consultant
    • 210. R.O.I.R. Rules!
    • 211. “ You can make more friends in two months b y becomin g interested in other p eo p le than you can in two years by trying to get other people interested in you.” —Dale Carnegie
    • 212. THE ONE THING YOU NEED TO KNOW (Marcus Buckingham)
    • 213. “ The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it .” —Marcus Buckingham, The One Thing You Need to Know
    • 214. “ The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance .” —Marcus Buckingham, The One Thing You Need to Know
    • 215. “ The one thin g you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” —Marcus Buckingham, The One Thing You Need to Know
    • 216. SWEET SPOT: SEEKING THE DIS COMFORT ZONE.
    • 217. “ Do one thing every day that scares you.” —Eleanor Roosevelt
    • 218. “ Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘ What is impossible that I am going to do today ?’” —Daniel Lamarre, president, Cirque du Soleil
    • 219. EXCELLENCE. BEDROCK. TALENT.
    • 220. Hire ver y good people!
    • 221. “ 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
    • 222. C ta O * *Chief talent acquisition Officer
    • 223. EMPHASIZE THE “SOFT SKILLS.”
    • 224. 
    • 225. A Few Lessons from the Arts Each hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lent-less! “Practice is cool” (G Leonard/ Mastery ) Team and individual Aspire to EXCELLENCE = Obvious Ex-e-cu-tion Talent = Brand = Duh “The Project” rules Emotional language Bit players. No. B.I.W . (everything) Delta events = Delta rosters (incl leader/s)
    • 226. PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.
    • 227. A review of Jack and Suzy Welch’s 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. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s 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.
    • 228. SO YOU’RE A “PEOPLE PERSON”? PROVE IT .
    • 229. “ 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
    • 230. PARC’s Bob Taylor: “Connoisseur of Talent”
    • 231. SO YOU’RE A “PEOPLE PERSON”? PROVE IT .
    • 232. < CAPEX > People!
    • 233. The Value-added Ladder/ OPPORTUNITY-SEEKING Implemented Gamechanging Solutions (People intensive) Services (People & Capital intensive) Goods (Capital intensive) Raw Materials (Capital intensive)
    • 234. LIVE FOR TALENT!
    • 235. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP
    • 236. Brand = Talent.
    • 237. EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability Source: Ed Michaels, The War for Talent; TP
    • 238. EXCELLENCE. INDIVIDUAL. BRAND YOU.
    • 239. “ 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
    • 240. “ If there is nothing very special about your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired
    • 241. Distinct … or … Extinct
    • 242. “ You are the storyteller of your own life, and you can create your own legend or not.” —Isabel Allende
    • 243. New Work SurvivalKit.2007 1. MASTERY! (Best/Absurdly Good at Something! ) 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects! ) 3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6. CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 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!)
    • 244. Muhammad Yunus: “ All human beings are entrepreneurs . When we were in the caves we were all self-employed . . . finding our food, feeding ourselves. That’s where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.” Source: Muhammad Yunus/The News Hour—PBS/1122.2006
    • 245. EXCELLENCE? THE SCHOOLS FIASCO.
    • 246. “ The Creative Age is a wide - open g ame .” —Richard Florida, The Rise of the Creative Class
    • 247. “ My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills .’ ” —Jordan Ayan, AHA!
    • 248. 15 “Leading” Biz Schools Design /Core: 0 Design/Elective: 1 Creativit y /Core: 0 Creativity/Elective: 4 Innovation /Core: 0 Innovation/Elective: 6 Source: DMI /Summer 2002/Research by Thomas Lockwood
    • 249. New Economy Biz Degree Programs MBA (Master of Business Administration ) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/M w GTD w/o C (Woman/Man Who Gets Things Done without Certificate) DE (Doctor of Enthusiasm )
    • 250. EXCELLENCE. BEDROCK. LEADERSHIP. 9Ps.
    • 251. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 252. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 253. “ People want to be part of something larger than themselves . They want to be part of something they’re really proud of, that they’ll fight for , sacrifice for , trust .” — Howard Schultz, Starbucks ( IBD /09.05)
    • 254. “ 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 i ntend to be ?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
    • 255. 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 you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”
    • 256. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 257. “ Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge
    • 258. “ Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission.” —Peter Drucker
    • 259. “ A man without a smiling face must not open a shop.” —Chinese Proverb
    • 260. “ It’s alwa y s showtime.” —David D’Alessandro, Career Warfare
    • 261. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 262. “ The role of the Director is to create a space where the actors and actresses can become more than they’ve ever been before, more than they’ve dreamed of being .” —Robert Altman, Oscar acceptance speech
    • 263. “ In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner
    • 264. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 265. 25
    • 266. MBWA * *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick)
    • 267. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 268. “ The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change !” —RG
    • 269. “ You must be the change you wish to see in the world.” Gandhi
    • 270. Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction Relentlessness Self-reliance “Closer” (Execution) excellence
    • 271. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 272. “ This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s 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 p hobic dislike of turnin g back and retracin g his ste p s . 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 on—turning back was not an option for him.” — Michael Korda, Ulysses Grant
    • 273. “ This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s 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 on—turning back was not an option for him.” — Michael Korda, Ulysses Grant
    • 274. Relentless : “One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back , or stop, until the thing intended was accomplished.” —Grant
    • 275. “ Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author
    • 276. “ Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author
    • 277. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 278. “ Leaders ‘ do ’ people. Period.” —Anon.
    • 279. “ Leaders ‘ SERVE ’ people. Period.” —Anon.
    • 280. Servant Leadership /Robert Greenleaf 1. Do those served grow as persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
    • 281. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 282. Kevin Roberts’ Credo 1 . Ready. Fire! Aim. 2. If it ain’t 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 !
    • 283. &quot; The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.
    • 284. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo
    • 285. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 286. On NELSON: “[other] admirals more frightened of losing than anxious to win”
    • 287. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
    • 288. “ Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.” Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
    • 289. &quot;Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘ GERONIMO!’ ” — Bill McKenna, professional motorcycle racer ( Cycle magazine 02.1982)
    • 290. Ger- on -i-mo !

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