LONG
Tom Peters’

Re-Imagine

EXCELLENCE
World Business Forum
Milano/05 November 2013
( Also see our 23-part Master Presen...
T he Wor ld
Cir ca 2013
“ Train
Passenger s Too
Distracted By
Phones to
Notice Gunman”
—Headline, Huf fingtonPost, 1009.13
Conr ad
Hilton …
CONRAD HILTON ,

at a gala

celebrating
his career, was called to the podium and

“W hat were the
most impor tant
lessons ...
“ Remember

to tuck the
shower
cur tain inside
the bathtub .”
“ EXECUTION

IS

STRATEGY.”
—Fred Malek
“ In real life, strate gy
is actually ver y
straightforwar d.
Pick a general

and
im p lement
like hell .”
direction

…

—...
“ EXECUTION

IS THE JOB
OF THE
BUSINESS
LEADER .”
— Lar r y

Bossidy &

Ram Char an/ Execution: T he Discipline of Getting...
“ The art of war does not
require complicated
maneuvers; the simplest
are the best and common
sense is fundamental. From
w...
“ … almost
inhuman
disinterestednes
s in str ate g y”
Bunting on

U.S. Gr ant
Grant )

—Josiah

(from Ulysses S.
“ W hen assessing candidates, the

fir st thing I looked for was energy
and enthusiasm for execution.

Does she talk about...
WOW !!
Observed closely: The use of

“I”

or

“We”

during a
job interview.

Source: Leonard Berry & Kent Seltman, chapter...
!

GRIN
G
R
I
N

enetics

obotics

nfor matics

anotechnolog y*

*Decision
it?

#1 : GRIN and BEAR it? GRIN and SAVOR
“ Human level
capability has not
turned out to be a
special stopping
point from an
engineering
perspective. ….”
1,000,000
500:1
“ The root of our problem is not
that we’re in a Great Recession
or a Great Stagnation, but rather
that we are in the earl...
China

too/Foxconn:

1,000,000

robots in next
3 years
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAf...
Legal industry/Pattern Recognition/
Discovery (e-discovery algorithms):

500

lawyers to …

ONE
Source: Race AGAINST the M...
“Algorithms have already written symphonies
as moving as those composed by

Beethoven, picked through legalese with
the de...
“ Meet Your
Next Surgeon:
Dr. Robot”
Source: Feature/ Fortune /15 JAN 2013/on Intuitive
Surgical’s

da Vinci

/multiple by...
Robot War s!

“T he combination of
new mar ket r ules and
new technology was
tur ning the stock
mar ket into, in ef fect,
...
Post-Great Recession:

Equipment
expenditures +26%

Payrolls flat

Source: Race AGAINST the Machine, Erik Brynjolfsson and...
Cir ca 3013: And YOUTH Shall Lead Us …

60 IS THE NEW 40!
70 IS THE NEW 50!
And/Or …

35 IS THE NEW 65 ?

*

* Pace of obs...
“ Human
creativity
is the ultimate
economic
resource.”

—Richard Florida
Social Business
& Customer
Engagement
“ Customer engagement is
moving from relatively
isolated market transactions
to deeply connected and
sustained social
rela...
Marbles, a Ball and Social Employees ay IBM

“ Picture a ball and a bag of marbles side by
side. The two items might have ...
IBM Social Business Markers/2005-2012

*433,000 employees on IBM
Connection
*26,000 individual blogs
*91,000 communities
*...
SB/SE
> SM*

*“Social BUSINESS ”/“Social EMPLOYEE ”/“Social
Media”
“ Gamification
”:
Ultimate
ENGAGEMENT
Tool
Gamification

“Gamification
presents the best

tools humanit y
has ever had to

create and sustain
engagement in
people.”
...
It Ain’t About the Ws and Ls!

“ Fun from games arises out of

master y . It arises out of
com p rehension . It is
the

ac...
BIG DATA
“ Predictions
based on
correlations
lie at the
heart of big
data.”
Source: Big Data: A Revolution That Will Transform How ...
“ Flash forward to dystopia. You work in a
chic cubicle, sucking chicken-flavor
sustenance from
a tube. You’re furiously m...
The Crowd Sourced Performance Review

“ By harnessing the ‘wisdom of
crowds,’ many subjective
observations taken together ...
Our Judgement Is Usuall y … Sub-par

“There is now [1996] a meta-analysis
of studies of the comparative
ef ficacy of clini...
Excellence

!
Excellence1982: The Bedrock “Ei g ht Basics

1. A Bias for Action
2. Close to the Customer
3. Autonom y and
Entre p reneur...
“ Breakthrough” 82*

People!
Customers
!
Action!
Values !
Hard is Soft.
Soft is Hard.
“Why in the
World did you
go to
Siberia ?”
An emotional ,
vital , innovative , jo y ful , creative ,
entre p reneurial endeavor that elicits
maximum
Enterprise * (*a...
“ In a world where customers wake up
every morning asking, ‘What’s new,
what’s different, what’s amazing?’

success de p e...
“ If I could have chosen not to tackle the IBM culture
head-on,
I probably wouldn’t have. My bias coming in was
toward str...
“What matters
most to a company over
time? Strategy or
culture?
WSJ/0910.13:

Dominic Barton, MD, McKinsey & Co.:

“Cultur...
“ Mr. Watson, how
long does it take
to achieve
Excellence?”
“1

minute”
Leading …
MBWA
25
3K / 5
M
50
“Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about w...
You =
Your
calendar *
*T he calendar

NEVER
Don’t >
Do*
* “Don’t-ing” must be systematic
> WILLPOWER
“ If there is any

one

‘secret’ to effectiveness, it is
concentration. Effective
executives do first things first
…

and ...
“ It’s

alwa y s

showtime.”
—
“ You must

be

the

change you wish
to see in the
wor ld.”
Gandhi
“ I am a

dispenser of
enthusiasm.
”
—Ben Zander
“ A leader is
a dealer in
hope.”
—Napoleon
“ T he leader must have
infectious optimism. …
T he final test of a leader
is the feeling you have
when you leave his
pres...

#1 Failing
“ If I had to pick
one failing of
CEOs, it’s that
they don’t read
enough.”

—Co-founder of one of the

largest investment ...
T he “Have
you …” 50
“ Mapping your
competitive
position”

or …
1. Have you in the
last 10 days …

VISITED

a

customer?
2. Have you called a

?

customer …

TODAY
FORTY-FOUR “SECRETS”
AND “CLEVER
STRATEGIES” FOR
DEALING WITH THE
RECESSION OF 2008XXXX
Dealing with the Recession of 2008-XXXX
You come earlier.
You leave later.
You work harder.
You may well work for less; an...
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2008-XXXX
You give new meaning to the word
"thought...
MBWA

4
“The

4 most

important
words in any

organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY
ORGANIZATION

“WHAT
DO YOU
THINK?”
ARE …

Source: courtesy Dave Wheeler, posted at to...
“ Yes, but
…”
“ Yes, and
…”
!

Acknowledgement
“ T he deepest
principle in human
nature is the

craving * to
be appreciated.”
—W illiam James

* “Cr aving,” not “wish” o...
“ T he deepest
human need is
the need to be
appreciated.”
W illiam James
“Employees who
don't feel significant
rarely make
significant
contributions.”

—Mark Sanborn
“Acknowledge” …
perhaps the most
powerful word (and
idea) in the English
language—and
manager’s tool kit!
!

Meeting Power
Meetings =

#1 leadership
opportunity
Every meeting that
does not stir the imagination
and curiosity of attendees and
increase bonding and cooperation and engag...
1 Mouth,

2

Ear s
“ The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
18
18 …

seconds !
[An obsession with] Listening is ... the ultimate mark
of

Respect

Listening is ... the heart and soul of Engagement.
Lis...
*8 of 10 sales presentations
fail
*50% failed sales

talking
“at” befor e
listening!
presentations …

—Susan Scott, “Let S...
*Listening is of the

utmost … STRATEGIC
impor tance!

*Listening is a proper …

CORE VALUE !

*Listening is …

TRAINABLE ...
K = R =
P
“ Cour tesies of a small
and trivial char acter are
the ones which strike
deepest in the gr ateful
and appreciating hear t...
139,380 for mer
patients from 225 hospitals:

Pr ess Ganey Assoc :

NONE

of THE top 15

factors deter mining

S atisfacti...
“ T her e is a misconception that suppor tive
inter actions requir e mor e staf f or more time and
ar e ther efore mor e c...
Kindness =
Repeat Business
=
Profit.
Responsivenes
s/
Apology/
“ I’m sorry!”
“ I regard a p olo g izin g as
the most magical,
healing, restorative
gesture human beings
can make. It is the

center p i...
THERE
ONCE WAS A TIME WHEN A

Relationships

(of all varieties) :

THREE - MINUTE
PHONE CALL
WOULD HAVE AVOIDED
SETTING OF...
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE

RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
PROBLEM
...
Comeback

[big, quick response]

>>
Perfection
Acquire vs. maintain:

5X *

*Hence: Service >> Sales (!!)
XFX =

#1
XFX =
#1 *
*Cross-Functional eXcellence
NEVER
WASTE A
LUNCH!
XFX/Typical Social Accelerators
1. EVERYONE’s [more or less] JOB #1: Make friends in other
functions! (Purposefully. Consi...
THE WHOLE POINT HERE IS THAT

“XFX”

IS ALMOST CERTAINLY THE #1
OPPORTUNITY FOR STRATEGIC
DIFFERENTIATION. WHILE MANY WOUL...
Teva Canada: Su pp l y chain
excellence achieved. SharePoint/ troubleshooting/StrategyNets/ hooked to other functions;
Mox...
Business
Has to Give
People
Enriching,
Rewarding
Lives

1/4,096:
1/4,096: excellencenow.com

“ Business has to give people

or
it's sim p l y
not worth
doin g.”

enriching, rewarding live...
Brand
=
Talent.
B(I) >
B(O)
Explanation: B(O) = Brand Outside; B(I) =

INSIDE

Brand
“You have to
treat your
employees like
customers.”
—Herb

Kelleher, upon being asked his “secret to success”

Source: Joe ...
A 15-Point Human Capital Development
Manifesto
1.

Corporate social responsibility” starts at home
—i.e., inside the enter...
"When I hire
someone,
that's when I

go
for

to work
them .”

—John

DiJulius, "What's the Secret to Providing a World-cla...
… NO LESS THAN

CATHEDRALS

IN
WHICH THE FULL AND
AWESOME POWER OF THE
IMAGINATION AND SPIRIT
AND NATIVE
ENTREPRENEURIAL F...
Our goal is to serve our customers brilliantly and profitably
over
the long haul.
Serving our customers brilliantly and pr...
“ The role of the Director is
to create a space where the
actors and actresses can

become more than
the y ’ve ever been
b...
“ I star t with the
premise that the
function of leader ship

p roduce
more leader s ,
is to

not more follower s.”
Ralph ...
Our Mission

TO DEVELOP AND MANAGE
TALENT;

TO APPLY THAT TALENT,
THROUGHOUT THE WORLD,
FOR THE BENEFIT OF CLIENTS;
TO DO ...
“ LEADERS

‘ DO ’

PEOPLE.”
“ LEADERS

‘ DO ’

PEOPLE.
PERIOD.”

—Anon.
"Leadership is a
gift. It's given by
those who follow.
You have to be
worthy of it.”
— General Mark Welsh, Commander, U.S....
You CHOSE to
be a boss/leader.
Hence you CHOSE
to devote the rest of
your professional
career to

REMEMBER:

DEVELOPING
PE...
From
sweaters to
people!*

Les Wexner :

*Limited Brands founder Les Wexner queried on
astounding longterm success—said, i...
T he
Memories
T hat Matter
to

stellar accomplishments inside or
outside
the company.

The (no more than) two or three people you developed who
went ...
2/year =
Le gacy.
2/year
=
le gacy.
Promotion Decisions

“life and
death
decisions”
Source: Peter Drucker, The Practice of Management
“ A man should never
be promoted to a
managerial position if
his vision focuses on
people’s weaknesses
rather than on thei...
Evaluation.
EVALUATING

#1

PEOPLE =
DIFFERENTIATO
R
Sour ce: Jack Welch, now Jef f Immelt on
GE’s top strate gic skill (

!!!!)
53 = 53
People ar e NOT
“Standar dized.”
T heir
evaluations
should NOT be
standar dized.
EVER .
Sel fEvaluation.
“ To develop
other s, star t
with
y our self .”
—Mar shall Goldsmith
“ Being aware of
your self and how y ou
af fect ever y one
around y ou is what
distin g uishes a
superior leader.”
—Edie S...
“ The biggest
problem I shall
ever face: the
management of
Dale Carnegie.”
— Dale Carnegie, diary of
Hiring.
“ development can help g reat

but if
I had a dollar to spend,
people be even better—

I’d spend

70

cents getting the
ri...
the
most important
aspect of business
and yet remains woefully
misunderstood.”
“In short, hiring is

Source: Wall Street J...
Quiet
“ We live with a value system that I call the Extrovert Ideal—the
omnipresent belief that the ideal self is gregarious, al...
“ If you are a manager, remember that one third to
one half of your workforce is probably introverted,
whether they appear...
“ The next time you see a
person with a composed
face and a soft voice,
remember that inside her
mind she might be solving...
The Army
Knows

!
If the regimental commander lost most of
his 2nd lieutenants and 1st lieutenants
and captains and majors, it would be a

I...
“ People
leave
mana g ers
not
companies.”
E.g.: Do you have the ...

ABSOLUTE BEST
TRAINING &
DEVELOPMENT
PROGRAMS
IN THE INDUSTRY ...
(or some subset thereof)
for ...
“ C-level”?

!
In the Army, 3 - star
g enerals worry
about training. In
most businesses,
it's a “ho hum”
mid-level staff
function.
I would hazard a
guess that most
CEOs see IT
investments as a
“strategic
necessity,” but see
training expenses as
“a neces...
3.

Three-star generals and admirals (and
symphony conductors and sports
coaches and police chiefs and fire
chiefs) OBSESS...
(1) Training merits
“ C-level” status!
(2) Top trainers should
be paid a king’s
ransom —and be of
the same caliber
as
top ...
Container Store

270 /16
10/>100
“ Training” On
Steroids
11. The national education infrastructure
—from kindergarten to continuing adult
education—may well be National Priority
#...
“ Ever y child is
bor n an ar tist.
T he trick is to
remain an
ar tist .”
—Picasso
“ Human
creativity
is the ultimate
economic
resource.”

—Richard Florida
A
BRAND
YOU
Wor ld
Distinct or
extinct!
Muhammad Yunus:

“All

human beings are
entrepreneurs. When we

were in the caves we were all self-employed .
. . finding ...
USA 1996-2007

Highest rate
entr epreneurial
activity (fir ms
founded):
Ages

55-64

Lowest r ate: Ages 2034
Reductionist
(!!) Leadership
Training
Are you a
“professional”
when it comes
to Strate g ic
Listenin g?
Are you a
“pr ofessional” w hen
it comes to Usin g
meetin g s as a
p rimar y leader shi p
tool ?
Are you a
“professional”
when it comes
to Of ferin g
hel p?
Reductionist Leadership Training
“ Aggressive ‘professional’ listener.”
Expert at questioning. (Questioning “professional....
1

/47

(No kidding)
Lesson47:

WTTMS
W
WHOEVER
TRIES
THE
MOST
STUFF
WINS
READY.
FIRE!
AIM.
H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixe...
Culture of Prototyping

“Effective prototyping may
be THE

MOST
VALUABLE CORE
COMPETENCE an

innovative organization can
h...
“ T he dif ference between Bach and his for gotten
peers isn’t necessaril y that he had a better r atio of
peer s
hits to ...
“ FAIL.
FORWARD.
FAST.”
High Tech CEO, Pennsylvania
“ REWARD

excellent failures.

PUNISH

mediocre
successes.”
—Phil Daniels, Sydney exec
Pur suing
In ef ficiency
“ T he secret of fast
progress is
inef ficiency ,
fast and furious
and numerous
failures.”
—Kevin Kell y
“T he Silicon Valley
of today is built
less atop the spires
of ear lier triumphs
than upon the
r ubble of ear lier
debacle...
“ If things seem
under control,
you’re just not
going fast
enough.”
—Mario Andr etti
“The essence
of capitalism is
encouraging
failure, not
rewarding
success.”

—Nassim Nicholas Taleb/Reason

TV/0124.13
W heels Rarely
Need To Be
Re-invented
“ W her e p lanner s

* r aise high
expectations but take no r esponsibility for
meeting them, sear cher s pr efer to
wor ...
“ Somewhere in your
organization, groups of
people are alread y

doin g thin g s
differentl y and better.
To create lastin...
“ Some people look
for things that went
wrong and try to fix
them. I look for
thin g s that went
ri g ht , and try to buil...
1/4,096

100%
1/5,000

“YOU MISS

100 %

OF
THE SHOTS YOU
NEVER TAKE.”
—Wayne Gr etzk y
“ WE HAVE A
‘STRATEGIC
PLAN.’ IT’S
CALLED DOING
THINGS .”

— Herb Kelleher
Fragile: Breaks easily.
Resilient: Bounces back.

Get jazzed by
and progress/innovate
as a result of being
knocked about.
...
We Ar e
W hat
We Eat
“ You will become
like the five
people you
associate with the
most—this can be
either a blessing
or a curse.”
—Billy Cox
T he “We are what we eat”/
“We are who we hang out with”
Axiom: At its core, every (!!!)
relationship-partnership decision...
Measure/Manage: Portfolio “Strangeness”/
“Quality”
1. Customers
2. Vendors
3. Out-sourcing Partners
4. Acquisitions
5. Pur...
WE ARE THE
COMPANY
WE KEEP!

MANAGE IT!
“ DON’T
BENCHMARK,
FUTURE
MARK!”
Impetus: “T he future is already here; it’s just not evenly distributed” —W illiam
Gibson
“ DON’T
BENCHMARK,
‘OTHER’
MARK ! ”
REVERSE
Ageism
Merited?
60 IS THE NEW 40!
70 IS THE NEW 50!

35 IS THE NEW 65

?
“ Why Minecraft Is More Than Just Another Video
Game”

“ We had discussions about
Boolean logic
which is a pretty advanced...
We Are W hat
We Eat: T he
“Fred Smith
Question”
“ Who’s the most
interesting person
you’ve met in the
last 90 days? How
do I get in touch
with them?”
—Fred Smith
Hire For It
“What is your most
marked characteristic?”

Vanity Fair:

Mike Bloomberg:

“ Curiosity.”
Ouch

!
“ T he Bottleneck …
“ T he Bottleneck is at the
…
“W here are you likely to find people
with the least diver sit y of
ex p erience , the lar g...
Innovate
or Die:
Measure It!
Innovation Index : How

many of your Top 5
Str ate gic
Initiatives/Key Pr ojects
scor e 8 or higher [out of
10] on a

“Wei...
Ir on Innovation Equality Law:

The quality and
quantity and
imaginativeness
of innovation shall be
the same in all
functi...
TGRs:
LBTs
BI
1.5
X
2X:

“When Friedman

slightly
curved

the right angle of an

entrance corridor to one property, he
was ‘amazed at the magn...
Glaring Eyes:

-62%

Source: PLOS ONE (via The Atlantic CITIES /0429.13)

<TGW
<TG
and …

>TG R
[T hings Gone

WRONG -Things Gone RIGHT ]
(1) Amenable to rapid
experimentation/
failure “free” (PR,
$$)
(2) Quick to
implement/
Quick to Roll out
(3) Inexpensive t...
TGRs:
8/80
Conveyance: Kingfisher Air
Location: A ppr oach to New
Delhi
“ May I
clean your
glasses,
sir?”
It

BEGINS
(and

ENDS )
the …

in
PARKING
LOT *
Customers describing their
service experience as “superior”:

8%

Com p anies describing
the service experience they
provi...
<TGW
<TG
and …

>TG R
[T hings Gone

WRONG -Things Gone RIGHT ]
TGR S .
MANAGE ’EM.
MEASURE
’EM. *
C

X O*

*Chief e

X perience Of ficer
DESIGN

!
Design Rules !

APPLE mar ket
cap
> Exxon Mobil*
*August 2011
“Design is

treated like
a religion at
BMW.”* —For tune

* APPLE mar ket cap > Exxon Mobil (August
2011)
DESIGN is
the p rinci p al
dif ference

Hypothesis:

love
hate!*

between
and
C

D O*

*Chief

D esign Of ficer
DESIGN:
BEAUTIFUL
Systems
Fir st Steps: “Beauty Contest”!

1. Select one for m/document:
invoice, airbill, sick leave
policy, customer retur ns clai...
Systems: Must

have. Must
hate. / Must
design. Must …
un -design.
Ar chitect Rem Koolhaas on his drive for

“Often
my job is to
undo things.”
clarity-simplicity:

Sour ce: New Yor ker
“ Only one company
can be the
cheapest. All
other s must use
design.”
—Rodney Fitch, Fitch & Co.

Source: Insights , defin...
Initiate a …
“ Design
Review”
Today
(Of Everything)
DESIGN =
THE LAST
WORD !
H yp othesis : Men

cannot
design for
women’s

needs

!!??
HOT
Language
“ INSANELY

GREAT”

STEVE JOBS

“RADICALLY
THRILLING”
BMW
Zappos 10 Corporate Values

Deliver

“WOW!”

service.
Embrace and drive change.
Create fun and a little weirdness.
Be adve...
!
“… this will
be the
woman’s
century …”
“I speak to you with a feminine voice.
It’s the voice of democracy, of equality.

that
this will be
the woman’s
century.
I...
“ Forget CHINA,
INDIA and the
INTERNET:
Economic Growth
Is Driven by

WOMEN .”
Source: Headline, Economist
Women BUY*
* EVERYTHING
W >

2X (C +
I)*

* “Women now drive the global economy. Globally, they control
about $20 trillion in consumer spending, a...
“ Women are

THE

majority
mar ket”
—Far a War ner/ T he Power of the Pur se
Women as …

55%
Purchasing managers: 42%
Wholesale/retail buyers: 52%
Purchasing agents:

Employee health-benefit
plans:

...
Sales/Aftersales Process
1.  
2.  
3.  
4.  
5.  

 Kick-off  – women
 Research – women
 Purchase  – men
 Ownership – wome...
The Perfect Answer
Jill and Jack buy
slacks in black…
“ Women don’t ‘buy’

T he y
‘j oin’
them .”

br ands.

—Faith Popcor n, EVEolution
THE
TRANSACTION MODEL
Selling to men:

THE
RELATIONAL MODEL
Selling to Women:

Source: Selling to Men, Selling to Women , ...
Pur chasing Patter ns

Harder to convince;
more loyal once convinced.
Women :

Men :

Snap decision; fickle.

Sour ce: Mar...
AGE
3 DAYS ,
BABY GIRLS
2X EYE
CONTACT.
“People powered”:

Source: Martha Barletta, Marketing to Women
Women RULE

!
“ AS
LEADERS,
WOMEN
RULE :

New Studies find

that female manager s outshine their
male counter par ts in almost ever y
me...
Women’s Strengths Match New
Economy Imperatives : Link [rather

than rank] workers; favor interactivecollaborative leaders...
“ Research
suggests that to
succeed, start by
promoting
women.”

—Nicholas Kristof, “Twitter, Women,

and Power,” NYTimes ...
“ McKinsey & Company found
that the international
companies with more women
on their corporate boards

far outperformed

t...
“ Headline 2020:

Hold

Women

80

Per cent of
Management and
Pr ofessional
Jobs”
F:M Bachelor s
de g rees
g r anted:

140:10
0
War ren Buf fett
Invests Like a
Gir l: And W hy You
Should Too
—Louann Lofton
C

NO
C M O/Mar keting
C X O/eXperience
C N O/eNga gement
“ Customer engagement is
moving from relatively
isolated market transactions
to deeply connected and
sustained social
rela...
Social Survival Manifesto*
1.
2.
3.
4.
5.
6.
7.

Hiding is not an option.
Face it, you are outnumbered. (“level playing fi...
Seven Characteristics of the Social
Employee

1. Engaged
2. Expects Integration of the
Personal and Professional
3. Buys I...
Marbles, a Ball and Social Employees ay IBM

“ Picture a ball and a bag of marbles side by
side. The two items might have ...
SB/SE
> SM*

*“Social BUSINESS ”/“Social EMPLOYEE ”/“Social
Media”
“ Success” >>
“Satisfaction”
M
IB M

IB

to
“Lou, Your mission
is to break the
company up and
release hidden
value!”
$55B*
*IBM Global Ser vices/
“Systems inte grator of choice”
“Never mind computers
and tech services.
IBM’s radical new focus
is on revamping
customers’ operations
—and running them.”...
“You are headed
for commodity
hell if you don’t
have services.”
—Lou Ger stner, on IBM’s coming r evolution
(1997)
Huge: “Customer
Satisfaction with
product/Ser vice”
to

“CUSTOMER
SUCCESS ”
“ THE GIANT STALKING BIG
OIL: How

Schlumber g er

Is

Rewriting the Rules of the
Energy Game.”: “IPM [Integrated
Project ...
“We’ll do
just about anything
an oilfield owner
would want, from
drilling to
production.”

IPM’s Chief:
I. LAN Installation Co.
II. Geek Squad.

(3%)

(30%.)

III. Acquired by Best Buy.
IV. FLAGSHIP OF BEST BUY
WHOLESALE
“SOLU...
Univer sal Value Added:

T he

PSF
Solution
(or bust)
“ ‘ Disinter mediation’ is over rated. T hose who fear disinter mediationoutsourcing
should in fact be afraid of ir releva...
“ I believe that ninety
percent of white-collar
jobs in the U.S. will be
either destroyed or
altered beyond
recognition in...
Sar ah:

“ Mom, what
do you do?”

“ I’m ‘overhead’—the
‘bureaucrat’ who runs the
‘cost center’ called
‘Human Resources.”
M...
Depar tment Head/“Cost center”/“Overhead” to
…

Managin g
Par tner ,
HR
Inc .
[IS, R&D, etc.]
Are you/your gang the …

“ Princi p al
En g ine of
Value
Added”
Big Idea:

“Cor por ation” as

MEGA-“PS
F”
Ever y “PSF”
must have a
for mal &
for midable
R&D budget.
PERIOD .
The Professional Service Firm50: Fifty Ways to
Transform Your “Department” into a Professional
Service Firm Whose Trademar...
Big STINKS

!
“ I am often asked by
would-be
entrepreneur s seeking
escape from life within
huge cor porate
str uctures, ‘How do I
build...
“I am often asked by would-be entrepreneurs seeking
escape from life within huge corporate structures, ‘How
do I build a s...
“ Mr. Foster and his McKinsey colleagues
collected detailed perfor mance data
stretching back

40 year s for 1,000

U.S. c...
“When asked to name just one big
merger that had lived up to
expectations, Leon Cooperman, former
cochairman of Goldman Sa...
“NOT A SINGLE COMPANY THAT
QUALIFIED AS HAVING MADE A
SUSTAINED TRANSFORMATION
IGNITED ITS LEAP WITH A BIG
ACQUISITION OR ...
“Data drawn from the real world
attest to a fact that is beyond
our control:

EVERYTHING IN
EXISTENCE TENDS
TO DETERIORATE...
Big STINKS !

Midsize
Super star s /
Enter :

T he Master s of
**

MITTELSTAND *

* “agile creatures darting between the legs
of
the multinational monsters” ( Bloomberg BusinessWeek,
10...
THE RED
CARPET
STORE
(Joel Resnick/Flemington NJ)
Retail Superstars:
Inside the 25 Best
Independent
Stores
in America
—by George Whalin
Jungle Jim’s International Market, Fairfield , Ohio :

‘

“An adventure in sho pp ertainment ,’ as
Jungle Jim’s calls it, ...
“ BE THE BEST.
IT’S THE ONLY
MARKET THAT’S
NOT CROWDED.”
From: Retail Superstars: Inside the 25 Best
Independent Stores in...
Small Giants:
Companies That Choose to
Be Great Instead of Big
Small Giants: Companies that Chose to
Be Great Instead of Big (Bo
Burlingham)
“ THEY CULTIVATED EXCEPTIONALLY INTIMATE
REL...
Motueka, New Zealand

Coppins Sea
Anchors*
* PSA/Para-sea

anchors

Source: Kia Ora /Air New Zealand magazine
“ You do not merel y want
to be the best of the

You want to
be considered
the only ones
who do what you
do .”
best.

—Jer...
Big STINKS !

New
Jer sey’s 14year-old
Proustian
Super star
Enter :
“ We are in no danger
of running out of
new combinations
try. Even
if technology froze today, we have
more possible ways o...
“The prospect of contracting a gofer on an a

For instance, wouldn’t it
be convenient if I could outsource someone
to writ...
Muhammad Yunus:

“All

human beings are
entrepreneurs. When we

were in the caves we were all self-employed .
. . finding ...
“ The ecosystem used to
funnel lots of talented
people into a few clear
winners. Now it’s

funnelin g lots of
talented p e...
“ Human
creativity
is the ultimate
economic
resource.”

—Richard Florida
USA 1996-2007

Highest r ate
entr epreneurial
activity (fir ms
founded):
Ages 55-64
Lowest r ate: Ages 2034
14,000
20,000

30
14,000/ e Bay
20,000/Amazon
30 /Cr aigslist
“We are crazy. We should do
something when people say

If people
say something is
‘good’, it means
someone else is
already...
“ We all agree
your theory is
crazy. The
q uestion, which
divides us, is
whether it is
craz y enou g h .”

—Niels
Where’s
your “Craig’s
List

Every project:

[WOW!]
option” ?
Kevin Rober ts’ Credo

1. Ready. Fire! Aim.

2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5....
Innovation Index : How

many of your Top 5 Strategic
Initiatives/Key Projects scor e
8 or higher [out of 10] on a
“Weir d”...
Excellence

!
“ Excellence can be obtained if you:
... care more than others think is
wise;
... risk more than others think is
safe;
......
EXCELLENCE is
not an
"aspiration.”
EXCELLENCE is …
THE NEXT FIVE
MINUTES .
Excellence is the next five
minutes …

OR NOT.
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....
World Business Forum Milano 2013  Tom Peters
World Business Forum Milano 2013  Tom Peters
World Business Forum Milano 2013  Tom Peters
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  • World Business Forum Milano 2013 Tom Peters

    1. 1. LONG Tom Peters’ Re-Imagine EXCELLENCE World Business Forum Milano/05 November 2013 ( Also see our 23-part Master Presentation at excellencenow.com) !
    2. 2. T he Wor ld Cir ca 2013
    3. 3. “ Train Passenger s Too Distracted By Phones to Notice Gunman” —Headline, Huf fingtonPost, 1009.13
    4. 4. Conr ad Hilton …
    5. 5. CONRAD HILTON , at a gala celebrating his career, was called to the podium and “W hat were the most impor tant lessons you lear ned in your long and distinguished asked,
    6. 6. “ Remember to tuck the shower cur tain inside the bathtub .”
    7. 7. “ EXECUTION IS STRATEGY.” —Fred Malek
    8. 8. “ In real life, strate gy is actually ver y straightforwar d. Pick a general and im p lement like hell .” direction … —Jack Welch
    9. 9. “ EXECUTION IS THE JOB OF THE BUSINESS LEADER .” — Lar r y Bossidy & Ram Char an/ Execution: T he Discipline of Getting T hings Done
    10. 10. “ The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because the y tr y to be clever .” —Napoleon
    11. 11. “ … almost inhuman disinterestednes s in str ate g y” Bunting on U.S. Gr ant Grant ) —Josiah (from Ulysses S.
    12. 12. “ W hen assessing candidates, the fir st thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of g ettin g thin g s done, the obstacles overcome, the role her p eo p le p la y ed —or does she keep wandering back to strate gy or philosophy?” —Lar r y Bossidy, Execution
    13. 13. WOW !! Observed closely: The use of “I” or “We” during a job interview. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo Clinic
    14. 14. ! GRIN
    15. 15. G R I N enetics obotics nfor matics anotechnolog y* *Decision it? #1 : GRIN and BEAR it? GRIN and SAVOR
    16. 16. “ Human level capability has not turned out to be a special stopping point from an engineering perspective. ….”
    17. 17. 1,000,000 500:1
    18. 18. “ The root of our problem is not that we’re in a Great Recession or a Great Stagnation, but rather that we are in the early Great Restructurin g throes of a . Our technologies are racing ahead, but our skills and organizations
    19. 19. China too/Foxconn: 1,000,000 robots in next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
    20. 20. Legal industry/Pattern Recognition/ Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
    21. 21. “Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasoned reporter, and driven vehicles on urban highways with far better control than a human driver.” Automate This: How Algorithms Came to Rule the World —Christopher Steiner,
    22. 22. “ Meet Your Next Surgeon: Dr. Robot” Source: Feature/ Fortune /15 JAN 2013/on Intuitive Surgical’s da Vinci /multiple bypass heart- surgery robot
    23. 23. Robot War s! “T he combination of new mar ket r ules and new technology was tur ning the stock mar ket into, in ef fect, a war of robots .” —Michael Lewis, “Golman’s Geek Tr a gedy,” Vanity Fair , 09.13
    24. 24. Post-Great Recession: Equipment expenditures +26% Payrolls flat Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
    25. 25. Cir ca 3013: And YOUTH Shall Lead Us … 60 IS THE NEW 40! 70 IS THE NEW 50! And/Or … 35 IS THE NEW 65 ? * * Pace of obsolescence STAGGERING / ACCELERATING
    26. 26. “ Human creativity is the ultimate economic resource.” —Richard Florida
    27. 27. Social Business & Customer Engagement
    28. 28. “ Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic chan g e in how we do business will make an im p act on j ust about ever y thin g we do .” Social Business By Design: Transformative Social Media
    29. 29. Marbles, a Ball and Social Employees ay IBM “ Picture a ball and a bag of marbles side by side. The two items might have the same volume —that is, if you dropped them into a bucket, they would sisplace the same amount of water. The difference, however, lies in the surface area, Because a ba g of marbles is com p rised of several individual p ieces, the combined surface area of all the marbles far outstri p s the surface area of a sin g le ball . The expanded surface area represents a social brand’s increased diversity. These surfaces connect and interact with each other in unique ways, offering customers and employees alike a variety of paths toward a myriad of solutions. If none of the paths prove to be suitable, social employees can carve out new paths on their own.” —Ethan McCarty, Director of Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, Social Employee The
    30. 30. IBM Social Business Markers/2005-2012 *433,000 employees on IBM Connection *26,000 individual blogs *91,000 communities *62, ooo wikis *50,000,000 IMs/day *200,000 employees on Facebook *295, 000 employees/800,000 followers of the brand *35,000 on Twitter
    31. 31. SB/SE > SM* *“Social BUSINESS ”/“Social EMPLOYEE ”/“Social Media”
    32. 32. “ Gamification ”: Ultimate ENGAGEMENT Tool
    33. 33. Gamification “Gamification presents the best tools humanit y has ever had to create and sustain engagement in people.” Sour ce: Gabe Zicher mann & Joselin Linder, Gamification: How
    34. 34. It Ain’t About the Ws and Ls! “ Fun from games arises out of master y . It arises out of com p rehension . It is the act of solvin g p uzzles that makes games fun. In other words, with learnin g games, is the drug.” —Raph Koster, A Theory of Fun For Game
    35. 35. BIG DATA
    36. 36. “ Predictions based on correlations lie at the heart of big data.” Source: Big Data: A Revolution That Will Transform How We Live, Work, and Think, by Viktor Mayer-Schonberger and
    37. 37. “ Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance from a tube. You’re furiously maneuvering with a joystick … Your boss stops by and gives you a look. ‘We need to talk about your The organization you work for has deduced that you are considering quitting. It predicts your plans and intentions, p ossibl y before y ou have even conceived them .” Predictive Analytics: loyalty to this company.’ —Eric Siegel, The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case,
    38. 38. The Crowd Sourced Performance Review “ By harnessing the ‘wisdom of crowds,’ many subjective observations taken together provide a more objective and accurate picture of an employee’s performance than a single subjective judgement. It averages out prejudice or baggage on the part of both manager and employee.” — The Crowd Sourced Performance Eric Mosley, Review
    39. 39. Our Judgement Is Usuall y … Sub-par “There is now [1996] a meta-analysis of studies of the comparative ef ficacy of clinical judgment and actuarial prediction methods. … Of 136 research studies from a wide variet y of p redictive domains, not more than 5 p ercent show the clinician’s p redictive p rocedure to be more accurate than a statistical one .” Sour ce: Paul Meehl, Clinical ver sus Statistical Pr ediction ; from Daniel Kahneman, T hinking, Fast and Slow (1/25)
    40. 40. Excellence !
    41. 41. Excellence1982: The Bedrock “Ei g ht Basics 1. A Bias for Action 2. Close to the Customer 3. Autonom y and Entre p reneurshi p 4. Productivity Through Peo p le 5. Hands On , Value-Driven 6. Stick to the Knitting 7. Sim p le Form, Lean Staff 8. Simultaneous Loose-Tight Properties
    42. 42. “ Breakthrough” 82* People! Customers ! Action! Values !
    43. 43. Hard is Soft. Soft is Hard.
    44. 44. “Why in the World did you go to Siberia ?”
    45. 45. An emotional , vital , innovative , jo y ful , creative , entre p reneurial endeavor that elicits maximum Enterprise * (*at its best): concerted human potential in the wholehearted pursuit of EXCELLENCE in service of others.** others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners
    46. 46. “ In a world where customers wake up every morning asking, ‘What’s new, what’s different, what’s amazing?’ success de p ends on a com p an y ’s abilit y to unleash initiative, ima g ination and p assion of em p lo y ees at all levels —and this can only happen if all those folks are connected heart and soul to their work [their ‘calling’], their company and their mission.” —John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business
    47. 47. “ If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Yet I came to see in my time at IBM that culture isn’t just one aspect of — IT IS THE G AME .” the game — Lou Gerstner, Who Says Elephants Can’t Dance
    48. 48. “What matters most to a company over time? Strategy or culture? WSJ/0910.13: Dominic Barton, MD, McKinsey & Co.: “Culture.
    49. 49. “ Mr. Watson, how long does it take to achieve Excellence?”
    50. 50. “1 minute”
    51. 51. Leading …
    52. 52. MBWA
    53. 53. 25
    54. 54. 3K / 5 M
    55. 55. 50
    56. 56. “Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters. Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as 50 percent—unscheduled . … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things Yet we waste so much time in un p roductive activit y— it takes an enormous effort on the p art of the leader to kee p free time for the trul y im p ortant thin g s .” I have to do.’ —Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught— Howard),
    57. 57. You = Your calendar * *T he calendar NEVER
    58. 58. Don’t > Do* * “Don’t-ing” must be systematic > WILLPOWER
    59. 59. “ If there is any one ‘secret’ to effectiveness, it is concentration. Effective executives do first things first … and the y do one thin g at a time .” —Peter Drucker
    60. 60. “ It’s alwa y s showtime.” —
    61. 61. “ You must be the change you wish to see in the wor ld.” Gandhi
    62. 62. “ I am a dispenser of enthusiasm. ” —Ben Zander
    63. 63. “ A leader is a dealer in hope.” —Napoleon
    64. 64. “ T he leader must have infectious optimism. … T he final test of a leader is the feeling you have when you leave his presence after a conference. Have y ou a feelin g of u pl ift and confidence ?” —Field Mar shall Ber nar d Montgomer y
    65. 65.
    66. 66. #1 Failing
    67. 67. “ If I had to pick one failing of CEOs, it’s that they don’t read enough.” —Co-founder of one of the largest investment services firms in the USA/world
    68. 68. T he “Have you …” 50
    69. 69. “ Mapping your competitive position” or …
    70. 70. 1. Have you in the last 10 days … VISITED a customer? 2. Have you called a ? customer … TODAY
    71. 71. FORTY-FOUR “SECRETS” AND “CLEVER STRATEGIES” FOR DEALING WITH THE RECESSION OF 2008XXXX
    72. 72. Dealing with the Recession of 2008-XXXX You come earlier. You leave later. You work harder. You may well work for less; and, if so, you adapt to the untoward circumstances with a smile—even if it kills you inside. You volunteer to do more. You dig deep and always bring a good attitude to work. You fake it if your good attitude flags. You literally practice your "game face" in the mirror in the morning, and in the loo mid-morning. You give new meaning to the idea and
    73. 73. 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You give new meaning to the word "thoughtful.“ You don’t put limits on the flowers budget— “ bright and colorful” works marvels. You redouble, re-triple your efforts to "walk in your customer's shoes." (Especially if the shoes smell.) You mind your manners—and accept others’ lack of manners in the face of their strains. You are kind to all mankind. You keep your shoes shined. You leave the blame game at the office door.
    74. 74. MBWA 4
    75. 75. “The 4 most important words in any organization are …
    76. 76. THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION “WHAT DO YOU THINK?” ARE … Source: courtesy Dave Wheeler, posted at tompeters.com
    77. 77. “ Yes, but …” “ Yes, and …”
    78. 78. ! Acknowledgement
    79. 79. “ T he deepest principle in human nature is the craving * to be appreciated.” —W illiam James * “Cr aving,” not “wish” or “desir e” or “longing”/Dale Car ne gie, How to W in Friends and Influence People (“T he BIG Secr et of Dealing
    80. 80. “ T he deepest human need is the need to be appreciated.” W illiam James
    81. 81. “Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn
    82. 82. “Acknowledge” … perhaps the most powerful word (and idea) in the English language—and manager’s tool kit!
    83. 83. ! Meeting Power
    84. 84. Meetings = #1 leadership opportunity
    85. 85. Every meeting that does not stir the imagination and curiosity of attendees and increase bonding and cooperation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity. Meeting:
    86. 86. 1 Mouth, 2 Ear s
    87. 87. “ The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think
    88. 88. 18
    89. 89. 18 … seconds !
    90. 90. [An obsession with] Listening is ... the ultimate mark of Respect Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis for Community. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures that grow. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organization effectiveness.) [cont.] .
    91. 91. *8 of 10 sales presentations fail *50% failed sales talking “at” befor e listening! presentations … —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conver sations: Achieving Success at Wor k and in Life, One Conver sation at a Time
    92. 92. *Listening is of the utmost … STRATEGIC impor tance! *Listening is a proper … CORE VALUE ! *Listening is … TRAINABLE ! *Listening is a … PROFESSION !
    93. 93. K = R = P
    94. 94. “ Cour tesies of a small and trivial char acter are the ones which strike deepest in the gr ateful and appreciating hear t.” —Henr y Clay
    95. 95. 139,380 for mer patients from 225 hospitals: Pr ess Ganey Assoc : NONE of THE top 15 factors deter mining S atisfaction P atient refer red to patient’s health outcome . Instead: directl y related to Staf f Interaction; directl y cor related with Emplo y ee Satisfaction Source: Putting Patients Fir st , Susan Fr ampton, Laura Gilpin, Patrick
    96. 96. “ T her e is a misconception that suppor tive inter actions requir e mor e staf f or more time and ar e ther efore mor e costl y. Although labor costs are a substantial par t of any hospital budget, the inter actions themselves add nothing to the budget. KINDNESS IS FREE . Listening to patients or answering their questions costs nothing. It can be ar gued that ne gative inter actions— alienating patients, being non-responsive to their needs or limiting their sense of control—can be ver y costl y. … Ang r y, fr ustr ated or frightened patients may be combative, withdr awn and less cooper ative—r equiring far mor e time than it would have taken to inter act with them initiall y in a positive way.” —Putting Patients First , Susan Frampton, Laura Gilpin, Patrick Char mel (Grif fin Hospital/Derby CT; Plantree Alliance)
    97. 97. Kindness = Repeat Business = Profit.
    98. 98. Responsivenes s/ Apology/ “ I’m sorry!”
    99. 99. “ I regard a p olo g izin g as the most magical, healing, restorative gesture human beings can make. It is the center p iece of my work with executives who want to get better.” — Marshall Goldsmith , What Got You Here Won’t Get You There: How Successful People Become Even More Successful.
    100. 100. THERE ONCE WAS A TIME WHEN A Relationships (of all varieties) : THREE - MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE. * *divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
    101. 101. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* PROBLEM *PERCEPTION IS ALL THERE IS!
    102. 102. Comeback [big, quick response] >> Perfection
    103. 103. Acquire vs. maintain: 5X * *Hence: Service >> Sales (!!)
    104. 104. XFX = #1
    105. 105. XFX = #1 * *Cross-Functional eXcellence
    106. 106. NEVER WASTE A LUNCH!
    107. 107. XFX/Typical Social Accelerators 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.) PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.) 5. 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annual All-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.
    108. 108. THE WHOLE POINT HERE IS THAT “XFX” IS ALMOST CERTAINLY THE #1 OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR MOMENT-TOMOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN … VISIBLE. CONSTANT. OBSESSION.
    109. 109. Teva Canada: Su pp l y chain excellence achieved. SharePoint/ troubleshooting/StrategyNets/ hooked to other functions; Moxie social tools, document editing, etc. Social Business By Design: Transformative Social Media Strategies For the Connected Company —Dion Hinchcliffe & Peter Kim
    110. 110. Business Has to Give People Enriching, Rewarding Lives 1/4,096:
    111. 111. 1/4,096: excellencenow.com “ Business has to give people or it's sim p l y not worth doin g.” enriching, rewarding lives … — Richard Branson
    112. 112. Brand = Talent.
    113. 113. B(I) > B(O) Explanation: B(O) = Brand Outside; B(I) = INSIDE Brand
    114. 114. “You have to treat your employees like customers.” —Herb Kelleher, upon being asked his “secret to success” Source: Joe Nocera, NYT , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas,
    115. 115. A 15-Point Human Capital Development Manifesto 1. Corporate social responsibility” starts at home —i.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and profitability—and maximizes national productivity and wealth. 2. Regardless of the transient external situation, development of “human capital” is always the #1 priority. This is true in general, in particular in difficult times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. ( Generic “brainwork,” traditional and dominant “whitecollar activities, is increasin g l y b ein g p erformed b y exponentiall y enhanced artificial intelli g ence .) Source: A 15-Point Human Capital Asset Development Manifesto/
    116. 116. "When I hire someone, that's when I go for to work them .” —John DiJulius, "What's the Secret to Providing a World-class Customer Experience"
    117. 117. … NO LESS THAN CATHEDRALS IN WHICH THE FULL AND AWESOME POWER OF THE IMAGINATION AND SPIRIT AND NATIVE ENTREPRENEURIAL FLAIR OF DIVERSE INDIVIDUALS IS UNLEASHED IN PASSIONATE PURSUIT OF … EXCELLENCE .
    118. 118. Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” “ We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. “ We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. “ We” [leaders] only energetically march toward Excellence when
    119. 119. “ The role of the Director is to create a space where the actors and actresses can become more than the y ’ve ever been before, more than the y’ ve dreamed of bein g.” — Robert Altman, Oscar acceptance speech
    120. 120. “ I star t with the premise that the function of leader ship p roduce more leader s , is to not more follower s.” Ralph Nader —
    121. 121. 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
    122. 122. “ LEADERS ‘ DO ’ PEOPLE.”
    123. 123. “ LEADERS ‘ DO ’ PEOPLE. PERIOD.” —Anon.
    124. 124. "Leadership is a gift. It's given by those who follow. You have to be worthy of it.” — General Mark Welsh, Commander, U.S. Air Forces Europe
    125. 125. You CHOSE to be a boss/leader. Hence you CHOSE to devote the rest of your professional career to REMEMBER: DEVELOPING PEOPLE .
    126. 126. From sweaters to people!* Les Wexner : *Limited Brands founder Les Wexner queried on astounding longterm success—said, in effect, it happened because he got as excited about developing people as he had been
    127. 127. T he Memories T hat Matter
    128. 128. to stellar accomplishments inside or outside the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. The long shots (people with “a certain something”) you bet on who surprised themselves— and your peers. The people of all stripes who 2/5/10/20 years later say “You made a difference in my life,” “ Your belief in me changed everything.” The sort of/character of people you hired in general. ( And the bad apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way
    129. 129. 2/year = Le gacy.
    130. 130. 2/year = le gacy.
    131. 131. Promotion Decisions “life and death decisions” Source: Peter Drucker, The Practice of Management
    132. 132. “ A man should never be promoted to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths .” —Peter Dr ucker, T he Pr actice of Management
    133. 133. Evaluation.
    134. 134. EVALUATING #1 PEOPLE = DIFFERENTIATO R Sour ce: Jack Welch, now Jef f Immelt on GE’s top strate gic skill ( !!!!)
    135. 135. 53 = 53
    136. 136. People ar e NOT “Standar dized.” T heir evaluations should NOT be standar dized. EVER .
    137. 137. Sel fEvaluation.
    138. 138. “ To develop other s, star t with y our self .” —Mar shall Goldsmith
    139. 139. “ Being aware of your self and how y ou af fect ever y one around y ou is what distin g uishes a superior leader.” —Edie Seashor e ( Str ategy + Business #45)
    140. 140. “ The biggest problem I shall ever face: the management of Dale Carnegie.” — Dale Carnegie, diary of
    141. 141. Hiring.
    142. 142. “ development can help g reat but if I had a dollar to spend, people be even better— I’d spend 70 cents getting the right per son in the door.” — Paul Russell, Dir ector, Leader ship and Development, Google
    143. 143. the most important aspect of business and yet remains woefully misunderstood.” “In short, hiring is Source: Wall Street Journal , 10.29.08, review of Who: The A Method for Hiring, Geoff Smart and Randy Street
    144. 144. Quiet
    145. 145. “ We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type of individual … Introversion is now a second-class personality trait. … The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent and likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly. … As the science journalist Winifred Gallagher writes, ‘The glory of the disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted occupations, like finance, politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because of their introversion.” — Susan Cain, Quiet: The Power of Introverts in a World That Can’t Stop Talking
    146. 146. “ If you are a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or teambuilding retreats. Make the most of introverts’ strengths— these are the p eo p le who can hel p you think dee p ly, strate g ize, solve com p lex p roblems, and s p ot canaries in y our coal mine . “ Also remember the dangers of the new groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas … Don’t mistake assertiveness or elegance for good ideas. If you have a proactive workforce (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.” — Susan Cain,
    147. 147. “ The next time you see a person with a composed face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the power of quiet.” — Susan Cain, Quiet: The Power of Introverts in a World That Can’t Stop Talking
    148. 148. The Army Knows !
    149. 149. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a If he lost his ser g eants it would be a catastro p he . tragedy. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?
    150. 150. “ People leave mana g ers not companies.”
    151. 151. E.g.: Do you have the ... ABSOLUTE BEST TRAINING & DEVELOPMENT PROGRAMS IN THE INDUSTRY ... (or some subset thereof) for first-line supervisors?
    152. 152. “ C-level”? !
    153. 153. In the Army, 3 - star g enerals worry about training. In most businesses, it's a “ho hum” mid-level staff function.
    154. 154. I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”
    155. 155. 3. Three-star generals and admirals (and symphony conductors and sports coaches and police chiefs and fire chiefs) OBSESS about training. Why is it likely (Dead certain?) that in a random 30-minute interview you are unlikely to hear a CEO touch upon this topic? ( I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”) 4. Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the enterprise, at least on a par with, say, the CFO or CIO or head of R&D. (Again, external circumstances— see immediately above—are forcing our hand.)
    156. 156. (1) Training merits “ C-level” status! (2) Top trainers should be paid a king’s ransom —and be of the same caliber as top marketers or researchers.
    157. 157. Container Store 270 /16 10/>100
    158. 158. “ Training” On Steroids
    159. 159. 11. The national education infrastructure —from kindergarten to continuing adult education—may well be National Priority #1. Moreover, the educational infrastructure must be altered radically to underpin support for the creative jobs that will be more or less the sole basis of future employment and national growth and wealth creation. Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12
    160. 160. “ Ever y child is bor n an ar tist. T he trick is to remain an ar tist .” —Picasso
    161. 161. “ Human creativity is the ultimate economic resource.” —Richard Florida
    162. 162. A BRAND YOU Wor ld
    163. 163. Distinct or extinct!
    164. 164. 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.” —Muhammad Yunus/ The News Hour/PBS/1122.2006
    165. 165. USA 1996-2007 Highest rate entr epreneurial activity (fir ms founded): Ages 55-64 Lowest r ate: Ages 2034
    166. 166. Reductionist (!!) Leadership Training
    167. 167. Are you a “professional” when it comes to Strate g ic Listenin g?
    168. 168. Are you a “pr ofessional” w hen it comes to Usin g meetin g s as a p rimar y leader shi p tool ?
    169. 169. Are you a “professional” when it comes to Of ferin g hel p?
    170. 170. Reductionist Leadership Training “ Aggressive ‘professional’ listener.” Expert at questioning. (Questioning “professional.”) Meetings as leadership opportunity #1. Creating a “civil society.” Expert at “helping.” (Helping “professional.”) Expert at holding productive conversations. Fanatic about clear communications. Fanatic about training. Master of appreciation/acknowledgement. Effective at apology. Creating a culture of automatic helpfulness by all to all. Presentation excellence. Conscious master of body language. Master of hiring. (Hiring “professional”) Master of evaluating people. Time manager par excellence. Avid practitioner of MBWA/Managing By Wandering Around. Avid student of the process of influencing others per se. Student of decision-making and devastating impact of irrational aspects thereof. Brilliantly schooled student of negotiation. Creating a no-nonsense execution culture. Meticulous about employee development/100% of staff. Student of the power of “d”iversity (all flavors of difference). Aggressive in pursuing gender balance. Making team-building excellence everyone’s daily priority. Understanding value of matchless 1st-line management. Instilling “business sense” in one and all.
    171. 171. 1 /47 (No kidding)
    172. 172. Lesson47: WTTMS W
    173. 173. WHOEVER TRIES THE MOST STUFF WINS
    174. 174. READY. FIRE! AIM. H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
    175. 175. “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 #5. # 10 . It g ets back to version By the time our rivals are ready with wires and screws, we are on version p lannin g versus actin g: We act from day one ; others p lan how to p lan — for months .”
    176. 176. Culture of Prototyping “Effective prototyping may be THE MOST VALUABLE CORE COMPETENCE an innovative organization can hope to have.” —Michael Schr a ge
    177. 177. “ T he dif ference between Bach and his for gotten peers isn’t necessaril y that he had a better r atio of peer s hits to misses. T he dif ference is that the mediocre might have a dozen ideas, w hile Bach, in his lifetime, created more than a thousand full-fledged musical compositions. A genius is a genius, psychologist Paul Simonton maintains, because he can put together such a staggering number of insights, ideas, theories, r andom obser vations, and unexpected connections that he almost inevitably ends up with something great. ‘ Quality,’ ‘is a probabilistic function of quantity.’” Simonton writes, —Malcolm Gladwell, “Creation Myth,” New Yor ker , 0516.11
    178. 178. “ FAIL. FORWARD. FAST.” High Tech CEO, Pennsylvania
    179. 179. “ REWARD excellent failures. PUNISH mediocre successes.” —Phil Daniels, Sydney exec
    180. 180. Pur suing In ef ficiency
    181. 181. “ T he secret of fast progress is inef ficiency , fast and furious and numerous failures.” —Kevin Kell y
    182. 182. “T he Silicon Valley of today is built less atop the spires of ear lier triumphs than upon the r ubble of ear lier debacles.” —Paul Saf fo
    183. 183. “ If things seem under control, you’re just not going fast enough.” —Mario Andr etti
    184. 184. “The essence of capitalism is encouraging failure, not rewarding success.” —Nassim Nicholas Taleb/Reason TV/0124.13
    185. 185. W heels Rarely Need To Be Re-invented
    186. 186. “ W her e p lanner s * r aise high expectations but take no r esponsibility for meeting them, sear cher s pr efer to wor k case-by-case, using trial and er r or to tailor solutions to individual pr oblems, fully awar e that most remedies must be home g rown.” — WSJ , 0822.06 (on malaria eradication, and hedge fund manager Lance Laifer) [*“Planner s [WHO, Wor ld Bank, etc] see pover ty as a technical engineering pr oblem that their answer s will solve.” —W illiam Easter l y ] “All sor ts of appr oaches need to be tried and we need feedback.” —Roger Bate
    187. 187. “ Somewhere in your organization, groups of people are alread y doin g thin g s differentl y and better. To create lasting change, find these areas of positive deviance and fan the flames .” —Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
    188. 188. “ Some people look for things that went wrong and try to fix them. I look for thin g s that went ri g ht , and try to build off them.” —Bob Stone (Mr ReGo)
    189. 189. 1/4,096 100%
    190. 190. 1/5,000 “YOU MISS 100 % OF THE SHOTS YOU NEVER TAKE.” —Wayne Gr etzk y
    191. 191. “ WE HAVE A ‘STRATEGIC PLAN.’ IT’S CALLED DOING THINGS .” — Herb Kelleher
    192. 192. Fragile: Breaks easily. Resilient: Bounces back. Get jazzed by and progress/innovate as a result of being knocked about. Antifragile: — With credit to Nassim Nicholas Taleb ( Antifragile: Things That Gain From Disorder )
    193. 193. We Ar e W hat We Eat
    194. 194. “ You will become like the five people you associate with the most—this can be either a blessing or a curse.” —Billy Cox
    195. 195. T he “We are what we eat”/ “We are who we hang out with” Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about: “Innovate, ‘ Yes ’ or ‘No’ ”
    196. 196. Measure/Manage: Portfolio “Strangeness”/ “Quality” 1. Customers 2. Vendors 3. Out-sourcing Partners 4. Acquisitions 5. Purposeful “Theft” 6. Diversity/“d”iversity 7. Diversity/Crowd-sourcing 8. Diversity/Weird 9. Diversity/Curiosity 10. Benchmarks 11. Calendar 12. MBWA 13. Lunch/General 14. Lunch/Other functions 15. Location/Internal 16. Location/HQ 17. Top team 18. Board
    197. 197. WE ARE THE COMPANY WE KEEP! MANAGE IT!
    198. 198. “ DON’T BENCHMARK, FUTURE MARK!” Impetus: “T he future is already here; it’s just not evenly distributed” —W illiam Gibson
    199. 199. “ DON’T BENCHMARK, ‘OTHER’ MARK ! ”
    200. 200. REVERSE Ageism Merited?
    201. 201. 60 IS THE NEW 40! 70 IS THE NEW 50! 35 IS THE NEW 65 ?
    202. 202. “ Why Minecraft Is More Than Just Another Video Game” “ We had discussions about Boolean logic which is a pretty advanced concept to be talking to a 9-year-old about.” [AND/OR/NOT, etc.], — Andrew News Magazine) Weekes (from BBC
    203. 203. We Are W hat We Eat: T he “Fred Smith Question”
    204. 204. “ Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?” —Fred Smith
    205. 205. Hire For It
    206. 206. “What is your most marked characteristic?” Vanity Fair: Mike Bloomberg: “ Curiosity.”
    207. 207. Ouch !
    208. 208. “ T he Bottleneck …
    209. 209. “ T he Bottleneck is at the … “W here are you likely to find people with the least diver sit y of ex p erience , the lar g est investment in the p ast , and the g reatest reverence for industr y do g ma … Top of the Bottle”
    210. 210. Innovate or Die: Measure It!
    211. 211. Innovation Index : How many of your Top 5 Str ate gic Initiatives/Key Pr ojects scor e 8 or higher [out of 10] on a “Weir d” / “Profound” / “Wow” / “Gamechanger” Scale? (At
    212. 212. Ir on Innovation Equality Law: The quality and quantity and imaginativeness of innovation shall be the same in all functions —e.g., in HR and purchasing as much as in marketing or product development.*
    213. 213. TGRs: LBTs
    214. 214. BI
    215. 215. 1.5 X
    216. 216. 2X: “When Friedman slightly curved the right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrians’ behavior’—the percentage onethird to nearly two-thirds.” who entered increased from — Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas
    217. 217. Glaring Eyes: -62% Source: PLOS ONE (via The Atlantic CITIES /0429.13)
    218. 218.
    219. 219. <TGW <TG and … >TG R [T hings Gone WRONG -Things Gone RIGHT ]
    220. 220. (1) Amenable to rapid experimentation/ failure “free” (PR, $$) (2) Quick to implement/ Quick to Roll out (3) Inexpensive to implement/Roll out (4) Huge multiplier
    221. 221. TGRs: 8/80
    222. 222. Conveyance: Kingfisher Air Location: A ppr oach to New Delhi
    223. 223. “ May I clean your glasses, sir?”
    224. 224. It BEGINS (and ENDS ) the … in
    225. 225. PARKING LOT *
    226. 226. Customers describing their service experience as “superior”: 8% Com p anies describing the service experience they provide as “ superior”: 80 %
    227. 227. <TGW <TG and … >TG R [T hings Gone WRONG -Things Gone RIGHT ]
    228. 228. TGR S . MANAGE ’EM. MEASURE ’EM. *
    229. 229. C X O* *Chief e X perience Of ficer
    230. 230. DESIGN !
    231. 231. Design Rules ! APPLE mar ket cap > Exxon Mobil* *August 2011
    232. 232. “Design is treated like a religion at BMW.”* —For tune * APPLE mar ket cap > Exxon Mobil (August 2011)
    233. 233. DESIGN is the p rinci p al dif ference Hypothesis: love hate!* between and
    234. 234. C D O* *Chief D esign Of ficer
    235. 235. DESIGN: BEAUTIFUL Systems
    236. 236. Fir st Steps: “Beauty Contest”! 1. Select one for m/document: invoice, airbill, sick leave policy, customer retur ns claim for m. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/Sucks; 10 = Wor k of Ar t] on four dimensions: Beaut y. Grace . Clarit y. Simplicit y. 3. Re-invent! 4. Repeat, with a new selection,
    237. 237. Systems: Must have. Must hate. / Must design. Must … un -design.
    238. 238. Ar chitect Rem Koolhaas on his drive for “Often my job is to undo things.” clarity-simplicity: Sour ce: New Yor ker
    239. 239. “ Only one company can be the cheapest. All other s must use design.” —Rodney Fitch, Fitch & Co. Source: Insights , definitions of design, the Design Council [UK]
    240. 240. Initiate a … “ Design Review” Today (Of Everything)
    241. 241. DESIGN = THE LAST WORD !
    242. 242. H yp othesis : Men cannot design for women’s needs !!??
    243. 243. HOT Language
    244. 244. “ INSANELY GREAT” STEVE JOBS “RADICALLY THRILLING” BMW
    245. 245. Zappos 10 Corporate Values Deliver “WOW!” service. Embrace and drive change. Create fun and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. Source: Delivering Happiness , Tony Hsieh, CEO, Zappos.com through
    246. 246. !
    247. 247. “… this will be the woman’s century …”
    248. 248. “I speak to you with a feminine voice. It’s the voice of democracy, of equality. that this will be the woman’s century. I am certain, ladies and gentlemen, In the Portuguese language, words such as life, soul, and hope are of the feminine gender, as are other words like courage and sincerity.” — President Dilma Rousseff of Brazil , 1st woman to keynote the United Nations General Assembly (2011)
    249. 249. “ Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN .” Source: Headline, Economist
    250. 250. Women BUY* * EVERYTHING
    251. 251. W > 2X (C + I)* * “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that
    252. 252. “ Women are THE majority mar ket” —Far a War ner/ T he Power of the Pur se
    253. 253. Women as … 55% Purchasing managers: 42% Wholesale/retail buyers: 52% Purchasing agents: Employee health-benefit plans: 60% Source: Martha Barletta/TrendSight Group/0517.11
    254. 254. Sales/Aftersales Process 1.   2.   3.   4.   5.    Kick-off  – women  Research – women  Purchase  – men  Ownership – women  Word-of-mouth – wome Source: Marti Barletta
    255. 255. The Perfect Answer Jill and Jack buy slacks in black…
    256. 256. “ Women don’t ‘buy’ T he y ‘j oin’ them .” br ands. —Faith Popcor n, EVEolution
    257. 257. THE TRANSACTION MODEL Selling to men: THE RELATIONAL MODEL Selling to Women: Source: Selling to Men, Selling to Women , Jeffery Tobias Halter
    258. 258. Pur chasing Patter ns Harder to convince; more loyal once convinced. Women : Men : Snap decision; fickle. Sour ce: Mar tha Bar letta, Mar keting to Women
    259. 259. AGE 3 DAYS , BABY GIRLS 2X EYE CONTACT. “People powered”: Source: Martha Barletta, Marketing to Women
    260. 260. Women RULE !
    261. 261. “ AS LEADERS, WOMEN RULE : New Studies find that female manager s outshine their male counter par ts in almost ever y measure” TITLE/ Special Repor t/ BusinessWeek
    262. 262. Women’s Strengths Match New Economy Imperatives : Link [rather than rank] workers; favor interactivecollaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multidimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Sour ce: Judy B . Rosener, America’s Competitive Secr et: Women Mana ger s
    263. 263. “ Research suggests that to succeed, start by promoting women.” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimes , 1024.13
    264. 264. “ McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was 56 percent higher.” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimes , 1024.13
    265. 265. “ Headline 2020: Hold Women 80 Per cent of Management and Pr ofessional Jobs”
    266. 266. F:M Bachelor s de g rees g r anted: 140:10 0
    267. 267. War ren Buf fett Invests Like a Gir l: And W hy You Should Too —Louann Lofton
    268. 268. C NO
    269. 269. C M O/Mar keting C X O/eXperience C N O/eNga gement
    270. 270. “ Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do.” Social Business By Design: Transformative Social Media
    271. 271. Social Survival Manifesto* 1. 2. 3. 4. 5. 6. 7. Hiding is not an option. Face it, you are outnumbered. (“level playing field, arrogance denied”) You no longer control the message. Try acting like … a human being. Learn to listen, or else. (“REALLY listening to others a must”) Admit that you don’t have all the answers. Speak plainly and seek to inform. 8. Quit being a monolith. 9. Try being less evil. (“Your employees, speaking online as individuals, are a crucial resource … can be managed through frameworks that ENCOURAGE participation”) (“Internet culture largely built on the principal of the Gift Economy … give value away to your online communities”) 10. Pay it forward, now.
    272. 272. Seven Characteristics of the Social Employee 1. Engaged 2. Expects Integration of the Personal and Professional 3. Buys Into the Brand’s Story 4. Born Collaborator 5. Listens 6. Customer-Centric 7. Empowered Change Agent Source: Cheryl Burgess & Mark Burgess, The Social Employee
    273. 273. Marbles, a Ball and Social Employees ay IBM “ Picture a ball and a bag of marbles side by side. The two items might have the same volume —that is, if you dropped them into a bucket, they would sisplace the same amount of water. The difference, however, lies in the surface area, Because a ba g of marbles is com p rised of several individual p ieces, the combined surface area of all the marbles far outstri p s the surface area of a sin g le ball . The expanded surface area represents a social brand’s increased diversity. These surfaces connect and interact with each other in unique ways, offering customers and employees alike a variety of paths toward a myriad of solutions. If none of the paths prove to be suitable, social employees can carve out new paths on their own.” —Ethan McCarty, Director of Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, Social Employee The
    274. 274. SB/SE > SM* *“Social BUSINESS ”/“Social EMPLOYEE ”/“Social Media”
    275. 275. “ Success” >> “Satisfaction”
    276. 276. M IB M IB to
    277. 277. “Lou, Your mission is to break the company up and release hidden value!”
    278. 278. $55B* *IBM Global Ser vices/ “Systems inte grator of choice”
    279. 279. “Never mind computers and tech services. IBM’s radical new focus is on revamping customers’ operations —and running them.” —Headline/ BW
    280. 280. “You are headed for commodity hell if you don’t have services.” —Lou Ger stner, on IBM’s coming r evolution (1997)
    281. 281. Huge: “Customer Satisfaction with product/Ser vice” to “CUSTOMER SUCCESS ”
    282. 282. “ THE GIANT STALKING BIG OIL: How Schlumber g er Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek cover story, January 2008
    283. 283. “We’ll do just about anything an oilfield owner would want, from drilling to production.” IPM’s Chief:
    284. 284. I. LAN Installation Co. II. Geek Squad. (3%) (30%.) III. Acquired by Best Buy. IV. FLAGSHIP OF BEST BUY WHOLESALE “SOLUTIONS” STRATEGY MAKEOVER.
    285. 285. Univer sal Value Added: T he PSF Solution (or bust)
    286. 286. “ ‘ Disinter mediation’ is over rated. T hose who fear disinter mediationoutsourcing should in fact be afraid of ir relevance; ‘outsourcing’ is just another you’ve become ir relevant to your customer s.” way of saying that … —John Battelle/ Point/Adver tising Age “A bureaucrat is an expensive microchip.” —Dan Sullivan, consultant and executive coach
    287. 287. “ I believe that ninety percent of white-collar jobs in the U.S. will be either destroyed or altered beyond recognition in the next 10 to 15 years.” (22 May 2000/cover/ Time magazine)
    288. 288. Sar ah: “ Mom, what do you do?” “ I’m ‘overhead’—the ‘bureaucrat’ who runs the ‘cost center’ called ‘Human Resources.” Mom :
    289. 289. Depar tment Head/“Cost center”/“Overhead” to … Managin g Par tner , HR Inc . [IS, R&D, etc.]
    290. 290. Are you/your gang the … “ Princi p al En g ine of Value Added”
    291. 291. Big Idea: “Cor por ation” as MEGA-“PS F”
    292. 292. Ever y “PSF” must have a for mal & for midable R&D budget. PERIOD .
    293. 293. The Professional Service Firm50: Fifty Ways to Transform Your “Department” into a Professional Service Firm Whose Trademarks Are Passion and Innovation!
    294. 294. Big STINKS !
    295. 295. “ I am often asked by would-be entrepreneur s seeking escape from life within huge cor porate str uctures, ‘How do I build a small fir m for myself ?’ T he answer seems obvious …
    296. 296. “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 Bu y a ver y lar g e one and j ust wait .” obvious : —Paul Or mer od, W hy Most T hings Fail: Evolution, Extinction and Economics
    297. 297. “ Mr. Foster and his McKinsey colleagues collected detailed perfor mance data stretching back 40 year s for 1,000 U.S. companies. T he y found that NONE of the lon g -ter m sur vivor s mana g ed to out p erfor m the mar ket. Wor se, the lon g er com p anies had been in the database, the wor se the y did .” —Financial Times
    298. 298. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, I’M SURE THERE ARE SUCCESS STORIES OUT THERE, BUT AT THIS MOMENT I DRAW A BLANK.” answered: —Mar k Sir ower, T he Syner g y Tr ap
    299. 299. “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 mer ger. T hey failed to g rasp the simple tr uth that while you can buy your way to g rowth, YOU CANNOT BUY YOUR WAY TO GREATNESS.” —Jim Collins/ Time
    300. 300. “Data drawn from the real world attest to a fact that is beyond our control: EVERYTHING IN EXISTENCE TENDS TO DETERIORATE.” —Norber to Odebr echt, Education T hrough Wor k
    301. 301. Big STINKS ! Midsize Super star s / Enter : T he Master s of
    302. 302. ** MITTELSTAND * * “agile creatures darting between the legs of the multinational monsters” ( Bloomberg BusinessWeek, 10.10) **E.g. Goldmann Produktion
    303. 303. THE RED CARPET STORE (Joel Resnick/Flemington NJ)
    304. 304. Retail Superstars: Inside the 25 Best Independent Stores in America —by George Whalin
    305. 305. Jungle Jim’s International Market, Fairfield , Ohio : ‘ “An adventure in sho pp ertainment ,’ as Jungle Jim’s calls it, begins in the parking lot and goes on to 1,600 cheeses and, yes, 1,400 varieties of hot sauce —not to mention 12,000 wines priced from $8 to $8,000 a bottle; all this is brought to you by 4,000 vendors . Customers come from every corner of the globe.” Bronner’s Christmas Wonderland, Frankenmuth , 98,000-square-foot “shop” features the likes of 6,000 Christmas ornaments, 50,000 trims , Michi g an , pop 5,000: and anything else you can name if it pertains to Christmas. Source: George Whalin, Retail Superstars
    306. 306. “ BE THE BEST. IT’S THE ONLY MARKET THAT’S NOT CROWDED.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin
    307. 307. Small Giants: Companies That Choose to Be Great Instead of Big
    308. 308. Small Giants: Companies that Chose to Be Great Instead of Big (Bo Burlingham) “ THEY CULTIVATED EXCEPTIONALLY INTIMATE RELATIONSHIPS WITH CUSTOMERS AND SUPPLIERS , based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises. “E ACH 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.’ “ The companies had what struck me as UNUSUALLY INTIMATE WORKPLACES . “ 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
    309. 309. Motueka, New Zealand Coppins Sea Anchors* * PSA/Para-sea anchors Source: Kia Ora /Air New Zealand magazine
    310. 310. “ You do not merel y want to be the best of the You want to be considered the only ones who do what you do .” best. —Jer r y Gar cia
    311. 311. Big STINKS ! New Jer sey’s 14year-old Proustian Super star Enter :
    312. 312. “ We are in no danger of running out of new combinations try. Even if technology froze today, we have more possible ways of configuring the different applications, machines, tasks, and distribution channels to create new processes and products than we could ever exhaust.” — Erik Brynjolfsson and Andrew McAfee , Race Against the Machine: How the Digital Innovation, Driving Productivity and Employment and the Revolution Is Accelerating Irreversibly Transforming Economy
    313. 313. “The prospect of contracting a gofer on an a For instance, wouldn’t it be convenient if I could outsource someone to write a paragraph here, explaining the history of outsourcing in America? Good idea! I la carte basis is enticing. went ahead and commissioned just such a paragraph from Get Friday, a ‘virtual personal assistant- firm based in Bangalore. … The paragraph arrived in my in-box ten days after I ordered it. It was 1,356 words. There is a bibliography with eleven sources. … At $14 an hour for seven hours of work, the cost came to $98. …” —Patricia Marx, “Outsource Yourself,” The New Yorker, 01.14.2013 (Marx describes in detail contracting out everything associated with hosting her book club —including the provision of “witty” comments on Proust, since she hadn’t had time to the writer/contractor turned out to be a 14- y ear-old g irl from New Jerse y .) read the book—excellent comments only set her back $5;
    314. 314. 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.” —Muhammad Yunus/ The News Hour/PBS/1122.2006
    315. 315. “ The ecosystem used to funnel lots of talented people into a few clear winners. Now it’s funnelin g lots of talented p eo p le into lots of ex p eriments .” “Bay Watched: How San Francisco’s New Entrepreneurial Culture Is — Tyler Willis, business developer, to Nathan Heller in
    316. 316. “ Human creativity is the ultimate economic resource.” —Richard Florida
    317. 317. USA 1996-2007 Highest r ate entr epreneurial activity (fir ms founded): Ages 55-64 Lowest r ate: Ages 2034
    318. 318. 14,000 20,000 30
    319. 319. 14,000/ e Bay 20,000/Amazon 30 /Cr aigslist
    320. 320. “We are crazy. We should do something when people say If people say something is ‘good’, it means someone else is already doing it.” it is ‘crazy.’ —Hajime Mitar ai, Canon
    321. 321. “ We all agree your theory is crazy. The q uestion, which divides us, is whether it is craz y enou g h .” —Niels
    322. 322. Where’s your “Craig’s List Every project: [WOW!] option” ?
    323. 323. Kevin Rober ts’ 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. AVOID MODERATION ! 10.
    324. 324. Innovation Index : How many of your Top 5 Strategic Initiatives/Key Projects scor e 8 or higher [out of 10] on a “Weir d” / “Pr ofound” / “Wow” / “Game-changer” Scale?
    325. 325. Excellence !
    326. 326. “ 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)
    327. 327. EXCELLENCE is not an "aspiration.” EXCELLENCE is … THE NEXT FIVE MINUTES .
    328. 328. Excellence is the next five minutes … OR NOT.
    329. 329. 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

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