NEW SLIDES 0712. 0712 What About Me/Us? [Architecture] is among the most spiritual of the arts, because it changes the world, changes lives. It is about

NEW SLIDES 0712

0712

What About Me/Us?

“[Architecture] is among the most spiritual of the arts,

because it changes the world, changes lives. It is about

beautiful things. And without a kind of utopian vision, you cannot even try to be an

architect.” —Renzo Piano (FT/0708-09)

MGT.

LDRSHP.

So What???????

MANAGERS “do things right”

LEADERS “do the right things”

Not!“Leadership is doing the right

things. Management is

doing things right.” —WB et al.

The Twain SHALL Meet!

Leadership: Invite Associates/Colleagues/Talent to join

a Gaspworthy Adventure in EXCELLENCE which will provide

matchless Personal and Professional Growth and be of

Immense Service to selected Clients

Management: Do it!

LEADERSHIP (Eternal!): Invigorate a sizeable # of

people to Aspire to Excellence in pursuit of a Common

(Noble) Goal that revolves around service-of-exceptional-

value to Clients

“Leadership” v. “Management”

“In [President Bush’s] belief that America needed to respond

resolutely to the dangers of terrorism, tyranny and

proliferation, he was mainly right. His chief failures stem

from incompetent execution.” —The Economist/05.13.2006

DRUCKER’S GREAT CONTRIBUTION: management

per se as a/the principal determinant of institutional

effectiveness

Grant

Jean Edward Smith

“A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook

theorems.”/151 “The nature of Grant’s greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held

dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point]

class in tactics … carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to

recognize and respond to opportunities presented.”/152-3 “Grant had an aversion to digging in.”/153 “Grant had an intangible

advantage. He knew what he wanted.”/153 “Grant’s seven-mile dash changed the course of the war.”/157 “The one who attacks first will be victorious.”/158 “dogged”/159 “unconditional surrender”/162

“simplicity and determination”/166 “quickness of mind that allowed him to make on the spot adjustments … [his] battles were not

elegant set-piece operations”/166 “[other Union general] preferred preparation to execution … became a friend of detail … suffered

from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not hesitate to arrest him” [following great victory]/172 … “learned how

to withstand attacks from the rear [Army politics]/179

“He never credited the enemy with the capacity to take the offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired of whipping them yet” [at very low point]/195 “Both sides seemed eefeated and whoever assumed the offensive was sure to win.”/200 … “inchoate bond [between Grant and soldiers]”/201 … “The genius of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff

conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements

in detail, he left his subordinate commanders free to exploit whatever opportunities developed.”/202 “If anyone other than

Grant had been in command, the Union army certainly would have retreated.”/204 Lincoln (urged to fire Grant): “I can’t spare this

man; he fights.”/205 “Grant turned defeat into Union victory.”/206 “moved on intuition, which he often could not explain or

justify.”/208 “instinctive recognition that victory lay in relentlessly hounding a defeated army into surrender.”/213 Nathan Bedford Forrest, successful Confederate commander: “amenable to no known rules of procedure, was a lawunto himself for all military acts, and was constantly doing the unexpected at all times and

places.”/213

“The commanding general would be in the field”/228 Lincoln: “What I want, and what the people want, is generals who will fight

battles and win victories. Grant has done this and I propose to stand by him.”/231 “retains his hold upon the affections of his men”/232

“Grant’s moral courage—his willingness to choose a path frrom which there could be no return—set him apart from most

commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions.”/233 “ … modest … honest …

nothing could perturb … never faltered …”/233 “plan was breathtakingly simple but fraught with peril”/235 “demonstrating

the flexibility that had become his hallmark”/238 “But like any West Point trained general, he had difficulty comprhending what Grant

was up to …”/240 “recognized the value of momentum … throw off balance … blitzkreig … travelling light … headquarters in the

saddle”/243 “acted as quartermaster”/243 [rushed away so that he couldn’t receive Halleck’s order] … “like Lord Nelson … telescope

to his blind eye” … “pressing ahead on his own”/245 “focus on the enemy’s weakness rather than his own”/250

TP’s take: Intuition … Move today > perfect plan tomorrow … Great advantage: You know what you’re up to and you’re moving …

Action! .. Keep moving! … Engage! … Offense! … Momentum! …. Keep ’em off balance … “Plan B” … Adjust … Adapt …

Opportunism! … Revise in accordance with conditions and opportunities on the ground … Doggedness … Relentless … Never retreat … Simplicity! … Wide latitude for division commanders … minimum written orders, conferences, etc … keep his own council

… HQ is Grant & his horse … Communion with soldiers/Exude quiet confidence … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … [Nelson: avoid loss vs seek victory] … [Boyd: quickest O.O.D.A. loops] [Life 101: politics between the

Generals!]

Insubordinate (when it comes to delays)/N

Action-oriented/Offense/Total victory/N

Relentless

Troop Commander par Excellence/N

Leeway to Commanders/N

WOMEN.

WOMEN’S STUFF.

DEE DEE.0712.2006.

LEADERSHIP

SKILLS.

Women’s Negotiating Strengths

*Ability to put themselves in their counterparties’ shoes*Comprehensive, attentive and detailed communication style*Empathy that facilitates trust-building*Curious and attentive listening*Less competitive attitude*Strong sense of fairness and ability to persuade*Proactive risk manager*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

“When boys win, they boast; when girls win,

they apologize.” —Max, tennis

coach, from Double Fault by Lionel Shriver

M/3 of 10 (“I’m ready & rarin’ to go!”)

F/8 of 10 (“I’ve still got a ways to go.”)

“Well-behaved women

rarely make history.”

—Anita Borg, Institute for Women and Technology

“To Hell With Well Behaved … Recently a

young mother asked for advice. What, she wanted to know, was she

to do with a 7-year-old who was obstreperous,

outspoken, and inconveniently willful? ‘Keep her,’ I replied. … The suffragettes refused to be polite in

demanding what they wanted or grateful for getting what they

deserved. Works for me.” —Anna Quindlen/Newsweek

“Nobody gives you power.

You just take it.” —Roseanne

Women

Dominate Economic Growth.

“Forget China, India and the

Internet: Economic Growth Is Driven

by Women.” —Headline, Economist,

April 15, Leader, page 14

“Forget China, India and the Internet: Economic Growth Is Driven

by Women.” [Headline.] “Even today in the modern, developed world, surveys show that parents still prefer to have

a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their

parents’ old age. Yet it is time for parents to think again. Girls may now be a better investment.” “Girls get better grades in

school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot

more than brawn. … And women are more likely to provide sound advice on investing their parents’ nest—eg: surveys show that women consistently achieve higher financial returns than

men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last

couple of decades. Those women have contributed more to global GDP growth than have either new technology or the

new giants, India and China.” Source: Economist, April 15, Leader, page 14

Continuing on page 73: “A Guide to Womenomics: The Future of the World Economy Lies

Increasingly in Female Hands.” (Headline.) More stats: Around the globe since 1980, women have filled “two

new jobs for everyone taken by a man.” “Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors.” Re consumption, Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in “Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” A couple of final assertions: (1) It is now agreed that “the single best investment that can be made in the developing world” is

educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the

U.S., have the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have

the lowest fertility rates.

Source: Economist, April 15, page 73

“Goldman Sachs in Tokyo has developed an index of 115

companies poised to benefit from women’s increased purchasing

power; over the past decade the value of shares in Goldman’s

basket has risen by 96%, against the Tokyo stockmarket’s rise of

13%.” —Economist, April 15

"Women have been making educational progress, and the men are stuck. They haven't just fallen behind women. They have fallen behind

changes in the job market.” —Tom Mortenson, The Pell Institute for the Study of Opportunity in Higher Education (AOL-AP, 060206)

“The Importance of Sex: Forget China, India, and the Internet—Economic Growth Is Driven By Women”

*Better grades*More go to university (“21st century, brains count”)

*“Far more” training to be docs (UK)

*Better investment decisions (greatest wealth transfer ever)

*Growing female employment rate #1 driver of growth (women>high tech, China, India)

*More women in gov’t increase econ growth emphasis (Invest health, ed, infrastructure, poverty)

Source: Economist/0415

Impact! Add It Up!

Primary markets/Everything (“Men

buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F. “Women are the majority market” —Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.)

Greater global workforce participation rate (“bigger contributor to GDP

growth than technology, China, India”—Economist)

Higher wages (more seniority, promotions—even if not

to CEO; greater pay equity—even if not equal)

Business “decision makers” (more

seniority, promotions—even if not to CEO)

Women-owned businesses (answer to

the Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing world)

“Idiot” is too kind a

word.

“That’s a very diverse* team.”

—Patrick Cescau, CEO, Unilever**

*1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.)

**Approximately 85% of Unilever’s products are purchased by … women.

“That’s a

VERY diverse team.”

—Patrick Cescau, CEO, Unilever* **

*1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.)

**Approximately 85% of Unilever’s products are purchased by … women.

85%vs.

7%

(1 of 14)

“That’s a

VERY sick man.”

—Tom Peters

EXCELLENCE.

OPPORTUNITY.

Fara Warner

Read.

This.

Book.

Damn it.

“Women are the

majority market”

—Fara Warner/The Power of the Purse

USA/F.Stats: Short ’n (Very) Sweet

>50% of stock ownership, $13T total wealth (2X in 15 years)

>$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg)

57% BA degrees (2002); = ed & social strata, no wage gap

60% Internet users; >50% primary users of electronic equipment

>50% biz trips

WimBiz: Employees > F500; 10M+: 33% all US Biz

Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal

60% work; 46M (divorced, widowed, never married)

Source: Fara Warner, The Power of the Purse

“The left hand rocks the cradle, The right hand rules the world.” —DeBeers*

(*created new $4B segment in 5 years)

“In those two simple sentences I saw a view of women I had not seen before in advertising. Here

was a company that had the guts to talk openly about what women were still struggling to understand and embrace.” —Fara

Warner, The Power of the Purse

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 FinancialKodak (women = “emotional centers of the household”)

Nike (> jock endorsements; new def sports; majority consumer)

AvonBratz (young girls want “friends,” not a blond stereotype)

Source: Fara Warner/The Power of the Purse

“To help revive the company’s sales and profits, McDonald’s

shifted its strategy toward women from one of ‘minority’ consumers who served as a

conduit to the important children’s market to one in

which women are the majority consumers and the main drivers

behind menu and promotion innovation.” —Fara Warner, The Power of the Purse

“What women [in focus groups] told us was that all

moms were women, but not all women are moms

—so why weren’t we trying to reach all

women? We realized we should be finding the

woman inside the mom.” —Kay Napier, SVP Marketing (from Fara

Warner, The Power of the Purse)

Faith, Lys, Marti, Fara …

Targeting the New Professional Woman:

How to Market and Sell to Today’s 57 Million

Working Women.

—Gerry Myers

Stupid Fr*&^ing Idiot-Marketers!

“Critics describe evening news in unflattering

terms— They’re old! They’re set in their

ways! They won’t buy iPods!””

Source: Advertising Age, 05.08.06

e-book News

e-books/40% p.a./Purchaser:

M?iPod user?

Sci-fi?


M? No.iPod user? No.

Sci-fi? No.


F? Yes. iPod user? N.A.

Romance Novel? Yes.

e-books/40% p.a.

“The e-book is coming—at last.” “Romance is the fastest-growing

category in the e-bok market.” “With e-books, women rule.”

Source/s: The Sunday Telegraph/ Romance Writers of America

Market

Opportunity

Duh.

Women.Boomers-Geezers.

Women business owners.Single-adults (Urban)

U.S.A. Economic Story #1:

10.6M

Fastest growing demographic:

Single-person Households (>50% in

London, Stockholm, etc)

Source: Richard Scase

% of homes purchased by single women: 1981, 10%;

2005, 20%

% of homes purchased by single men: 1981, 10%;

2005, 9%

Source: USA Today/02.15.06

END WOMEN.

Health

MHHA

YOU DO: Patient Safety. “Healthcare” to “Health.”

I DO: Transfat, High Fructose Corn Syrup, #50 Sunscreen,

“Wash your hands”

Griffin Hospital (Planetree) results: Financially

successful. Expanding programs-physically.

Growing market share. Only hospital in “100 Best Cos to

Work for—7 consecutive years, currently #6. —“Five-Star

Hospitals,” Joe Flower, strategy+business (#42)

“Sanitary revolution”: mortality in major

cities down

55% between

1850 and 1915Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

“Curve Shifting”

Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

“Bump into factor”: Extra-size portions, eat more.

Higher % shelf space snacks, more obesity. More

liquor stores, more crime. High vs low fat: Japanese

who emigrate to U.S. suffer 3X increase in heart

disease.

Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

Sprint/Overland Park KS: Slow elevators, distant

parking lots with infrequent buses, “food

court” as “poorly” placed as possible, etc.

Source: New York Times

Wellness

Obesity/-79(-36); BP (140-85 to 90-60); Blood sugar (180-87); Blood chemistry (normal+);

Cholesterol (140-58); Metabolic rate/RMR (+250);

Mental state (dramatic improvement*)

Off …

Univasc (<1/2)BextraLipitorToprol

Propranolol

Aging reversal!!!!**Why wasn’t I “informed”

until age 59?

“Fixes”

DietExtreme exercise

MeditationSupplements

Eliminate all alcohol(Meds)

TP Recce #1:

Dubai Healthcare City

to

Dubai Health City*

*Cleveland Clinic and Canyon Ranch

T.T.D./Healthcare27

Healthcare27

1. Fully utilize Physician’s Assistants to do routine work in a timely fashion. (“Doc in a Kiosk” at Wal*Mart is great!)

2. Maximize Outpatient services!3. Short hospital stays work! 4. Support home care to the max. (E.g., “Declaration of Independents”—Beacon Hill/Boston)

5. STOP THE 100K+ NEEDLESS DEATHS —much/most of the “quality stuff” is eminently fixable. (Don Berwick for President! AHA for Hall of Shame!) (Strong, vicious insurer incentives!!!)

6. FLIP HC 177 DEGREES TO EMPHASIZE PREVENTION & WELLNESS. (“Steps” are being taken but not enough. Med schools: Awful! Insurers: Little better. Support for appropriate-proven alternative therapies is an important part.) (HUGE INCENTIVES FOR EFFECTIVE WELLNESS-PREVENTION PROGRAMS-MEASURABLE SUCCESSES.)

T.T.D./ACTION.

NOW.

Visible Signs/Measures (Creech)TRAIN. TRAIN. TRAIN. (P.S.)

Med school, Nursing school cirriculum (P.S.)BOLD!/Big change EASIER than

modest change (P.S., etc.)EXCELLENCE. ONLY. ALWAYS. DAMN IT.

EVP/Patient SafetyP.S.O.s

Fund the living hell out of it (P.S.)CEO (etc): REFLECT IT IN CALENDAR

EMERGENCY STATUSH.M.O.s: Big/ENORMOUS (+/-) incentives

for docs, hospitals, etc, etcBOARD: Patient Safety Committee

BOARD: WPCC CommitteePatient Safety BALDRIDGE (POTUS?)

CERTIFICATION/RE-CERTIFICATION for One & All (P.S., etc)

WPOCC Rules!!!!!!! (Wellness/ Prevention/Obesity/ChronicCare)

WPOCC: N.G.A. (AK)INSURANCE COMPANY VISIBILITY/SPONSORSHIP/MEGA-INCENTIVES

Awards Galore P.S./WPOCC)BOARD Committee: H5N1

HHS: Split HC & PWO (Ontario)Write off ½ of med school loan if “pay” with 3-5

years service in Public HealthGlamorize Family Practice, Public Health, etcFAT legislation?? (Almost certainly) (Density,

HFCS, Trasfats, etc, etc) (A FIRST FOR TP)SUE the hell out of One & All

re Obesity (Cigarettes II)

Research LEAP @ N.I.H. (Etc, Etc, ETC)INCENTIVES @ SCHOOLS (BIG!!)

EMR: Intensify!!!!!!!!!!!!!No leadership position in AHA (AMA?) (DEANs?) (Etc?) without “Safety tour”

No Medical Chief (>150 beds?) without “Safety tour”

FORGET ABOUT ME!!! (Except Wellness, ChroniCare)

VIGOROUSLYSUPPORT Home CareAmerican OBESITY = African AIDs (??)

ELIMINATE/OBLITERATE HIGH FRUCTOSE CORN SYRUP!

ELIMINATE/OBLITERATE TRANSFATS!(HFTC/TF = The Real “WMDs”)

FDA: Kill! Kill! Kill! (Please)

CEO Bonus: 50+%: P.S./WPOCCOBNOXIOUS labels

Incentives for BILLBOARDSNatl Advertising Council

PARENTING education, etc.

THIS IS NOT A “PROGRAM” (P.S./WPOCC)

STATE OFEMERGENCY

March-June 2006: Sample of

Healthcare “PR”

Docs & Hospitals

Doctors/Hospitals

53 autopsy studies … 24% misdiagnosis rate (The Independent, 06.27)

“Medical Guesswork: From heart surgery to prostate care, the health industry knows little about which common treatments really work”

(Cover, BusinessWeek, 0529) Dr David Eddy/Kaiser Permanente Care Management Institute: “The problem is we do not know what we are doing.” Eddy: 15% of what doctors do is “backed by hard

evidence” (BW); in general, 20% to 25%.

“What Doctors Hate About Hospitals” (Cover, Time, 05.01) “It remains almost a stroke of luck to enter a U.S. hospital and receive precisely the right treatment.” (Time) “No day passed—not one—without a medication error. The errors were not rare; they

were the norm” (Don Berwick, on his wife’s treatment) “One medication was discontinued by a physician’s order on the first day of admission [Berwick’s wife] and yet was brought by a nurse every

single evening fo 14 days straight.” (Time) Harvard Public Health, 2002 study: “More than 1 in 3 doctors reported errors in their own or

a family member’s medical care.” (Time)

Big Pharma

Digger the

Dermatophyte*

*Lamisil/Novartis/#4/$110M/3X in 10 to 100,000

Big Pharma

“Pushing Pills: How Big Pharma Got Addicted To Marketing” (Cover, Forbes, 05.08) Novartis: #4 best seller, Lamisil, toe fungus, $850 for 3-month treatment, “Digger Dermatophyte” (Forbes) $42 billion on

R&D, $46 billion on marketing and admin. Salespeople: up 100,000 in last 10 years, 1 per 9 docs vs 1 per 18 docs. (Forbes) Clinical trials

favor sponsor’s drug 90% of the time. “The comparative studies are a joke.” —Dr Jack Rosenblatt (Forbes)

“Psychiatric Drugs Fare Favorably When Companies Pay for Studies” (headline, USA Today. 05.25) 57% of studies paid by drug companies, up from 25% in 1992. Favorable outcome for sponsor: 78%. Sponsored by neutral: 48%. Sponsored by competitor: 28%.

USA Today /American Psychiatric Association)

“Hey, You Don’t Look So Good: As diagnoses of once-rare illnesses soar, doctors say drugmakers are ‘disease-mongering’ to boost

sales” (feature, BusinessWeek, 05.08)

Intractable Problems

Other

“Hazardous To Your Health” (New York Times Op-ed on High Fructose Corn Syrup, 04.11); 112,000

deaths/year, $75 billion/per year associated with too much fat; 2/3rd of Americans over-weight, 1/3rd children

“Call for Switch to Preventive Measures as 29 billion [pound] Cost of Heart Disease is Revealed” (headline,

The Independent, 05.15)

“The Fat Police” “Obesity Tests: Every four-year-old in the country to be officially screened”

(headline, The Independent, 05.21)

“The Politics of Fat” (headline, Time, 03.27); childhood

obesity up 3X in 25 years

MI Healthca

re

STATE OFEMERGENCY

Funding …………………........... N.A.Access …………………………… N.A.Execution of chosen task … DPriorities ……………………...... FBig Pharma …………………..... D-


Quality: FScientific basis for action: C-/D


Emphasis on Acute care: CDe-emphasis of WPC/Wellness-Prevention-Chronic care: F (F-??)


“Me too”: D-Overcomplexity/Drug discovery: D-Disease creation: D-Hiring pretty girls: AHiring lotsa pretty girls: A


Bust fat

docs!

Report Card.

Re-imagine Healthcare: Reportcard2006

Evidence-based/Outcomes-based ……………….………...... DPay-for-performance ………………………………………….… DIS/IT (general) ………………………………..………………..…. C-Use of information (for decisionmaking-measurement) .… C-EMR (Electronic Medical Records) ……………………..….... DCPOE (Computerized Physician Order Entry) ……….……. C-/DQuality/100K+ unnecessary deaths …………..……… D-(kind)Acute care to chronic care-home care shift ………….….... D/D-Acute-care to Prevention/Wellness Obsession…..… F-Patient-centric/Client-centric………………………………….. DDocs’ acceptance of “evidence-based” …………............… D/D-“Revolutionary”-intensity Incentives re evidence …..……. D-Childhood obesity epidemic …………………………….. D-H5N1 preparedness ………………………………….…….. D

Corporate focus on Prevention/Wellness…………..…..…..... C-/DIndividual focus on Prevention/Wellness…………………..… DIndividuals’ health education/self-management …….…...…. C-

Workforce acceptance of self-responsibility ….…….…...….. C-Workforce transition to “Brand You” attitude……..……..….. C-/D

3 March 2006/Tom Peters

Wash your hands.Apply #50 sunscreen.

Banish trans fatBanish high fructose corn syrup.

Exercise “30-7.”Breathe.

Stockpile for H5N1.* (*not Tamiflu!)

Avoid hospitalization.Take charge of your health.

Health:Century21.Job # 1

(HC21.J1)

Tom Peters/0428.2006

Quality!Prevention!Wellness!

Chronic care!Childhood obesity!

H5N1!



H5N1!

22mm3838ss

Welcome to the Homer Simpson Hospital

a/k/a

The Killing Fields

“When I climb Mount Rainier I face less

risk of death than I’ll face on the

operating table.” —Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (1212.2005)


Chronic care!

Childhood obesity!H5N1!

Childhood Obesity > Terrorism

Quality!

Prevention!Wellness!


H5N1!

The Ultimate “Culture Change”

“Healthcare” vs.

“Health”

Quality (100K+ deaths)

“Evidence/Outcomes-based” medicineIS/IT-in-health(care) revolution

Wellness/PreventionHealth“care” to Health “culture” transformation

Wash your hands!Home-care (as the population rapidly ages)

Med-school re-orientation “Public health” emphasisChildhood Obesity

Mind-boggling (15 years?) social-moral-technological impact of life sciences (“the Singularity”?)

H5N1/WMDs/Environmental degradationRisk assessment (private, public)

Market opportunityPublic vs/+ Private responsibilities & partnerships

Africa! (Unconscionable failure to attend to/staggering Health consequences for all)

Re-imagine Healthcare: Reportcard2006

Evidence-based/Outcomes-based ……………….………...... DPay-for-performance ………………………………………….… DIS/IT (general) ………………………………..………………..…. C-Use of information (for decisionmaking-measurement) .… C-EMR (Electronic Medical Records) ……………………..….... C-/DCPOE (Computerized Physician Order Entry) ……….……. C-/DQuality/100K+ unnecessary deaths …………..……… D-(kind)Acute care to chronic care-home care shift ………….….... D/D-Acute-care to Prevention/Wellness Obsession…..… D/D-Patient-centric/Client-centric………………………………….. DDocs’ acceptance of “evidence-based” …………............… D/D-“Revolutionary”-intensity Incentives re evidence …..……. D-Childhood obesity epidemic …………………………….. D-H5N1 preparedness ………………………………….…….. D

Corporate focus on Prevention/Wellness…………..…..…..... C-/DIndividual focus on Prevention/Wellness…………………..… DIndividuals’ health education/self-management …….…...…. C-

Workforce acceptance of self-responsibility ….…….…...….. C-Workforce transition to “Brand You” attitude……..……..….. C-/D

3 March 2006/Tom Peters

“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to

your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy

Neighbor and Wash Your Hands . A close third would be Move,

Move, Move.” —Mark Pettus, M.D., The Savvy Patient

“The most important thing you can do to keep

from getting sick is to wash your hands. ” —CDC/National Center for Infectious Diseases

Tommy Thompson: take your meds; chronic illness 75% to 80%; “curative healthcare

system” to “prevention system”

Source: Advertising Age, 05.08.06

Wash your hands.Apply #50 sunscreen.

Banish (TOTALLY) high fructose corn syrup.Exercise “30-7.”

Breathe.Stockpile for H5N1.* (*not Tamiflu!)

END HEALTH

INNOVATION

World Innovation Forum

EVERYTHING YOU THOUGHT YOU KNEW

ABOUT INNOVATION IS WRONG

Tom Peters/New York/0524.2006/Inno.new.LIST.0527

World Innovation Forum: Alt Title

YOU ONLY FIND OIL IF YOU

DRILL WELLS

What “We” Know “For Sure” About Innovation

Big mergers [by & large] don’t workScale is over-rated

Strategic planning is the last refuge of scoundrelsFocus groups are counter-productive“Built to last” is a chimera (stupid)

Success kills“Forgetting” is impossible

Re-imagine is a charming idea“Orderly innovation process” is an oxymoronic phrase

(= Believed only by morons with ox-like brains)“Tipping points” are easy to identify … long after they will do you any good

“Facts” aren’tAll information making it to the top is filtered

to the point of danger and hilarity“Success stories” are the illusions of egomaniacs (and “gurus”)

If you believe the memoirs of CEOs you should be institutionalized“Herd behavior” (XYZ is “hot”) is ubiquitous

… and amusing“Top teams” are “Dittoheads”

CEOs have little effect on performance“Expert” prediction is rarely better than rolling the dice

Parallel universe/Exec Ed v res MBAEnd run regnant powers/JKCFind done deals-practicing mavericks/Stone-ReGoBell curves/2016 in 2006Non-industry benchmarkingEverything = PortfolioV.C.s all!Hot language/Wow-Astonish me-Insanely great-immortal-Make something greatLead customers/PW-EmbraerLead suppliers /Top decile R&DWeird alliancesMottos/Paul Arden (“Whatever You Think Think the Opposite”)Hire freaks/Enough weird people?Weird Boards!!!

CEO track record of Innovation (nobody starts at 45!)System/GE-Immelt“Strategic thrust overlay”CalendarBig Delta easier than SmallMBWA with freaks-weirdos/JKCMBWA/Boonies’ labsV.C.-formal/IntelAcquire weirdChildren’s crusadeOld farts crusadeGo Global at any sizeStop listening to customers Talent!/Unusual sources-Hire innovators-V.C.sEschew giant mergers

Remember: scale economies max out earlyAssisted suicide! (“Built to last” = Chimera-snare-delusion)Burn your press clippings“Forgetting” “strategy”Fire all strategic plannersTempo!Final product bears little relation to starting notionDesign! Design! Design! (“culture,” not program)All innovation: Pissed-off peopleGut feel rules!Focus groups suckWeird focus groups okayBe-Do philosophy

CelebrationsCulture-little as well as big Inno (“everyone-an-innovator”)Life = Wow ProjectsAcknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback)R.F.A.Culture of execution4/40: decentralization, execution, accountability, 615AMEVP (S.O.U.B.)/Systems-process “un-design”Diversity for diversity’s sakeWomen-Women-Women/customers (they “are the market,” not a “segment”)-leadersBoomers-Geezers (“all the money”)

CRO (Chief Revenue Officer) “culture”/top-line obsessedCIO (Chief INNOVATION Officer)LaughterFacility-space configurationExperiments-prototypes“Reward excellent failures. Punish mediocre successes.”Bizarrely high incentives (& penalties)We are what we eat/We are who we hang out with (E.g.: 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)

InnoTac

“You miss 100 percent of the

shots you never take.” —Wayne Gretzky

“Please re-present your plan from last

year—exact same PowerPoint.” (LG)

Parallel universe!

Read This!

Richard Farson & Ralph Keyes:

Whoever Makes the Most Mistakes Wins: The Paradox

of Innovation

Winning against …

… Niche/Focus… Dramatic Difference… 2016/2011 in 2006… Transparent (easy to do business with/Great EXPERIENCE)… Partner… EXECUTION

Innovation: Some Secrets

Parallel universe!

“Venture” fund: E.g. Gerstner/Amex,

Dow/Marriott, Grove/Intel, Bedbury/Starbucks

“SkunkWorks”/ “ParallelUniverse”

“the 1%

solution”Source: Scott Bedbury

2/50**Scott Bedbury/Starbucks/<1%/<4 of 400/ grabbed best/all wanted to be there/2%-50%

Immelt on “Innovation breakthroughs”: Pull out and fund ideas in each

business that will generate >$100M in revenue; find best

people to lead (80 throughout GE)

Source: Fast Company/07.05

“End Run”: E.g. JKC @ Smith; Continuing Ed in

B.Schools

“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

“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 No. 5. By the time our rivals are ready with wires and screws, we are on

version No. 10. It gets back to planning versus acting: We act from day one; others plan how

to plan—for months.”

—Bloomberg by Bloomberg

Bloody-minded-

ness!

JackWorld/1@T: (1) Neutron

Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. (Lead or leave.) (3) “Workout”

Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack.

(1-5/Throughout) TALENT JACK!

“[Immelt] is now identifying technologies with which GE

will … systematically set out to build

entirely new industries” —Strategy+Business, Fall

2005

“Reward excellent failures.

Punish mediocre

successes.”Phil Daniels, Sydney exec

“FAIL, FAIL AGAIN. FAIL BETTER.”

—Samuel Beckett

“METABOLIC MANAGEMENT”

The Leadership11

1. Talent Management2. Metabolic Management3. Technology Management4. Barrier Management5. Forgetful Management6. Metaphysical Management7. Opportunity Management8. Portfolio Management9. Failure Management10. Cause Management11. Passion Management

“The secret of fast progress is

inefficiency, fast and furious and

numerous failures.”

—Kevin Kelly

“Active mutators in placid times tend to die off. They are selected

against. Reluctant mutators in quickly

changing times are also selected against.”

—Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors

“How we feel about the evolving future tells us who we are as individuals and as a civilization:

Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation, discovery and competition? Do we value stability and

control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of

experimentation? Do we crave predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political,

intellectual and cultural landscape.”

—Virginia Postrel, The Future and Its Enemies

“If things seem under control, you’re just not

going fast enough.” —Mario Andretti

“I’m not comfortable unless I’m

uncomfortable.”—Jay Chiat

“If it works, it’s

obsolete.”

—Marshall McLuhan

Boyd on TEMPO

“The most successful

people are those who

are good at plan B.”

—James Yorke, mathematician, on chaos theory in The New Scientist

He who has the quickest

O.O.D.A. Loops* wins!

*Observe. Orient. Decide. Act./Col. John Boyd

OODA Loop/Boyd Cycle

“Unraveling the competition” Quick Transients/Quick Tempo (NOT JUST

SPEED!) Agility “So quick it is disconcerting” [adversary over-reacts

or under-reacts] “Winners used tactics that caused the enemy to unravel before the fight” (NEVER

HEAD TO HEAD)

BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

“The stuff has got to be implicit. If it

is explicit, you can’t do it fast enough.” —John Boyd


Tempo!*

70-10

*Boyd/O.O.D.A. Loops/Mike Leach/Texas Tech

70-10/Nebraska/Unk QB 643 yards K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/“Re-arrange the mind of the enemy”—T.E.

Lawrence)/ “By changing the geometry of the game, and pushing the limits of

space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places.” —Michael Lewis (NY Times

Magazine, 12.04.05, on Mike Leach/Texas Tech)

“In war, delay is fatal.” —Napoleon

“The only way to whip an army is

to go out and fight it.” —Grant “ … demonstrating the tactic

that would become his hallmark: the immediate

move to seek out the enemy and attack him” —John Mosier,

on Grant “A good plan executed right now is far preferable to a ‘perfect’ plan executed next

week.” —Patton

Relentless!*

*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-

Kissinger, Gerstner, Rice, Jordan, Armstrong

“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

Blitzkrieg?

False Attributions

German citizenry low morale, no appetite for war

3rd Republic government rather well regarded

French Army in good shape, surprisingly well armed, decent strategy (in dozens of simulations, French usually win)

Blitzkrieg not used

Germans very vulnerable

Lousy French intelligence* and luck perhaps determinant (*“intelligence information tends to be sifted to reinforce

received ideas rather than to overturn them”)

Many plausible competing hypotheses

Source: Julian Jackson, The Fall of France (cf Nassim Nicholas Taleb, Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets.)

Smashing Conventional Wisdom

“Blitzkrieg in fact emerged in a rather haphazard way from the experience of the French campaign,

whose success surprised the Germans as much as the French. Why otherwise did the High Command try on various occasions, with Hitler’s backing, to slow the panzers down? The victory in France* came about

partly because the German High Command temporarily lost control of the battle. The decisive moment in this process was Guderian’s decision to move immediately westward on 14 May, the day

after the Meuse crossing, wrenching the whole of the rest of the army along behind him.”

*messed up traffic, little close air support, random heroics by some small bits of Guderian’s forces, Guderian not a disciple of

the WWI-derived “strategy of indirect approach”

Source: Julian Jackson, The Fall of France

Grove and Bloomberg on Action

“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 No. 5. By the time our rivals are ready with wires and screws, we are on version

No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan—

for months.” —Bloomberg by Bloomberg

"I think it is very important for you to do two things: act on your temporary conviction as if it was a

real conviction; and when you realize that you are

wrong, correct course very quickly.” —Andy Grove

“Never forget implementation boys. In our work it’s what I

call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald, former Managing

Director, McKinsey & Co, to a project team that included TP

“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

BIAS

Excellence1982: The Bedrock “Eight Basics”

1. A Bias for Action2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties”

Importance of Success Factors by Various “Gurus”/

Estimates (Unreliable) by Tom Peters

Strategy Systems Passion/ Execution

Leadership

Porter 45% 20 20 15

Drucker 35% 30 15 20

Bennis 20% 20 35 25

Peters 15% 20 30 35

Ubiquitous “Politics”

“A man of great mediocrity.” —General George Patton about General Omar Bradley …… “A third-rate

general. He never did anything or won any battle that any other general could not have won as well or better.” —General Omar Bradley

about Sir Bernard Montgomery …… “If you want to end the war in any reasonable time, you will

have to remove Ike’s hand from the control of the land battle.” —Sir Bernard Montgomery about General Dwight Eisenhower …… “One thing that

might help win this war is to get someone to shoot King.” —General Dwight Eisenhower about Admiral Ernest King …… “Eisenhower, though

supposed to be running the land war, is on the golf links at Rhiems—entirely detached and

taking practically no part in running the war.” —Sir Alan Brooke …… “If the unhelpful British

attitude continues, then I shall go home.” —General Dwight Eisenhower

Source: David Irving, The War Between the Generals: Inside the Allied High Command

Utterback

“A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a

surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of

impending death.” —Jim Utterback, Mastering the Art of Innovation

Forget>“Learn”

“The problem is never how to get new,

innovative thoughts into

your mind, but how to get the old ones

out.” —Dee Hock

“Good management was the most powerful reason [leading firms] failed to

stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in

technologies that would provide their customers more and better products of the

sort they wanted, and because they carefully studied market trends and

systematically allocated investment capital to innovations that promised the best

returns, they lost their positions of leadership.”

—Clayton Christensen, The Innovator’s Dilemma

“Chivalry is dead. The new code of conduct is an active strategy of

disrupting the status quo to create an unsustainable series of competitive

advantages. This is not an age of defensive castles, moats and armor. It is

rather an age of cunning, speed and surprise. It may be hard for some to

hang up the chain mail of ‘sustainable advantage’ after so many battles. But

hypercompetition, a state in which sustainable advantages are no longer

possible, is now the only level of competition.” —Rich D’Aveni, Hypercompetition: Managing

the Dynamics of Strategic Maneuvering

“Acquisitions are about buying market share.

Our challenge is to create

markets. There is a big difference.” —Peter Job, CEO, Reuters

Wendell Phillips, abolitionist:

“Republics exist only on the tenure of being constantly

agitated. There is no republican road to safety but in constant distrust.”

Source: Louis Menand, The Metaphysical Club: A Story of Ideas in America

“Fail . Forward.

Fast.”High Tech CEO, Pennsylvania

First-level Scientific Success:

Beyond Brains

Tom Peters/14April2006

First-level Scientific Success

FanaticismPersistence-Dogged Tenacity

Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)

PassionEnergy

Relentlessness (Grant-ian)

EnthusiasmDriven (nuts!)

(Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)

Scrounge (“gets” the logistics-infrastructure bit)

Master of Politics (internal-external)Tactical Genius

Pursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/Magnetic

Prolific (“ground up more pig brains”)

Egocentric

Sense of History-DestinyFuturistic-In the Moment

Mono-dimensional (“Work-life balance”? Ha!)

Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)

Luck


The “smartest guy in the room wins”

Or …

Happy 50!

26April2006

Malcom McLean

Containerization

Lessons

Need-drivenA thousand “parents”

MessyEvolutionary

“Trivial”Experimentation

trial & ERRORLoooong time for systemic adaptation/s

(many innovations) (bill of lading, standard time)

Not …

“Plan-driven”The product of “Strategic Thinking/Planning”

The product of “focus groups”

Get mad. Do something

about it. Now.

SCALE. ETC.

“I don’t believe in

economies of scale. You don’t get better by being bigger. You get worse.” —

Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;

J.P. Morgan Chase, 0.9%)

Last week’s “Invincibles”:

DellMicrosoft

Big Pharma

Scale?

“Microsoft’s Struggle With

Scale” —Headline, FT, 09.2005

“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005

“Too Big to Move Fast?” —Headline, BW, 09.2005

New Economy?!

Genentech09, Amgen09

> Merck09 (70K-3/394B-5)

Wal*Mart + Home Depot + Walt Disney +

Intel + Microsoft + Pfizer = Flat

Source: “Blue Chip Blues”, Cover, BW, 0417.06

More than $$$$

#1 R&D spending,

last 25 years?

GM

Line Extensions:

86 percent of new

products. 62 percent of revenues.

39 percent of profit.

Source: Blue Ocean Strategy, Chan Kim and Renee Mauborgne

I HEREBY PLEDGE …

When asked, “What are some examples of companies stepping up to today’s

challenges?” … I will … NEVER AGAIN … offer an example of a Giant Company; instead I’ll refer to

Cirque du Soleil, Donnelly’s Weatherstrip Service, 3K tanning salons, 10.6M women-owned businesses (or the

typically female recipients of micro-lending) …*

*There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”

“While many people big oil finds with big companies, over the years

about 80 percent of the oil found in the United States has been

brought in by wildcatters such as Mr Findley, says Larry Nation,

spokesman for the American Association of Petroleum

Geologists.” —WSJ, “Wildcat Producer Sparks Oil

Boom in Montana,” 0405.2006

Market Share, Anyone?

— 240 industries: Market- share leader is ROA leader 29% of the time

— Profit /ROA leaders: “aggressively weed out customers who generate low returns”

Source: Donald V. Potter, Wall Street Journal

Did one of ’em ever turn to the other and say: “Wow, I

wonder what unimaginable new

tools, otherwise not possible, will be

brought forth for my daughter Alice, age

17, because of this deal?”

Did one of ’em ever turn to the other and say: “Wow I

wonder what unimaginable new

tools, otherwise not possible, will be

quickly brought forth for our customers

because of this deal?”

Sluggish + Obese + Unimaginative + More

Sluggish + More Obese + More Unimaginative + Even More Sluggish + Even More

Obese + Even More Unimaginative = Nissan + Renault + GM = Innovative Challenger for Toyota????

??????????????

Crappy Management (GM) + Arrogant-Overstretched

Management (Carlos G) = Great Management

Bacteria. (“Left tail” limits.)

Productivity of small.Failure rate of Big Mergers.

Failure rate of Big Companies.Terrorists.

Galbraith vs Hayek.

END INNOVATION

DETERMINATION

The “D-File”:DETERMINATION

DE-TERM-IN-A-TION

Or: The “B-File” …BLOODYMINDEDNESS

BLOOD-Y-MIND-ED-NESS

“ … except for the

‘politics’”: GET A DAMN

LIFE. (Grant, Churchill, GW, &c.)

“It is no use saying ‘We are doing our best.’ You have got to succeed in doing

what is necessary.” —WSC


The smartest guy in the room wins”

Or …


FanaticismPersistence-Dogged Tenacity

Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)

PassionEnergy

Relentlessness (Grant-ian)

EnthusiasmDriven (nuts!)

(Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)

Scrounge (“gets” the logistics-infrastructure bit)

Master of Politics (internal-external)Tactical Genius

Pursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/Magnetic

Prolific (“ground up more pig brains”)

Egocentric

Sense of History-DestinyFuturistic-In the Moment

Mono-dimensional (“Work-life balance”? Ha!)

Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)

Luck

First-level Scientific Success/Short Form

Scientific Success (Nobel-level) = Genius +

Execution + Master of Soft Skills + Enthusiasm + Magnetism + Destiny

(sense of) + Energy

6:15A.M.

????????

Work Hard > Work Smart

“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

Relentless!*

*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-

Kissinger, Gerstner, Rice, Jordan, Armstrong

Bloodyminded: Unreasonably

stubborn

Source: The Random House Dictionary of the English Language

“Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow.

To convince them, you must yourself believe.” —

Winston Churchill

“Nobody can prevent you from choosing to be exceptional.” —Mark Sanborn, The Fred

Factor

“To live is the rarest thing in

the world. Most people exist,

that is all.” —Oscar Wilde

“If I can reduce my work to just a job I have to do, then I keep myself safely away from the losses to

be endured in putting my heart’s desires at stake.”

—David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“Make each day a Masterpiece!”

—JW

“Make your life itself a creative work of art.” —Mike Ray,

The Highest Goal

“This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a

force of Nature instead of a feverish, selfish little clod of

ailments and grievances complaining that the world

will not devote itself to making you happy.” —GB Shaw/

Man and Superman

“To have a firm persuasion in our work—to

feel that what we do is right for ourselves and good for the world at

exactly the same time—is one of the great triumphs of human existence.” —David

Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“The antidote to exhaustion is not

rest, it is wholeheartedness.”

—David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“All of our artistic and religious traditions take equally great pains to inform us that we must never mistake a good career for good

work. Life is a creative, intimate, unpredictable conversation if it is nothing else—and our life and our

work are both the result of the way we hold that passionate conversation.” —David Whyte,

Crossing the Unknown Sea: Work as a Pilgrimage of Identity

“To Be somebody or

to Do something”


“Tell me, what is it you plan to do

with your one wild and

precious life?” —Mary Oliver

Joe J. Jones Joe J. Jones 1942 – 2006 1942 – 2006

HE WOULDA DONE SOME HE WOULDA DONE SOME

REALLY COOL STUFF REALLY COOL STUFF

BUT …BUT …

HIS BOSS WOULDN’T LET HIM! HIS BOSS WOULDN’T LET HIM!

T. J. Peters T. J. Peters 1942 – 2---1942 – 2---

HE WAS A PLAYER!HE WAS A PLAYER!

“It’s always

showtime.”

—David D’Alessandro, Career Warfare

“In Tom’s world, it’s always better to try

a swan dive and deliver a colossal belly flop than to

step timidly off the board while holding

your nose.” —Fast Company

/October2003



ailments and grievances complaining

that the world will not devote itself

to making you happy.” —GB Shaw/Man and Superman

“Life is not a journey to the grave with the

intention of arriving safely in a pretty and well-preserved body—but

rather a skid in broadside, thoroughly used up, totally worn out, and

loudly proclaiming, ‘Wow, what

a ride!’ ” —anon.

“No leader sets out to be a leader per se, but rather to

express him- or herself freely and fully. That is leaders

have no interest in proving themselves, but an abiding

interest in expressing themselves.” —Warren Bennis, On Becoming a

Leader



















“Success or Failure”? Try Instead “Optimism or Failure”!

From Martin Seligman’s Learned Optimism: “I believe the traditional wisdom is incomplete. A composer can have all the talent of a

Mozart and a passionate desire to succeed, but if he believes he cannot compose music, he will come to nothing. He will not try hard

enough. He will give up too soon when the elusive right melody takes too long to materialize. Success requires persistence, the

ability to not give up in the face of failure. I believe that … OPTIMISTIC EXPLANATORY STYLE … is the key to persistence. “The optimistic-explanatory-style theory of success says that in

order to choose people for success in a challenging job, you need to select for three characteristics: (1) Aptitude. (2) Motivation. (3)

Optimism. All three determine success.” (Note: Seligman’s extensive work with Met Life salespeople, among others, proved out the above—in spades.)

Charles Handy on the “Alchemists”

“Passion was what drove these people,

passion for their product or their cause. If you care enough, you

will find out what you need to know. Or you will experiment and not worry if the experiment goes

wrong. Passion as the secret to learning is

an odd secret to propose, but I believe that it works at

all levels and at all ages. Sadly, passion is

not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”

“Whenever anything is being accomplished, I

have learned, it is being done by a monomaniac

with a mission.” —Peter Drucker

"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.

“I’m looking for insane

commitment.”

—Twyla Tharp, The Creative Habit

“The role of the Director is to create a

space where the actor or actress can become more than they’ve ever been before, more than

they’ve dreamed of being.” —Robert Altman, Oscar

acceptance

HTSH: Engage!*

Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never,

ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one

hundred percent of themselves to their dreams! Not by those timid souls who

remain glued to the sidelines, stifled by tradition, and fearful of losing face or

giving offense to the reigning authorities.

Key words: Commit! Engage! Try! Fail! Persist!

*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit

“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

“You want ‘checklists.’ I instead offer you a ‘guaranteed’

‘formula’: Passion.

Enthusiasm. Bloody-mindedness [as contrasted

with mere ‘determination’]. Relentlessness. A demonic need to make ‘it’

happen.” —TP

“You say ‘But there are ‘naysayers.’ I say: “Get a life.” I

offer an-the answer: Passion.



happen.” —TP

“You say ‘But there are ‘naysayers.’ I say: “Get a life.” I

offer an-the answer: Passion.


with mere ‘determination’ … ‘commitment’ …

‘purposefulness’]. Relentlessness. A demonic need to make ‘it’

happen.” —TP

“You say ‘But there are ‘naysayers.’ I say: “Get a life. If it’s important there are always

Naysayers.” I say: Passion.



happen.” —TP

Nelson.Grant.

Churchill.

TP0707: “I fear I am becoming utterly

useless. My regard for ‘practical advice’ has

evaporated.”

Geronimo!




loudly proclaiming, ‘Wow, what a ride!’ ” —anon.

"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)

"The object of life's journey is not to arrive at the grave safely in a well

preserved body, but rather to skid in sideways, totally worn out, shouting, 'Holy Shit, What a Ride!!!’ ”

—Mavis Leyrer (feisty octogenarian, living in Seattle)

Let Us March

Tom Peters/0523.06

“The pen is mightier than the

sword, but nothing compares

with the vocal cord.”

—DAW/Vineyard Gazette

“The problem with communication ...is the ILLUSION that it

has been accomplished.”

—George Bernard Shaw

“Speech is power: speech is to persuade, to convert, to compel.” —Ralph Waldo

Emerson

“Everyone lives by

selling something.”

—Robert Louis Stevenson

“If you don’t listen, you don’t sell

anything.”

—Carolyn Marland/Managing Director/Guardian Group

“If all my possessions were

taken from me with one exception, I would choose to

keep the power of speech, for

by it I would regain all the rest.” —Daniel Webster

“The only reason to give a speech is to

change the world.” —JFK

“In classical times when Cicero had finished

speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking,

they said, ‘Let us march.’” —Adlai Stevenson

Let us march.

“Nothing is so

contagious asenthusiasm.”

—Samuel Taylor Coleridge

“It’s always

showtime.”


Carly F: 2Cs/Capability + Character

TP: 2Ds/Determination + Decency

The [EXTREME] Limits to Miracle Approaches*

6-sigma + Bloody-minded Determination = Roaring Success

6-sigma + by-the-numbers/ “fashionable” “leadership” =

Tepid results (at best)

*Or: the rich get richer …

END.DETERMINATION.

IMPLEMENTATION

Marcus+Arts+

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 paramountRe-lent-less!

“Practice is cool” (G Leonard/Mastery)

Team and individual Aspire to EXCELLENCE = Obvious

Ex-e-cu-tionTalent = Brand = Duh“The Project” rulesEmotional language

Bit players. No.B.I.W. (everything)

Delta events = Delta rosters (incl leader/s)

“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

“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

“The one thing 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

“No matter what the situation, [the great manager’s]

first response is always to think about the individual concerned and how things can be arranged to help

that individual experience success.” —Marcus Buckingham,

The One Thing You Need to Know

CRO*

*Chief Recruitment Officer

CRO/Chief Recruiting Officer: #1 strategic issue in

“commoditized” world, enormous financial services company. Agent turnover.

15% retention after 4 years. (Industry average is 11% …

“because that’s the way it is” )

CQO*

*Chief quest-meister

Stating the Obvious: THE PROBLEM IS RARELY THE

PROBLEM.

THE PROBLEM IS RARELY/NEVER THE

PROBLEM. THE RESPONSE TO THE

PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* **

*Watergate, M Stewart, BR**And: PERCEPTION IS ALL THERE IS!

OFTEN AS NOT/MORE OFTEN

THAN NOT THE UNDERLYING

PROBLEM IS NOT MUCH OF A PROBLEM.

PERCEPTION IS ALL THERE IS.

PERIOD.*

*From Whole Foods to IBM to the corner deli

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.

POWER WORDS!

“I’m sorry.”

Stating the Obvious: MORE POWER WORDS/IDEAS

Thank You!

MBWA**5,000 miles for a 5-minute face-to

-face meeting (courtesy super-agent Mark McCormick)

Say it with …

FLOWERS

POWER IDEAS!

You must care.—General Melvin Zais

motivational stuff

“Do one thing every day that scares you.”

—Eleanor Roosevelt

"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.

Immutable Logic for “New Management”

“ ‘Say goodbye to Mr Tough Guy, that ugly, mean-spirited tyrant,’ said Peter Georgescu, chairman emeritus of Young & Rubicam. ‘Starting in the late 1940s and continuing throughout most of the rest of the 20th century, the

demand for products and services far exceeded their supply,’ he said. ‘Those with sufficient capital to produce and distribute goods had

unparalleled advantages, and all the accepted business wisdom—rules, advice, best practices—revolved around excess demand.’ But during the

1990s all that began to change. Today most businesses and industries in the developed world are in a state of excess supply: Capital is cheap and

ubiquitous; raw materials are readily available; manufacturing is now clearly at overcapacity; and human labor is plentiful and inexpensive. What this

means is that the ‘war’ between providers and consumers is finally over—and that consumers have won. … Georgescu called commoditization—

where all products look alike, feel alike, and perform alike except for price—the ‘cancer of the 21st century.’ … There is, however, one aspect of doing

business that has not—and can never be—commoditized. And that is creativity. As exciting and as robust as creativity is, it is also a fragile

resource that needs to be supported, encouraged, and nurtured. ‘It can’t be forced,’ Georgescu said. ‘It can’t be motivated by fear or intimidation.’”

—Alice LaPlante, Stanford Business (05.2006)

“Nothing is as fast as the speed of

trust.” —Stephen M.R. Covey, The Speed of

Trust

Eric: “What’s a better description of what you ‘could’ do than what you ‘did’ do?”

Willy: “Don’t you ever see a discrepancy between your ability and how well you played a match?”

Eric: “If I do, I shouldn’t. If you discriminate between the two, what you ‘could’ do is infinite. You’re capable of what you actually do. If ability is a finite, measurable quantity, it’s the same thing as performance.”

from Double Fault by Lionel Shriver

“I’m looking for insane

commitment.”

—Twyla Tharp, The Creative Habit




acceptance

“If it’s not fun you’re not doing

it right.”—Fran Tarkenton






HTSH: Engage!*

Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never,

ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one

hundred percent of themselves to their dreams! Not by those timid souls who

remain glued to the sidelines, stifled by tradition, and fearful of losing face or

giving offense to the reigning authorities.

Key words: Commit! Engage! Try! Fail! Persist!

*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit

“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

Only connect

!

—E.M. Forster, Howards End

Only connect! That was the whole of her

sermon. Only connect the prose and

the passion, and both will be exalted,

And human love will be seen at its height.

Live in fragments no longer. Only connect ...

—E.M. Forster, Howards End

ACTING: Think of a person as

a “troupe of actors.” (“Many

truths about oneself” which must all be understood if one is to know oneself.)

Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life

Radically Thrilling Language!

“Radically Thrilling.”

—BMW Z4 (ad)

Paul Arden, Whatever You Think Think the Opposite

“TRAPPED. It’s not because you are making the wrong decisions. It’s because you are making the right

ones. We try to make sensible decisions based on the facts in front

of us. The problem with making sensible decisions is that so is

everybody else.”

Source: Paul Arden, Whatever You Think Think the Opposite

“I WANT. Making the safe decision is dull, predictable and leads nowhere new. The unsafe decision causes you to think and respond in a way you hadn’t thought of.

And that thought will lead to other thoughts which will help you achieve

what you want. Start taking bad decisions and it will take you to a place where

others only dream of being.”


“ARE YOU BEING REASONABLE? Most people

are reasonable; that’s why they only do reasonably well.”


“THE AGE OF UNREASON. Old golfers don’t win (it’s not an absolute, it’s a general rule). Why? The older golfer can hit the ball as far

as the younger one. He chips and putts equally well. … So why does he take the extra stroke that denies him victory? Experience. He knows the downside, what happens if it

goes wrong, which makes him more cautious. The younger player is either ignorant or

reckless to caution. That is his edge. It is the same with all of us. Knowledge makes us play

safe. The secret is to stay childish.”


[If you are a brilliant listener who rarely interjects the

speaker will think you are brilliant—because he will have

been listening to himself.]


“WHAT IS A GOOD IDEA? One that happens is. If it

doesn’t, it isn’t.”**Even a bad idea that happens is better

than a “good idea” that doesn’tSource: Paul Arden, Whatever You Think Think the Opposite

“DON’T STAY TOO LONG IN A JOB. … FIRED? IT’S THE BEST THING THAT CAN HAPPEN TO YOU.* (*You hated your situation anyway.) …

DON’T GO TO UNIVERSITY. GO TO WORK.* (*Going to university usually means, ‘I don’t know what to do with my

life, so I’ll go to university.’)”


“DON’T BE NEGATIVE ABOUT REJECTION. When I was Creative

Director at Saatchi’s I gave a young man a grilling for producing an

underwhelming piece of work. Later in the day, somebody told me he was in

his office crying. I went along to console him. I said, ‘Don’t worry, I was

useless at your age too.’”


“SIMPLY CHANGE YOUR LIFE. The world is what

you think of it. So think of it differently and your life

will change.”


“The best piece of advice ever given was by the art director of Harper’s Bazaar, Alexey Brodovitch, to the

young Richard Avedon, destined to become one of the world’s great photographers. The advice was simple: ‘ASTONISH ME.’ Bear

these words in mind, and whatever you do will be creative.”


“Which slogan would you choose for the V&A?

THE MUSEUM OF THE ARTS

THE ART OF THE MUSEUM

THE NEW V&A

IT’S NOT FOR BORING OLD ARTS

AN ACE CAFF WITH QUITE A NICE MUSEUM ATTACHED

“In a museum, the first question is ‘Where’s the loo?’ the second is ‘Where is the café?’ A visit to a museum is an outing it should be entertaining as well as

elevating. Curators have to conserve art, and directors are there to serve the public, the curators and themselves. So put yourself in their position. Which line are you going to choose? One which will be effective with the public, or one that

preserves the dignity of the V&A? To her everlasting credit, Elizabeth Esteve-Coll, then Director of the V&A, chose the last line.”


Let Us March

Tom Peters/0523.06

“The pen is mightier than the

sword, but nothing compares

with the vocal cord.”

—DAW/Vineyard Gazette

“The problem with communication ...is the ILLUSION that it

has been accomplished.”

—George Bernard Shaw

“Speech is power: speech is to persuade, to convert, to compel.” —Ralph Waldo

Emerson

“Everyone lives by

selling something.”

—Robert Louis Stevenson

“If you don’t listen, you don’t sell

anything.”

—Carolyn Marland/Managing Director/Guardian Group

“If all my possessions were

taken from me with one exception, I would choose to

keep the power of speech, for

by it I would regain all the rest.” —Daniel Webster

“The only reason to give a speech is to

change the world.” —JFK

“In classical times when Cicero had finished

speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking,

they said, ‘Let us march.’” —Adlai Stevenson

Let us march.

“Nothing is so

contagious asenthusiasm.”

—Samuel Taylor Coleridge

“It’s always

showtime.”


K.I.S.S.

K.I.S.S.

450/8/Stone200/3/Bossidy

3/Enrico3/Haass

1p/Horan1p/TP

Bberry/ScottRepeat/Gerstner

Billboards/Creech

“One bank is currently claiming to ‘leverage its

global footprint to provide effective

financial solutions for its customers by providing a

gateway to diverse markets.’

—Charles Handy

“I assume that it is just saying that it is there to

‘help its customers wherever they are’.”

—Charles Handy

450/8

“I wanted GE to operate with the speed, informality,

and open communication of a corner store. Corner

stores often have strategy right. With their limited resources, they have to

rely on laser-like focus on doing one thing very well.”

—Jack Welch/Fortune/04.05

Lee’s Rule: Run It off a

Blackberry!

“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 they try to be

clever.” —Napoleon on Simplicity, from Napoleon on Project Management by Jerry Manas.

Exercise: Take a complex financial analysis you are presenting—and convert it into a

number-less story.*

*Shell’s (et al.) “scenario planning”

EndIMPLEMENTATI

ON

EXCELLENCE.

EXCELLENCE.

ALWAYS.

EXCELLENCE.

CAUSES.ADVERSARIES.

Causes/1966-2006

Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se)

EXCELLENCE (as a worthy business pursuit)

Management Style/Corporate CultureSoft “Ss”/7-S (Waterman-Peters complete “business model”; waaaaay beyond Strategy & Structure)

Structure > Strategy (“We shape our structures, then they shape us …”—Churchillian paraphrase)

Soft Change Levers (> structure; symbols, patterns & settings)

Close to the Customer (novel idea, circa 1982)

MBWA (Managing By Wandering Around—courtesy a much more intimate than today HP)

Productivity through People (novel idea, circa 1982)

Chaos/Crazy Times Call for Crazy OrganizationsMiddle-sized companies are cool Re-imagine!/Innovate or Die!Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers

Causes/1966-2006

Women/Market opportunityWomen/Leaders (right for the times)

Design/Design-as-soulWow! (Hot language)

Weird!Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1)

Brand You (or else)

PSF = Bedrock (add value or bust—every group must demonstrate economic viability)

PSF + Brand You + WOW Projects = New Biz LogicSales/+R > -C (increasing revenue more important than cutting cost)

HealthCare/Wellness-Safety-H5N1Brand = Talent (best roster wins)

New VA Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DREAMKETING (Dream Marketing)-LOVEMARKDifferent > > BetterBoomers & Geezers/marketing to new “mega-segment”

Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press

“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit

anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”

Approximately 640 Index entries: Customer/s

(service, retention, loyalty), 4. People (employees, motivation, morale,

worker/s), 0. Innovation (product development, research &

development, new products), 0.

M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. (Life = Sales.) Do. (Execution-

Implementation.) Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit

support. Execution. Adoption-Client “Culture Change.”) Product. (“It.”) Innovation. (Design.

Creativity. “Buzz-building.” Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) “Culture”

Change. (Lasting impact.) Diversity. (Cross-

cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.)

*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

Noble Bill

“This is not to denigrate emphasis on

leadership, entrepreneurship, management and

global business” —WFS

Source: “Brave New World, Bold New B-School”/Tim Westerbeck/BizEd/08.04

Adversaries

B-schools (crappy at soft skills, implementation, leadership)

Strategy-is-allBy-the-numbers managementDis-passionate managementFocus groupsIntuition discountedLeading as an intellectual taskLeading without passionCool language in Hot timesDilbert (accepting cubicle slavery)

Bigness per se (severe scale limitations—even at Microsoft)

White guys! (not really, but enough already)

18-44 emphasis in marketing (geezers > youth for foreseeable future)

-Cost > +Revenue (cost cutting more important than organic revenue growth)

CI (continuous improvement in an age of discontinuous world)

LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE

A Life’s Work

1966: MBWA/Do>Talk

1974: Behavioralism: Do>Talk/IMPLEMENTATION>Strategy

1979: 7S/Emphasis on “Soft Ss” (“Hard is soft. Soft is hard.”)

1982: “Beyond strategy”EXCELLENCE

“Bias for Action”/“Do it. Fix it. Try it again.”“Close to the Customer”

MBWA (as metaphor) “Management Style”

1990: “Innovate or Die”DesignWomen

Brand YouWOW! (Passion. Enthusiasm. Energy. Emotion. Technicolor)

2000: “The Work Matters”PSF+BY+WowProjects = V.A. Source #1

Brand “Inside”

Them-UsTom Peters/0624.2006

“Them” “Us”

Strategy EXECUTIONPlanning ActionMarketing Selling/SalesMarkets CustomersCustomers ClientsMicro-segmentation Big Stuff (Women, Boomers)Cost minimization Revenue maximizationSynergy/“Efficiencies” Decentralization“Strategic supplier Pioneering supplierProcess ProjectEffectiveness ExcellenceMen WomenLeadership Management + LeadershipStandardization Exceptionalism (53 = 53)Big clients COOL clientsPrestigious Board INTERESTING Board

“Them” “Us”Big Mid-sizeGrowth by merger Organic growthBuy market share Create NEW marketsEfficient, streamlined Value-creating “PSF” “department” Certainty-predictability Ambiguity-opportunityFearful of losing Aggressive pursuit of winningPlan PrototypeCareful evaluation Another prototypeRevised plan Another prototypePeople/Employees TalentEffective HR department Rockin’ Talent Development Center of ExcellenceBenchmark against the Benchmark against the “best”-“industry leader” “coolest”

“Them” “Us”

Benchmark “Future”markOrderly career progression “Up or Out” (PDQ)Head HeartIQ EQ“Professional” PassionateStoic, humble leaders Noisy, emotional “characters” in chargeHire for Resume Hire for intangiblesMeasured-thoughtful Relentless, pig-headed approach determinationTeamwork comes first Teamwork and disruptive individuals equal billingListen to customers Lead customersCustomer “involvement” Intimate-Seamless customer inter-twining

“Them” “Us”MBM (Management MBWA by memo)MBA MFAShareholder Value Great people-product rule comes first Work smart Work hardBuilt to last Built to Rock the WorldReward successes Reward (EXCELLENT) failuresQuality first! Design 1TQuality first Innovation 1THigh-quality Jaw-dropping Experience transactionCVs demo consistent CVs feature Magic Moments performanceGood grades Cool stuff Operational excellence World-rocking INNOVATION

“Them” “Us”Brand LovemarkBest analysis wins Best STORY wins“Beyond politics” Politics-is-life, the rest is detailsOutsource Bestsource“Motivate” Send on QUESTS“Motivate” InviteMeasured language HOT languageProduct-Service Gamechanging SOLUTION, Thrilling EXPERIENCE, DREAM come true, LOVEMARKPastel Technicolor Better Different“Mission success” “Mission EXCELLENCE”Very good EXCELLENCE. ALWAYS.

good words.Bad words.

Words that may NOT be used in my presence:

“Motivate”

“Market”

Words that may NOT be used in my presence: “Motivate” … “Market” … “MBA” … “Plan”

(mostly) … “Worker” … “Job” … “Task” … “Exceeds

expectations” … “HR” … “Employee evaluation” … “Man”

(mostly) … “Shareholder Value”

Words that MAY be used in my presence: “Invite” (v. “Motivate”) … “Sell” (v. “Market”) … “People” (we’d like to serve) (v. “Market segment”) … “Client” (v.

“Customer”) “OJT/MFA” (v. “MBA”) … “Act”/ “Execute” (v. “Plan”) … “Talent” (v. “Worker”) …

“Quest”/“Adventure-in-EXCELLENCE” (v. “Job”) … “Wow Project” (v. “Task”) … “Rockin’ (profit-makin’)

PSF” (v. “Department”) … “Theater” (v. “Office”) … “Breathtaking Experience” (v. “Transaction” that “Exceeds

expectations”) … “Talent Fanatics Inc” (v. “HR”) … “Brand You adventure” (v “Career development”)

“Annual Report development session” … (v.

“Employee evaluation”) … “Woman” (v. “Man”) …

Words that MAY be used in my presence: … “Wow!” (v. “Nice”) … “Bloody-minded”

(v. “Committed”) … “Thank you! (v. “____”) … “Attack”/Innovate (v. “defend”/Entrench)

… “Great stuff. Great people. ‘Do it’ fanatics.” (v. “shareholder value”) …

“EXCELLENCE. ALWAYS.” (v. “Good work”)

(v. “shareholder value”)



—BMW Z4 (ad)

EXCELLENCE.

ALWAYS.

“Why in the world did you go to Siberia?”

The Peters Principles: 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.

Business* ** (*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

Business: The Ultimate Creative

Endeavor.

Business: The Ultimate Personal

Development-Growth

Experience.

Business: The Ultimate

Transcendent Service

Opportunity.

A Comment on Tom Peters in the Context of the Reagan Revolution …

“Tom Peters and Steve Jobs did more to make business cool ‘for the rest of us’ than any

others.” —Rich Karlgaard, publisher, Forbes

“To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to

yourself, your ideas and focusing on the essentials.” —Richard Branson

“It is not the strongest of the

species that survives, nor the most intelligent, but the one most

responsive to change.” —Charles Darwin



ailments and grievances complaining that the world

will not devote itself to making you happy.” —GB Shaw/

Man and Superman




loudly proclaiming, ‘Wow, what a ride!’ ” —anon.

Skid in broadside

"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)

"The object of life's journey is not to arrive at the grave safely in a well

preserved body, but rather to skid in sideways, totally worn out, shouting, 'Holy Shit, What a Ride!!!’ ”

—Mavis Leyrer (feisty octogenarian, living in Seattle)

Geronimo!



—BMW Z4 (ad)

The “Soft” SideTom Peters/0430.06

>25

“Every child is born an artist.The trick is to remain an artist.”

—Picasso

“If it’s not fun you’re not doing

it right.”—Fran Tarkenton

“Happiness” & “Leisure” per ARISTOTLE

HAPPINESS: Eudaimonia … well-doing, living flourishingly. Megalopsychos … “great-souled,” “magnanimous.” More: respect and concern for

others; duty to improve oneself; using one’s gifts to the fullest extent possible; fully aware; making

one’s own choices.

LEISURE: pursue excellence; reflect; deepen understanding; opportunity to work for higher

ends. [“Rest” vs. “leisure.”]

Source: A.C. Grayling, The Meaning of Things: Aplying Philosophy to Life

“Worthy” Ambition vs. “Mere” Ambition per MILTON

“The difference is well illustrated by the contrast between the person who says he ‘wishes to be a writer’ and the person who says he ‘wishes to write.’

The former desires to be pointed out at cocktail parties, the latter is prepared for the long, solitary hours at as desk;

the former desires a status, the latter a process; the former desires to be, the latter to do.” —A..C. Grayling, The Meaning of Things:

Applying Philosophy to Life [C.f. JOHN BOYD on “be-do.”]

EXCELLENCE. BY

INVITATION.




acceptance

“In the end, management doesn’t

change culture. Management

invites

the workforce itself to change the culture.”

—Lou Gerstner

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; ie 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.

“AS LEADERS, WOMEN

RULE: New Studies find that

female managers outshine their male counterparts in almost every measure”

Title, Special Report/BusinessWeek

EXCELLENCE.

SALES.

“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

This is not about …

“customer centrism”“integrated marketing”

etcetcetc

It is about …

… sellin’ a whole lotta stuff and having customers go bananas

with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes

and busses.

M.I.A.*: Talk. (Present.) Listen. (Interview.)

Sell. (Life = Sales.) Do. (Execution-

Implementation.) Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit support.

Execution. Adoption-Client “Culture Change.”) Product. (“It.”) Innovation. (Design. Creativity. “Buzz-building.”

Politics.) Leadership. (USMA, etc.) E.Q. (Connect.)

“Culture” Change. (Lasting impact.) Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand

You life-lifestyle.) Wellness. (Life.)

*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

. “Everyone lives by selling

something.”

– Robert Louis Stevenson

SellSellSell

“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the

details? Who finds it easier to meet new people? Who asks more questions in a

conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who

has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is better at keeping in touch

with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

“It’s always showtime.”


TP.27 … on Selling

(Short) (Personal)

Out-prepare!! (huge time commitment!)Learn the “culture”Practice!Care-EmpathyListen-Empathetic listening (SC)“Listen”-Body languageK.I.S.S. (1-page summary. 1 = 1.)Enthusiasm-ENERGY-“Authenticity”!!OBVIOUS belief in productSelling: Solution-Success-Experience-Dream come true-Love-Dramatic DifferenceSelling: Better STORY! (“Best story wins”)Selling: Yourself! (Brand you)“Obvious” Wow!No exaggeration!Spell out commitments!SIMPLE timelineSell “inside”-First! Thorough!Relationships-“Way down”!!Time!!!! (Eg, build trust)Ooze integrityIntroduce to rest of team, esp “mechanics”SBWA (5K for 5M)Remember: Close!Gotta-make-a-profit (be ready to walk away!)“Good loss”Don’t dis competitors!!Make her-him-target SUCCESSFUL (in a personal way)

C(I)>C(X)

EXCELLENCE.

THE END.

PSF

PSF Transformation: Credit Department/Trek

Was Is

Credit Dept Financial Services

Hammer on dealers until Make dealers successful so theythey pay CAN pay

AR sold to 3rd party Trek is the commercial financialcommercial co. Company

23 employees 12 employees

Oversee peak AR of $70M Oversee peak AR of $160M

Identify risky dealers Identify opportunities

Cost Center Profit Center

No products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments

Source: John Burke/0330.06

HCare CIO: “Technology Executive” (workin’ in a hospital)

Or/to: Full-scale, Accountable (life or death)

Member-Partner of XYZ Hospital’s Senior

Healing-Services Team (who happens to be a techie)

Gamechangging “Solutions”: Bet-the-Company

IBMIBMUPSUPS

XeroxXeroxMasterCardMasterCard

GEGEBestBuyBestBuy

The Work Matters: On Self-reliance,

Becoming a “Change Insurgent” and the

Power of Peculiarities

“Self-reliance never comes ‘naturally’ to adults because

they have been so conditioned to think non-authentically that

it feels wrenching to do otherwise. … Self Reliance is a last resort to which a person is

driven in desperation only when he or she realizes ‘that imitation is suicide, that he must take himself for better, for worse, as his portion.’ ” —

Lawrence Buell, Emerson

“For Marx, the path to social betterment was through collective resistance of the proletariat to the

economic injustices of the capitalist system that

produced such misshapenness and fragmentation. For Emerson, the key was to jolt

individuals into realizing the untapped power of energy,

knowledge and creativity of which all people, at least in principle, are

capable. He too hated all systems of human oppression; but his central

project, and the basis of his legacy, was to unchain individual minds.”

—Lawrence Buell, Emerson

The Work Matters!

“What we do matters to us. Work may not be the most

important thing in our lives or the only thing. We may work because we must, but we still want to love, to feel pride in, to respect ourselves for what

we do and to make a difference.” —Sara Ann Friedman, Work Matters:

Women Talk About Their Jobs and Their Lives

“When was the last time you

asked, ‘What do I want to

be?’ ” —Sara Ann Friedman, Work Matters

“If you ask me what I have come

to do in this world, I who am an artist,

I will reply: I am here to live my life

out loud.” — Émile Zola

“How Would You Play Today If You Knew You Could

Not Play Tomorrow”

Source: Slogan for Loyola’s lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman)

“She made us close our eyes and hear the singers she was passionate about: Roberta Flack and Aretha Franklin. ‘Listen to the joy

in their voices,’ urged Diane. ‘It’s not the words or the music.

They sing with such great passion, such heart and

soul. You can feel how the singers love what they’re doing. It’s not just a job to

them. If you want to excel at anything, you must be passionate. Otherwise, why waste

your time?’ ”

Source: Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman

“It’s no longer enough to be a ‘change agent.’ You must be a change insurgent—provoking,

prodding, warning everyone in sight that

complacency is death.”

—Bob Reich

“Nobody gives you power.

You just take it.” —Roseanne

Characteristics of the “Also rans”*

“Minimize risk”“Respect the chain of

command”“Support the boss”

“Make budget”*Fortune, on “Most Admired Global Corporations”






“In Italy for 30 years under the Borgias they

had warfare, terror, murder, bloodshed—and produced Michelangelo,

da Vinci and the Renaissance. In

Switzerland they had brotherly love,

500 years of democracy and peace, and what did they

produce—Source: Orson Welles, as Harry Lime, in The Third Man

—the cuckoo clock.”

“The key question isn’t ‘What fosters creativity?’ But it is why

in God’s name isn’t everyone creative? Where was the human

potential lost? How was it crippled? I think therefore a good

question might be not why do people create? But why

do people not create or innovate? We have got to abandon that

sense of amazement in the face of creativity,

as if it were a miracle if anybody created anything.” —Abe Maslow

“To Hell With Well Behaved … Recently a

young mother asked for advice. What, she wanted to know, was she

to do with a 7-year-old who was obstreperous,

outspoken, and inconveniently willful? ‘Keep her,’ I replied. … The suffragettes refused to be polite in

demanding what they wanted or grateful for getting what they

deserved. Works for me.” —Anna Quindlen/Newsweek

Back to the Future: The “PSF”/ “Brand You” Idea Circa 1900*

William James (“What Makes a Life

Significant”/1899): “men with no trade” “must sell to the

highest bidder their mere muscular strength for so many hours per

day”

* “Brand You”/2005 = “Tradesman”/1899

“Well-behaved women

rarely make history.”

—Anita Borg, Institute for Women and Technology

Goodnight and Good

Luck.

Unparalled in “Our” Professional Lifetime*

TerrorismMiddle East instability

H5N1China screwups

Globalization backlashEnergy dependence

Environmental threatsLife sciences

“Cold War” with ChinaFraying American fabric

U.S. impotence in the face of Asia’s rise

*Current leaders were not Cold War leaders

“This is a dangerous world and it is going to become more

dangerous.”

“We may not be interested in chaos

but chaos is interested in us.”

Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

“Not a single item in our trillion-dollar arsenal can compare with the genius of the suicide

bomber—the breakthrough weapon of our time. Our intelligence systems cannot locate him, our arsenal cannot deter him, and, all too often, our soldiers cannot stop him before it’s too late. A

man of invincible conviction—call it delusion, if you will—armed with explosives stolen or

purchased for a handful of soiled bills can have a strategic impact that staggers governments.

Abetted by the global media, the suicide bomber is the wonder weapon of the age.”

—The Weekly Standard, 0206.06

Chicagoland’s

Mystery Disappearances …

New Economy?!

Sergey + Larry >

Harvard/370

New Economy?!

Genentech09, Amgen09

> Merck09 (70K-3/394B-5)

“Deutsche Bank Moves Half of Its Back-office Jobs to India”/

headline/FT/0327; 500 of 900 Research;

JPMorgan Chase—30% back-office by 12.31.07

43,000

Stuff

“I can’t say that I don’t know what my teachers

were doing in the classroom. I am still

responsible if a child gets lost.” —Enron juror Freddy Delgado,

elementary school principal

Google/U.N. Google/U.N. Resolution 347Resolution 347(“inside his information loop”)

“From secret hideouts in South Asia, the Spanish-Syrian al-Qaeda strategist published thousands of

pages of tracts on how small teams of Islamic extremists could wage a

decentralized global war against the United States and its allies.”

—Washington Post/0523.06

“The Nanny State Places a Bet: As Manufacturing Jobs

Move Abroad, a More Relaxed Singapore Tries to Stimulate Tourism by Building Its First

Casinos” —headline, NYT 0523.06

“American political life [has

been] overwhelmed by marketing professionals, consultants and pollsters

who, with the flaccid acquiescence of the

politicians, have robbed public life of much of its

romance and vigor.” —Joe Klein, Politics Lost

“Consultants have drained a good deal of

the life from our democracy. Specialists in caution,

they fear anything they haven’t tested.” —Joe

Klein, Politics Lost

“Google, Craigslist

Tackle Real Estate,” —Headline, WSJ, 0406.06

eBay/0306

$50B

1 new car/second

700K make living from eBay

Source: FT/0325.06

Cultural sensitivities

PLUS “Universals”

“Integrity” “vs” “Politics”: A little realism,

please …

Loyalty, Now More Than Ever: “Vertical”

(hierarchical) LOYALITY vs “Horizontal” (peers; community) LOYALITY

Omnicom: Acquire for TALENT (Openly)

Omnicom's acquisitions: “not for size per se”; “buying talent;” “deepen a relationship with a

client.” (Advertising Age/07.05)

“Omnicom very simply is about talent. It’s about the acquisition of talent, providing the atmosphere so talent is attracted to it.” (John Wren)

Documents

NEW SLIDES 0712. 0712 What About Me/Us? [Architecture] is among the most spiritual of the arts, because it changes the world, changes lives. It is about