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Tom Peters’ EXCELLENCE. ALWAYS. Global Leaders/Singapore/04August2006. Slides* at … tompeters.com *also “long”. “ORGANIZATION” = STRATEGY: THE GUERRILLA ADVANTAGE Tom Peters/04August2006. - PowerPoint PPT Presentation
Citation preview
Tom Peters’
EXCELLENCE. ALWAYS.
Global Leaders/Singapore/04August2006
Slides* at …
tompeters.com
*also “long”
“ORGANIZATION” = STRATEGY: THE
GUERRILLA ADVANTAGETom Peters/04August2006
“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The
answer seems obvious: Buy a very large one and just wait.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
“New Era of War, and U.S. Isn’t Ready Conflicts of Future:
Nations vs. Networks” —Headline/p1/
International Herald Tribune /31.07.2006
Opening: “Pound for pound and pounding, the Israeli military is one of the world’s finest. But Hezbollah, with the discipline and ferocity of its fighters and its ability
to field advanced weaponry, has taken Israel by surprise. Now that surprise has rocketed back to
Washington and across the U.S. military.”
“We are into the first great war between nations and networks. This proves the growing strength of networks as a threat to American national security.” —John Arguilla,
USNPGS, from “Net Warfare 101”
Small units … agile … lethal … invisible … guerrilla …
network warfare … distributed … dispersed … mobile .. Flat [hierarchy] …
improvisational … etc.
“ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE: Agile. (Sluggish.) Wily. (Big footprint.) Always
moving. (Seldom moving.) Brownian motion per se bewilders the enemy. (Blind despite NewTech.) Momentum comes from small
wins. (Small wins invisible, too small scale to execute.) Goal is converts, not territory. (Protect territory.) Offense. (Defense.) Travel light; very high “tooth to tail” ratio. (Travel heavy, low
“tooth to tail.) Live off the land. (Tortuous supply chain.) UNPREDICTABLE; BEHAVIOR NEARLY RANDOM. (VERY PREDICTABLE; LONG PLANNING CYCLE; OBSERVABLE
FOOTPRINT.) Dug in but not dug in. (Dug in but vulnerable.) No HQ; floating HQ. (Big HQ at home and away.) Few fixed assets.
(Mostly fixed assets.) Scroungers mentality. (Methodical & complex.) Mobile communications. (Fixed communications.) Everything,
including people, disposable. (Tight “asset management,” materials & humans.) No fortress to guard. (Big fortresses which must be
guarded.) Replaceable leaders. (Formal, rule-based hierarchy.) Self-healing network, like Internet. (Network far more fixed.) Hackers
mentality. (Planner’s mentality.) DECENTRALIZED. (CENTRALIZED.) KIAs are celebrated. (KIAs are the ultimate loss.)
Natural reorganizations following cell division model. (Methodical, high-friction change.) Few formal layers. (Lotsa formal
layers.) Few rules. (Lotsa rules.)
“ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE: Management By Vision. (Management by law-rule
books.) Miniaturized but deadly weapons. (Fixed weapons.) Invent your own arsenal. (Gazillion-year weapons acquisition cycle.) Multiplier impact by spreading confusion. (Need set-piece victories to satisfy constituents.) Passion. (Supportive at the level of car decals.)
Little value on current rules. (Value of life paramount.) Ad hoc; RFA or FFF. (R.A.F. / Ready. Aim. Aim. Aim. Fire.) SIMPLE
PHILOSOPHY THAT BINDS, FLEXIBLE ORG, FLEXIBLE OPS. (COMPLEX PHILOSOPHY, INFLEXIBLE ORG, INFLEXIBLE OPS.)
Different time frame; a 1,000 year conflict. (Need to show progress daily.) Attract youth with more energy and zeal than good
sense. (Mature and inflexible and cautious and methodical.) Minimum need to spin; as easy to spin a loss as a win. (Battle plans designed
& distorted & diluted to produce spin per se.) Ad hoc. (Due process.) “Media” looks for wins; media values small wins. (Media fixated by SNAFUs; small wins beneath the radar.) Win when enemy over-
reacts. (Lose if over-react.) Ubiquitous webs. (Ubiquitous bureaucracy.) Recruit, support, impact follows Virus Model; recruit via Buzz. (All is formal.) Value of conventional scale
declining exponentially. (Still citizens of a “big is beautiful” age.) Virtually no way to lose; a loss is a win as much or more than a win is a win. (Virtually no way to win; a win is often a loss as much as a
loss is a loss.)
“It is not the strongest of the
species that survives, nor the most intelligent, but the one most
responsive to change.” —Charles Darwin
“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
“The most successful
people are those who
are good at plan B.”
—James Yorke, mathematician, on chaos theory in The New Scientist
“If things seem under control, you’re just not
going fast enough.” —Mario Andretti
Ready.Fire.Aim.
Ross Perot
“Crazy Times Call for Crazy
Organizations” —Subtitle, The Tom Peters Seminar (1993)
Inflexibility and mass are favored in
static times. Flexible and
ephemeral are favored in chaotic
times.
Stephen Jay Gould:
Bacteria rule! Sizeable cases
[e.g. humans] are virtually irrelevant anomalies.
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.)
“Operations is policy.”—Fred Malek*
*Andy Pearson. Al McDonald. Jack Welch(?). U.S. Grant. Horatio Nelson.
“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market between 1917 and 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to
1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the
Market
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
“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
“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
Blitzkrieg?
Case: Perceived
Rommel invents Blitzkrieg.Krauts kick the crap out of the
Frogs in two weeks.Q.E.D.
Case: Lesson Learned
Planned innovation (P.I., not C.I.) is possible, is cool, is
effective. (Write it up. Publish.)
Case: Reality
Germans cross Meuse into France. Whoops: French intelligence completely drops
the ball. (Loses track of the Germans—no kidding.)
Germans keep advancing; outrun supply lines; no land-air co-ordination.
Hitler orders advance stopped.General never gets the word.
General marches to Paris, virtually unopposed.Germans shocked.
After the fact, Germans label it “Blitzkrieg.”
Case: Lesson Learned
Do something.Get lucky.
Attribute luck to superior planning.
Get medals.
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
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
Tom Peters’ “XAlways”:
EXCELLENCE. ALWAYS.
Global Leaders/Singapore/04August2006
2255
2255
The Irreducible209+
That’s a Big Number ….
THREE BILLION NEW CAPITALISTS
—Clyde Prestowitz
“There is no job that
is America’s God-given
right anymore.”
—Carly Fiorina/HP/January2004
“Deutsche Bank Moves Half of Its Back-office Jobs to India”/
headline/FT/0327 (500 of 900
Research)
“There is no job that
is America’s God-given
right anymore.”
—Carly Fiorina/HP/January2004
New Economy?!
Genentech09, Amgen09
> Merck09 (70K-3/394B-5)
New Economy?!
Sergey + Larry >
Harvard/370
EXCELLENCE. STARTERS.
Franchise Lost!
TP: “How many of you [600] really
crave a new Chevy?”
NYC/IIR/061205
2P.3E.
People.Product.
Execution.Enthusiasm.Excellence.
EXCELLENCE. THE WORD.
Synonyms
PurityTranscendence
VirtueEleganceMajesty
Antonyms
Mediocrity
EXCELLENCE.
GAMECHANGER.
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”
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050
*Forbes/Excellence Index /Basket of 32 publicly traded stocks
Sorry, Jack: The New Rules
Old RuleBig Dogs Own the StreetBe No.1 or No. 2 in the MarketShareholders RuleBe Lean and MeanRank Players; Go With the A’sHire a Charismatic CEOAdmire My Might
Source: Fortune/07.24.2006
New RuleAgile Is Best; Big Can BiteCreate Something NewThe Customer Is KingLook Out, Not InHire Passionate PeopleHire a Courageous CEOAdmire My Soul
EXCELLENCE.
NOT YET.
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)
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
Porter.Drucker.Bennis.Peters.
Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters
Strategy Systems People Passion
Porter 50% 20 20 10
Drucker 25% 35 25 15
Bennis 25% 20 30 25
Peters 15% 20 40 25
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”
“In the end, management doesn’t
change culture. Management
invites
the workforce itself to change the culture.”
—Lou Gerstner
Words that may NOT be used in my presence:
“Market”
SellSellSell
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
EXCELLENCE.
YOU & ME.
“Work on me
first.” —Kerry Patterson,
Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations
“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci
EXCELLENCE.
DEFINED.
Great Companies … SET THE
AGENDA.*
(PERIOD.)
* “disturb the sleep of …
AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers
US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited …
Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia …
Cisco … Dell … MCI … Sun … Microsoft … Google … Enron …
Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin
… eBay … Amazon … Sony … Amgen … BMW … CNN … Nike
TP#1*:
Netscape!
*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you
rather to be able to tell someone—e.g., grandchild—that you worked?)
EXCELLENCE.
INNOVATE. OR. DIE.
“A focus on cost-cutting and efficiency has helped many organizations weather the
downturn, but this approach will ultimately
render them obsolete. Only the constant pursuit of
innovation can ensure long-term
success.” —Daniel Muzyka, Dean, Sauder School of Business,
Univ of British Columbia (FT/09.17.04)
World Innovation Forum: Alt Title
YOU ONLY FIND OIL IF YOU
DRILL WELLS
Pathetic!
“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from
1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
“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%)
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
“Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes
money, but I’m not sure we’re actually
innovating. … Our challenge is
to take nanotechnology into the future, to do
personalized medicine …” —Jeff Immelt/2005
More than $$$$
#1 R&D spending,
last 25 years?
GM
GM25/50-75: “Built to
last”????
Inno64: Innovation Strategies & Tactics
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
InnoTactics64 Parallel universeEnd run regnant powersFind done deals-practicing mavericksBell curves2016 in 2006Non-industry benchmarkingEverything = PortfolioV.C.s all!Hot language/Wow-Astonish me-Insanely great- immortal-Make something greatLead customersLead suppliers /Top decile R&DWeird alliancesMottos/Paul Arden (“Whatever You Think Think the Opposite”)Hire freaks/Enough weird people?Weird Boards!!!
We become who we hang
out with!
Measure “Strangeness”/Portfolio Quality
StaffConsultants
VendorsOut-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/IT ProjectsHQ Location
Lunch MatesLanguage
Board
Kodak …. FujiGM …. FordFord …. GM
IBM …. Siemens, FujitsuSears … Kmart
Xerox …. Kodak, IBM
futuremark
“Don’t benchmark, futuremark!
” Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
Find ’em!
“Somewhere in your organization, groups of
people are already doing things differently and
better. To create lasting change, find these areas of positive deviance and
fan the flames.”
—Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
Parallel universe!
“Venture” fund: Gerstner/Amex, Dow/Marriott, Grove/Intel,
Bedbury/Starbucks
“SkunkWorks”/ “ParallelUniverse”
“the 1%
solution”Source: Scott Bedbury
HEART OF STRATEGY
“Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of
earnings consistency. Immelt hasn’t turned his back on
the old ways. But in his GE, the new imperatives are
risk-taking, sophisticated
marketing and, above all, innovation.” —BW/2005
Conscious measurement
Innovation Index: How many of your Top 5 Strategic
Initiatives/Key Projects score 8 or higher [out of 10] on a
“Weird”/ “Profound”/ “Wow”/“Game- changer”
Scale?
Clarity
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!
ACTION “culture”
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”
“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
“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
“You miss 100 percent of the
shots you never take.” —Wayne Gretzky
tolerate [encourage?]
failure
Sam’s Secret
#1!
“FAIL, FAIL AGAIN. FAIL BETTER.”
—Samuel Beckett
“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
EXCELLENCE.
4/40.
4/40
De-cent-ral-iz-a-tion!
“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in
your heart, or not.”
—Brian Joffe/BIDvest
Ex-e-cu-
tion!
“You only find oil if
you drill wells.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We have a ‘strategic plan.’ It’s
called doing things.” — Herb Kelleher
“Execution is the job of
the business leader.” —Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
“Execution is a
systematic process of rigorously
discussing hows and whats, tenaciously following through, and
ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
“Never forget implementation
boys. In our work it’s what I call the ‘missing 98
percent’ of the client puzzle.” —Al
McDonald
Ac-count-a-bil-ity!
“Realism is the heart of execution.”
—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done
“GE has set a standard of candor.
… There is no puffery. … There isn’t an ounce of
denial in the place.” —
Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)
6:15A.M.
????????
Work Hard > Work Smart
DECENTRALIZATION.EXECUTION.
ACCOUTABILITY.6:15A.M.
EXCELLENCE. DRAMATIC.
DIFFERENCE.DOABLE.
This is not a “mature
category.”
This is an “undistinguishe
d category.”
$798
$415/SqFt/Wal*Mart$798/SqFt/Whole
Foods
“It’s simple, really, Tom. Hire for s,
and, above all, promote for s.”
—Starbucks middle manager/field
“A man without a smiling face must
not open a shop.” —Chinese Proverb
Summary:
WallopWal*Mart16*
*Or: Why it’s so absurdly easy to beat a GIANT Company
The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)
*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)
*“Dramatically Different” (La Difference ... within our
community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)
What I’ve Learned about
“Small Business”
Tom Peters26June2006
Passion for PRODUCT.OBSESSION With Product.
LOVE The Product.Aim To Be “ONLY ONES WHO DO WHAT WE DO.”
Keep ADDIN’ Stuff.Invest “UNWISELY” in R&D.
Reside Permanently In The DISCOMFORT Zone.“Unhealthy” PARANOIA Is A Good Thing.
Add Clients That PUSH-PULL.SELL. SELL. SELL. SELL.
Go For Broke: CUSTOMER CONTACT PEOPLE.PERFECTION: Customer Contact People.
Hire for ATTITUDE.INVITE On An Adventure. GREAT CFO/Biz Guy-Gal. NASTY CFO/Biz Guy-Gal.
QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic-Project Manager-I.P.M. (I.P.M. = Inspired Profit
Mechanic)
EXCELLENCE.
PITIFUL.
“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.
“That’s a
VERY sick man.”
—Tom Peters
EXCELLENCE.
OPPORTUNITY.
“Women are the
majority market”
—Fara Warner/The Power of the Purse
1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.
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
EXCELLENCE.
OPPORTUNITY.
2000-2010 Stats
18-44: -1%
55+: +21%(55-64: +47% )
44-65: “New Customer Majority” *
*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder
EXCELLENCE.
VALUE ADDED.
$55B
“Big Brown’s New Bag: UPS
Aims to Be the Traffic Manager for Corporate
America” —Headline/BW/2004
MasterCard Advisors
Huge: Customer Satisfaction versus
Customer
Success
EXCELLENCE. NO OPTION.
“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
of saying that … you’ve become
irrelevant to your
customers.”
—John Battelle/Point/Advertising Age/07.05
Chicago:
HRMAC
“support function” / “cost
center”/ “overhead”
or …
Are you … “Rock Stars of the
Age of Talent”
Department Head
to …
Managing
Partner, IS [HR, R&D, etc.] Inc.
The “PSF35”: Thirty-Five
Professional Service Firm Marks of Excellence
The PSF35: The Work & The Legacy
1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”
Are you the …
“Principal Engine of
Value Added”*E.g.: Your R&D budget as robust as the New Products team?
EXCELLENCE.
ATTITUDE.TRANSFORMATION.
“Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization
Professional? Or/to: Full Partner-Leader in Lifetime
Value-added Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
Up, Up, Up,
Up
the Value-added Ladder.
The Value-added Ladder/Stuff ‘n’ Things
Goods Raw Materials
The Value-added Ladder/Stuff & Transactions
ServicesGoods
Raw Materials
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions
ServicesGoods
Raw Materials
EXCELLENCE.
EXPERIENCE IT.
“Experiences are as distinct
from services as services are from
goods.” —Joe Pine & Jim Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have identified a
‘third place.’ And I
really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers
come for refuge.”
Nancy Orsolini, District Manager
Experience: “Rebel Lifestyle!”
“What we sell is the ability for a 43-year-old accountant to dress in
black leather, ride through small towns and have people be
afraid of him.”Harley exec, quoted in Results-Based Leadership
Up, Up, Up,
Up
the Value-added Ladder.
The Value-added Ladder/Memorable Connection
Spellbinding Experiences
Gamechanging SolutionsServicesGoods
Raw Materials
CXO**Chief eXperience Officer
EXCELLENCE.
DREAM IT.
Furniture vs. Dreams
“We do not sell ‘furniture’ at
Domain. We sell dreams. This is
accomplished by addressing the half-formed needs in our
customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’ Sales are the
inevitable result.” — Judy George,
Domain Home Fashions
Up, Up, Up,
Up
the Value-added Ladder.
The Value-added Ladder/Emotion
Dreams Come True
Spellbinding Experiences Gamechanging Solutions
ServicesGoods
Raw Materials
CDM*
*Chief Dream Merchant
Big Blue
EXCELLENCE.
LOVE IT.
“Brands have run out
of juice. They’re
dead.” —Kevin Roberts/Saatchi &
Saatchi
Kevin Roberts:
Lovemarks!
Up, Up, Up,
Up
the Value-added Ladder.
Lovemark Dreams Come True
Spellbinding ExperiencesGamechanging Solutions
ServicesGoods
Raw Materials
CL O*
*Chief Lovemark Officer
EXCELLENCE.
PURPOSE. BEDROCK.
“People want to be part of something larger
than themselves. They want to be part of
something they’re really proud of, that they’ll
fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)
G.H.: “Create a ‘cause,’ not a ‘business.’ ”
EXCELLENCE.ENTHUSIASM.
ENERGY. PASSION.
“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
“Most important,
he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05
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.”
EXCELLENCE.
DETERMINATION.
DE-TERM-IN-A-TION
BLOOD-Y-MIND-ED-
NESS
Bloodyminded: Unreasonably
stubborn
Source: The Random House Dictionary of the English Language
“It is no use saying ‘We are doing our best.’ You have got to succeed in doing
what is necessary.” —WSC
First-level Scientific Success
The smartest guy in the room wins”
Or …
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
“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
“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.
“ARE YOU BEING ‘REASONABLE’? Most
people are reasonable; that’s why they only do reasonably well.”
Source: Paul Arden, Whatever You Think Think the Opposite
“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.
EXCELLENCE.
TALENT. BEDROCK.
Brand =
Talent.
Organizing Genius / Warren Bennis and Patricia Ward Biederman
“Groups become great only when everyone in them, leaders and
members alike, is free to do his or her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its members to discover their
greatness.”
Leadership’s Mt Everest/Mt Excellence
“free to do his or her absolute best” …
“allow its members to discover their
greatness.”
“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
CQO*
*Chief quest-meister
“Leaders
‘do’ people.
Period.” —Anon.
Les Wexner: From sweaters to …
people!
“The leaders of Great Groups love talent and
know where to find it. They revel in
the talent of others.” —Warren
Bennis & Patricia Ward Biederman, Organizing Genius
PARC’s Bob Taylor:
“Connoisseur
of Talent”
Hire very good
people!
“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-
Pacific changed 20 of his 40 box plant managers to put more talented, higher paid
managers in charge. He
increased profitability from $25 million to $80
million in 2 years.” —Ed Michaels, War for Talent
DD$21M
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.
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” )
Our Mission
To develop and manage talent;
to apply that talent,throughout the world,
for the benefit of clients;to do so in partnership;
to do so with profit.
WPP
What’s your company’s … EVP/IBP?*
*Employee Value Proposition, per Ed Michaels et al., The War for Talent;
IBP/Internal Brand Promise per TP
EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction,
fun, stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure, maximized
future employability
Source: Ed Michaels, The War for Talent; TP
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)
EXCELLENCE. BY
INVITATION.
“In the end, management doesn’t
change culture. Management
invites
the workforce itself to change the culture.”
—Lou Gerstner
“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t
have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of
people is very, very hard. [Yet] I came to see in my time at IBM that
culture isn’t just one aspect of the game—it is the game.” —Lou Gerstner, Who
Says Elephants Can’t Dance
Re-imaginePeople Power:
The Talent50
The Talent50
1. People first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/Intellectual- capital Added.4. Talent “excellence” in every part of the organization.5. P.O.T./Pursuit Of Talent = Obsession.6. HR sits at The Head Table.7. HR is “cool.”
50. Talent = Brand.
EXCELLENCE. WOMEN.
RULE.
“AS LEADERS, WOMEN
RULE: New Studies find that
female managers outshine their male counterparts in almost every measure”
Title, Special Report/BusinessWeek
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”
Women
Dominate Economic Growth.
“Forget China, India and the
Internet: Economic Growth Is Driven
by Women.” —Headline, Economist,
April 15, 2006, Leader, page 14
“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
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)
EXCELLENCE. WOMEN.
SELL.
“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
EXCELLENCE. INDIVIDUAL.BRAND YOU.
Core Mechanism:“Game-changing Solutions”
PSF (Professional Service Firm “model”/The Organizing Principle)
+
Brand You(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects (“Different” vs “Better”/The Work)
“One of the defining characteristics [of the change] is
that it will be less driven by countries or corporations and
more driven by real people. It will unleash unprecedented creativity,
advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and
penalize the unskilled.” —Clyde Prestowitz, Three Billion
New Capitalists
“If there is nothing very special about
your work, no matter how hard
you apply yourself you won’t get noticed, and that
increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired
New Work SurvivalKit.2006
1. Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project)6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor (A willingness to Screw Up & Move On)9. Comfortable with Your Skin (Bring “interesting you” to work!)10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?)11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)
Distinct … or
… Extinct
“You are the storyteller of your own life, and you can create your own legend or
not.” —Isabel Allende
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
motivational stuff
Pursue discomfort!
“Do one thing every day that scares you.”
—Eleanor Roosevelt
STOP
“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
EXCELLENCE.
SELF-KNOWLEDGE. BEDROCK.
X.Step #1:Buy a Mirror!
“The First step in a ‘dramatic’
‘organizational change program’ is obvious—
dramatic personal change!” —RG
“You must
be the
change you wish to see in the
world.”Gandhi
You = Your calendar*
*Calendars NEVER lie!!
Mark McCormack: 5,000 miles for a 5
min. meeting!
Getting to WOW Through Mastery of …
The Sales25.
Getting Things Done: The
Power &
Implementation34.
Presentation Excellence: The
PresX56
The Interviewing Excellence: The IntX31
EXCELLENCE.
REVENUE.MATTERS.
MOST.
“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
. “Everyone lives by selling
something.”
– Robert Louis Stevenson
SellSellSell
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!!!! (E.g., 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)
GE (more or less):
The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff
Tom Peters/0402.2006
CRO*
*Chief Revenue Officer
EXCELLENCE.
LEADING.
“It’s always showtime.”
—David D’Alessandro, Career Warfare
Leadership23
Leadership23
1. Enthusiasm. Energy. Exuberance.2. Action. Execution.3. Tempo. Metabolism.4. Relentless.5. Master of Plan B.6. Accountability.7. Meritocracy.8. Leaders “do” people. Mentor. (“Success creation business.”)9. Women. Diversity.10. Integrity. Credibility. Humanity. Grace.11. Realism.12. Cause. Adventures. Quests.13. Legacy.14. Best story wins.15. On the edge. (“Wildest chimera of a moonstruck mind.”)16. “Reward excellent failures. Punish mediocre successes.”17. Different > Better. (“Only ones who do what we do.”)18. MBWA. Customer MBWA.19. Laughs.20. Repot. Curiosity. Why?21. You = Calendar. “To Don’t.” Two.22. Excellence. Always.23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”)
Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
Sir Richard’s Rules:
Follow your passions.Keep it simple.
Get the best people to help you.
Re-create yourself.Play.
Source: Fortune on Branson
Message clarity = CALENDAR + MBWA + Language + Perceived
INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible
support + Prototypes + Tolerance for Failure/“Good
losses” + Promotions + Tempo + Resilience + Celebration +
Perceived RELENTLESSNESS + Training
“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
EXCELLENCE.
STRETCH.
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
EXCELLENCE.
KABOOM.
“Beware of the tyranny of making
Small Changes to Small
Things. Rather,
make Big Changes
to Big Things.”
—Roger Enrico, former Chairman, PepsiCo
Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free
*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in life
Source: Fast Company/05.2005
Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
EXCELLENCE.
THRILLS.
Radically Thrilling Language!
“Radically Thrilling.”
—BMW Z4 (ad)
CTO**Chief Thrills Officer
Synonyms
PurityTranscendence
VirtueEleganceMajesty
Antonyms
Mediocrity
CTO**Chief Transcendence Officer
EXCELLENCE. WOW. NOW.
CWO**Chief WOW Officer
!
C!O*Chief ! Officer
EXCELLE 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 TP 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
EXCELLE ALWAYS.
“It’s always showtime.”
—David D’Alessandro, Career Warfare