The Challenge: To Create More Value in All Negotiations

The Challenge: To Create More Value in All Negotiations

Tom Peters Re-Imagine2006! Business Excellence in a Disruptive Age REI. WorkingMaster.12March2006 1 Slides at

tompeters.com 1 True Title 1 The Incredible, Wild, Whacky, Scary, SuperCool Future and Why Were Not Even Remotely Prepared, and What We Can Do About It, for the Sake of of Our Careers, Work and

Organizations: A Musing on Strategies, Tactics, Attitudes, Tips, and General Observations, Such as Why a CFO Should Never Be Promoted to CEO, Why all Big Mergers stink (except on Wall Street @ bonus time), Why scale economies are over-rated, How to beat Wal*Mart, Why All MBA Programs Should Be Closed, How the 2Bs (Bentonville and Beijing) Became the Co-capitols of the Universe, Why Only Freaks Get Things Done (in Freaky Times), Why Outrageously Audacious Devotion to Game-changing Innovation Is the Premier Survival Requisite, Why Decentralization is still the most Potent Medicine available,

Why Women Are Better Leaders Than Men (and They Also Buy Everything, Though Just Try Telling That to the Worlds Advertising Geniuses), Why Hospitals are The Killing Fields, and How UPS & IBM Are Actually All About Love! 1 The Pepsi Challenge

1 China! 1 China! 1

China! 1 China 1 1 THREE BILLION NEW

CAPITALISTS Clyde Prestowitz 1 3,000,000,000 1 Re-imagine! Not Your Fathers

World I. 1 26 m 1 THE CUSTOMER IS GOD AND THE

MARKET DECIDES EVERYTHING Source: Banner, Hua Xin Dress Co, Ltd., Rongcheng Industry Zone 1 The Ultimate Luxury Item Is Now Made in China Headline/p1/The New York Times/ 07.13.2004/

Topic: Luxury Yachts made in Zhongshan 1 A Return to Quotas: Limits on Textiles Could Push China Toward Making Upscale Goods Headline, NYT, 11.05 1

Vaunted German Engineers Face Competition From China Headline, p1/WSJ/07.15.2004 1 U.S. manufacturers and

retailers are shifting their domestic warehouses and distribution facilities to China as they seek to make supply chains more efficient Headline, page 1, Financial Times, 11.07.2005 1

43 h 1 Chinas Next Export: Innovation McKinsey Quarterly (Cover Story) 1

From Gunpowder to the Next Big Bang: Modern China Is Set to Get Creative Headline, NYT, 11.05 1

2007 C>E 1 2003: 98% U.S. 2005: U.S. 150; Shanghai 500 1

168/ 18,500/ 51,000 1 1 Houston/ Month/15 1

Chinas share of global consumption/2005: Cement 47% Cotton 37% Coal 30% Steel 26% Source: BusinessWeek/08.05 1

Savings, internal investment, external investment > 50% GDP 1 2.5M vs 7.1M 40/40 1

Suddenly, China is the No. 3 consumer of high-end goods Source: BusinessWeek, 0206.06 (from To Get Rich Is Glorious) 1 35/70

1 600,000 350,000 70,000 1 600,000/engineering degrees/2004/China 350,000/engineering

degrees/2004/India 70,000/engineering degrees/2004/U.S.A. Source: Rising Above the Gathering Storm/ National Academies of Science/Presidential report/October 2005 1 Beijing Rushes to Build World-class Universities

Headline, International Herald Tribune, 1028.05* *Headline, same day: China Bank Becomes a Giant Worth $470 Billion 1 Re-imagine! Not Your

Fathers World II. 1 Income Confers No Immunity as Jobs Migrate Headline/USA Today/02.2004 1

no job that is Americas God-given right 1 Sydney Morning Herald/

25October2005 Quantas. Lay off thousands of mechanics. Maintenance to China. 1 no job that is Australias God-given

1 No Limits? Short on Priests, U.S. Catholics Outsource Prayer to Indian Clergy Headline,

New York Times/06.13.04 (Special intentions, $.90 for Indians, $5.00 for Americans) 1 December 9, 2005: Ogre to Slay? Outsource It to Chinese (New York Times, page 1 news section). The factory: Fuzhou, China. The workers: youngsters logging 12-hour shifts. Their clientele: youngsters from Seoul to

San Francisco. The work: The Chinese youngsters are playing the early levels of video games for their affluent clients, who want to avoid the pain and time associated with those annoying first few levels. 1 Developing Nations Lure Retirees, Raising Idea of Outsourcing Boomers

Golden Years Wall Street Journal, November 14.2005 1 When I was growing up, my parents used to say to me: Finish your dinnerpeople in China are starving. I, by contrast, find myself wanting to say to my

daughters: Finish your homeworkpeople in China and India are starving for your job. Thomas Friedman/06.24.2004 1

In a global economy, the government cannot give anybody a guaranteed success story, but you can give people the tools to make the most of their own lives. WJC, from Philip Bobbitt, The Shield of Achilles: War, Peace, and the

Course of History 1 Re-imagine! Not Your Fathers World III. 1

A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately Only the constant pursuit of innovation can ensure long-term success. render them obsolete.

Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04) 1 New Economy? Genentech, Amgen

> Merck 1 Last 3 years: Big Pharma laid off 70,000 folks. Last 5 years: Pfizer, Merck, Bristol-Myers, Squibb, and Schering Plough have lost $394 billion in market cap 2009: Amgen, Genentech will probably pass Merck in sales (1990s: As the industry began to stagger, the

defense mounted big acquisitions. It is ever thus.) New Economy? Sergey, Larry > Harvard 1

Were now entering a new phase of business where the franchising and management company where brand management is central. group will be a David Webster, Chairman, InterContinental Hotels Group

InterContinental will now have far more to do with brand ownership than hotel ownership. James Dawson of Charles Stanley (brokerage) Source: International Herald Tribune, 09.16, on the sacking of CEO Richard North, whose entire background is in finance

1 Wall Street is starting to penalize stocks for organic growth. anything but

Advertising Age/07.05 1 Mergers and acquisitions get the headlines, but studies show they often end up destroying shareholder value instead of creating it. Thats one reason why organic growth is so prized by corporations and investors. In fact, if you compare the

stock performance of a new index of 23 companies that are masters of organic growth to the S&P500, the Organic Growth Index beat the S&P500 handily, 31% And looking further back at a five-year period ending in 2002, the OGI walloped the S&P500, 25% vs. 3%. Fortune.com/06.03.2004 vs. 22% over the year ending January 2004.

(The OGI includes Wal*Mart, Sysco, Harley-Davidson, Bed, Bath & Beyond, NVR) 1 Top Line, Anyone? Point (Advertising Age), to Phil Kotler: Who should the CMO [Chief Marketing Officer] report to? Kotler: Maybe a

Chief Revenue Officer the cost side has been squeezed, now companies have to focus on top-line growth or maybe a Chief Customer

Officer. (TP: Or maybe both!) 1 Analysts said we dont care about revenue, just give us the bottom line. They 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 (in ABA Banking Journal)

1 Get better vs Get different 1 How we feel about the evolving future tells us who we

are as individuals and as a civilization: Do we search for stasisa regulated, engineered world? Or do we embrace dynamisma 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 1 The Creative

wideopen game. Age is a Richard Florida, The Rise of the Creative Class 1

The Generals Story. (And Harrys) (And Darwins) (And James Yorkes) (And the Admirals.) 1

If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, Chief of Staff. U. S. Army 1

We eat change for breakfast! Harry Quadracci, QuadGraphics 1 It is not the

strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin 1

The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist 1

Ray & David = Master Reimagineers! 1 Nelsons secret: [Other] admirals more

frightened of losing than anxious 1 My Story. (And

Charles.) 1 In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the

board while holding your nose. Fast Company /October2003 1 Point of View!/Point of Dramatic Difference! 1

Importance of Success Factors by Various Gurus/Estimates by Tom Peters Strategy Systems Passion Execution Porter 50% 20

15 15 Drucker 35% 30

15 20 Bennis 25% 20 30

25 Peters 15% 25 25

35 1 Importance of Success Factors by VariousGurus/ (Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter

50% 20 20 10 Drucker

30% 35 20 15 Bennis

25% 20 30 25 Peters

15% 20 35 30 1

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 Passion wrong. as the secret to learning is an odd secret to propose, but I believe that it works at passion

all levels and at all ages. Sadly, is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive. 1 Excellence ! The Basics,

1982-2006 1 X82/Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven

6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties 1 ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

1 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 competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service, retention, loyalty),

worker/s), 0. 4. People (employees, motivation, morale, Innovation (product development, research & development, new products),

0. 1 My (Less) Dinner with Henri JUSTWHATIZZITUMAKE? 1

M.I.A.*: Talk. (Present.) Listen. (Interview.) Connect. (EQ.) Sell. (Life = Sales.) Do. (Execution-Implementation.) Talent. (RecruitDevelop-Retain.) Project Management. (Create. Solicit support. Execution. Adoption-Client Culture Change.) Product. (It.) Innovation. (Design. Creativity. Buzz-building. Politics.) Leadership. (Management.)

Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. *B.Schools (M.I.A. or at most B.I.A.barely in action) 1 Noble Bill This is not to denigrate emphasis on

leadership, entrepreneurship, management and global business WFS 1 Source: Brave New World, Bold New B-School/Tim Westerbeck/BizEd/08.04 Excellence2006: The Bedrock Bakers Dozen

1. A Bias For Action Is Job One! (Construct a Discipline/Culture of EXECUTION!) 2. DECENTRALIZATION! ACCOUNTABILITY! (Toms Top Two, 1965-2005.) 3. Fail. Forward. Fast. (Reward Excellent Failures, Punish Mediocre Successes.) 4. Metabolic Management Matters! (Hustle! Adapt! EAT CHANGE! Win the O.O.D.A. Loop WarConfuse Your Competitors!) 5. INNOVATE or Die. (Game-changers or Bust! Lead the Customer! Shout NO to Imitation!) 6. A Damn Good Product. (Pursue Dramatic Difference.) 7. A Damn Cool Product. (Design Rules!) 8. Ride the Value Added Curve to the Sky! (Sell GamechangerSolutions; Provide

Scintillating Experiences; Become a Dream Merchant; Strive to Be a Lovemark.) 9. Relentlessly Pursue the Big Two Markets. (WOMEN Buy Everything BOOMERS & GEEZERS Have All the Money!) 10. Best Talent/Roster Wins! (HR Rules! Everyone a Leader!

Women Lead Best! Weird Matters Most! A Workplace to Brag About! Educate for Creativity!) 11. Demanded: Radical Technology Strategies! (Incrementalism Is for Wimps!) 12. Hard Is Soft! Soft Is Hard! (People! Passion! Enthusiasm! Wow! INTEGRITY! TRUST!) 13. Accept No Less Than EXCELLENCE! (Excellence, Pursuit thereof, Is the #1 Thing That Vaults Us Out of Bed in the Morning) 1

Re-imagine! Speech: Story Line in 100 Words or Less Tom Peters/2006 1 Re-imagine! Speech: Story Line in 100 Words or Less 1. Wildly altered context (technology, China-India,

global terrorism, etc) 2. Only answer: adaptive skills and bold-breathtaking innovation (top-line focus rather than cost-cutting focus) 3. Race way, way up the value-added curve (implemented game-altering solutions rather than services, experiences rather than transactions, and much more) 4. As part of value-added exercise, pursue Ripe & Enormous new marketsWomen, Boomers & Geezers

5. Radical (!!!) use of IS-IT 6. A Roster of Weird & Wondrous & Entrepreneurial Talent engaged in Wow Projects 7. Metabolic Leadership (Passionate-Radical Leaders who instill a Discipline of Execution, a Quick TempoAdaptive Culture and an appetite to Eat Radical Change for Breakfast) (96 words by my count) 1

Everything You Need to Know about Strategy: Toms Bakers Dozen Axioms 1. Do you have awesome Talent everywhere? Do you push that Talent to pursue Gaspworthy Quests? 2. Is your Talent Pool loaded with wonderfully peculiar people who others would call problems? And what about your Extended Community of customers, vendors et al? 3. Is your Board of Directors as cool as your product offerings and does it have 50 percent (or at least one-third) Women Members? 4. Long-term, its a Top-line World: Is creating a culture that cherishes above all things Innovation and Entrepreneurship your primary aim? Remember: Innovation not Imitation! 5. Are the Ultimate Rewards heaped upon those who exhibit an unswerving Bias for Action, to quote the co-authors of In Search of Excellence?

6. Do you routinely use hot, aspirational words-terms like Excellence and B.H.A.G. (Big Hairy Audacious Goal, per Jim Collins) and Lets make a dent in the Universe (the Word according to Steve Jobs)? Is Reward excellent failures, punish mediocre successes your de facto motto? 7. Do you subscribe to Jerry Garcias dictum: We do not merely want to be the best of the best, we want to be the only ones who do what we do? 8. Do you elaborate on and enhance Jerry Gs dictum by adding, We subscribe to Best Sourcing and only want to associate with the best of the best. 9. Do you embrace the new technologies with child-like enthusiasm and a revolutionarys zeal? 10. Do you serve and satisfy customers or go berserk attempting to provide every customer

with an awesome experience that does nothing less than transform the way she or he sees the world? 11. Do you understand to your very marrow that the two biggest under-served markets are Women and Boomers-Geezers? And that to take advantage of these two Monster Trends (FACTS OF LIFE) requires fundamental re-alignment of the enterprise? 12. Are your leaders accessible? Do they wear their passion on their sleeves? Does integrity ooze out of every pore of the enterprise? Is We care your implicit motto? 1 13. Do you understand Business Mantra

DONT TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST? #1 of the 00s: 1

This I Believe: Toms Super-TIB25 1. TECHNICOLOR Times. 2. Passion! Enthusiasm! Energy! 3. Action/R.F.A./O.O.D.A. Speed. 4. Screw-ups. BIG SCREW-Ups! 5. Mess! Improv! 6. Revolution! Re-imagine! 7. INNOVATE OR DIE! 8. Decentralize! 9. Bulk is BULL! (Mergers dont work. FOCUS Does!)

10 Different > Better 11. eALL/Power Tools for Power Strategies! 12. Forgetting/Destruction. 13. Hot Language Matters! 14. WOW!/WOW Projects. 15. VA Bedrock: The PSF. (Professional Service Firm.) 16. Daring. 17. Talent Time! Leaders Do People! 18. Talent+/Diversity. 19. Talent++/Women Rule!

20. Brand You Universe. 21. Design! 22. Gasp-worthy Experiences/Lovemarks. 23. New Market Demographics/Women/Boomers & Geezers/Green/Wellness. 24. Grace. 1 25. EXCELLENCE! My only goal is to have no goals. The

goal, every time, is that film, that very moment. Bernardo Bertolucci Everybodys Story. 1 One Singaporean worker

costs as much as 3 in Malaysia 8 in Thailand 13 in China 18 in India. Source: The Straits Times/2003 1 One Singaporean worker costs as much as

3 in Malaysia 8 in Thailand 13 in China 18 in India. Source: The Straits Times/2003 1 Thaksinomics (after Thaksin Shinawatra, PM)/ Bangkok Fashion City:

managed asset reflation (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/2004

1 Where Having Fun Is Now O.K. headline NYT/04.24.05/an article about Singapore Its still illegal to chew gum in Singapore, but

having fun in the formerly staid city-state is now officially sanctioned. 1 Better By Design: A National Strategy NZ = Design Excellence 1

Chinese Apparel Makers Increasingly Seek the Creative Work headline/NYT/08.05 1 MADE IN TAIWAN: From Cheap Manufacturing to

Chic Branding Headline/Advertising Age/06.05 1 What an Evolving-Bizarre Story: E.g., Life Sciences 1

WE ARE BEGINNING TO ACQUIRE DIRECT AND DELIBERATE CONTROL OVER THE EVOLUTION OF ALL LIFE FORMS ON THE PLANET. Source: Juan Enriquez, As The Future Catches You 1

On February 12, 2001, anyone with access to the Internet Could suddenly look at a new atlas One containing the whole human genome. Source: Juan Enriquez, As The Future Catches You 1

Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau 1 GRIN: Genetics,

Robotics (nanotech), Information, Nanotech Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau 1 We face the biggest change in tens of thousands of years in what it means to be

In just 20 years the boundary between fantasy and reality will be rent asunder. human. We are at an inflection point in history. It is about the defining cultural, social, and political issue of our age. It is about human transformation. (Rodney Brooks, AIL/MIT)

Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau 1 Soldiers having no physical, physiological, or cognitive limitations will be key to survival

and operational dominance in the future. Michael Goldblatt, Director, Defense Sciences Office/DARPA Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau 1 the

metabolically dominant soldier Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau 1 Singularity/ Bionic Tom, circa 2006: Medtronic pacemaker (heart micro-management) ; psychotropics

(mental micro-management) ; Google (mindextensionsmart-beyond-measure) ; Samsung cell phone (instantpermanent planetary connectedness) ; Orvis shirt (smart skin) 1 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 1 H5 N 1

H5 1 I. NEW BUSINESS. NEW CONTEXT. 1 1. Re-imagine

Permanence: The Naked Emperor Problem! 1 Path etic!

1 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 1 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 Buy a very large one and just wait. answer seems obvious: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

1 Rate of Leaving F500 1970-1990: 4X Source: The Company, John Micklethwait & Adrian Wooldridge (1974-200: One-half biggest 100 disappear)

1 Never Home Free Sears, Macys Wal*Mart, Target, CostCo BankAmerica, Citigroup Fidelity, Commerce Bank, Carlyle Group, Lending Tree, PayPal IBM/O Microsoft IBM/N Infosys Microsoft Google US Steel, Bethlehem Nucor

Howard Johnsons McDonalds, Starbucks GM, Ford Honda, Hyundai, Tata AT&T/Western Electric Avaya, Cisco RCA Sony, Nintendo, Nokia, Samsung 1 Exit, Stage Right CEO departure rate, 1995-2004: +300%

Source: Booz Allen Hamilton (per USA Today/06.13.05) 1 Headhunter Excellence? (CEO Performance vs S&P 500) Korn Ferry/Tom Neff: +1.1% Heidrick & Struggles/ Gerry Roche: -5.2% 1

The corporation as we know it, which is now 120 not likely to survive the next 25 years. Legally and years old, is financially, yes, but not

structurally and 1 Jim & Tom 1 Built to Last* Or: Pride Goeth Before the Fall

*Raise Hell and Enjoy It While Youve Got It 1 Lessons Learned. GE. Me. 4/40 Decentral-iza-tion!

Ex-ecution! Account-abil-ity! GE has set a standard of candor. There is no puffery. There isnt an ounce of

denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune) 6:15A.M . 2. Re-imagine: Innovate

or Die!! 1 No Option! 1 A focus on cost-cutting and efficiency has

helped many organizations weather the downturn, but this approach will ultimately Only the constant pursuit of innovation can ensure long-term success. render them obsolete.

Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/2004) 1 Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and dealmaking. 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 hasnt turned his back on

But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation. BW/2005 the old ways.

1 Resi st! 1 Huff. Puff. Consolidate. Now. Or

else! This is it! * 1 Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companiesthose that failed to

make a leap or, if they did, failed to sustain it often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness. Jim Collins/Time/2004 1 When asked to name just one big merger that had lived up to expectations, Leon

Cooperman, former cochairman of Goldman Sachs Investment Policy Im sure there are success stories out there, but at this moment I draw a blank. Mark Committee, answered:

Sirower, The Synergy Trap 1 Last 3 years: Big Pharma laid off 70,000 folks. Last 5 years: Pfizer, Merck, Bristol-Myers, Squibb, and Schering Plough have lost $394 billion in market cap 2009: Amgen, Genentech will probably pass Merck in sales (1990s: As the industry began to stagger, the

defense mounted big acquisitions. It is ever thus.) 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 but Im not sure were actually innovating. Our challenge is

money, to take nanotechnology into the future, to do personalized medicine Jeff Immelt/2005 1 Sanford Weill, Citigroups Former Leader, Frustrated As Empire Is Dismantled

Headline/NYT/07.21.05 1 Shremp is one of the last dinosaurs of Germany Inc. He represents a strategy of acquiring assets and building empires that just didnt work. Arndt Ellinghorst/analyst/

Dresdner Kleinwort Wasserstein 1 Big Shareholders Are Shouting Even Louder Headline, WSJ, 11.23.05 (re Time Warner, McDonalds, Knight Ridder, Sovereign Bancorp, Morgan Stanley, OfficeMax) Attack on McDonalds

Heralds New Order Headline, WSJ, 11.23.05 (re hedge fund-led activism) 1 Mr Lampert should stick to investing, not matchmaking. Gretchen

Morgenson, Page 1, New York Times Sunday Business, 11.06.05, The Sears Catalog of Problems (TP: So why does this S***/the Same S*** keep happening?) 1 Theres A and then theres A. 1

Winning the Merger Game Is Possible --Lots of deals --Little deals --Friendly deals

--Stay close to core competence --Strategy is easy to understand Source: The Mega-merger Mouse Trap/Wall Street Journal/02.17.2004 / David Harding & Sam Rovit, Bain & Co./re Comcast-Disney 1 Resi st?

1 1103.2005/Headline/USA Today: Time Warner Announces 80% Higher Earnings: Company Raises Stock Buyback Goal TP: When a so-so companys stock is in the tank and shareholders are restless and unimpressed with short-term earnings boosts and when the company has excess cash on hand and when the company has utterly no idea how to invest the excess cash in anything exciting that will offer a great return that will lift the share price it can buy back a big hunk of its

stock which not only leads to a probable increase in share price but also relieves the company of the crushing burden of having to worry about doing anything imaginative with the money and it also puts new wealth in the hands of shareholders who following the precepts of portfolio theory can quit worrying for awhile about the hapless, unimaginative leadership of the buyback company and instead invest their newfound wealth in a firm such as Google or Amgen which always is in need of cash to fund a long list of very cool ideas which probably will result in the creation of can you believe it actual underlying

and perhaps even sustainable value. 1 Sca 1 I dont believe in You

dont get better by being bigger. You get worse. economies of scale. Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

1 The slumping giant needs to put more pep in its But size remains a handicap. funds. Fortune on Fidelity Magellan/

1128.05 (Theres a practical limitation to running a fund of that size.Chris Traulsen, analyst, Morningstar) 1 Scale? Microsofts 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 1 Op-ed. Wall Street Journal. 2 March 2006:

Boutique vs. Behemoth: Upstarts Steal Market Share from the Investment Banks. 3 March 2006: Adidas announces crappy #s, thanks to its acquisition of Reebok. 1

TOO BIG TO GROW: Why Wall Street has soured on many of corporate Americas most admired and feared companies headline, Newsweek, 0313.06 1 Spinoffs perform

better than IPOs track record, profits freed from the confines of the parent more entrepreneurial, more nimble Jerry Knight/Washington Post/08.05 1 Market Share, Anyone? 240 industries: Market-share leader is ROA leader

29% of the time Source: Donald V. Potter, Wall Street Journal 1 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 1 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 Innovators Dilemma 1 Different!* *Dramatic Difference (DH), Remarkable Point of view (SG) 1 Franchise Lost!

TP: How many of you [600] really crave

a new Chevy? 1 Beyond the Pension Problem Sedan, Less Than $20,000. Sedan, $20,000-$30,000. Sedan, $30,000-$40,000. Luxury Sedan.

SUV, Less Than $30,000. SUV, More Than $30,000. Pickup Truck. Minivan. Green Car. Fun To Drive.* 1 Steve Returns from 12 Years in the Wilderness Whats wrong with this place? Mumble

Its the products! Whats wrong with the products? Mumble THE PRODUCTS SUCK! THERES

NO SEX IN THEM ANYMORE! Source: BW/0206.06 1 This is not a mature category. 1

This is an undistin guished category. 1 When we did it

right it was still pretty ordinary. Barry Gibbons on Nightmare No. 1 1 My (Less) Dinner with Henri JUSTWHATIZZITUMAKE? 1

??????????? Millionaires/Decimillionaires talk about shareholder value.* Billionaires talk about product.** *BigCo CEOs **Gates, Ellison, Jobs, Smith, Branson, Buffett, Walton, Schultz, Murthy

1 similar companies, employing similar people, with similar educational of backgrounds, coming up with

similar ideas, producing similar things, with similar prices and 1 Just Say No to Imita tion!

1 Miller Lite didnt stand for anything; it was trying to be a me-too to Budweiser. Graham Mackay/ CEO/SABMiller/08.05 1

To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. W. Chan Kim & Rene Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/2003 1

The short road to ruin is to emulate the methods of your adversary. Winston 1

Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable

growth. Chan Kim & Rene Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London) 1 Acquisitions are about Our challenge is to create markets.

buying market share. There is a big difference. Peter Job, former CEO, Reuters 1 [Immelt] is now identifying technologies with which GE systematically

set out to build entirely new industries will Strategy+Business, Fall 2005

1 This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? Its like trying

to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. Superfast or superslow. Very The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it. Seth Godin,

exclusive or very cheap. Extremely big or extremely small. Fast Company/02.2003 1 TV is not dead, but if youre going to do TV, you have to create stuff that people seek out. Just because you buy 30 seconds doesnt mean youll have an impact. You have to do

something remarkable with it. David Lubars, Creative Director, BBDO (USA Today/1219.2005) 1 Great Companies

SET THE AGENDA.* (Period.) * disturb the sleep of 1 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 1 But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it The ultimate

aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. will become ever more fleeting. Kjell Nordstrm and Jonas Ridderstrle, Funky Business 1

The difficulties arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourishand old ones to We believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of

continuity. The current apocalypsethe transition die a timely death. from a state of continuity to state of discontinuityhas the same suddenness as the trauma that beset civilization in 1000 A.D. Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly) 1 And the Winner is

1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. Wow! 10. Lovemark!

1 Cirque du Soleil! 1 Cirque du Soleil: Talent (12 fulltime scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like

Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. People tell me were leaving money on the table by not duplicating our shows. Theyre right. Daniel Lamarre, president). Source: The Phantasmagoria Factory/Business 2.0/12.2004 1

Cirque du Soleil *$500M-$600M revenue *#22 Interbrand/brand impact (>Microsoft, Disney, VW, McDonalds) *Every time we come to a comfort zone, we will find a way out (Daniel Lamarre/President) *No Cloning! *Reinvent the brand with EACH new show (max 1/year) *70% of profits into R&D! *A typical day at the office for me begins by asking, What is

impossible that I am going to do today? (Daniel Lamarre) *No deal until creative challenge (no matter $$ on the table) *Diverse creative teams! (Dont come out until youve done something great.) *Recruit the near-great (not prima donnas) (crazy interviews) Source: Fast Company/07.05 1 Cirque du Soleil!

1 X04 Cirque du Soleil Mollies Infosys FBR/Friedman Billings Ramsey London Drugs Build-A-Bear Griffin Health Services/Planetree Alliance ... The Met/Big Picture schools Progressive Commerce Bank Whole Foods Apple

Kevin Roberts Richard Branson (HSM/WSB/CR/4S*) *My partners: Washington Speakers Bureau, HSM, Canyon Ranch, Four Seasons 1 Bubbles dont recur because people have failed to learn from experience.

They are a necessary stage of technological development. Fast Company, March 2006 1 Focus! 1 Scales Limitations: All Strategy

Is Local: True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones Title/Bruce Greenwald & Judd Kahn/HBR09.05 1

Big Winners Lousy industry Specialty (No competition) Smaller than competitors Sweet spot Agility Discipline FOCUS 4 Traits: Source: Alfred Marcus, Big Winners and Big Losers:

The 4 Secrets of Long-term Business and Failure 1 Hedge funds are leading a demand for companies to sharpen their focus or break themselves up. Headline, Financial Times, 1028.05

1 Op-ed. Wall Street Journal. 2 March 2006: Boutique vs. Behemoth: Upstarts Steal Market Share from the Investment Banks. 1

The Benefits of FOCUSED EXCELLENCE Shouldice/Hernia Repair: 1% recurrence. Avg: 90 min, 10%-15% 30 min, recurrence.

Source: Complications, Atul Gawande 1 Sony and the iPod. Not. 1 Choose! 1

Duet Whirlpool washing machine to fabric care system white goods: a sea of undifferentiated boxes $400 to $1,300 the Ferrari of washing machines consumer: They are our little mechanical buddies. They have personality. When they are running efficiently, our lives are running efficiently. They are machine as aesthetic showpiece laundry room to family studio / designer

laundry room (complements Sub-Zero refrigerator and part of my family. home-theater center) Source: New York Times Magazine/01.11.2004 1 1997-2001

>$600: 10% to 18% $400-$600: 49% to 32% <$400: 41% to 50% Source: Trading Up, Michael Silverstein & Neil Fiske 1 The mass market is dead. Consumers look for either price

The middle is untenable. or quality. Walter Robb/COO/Whole Foods/Investors Business Daily/06.20.05 1 Cheap vs Cool: The Options

Cheap: Nowhere to go except more cheap! Problem: the inevitable next Dell/next /Wal*Mart arrives with new biz model; meanwhile you drift toward more complexity/ sluggishness, especially if undertake sizeable mergers. Cool: From Cool (with reasonable costs) to Stay Cool/Better vs Different. Continue/ Accelerate charge Up the VA Ladder. Tactics: (1) Up the experience ladder, (2) Gamechanger Innovation. If not:

Cool drifts/staggers toward untenable Middle. 1 Easy! 1 FLASH! Innovatio n

1 Innovations Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on

Fringe Competitors, Lost Customers, and Rogue Employees 1 CUSTOMERS: Futuredefining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.

Adrian Slywotzky, Mercer Consultants 1 If you worship at the throne of the voice of the customer, youll get only incremental advances.

Joseph Morone, President, Bentley College 1 Suppliers: There is an ominous downside to strategic supplier relationships. An SSR supplier is

not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply. Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees 1 Axiom: Never use a vendor who is not in the

top quartile (decile?) in their industry on R&D spending!* *Inspired by Hummingbird 1 COMPETITORS: The

best swordsman in the world doesnt need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesnt do the thing he ought to do, and so the expert isnt prepared for him; he does the thing he ought not

to do and often it catches the expert out and ends him on the spot. Mark Twain 1 How do dominant companies lose their position? Two-thirds of the time, they pick the wrong

competitor to worry about. Don Listwin, CEO, Openwave Systems/WSJ/06.01.2004 (commenting on Nokia) 1 Kodak . Fuji GM . Ford Ford . GM

IBM . Siemens, Fujitsu Sears Kmart Xerox . Kodak, IBM 1 Dont benchmark, futuremark! Impetus: The future is already here; its just

1 Employees: Are there enough weird people in the lab these days?

V. Chmn., pharmaceutical house, to a lab director 1 Why Do I love Freaks? (1) Because when Anything Interesting happens it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the

Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky timessee immediately above.) (5) Freaks are the only (ONLY) ones who succeedas in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)

1 We become who we hang out with! 1 Measure Strangeness/Portfolio Quality Staff

Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we benchmark against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location

Lunch Mates Language Board 1 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 Tanner Pascale & Jerry Sternin, Your Companys Secret Change Agents, HBR 1 Some people look for things that went wrong and try to fix them. I look for

things that went right, and try to build off them. Bob Stone (Mr ReGo) 1 The Ten Faces of Innovation/Tom Kelley *The Anthropologist. Master of human behavior gets the user. *The Experimenter. Mr/Ms Fast Prototyper. *The Cross-pollinator. Explores odd connections.

*The Hurdler. Master remover of B.S. roadblocks. *The Collaborator. Brings intriguing combinations of people together. *The Director. Brings out the creative best from an odd mix of talents. *The Experience Architect. Turns products into performances. *The Set Designer. Creates fabulous office environments that foster constant innovation. *The Caregiver. Anticipates customer needs like a magician. *The Storyteller. Creates narratives that capture the spirit of the group and its products/services/experiences.

1 Har 1 Is at the Top of the Bottle Where are you likely to find people with the least diversity of

experience, the largest investment in the past, and the greatest reverence for industry dogma: At the 1 More than $$$$ #1 R&D

spending, last 25 years? 1 More than $$$$ GM Source: Michael Schrage, FT, 11.05 1

Bold! 1 No Wiggle Room! Incrementalis m is innovations worst enemy.

1 CI/6S/Etc Concerns Olives Deck Chairs Cow Paths 1 On a Scale of 1 to 10*

My main activity is a DeckChair Shuffling, Cow-Path Paving, Olive- Reducing Project (DCSP, CPPP, ORP) ____ * 1 = No way! 10 = Fraid so. 1 Just Say No

I dont intend to be known as the King of the Tinkerers. 1 The cast at DARPA does not have kind words for incremental research.

DARPAs only charter is radical innovation, its strategic plan says. Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau 1 Beware of the tyranny of making

Small Changes to Small Things. Rather, Big Changes to Big Things. make Roger Enrico, former Chairman, PepsiCo 1

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 cant change because our brains become

hardwired early in life Source: Fast Company/05.2005 1 Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known,

but by imperfectly seizing the unknown. Kevin Kelly, New Rules for the New Economy 1 Reward

excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec 1 Speed/

Tempo! 1 We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

1 Strategy meetings held once or twice a year to Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay 1

He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. / Col. John Boyd 1 Tempo!*

701 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 enemyT.E. 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 Lawrence)/ Magazine, 12.04.05, on Mike Leach/Texas Tech) 1 Action! 1

TP/BW on BigCo Sin #1: too much talk, too little do 1 Ninety percent of what we call

management consists of making it difficult for people to get things done. Peter Drucker 1 Execution is

the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done 1 We have a strategic

plan. Its called doing things. Herb Kelleher 1 This is so simple it sounds stupid, but it is amazing how few oil people really

you only find oil if you drill wells. understand that You may think youre finding it when youre drawing maps and

studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter 1 I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People

would agree on a project or initiativeand then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done 1 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

1 The Leaders Seven Essential Behaviors *Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers

*Expand peoples capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done 1 Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling *Vision

*Projects (Must add up to Vision) *Milestones *Commitment/Energy *RapidReview *Consequences (+/-) 1 M+P=V 1

Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done 1 The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve

objectives. Im not knocking education or looking for But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry

dumb people. Bossidy/ Execution: The Discipline of Getting Things Done 1 Relentless! * *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, NixonKissinger, Gerstner, Rice, Jordan, Armstrong

1 This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get

important peculiarity of his character: there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press onturning back was not an option for him. Michael Korda, Ulysses Grant 1 1 of 2,400

6:15A.M . 1 A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a

gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 1

1. Every morning, write a list of the things that need to be done that day. Do them. 2.

1 Measurable! 1 Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a

Weirdness/ Profundity/ Wow/ Gaspworthy/ Game-changer Scale? 1 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 1 Strategic Thrust Overlay* Sysco Microsoft (Inet, Search) GE (6-Sigma, Workout, etc.)

GSK (7 CEDDs) Apple (Mac) Hyundai (et al.) (Electronics, etc.) *Different from Skunkworks 1 Personal! 1

Step #1: Buy a Mirror! 1 The First step in a dramatic organizational change program is obvious dramatic personal

change! RG 1 Summary/The SE22: Origins of Sustainable Entrepreneurshi p 1

SE22/Origins of Sustainable Entrepreneurship 1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, Fox, Stanford University, MIT) 2. Perpetually determined to outdo oneself, even to

the detriment of todays $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx) 3. Treat History as the Enemy (GE) 4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony) 5. Use Strategic Thrust Overlays to Attack Monster Problems (Sysco, GSK, GE, Microsoft) 6. Establish a Be on the COOL Team Ethos. (Most PSFs, Microsoft) 7. Encourage Vigorous Dissent/Genetically Noisy (Intel, Apple, Microsoft, CitiGroup, PepsiCo) 8.

Culturally as well as organizationally Decentralized (GE, J&J, Omnicom) 9. Multi-entrepreneurship/Many Independent-minded Stars (GE, PepsiCo) 1

HPs Big Duh! Decentralize ($90B) Undo Matrix Accountability Source: HP Says Goodbye To Drama/ BW/09.05/re Mark Hurds first 5 months 1

DePuySpine/J&J* 70/3 game-changers! *Still decentralized after all these years! 1 No Need for Economies of Scale: Illinois Tool Revs Up Innovation by Keeping

Its 655 Units Separate and Focused Source: Headline, BW, 1031.05 (commodity producer; R&D = 1%; Top 100 patent recipient66th in 04) ($12B rev in 04; CEO David Speer: focus, lean, customer intimacy, entrepreneurial, employee participation) 1 Decentralizatio n is not a piece

of paper. Its not me. Its either in your heart, or not. Brian Joffe/BIDvest 1 SE22/Origins of Sustainable Entrepreneurship

10. Keep decentralizingtireless in pursuit of wiping out Centralizing Tendencies (J&J, Virgin) 11. Scour the world for Ingenious Alliance Partners especially exciting start-ups (Pfizer) 12. Acquire for Innovation, not Market Share (Cisco, GE) 13. Dont overdo pursuit of synergy (GE, J&J, Time Warner) 14. Execution/Action Bias: Just do it dont obsess on how it fits the business model. (3M, J & J) 15. Find and Encourage and Promote Strong-willed/

Hyper-smart/Independent people (GE, PepsiCo, Microsoft) 16. Support Internal Entrepreneurs (3M, Microsoft) 17. Ferret out Talent anywhere/No limits approach to retaining top talent (Virgin, GE, PepsiCo) 1 SE22/Origins of Sustainable Entrepreneurship 18. Unmistakable Results & Accountability focus from the get-go to the grave (GE, New York Yankees, PepsiCo) 19. Up

or Out (GE, McKinsey, big consultancies and law firms and ad agencies and movie studios in general) 20. Competitive to a fault! (GE, New York Yankees, News Corp/Fox, PepsiCo) 21. Bi-polar Top Team, with Unglued Innovator #1, powerful Control Freak #2 (Oracle, Virgin) (Watch out when

#2 is missing: Enron) 22. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything else (Virgin) 1 HOW THE COAST GUARD GETS IT RIGHT

Headline, Time, 10.31.2005 *Autonomy *Flexibility *Perhaps the most important distinction of the Coast Guard is that it trusts itself 1

Alt Take 1 Productivity: Could We Have It All Wrong (vs China, etc)? Forget: GM, GE Consider: Car dealerships, Fastfood outlets, Tanning salons, Laundromats, Insurance agencies, Body shops,

Contractors * *Employing 80%+ of us 1 TP to reporter: But lets not forget the other 85 percent, the largely ignored and

under-reported ones working at auto body shops, spas, independent insurance agencies, 5-person accountancies, real estate brokerages and the like. The productivity and excellence of these thousands of unsung players and their small passels of employees have more to do with the health and wealth of

America and Wisconsin than, with all due respect, Harley or Johnson Controls. 1 Productivity Pandemic IMAOA: Institute of Modest Advances

in (Many, Many) Ordinary Activities 1 The Fab Four: What Every Small Biz Needs Success = DDMMP/ "D-squared, M-squared, P = DramDiff + Money-Financial Acumen + Good Marketing

Instincts + Stellar People 1 Summary: WallopWal*Mart1 6* *Or: Why its so unbelievably easy to beat a GIANT Company 1

$798 1 $415/SqFt/Wal*Mart $798/SqFt/Whole Foods 1 4X:

At London Drugs, everyone cares about everything. Wynne Powell 1

7X. 730A800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a. 1 The Small Guys Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever all things for all people, a miniWal*Mart.) *Never attack the monsters head niche business and lukewarm customers.)

*Dramatically on! (Instead steal Different (La Difference ... within our community, our industry regionally, etc is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, BIGGIES ON EMOTION/CONNECTION!!) Vendors. (BEAT THE

1 PSF! Donnellys Weatherstrip Service Weymouth MA 1

The Small Guys Guide: Wallop Wal*Mart16 *Hands-on, emotional leadership. (We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!) *A community star! (Sell local-ness per se. Sell the hell out of it!) *An incredible experience, from the first

to last momentand then in the followup! (These guys are cool! They get me! They love me!) *DESIGN DRIVEN! (Design is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.) 1 The Small Guys Guide: Wallop Wal*Mart16 *Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term marked by notably progressive

policies.) (THIS IS EMINENTLY DO-ABLE!!) *Sophisticated use of information technology. (Small-ish is no excuse for small aims/execution in IS/IT!) *Web-power! (The Web can make very small very big if the product-service is super-cool and one purposefully masters buzz/viral marketing.)

*Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.) 1 The Small Guys Guide: Wallop Wal*Mart16 *Brand-Lovemark* (*Kevin Roberts) Maniacs! (Branding is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche lovemark.)

*Focus on How stupid.) women-as-clients. (Most dont. *Excellence! (A small player per me has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right

one damn day and client experience at a time!to beat the Big Guys in your chosen niche!) 1 Bonus 1 Analysts Nirvana: Stephen Jay Gould, Full House:

The Spread of Excellence from Plato to Darwin. Nassim Nicholas Taleb, Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets. 1 Alternate Opener: The

Relentless Pursuit of Dramatic Difference 1 Tom Peters Excellence2006: The Relentless

Pursuit of Dramatic Difference! 1 No Option! 1 If you dont like change, youre going to like

irrelevance even less. General Eric Shinseki, Chief of Staff. U. S. Army 1 Not an Answer

! 1 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 1 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 Buy a very large one and just wait. obvious: Paul Ormerod, Why Most Things Fail:

Evolution, Extinction and Economics 1 Tragic ! 1 Franchise Lost!

TP: How many of you [600] really crave

a new Chevy? 1 All too Commo n! 1

This is not a mature category. 1 This is an undisti nguishe

d 1 But: It Can Be Done ! 1 2%/50%

1 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 1 2%/50% 1 $798

1 $798 1 $798 1 $798 1

$415/SqFt/Wal*Mart $798/SqFt/Whole Foods 1 4X: At

London Drugs, everyone cares about everything. Wynne Powell 1

London Drugs *Each major department a category killer (pharmacy, computers, photo-photo finishing, cosmetics) *Service added/ Experience (e.g., consultation booths for pharmaceutical Clients) *Brilliant, eye-popping design-merchandising *Price point: peanuts to super-premium *Massive training, very low staff t/o *Big-bet experimentation-innovation *Locales begging for LD

*Financials to die for *IS/IT/SC pioneers (compared favorably to Wal*Marts supplychain management; exquisite vendor-partner programs) *Effectively deflected Wal*Mart incursion *Philosophy: fun, enthusiasm, innovation, commitment, care, talent development 1 No Excuses/Wegmans: #1*

84%: Grocery stores are all alike 46%: additional spend if customers have an emotional connection to a grocery store rather than are satisfied (Gallup) Going to Wegmans is not just shopping, its an event. Christopher Hoyt, grocery consultant You cannot separate their strategy as a retailer from their strategy as an employer. Darrell Rigby, Bain & Co.

*100 Best Companies to Work for/Fortune 1 7X. 730A800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a. 1 Thesaurus of WOW!

They hate it if you call them bankers. They love it, on the other hand, when you ask to see their #sstupendous. They are Commerce Bank. These absurdly fast growing, insanely profitable retailers, rewriting the rules of East Coast retail banking, sent me a copy of their booklet, Traditions. It explicates their Wow the Customer Philosophy. At the end theres A Collection of Commerce Lingo. I wont define (use your imagination), but simply offer a small sample: Fans, Not Customers. Say YES 1 to say YES, 2 to say

NO. (A staffer has to get a supervisors approval to say no to anything.) Recover!!! To Err Is Human; To Recover Is Devine. Leave Em Speechless. Positive Behavior. Positive Language. Kill A Stupid Rule. (Get cash rewards for exposing dumb internal rules that impede our ability to WOW!) Make the WOW! Answer Guide Your Best Friend. Buzz Bee. CommerceWOW!Zone. (A K12 financial education program.) Doctor WOW! Ten-Minute Principle. (Stores open 10 minutes before posted hours, stay open 10 minutes after posted hoursand the hours, such as open 7 days a week, are already incredibly generous & traditionshattering.) Wall of WOW! WOW! Awards. (The annual recognition ceremonyRadio City Music Hall, with the Rockettes, in

05.) WOW! Patrol. WOW! Spotlight. WOW Van. WOW Wiz. (A service superstar.) Etc. 1 1 4 days/week 1

1000/204/ 4* * Princes & Princesses who said Yes to the Dream (top agents, confident to operate without a safety net) Source: Everybody Wins, Phil Harkins & Keith Hollihan 1

A Life Success Company RE/MAX: Source: Everybody Wins, Phil Harkins & Keith Hollihan 1

Trapper: <$20 per beaver pelt. Source: WSJ 1 WDCP*: $150 to remove problem beaver; $750- $1,000 for

flood-control piping so that beavers can stay. * Wildlife Damage-control Professional Source: WSJ 1 Avoid Moderation! 1

The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality.

1 Get better vs Get different 1 Choose!

* Middle Madness 1 Duet Whirlpool washing machine to fabric care system white goods: a sea of undifferentiated boxes $400 to $1,300 the Ferrari of washing machines consumer: They are our little mechanical buddies. They have personality. When they are running efficiently, our lives are running efficiently. They are

machine as aesthetic showpiece laundry room to family studio / designer laundry room (complements Sub-Zero refrigerator and part of my family. home-theater center) Source: New York Times Magazine/01.11.2004 1

1997-2001 >$600: 10% to 18% $400-$600: 49% to 32% <$400: 41% to 50% Source: Trading Up, Michael Silverstein & Neil Fiske 1 The mass market is dead. Consumers look for either price The middle is untenable. or quality. Walter Robb/COO/Whole Foods/Investors Business Daily/06.20.05 1

WallopWal*Mart16 1 The Small Guys Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever all things for all people, a miniWal*Mart.) *Never attack the monsters head niche business and lukewarm customers.)

*Dramatically on! (Instead steal Different (La Difference ... within our community, our industry regionally, etc is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete

on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, BIGGIES ON EMOTION/CONNECTION!!) Vendors. (BEAT THE 1

PSF! Donnellys Weatherstrip Service Weymouth MA 1

You do not merely want to be You want to be considered the only ones who do what you do. the best of the best. Jerry Garcia

1 The Small Guys Guide: Wallop Wal*Mart16 *Hands-on, emotional leadership. (We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!) *A community star! (Sell local-ness per se. Sell the hell out of it!)

*An incredible experience, from the first to last momentand then in the followup! (These guys are cool! They get me! They love me!) *DESIGN DRIVEN! (Design is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.) 1

The Small Guys Guide: Wallop Wal*Mart16 *Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) *Sophisticated use of information technology. (Small-ish is no excuse for small

aims/execution in IS/IT!) *Web-power! (The Web can make very small very big if the product-service is super-cool and one purposefully masters buzz/viral marketing.) *Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.) 1 The Small Guys Guide: Wallop Wal*Mart16

*Brand-Lovemark* (*Kevin Roberts) Maniacs! (Branding is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche lovemark.) *Focus on How stupid.) women-as-clients. (Most dont. *Excellence!

(A small player per me has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right one damn day and client experience at a time!to beat the Big Guys in your chosen niche!) 1 Just Say No to Imitat

ion! 1 This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and

Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? Its like trying The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. to drive looking in the rearview mirror. Superfast or superslow. Very exclusive or very cheap. Extremely big or

extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003 1 Winning (Guaranteed?)

! 1 Up, Up, Up, Up,Up

the Valu added Ladder. 1 End of: Alternate Opener: The Relentless Pursuit of

Dramatic Difference 1 II. NEW BUSINESS. NEW TECH. 1 3. Re-imagine

Organizing I: IS/ IT as Disruptive Tool! 1 We all live in DellWal*MarteBay-Google World!

1 Wal*Mart (!) & Katrina 1 FedEx Economy the

headline/New York Times/10.08.05 1 Anything/ Anywhere/ Anytime Any3:

1 UPS used to be a trucking company with technology. Now its a technology company with trucks. Forbes

1 Our entire facility is digital. No paper, no film, no medical records. Nothing. And its all integrated from the lab to X-ray to records to physician order entry. Patients dont have to wait for anything. The information from the physicians office is in registration and vice versa. The referring physician is immediately sent an email telling him his patient has shown up. Its wireless in-house. We have 800 notebook computers that

are wireless. Physicians can walk around with a computer thats pre-programmed. If the physician wants, well go out and wire their house so they can sit on the couch and connect to the network. They can review a chart from 100 miles away. David Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002) 1 Ebusiness is about rebuilding the

organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ all of that is wrong for running an ebusiness. Ray Lane, Kleiner Perkins 1

The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over. Frank Lekanne Deprez & Ren

Tissen, Zero Space: Moving Beyond Organizational Limits. 1 Between the local people and the top [of FEMA] seem to be about seven or eight layers of people who need to get a life. Mayor Bill White, Houston 1

Sod all in the middle. Kevin Roberts on tomorrows flat organizations (Fast Company/03.06) 1

Power Tools for Power Solutions/ Strategies! TP 1 Sysco!

1 Go for the Bold *Bold/Aggressive/$$$$ * Bold/GameChanger * Bold/Creative Destruction * Bold/Cool Supplier Portfolio * Bold/Web Fanaticism

1 5% F500 have CIO on Board: While some of the worlds most admired companies Tesco, Wal*Mart are transforming the business landscape by including technology

experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value. Source: Burson-Marsteller 1 4. Re-imagine Organizing II:

What Organization? 1 Organizations will still be critically important in the world, but as organizers, not employers!

Charles Handy 1 TP In Nagano Revenue: $10B FTE: 1* *Maybe

1 Dont own nothin if you can help it. If you can, rent your shoes. 1

Not out sourcing Not off shoring Not near shoring Not in sourcing but Best Sourcing 1

global innovation networks vs research in large monolithic companies Source: George Colony/Forrester Research 1 In the 21

century well see a rise of invention companies [earning st licensing fees].

Nathan Myhrvold, Forbes, 11.05 1 THE NEW INSTANT COMPANIES: Cheap Design Tools. Offshore Factories. Free Buzz Marketing. How Todays Startups Are Going from

Idea to $30 Million Hit Overnight Business 2.0/June 2005 (Mary Janes) 1 The networked model is a conversation. Eric Schmidt [Sergey] Brin and [Larry] Page have created a corporate organism that tackles most big

projects in small, tightly focused teams, setting them up in an instant and breaking them down weeks later without remorse. Forbes, 11.05 1 Bill & Search

Limits to outsourcing: 1 One customer service engineer at Agilent hasnt even laid eyes on his boss in three years BusinessWeek, December 12/2006

1 5. Re-imagine Organizing III: The Power of We 1 THE POWER OF US:

Mass Collaboration on THE INTERNET Is Shaking Up Business Cover/BusinessWeek/06.20.05 1 Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (18002000)

Globalization3.0 : Individuals collaborating & competing globally (2000+) Source: Tom Friedman/The World Is Flat 1 The nearly 1 billion people online

worldwidealong with their shared knowledge, social contacts, online reputations, computing power, and moreare rapidly becoming a collective force of unprecedented power. For the first time in human history, mass cooperation across time and space is suddenly economical. BW/06.20.05 1

information will bring about a radically democratized society where consumers enjoy unprecedented 1

Theres a fundamental shift in power happening. Everywhere, people are getting together and, using the Internet, disrupting whatever

activities theyre involved in. Pierre Omidyar, founder, eBay 1 The architecture of participation Tim OReilly/Tech-book publisher

1 Blogging made my year! TP Portal! Conversations! Collaboration!

New value! 1 III. NEW BUSINESS. NEW VALUE PROPOSITION. 1 Re-imagine:

Up, Up, Up, Up the Value-added Ladder. 1

barns burnt down now I can see the moon Mashahide/Zen poet 1 6. Re-imagine Organizing IV: The

White-Collar Tsunami and the Professional Service Firm (PSF) Imperative. 1 Disintermediation is overrated. Those who fear disintermediation should in fact be afraid of irrelevancedisintermediation is just another way youve

become irrelevant to your customers. of saying that John Battelle/Point/Advertising Age/07.05 1 HR doesnt tend to

hire a lot of independent thinkers or people who stand up as moral compasses. Garold Markle, Shell Offshore HR Exec (FC/08.05) 1

Product Design Outsourcing Set For Big Rise Headline/FT/06.05 1 CompleteCase.com ($249 vs $3,000) USLegalForms.com TurboTax.com

YourDiagnosis.com 1 HouseValues.com HomeGain.com House.com ServiceMagic.com LendingTree.com har.com ZipRealty.com homedepot.com forsalebyowner.com homestore.com HomeLoanCenter.com

owners.com CompleteHome.com Reply.com* *70% start search on Web (vs 49% newspaper) (1.9 weeks with Realtor vs 7.1); 35% of leads from Web (2535% of fee); commission, 6%-4.5% ($60B) 1 Sarah: Mom, what

do you do? Mom: I manage a cost center. 1

Sarah: Mom, what do you do? Im overhead. Mom: 1

Job One: Getting (WAY) beyond the Cost center, Overhead mentality! 1 Answer:

PSF 1 Answer: Professional Service Firm/PSF! Department Head to Managing Partner,

IS [HR, R&D, etc.] Inc. 1 Answer: PSF 1 Typically in a mortgage company or financial services company, risk

management is an overhead, not a revenue center. Weve become more We pay for ourselves, and we actually make money for the company. than that. Frank

Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com) 1 Mantra: Eichorn it! 1

Answer: PSF 1 Chicago: HRMAC 1

support function / cost center / bureaucratic drag or 1 Are you

Rock Stars of the Age of Talent 1 DD$21M 1 Answer:

PSF 1 Big Idea: Corporation as Mega-PSF* * Virtual Collection of Entrepreneurially-minded Professionals (Talent/Roster) Creating/ Applying

Intellectual Capital (Work Product) 1 Game-changing Solutions: Core Mechanism PSF (Professional Service Firm model) +

Wow Projects (Different vs Better) + Brand You (Distinct or Extinct) The

PSF35: Thirty-Five Professional Service Firm Marks of Excellence 1 The PSF35: The Work & The Legacy 1.

CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: If you cant explain your position in eight words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling

Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small Uneconomic Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: Dent the UniverseSteve 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 1 Best is not good enough! 1 ?????

Do good (excellent?!) work Make a lot of money 1 Point of 1

R.POV8* *Remarkable Point Of View/8 Words or less/If you cant state your position in eight words or less you dont have a position.SG 1 If you cant write your movie idea on

back of a business card, the you aint got a movie. Samuel Goldwyn 1 Gaspworthy! 1

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

FBR ! 1 I Borrowed Your Watch: Heres What Time It Is Make a Difference Add Exceptional Value Enduring Relationships with Companies that Have the Potential to Be Great

After-market Performance Focus/Strong Sectoral Approach Focus/Underserved Middle Market/Mid-cap Cos Dramatic Difference Research Roots Research Investment Unique Analytic Process Highly Disciplined Fundamental Intrinsic Value Analysis Partnership Culture Mutual Support

Enthusiasm Make a Difference D.C. as D.C. D.C. as not Wall Street Visibility/Tell Story/Brand 1 FBR: Fundamental Intrinsic Value Analysis Focus (You know what youre doing)

Difference (You know how youre doing it) Culture (You understand the roots) 1 The PSF35: The Client Experience

11. Always team with client: full partners in achieving memorable results (Wanted: Chimeras of Moonstruck Minds!) 12. We will seek assistance Anywhere to assemble the Best-inPlanet Team for the Project 13. Client Team Members routinely declare that working with us was the Peak Experience of my Career 14. The jobs not done until implementation is 100.00% complete (Those who dont get it must go) IMPLEMENTATION IS NOT COMPLETE UNTIL

THE CLIENT HAS EXPERIENCED CULTURE CHANGE 16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (Teach a man to fish ) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE? 15. 1

The business of selling is not just about matching viable solutions to the customers that require them. Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by

the solution.* (*E.g.: CRM failure rate/Gartner: 70%) Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale 1 (Needed: Joe Torre) 1

The PSF35: The People & The Leadership 18. TALENT FANATICS (Best-Coolest place to work) (PERIOD) 19. EYE FOR THE PECULIAR (Hiring: Go beyond same old, same old) 20. Early Opportunities (vs. Wait your turn) 21. Up or Out (Based on Legacy/Mentoring as much as Billings/Rainmaking) 22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?)

23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #R [R = Retirement] 24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills 25. A PROPRIETARY TALENT DEVELOPMENT PROCESS (GE) 26. Team Leadership Skills Valued Early 27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views 1

The Christmas dinner test! The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My life is my messageGandhi) 29. Excellence+ in EXECUTION 100.00% of the Time (No such thing as a small sins/World Series Ring to the Batboy!) 30. Drop everything/Swarm to Support a Harried-On

The Verge Team 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEIL 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS) 33. Web (Technology) Obsession 34. BRAND/LOVEMARK MANIACS (Organize Around a Point of View Worth BROADCASTING: You must be the change you wish to see in the worldGandhi) 35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as

much a place at the Head Table in a PSF as in a widgets factory: You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringeJack Welch) 1 The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE is my messageGandhi)

INTEGRITY (My life 29. Excellence+ in EXECUTION 100.00% of the Time 30. Drop everything/Swarm to Support a Harried-On The Verge Team 31. SPEND ON R&D LIKE A TECH FIRM. 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)

33. BRAND MANIACS (Organize Around a Point of View Worth BROADCASTING) 34. PASSION! 35. ENTHUSIASM!

EXCELLENCE. ALWAYS. 1 PSF Nirvana Counselor Trusted Advisor 1 Static/Imitative

Integrity. Quality. Excellence. Continuous Improvement. Superior Service (Exceeds Expectations.) Completely Satisfactory Transaction. Smooth Evolution. Market Share. Dynamic/Different Dramatic Difference!

Disruptive! Insanely Great! (Quality++++) Life-(Industry-)changing Experience! Game-changing! WOW! Surprise! Delight! Breathtaking! Punctuated Equilibrium! Market Creation!

1 Coolest PSF Fully deckedout Big Rig!* *PSF/WOW Project/Brand You/Dramatic Difference 1 417

Back to the Future: The PSF/ Brand You Idea Circa 1900* William James (What Makes a Life men with no trade must sell to the highest bidder their mere muscular strength

for so many hours per day Significant/1899): 1 PSF damn it! 1

Game-changing Solutions: Core Mechanism PSF (Professional Service Firm model) +

Wow Projects (Different vs Better) + Brand You (Distinct or Extinct) The Pursuit of Unassailable

Value-Added Tom Peters/07March06 1 PSF + BY + WP = VA 1 PSF + BY

+ WP + DD + E = UVA 1 PSF + BY + WP + DD + E = UVA

1 PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) =

UVA (Unassailable Value-Added) 1 The WOW! Project. 1

Your Current Project? 1. Another days work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD. 1

Insanely Great 1 Astonish me! /S.D. Build something great! /H.Y. Immortal! /D.O. 1

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 Make your life itself a creative work of art. Mike Ray, The Highest Goal 1 A position is not

an accomplishment. TP 1 I guess it comes down to a Get busy living, or get

busy dying. simple choice, really. The Shawshank Redemption (Tim Robbins) 1 Will you actually

remember it as worthwhile 10 years from now? S.H. 1 Game-changing Solutions: Core Mechanism

PSF (Professional Service Firm model) + Wow Projects (Different vs Better) +

Brand You (Distinct or Extinct) The Project 50 1 The Project 50 CREATE 1. REFRAME: NEVER ... EVER! ... ACCEPT A PROJECT/ASSIGNMENT

AS GIVEN! 2. TRANSLATE YOUR DAILY EXPERIENCES INTO COOL STUFF TO DO. 2A. Become a Benchmarking Fanatic: LOOK at every-small-thing-thathappens-to-you as a Golden Learning Opportunity. 3. Improve your vocabulary! Learn to love WOW! Use the word. WOW! 4. There are no small projects: IN EVERY LITTLE FORM OR PROCEDURE, IN EVERY LITTLE PROBLEM THERE USUALLY LURKS A B-I-G PROJECT! 4A. CONVERT today's annoying chore into a WOW! Project. THE B-I-G IDEA: THERE'S NO SUCH THING AS A GIVEN.

5. Put on the brakes! DONT BETRAY WOW! 6. LOVE MAKES THE WORLD GO ROUND! 7. Will itthe project, our babybe beautiful? Yes ... BEAUTIFUL! 8. Design-Is-It. I.e.: One of the single most powerful forces in the whole bloody universe. 9. IS THE PROJECT REVOLUTIONARY? (ARE YOU SURE?) 1 The Project 50 10. Is the Web factored into the project? In a b-i-g way?

11. Impact. Henry James asked this, as his ultimate question, of an artist's work: Was it worth doing? 11A. Made Anybody(s) Angry Lately? 12. RAVING FANS! 12A. Women-as-Raving Fans. Women take to products/servicesand, thence, project deliverablesfor (very) different reasons than men. 13. Pirates-on-the-high-seas. We are on a Mission/Crusade. We plan to upset the applecart (convention wisdom) Big Time ... and Make a Damn Difference. 14. If you can (hint: you can!), create a place. That Is ... Pirates Need Ships at Sea and Caves on Land. (Safe Houses in Spy-speak.)

15. Put it in your resume. NOW! PICTURE YOURSELF CROSSING THE FINISH LINE. 16. THINK RAINBOW! 17. THINK ... OR RETHINK ... OR REFRAME ... YOUR CONCEPT ... INTO A BUSINESS PLAN. 18. Think/obsess ... D-E-A-D-L-I-N-E. Be ridiculously/absurdly/insanely demanding of yourself/your little band of renegades. 1 The Project 50

19. Find a Wise Friend. WOW Projects Aint Easy! They Stretch You, Stress You, and Often Vex You. And the Organization. 20. FINDAND THEN NURTUREA FEW (VERY FEW) CO-CONSPIRATORS. 20A. Find at least one user/co-conspirator. NOW. Think user from the start. 21. Consider carrying around a little card that reads: WOW! BEAUTIFUL! REVOLUTIONARY! IMPACT! RAVING FANS!

SELL 22. Be S-U-C-C-I-N-C-T. Describe your project (its benefits and its WOW!) in T-HR-E-E minutes. 22A. METAPHOR TIME! The pitchand every aspect of the projectworks best if there is a compelling theme/image/hook that makes the whole thing cohere, resonate, and vibrate with life. 23. SALES MEANS SELLING ... EVERYONE! 24. Hey: WOW Project Life = Sales. Right? So ... WORK CONSCIOUSLY ON BUZZ. GET VISIBLE AND STAY VISIBLE. 25. Do your Community Work. Start to Expand the Network! ASAP.

1 The Project 50 26. 27. 28. 29. 30. Last is as good as first. If they support you ... they are your friends.

Preach to the choir! Never forget your friends! Don't try to convert your enemies. Dont waste time on them. CREATE AN A-TEAM ADVISORY BOARD. Become a Master Bootstrapper. You heard it here first: Too much initial money ... kills! 31. Think B-E-T-A! As in ... Beta Site(s). You need customer-partners ... as safe-haven testing grounds for rough prototypes. IMPLEMENT 32. CHUNK! CHUNK! CHUNK! Weve gotta break itour project, now on the movedown into tidbit/do-it-today/do-it-in-the-next-fourhours pieces.

33. Live ... Eat ... Sleep ... Breathe: Prototype! I.e.: BECOME AN UNABASHED PROTOTYPING FANATIC. 33A. Teach prototyping. Prototyping is a corporate culture issue. I.e.: Work to create a Culture of Prototyping. 34. PLAY! FIND PLAYMATES! 35. Scrunch the Feedback Loops! 36. BLOW IT UP! PLAY ... AND DESTRUCTION ... ARE HANDMAIDENS. 1 The Project 50

37. Keep recruiting! Iron Law: WOW Projects Call for WOW! People. Never stop recruiting! 37A. WANTED: COURT JESTER. 38. Make a B-I-G binder! This is the Project Bible. It's the Master Document ... the macro-map. 39. List mania. Ye shall make lists ... and the lists shall make ye omniscient. (No joke.) 40. Think (live/sleep/eat/breathe) Timeline/ Milestones. 40A. WANTED: MS. LAST TWO PERCENT! 41. Master the 15-Minute Meeting. You can change (or at least

organize) the world in 15 minutes! 42. C-E-L-E-B-R-A-T-E! 42A. CELEBRATE FAILURES! 43. Station break! The keynote here is action. Exactly right! But: Don't allow the action fanaticism to steer you off course re WOW!/Beauty/ Revolution/Impact!/Raving Fans. 44. A Project Has an Identity. Its Alive. PROJECT = LIFE ... SPIRIT ... PERSONALITY. 1

The Project 50 45. Cast the Net a Little/Lot Farther Afield. 46. It's the U-S-E-R, stupid! Never lose sight of the user community. 47. Concoct a B.M.P./Buzz-Management Program. Marketing is Implementation. EXIT 48. SELL OUT! It's been us against them ... and one heck of a ride. But now the time has come to dance with the suits ... if we really want full impact. 48A. Recruit a Mr. Follow-up ... Who Is as Passionate as You Are!

(And L-O-V-E-S Administration.) 49. SEED YOUR FREAKS INTO THE MAINSTREAM ... WHERE THEY CAN BECOME MUTANT VIRUSES FOR YOUR (QUIRKY) POINT OF VIEW! 50. Write up the project history. Throw a Grand Celebratory Bash! 1 7. Re-imagine

Businesss Fundamental Value Proposition: PSFs Unbound, or Fighting Inevitable Commoditization via The Gamechanging Solutions Imperative. 1 Up,

Up, Up, Up the Value-added Ladder. 1 similar companies, employing similar people,

with similar educational of backgrounds, coming up with similar ideas, producing similar things, with similar prices and 1

While everything may it is also increasingly the same. be better Paul

Goldberger on retail, The Sameness of Things, The New York Times 1 Companies have defined so much best practice that they are now more or

less identical. Jesper Kunde, Unique Now ... or Never 1 $55 B

1 And the M Stands for ? Systems Integrator of choice./BW Gerstners IBM: (Lou, help us turn all this into that longpromised revolution. )

IBM Global Services* Services Corp.): (*Integrated Systems $55B 1

Planetary Rainmaker-in-Chief! Palmisanos strategy is to expand techs borders by pushing usersand entire industries toward radically different business models. The payoff for IBM would be access to an ocean of revenuePalmisano estimates it at $500 billion a yearthat technology companies have never been able to touch. Fortune

1 By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their

circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future. Narayana Murthy, chairmans but the game has changed forever.

letter, Infosys Annual Report 1 [Closing/selling Boeings 8,000person facility in Wichita] was an important decision in moving Boeings longterm strategy of becoming a large-scale

integrator. forward with The Wichita Eagle/06.16.2005 1 Big Browns New Bag: UPS

Traffic Manager for Corporate America Aims to Be the Headline/BW/2004 1

SCS/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company 1 New York-Presbyterian: 7-year,

$500M enterprisesystems consulting and equipment contract with GE Medical Systems Source: NYT 1 Instant Infrastructure: GE Becomes a General Store for Developing

Countries headline/ NYT/07.16.05 1 Consulting-added GE Commercial Finance ($233B assets). Gratis advisory service called At the customer, for the Customer (E.g., GE disciplines

such as Six Sigma, JIT, succession planning, leadership development); GE Mentor. Source: Michael Neal runs GEs biggest profit engine. His secret: free advice for the clientele, Forbes, 11.05 1 And

MasterCard Advisors 1 Customer Satisfaction to Customer Success Were getting better at [Six Sigma] every day. But we really need to think about the customers

Are customers bottom lines really benefiting from what we provide them? profitability. Bob Nardelli, GE Power Systems 1

Bear In Mind: Customer Satisfaction versus Customer

Success 1 Nardellis Goal move Home Depot beyond selling goods to selling home services. He wants to capture home improvement dollars wherever and however they are spent. E.g.: house calls (At-Home Service: $10B by 05?) pros

shops (Pro Set) home project management (Project Management System a deeper selling relationship). Source: USA Today 1 Can this kitchen be saved? As big chains add in-house

designers Wall Street Journal/ 04.29.05/Headline 1 UTC/Otis + Carrier: boxes to integrated building

systems 1 Architecture is becoming a commodity. Winners will be Turnkey Facilities Management providers. SMPS Exec

1 Flextronics --$14B; 100K employees -- contract mfg to EMS/Electronics Manufacturing Services (design, mfg, logistics, repair); total package of outsourcing solutions (Pamela Gordon, Technology Forecasters) -- The future of manufacturing isnt just in

(3,500 design engineers) making things but adding value Source: Asia Inc./02.2004 1 The Value-added Ladder/Stuff n Things

Goods Raw Materials 1 The Value-added Ladder/Stuff & Transactions Services Goods Raw Materials 1

The Value-added Ladder/Opportunity-seeking Gamechanging Solutions/ Business Advantage Services Goods Raw Materials 1

$55 B 1 Game-changing Solutions: Core Mechanism PSF

(Professional Service Firm model) + Wow Projects (Different vs Better) +

Brand You (Distinct or Extinct) Era #1/Obvious Value:Our it works, is delivered on time (Close) Era #2/Augmented Value: How our it can add valuea useful it (Solve) Era #3/Complex Value Networks: How our system can change you and deliver business advantage (CultureStrategic change)

Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale 1 [Sony] faces turmoil as it makes the transition from hardware to software, from products to services. Tim Clark & Carl Kay, It Will Take More Than a Foreign CEO to Save Sony, NYT (03.09.05)

1 What Isnt Matter Is What Matters section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld,

1 Gas ... $1.75 per gallon Lipton Iced Tea .. $9.52 per gallon Ocean Spray ... $10.00 Gatorade .. $10.17 Diet Snapple ... $10.32 STP brake fluid .. $33.60 Pepto-Bismol .. $123.20 Vicks NyQuil ... $178.13

Evian water . $21.19 ($50B-$200B) Source: Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell (2004) 1 Fleet Manager Rolling Stock Cost Minimization Officer vs/or

Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive Via drivers: Customer Experience Director 1 VA Teaching Moment Andy

pointed to a molding, about halfway up the wall IV. NEW BUSINESS. NEW GAME. 1

8. Re-imagine Enterprise as Theater I: A World of Scintillating Experiences. 1 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 1 Club Med

is more than just a resort; its a means of rediscovering oneself, of inventing an entirely new me. Source: Jean-Marie Dru, Disruption 1 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 thats not work or home. Its the place our customers come for refuge. Nancy Orsolini, District Manager 1

Photo marketers have to inspire seller innovation: Retailers have to redefine what a camera store is headline, USA Today/ 0227.06 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 1

2/50 1 WHAT CAN BROWN DO FOR YOU? 1 The Value-added Ladder/Memorable Connection

Scintillating Experiences Gamechanging Solutions/ Business Advantage Services Goods Raw Materials 1

Beyond the Transaction/ Satisfaction Mentality Good hotel/ Happy guest/ Exceeded Expectations vs. Great Vacation/ Great Conference/ Operation Personal Renewal

1 Warren Goes Shopping 1 Q: Why did you buy Jordans Furniture? A: Jordans is spectacular.

Its all showmanship. Warren Buffet Source: interview/ Boston Sunday Globe/12.05.2004 1

Trapper: <$20 per beaver pelt. Source: WSJ 1 WDCP*: $150 to remove problem beaver; $750$1,000 for flood-control piping so that beavers can stay. * Wildlife Damage-control Professional Source: WSJ 1 Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the

future. There is no lack of physical products to choose between. 1 Extraction & Goods: Male dominance Services & Experiences: Female

dominance 1 One companys answer: CXO* 1 Prep

DRALION/ Cirque du Soleil 1 Bonus Anyone whose actions affect your

results! Customer: Source: Steve Yastrow/0310.06 Experience It: My Story II. 1

ds expect 1 This is not a mature category. 1 This is an

undistin guished category. 1 When we did it right it was

still pretty ordinary. Barry Gibbons on Nightmare No. 1 1 A B C

D E Avg Toilets 0

1 6 5 5 D

Genl Cleanliness 1 2 8 5

1 C- Speed 5 6

4 2 0 B Attitude

1 3 8 4 1

C Overall Experience 0 3 9

5 0 C- TOTAL 7

15 35 21 7 1 Food

A B C D 0

1 12 4 E 0

Avg C/C- 1 Fight til Death! I thought, What a dreadful mission I have in life. Id love to get six-thousand restaurants up to spec, but when I do its

hum. Ho- Its bugged me ever since. Its one of the great paradoxes of modern business. We all know distinction is key, and yet in the last twenty years we have created a plethora of ho-hum products and services.

Just go fly in an airplane. It could be such an enlightening experience. Ho-hum. We swim in an ocean of ho-hum, and Im going to fight it. Im going to die fighting it. 1 Whole Foods Astounding selection Astounding quality

Fun to choose (Buy FAR more than intended) Genius merchandising Use of color Attitude Knowledgeable Parking Checkout Reeks of distinction/DD

Clean (Eat off the floor/the food) 1 Tom Ps Hotel10/05.05.05 1. Brand Distinction (dramatic difference or bust) must be Crystal Clear. 2. SPARE NO EXPENSE IN FINDING THE BEST

(AWESOME) PROPERTY MANAGER. 3. The individual propertys Point of View must be Clear to One & All. (Beyond the generic brand promise.) 4. Aim Strategically at WOMEN as Guests & Meeting Planners. 5. Aim directly at BOOMERS & GEEZERS. 6. #4 & #5 above call for cultural re-alignment, not mere strategic programs. 7. Never assume youre Okay on the basics. (YOU PROBABLY ARENT.)

8. MBWA (Managing By Wandering Around) is Alive & Well and applies to Owners! 9 Fortune says Wegmans (groceries!!!) is the # 1 Place to Work in America WHAT ABOUT/WHY NOT YOUR HOTEL/S? 10. AMAZE ME!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 1 Flower Power!

1 1 9. Re-imagine Enterprise as Theater II:

Embracing the Dream Business. 1 DREAM: A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of

the desires of the consumer. The opportunity to help clients become what they want to be. Gian Luigi Longinotti-Buitoni 1 The Marketing of Dreams (Dreamketing) Dreamketing: Touching the clients

dreams. Dreamketing: The art of telling stories and entertaining. Dreamketing: Promote the dream, not the product. Dreamketing: Build the brand around the main dream. Dreamketing: Build the buzz, the hype, the cult.

Source: Gian Luigi Longinotti-Buitoni 1 The Value-added Ladder/Emotion Dreams Come True Scintillating Experiences Gamechanging Solutions/

Business Advantage Services Goods Raw Materials 1 The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills

even the unexpressed wishes and needs of our guests. from the Ritz-Carlton Credo 1 Furniture vs. Dreams We do not sell furniture at

We sell dreams. This is Domain. 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 1 No longer are we only an Today, we also offer our customers the products and services that help

them achieve their dreams whether its insurance provider. financial security, buying a car, paying for home repairs, or even taking a dream vacation. Martin Feinstein, CEO, Farmers Group 1

Six Market Profiles 1. Adventures for Sale 2. The Market for Togetherness, Friendship and Love 3. The Market for Care 4. The Who-Am-I Market 5. The Market for Peace of Mind 6. The Market for Convictions

Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business 1 Six Market Profiles 1. Adventures for Sale/IBM-UPS-GE 2. The Market for Togetherness, Friendship and Love/IBM-UPS-GE 3. The Market for Care/IBM-UPS-GE 4. The Who-Am-I Market/IBM-UPS-GE

5. The Market for Peace of Mind/IBM-UPS-GE 6. The Market for Convictions/IBM-UPS-GE Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business 1 IBM, UPS, GE Dream Merchants

! 1 PSFs (PSF35)

Dream Merchants! 1 The sun is setting on the Information Societyeven before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the

We stand facing the fifth kind of society: the Dream Society. Future computer. products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business

1 10. Re-imagine the Soul of New Value: Design Rules! 1

Franchise Lost! TP: How many of you [600] really

crave a new Chevy? 1 Designs place in the universe.

1 All Equal Except At Sony we assume that all products of our competitors have basically the same technology, price, performance Design is the only thing that differentiates one

product from another in the marketplace. and features. Norio Ohga 1 Design is

treated like a religion at BMW. Fortune 1 We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from the meaning

Design is the fundamental soul of a man-made creation. of design. Steve Jobs

1 SAMSUNG DESIGN: THE KOREAN GIANT MAKES SOME OF THE COOLEST GADGETS ON EARTH. NOW ITS REINVENTING ITSELF TO GET EVEN COOLER. Cover/BusinessWeek/11.29.2004 1

Samsung By Design * 5 IDEA in 2004 (Industrial Design Excellence Awards)/1st Asian company to win more than top European or American company * 1993/LA: Chmn Why are our products lost, while Sonys are out front? * Design

staff/470 (120 in last 12 months); design budget 20% to 30% p.a.; Design Centers in London, LA, SF, Tokyo * Designers often dictate to engineers, not vice versa 1 THE LEADING EDGE IS RAZR-THIN: Motorolas Cool Phone Has Samsung

and Other Rivals in Hot Pursuit Headline, BW, 1205.05 1 Westins Heavenly Bed 1

DHL 1 Design coda. 1 Having spent a century or more focused on other goals solving manufacturing problems, lowering costs, making goods and services widely available, increasing convenience, saving energywe are increasingly

engaged in making our world special. More people in more aspects of life are drawing pleasure and meaning from the way their persons, places and things look and Whenever we have the chance, were adding sensory, emotional appeal to ordinary function. feel.

Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness 1 With its carefully conceived mix of colors and textures, Starbucks aromas and music,

is more indicative of our era than the iMac. It is to the Age of Aesthetics what McDonalds was to the Age of Convenience or Ford was to the Age of Mass Production the touchstone success story, the exemplar of all that is good and bad about the aesthetic imperative. Every Starbucks store is carefully designed to enhance the quality of everything the

customers see, touch, hear, smell or taste, writes CEO Howard Schultz. -Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness 1 Marketing Magic* The Missing

95%: The Unconscious! *E.g. ZMET/Zaltman Metaphor Evaluation Technique 1 Design. 1 If you cant win

on cost, then youre left with cool. Anon./NZ 1 Hypothesis: Design

is the principle metaphor for the encompassing Valueadded Imperative! 1 Design at Apple/ Starbucks/BMW is a state of

mind , not a program. 1 Better By Design The Design49

Tom Peters/Auckland/30March2005 1 Better By Design: A National Strategy NZ = Design Excellence 1 Better By Design: Toms Design49

1. There are only 2 rules. 2. Rule #1: You cant beat Wal*Mart on price or China on cost. 3. Rule #2: See Rule #1. 4. Econ Survival = Innovate and Sprint Up the Value-added Chain OR DIE! 5. DESIGN (WRIT LARGE) (DESIGN MINDFULNESS) IS THE SOUL/ENGINE OF THE NEW VALUE-ADDED IMPERATIVE. 6. Design as Soul-Core Competence #1 is a cultural imperative, not a programmatic or process or throw $$$ at it issue!

7. CDEs (Culturally Design-driven Enterprises) use DesignExperiences-Dream Merchantry-Lovemarks as the Lead Dog(s) in the Olympian Innovation-Strategy-Value Proposition Struggle. 8. Dream Merchant makes as much sense for IBM or GE or UPS as for Starbucks! 1 Better By Design: Toms Design49 9. At CDEs, Design is the Heart of the Emotional Branding Process.

10. CDEs wholeheartedly embrace ideas such as mystery, surprise, sensuality. 11. CDEs love WOW! and B.H.A.G. and Insanely Great and Gasp-worthy and Passion and Love! (Axiom: Extreme language breeds extreme products and services.) 12. Staff at CDEs laugh and cry a lot! (Axiom: Calm enterprise = Crappy enterprise.) 13. CDEs love strange and weird. 14. CDEs scour the earth for strange and weird people. (CDEs know: FREAKS RULE!)

15. CDEs are extremists. (KR: Avoid moderation.) 16. CDEs know that EXCELLENCE IS NOT GOOD ENOUGH! (We must use non-linear measures!) 1 Better By Design: Toms Design49 17. CDEs seek Discontinuities. (JG: We dont want to be the best of the best, we want to be the only ones who do what we do.) 18. CDEs are respectful of their customers, but not slaves to their customers! CDEs LEAD THEIR CUSTOMERS! (Axioms: Listening

to customers is over-rated! Focus groups suck!) 19. But: Lead customers are an entirely different matter! 20: Yet: CDEs turn customers into Raving Fans. (Think: Tattoo Brand!) 21. CDEs abide by Phil Daniels Credo: REWARD EXCELLENT FAILURES. PUNISH MEDIOCRE SUCCESSES. 22. At CDEs the Design Director is at least an Exec Vice President, a Member of the Senior Executive Team, perhaps on the Board, and has an office within 10 meters of the CEO (unless she is the CEO). 23. Design Directors at large companies not worth $5,000,000

per year arent worth hiring! (DD$21M.) 1 Better By Design: Toms Design49 24. Great Designers are 10,000X better than good designers. 25. At CDEs CFOs are never former CFOs! The CEO always doubles as the Chief Innovation Officer. 26. CDEs are Top-line Obsessed. 27. CDE execs know there is a chasm between excellent design and game-changer design.

28. Gasp-worthy design is a moving target! 29. No Broadway shows last forever. So too, great designers! (Hire them! Pay them! Cherish them! Nurture them! Fire them!) 30. Great design wrestles incessantly with the issue of cool and/versus usability.! 31. Designers get the stunning principles of Wabi Sabi. (Great designers side with Chris Alexander against the A.I.A.) 32. CDEs get the feminine side of life. 1

Better By Design: Toms Design49 33. CDEs Know I: WOMEN BUY EVERYTHING! 34. CDEs Know II: MEN ARE INCAPABLE OF DESIGNING PRODUCTS FOR WOMEN. 35. CDEs understand that Were getting olderand vigorously embrace the Boomer-Geezer market. 36. CDEs understand: Boomers-Geezers have ALL THE MONEY are by and large healthy and have 20 or so years left! 37. CDEs wonder: Can 28-year-olds design experiences for 68year-olds?

38. CDEs seek the sweetest sweet spot: Woman-Boomer-GreenieWellness. 39. Design-mindfulness is as apparent in the CDEs facilities as in its products-services! 1 Better By Design: Toms Design49 40. Design mindfulness is as apparent in HR and Engineering and Logistics and IS/IT as in NPD. 41. CDEs will settle for nothing less then beautiful, gaspworthy Business Processes/Infrastructure! 42. CDEs obsess on K.I.S.S. (Beware creeping feature-itis!)

(450/8.) 43. Design-mindfulness/aesthetic sensibility is a requisite for Every Hireincluding waiters and waitresses in Fast Food outlets and Housekeepers in hotels. 44. Gasp-worthy Design is as essential to service companies as to manufacturers. 45. Gasp-worthy design can transform any commodity, including ag! 1

Better By Design: Toms Design49 46. DESIGN MANIA IS A NATIONAL ECONOMIC ISSUE OF THE FIRST ORDER. 47. Small is no disadvantage in an Age of Creativity! 48. There is no such thing as a National Design Advantage unless the current school system is Destroyed & Re-imaginedto emphasize creativity and risk-taking and acceptance of failure. (Design Mindfulness the suppression thereof typically begins at Age 4.)

How sweet it is! 49. your head is screwed on right.) (If 1

11. Re-imagine the Infrastructure of Enterprise: Design = Beautiful Systems. 1 K.I.S.S. 1

450/8 1 Fred S.s mediocre thesis. Herb K.s napkin. 1 Great design =

One-page business plan (Jim Horan) 1 Metrics: K.I.S.S. 1 Really Important

Stuff: Rogers Rule of Three! 1 Bills Rule of Visibility! 1

What Gets Measured/ Obsessed About Gets Done Roger Milliken Roger Enrico Bill Creech Richard Haass Jack Welch Donald Kennedy Freddie Mac/Fannie Mae 1

Clear Signals! Robinson/$500K Puckett/Public Hanging 1 Incentives that work: Clear/ unequivocal. Huge

consequences. Different from now. Stable (for a few years). Stand out (1 of 1). Giant aspirations (B.H.A.G.) Basis for deep dip promotion/s. 1 A review of Jack and Suzy Welchs Winning claims there are but two key differentiators that set GE culture apart from the herd:

Separating financial forecasting and performance measurement. Performance measurement based, First: as it usually is, on budgeting leads to an epidemic of gaming the system. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; ie its about how you actually do in the context of what happened in the

real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing. I.e., its the people. 1 The Project/ Accountability Rules! (Beware Matrix Madness) 1

Percys Rule: Two Strikes & Youre Fired 1 Control: K.I.S.S. 1

Lees Rule: Run It off a Blackberry! 1 Life: K.I.S.S. 1 Its T-H-R-E-E, Stupid!

I used to have a rule for myself that at any point in time I wanted to have in mind as it so happens, also in writing, on a little card I carried around with me the three big things I was trying to get done. Three. Not two.

Not four. Not five. Not ten. Three. Richard Haass, The Power to Persuade 1 First Steps: Beauty Contest! 1. Select one form/document: invoice, airbill,

sick leave policy, customer returns claim form. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions: Beauty. Grace. Clarity. Simplicity. 3. Re-invent!

4. Repeat, with a new selection, every 15 working days. 1 Beautiful Aesthetic Triumph Breathtaking 1

have. Must hate. / Must design. Must undesign. Systems: Must 1 The Planning, Planning Systems,

Intelligence & Measures50 1 The Planning, Planning Systems, Intelligence & Measures50 *K.I.S.S. (!!) (450/8.) (500/50GB.) (Lees Blackberry.) *Complexity accretes one day/person/item at a time! *There must be a Systems & Measures Undesigner. (Rem Koolhaas: Often my job is to undo things.)

*Focus!!!! *5 or fewer key indicators. (Enricos Rule of Three.) *Key indicators must be backed up by unmistakable impact on evals and compensation! (JW & 6-sigma) *Prune 50% of your measures TODAY. 1 The Planning, Planning Systems, Intelligence & Measures50

*Measurement Architecture = (Real) Corporate Strategy. (PERIOD.) *CIOs & CFOs & CROs will become Soulmates in effective organizations! *Can a fourth grader understand it (Paul Sherlock, JW)? *Overall systems architecture should be in the heads of no more than three people. (Fred Brooks jr./360.) *Nothing is easier than lying with statistics.

(Measurement is not Reality.) *Hard is Soft. Soft is Hard. (TP-RWjr.) (c.f. Enron.) 1 The Planning, Planning Systems, Intelligence & Measures50 *Fanatically measure Customer Satisfaction regarding systems/measures! *If the Customer says its confusing its confusing. PERIOD.

*Systems & Measures planning must be Bottom Up! (Buy-in Rules in systems world.) *If, as a systems guy/gal, it turns you on BEWARE! (Jeffersons Rule. Lessons from Clio.) 1 The Planning, Planning Systems, Intelligence & Measures50 *Systems & Measures should be/can be/ought to be Works of Art!

*Great systems are about aesthetics! *Is it beautiful? *Is it graceful? *Is it Surprising? *Use a great Graphic Designer on all systems development teams and a damn good Psychologist. (Steve world.) 1

The Planning, Planning Systems, Intelligence & Measures50 *Systems design is not innocent: It is the Ultimate Power Game! *She/He who controls the primary measures Rules the World! 1 The Planning, Planning Systems, Intelligence & Measures50

*Budgets as weve known them are more than a wretched waste: They are Danger #1 in Turbulent Times! *Budgets are exercises in Negotiated Timidity. *Managing to budget is a/the Mortal Sin. *Plan, then burn the plan! (Koppers.) *Continuous and rolling are superb ideas but beware so much plasticity that one forgets the starting point! Hard. Comparative datas is a very good

thing. 1 The Planning, Planning Systems, Intelligence & Measures50 *Intelligence is always obvious after the fact. *B.I.: Remember HUMINT!! *Great BizIntelligence depends on Freaks & Whackos, from Langley to the Board Room. (I.e., Be

Incredibly Eclectic in terms of sources of Intelligence.) *All intelligence gathering is a Political Activity. (C.f. CIA, FBI.) *B.I. is about outliers. (?? If you can measure it, its not on the leading edge??) 1 The Planning, Planning Systems, Intelligence & Measures50

*If a system/measure gives you a stupid answer, its probably a stupid system/measure. *Measures should routinely produce Surprises (if not, discard them). 1 The Planning, Planning Systems, Intelligence & Measures50

*Intangibles rule! *Measure intangibles! (!!!!) *Be(very)ware the tangibles becoming Total Reality, thence crowding out Real Reality. *Constantly review whats not being measured. (Ever tried to drive a car using only the dashboard?) *Models are incredibly Stupid (very rough approximations of reality): Make sure everyone understands that! *Business is Art!

1 The Planning, Planning Systems, Intelligence & Measures50 *Perform systems & Measures post-mortems after major fiascos (Why didnt this stick out like a sore thumb?) *The half-life of Measures is 3 years. (Effective gaming begins in year #2, reaches a crescendo

by year #4.) 1 The Planning, Planning Systems, Intelligence & Measures50 *Planning systems should support execution! (PERT/CPM.) *Uniformity of measurement/presentation across units is fantastic up to a point.

*Let a thousand flowers bloom, let a hundred schools contend: Let a 100 flowers bloom, let a dozen schools contend. *Selection of measurements is one of the Most Creative Acts in the Enterprise! *Are there Freaks aplenty in the Systems & Measures & Intelligence activities? 1 12. Re-imagine the

Fundamental Selling Proposition: It all adds up to (THE BRAND.) (THE STORY.) (THE DREAM.) The Love. 1 WHO

ARE WE? 1 Brand? Its all about Character ! 1

Branding Message #1 Is Not >> Is 1 Miller Lite didnt stand for anything; it was trying to be a metoo to Budweiser. Graham Mackay/ CEO/SABMiller/08.05

1 WHATS OUR STORY? 1 WHATS THE

DREAM? 1 Nothing Is Impossible To Be Revered As A Hothouse For World-changing Creative Ideas That Transform Our Clients Brands,

Businesses, and Reputations 1 We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions to how we work with others.

Companies will thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories. Rolf Jensen, Copenhagen Institute for Future Studies 1 EXACTLY

HOW ARE WE DRAMATICALLY DIFFERENT? 1 Brand = You Must Care! Success means never letting the competition define you. Instead you have to define yourself

based on a point of view you care deeply about. Tom Chappell, Toms of Maine 1 You do not merely want to be the best of the best. You want to be considered the

only ones who do what you do. Jerry Garcia 1 Brands

have run out of juice. Theyre dead. Kevin Roberts/Saatchi & Saatchi 1

Kevin Roberts: Lovemarks! 1 Brand . Lovemark Recognized by consumers . Loved by People Generic Personal Presents a narrative .. Creates a Love story The promise of quality A touch of Sensuality

Symbolic .. Iconic Defined .. Infused Statement .. Story Defined attributes ... Wrapped in Mystery Values . Spirit Professional ... Passionately Creative Advertising agency .. Ideas company Source: Kevin Roberts, Lovemarks 1

When we were working through the essentials of a Lovemark, Mystery was always at the top of the list. Lovemarks: The Future Beyond Brands, Kevin Roberts

1 Lovemarks are owned by the people who love them. Lovemarks: The Future Beyond Brands, Kevin Roberts

1 *Mystery *Magic *Sensuality *Enchantment *Intimacy *Exploration Source: Kevin Roberts (e.g. Apple/iMac/ Yum.) 1

600 601 602 603 Tattoo Brand: What

% of users would tattoo the brand name on their body? 1 Top 10 Tattoo Brands* Harley . 18.9% Disney .... 14.8 Coke . 7.7

Google .... 6.6 Pepsi .... 6.1 Rolex . 5.6 Nike . 4.6 Adidas . 3.1 Absolut . 2.6 Nintendo . 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

1 Top 10 Tattoo Brands* Harley . 18.9% Disney .... 14.8 Coke . 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex . 5.6 Investec ??

Nike . 4.6 Adidas . 3.1 Absolut . 2.6 Nintendo . 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom 1 Up,

Up, Up, Up the Value-added Ladder. 1 Lovemark

Dreams Come True Awesome Experiences Gamechanging Solutions Services Goods Raw Materials 1 Just One Question!

How likely are you to recommend [company/service] to a friend or colleague?/ Net promoter score Fred Reichheld (Ad Age, 11.2005) 1 The Power Is the Story

1 Story > Brand 1 Storytelling is the core of culture.

Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell 1 Branding, in the simplest sense, is the application of a story to a product or a serviceand is utilized whenever there is a surplus of interchangeable goods.

Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell 1 After the Industrial Revolution, when there were massive surpluses, needs needs were effectively met and wants and desires became central. Stories attached themselves to fastmoving consumer goods

Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell 1 Brand Everything! Operation Cause Operation Iraqi Freedom Source: Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

1 The branding of cultural capital may be the next step in the evolution of community. When All

Business Is Show Business, Whats Next, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell 1 Market Power = Story Power = Dream Power

1 Message Is Not > Is 1 Branding: Is-Is Not Table TNT is not:

TNT is: TNT is not: Juvenile Contemporary Old-fashioned

Mindless Meaningful Elitist Predictable Suspenseful

Dull Frivolous Exciting Slow Superficial

Powerful Self-important 1 Rules of Radical Marketing Love + Respect Your Customers! Hire only Passionate Missionaries!

Create a Community of Customers! Celebrate Craziness! Be insanely True to the Brand! Sam Hill & Glenn Rifkin, Radical Marketing 1 Lead It:

New CLevels 1 CXO* 1 C F

O* *Chief Festivals Officer 1 C C

O* *Chief Conversations Officer 1 C S

O* *Chief Seduction Officer 1 C L

O* *Chief Lovemark Officer 1 C DM* 1

C PI* *Chief Portal Impresario 1 W

C *Chief WOW Officer O* 1 C

ST O* *Chief Storytelling Officer 1 R C

*Chief O* Revenue Officer 1

Top Line, Anyone? Point (Advertising Age), to Phil Kotler: Who should the CMO [Chief Marketing Officer] report to? Kotler: Maybe a Chief Revenue Officer the cost side has been

squeezed, now companies have to focus on Chief Customer Officer top-line growthor maybe a 1 V. NEW BUSINESS.

NEW MARKETS. 1 13. Re-imagine the Customer I: Trends Worth Trillion$$$ Women Roar.

1 Ma 1 Women are the majority market

1 ????????? Home Furnishings 94% Vacations 92% (Adventure Travel 70%/ $55B travel equipment) Houses 91% D.I.Y. (major home projects) 80% Consumer Electronics 51% (66% home computers) Cars 68% (90%) All consumer purchases 83%

Bank Account 89% Household investment decisions 67% Small business loans/biz starts 70% Health Care 80% 1 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) 50% biz travel 57% BA degrees (2002); = ed & social strata, no wage gap 60% Internet users; >50% primary users of electronic equipment WimBiz: Employees > F500; 10M+: 33% all US Biz 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The Power of the Purse 1

1970-1998 Mens median income: +0.6% Womens median income: + 63% Source: Martha Barletta, Marketing to Women 1

Commercial Purchasing Power Purchasing mgrs. & agents: 51% HR: >>50% Admin officers: >50% Source: Martha Barletta, Marketing to Women 1 91% women: ADVERTISERS DONT UNDERSTAND US.

(58% ANNOYED.) Source: Greenfield Online for Arnolds Womens Insight Team (Martha Barletta, Marketing to Women) 1 FemaleThink/ Popcorn & Marigold Men and women dont think the same way, dont communicate the same way, dont buy for the same reasons.

He simply wants the transaction to take place. Shes interested in creating a relationship. Every place women go, they make connections. 1 Senses Vision: Men, focused; Women,

peripheral. Hearing: Womens discomfort level I/ 2 mens. Smell: Women >> Men. Touch: Most sensitive man < Least sensitive women. Source: Martha Barletta, Marketing to Women 1 Women speak and hear a

language of connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange

feelings. Judy Rosener, Americas Competitive Secret 1 Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* *Redwood (UK)

1 Initiate Purchase Men: Study facts & features. Women: Ask lots of people for input. Source: Martha Barletta, Marketing to Women

1 Thanks, Marti Barletta! 1 The Perfect Answer Jill and Jack buy slacks in black

Resting State: 30%, 90%: A woman knows her childrens friends, hopes, dreams, romances, secret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house. Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps 1

As a hunter, a man needed vision that would allow him to zero in on targets in the distance whereas a woman needed eyes to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub, but can never find things in fridges, cupboards or drawers.

Barbara & Allan Pease, Why Men Dont Listen & Women Cant Read Maps 1 Women come out better on almost every count as investors They are less likely to hold a losing investment too long, and less likely to wait too long to sell a winner; theyre also less likely to put too much money into a single investment or

to buy a reputedly hot stock without doing sufficient research. The Merrill report: When It Comes to Investing, Gender A Strong Influence on Behavior./Atlantic 1 Women poker players: More cautious. More patient. More disciplined. Bluff with more attention to the odds. More notes [on-line]. Learn more and

improve faster. Less emotional, less ego. Know more about men than men do about them; more effective at exploiting mens attitudes. Source: Ante Up, Ladies: As poker mania grips the nation, more women are mastering the game, applying their own life lessons to poker and the lessons of poker to life, Time, 11.05 1 Read This Book

EVEolution: The Eight Truths of Marketing to Women 1 EVEolution: Truth No. 1

Connecting Your Female Consumers to Each Other Connects Them to Your Brand 1 The Connection Proclivity in women starts early. When asked, How was school today? a girl usually

tells her mother every detail of what happened, while a boy might grunt, Fine. EVEolution 1 Women dont buy

They join them. brands. EVEolution 1 2.6 vs.

21 1 Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

1 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Womens Market = Opportunity No. 1.

8. Men are (STILL) in charge. 9. MEN ARE TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1. 1 10. Womens Market = Opportunity

1 Enterprise Reinvention! Recruiting Hiring/Rewarding/Promoting Structure Processes Measurement Strategy Culture Vision

Leadership THE BRAND/STORY ITSELF! 1 U.S.A. Economic Story #1: 10.6M

1 Why? 1 Good Thinking, Guys! Kodak Sharpens Digital Focus On Its Best Customers:

Women 1 2005 1 Duh! One of These 32-inch Flatpanel LCD Televisions Is Specifically Designed for

Women: Manufacturers Turn to Designs that Appeal to Both Sexes Headline, Boston Globe, 1121.05 1 % 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 1 Duh! More Hotels Try to

Offer What Women Want Headline, USA Today, 11.08.05 1 Management Today/mt/ March 2006/Different Ball Game the fastest-growing participation sport in the world: female football

UK: 66 female chartered-standard clubs in 1995; 3,820 in 2005; 51 Centers of Excellence; growth rate (participation) is 35% p.a.; each week 1.6M girls play in clubs-at school Companies like Umbro and Footie Chick could really do well soon. There seems to be a complete lack of other competition in soccer clothes for women. Women: care about how they look, curves starting by age 12. Most shops too laddish. Footsie Chick founder David Brint/M/outraged: This growth is happening so quickly, but the [big brands] are supertankers and cant change direction fast enough. You cant just sell [women]

mens shirts with small tagged on them. In Dove Ads, Normal Is the New Beautiful Headline, Advertising Age 1 Doves Campaign Ads Are

Raging Success Because They Are Aspirational, But Doable* Dr Joyce Brothers/ Advertising Age article-headline/08.05 *Unilever: For too long beauty has been defined by narrow, unattainable stereotypes. Its time to change all that because real beauty comes in many shapes, sizes, colors, and ages. Dr Brothers: everyday people The disconnect between the Barbie-esque model and

the average woman begins to fade. looks vs beauty 1 Unilever brand Doves use of six generously proportioned real women to promote its skin-firming preparations must qualify as one of the most talked-about marketing decisions taken this summer. It was also one of the most successful: Since the campaign broke, sales of the firming lotion have

gone up 700 percent in the UK, 300 percent in Germany and 220 percent in the Netherlands. Financial Times/09.29.04 1

Real Women Have Curves, and Ads: Marketers Discover Rail-thin Models Arent Only Choice headline/USA Today/ 08.05 (c.f. Womens Fashion Fall 2005/NYT/09.05) 1

Cases! McDonalds (mom-centered to majority consumer; not via kids) Home Depot (Do it Herself) P&G (more than house cleaner) DeBeers (right-hand rings/$4B) AXA Financial Kodak (women = emotional centers of the household)

Nike (more than jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want friends, not a blond sterotype) Source: Fara Warner/The Power of the Purse 1 Fastest growing demographic:

Single-person Households (>50% in the likes of London, Stockholm) Source: Richard Scase 1 14. Re-imagine the Customer II: Trends Worth Trillion$$$

Boomer Bonanza/ Godzilla Geezer. 1 Just Say No. 18- 44

1 Subject: Marketers & Stupidity Its 1844, stupid! 1

Subject: Marketers & Stupidity 18-44 is stupid, stupid! Or is it: 1

2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%) 1 B78/60 1

44-65: New Customer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder 1 The New Customer Majority is the only adult

market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies. David Wolfe & Robert Snyder, Ageless Marketing 1

Baby-boomer Women: The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing

1 Mother of All Equations Boomer & Geezer Women = Many, Many, Many People = Major-Primary Market for Everything = Primary Market+ For Everything Expensive = In Their Prime And Gathering

Steam = Seriously Cool Dudettes = Money, All Of. 1 WOMAN of the Year: Shes the most powerful consumer in America. And as she starts to turn sixty this month, the affluent baby boomer is doing what shes always done redefining herself. Joan Hamilton,

Town & Country, JAN06 1 Households headed by someone 40 or older enjoy 91% ($9.7T) of our populations net worth. The mature market is the dominant market in the

U.S. economy, making the majority of expenditures in virtually every category. Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders 1 LOVE THOSE BOOMERS: Their New Attitudes and

Lifestyles Are a Marketers Dream Cover story, BW, 10.24.05 1 Boomers/60/$$$$$$$ States Rush to Lure Wealthy Retirees. Start: The senior sweepstakes kicks into high gear this weekend as the first baby boomers turn 60 and states, cities and

small towns mount ad campaigns to attract up-and-coming retirees and their spending power. Headline, AOL News,12.31.05 Developing Nations Lure Retirees, Raising Idea of Outsourcing Boomers Golden Years Headline, WSJ, 11.14.05 1 50+

$7T wealth (70%)/$2T annual income 50% all discretionary spending 79% own homes 40M credit card users 41% new cars/48% luxury cars $610B healthcare spending/ 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21st

Century Will Be Ruled by the New Old 1 Median Household Net Worth <35: $7K 35-44: $44K 45-54: $83K 55-64: $112K 65-69: $114K 70-74: $120K >74: $100K Source: U.S. Census 1 Boomers: Were not going gently. Were going the way our generation does everything else. Research it. Make sure youre getting the best deal. Study the

alternatives the way we studied alternative families and alternative diets and alternative religions. Baby Boomers Want Less Pain And More Grace Before That Good night, reads one headline James Atlas/My Life in the Middle Ages 1 Top Franchises: Boomer-driven! *Comfort Keepers. Non-medical home care, such as running

errands, doing the laundry, companionship. (472 franchises to date) *Liberty Fitness. Middle-aged (35-65) overweight women who want to avoid the generic fitness clubs. (65) *Sarah Adult Day Services. For seniors who dont need constant care. (27) *Outdoor Lighting Perspectives. Aimed at boomers, especially in warmer climates, who are turning their homes into year-round vacation properties. (61) *Camp BowWow. Doggie day care, targeting affluent seniors

who travel frequently. (52) *Verlo. Personalizes bed mattresses aimed at affluent boomers. (68) Source: CNNMoney/07/05) 1 Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets

motivations and needs are so poorly understood. Peter Francese, founding publisher, American Demographics 1 Possession Experiences /Desires for things/Young adulthood/to 38 Catered Experiences/ Desires to be served by others/Middle adulthood

Being Experiences/Desires for transcending experiences/Late adulthood Source: David Wolfe and Robert Snyder/Ageless Marketing 1 Boomers: Was-Is Brand preferences locked in to Open to new experiences and products Obsessed with looking younger to

Proud of experience & worldliness Counting the days to retirement to Working longer, starting new careers Seek remedies for aches and pains to Focus on wellness Source: BW/10.05/Love Those Boomers 1 Age Power will rule the 21 century, and

we are woefully unprepared. st Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old 1 Road Signs of the Times: Creating an easier-to-read

typeface for aging drivers The New York Times/ 01.21.2005 1 Sixty Is the New Thirty Cover/AARP/11.03

1 No: Target Marketing Yes: Target Innovation & Target Delivery Systems

1 Health: Century21.Job #1 (HC21.J1) Tom Peters/0206.2006 1 !!!!!!!!!!!!!

Healthcare vs Health 1 Quality! Prevention! Wellness! 1 Quality (100K deaths)

Evidence/Outcomes-based medicine IS/IT-in-health(care) revolution Wellness/Prevention Healthcare to Health transformation Wash your hands! Home-care (as the population rapidly ages) Med-school re-orientation Public health emphasis Mind-boggling (15 years?) social-moral-technological

impact of life sciences (the Singularity?) H5N1/WMDs/Environmental degradation Risk assessment (private, public) Market opportunity Public vs/+ Private responsibilities & partnerships Africa! (Unconscionable failure to attend to/staggering Health consequences for all) 1 If God spoke to me by saying, Mark, youre 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 your hands Move, Move, Move. wash . A close third would be 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 1 VI. NEW

BUSINESS. NEW BEDROCK. 1 15. Re-imagine the Individual I: Welcome to a Brand

You World Distinct or Extinct 1 Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (18002000) Globalization3.0 : Individuals collaborating & competing globally

(2000+) Source: Tom Friedman/The World Is Flat 1 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 1 12January2006 Happy 300

th , Brand You! 1 If there is nothing very special about your work, no matter how hard you apply yourself you

wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired 1 You are the storyteller of your own life, and you

can create your own legend or not. Isabel Allende 1 The Rule of Positioning If you cant

describe your position in eight words or less, you dont have a position. Jay Levinson and Seth Godin, Get What You Deserve! 1

Imagine you are sitting next to a stranger at dinner and you have to describe your job in one sentence

that they can understand. If you fail this test, you are either a nuclear physicist or your job shouldnt exist. Lucy Kellaway/personal relevance test/FT/0206.06 1 Personal Brand Equity Evaluation

I am known for [2 to 3 things]; next year at this time Ill also be known for [1 more thing]. My current Project is challenging me New things Ive learned in the last 90 days include My public recognition program consists of Additions to my Rolodex in the last 90 days include

My resume is discernibly last years at this time different from 1 Will you actually remember it as worthwhile 20 years from now?

S.H. 1 Oh, S+&*#! Tom, what have you done this year? Jessica Sutherland, IIR ME

1 R.D.A. Rate: 15%?, 25%? Therefore: Formal Investment Strategy/ R.I.P.* *Renewal Investment Plan

1 Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years mostly

on line. Peter Drucker 1 26.3 1 Have you invested as much

this year in your career as in your car? Source: Molly Sargent 1 New Work SurvivalKit2006 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. Mistress 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!) 1

The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

1 Distinct or Extinct 1 A position is not an accomplishment.

TP 1 to be of use The people I love the best jump into work head first without dallying in the shadows and swim off with sure strokes almost out of sight.

I love people who harness themselves, an ox to a heavy cart, who pull like water buffalo, with massive patience, who strain in the mud and the muck to move things forward, who do what has to be done, again and again. The work of the world is common as mud. Botched, it smears the hands, crumbles to dust. But the thing worth doing well done has a shape that satisfies, clean and evident. The pitcher cries for water to carry and a person for work that is real.

Marge Piercy Source: Dave Smith, to be of use: the seven seeds of meaningful work 1 You = Your calendar* *Calendars NEVER lie!! 1

Failure is unimportant. It takes courage to make a fool of yourself. Charlie Chaplin 1

Explode through the hole. Dont be timid. If youre going to make a mistake, make it at full speed. Charlie Weis, Notre Dame 1 There are people who prefer to say Yes, and

there are people who prefer to say No. Those who say Yes are rewarded by the adventures they have,and those who say No are rewarded by the safety they attain. Improv Wisdom: Dont Prepare, Just Show Up, Patricia Ryan Madson 1

Put your life into what you do. Your own humanity is your pathway to artistry. Beware stilted speech. The lesson Ms Cook came to teach was that artists achieve their peak when they learn to stop proving themselves and simply, to borrow the Shakespearean Its their humanity we respond to in the end, their ability to strip away the selfconsciousness that locks us inside ourselves, and reveal the stuff

that really boils in our souls. phrase, let it be. New York Times, Sunday December 11, Take Off Your Emotional Clothes and Sing, about a master class in singing by Barbara Cook 1 Its

always showtime. 1 We Live In A Brand You World. Period. 1

There is no job that is Americas God-given right anymore. 1

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

1 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 hearts desires at stake. David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

1 Make each day a Masterpiece! JW 1 Make your life

itself a creative work of art. Mike Ray, The Highest Goal 1 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

1 To have a firm persuasion in our workto feel that what we do is right for ourselves and good for the world at exactly the same timeis one of the great triumphs of human existence. David

Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity 1 The antidote to exhaustion is not rest, it is wholeheartedness. David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

1 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 elseand 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 1 To Be somebody or to Do something BOYD: The Fighter Pilot Who Changed the Art of War

(Robert Coram) 1 Tell me, what is it you plan to do with your one wild and

precious life? Mary Oliver 1 Joe J. Jones 1942 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT HIS BOSS WOULDNT LET HIM!

1 T. J. Peters 1942 2--- HE WAS A PLAYER! 1 Its always

showtime. 1 100 WAYS TO SUCCEED #35: Lovemark or Bust! (1) Enjoy your the Holiday Season! (2) Between now and 1JAN2005, invent 10 actions, solo or with pals, to Launch Your Lovemark Journey2005. (3) Focus directlyArchitect or Lawyer or Realtoron the following

KRWs/Kevin Roberts Words: Mystery Magic Sensuality Enchantment Intimacy Exploration. (3A) The words in #3 above Do Apply to You! (4) Develop a No Bull Action Schedule that includes 2 Hard First Steps by 10JAN05, 5 Hard First Steps by 01FEB05. (5) Report back to this Website, tompeters.com. Pronunciamento: I HEREBY DESIGNATE, IN ACCORDANCE WITH THE POWERS GRANTED TO ME (the Inalienable Right To Blog) THAT 2005 IS PROCLAIMED AS THE YEAR OF THE PROFESSIONAL SERVICE LOVEMARK.

Welcome aboard! Source: TPBlog/12.17.2004 1 Getting to WOW Through Mastery of The Sales 25. 1

Al*: I knew my stuffand it was damn good. What I finally figured out, after a string of unfair setbacks, was that I wasnt a good salesman. Thats when I started studying top salesmen, and thats when I started to meet

with success. *Top TV producer for 30 years 1 The Sales25: Great Salespeople 1. Know the product. (Find cool mentors, and use them.) 2. Know the company. 3. Know the customer. (Including the customers consultants.) (And especially the corporate culture.)

4. Love internal politics at home and abroad. 5. Religiously respect competitors. (No badmouthing, no matter how provoked.) 6. Wire the customers org. (Relationships at all levels & functions.) 7. Wire the home teams org. and vendors orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)

1 Its politics, stupid! (Play or sit on the sidelines.) 1

Great Salespeople 8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating profitable opportunities. (Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of moneyheres exactly how.) (IS THIS A PRODUCT SALE OR A WOW-ORIGINAL SOLUTION YOULL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?) 10. Will involve anybodyincluding mortal enemiesif it

enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass. 11. Know the Brand Story cold; live the Brand Story. (If not, leave.) 1 Great Salespeople 12. Think Turnkey. (Its always your problem!) 13. Act as orchestra conductor: You are responsible for

making the whole-damn-network respond. (PERIOD.) 14. Help the customer get to know the vendors organization & build up their Rolodex. 15. Walk away from bad business. (Even if it gets you fired.) 16. Understand the idea of a good loss. (A bold effort thats sometimes better than a lousy win.) 17. Think those who regularly say Its all a price issue suffer from rampant immaturity & shrunken imagination. 18. Will not give away the store to get a foot in the door.

19. Are wary & respectful of upstartsthe real enemy. 20. Seek several cool customerswholl drag you into Tomorrowland. 1 If you dont listen, you dont sell anything. Carolyn Marland/MD/Guardian Group

1 Great Salespeople 21. Use the word partnership obsessively, even though it is way overused. (Partnership includes folks at all levels throughout the supply chain.) 22. Send thank you notes by the truckload. (NOT E-NOTES.) (Most are for little things.) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word we.

23. When you look across the table at the customer, think religiously to yourself: HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED? 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY? 25. Keep your bloody PowerPoint slides simple! 1

Success or Failure? Try Instead Optimism or Failure! From Martin Seligmans 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: Seligmans extensive work with Met Life salespeople, among others, proved out the abovein spades.) 1 Pessimist: Good things Im worthless, but got lucky on this one. Bad things Im a bozo who deserved my sorry fate.

Optimist: Good things I deserved that; Im the cats meow. Bad things Im the cats meow, but the cat had an unlucky day; tomorrow will be better for sure. 1 GE (more or less): 89 Ridiculously

Obvious Thoughts About Selling Stuff Tom Peters/24January2006 1 1. Strategy overrated, simply doin stuff underrated. See Kelleher and Bossidy. (We have a strategic plan, its called doing things.HK) Action has its own logicask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What are you personally great at? (Key word: great.) Play to

strengths! Distinct or Extinct. You should aim to be outrageously good/B.I.W. at a niche area (or more). 3. Are you a personality, a de facto brand in the industry? The Dr Phil of 4. Opportunism (with a little forethought) mostly wins. (Successful people are the ones who are good at Plan B.) 5. Little starts can lead to big wins. Most true winnersthink search & Googlestart as something small. Many big dealsDisney & Pixar could have been done as little-er, less expensive deals if youd had the nerve to step out before the value became obvious.

6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the non-obvious are often good partners for technology experiments. 7.The best relationships are often (usually?) not top to top! (Often the best: hungry division GMs eager to make a mark.) 1 8. Its relationships, stupiddeep and from multiple functions. 9. In any business such as GEs you must become an avid student of the politics, the incentives and constraints, mostly non-economic facing all of the players. Politicians are usually incredibly logicalif you

(deeply!) understand the matrix in which they exist. 10. Relationships from within our firm are as importantoften more importantas those from outsideagain broad is as important as deep. Alliesavid supporters!within and from non-obvious places may be more important than relationships at the Client organization. Goal: an insanely unfair market share of insiders time devoted to your projects! 11.Gratuitous comment: Lunches with good friends are typically a waste of time. 12.Interesting outsiders are essential to innovative proposal and sales

teams. An exciting sales-proposal team is as important as a prestigious one. 13. Is the proposal-sales team weird enoughweirdos come up with the most interesting, game-changer ideas. Period. 14. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.) 1 15.Dont short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that makes my day for a key

Client playerand watch the whole gig be torpedoed. 16. Sticking with it sometimes pays, sometimes notit takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. 17. Women are simply better at relationshipsdont get hung up on what industries-countries women cant do. 18. Work incessantly on your storymost economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense valuepolitics is about the tension among competing stories. (If you dont believe me, ask Karl

Rove or James Carville.) (Storytelling is the core of culture.Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell) (Hint: Engineers usually stink at this.) 19. Risk Assessment & Risk Management is more about stories than advanced mathand of incredible value in long-term deals. 20. Good listeners are good sales people. Period. 21. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening skills are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso listener is as rare as a virtuoso cello player.) 1

22. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels. 23. You dont know Jack Squat about other peoples culturesespecially if you are a typically myopic American. (Like me.) 24. Are you a great interviewer? Its a make or break skill. (Think Barbara Waltersie her skill at extracting unwanted truths from pros in personaprotection in front of 10s of millions of people.) 25. Are you a great (not merely good) presenter? Mastering presentation skills is a lifes workwith stupendous payoff.

26. Are you good at flowers (Harvey Mackays Mackay 66what you should know about a Client.) 27. You cant do it allbe clear at what you are good at, bad at, indifferent at. Hubris sucks. 28. The numbers will more or less take care of themselves over the long haulif the relationship/s is/are solid gold. 29. Dont waste your time on jerksitll rarely work out in the midto long-term. 1 30. Genius is walking away from lousy scores (deals) and living

through the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billions at stake. (Think Jerry Levin.) 31. You havent a clue as to how this situation will actually play outbe prepared to move fast in a different direction. 32. Keep your word. 33. There is such a thing as a good lossif youve tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a ten-year period can pave the way for a Big Victory in year 11.

34. Underpromise (ie dont over-promise; ie cut yourself/GE a little slack) even if it costs you businesswinning is a long-term affair. Overpromising is Sign #1 of a lack of integrity. You will pay the piper. 35. Think legacywhat the hell is all this really about for you and the world? (Tell me, what is it you plan to do with your one wild and precious life?Mary Oliver) 36. Keep it simple! (Damn it!) Yup, even in your business. If you cant explain it in a phrase, a page you havent got it right yet. 1 37. Know more than the next guy. Homework pays. (of course its obvious

but in my work it is too often honored in the breach.) 38. Regardless of project size, winning or losing invariably hinges on a raft of little stuff. Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!! or, one mans little stuff is another mans 7.6 Richter deal-breaker. 39. In public settings, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. 40. Dont hold grudges. (it is the ultimate in small mindednessand incredibly wasteful and ineffective. Theres always tomorrow.) 41. ITS ALWAYS THE POLITICS wee private-sector deal or giant public sector deal. (Every player, small or large, is angling for something.

Master the calculus of advantage.) 42. To beat the turnover problem in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) plodding careerists. The invisible careerists are the bedrock upon which repeated success is built! (The Dale Moss Axiom. And mine from Capitol Hill.) 1 43. Little people often have Big Friends.

44. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with increased respect for you and your team. 45. Never, ever dump on a competitorthe Tom Watson mantra. 46. Never for get the Law of Cousins! In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time. 47. Speaking of favors, jail sucks. 48. Work hard beats work smart. (Mostly.) 49. REPEAT: He/she who has the most-best relationships wins.

Relationships are the essence of the Work of the Salesperson. The hard and long work of the salesperson. 50. Mano v mano hardball is seldom the answerend runs based on deeper-wider networks win. If the deal is wired from below, truly wired, than the so-called big negotiations are essentially irrelevant. 1 51. If the deal is wired from below, truly wired, than the so-called big negotiations are essentially irrelevant.

52. If every quarter is a little better than the prior quarterthen you are not taking any serious risks. 53. Phones beat email. 54. A THREE MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didnt someone say, Pride goeth before the fall? 55. Be hyperorganized about relationship managementyou are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch-as-catch can.

(Football analogies are cutebut deep political understanding pays the private-school tuition.) 56. Think/ obsess on ROIR (Return On Investment In Relationships). 1 57. THANK YOU NOTES: Worlds highest-return investment! 58. The way to anyones heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.) 59. Scoring off other people is stupid. Winners are always in the

business of creating the maximum # of winnersamong adversaries at least as much as among partners. 60. Your colleagues successes are your successes. Period. (Trust me, my greatest personal successfinancially as well as artisticallyhas been creating a bigger pond in which everyone wins, even if my market share is down.) 61. Lend a helping hand, especially when you dont have the time. E.g. share relationshipsthe more you give away the more you get in return (just like they say in church). 62. Listen up: It was much later that I realized Dads secret. He gained

respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.Sara Lawrence-Lightfoot, Respect 1 63. Mentoring is a thrilland the practical payoff is enormous. The best mentors have the whole world working its buns off for them! 64. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. Remove non-enthusiaststhey are cancers. (Nothing is so contagious

as enthusiasm.Samuel Taylor Coleridge.) (A man without a smiling face must not open a shop. Chinese Proverb.) 65. Its always your problemyou sold it to them. 66. Dont get too hung up on systems integrationfirst, the individual bits have got to work. 67. Systems Integration is important. But: For Gods sake dont over promise on systems integrationits nigh on impossible to deliver. Systems/Solutions selling means grappling directly with culture change in Client organizations. (The business of selling is not just about matching viable solutions to the customers that require them. Its

equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solutionJeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale) 1 68. Shit happens. Thats what they pay you for. (A man without a smiling face must not open a shop. Chinese Proverb) 69. This is not a GE saleit is a Joe Jones/Jane Jones sale. YOU ARE THE BRAND THE CLIENT BUYS. (Mostly.)

70. GOAL #1: MAKE YOUR CLIENT A HEROYOU ARE NOT THERE TO GET CREDIT. (Taking credit is for ego-maniacs.) 71. Decent margins, over the mid- to long-term are a product of better relationships, not better negotiating skill. (Mostly.) 72. In the immortal words of Larry Bossidy, more or less, Realism rocks. (A little truth goes a long way.) 73. Work like hell to get a rep as an expert, to become an industry resource. 74. Work the association angle for all its worthit may take a decade to pay off.

75. Pay your dues in the client org and in your own org! 76. Its all bloody tactics. 1 77. You must LOVE . the product! (Period.) 78. Dont over-schedule. Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt. 79. It takes time to get to know people. (Duh.) 80. The very idea of efficiency in relationship development is

STUPID. 81. MBWA (still) rules. 82. Preparing the soil is the first 98 percent. 83. WORK THE PHONES! 84. 5K miles for a 5-minute meeting often makes sense. (Thanks, Mark.) 85. Beware complexifiers and complicators. (Truly smart people simplify things.) 86. The smartest guy in the room rarely winsalas, he usually is aware hes the smartest guy.

1 87. Be kindit really is okay, even if you work for GE. 88. Presidents never tire of being treated like Presidents. 89. Luck matters. So: Good luck! 1 Getting Things Done:

The Power & Implementation34 . 1 *Send Thank You notes! Its (always)

all about relationships. And at the Heart of Effective Relationships is APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.) *Bring donuts! Small gestures of appreciation (on a rainy day, after a long days work the day before) are VBDs Very Big Deals. *Make the call! One short, hard-to-make call today can avert a relationship crisis that could bring you down six months from now. *Remember: There are no little gestures of kindness. As boss, stopping by someones cube for 30 seconds to inquire about their sick parent will be remembered for 10 years. (Trust me.) *Make eye contact! No big deal? Wrong! It is all about Connection! Paying attention! Being there in the Moment Present. So, work on your eye contact,

your Intent to Connect. *Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule: WORK ON THIS. *Smile! (If it kills you.) Energy & enthusiasm & passion engender energyenthusiasm-passion in those we work with. 1 *Its all RELATIONSHIPS. Remember: Business is a relationships business. (Period.) Were all in sales! (Period.) Connecting! Making our case! Following up! Networking! Relationships are what we do. *You = Your Calendar. Your true priorities are given away by your calendar. YOUR

CALENDAR NEVER LIES. What are you truly spending your time on? Are you distracted? Focused? *Whats in a number? EVERYTHING! While we all do a hundred things, we may not/should not/cannot have more than 2 (or 3) true strategic priorities at any point in time. BELIEVE IT. *She (he) who is best prepared wins! Out study, out-read, out-research the competition. Know more (lots more!) than the person on the other side of the table. *Excellence is the Ultimate Cool Idea. The very idea of pursuing excellence is a turn onfor you and me as well as those we work with. (And, I find to my dismay, its surprisingly rare.)

*Think WOW! language! Language matters! Hot words generate a Hot Team. Watch your *Take a break! We need all the creativity we can muster these days. So close your office door and do 5 (FIVE) minutes of breathing or yoga; get a bag lunch today and eat it in the park. 1

*You are the boss! Old ideas of lifetime employment at one company (maybe where Dad/Mom worked) are gone. No matter what your current status, think of your self as CEO of Brand Me, Inc. We are all Small Business Owners of our own careers. *Do something in the next half hour! Dont let yourself get stuck! There is ALWAYS something little you can start/do in the next thirty minutes to make a wee, concrete step forward with a problem-opportunity. *Test it! NOW! We call this the Quick Prototype Attitude. One of lifes, especially business lifes, biggest problems is: Too much talk, too little do. If youve got a Cool Idea, dont sit on it or research it to death. Grab a pal, an empty conference, and

start laying out a little model. That is, begin the process of transforming the Idea to Action ASAP. Incidentally, testing something quarter-baked in an approximation of the real world is the quickest way to learn. *Expand your horizons. Routinely reach out beyond your comfort zone. TAKE A FREAK TO LUNCH TOMORROW! Call somebody interesting youve been meaning to get in touch with; invite them to lunch tomorrow. (Lunch with the same ole gang means nothing new learned. And thats a guarantee.) (Remember: Discomfort = Growth.) *Build a Web site. The Web is ubiquitous. Play with it! Be a presence! Start You.com ASAP!

1 *Spread the credit! Dont build monuments to yourself, build them to othersthose whose contributions we wholeheartedly acknowledge will literally follow us into machine gun fire! *Follow Toms patented VFCJ strategy! VFCJ = Volunteer For Crappy Jobs. That is, volunteer for the crummy little assignment nobody else wants, but will give you a chance to (1) be on your own, (2) express your creativity, and (3) make a noticeable mark when it turns out Wow.

*VOLUNTEER! Lifes a maze, and you never know whats connected to what. (Six degrees of separation, and all that.) So volunteer for that Community Center fund raising drive, even though youre busy as all get out. You might end up working side-by-side with the president of a big company whos looking for an enthusiast like you, or someone wealthy who might be interested in investing in the small business you dream of starting. *Join Toastmasters! You dont need to try and match Ronald Reagans speaking skills, but you do need to be able to speak your piece with comfort, confidence and authority. Organizations like Toastmasters can

help enormously. *Dress for success! This one is old as the hills and I hate it!! But its true. FIRST IMPRESSIONS DO MATTER. (A lot!!!) 1 *Follow the Gospel of Experience Marketing in all you do. The shrewdest marketers today tell us that selling a product or service is not enough in a crowded marketplace for everything. Every interaction must be reframed as a Seriously Cool Experience. That includes the little 15-minute presentation you are giving to your 4 peers tomorrow.

*Think of your resume as an Annual Report on Brand Me Inc. Its not about keeping your resume updated. It is about having a Super-cool Annual Report. (Tom Peters Inc 2004.) What are your stunning accomplishments that you can add to that Report each 6 months, or at the most annually? *Build a Great Team even if you are not boss. Best roster wins, right? So, work on your roster. Meet someone new at Church or your kids birthday party? Add them to your team (Team Tom); you never know when they might be able to assist you or give you ideas or support for something you are working on. *She or he who has the Fattest & and Best-managed Rolodex wins. Your

Rolodex is your most cherished possession! Have you added 3 names to it in the last 2 weeks? Have you renewed acquaintance (email, lunch, gym date) with 3 people in your Rolodex in the last month? MANAGE YOUR ROLODEX! 1 *Start your own business! Sure thats radical. But people are doing itespecially womenby the millions. Let the idea percolate. Chat about it, perhaps, with pals. Start a file folder or three on things you Truly Care About that just might be the basis for Cool

Self-employment. *Theres nothing cooler than an Angry Customer! The most loyal customers are ones who had a problem with us and then marveled when we went the Extra Ten Miles to fix it! Business opportunity No. 1 = Irate customers converted into fans. So are you on the prowl for customer problems to fix? *All marketing is Relationship Marketing. In business, profit is a byproduct of bringing em back. Thus, systematic and intense and repeated Follow-up and After-sales Service and Scintillating New Hooks are of the utmost importance.

1 *BRANDING aint just for Big Dudes. This may well be Business Mistake No. 1 the idea that branding is only for the likes of Coke and Sony and Nike. Baloney! Branding applies as much for the one-person accountancy run out of a spare bedroom as it does for Procter & Gamble. *Credibility! In the end Character Matters Most. Does he/she give their word, and then stick to it come hell & high water? Can you rely on Her/Him in a

pinch? Does she/he CARE? *Grace. Is it a pleasure to do business with you? Is it a pleasure to be a member of your team? 1 Presentation Excellence: The PresX56 1

The problem with communication ...is the ILLUSION that it has been accomplished. George Bernard Shaw 1 Presentation Excellence 1. Total commitment to the Problem/Project/Outcome

2. A compelling Story line/Plot 3. Enough data to sink a tanker (98% in reserve) 4. Know the data from memory; ability to manipulate the data in your head 5. Great Stories/Illustrations/Vignettes 6. Superb political antennae (you must play the room like a Virtuoso and be hyper-attentive to the likes of Body Language) 7. By hook or by crook CONNECT 7A. CONNECT! CONNECT! CONNECT!

8. Punch line/Plot Outline/WOW/Surprise in first one to two minutes 1 Joe Kramer, welder: When my mothers toaster went on the fritz, I asked myself, If I were that toaster and didnt work, what would be wrong

with me? Mihaly Csikszentmihalyi, Flow: The Psychology of Optimal Experience, on empathetic identification (Joe: burdens vs opportunities to master complex problems) 1 Presentation Excellence 9. Once youve won stop pushing (dont rub it in) 10. Be in command but dont show off (if youre brilliant theyll figure it out for themselves)

11. Pay attention to the Senior Person present, but not too much (dont look like/act like/be a suck up) 12. Brief the hell out of your champions before the presentation; insist that they make changes/fine tune ... they must own the outcome before the fact! 13. Dont try to score off your detractors be especially courteous to them (even if/especially if theyre jerks) 14. Adjust as you go: LET THE GROUP ARRIVE AT YOUR CONCLUSION! THEY MUST OWN IT (I knew

that) IN THE END! 1 Presentation Excellence 15. No more than THREE key points! Come at them in several different ways. 16. No more than ONE point per slide! 17. Slides: NO CLUTTER!!!!!!!!!!!!!!!!!!!!! (no wee print/ charts/graphs) 18. Slides: Good quotes from the field. (Remember youre telling a story)

19. Be aware of differing cognitive styles, especially M-F 20. There must be surprise some key facts that are not commonly known/are counter-intuitive (no reason to do the presentation in the first place if there are no Surprises) 21. Summarize the argument/story from time to time 22. Include an Action Agenda that involves some small items that will be started/accomplished in the next 72 HOURS (this ices commitment/practicality) 1

Presentation Excellence 23. If you dont know something ADMIT IT! (this is actually a good thingas opposed to appearing as a know it all) 24. ASK FOR THE SALE! (Remember to be a closer) 25. This is War (a war for Hearts & Mind), but never forget that you are the Supplicant! 26. Data are imperative, but also play to Emotion. 27. Consider bringing along a customer (internal or perhaps external) for support

28. Be precisely clear where/when you intend to prototype and that the prototype guinea pig is lined up (better yet, do the first, at least partial, prototype before the presentation) 29. Compromise but dont yield! (Lost battles are normal, no matter how agonizing) 30. Assume that you may be cut off at any moment, and be prepared to give on the spot a compelling 30-second to one- minute (no longer!) Brilliant Summary including Sales Pitch 1

Presentation Excellence 31. Follow the Law of Recency: Make sure that you have been in the field with the key operating players more recently than anyone in the room 32. Make it clear that youve done a Staggering Amount of Homework, even though you are exhibiting but a tiny fraction allude to the tons of research that are available if desired by participants; offer deeper one-on-one briefings if desired 33. SMILE! RELAX (to a point) (fake it if necessary) (up tight is disastrous) (remember you are doing them a favor by sharing this

Compelling Opportunity!) 34. EYE CONTACT!!!!!!! 35. Be shrewd: Override some interruptions; be attentive to others (distraction is okay and normal within limits!) 36. Becoming an Excellent Presenter is as tough as becoming a great baseball pitcher. THIS IS IMPORTANT and Presentation Excellence is never accidental! (Work your buns off!) 1 Presentation Excellence 37. Practice but dont leave your game in the locker room.

38. Seek tips on how various participants play the [presentation] game 39. A Presentation is an Act (FDR: The President must be the nations number one actor) 40. Remember, the presentation is about Change RESISTANCE IS NORMAL (in fact if theres little resistance then your Project is hardly a game changer) 41. Dress well. Dont over-dress. 42. Be early (obvious, but worth saying) 43. GET THE A/V RIGHT/PERFECT.

44. Dont bring a supporting horde a couple of back-ups is okay/enough 45. No matter how good you are youll have crappy days WEEP AND THEN GET BACK ON THE HORSE 1 Presentation Excellence 46. Speak in Plain English keep the jargon to a minimum 47. Make your Personal Commitment clear as a bell!

48. Emphasize competitive advantage and timeliness (act now), without stooping to ridiculous war-like language (tear the heart out of the competition) (in audiences with heavy female component, if you are male, avoid repetitive football analogues) 49. Underscore the USP/Unique Selling Proposition 50. Emphasize the Positive 51. Sell Novelty yet fit with core values 52. Remember JFKs immortal words: The only reason to give a speech is to change the world

1 Presentation Excellence 53. Say what you have to say Clearly and then Say It Again & Again from slightly different angles 54. Make it clear that you are a Man/Woman of Action and Execution Excellence is your First, Middle, and Last Name! 55. Energy! Enthusiasm! (dont know the answer to, If you aint got it how do you get it?)

56. Enjoy it! This is a Hoot! THE ULTIMATE TURN ON! Remember your Goal: Change the world! 1 change the world.

1 Speech is power: speech is to persuade, to convert, to compel. Ralph Waldo Emerson

1 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

1 In classical times when Cicero had finished speaking, the people said, How well he spoke, but when Demosthenes had finished speaking, Let us

march. they said, Adlai Stevenson 1 Let us march. 1

The Interviewing Excellence: The IntX31 1 Interviewing Excellence 1. INTERVIEWING IS AN ART WORTH MASTERING! (Think Christiane Amanpour, Mike Wallace) 2. Dont overschedule2 or 3 in depth interviews are a solid days work. (More than that is lunacy and will lead to shallow results.)

3. Save, if possible, the Big Guy/Gal until lastthat is, until you know what the hell youre doing! 4. Find a comfy/safe/neutral setting. THIS IS ALL IMPORTANT! (Worst case: You on the other side of his/her desk.) 5. Start with a little bit (LITTLE) of local small talk. But get some tips on the interviewee ahead of time; he may be one of the brusque ones who considers any small talk a waste of his Imperial Time. 6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject matter.) 7. Concoct a LONG LIST of questions. (Youll only use 10% of

it, but thats okay.) 1 Interviewing Excellence 8. Prepare a SHORT LIST of questions you must get answered. 9. Begin by briefly reviewing your assignmentwhy youre here. 10. ALWAYS ASK FOR EXAMPLES! (When she says Customer Service is in good shape, you ask for specificshard data, recent Customer Service successes (and failures). And: PRECISELY WHO YOU CAN FOLLOW UP WITH TO GET MORE DETAIL. 11. STORIES! STORIES! STORIES! (You are in the Story Collection

Business.) 12. Dress well. DONT OVERDRESS. (Look like they look, more or less; perhaps a touch more formalthis is a Serious Affair you are engaging in.) 13. Assume youll never get another chance to talk to this person. 14. Be personable, but more or less match the interviewees style. (THIS IS HARD WORK!) 15. THINK SMALL! Please walk me in great detail through the [complaint resolution] process. Here, lets diagram it. 1

Interviewing Excellence 16. For Gods sake, get to the Front Line! (The devil is in the details, and the details are to be found on the loading dock at 3a.m.) (YES 3A.M.) 17. Dont quit until you understand. THE INTERVIEWEE ALWAYS TALKS IN SHORTHANDusing the jargon of the Corporate Culture. Youve got to crack the code. (THIS IS ABOUT THE HARDEST THING TO DO, ESPECIALLY IF YOU ARE YOUNG AND UNCERTAIN: Tell yourself you are here to ask Dumb Questionsthis is not a

job interview. Again, think Mike Wallace: So did you in fact murder Mrs. Smith?) 18. Ignore generalizations! YOU ARE HERE IN SEARCH OF SPECIFICS!!! 19. CONTEXT! Get the corporate culturee.g. Shell is not ExxonMobil! Find out (from a set of interviewees) Core Values (in theory and in practice). 1

Interviewing Excellence 20. Engage the Interviewee! GET HER TO DO SOME OF THE WORK! E.g., write out her view of the Ten Key Operative Core Valuesor some such. 20A. ENGAGE! ENGAGE! ENGAGE! 21. You must come across as trustworthy. YOU ARE A DUMBO HERE TO LEARNNOT AN FBI AGENT IN DISGUISE. 22. Take me through yesterday. Get past the theoretical crap. Give me in excruciating detail an average day: YESTERDAY! (One hour/meeting at a time.)

23. If youre comfortable, lets go over your Calendar for the last month, so I can understand the flow of things. (Remember TPs Rule #1: YOU = YOUR CALENDAR.) 24. DONT LET YOUR NOTES AGE!! Immediately after the interview set aside some time to do a stream of consciousness recap. And to clean up the obscure scrawl on your notes. 1 Interviewing Excellence 25. Ask the interview if you can get back to her by phone tomorrow to

fill in holes that your tin ear missed. NO MORE THAN TEN MINUTES. 26. LEARNING! Tag along with great interviewers in your organization. (I made three PBS films with a Director who had been Mike Wallaces director at 60 Minutesoh my God, how much I learnedor, rather, how little I learned: He could drag stuff out of people that you couldnt believe. (Secret: Im just a dumb old fart trying to figure out what goes on here. HELP ME. PLEASE.) 27. Work on your Level of Dis-satisfaction: BE MAD AS HELL WHEN YOU SPENT 1.5 HOURS ON AN INTERVIEW WITHOUT REVALATIONS!

28. No, youre not FBIBUT YOU ARE HERE TO FERRET OUT THE NON-OBVIOUS. So: Keep Digging! (Think Woodward & Bernstein.) 1 Interviewing Excellence 29. Repeat: INTERVIEWING IS A CRUCIALLY IMPORTANT ART. Study it! Work on it! Its no different than golf or underwater basketweaving. The more & harder you work, the better you get. 30. Yes, we need facts (e.g., stories), but remember alWays: INTERVIEWS ARE PURE & SIMPLE ABOUT EMOTIONAL

INTERACTION! 31. Tom Wrap-up Note: FEW THINGS IN LIFE PISS ME OFF MORE THAN GOING THROUGH SOMEONES INTERVIEW NOTES AND FINDING A DEARTH OF SOLID EVIDENCEexamples., stories, detailed process maps, etc. (I BLOODY HATE Generalizations!) (Think doctors office: Come hell & high water they start with weight, blood pressure, pulse.) 1

16. Re-imagine Excellence I: The Talent Obsession. 1 Agriculture Age (farmers) Industrial Age (factory workers)

Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind 1 The Creative Age is a wide-open game.

Richard Florida, The Rise of the Creative Class 1 Human creativity is the ultimate economic resource. Richard Florida,

The Rise of the Creative Class 1 Brand = Talent. 1

THE FUTURE BELONGS TO SMALL POPULATIONS WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE THE TEMPTATION OFOR DO NOT HAVE THE OPTION OFEXPLOITING NATURAL RESOURCES. Source: Juan Enriquez/As the Future Catches You 1

Talent! Tina Brown: The first thing to do is to hire enough talent that a critical mass of excitement starts to grow. Source: Business2.0

1 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

1 Leaders do people. Period. Anon.

1 Larry &/vs Daniel, IQ &/vs EQ 1 Les Wexner: From sweaters to

people! 1 PARCs Bob Taylor: Connoisseu r of Talent 1

Busy Executives Fail To Give Recruiting Attention It Deserves Headline, WSJ, 1121.05 1 Q: If it were your $50K

[lifes savings] and my $50K, what sort of Waiters would we look for? A: Enthusiasts! 1

In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most

companies. Ed Michaels Talent Pool strengthening issues. 1 Hire very good people! 1

From 1, 2 or youre out [JW] to Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent 1 We believe companies can increase their market cap

50 percent in 3 years. Steve Macadam at Georgia- 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 Pacific 1

Did We Say Talent Matters? The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X. Nathan Myhrvold, former Chief Scientist, Microsoft

1 The Cracked Ones Let in the Light Our business needs a massive transfusion of talent, and talent, I believe, is most nonconformists, dissenters and

rebels. likely to be found among David Ogilvy 1 Wellington Nelson

Disraeli Churchill Montgomery Thatcher 1 CM Prof Richard Florida on Creative Capital: You cannot get a technologically

innovative place unless its open to weirdness, eccentricity and difference. Source: New York Times/06.01.2002 1 Top performing companies are two to four times more likely

pay what it takes to than the rest to prevent losing top performers. Ed Michaels, War for Talent 1

H.R. to H.E.D. ??? Human Enablement Department 1 Firms will not manage the careers of their employees. They will provide opportunities to

enable the employee to develop identity and adaptability and thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract 1 DD$21M 1

A review of Jack and Suzy Welchs Winning claims there are but two key differentiators that set GE culture apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; ie its about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.

Second: Putting HR on a par with finance and marketing. 1 HR doesnt tend to hire a lot of independent thinkers

or people who stand up as moral compasses. Garold Markle, Shell Offshore HR Exec (FC/08.05) 1 EVP/ IBP?* Whats your companys

*Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP 1 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 1 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 1 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. Its about the acquisition of talent, providing the atmosphere so talent is attracted to it. (John Wren) 1 No Excuses!

1 Wegmans: #1 100 Best Companies to Work for 84%: Grocery stores are all alike 46%: additional spend if customers have an emotional connection to a grocery store rather than are satisfied (Gallup)

Going to Wegmans is not just shopping, its an event. Christopher Hoyt, grocery consultant You cannot separate their strategy as a retailer from their strategy as an employer. Darrell Rigby, Bain & Co. 1

I have always believed that the purpose of the corporation is to be a blessing to the employees. Boyd Clarke 1 RE/MAX

1 The organization would ultimately win not because it gave agents more money, but because it gave them a chance for better lives. Everybody Wins, Phil Harkins & Keith Hollihan

1 A Life Success Company RE/MAX: Source: Everybody Wins, Phil Harkins & Keith Hollihan 1

We are a life Success Company 1 Agent-centric: Youre not

in the real estate business anymore; youre in the real estate agent business! Source: Everybody Wins, Phil Harkins & Keith Hollihan 1 Re-imagine People Power:

The Talent50 1 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. 1 The Talent50 8. Re-name HR. (Talent Department, Center of Talent Excellence) 9. Theres an HR Strategy

10. There is a FORMAL Recruitment Strategy. 11. There is a FORMAL Leadership Development Strategy. 12. There is a world class Leadership Development Center. 13. There is a FORMAL-STRATEGIC HR Review Process. 14. The Top100, and every units Top10, are consciously managed. 1

The Talent50 15. People/Talent Reviews are the FIRST reviews. 16. HR Strategy = Business Strategy. 17. Make it a Cause Worth Signing Up For.. 18. Set Sky High Standards. 19. Enlist everyone in Challenge Century21. 20. Pursue the Best!

21. Up or Out. 22. Ensure that the Review Process has INTEGRITY. 23. Pay! 1 The Talent50 24. Training I: Train! Train! Train! 25. TII: 100% business people. 26. TIII: 100% Leaders.

27. TIV: Boss as Trainer-in-Chief. 28. Open Communication I: NO BARRIERS. 29. Open Communication II: Share Information. (ALL!) 30. Respect! 31. INTEGRITY! 32. Treat the Whole Individual. 1 The Talent50

33. Places of grace. 34. MBWA: The Rudy Rule. 35. Thank You! 36. Promote for people skills. (ALL ELSE IS SECONDARY.) 37. Honor youth. 38. Early leadership assignments. 39. Fast Tracking is the norm. 40. Create a System of Mentoring. 1

The Talent50 41. Diversity! 42. Diversity starts on the Board of Directors. 43. WOMEN RULE. 44. Weird Wins. 45. We are all unique. 46. Bosses win people over. 47. GOAL: Adventures of Mutual

Discovery. 48. Foster Independence. 49. Enthusiasm! 1 The Talent50 50.

Talent = Brand. 1 Marcus Rules Marcus Buckingham: The one Thing You Need to Know 1

No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success. Marcus Buckingham, The One Thing You Need to Know 1

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

1 The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach persons 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. 1 Musings 1

Carlsberg: Takeaways Encourage risk-taking: Hot language/WOW! Jaywalk, foot-wiggle: Energy & Enthusiasm (I know it when I see it) Make your bones away from home: PepsiCo v Coke; Citi v Chase Should be SURPRISED at every meeting Be-Do (+ Leaps) I do people Absurdly smart people (Gates) Eval = Time (# X 25)

You = Calendar Hire better than me C.I. = Inadequate 1 People Power: The Talent50 1

The Creative Age wideopen game. is a Richard

1 Importance of Success Factors by VariousGurus/ (Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50%

20 20 Drucker 30% 35

20 15 Bennis 25% 20

30 25 Peters 15% 20

35 30 10 1 1. People First!

1 When land was the scarce resource, nations battled The same is happening now for talented people. over it.

Stan Davis & Christopher Meyer, futureWEALTH 1 Whoops: Jack didnt have a vision!* *GE = Talent Machine (Ed Michaels) 1 Leaders

do people. P-e-r-i-o1 Talent! The first thing to do is to hire enough

talent that a critical mass of excitement starts to grow. Tina Brown: 1 Headhunter Excellence? (CEO Performance vs S&P 500) Korn Ferry/Tom Neff: +1.1%

Heidrick & Struggles/ Gerry Roche: -5.2% 1 2. Soft Is Hard. 1 Message: Leadership is all about love:

Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change. 1 3. FUNDAMENTAL

PREMISE: We Are in an Age of Talent/Creativity/ Intellectual-capital Added. 1 Human creativity is the ultimate economic

resource. Richard Florida, 1 Age of Agriculture Industrial Age Age of Information

Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute 1 Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and

empathizers) Source: Dan Pink, A Whole New Mind 1 1 My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child

let alone our childreceive a poor grade in art at such a His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. Jordan Ayan, AHA! young age?

1 15 Leading Biz Schools 0 Design/Core: Design/Elective: 1

0 Creativity/Core: Creativity/Elective: 4 0 Innovation/Core: Innovation/Elective: 6 Source: DMI/Summer 2002/Research by Thomas Lockwood

1 4. Talent Excellence in Every Part of Every Organization. 1 #1/100

Wegmans: Best Companies to Work for 84%: Grocery stores are all alike 46%: additional spend if customers have an emotional connection to a grocery store rather than are satisfied (Gallup) Going to Wegmans is not just shopping, its an event.

Christopher Hoyt, grocery consultant You cannot separate their strategy as a retailer from their strategy as an employer. Darrell Rigby, Bain & Co. 1 5. P.O.T./ Pursuit Of

Talent = OBSESSION. 1 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 1 PARCs Bob Taylor:

Connoiss eur of Talent 1 Les Wexner:

From sweaters to 1 6. Talent Masters Understand Talents Intangibles. 1

Visibly energetic/Passionate/Enthusiastic about everything. Engaging/Inspires others. (Inspires the interviewer!) Loves messes & pressure. Impatient/ Action fanatic. A finisher. Exhibits: Fat WOW Project Portfolio. (Loves to talk about her work.) Smart. Curious/ Eclectic interests/ A little (or more) weird. Well-developed sense of humor/ Fun to be around.

****** No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: Did you visibly grow while working with X? /How has the department/team grown on a world-class scale during Xs tenure?) 1 $50K

[lifes and my $50K, what sort of Waiters would we look for? savings] A:

1 7. HR Is Cool. 1 Chicago: HRMAC 1

support function / cost center / bureaucratic drag or 1 Are you Rock Stars of the

Age of Talent 1 HR doesnt tend to hire a lot of independent thinkers or people who

stand up as moral 1 8. HR Sits at The Head Table. 1 DD$21M

1 9. Re-name HR. 1 Talent Department 1 People Department

Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc. 1 H.R. to H.E.D. ??? Human

Enablement Department 1 10. There Is an HR Strategy/ HR Vision 1 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 1

Omnicom very simply is about talent. Its about the acquisition of talent, providing the atmosphere so 1 Whats your companys

EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP 1 EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward

Source: Ed Michaels et al., The War for Talent 1 11. Acquire for Talent! 1 Omnicom's acquisitions: not for

buying talent; deepen a size per se; relationship with a client. Source: Advertising Age 1 12. There Is a

FORMAL Recruitment Strategy. 1 Cirque du Soleil! 1

Cirque du Soleil: Talent (12 full-time scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. People tell me were leaving money on the table by not duplicating our shows. Theyre right. Daniel Lamarre, president). Source: The Phantasmagoria Factory/Business 2.0/1-2.2004

1 13. There Is a FORMAL Leadership Development Strategy. 1 14. There is a World Class Leadership

Development CENTER. 1 Crotonville! 1 DD: 0 to 60mph in a flash (months)

1 Getting to WOW Through Mastery of The Sales 25. 1 Getting Things Done:

The Power & Implementation34. 1 Presentation Excellence: The PresX56 1

The Interviewing Excellence: The IntX31 1 15. There Is a FORMAL STRATEGIC HR

Review Process. 1 16. The Top100, and Every Units Top10, Are Consciously Managed. 1

In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.

strengthening issues. Ed Michaels 1 17. People/ Talent Reviews Are the FIRST Reviews. 1

18. HR Strategy = BUSINESS Strategy. 1 19. Make it a Cause Worth

Signing Up For. 1 cause, not a business. 1

20. Unleash Their Full Potential! 1 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. 1

free to do his or her absolute best allow its members to discover their

1 Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of

his or her own career. Tim Hall et al., The New Protean Career Contract 1 A Life Success Company RE/MAX: Source: Everybody Wins, Phil Harkins & Keith Hollihan

1 Youre not in the real estate business anymore; youre in the real estate agent business! Agent-centric:

1 Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems Ye gads:

that school-related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins 1 21. Set Sky

High Standards. 1 From 1, 2 or youre out [JW] to Best Talent in each industry segment to build best proprietary

intangibles [EM] Source: Ed Michaels, War for Talent 1 22. Enlist Everyone in Challenge Century21. 1

nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means 1

Distinct or Extinct 1 New Work SurvivalKit.2005 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!) 1 23. Pursue the Best! 1

Differentiation is all about being extreme, rewarding the best and weeding out the ineffective. You build strong teams by treating individuals differently. Just look at the way baseball teams pay 20game winning pitchers and 40-plus homerun

1 best person in the world Arthur Blank 1

Did We Say Talent Matters? The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X. Nathan Myhrvold, former Chief Scientist, Microsoft 1

THE HEART OF CELERA IS THE WORLDS LARGEST PRIVATE SUPERCOMPUTER FED 24 HOURS A DAY BY SEQUENCING ROBOTS AND CREATEDPROGRAMMED-CONTROLLED BY A DOZEN GREAT MINDS. Source: Juan Enriquez/As the Future Catches You 1

24. Up or Out. 1 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 1 25. Ensure that

the Review Process Has INTEGRITY. 1 25 = 100* * But what do I do thats more important than developing people? I dont do the damn work. They do.

1 26. Pay Up! 1 Top performing companies are two to four times more likely

pay what it takes to than the rest to prevent losing top performers. Ed Michaels, War for Talent 1

Costco *$17/hour (42% above Sams); very good health plan; low t/o, low shrinkage *Low margins (When I started, Sears, Roebuck was th Costco of the country, but they allowed someone to come in under themJim Sinegal) Source: How Costco Became the Anti-Wal*Mart/NYT/07.17.05 1

27. Training I: Train! Train! Train! 1 26.3 1 3 Weeks in May

Training & Prep: 187 Work: 41 (Other: 17) 1 1% vs.

367% 1 Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why dont businesspeople do it?

1 Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years mostly on line. Peter Drucker, Business 2.0

1 Edward Jones Training Machine* 146 hours/employee/year New hires: 4X avg. 3.8% of payroll * #1, The 100 Best Companies To Work For/Fortune/01.2003 1 28. Training II:

100% Business People. 1 29. Training III: 100% LEADERS. 1 I start with the

premise that the function of leadership is to produce more leaders, not more 1 30. Training IV: Boss as Trainerin-Chief.

1 Workout = 24 DPY in the Classroom 1 31. Wide-open Communication: NO BARRIERS.

1 tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat

organizational diagrams have turned into walls that no one can scale or 1 32. Respect! 1 What creates

trust, in the end, is the leaders manifest respect for the 1 It was much later that I realized Dads secret. He

gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a He was seriously interested in who you were and what you had to bishop or a college president.

1 33. Embrace the Whole Individual. 1 34. Build Places of

Grace. 1 grace whether its grace, saving grace, grace under fire, Grace Kelly. How amazing

we live contributes to beauty whether its how we treat other people or the 1 Rodales on Grace elegance charm

loveliness poetry in motion kindliness ... benevolence benefaction compassion 1 35. MBWA*: Visible

Leadership! *Managing By Wandering Around 1 greatest imperative of command is to be present in person. Those who impose risk must be seen to

1 36. Thank You! 1 The deepest human need

need to be appreciate is the 1 37. Promote for people skills. (THE REST IS

DETAILS.) 1 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver 0. Tom Kelly0. Jim Leyland0. Walter Alston1AB. Tony LaRussa132 games, 6 seasons. Tommy LasordaP, 26 games.

Sparky Anderson1 season. 1 candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the

obstacles overcome, the role her people played or does she keep wandering back to 1 38. Honor Youth. 1

Why focus on these late teens and twentysomethings? Because they are the first young who are both in a position to change the world, and are actually doing so. For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. The Internet has triggered the first industrial

revolution in history to be led by the young. The Economist 1 39. Provide Early Leadership Assignments. 1 The

WOW! Project 1 Think BIG Think DIFFERENT Think COOL Appropriate benchmark: earn a place in the history books be able to say

to your grandson/daughter, I was project manager of the Big Dig TP/Bentley magazine 1 Your Current Project? 1. Another days work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely

subversive. 10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!) 1 40. Create a FORMAL System of Mentoring.

1 W. L. Gore Quad/Graphics 1 41. Diversity! 1

Diversity defines the health and wealth of nations in a new century. Mighty is the mongrel. The hybrid is hip. The impure, the mlange, the adulterated, the blemished, the rough, the black-and-blue, the mixand-match these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations. G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge 1

CM Prof Richard Florida on Creative cannot get a technologically innovative place unless its open to weirdness, eccentricity and

Capital: You 1 ideas come from? Thats simple! From differences.

Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, 1 Duh!

We want our associate population to mirror our customer population at every level, from the executive suite all the way to the retail floor. In the marketplace, basically what I want to do is draw a concentric circle around every one of our 2,300 stores, and I want the assortment in that store to match the ethnicity of the neighborhood its in. Some neighborhoods are all Hispanic, so we can put in a full Hispanic format. Thats what Super Saver is. All the signage is in both languages. Theres a 100 percent Spanish-speaking

staff in the store. Larry Johnston, CEO, Albertsons 1 42. WOMEN RULE.* *Duh. 1 AS LEADERS, WOMEN

RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report, Business Week 1 Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers;

favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible;

appreciate cultural diversity. Judy B. Rosener, Americas Competitive Secret 1 U.S. M.Mgt. 41% T.Mgt. 4% Peak Partic. Age 45

% Coll. Stud. 52% G.B. E.U. Ja. 29% 18% 6% 3% 2% <1% 22 27

19 50% 48% 26% Source: Judy Rosener, Americas Competitive Secret 1 The Core Argument 1. We are in a War for Talent. 2. The war will intensify. 3. Women are under-represented in our leadership

ranks. 4. Women and men are different. 5. Womens strengths match the New Economys leadership needsto a striking degree. 6. Women are also the principal purchasers of goods and servicesretail and commercial. 7. Ergo, women are a large part of the answer to the War for Talent issue/opportunity. 1

43. Hire (& Protect!) Weird! 1 Are there enough weird people in the

lab these days? Chmn., pharmaceutical house, to a lab director V. 1 The Cracked Ones Let in the Light Our business needs a massive transfusion of

talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and 1 Deviance tells the story of every mass

market ever created. What Deviants, Inc. starts out weird and dangerous becomes Americas next big corporate payday. So are you looking for the next mass market idea? Its out there way out there. Ryan Matthews & Watts Wacker, Fast Company 1

Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

1 Why Do I love Freaks? (1) Because when Anything Interesting happens it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-whoare-not-so-freaky at least somewhat more freaky. (Which is a Good

Thing in freaky timessee immediately above.) (5) Freaks are the only (ONLY) ones who succeedas in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of usand our organizationsare in ruts. Make that chasms.) 1 44. Cherish Boldness!

1 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, 1 Get better vs

Get 1 No Wiggle Room! Incremental ism is innovations worst 1

the tyranny of making Small Changes to Small Things. Rather, make Big Changes

1 [Other] admirals more frightened of losing than anxious to win Nelsons secret:

1 Reward excellent failures. Punish mediocre 1 45. We Are All

Unique. 1 One size NEVER fits all. One size fits Beware Standardized Evals: one.

Period. 1 53 Players = 53 Projects = 53 different success measures. 1

46. Bosses Win People Over. 1 WHAT AN IDIOT: Instead of employees being in the drivers seat, now were in the drivers seat.

1 Coachin g is winning players 1

47. GOAL: Voyages of Mutual Discovery. 1 I am inalterably opposed to organization change, empowerment, motivation. The goal: to awaken the latent

talent already within, by providing opportunities worthy of the individuals investment of her or his most precious resources time and emotional commitment. 1 I dont know.

1 Ques ts! 1 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.

1 free to do his or her absolute best allow its members to discover their 1

48. Foster Independence. 1 You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a

potential employer asking, Where do you see yourself in 5 years? youll ask, If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow? Stan Davis & Christopher Meyer, futureWEALTH 1 THE rise up and

flee your cubicle STREET JOURNAL Adventures in Capitalism 1 THE I work for a company called Me STREET JOURNAL Adventures in Capitalism

1 Thriving in 24/7 (Sally Helgesen) START AT THE CORE. Nimbleness only possible if we locate our inner voice, take regular inventory of where we are. LEARN TO ZIGZAG. Think gigs. Think lifelong learning. Forget old loyalty. Work on optimism. CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your

own business. WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of looking people up. 1 49. Enthusiasm! 1

BZ: I am a Dispenser of Enthusias 1 Most important,

he upped the energy level at Motorola. Fortune on Ed Zander/08.05 1 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 1 A man

without a smiling face must not open a 1 A leader is a dealer in hope. Napoleon

1 New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Woman/Man Who Gets

Things Done without Certificate) DE (Doctor of Enthusiasm) 1 50. Talent = Brand. 1 The Top 5 Revelations

Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on peoples dreams they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent

1 Brand = Talent. 1 51. Bonus. Free the

Lunatic Within! 1 The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low

and we reach it. Michelangelo 1 You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe.

1 17. Re-imagine Excellence II: Meet the New Boss

Women Rule! 1 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure

Title, Special Report/BusinessWeek 1 On average, women and men possess a number of different innate skills. And current trends suggest that many sectors of the twentyfirst-century economic community are going to need the natural talents of women.

Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World 1 Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power

as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Judy B. Rosener, Americas Competitive Secret: Women Managers 1 Hazel Blears, Englands first female police minister

(per The Times, 7 March): Blears believes the new [neighborhood policing, broken windows] approach requires skills other than the polices traditional control and command style, and she clearly thinks women officers are right for the task. Many of the women in the service are very good at getting other people to join the police in fighting crime. The police need new skills around influence. When we talk about neighborhood policing and antisocial behavior you have to be able to draw

in other people to help you resolve these problems. Blears leaves an impression in everything she says that her belief is that women officers may be much better at this than their male colleagues, but, of course, she is much too politic to say so. 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 days events? Who is better at keeping in touch with others?

Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson 1 Investors are looking more and more for a relationship with their financial They want someone they can trust, someone who

listens. In my experience, in advisers. general, women may be better at these relationship-building skills than are men. Hardwick Simmons, CEO, Prudential Securities 1

U.S. M.Mgt. 41% T.Mgt. 4% Peak Partic. Age 45 % Coll. Stud. 52% G.B. E.U. Ja.

29% 18% 6% 3% 2% <1% 22 27 19 50% 48% 26% Source: Judy Rosener, Americas Competitive Secret 1 For all the myths of equality that Europe tells itself, the Continent is by and large a woeful place for a woman who aspires to lead. Newsweek/0227.06 1

colleagues wont give her an easy time, but womens time has come. In future there will be more and more women giving orders to men. It may be tough on them [men] , but thats the way it

is. 1 8/50 0 1 U.S.A. Economic Story

#1: 10.6M 1 Q: No. 1 contributor to developing country economic improvement? A: More education for women. Source: Many* (*On a related note, eBay founder Pierre Omidyar

and his wife just gave $100M to Tuftsits biggest gift everto support micro-lending; women typically are the recipients of 90% of micro-loans because they use the $$$ more productively than men.) 1 The Core Argument 1. We are in a War for Talent. 2. The war will intensify. 3. Women are under-represented in our leadership

ranks. 4. Women and men are different. 5. Womens strengths match the New Economys leadership needsto a striking degree. 6. Women are also the principal purchasers of goods and servicesretail and commercial. 7. Ergo, women are a large part of the answer to the War for Talent issue/opportunity. 1

To be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/PepsiCo

1 Women who seek to be equal with men lack ambition. Timothy Leary 1

18. Re-imagine Excellence III: New Education for a New World. 1 Pathetic from the

Start (to 1 Every time I pass a jailhouse or a school, I feel sorry for the people inside.

Jimmy Breslin, on summer school in NYC [If they havent learned in the winter, what are they going to remember from days when they should be swimming?] 1 The main

crisis in school today is irrelevance. Daniel Pink, Free Agent Nation 1 My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher,

would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. grade in art at such a young age?

Jordan Ayan, AHA! 1 How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached

SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a closet artist. The point is: Every school I visited was participating in the suppression of creative genius. Source: Gordon MacKenzie,Orbiting the Giant Hairball:A Corporate Fools Guide to Surviving with Grace

1 Our education system is a second-rate, factory-style organization, pumping out obsolete information in obsolete ways. [Schools] are simply not connected to the future of the kids

theyre responsible for. Alvin Toffler, Business 2.0 1 Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to

accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins 1

19. Re-imagine Excellence IV: New Business Education for a New World. 1 Pathetic from

the Start (to 1 15 Leading Biz Schools Design/Core: 0 Design/Elective: 1

Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002 Research by Thomas Lockwood 1

New Economy Biz Degree Programs MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management) MGLF (Master of Great Leaps Forward) MTD (Master of Talent Development) W/MwGTDw/oC (Guy/Gal Who Gets Things Done without Certificate)

DE (Doctor of Enthusiasm) 1 There is little evidence that mastery of the knowledge acquired in business schools enhances peoples careers, or that even attaining the MBA

credential itself has much effect on graduates salaries or career attainment. Jeffrey Pfeffer (tenured professor, Stanford GSB/2004) 1 Fact: Last 4 Deans Finance, Economics, Accounting, Finance. Query: WILL THERE EVER BE ONE FROM THE TOP LINE SIDE:

INNOVATION (Ha, Ha), ENTREPRENEURSHIP, MARKETING, SALES (Ha Ha)? OR THE PEOPLE SIDE: HR? 1 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 competitors profit sanctuaries. Entice your competitor into retreat. Approximately 640 Index entries: Customer/s (service, retention, loyalty), worker/s), 0. 4.

People (employees, motivation, morale, Innovation (product development, research & development, new products), 0. 1 Noble Bill

This is not to denigrate emphasis on leadership, entrepreneurship, management and global business WFS Source: Brave New World, Bold New B-School/

1 VII. Re-imagine Managing: BRAND INSIDE. 1 A PEERLESS BRAND INSIDE: THE NEW

BASIS FOR THE IMPERATIVE VALUE-ADDED REVOLUTION 1 Participant: How long does it take to bring

about significant change? TP: Whatever you say. 1 20. Re-imagine the Brand Promise:

The Brand INSIDE Obsession. 1 If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and

behaviors of hundreds of thousands of [Yet] I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game. Lou Gerstner, Who people is very, very hard.

Says Elephants Cant Dance 1 The New Enterprise Value-Added Equation/Mark2006 (1) 100% WOW PROJECTS (New Org DNA/The Work) + (2) Incredible TALENT Transformed into

(3) Entrepreneurial BRAND YOUs and (4) Launched on Awesome QUESTS = (5) Internal Rockin PSFs (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from Superior Products & Services to ENCOMPASSING SOLUTIONS & GAME-CHANGING CLIENT SUCCESS

1 Big Idea/Meta-Idea/Premier Engine of Value Added (1) The Talent: Best Roster of Entrepreneurialminded Brand Yous. (2) The (Virtual) Organization: Internal or External PSF/Professional Service Firm working with Best Anywhere = Engine of Value Added through the Application of Creative Intellectual Capital (3) The Work Product: Game Changer

WOW Projects 1 Game-changing Solutions: Core Mechanism PSF (Professional Service Firm model) +

Wow Projects (Different vs Better) + Brand You (Distinct or Extinct) The Pursuit of

Unassailable Value-Added Tom Peters/07March06 1 PSF + BY + WP = VA 1

PSF + BY + WP + DD + E = UVA 1 PSF + BY + WP + DD + E =

UVA 1 PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference)

+ E (Excellence) = UVA (Unassailable Value-Added) 1 This I Believe: The 60 TIBs Tom Peters/2005

1 60TIBs 1. Technicolor rules 2. Audacity matters! 3. Revolution now! 4. Question authority! (And hire disrespectful people 5. Disorganization wins! (Love the mess!) 6. Think 3M: Markets Matter Most. (Only extreme competition

staves off staleness.) 7. Three hearty cheers for weirdos 8. Message 2003: Technology change (info-science, bio-science) is in its infancy. (Greatest understatement: We aint seen nothin yet!) 9. Everything is up for grabs! Volatility is thy name! (Forever. And ever.) Re-imagine ... or perish. 10. Big Stinks. (Mostly.) 1

60TIBs 11. Permanence is a snare and a delusion. (Forget built to last. Its yesterdays idea, if that.) 12. Kaizen (Continuous Improvement) is ... Very Dangerous Stuff. 13. Destruction rules! 14. Forget it! (Message: Learning = Easy. Forgetting = Nigh-on-impossible.) 15. Innovation = Easy. (True.) (Message: Hang out with Freaks!) 16. Boring begets boring. (Cool begets cool.)

17. Think Portfolio. We are all VCs.* (*Venture Capitalists.) 18. Perception is all there is. (Insiders ... always ... overestimate the radicalism of what theyre up to.) 19. Action ... ALWAYS ... takes precedence. 20. He who makes the Quickest & Coolest Prototypes Reigns! (Think: Demos. Stories. Heroes.) 1 60TIBs 21. Haste makes waste. (So ... go waste!)

22. Screw-ups are ... The ... Mark of Excellence. (Corollary: Do it right the first time is an ... Obscenity.) 23. Play hard! Right now! Cherish play! 24. Talent Time! (He/She who has the ... Best Roster ... rules.) 25. Re-do education. Totally. (Foster creativity ... not uniformity.) (The noisiest classroom wins the gold.) 26. Diversitys hour is now! 27. S-H-E is the best leader. 28. Marketing mantra: Pocket Trillion$$$. Embrace the Big Two: (1) She is the customer! (2) Boomers/Geezers have all

the loot! 29. Re-boot health care. 30. Q: What are we selling? A: Experiences and solutions, far more than top quality and satisfaction. (Message: the traditional value-added equation is being set on its ear.) 1 60TIBs 31. Design = New Seat of the Soul. 32. Branding is for ... EVERYONE. Whoever has ... THE BEST STORY ... takes home the most marbles.

33. Dramatic Difference = Only Difference worthy of the name. 34. Words matter. (A lot!) 35. What matters is ... Stuff That Matters. 36. eALL. (IS/IT: Half-way = No-way.) 37. DREAM! Dream ... BIG! Dream ... ENORMOUS! Dream GARGANTUAN! (This is an XXXXL Time!) 38. Thanks Mike! 39. There is (Perhaps?!) only ... One Big Issue. Crappy X-Functional Communications. 40. Stop doing dumb stuff. (Systematize the process of

un-dumbing.) 1 60TIBs 41. Beautiful systems ... are ... b-e-a-u-t-i-f-u-l! 42. The ... WHITE-COLLAR REVOLUTION ... will ... Devour ... Everything ... in Its Path. 43. Take charge of your destiny. (No option.) It is a Brand New, Brand You World. (Distinct or ... Extinct.) 44. Powerlessness is a State of Mind! (Think King.

Think Gandhi. Think de Gaulle.) 45. Pursue ... Adventures ... in every task. 46. Excellence is a state of mind. (Excellence takes but a ... Minute. No baloney.) 47. Show up! (If you care, you are there.) 48. Your calendar knows all. (You = Your calendar.) 49. Life Is Sales. (The rest is details.) 50. Boss mantra No. 1: I Dont Know (I.D.K. = Ultimate Permission to Explore.) 1

60TIBs 51. Management Rule/Role No. 1: GET THE HELL OUT OF THE WAY. (Manager = Hurdle Removal Professional.) 52. Avoid the epitaph from hell! Namely: Joe J. Jones 1942-2005 He would have done Some really cool stuff But ...

His boss wouldnt let him. 53. Change takes however long you think it takes. 54. Respect! 1 60TIBs 55. Thank you trumps all! 56. Integrity matters! (Integrity = Credibility.) 57. Soft is Hard. Hard is Soft. (Numbers are soft.

People are hard.) 58. Try sunny! Dispense enthusiasm! 59. Fun ... is not a ... Four-Letter Word (so, too, Joy). 60. Grace. 1 The Cup Challeng e

Tom Peters/0212.2006 1 For a forthcoming event, I was asked to provide some possible sayings on leadership, six words or less, designed go on coffee cups distributed as gifts. The results, a hasty draft, follow.

1 Passion! Energy! Enthusiasm! Passion! Energy! Enthusiasm! "Enthusiasm! Enthusiasm! Enthusiasm!" "Enthusiasm Moves Mountains!"

"Nothing Matches Enthusiasm as a 'Motivator'!" Technicolor Times Demand Technicolor Actions Technicolor Times Demand Technicolor People Wow. Now. Re-imagine! Re-imagine! Re-do! Re-vise! Re-vo-lu-tion! 1 Enthusias

m, the Ultimate Virus! 1 "Respect!" Leaders Do People. Period.

Credibility. Asset No. 1. Tell the Truth. Truth Wins. Challenge. Challenge. Challenge. Two Big Goals. Tops. Focus. Your Calendar Never Lies Good Story. Good Leader. Best Story Wins. Live the Story. Change the World. Accept Nothing Less.

"Dream!" Dream. The Only Worthwhile Reality. Beware Those Who Agree With You Seek Dissidents. Nurture Dissidents. Cherish Dissidents 1 Do. Do. Do. 1

Excellence! Demand Excellence! Demand Excellence. The Greatest Gift. Excellence, Lifes Gold Standard Stop Talking! Start Doing! Execute. Execute. Execute. Good Execution Beats Good Strategy Agility Trumps Size "Women make the best bosses!"

Women Rule. Believe It. "You must care!" Listen. Ask. Why? 1 Different beats Better. Distinct or Extinct. Innovate or Die

Me Too = Me Dead Talent Time! Best Talent Wins. Moderation Fails in Immoderate Times 1 No Less Than Excellence.

Ever. 1 The 3Es Tom Peters/02.15.2006 1 Enthusiasm

! Execution! Excellence! 1 VIII. NEW BUSINESS. NEW LEADERSHIP. 1

21. Re-imagine Leadership for Totally Screwed-Up Times: The Passion Imperative. 1

Leadership: Version #1 1 Lead It Loud! 1 Ouc 1

at the Top of the Bottle Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the 1

Create a Cause! 1 Create a cause, not a business. G.H.:

1 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for ,

trust. Howard Schultz, Starbucks (IBD/09.05) 1 the wildest chimera of a moonstruck mind The Federalist on TJs Louisiana

Purchase 1 Think Legacy! 1 Management has a lot to do with answers. Leadership is a function of questions. And the

first question for a leader always Who do we intend to be? is: Not What are we going to do? but Who do we intend to be? Max De Pree, Herman Miller

1 In 1933, Thomas J. Watson Sr. gave a speech at the Worlds Fair, World Peace through We stood for something, right?

World Trade. Sam Palmisano 1 CEO Assignment2002 (Bermuda): Please leap forward to 2007, 2012, or 2022, and write a business history of What will have been

said about your company during your tenure? Bermuda. 1 To win this race, Kerry needs to stop focusing on Election Day and start thinking about his would-be

What does he want his legacy to be? presidencys last day. When sixth-graders in the year 2108 read about the Kerry presidency, what does he want the one or

two sentences that accompany his photo to say? Kenneth Baer/Washington Post/092604 1 Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what

youve just said. What would it be? Do you feel you have an obligation to Make the world a better place? 1 Find em! 1 Jack

didnt have a vision! The Secret: 1 From sweaters to Les Wexner:

people! 1 Respect em! 1 Amen! What creates trust, in the end, is the

leaders manifest respect for the followers. Jim OToole, Leading Change 1 Dont belittle! OD Consultant

1 It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president.

He was seriously interested in who you were and what you 1 I wasnt bowled over by [David Boies] intelligence. What impressed me was that when he asked a question,

He not only listened, he made me feel like I was the only person in the room. Lawyer Kevin _____, on his first, inadvertent he waited for an answer. meeting with David Boies, from Marshall Goldsmith, The One Skill That Separates, Fast Company, 07.05

1 We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success. How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah (MAJ James Gavrilis/USA Special Forces)

1 Resilience Simplicity Authenticity (O.O.D.A.) (K.I.S.S.)

(No B.S.) Ed Sims/Air New Zealand (Airline to Middle Earth) 1 Mentor em 1

What I Learned HWBjr: Excellence, Accountability, Initiative, K.I.S.S., Leader Love Dick: Empowerment, Entrepreneurship, Challenge, Execution (Project > Paper), Accountability, MBWA, K.I.S.S., Fanatic Customer-centrism (Customer>Command, Marines>Regiment), Leader Love, Output, Do>Be Nameless: Tangible vs Palpable

(Bureaucracy, Control, Tight Leashes, Command-centric, Demoralization, Paper > Project, Product = Paper, K.I.C.S.) 1 What I Learned Ben: Decency, Soft Power, Fanatic Customercentrism (Do>Be) Walter: Fanatic Mission-centrism, Soft Power,

Relationship-management, Execution, Accountability, Early to Bed Bob: Pos>Neg/Recognition, K.I.S.S., The Way of the Demo (Execution), Hero-building, Missioncentrism, Do>Be Bill: De-centralization, Recognition, Supportstaff Centrism, Measurement (K.I.S.S.), Soft Power (Paint n Pride), Rapid Culture Change 1 Make It a Grand

Adventure! 1 Ninety percent of what we call management consists of making it difficult for people to get things done. Peter Drucker

1 If you have ten thousand regulations you destroy all respect for law. WSC 1

Quests ! 1 I dont know. 1 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. 1 Leaderships Mount Everest allow its members to discover their greatness. 1

Yes!!!!!!!!!!!!!!!!! free to do his or her absolute best allow its members to discover their greatness. 1 The role of the

Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

1 If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams 1

Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has. Margaret Mead 1 In the end,

management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner 1 In the end,

management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner 1 Alt: Grand

Adventure 1 The Nub of Leadership: Helping/Inviting Others to Discover Their Greatness Tom Peters & Friends/10.04.05 1

The Context 1 The Creative Age is a wide-open game. Richard Florida, The Rise of the Creative Class

1 A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will Only the constant pursuit of innovation can ensure long-term success.

ultimately render them obsolete. Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04) 1 If you dont like change, youre going

to like irrelevance even less. General Eric Shinseki, Chief of Staff, U. S. Army 1 It is not the strongest of the species that

survives, nor the most the one most responsive to change. intelligent, but Charles Darwin 1

The Invitation 1 "If your actions inspire others to dream more, learn more, do more and become more, you

are a leader." 1 I don't think we inspire people to become more, I think we help them discover who they really are. In a way, we help them become who they already are. Who they were created to be. We don't take them BEYOND

their being, we help remove unnatural obstacles that keep them from being. Dustin/Comment/tp.com/09.05 1 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 allow its members to discover their greatness.

Group is to 1 Leaderships Mount Everest! allow its members to

discover their greatness. 1 Item #1 from Tom Peters Leadership50: 1. Leadership Is a Mutual Discovery Process.

1 Leaders-Teachers-Mentors Do Not Transform People! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and

in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their leaders-teachers-mentors) had never dreamed existedand then the leaders-teachers-mentors (6) applaud like hell, stage photo-ops, and ring the church bells 100 times to commemorate the bravery of their followers explorations! 1

In the end, management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner 1

Are you Ready? 1 Human creativity is the ultimate economic resource.

Richard Florida, The Rise of the Creative Class 1 Imagine dream more, learn more, do more , become more

help them become who they already are, who they were created to be free to do his or her absolute best allow members to discover their greatness allow people to fully express their innate curiosity; to go to-create places they had never dreamed existed invite the workforce itself to change the culture 1

Go to the people Live with them Learn from them Love them Start with what they know Build with what they have But with the best leaders When the work is done The task accomplished

The people will say We have done this ourselves. Lao Tzu (700 BC) 1 End Alt: Grand Adventure

1 Trumpet an Exhilarating Story! 1 Leaders dont just make products and make

Leaders make meaning. decisions. John Seely Brown 1 A key perhaps the key

to leadership is the effective communication of a story. Howard Gardner/Leading Minds: An Anatomy of Leadership 1

Language Power! the language we speak determines how we react to the world around us Diane Ackerman/

An Alchemy of Mind 1 Wow ! 1 Live Your Story! 1

MBWA 1 The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it.

John Keegan, The Mask of Command 1 To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead. Howard Gardner, Changing Minds

1 It is necessary for the President to be the nations No. 1 actor. FDR 1

You must be the change you wish to see in the world.

Gandhi 1 You = Your calendar* *Calendars NEVER lie!! 1 Try It!

1 Sams Secret #1! 1 Fail faster. Succeed sooner. David Kelley/IDEO

1 Success is the ability to go from one failure to another with no loss of enthusiasm. WSC 1 Reward

excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec 1 Insist on

Speed! 1 We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive 1

If things seem under control, youre just not going fast enough. Mario Andretti 1 Strategy meetings held once or twice a year to

Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay 1 Demand Action!

1 We have a strategic plan. Its called doing 1

The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

1 The Kotler Doctrine: 1965-1980: R.A.F. (Ready.Aim.Fire.) 1980-1995: R.F.A. (Ready.Fire!Aim.)

1995-????: F.F.F. (Fire!Fire!Fire!) 1 A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I

give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000. 1

1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR 1

Strategy? In retail, execution is the last ninety-five percent. Former BigCo CEO/Retail Most anybody can sell. Damn few can close. Former BigCo CEO/Retail 1

If Microsoft is good at anything, its avoiding the trap of worrying about criticism. Microsoft fails constantly. Theyre eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power theyve gained in other markets to enforce their standard.

Seth Godin, Zooming 1 Relentless! * *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, NixonKissinger, Gerstner, Rice, Jordan, Armstrong 1

This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the

factors that made him such a formidable general. Grant would always, always press onturning back was not an option for him. Michael Korda, Ulysses Grant 1 1 of 2,400 6:15A.M. 1

Cut the Crap! 1 Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

1 robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done 1 GE has set a standard of candor.

There is no puffery. There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune) Eat Change! 1

We eat change for breakfast! Harry Quadracci, QuadGraphics 1 Dispense Enthusiasm! 1

BZ: I am a Dispenser of Enthusiasm! 1 Nothing is so contagious as enthusiasm.

Samuel Taylor Coleridge 1 Most important, upped the energy level at he

Motorola. Fortune on Ed Zander/08.05 1 A man without a smiling face must not open a shop. Chinese Proverb*

*Courtesy Tom Morris, The Art of Achievement 1 James Woolsey, former CIA director: If youre enthusiastic about the things youre working on, people will

come ask you to do interesting things. 1 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 1 Excellence. Always. 1 Leader Job No.1

Paint Portraits of Excellence! 1 Cirque du Soleil! 1

And the Winner is 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence

9. Wow! 10. Lovemark! 1 ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

1 Excellence = X1* 1 Engaged.

1 In Search of Excellence What is all about? 1

What is In Search of Excellence all about: People. Emotion. Engagement. Empowerment. Caring. 1 Tell me, what

is it you plan to do with your one wild and precious life? Mary Oliver 1 Radiate Passion!

1 Never apologize for showing feeling. When you so, you apologize for the truth. Disraeli

1 The eloquent man is he who is no beautiful speaker, but who is inwardly and desperately drunk with a certain belief. Ralph Waldo Emerson

1 Charles Handy on the Alchemists: Passion was what drove passion for their product, passion these people,

for 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. 1 Stay Hungry. Stay Foolish. Steve Jobs 1

Keep It Simple! 1 Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help

you. Re-create yourself. Play. Source: Fortune on Branson 1 JWs 4Es Energy Enthusiasm

Edge* Execution *Speed, RFA, Competitive 1 Avoid Moderation! 1 Kevin Roberts Credo

1. Ready. Fire! Aim. 2. 3. 4. 5. 6. 7. 8. 9.

If it aint broke ... Break it! Hire crazies. Ask dumb questions. Pursue failure. Lead, follow ... or get out of the way! Spread confusion. Ditch your office. Read odd stuff. 10. Avoid

moderation! 1 One who does less than he can is a thief. Gandhi

1 Free the Lunatic Within! 1 The greatest danger for most of us is not that our aim is

too high and we miss it, but that it is too low and we reach it. Michelangelo 1 You cant behave in a calm, rational manner. Youve got

to be out there on the lunatic fringe. Jack Welch 1 I dont know if its possible. I do know its necessary.

TP/Chile: 1 ! 1 Leadership: Version #2

1 The Passion Imperative: Leadership The 50 1

I. The Basic Premise. 1 1. Leadership Is a Mutual Discovery Process. 1

Ninety percent of what we call management consists of making it difficult for people to get things done. Peter Drucker 1

Quests ! 1 I dont know. 1 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. 1 Yes!!!!!!!!!!!!!!!!! free to do his or her absolute best allow its members to discover their greatness.

1 2. Leaders DECENTRALIZE! 1 DECENTRAL-IZE! 2. Leaders 1

DePuySpine/J&J* 70/3 50+ game-changers! *Still decentralized after all these years! 1

HPs Big Duh! Decentralize ($90B) Undo Matrix Accountability Source: HP Says Goodbye To Drama/ BW/09.05/re Mark Hurds first 5 months 1

II. The Leadership Types. 1 3. Great Leaders Declaiming a Grand Vision from the Mountaintop Are Great Talent Developers (Type I Leadership) are the Bedrock

Important but of Organizations that Perform Over the Long Haul. 1 Leaders do people.

Period. Anon. 1 4. But Then Again, There Are Times When This Visionary Stuff (Type II Leadership)

Actually Works! 1 A leader is a dealer in hope. Napoleon (+TPs writing room pics) 1

5. Find & embrace the Businesspeople! (Type III Leadership) 1 I.P.M. (Inspired Profit Mechanic)

1 6. All Organizations Need the Golden Leadership Triangle. 1 The Golden Leadership

Triangle: (1) Talent Fanatic (2) Creator-Visionary (3) Inspired Profit Mechanic. 1 7. Leadership Mantra #1: IT

ALL DEPENDS! 1 Reg = #1* Jack = #1** *National exemplar **National exemplar 1

Renaissance Men are a snare, a myth, a delusion! 1 III. The Leadership Dance.

1 8. Leaders SHOW UP! 1 MBWA 1 9. Leaders

LOVE the MESS! 1 Im not comfortable unless Im uncomfortable. Jay

Chiat 1 10. Leaders DO! 1 We have a

strategic plan. Its called doing things. Herb Kelleher 1 11. Leaders Re -do.

1 If Microsoft is good at anything, its avoiding the trap of worrying about criticism. Microsoft fails constantly. Theyre eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good

enough. Then they leverage the power theyve gained in other markets to enforce their standard. Seth Godin, Zooming 1 If it works, its obsolete. Marshall McLuhan 1

12. BUT Leaders Know When to Wait. 1 Tex Schramm: The

too hard box! 1 13. Leaders Are Optimists. 1

Hackneyed but none the LEADERS SEE CUPS AS HALF FULL. less true: 1

Ronald Half-full Cups: Reagan radiated an almost transcendent happiness.

Lou Cannon 1 14. BUT Leaders Have to Deliver, So They Worry About Throwing the Baby Out with the Bathwater. 1

Damned If You Do, Damned If You Dont, Just Plain Damned. Subtitle in the chapter, Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity, Liberation Management (1992) 1

15. Leaders FOCUS! 1 To Dont List 1

The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. Marcus Buckingham, The One Thing You Need to Know 1

16. Leaders Set CLEAR DESIGN SPECS. 1 Really Important Rogers Rule of

Stuff: Three! 1 IV. If Its Not Broken Break It! 1

17. Leaders FORGET!/ Leaders DESTROY! 1 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 1

18. Leaders Do Not Mindlessly Bulk Up. 1 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

Buy a very large one and just wait. answer seems obvious: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics 1

Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companiesthose that failed to make a leap or, if they did, failed to sustain itoften tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you

can buy your way to growth, you cannot buy your way to greatness. Jim Collins/Time/11.29.04 1 19. Leaders Make [Lotsa] Mistakes and MAKE NO BONES ABOUT IT! 1

Sams Secret #1! 1 20. Leaders Make/ Tolerate/ Encourage

BIG MISTAKES! 1 Reward excellent failures. Punish mediocre successes.

Phil Daniels, Sydney exec (and Jack) 1 V. Create. 1 21. Leaders Put INNOVATION

First! 1 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) 1 22. Leaders Love the

Top Line! 1 Analysts said we dont care about revenue, just give us the bottom line. They 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

They said, Oh my gosh, you need revenues to grow earnings over time. Well, Duh! caught, and earnings went to hell. Dick Kovacevich, Wells Fargo (in ABA Banking Journal)

1 R C *Chief O*

Revenue Officer 1 23. Leaders Are Not COPYCATS.

1 To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. W. Chan Kim & Rene Mauborgne, Think for Yourself Stop Copying a Rival,

Financial Times/08.11.03 1 24. Leaders Relentlessly Pursue DRAMATIC DIFFERENCE! 1

$798 1 25. Leaders Bet the Farm on the New Technology! 1

Power Tools for Power Solutions/ Strategies! TP 1 Beware of the tyranny of making

Small Changes to Small Things. Rather, Big Changes to Big Things. make Roger Enrico, former Chairman, PepsiCo

1 The Golden Leadership Quadrangle: (1) Talent Fanatic (2) CreatorVisionary (3) Inspired Profit Mechanic (4) Technology DreamerTrue Believer 1 26. Leaders Make

Their Mark / Leaders Do Stuff That Matters 1 I never, ever thought of myself as a businessman. I

was interested in creating things I would be proud of. Richard Branson 1 Management has a lot to do

with answers. Leadership is a function of questions. And the first question for a leader always Who do we intend to be? is: Not What are we going to do? but Who do we intend to be? Max De Pree, Herman Miller

1 VI. Value Added 1 27. Leaders Push Their Organizations W-a-y Up the Value-added/

Intellectual Capital Chain 1 And the M Stands for ? Systems Integrator of choice.

Gerstners IBM: (BW) IBM Global Services: $55B 1 28. Leaders Turn Every

Department into an Innovation leader/Valueadding PSF!* *Professional Service Firm 1 Disintermediation is overrated. Those who fear disintermediation should in fact be afraid

disintermediation is just another way of saying that youve become irrelevant to your customers. of irrelevance John Battelle/Point/Advertising Age/07.05

1 Answer: PSF! Department Head to Managing Partner, IS [HR, R&D, etc.] Inc.

1 29. Leaders Know that the Value-added Revolution rests Emphasizing Experiences! upon:

1 One companys answer: C XO* *Chief e

Xperience Officer 1 We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from the meaning of design.

Design is the fundamental soul of a man-made creation. Steve Jobs 1 30. Leaders Pursue the Big Two

NEW MARKET OPPORTUNITIES 1 Women! 1 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT.

4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Womens Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1. 1

Good Thinking, Guys! Kodak Sharpens Digital Focus On Its Best Customers: Women Page 1 Headline/WSJ/0705 1

BoomersGeezers 1 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%) 1

44-65: New Customer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder 1 VII. Talent. 1

31. When It Comes TALENT to Leaders Always Go Berserk! 1

BRAND = TALENT. 1 We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- changed 20 of his 40 box plant managers to

put more talented, higher paid managers in charge. He increased profitability from Pacific $25 million to $80 million in 2 years. Ed Michaels, War for Talent 1

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 1

HR doesnt tend to hire a lot of independent thinkers or people who stand up as moral compasses. Garold Markle, Shell Offshore HR Exec (FC/08.05) 1

DD$21 M 1 32. Leaders Know WOMEN RULE.* *Duh. 1

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report, Business Week 1

8/50 0 1 33. Leaders Hire WEIRD 1 Are there

enough weird people in the lab these days? V. Chmn., pharmaceutical house, to a lab director 1 34. Leaders Strongly Urge All Employees Follow the BRAND

YOU ADVENTURE 1 If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you

wont get paid much either. Michael Goldhaber, Wired 1 Distinct or Extinct 1 VIII.

Passion. 1 35. Leaders Sell PASSION! 1 Create a cause, not

a business. G.H.: 1 People want to be part of something larger than themselves. They

want to be part of something theyre really proud of, that theyll fight for, sacrifice for , trust. Howard Schultz, Starbucks (IBD/09.05) 1 In the end,

management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner 1 36. Leaders Know: ENTHUSIASM BEGETS

ENTHUSIASM! ENERGY BEGETS ENERGY! 1 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

1 Most important, he upped the energy level at Motorola. Fortune on Ed Zander/08.05 1 37. Leaders

Focus on the SOFT STUFF! 1 Hard Is Soft. Soft Is Hard. In Search of Excellence

1 Message: Leadership is all about love: Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change. (Otherwise, why bother?

Just read Dilbert. TPs final words: CYNICISM SUCKS EGGS.) 1 IX. The Job of Leading. 1 38.

Leaders Know Its ALL SALES ALL THE TIME. 1 If you dont LOVE SALES find another life. TP:

(Dont pretend youre a leader.) 1 39. Leaders Groove on POLITICS. 1

If you dont LOVE POLITICS find another life. TP: (Dont pretend youre a leader.) 1

40. Leaders Give RESPECT! 1 What creates trust, in the end, is the leaders manifest respect for the

followers. Jim OToole, Leading Change 1 It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined

shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say. 1

41. Leadership Is a Performance. 1 It is necessary for the President to be the No. 1

actor. nations FDR 1 42. Leaders GREAT STORY!

Have a 1 Leaders dont just make products and Leaders make meaning. make decisions.

John Seely Brown 1 A key perhaps the key to leadership is the effective communication of a

story. Howard Gardner, Leading Minds: An Anatomy of Leadership 1 Leader Job #1

Paint Portraits of Excellence! 1 43. Leaders abide by the word Excellence! 1

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams 1 44. Leaders

Are The Brand 1 You must be the change you wish

to see in the world. Gandhi 1 You cant lead a cavalry charge if you think you look

funny on a horse. John Peers, President, Logical Machines Corporation 1 X. Introspection. 1 45.

Leaders ENJOY LEADING. 1 Warren, I know you want to be president. But do

you want to do president? 1 46. Leaders LAUGH! 1

1 47. Leaders KNOW THEMSELVES. 1 Step #1:

Buy a Mirror! 1 The First step in a dramatic organizational change program is obvious dramatic personal

change! RG 1 XI. The End Game. 1 48. Great Leaders Play Offense!

1 [Other] admirals more frightened of losing than anxious to Nelsons secret:

1 49. Great Leaders Live on the Edge! 1 Kevin Roberts Credo 1. Ready. Fire! Aim.

2. 3. 4. 5. 6. 7. 8. 9. If it aint broke ... Break it!

Hire crazies. Ask dumb questions. Pursue failure. Lead, follow ... or get out of the way! Spread confusion. Ditch your office. Read odd stuff. 10. Avoid moderation!

1 50. Leaders Free the Lunatic Within! 1 The greatest danger for most of us is not that our aim is

too high and we miss it, but that it is too low and we reach it. Michelangelo 1 You cant behave in a calm, rational

manner. Youve got to be out there on the lunatic fringe. Jack Welch 1 51. Leaders (and Management Gurus)

WHEN TO LEAVE! Know 1 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 1

Let us march! 1 TP/Chile: I dont know if its possible. I do know its

necessary. 1 ! 1

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