Tom Peters’ EXCELLENCE. ALWAYS. Global Leaders/Singapore/04August2006.

Tom Peters’

EXCELLENCE. ALWAYS.

Global Leaders/Singapore/04August2006

Slides* at …

tompeters.com

*also “long”

“ORGANIZATION” = STRATEGY: THE

GUERRILLA ADVANTAGETom Peters/04August2006

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The

answer seems obvious: Buy a very large one and just wait.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“New Era of War, and U.S. Isn’t Ready Conflicts of Future:

Nations vs. Networks” —Headline/p1/

International Herald Tribune /31.07.2006

Opening: “Pound for pound and pounding, the Israeli military is one of the world’s finest. But Hezbollah, with the discipline and ferocity of its fighters and its ability

to field advanced weaponry, has taken Israel by surprise. Now that surprise has rocketed back to

Washington and across the U.S. military.”

“We are into the first great war between nations and networks. This proves the growing strength of networks as a threat to American national security.” —John Arguilla,

USNPGS, from “Net Warfare 101”

Small units … agile … lethal … invisible … guerrilla …

network warfare … distributed … dispersed … mobile .. Flat [hierarchy] …

improvisational … etc.

“ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE: Agile. (Sluggish.) Wily. (Big footprint.) Always

moving. (Seldom moving.) Brownian motion per se bewilders the enemy. (Blind despite NewTech.) Momentum comes from small

wins. (Small wins invisible, too small scale to execute.) Goal is converts, not territory. (Protect territory.) Offense. (Defense.) Travel light; very high “tooth to tail” ratio. (Travel heavy, low

“tooth to tail.) Live off the land. (Tortuous supply chain.) UNPREDICTABLE; BEHAVIOR NEARLY RANDOM. (VERY PREDICTABLE; LONG PLANNING CYCLE; OBSERVABLE

FOOTPRINT.) Dug in but not dug in. (Dug in but vulnerable.) No HQ; floating HQ. (Big HQ at home and away.) Few fixed assets.

(Mostly fixed assets.) Scroungers mentality. (Methodical & complex.) Mobile communications. (Fixed communications.) Everything,

including people, disposable. (Tight “asset management,” materials & humans.) No fortress to guard. (Big fortresses which must be

guarded.) Replaceable leaders. (Formal, rule-based hierarchy.) Self-healing network, like Internet. (Network far more fixed.) Hackers

mentality. (Planner’s mentality.) DECENTRALIZED. (CENTRALIZED.) KIAs are celebrated. (KIAs are the ultimate loss.)

Natural reorganizations following cell division model. (Methodical, high-friction change.) Few formal layers. (Lotsa formal

layers.) Few rules. (Lotsa rules.)

“ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE: Management By Vision. (Management by law-rule

books.) Miniaturized but deadly weapons. (Fixed weapons.) Invent your own arsenal. (Gazillion-year weapons acquisition cycle.) Multiplier impact by spreading confusion. (Need set-piece victories to satisfy constituents.) Passion. (Supportive at the level of car decals.)

Little value on current rules. (Value of life paramount.) Ad hoc; RFA or FFF. (R.A.F. / Ready. Aim. Aim. Aim. Fire.) SIMPLE

PHILOSOPHY THAT BINDS, FLEXIBLE ORG, FLEXIBLE OPS. (COMPLEX PHILOSOPHY, INFLEXIBLE ORG, INFLEXIBLE OPS.)

Different time frame; a 1,000 year conflict. (Need to show progress daily.) Attract youth with more energy and zeal than good

sense. (Mature and inflexible and cautious and methodical.) Minimum need to spin; as easy to spin a loss as a win. (Battle plans designed

& distorted & diluted to produce spin per se.) Ad hoc. (Due process.) “Media” looks for wins; media values small wins. (Media fixated by SNAFUs; small wins beneath the radar.) Win when enemy over-

reacts. (Lose if over-react.) Ubiquitous webs. (Ubiquitous bureaucracy.) Recruit, support, impact follows Virus Model; recruit via Buzz. (All is formal.) Value of conventional scale

declining exponentially. (Still citizens of a “big is beautiful” age.) Virtually no way to lose; a loss is a win as much or more than a win is a win. (Virtually no way to win; a win is often a loss as much as a

loss is a loss.)

“It is not the strongest of the

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

responsive to change.” —Charles Darwin

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

against. Reluctant mutators in quickly

changing times are also selected against.”

—Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors

“The most successful

people are those who

are good at plan B.”

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

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

going fast enough.” —Mario Andretti

Ready.Fire.Aim.

Ross Perot

“Crazy Times Call for Crazy

Organizations” —Subtitle, The Tom Peters Seminar (1993)

Inflexibility and mass are favored in

static times. Flexible and

ephemeral are favored in chaotic

times.

Stephen Jay Gould:

Bacteria rule! Sizeable cases

[e.g. humans] are virtually irrelevant anomalies.

False Attributions

German citizenry low morale, no appetite for war

3rd Republic government rather well regarded

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

Blitzkrieg not used

Germans very vulnerable

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

received ideas rather than to overturn them”)

Many plausible competing hypotheses

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

“Operations is policy.”—Fred Malek*

*Andy Pearson. Al McDonald. Jack Welch(?). U.S. Grant. Horatio Nelson.

“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were

alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the

market by 20%; just 2 (2%), GE &

Kodak, outperformed the market between 1917 and 1987.

S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to

1997.

Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the

Market

Sluggish + Obese + Unimaginative + More

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

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

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

Crappy Management (GM) + Arrogant-Overstretched

Management (Carlos G) = Great Management

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

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

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

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

intellectual and cultural landscape.”

—Virginia Postrel, The Future and Its Enemies

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

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

brought in by wildcatters such as Mr Findley, says Larry

Nation, spokesman for the American Association of Petroleum

Geologists.” —WSJ, “Wildcat Producer Sparks Oil Boom in Montana,” 0405.2006

Blitzkrieg?

Case: Perceived

Rommel invents Blitzkrieg.Krauts kick the crap out of the

Frogs in two weeks.Q.E.D.

Case: Lesson Learned

Planned innovation (P.I., not C.I.) is possible, is cool, is

effective. (Write it up. Publish.)

Case: Reality

Germans cross Meuse into France. Whoops: French intelligence completely drops

the ball. (Loses track of the Germans—no kidding.)

Germans keep advancing; outrun supply lines; no land-air co-ordination.

Hitler orders advance stopped.General never gets the word.

General marches to Paris, virtually unopposed.Germans shocked.

After the fact, Germans label it “Blitzkrieg.”

Case: Lesson Learned

Do something.Get lucky.

Attribute luck to superior planning.

Get medals.

Smashing Conventional Wisdom

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

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

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

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

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

the WWI-derived “strategy of indirect approach”

Source: Julian Jackson, The Fall of France

What “We” Know “For Sure” About Innovation

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

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

Success kills“Forgetting” is impossible

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

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

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

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

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

… and amusing“Top teams” are “Dittoheads”

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

Tom Peters’ “XAlways”:

EXCELLENCE. ALWAYS.

Global Leaders/Singapore/04August2006

The Irreducible209+

That’s a Big Number ….

THREE BILLION NEW CAPITALISTS

—Clyde Prestowitz

“There is no job that

is America’s God-given

right anymore.”

—Carly Fiorina/HP/January2004

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

headline/FT/0327 (500 of 900

Research)

“There is no job that

is America’s God-given

right anymore.”

—Carly Fiorina/HP/January2004

New Economy?!

Genentech09, Amgen09

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

New Economy?!

Sergey + Larry >

Harvard/370

EXCELLENCE. STARTERS.

Franchise Lost!

TP: “How many of you [600] really

crave a new Chevy?”

NYC/IIR/061205

2P.3E.

People.Product.

Execution.Enthusiasm.Excellence.

EXCELLENCE. THE WORD.

Synonyms

PurityTranscendence

VirtueEleganceMajesty

Antonyms

Mediocrity

EXCELLENCE.

GAMECHANGER.

Excellence1982: The Bedrock “Eight Basics”

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

ExIn*: 1982-2002/Forbes.com

DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050

*Forbes/Excellence Index /Basket of 32 publicly traded stocks

Sorry, Jack: The New Rules

Old RuleBig Dogs Own the StreetBe No.1 or No. 2 in the MarketShareholders RuleBe Lean and MeanRank Players; Go With the A’sHire a Charismatic CEOAdmire My Might

Source: Fortune/07.24.2006

New RuleAgile Is Best; Big Can BiteCreate Something NewThe Customer Is KingLook Out, Not InHire Passionate PeopleHire a Courageous CEOAdmire My Soul

EXCELLENCE.

NOT YET.

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

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

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

Approximately 640 Index entries: Customer/s

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

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

development, new products), 0.

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

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

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

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

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

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

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

Them-UsTom Peters/0624.2006

“Them” “Us”

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

Porter.Drucker.Bennis.Peters.

Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters

Strategy Systems People Passion

Porter 50% 20 20 10

Drucker 25% 35 25 15

Bennis 25% 20 30 25

Peters 15% 20 40 25

good words.Bad words.

Words that may NOT be used in my presence:

“Motivate”

“Market”


“Motivate”

“In the end, management doesn’t

change culture. Management

invites

the workforce itself to change the culture.”

—Lou Gerstner


“Market”

SellSellSell

EXCELLENCE.

ALWAYS.

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

The Peters Principles: Enthusiasm.

Emotion. Excellence. Energy. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design.

Quality. Entrepreneurialism. Wow.

Business* ** (*at its best): An emotional, vital, innovative, joyful,

creative, entrepreneurial endeavor that elicits

maximum concerted human potential in the

wholehearted service of others.***

**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

EXCELLENCE.

YOU & ME.

“Work on me

first.” —Kerry Patterson,

Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations

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

EXCELLENCE.

DEFINED.

Great Companies … SET THE

AGENDA.*

(PERIOD.)

* “disturb the sleep of …

AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers

US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited …

Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia …

Cisco … Dell … MCI … Sun … Microsoft … Google … Enron …

Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin

… eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

TP#1*:

Netscape!

*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you

rather to be able to tell someone—e.g., grandchild—that you worked?)

EXCELLENCE.

INNOVATE. OR. DIE.

“A focus on cost-cutting and efficiency has helped many organizations weather the

downturn, but this approach will ultimately

render them obsolete. Only the constant pursuit of

innovation can ensure long-term

success.” —Daniel Muzyka, Dean, Sauder School of Business,

Univ of British Columbia (FT/09.17.04)

World Innovation Forum: Alt Title

YOU ONLY FIND OIL IF YOU

DRILL WELLS

Pathetic!

“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were

alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the

market by 20%; just 2 (2%), GE &

Kodak, outperformed the market 1917 to 1987.

S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from

1957 to 1997.

Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

“I don’t believe in

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

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

J.P. Morgan Chase, 0.9%)

Scale?

“Microsoft’s Struggle With

Scale” —Headline, FT, 09.2005

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

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

“Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes

money, but I’m not sure we’re actually

innovating. … Our challenge is

to take nanotechnology into the future, to do

personalized medicine …” —Jeff Immelt/2005

More than $$$$

#1 R&D spending,

last 25 years?

GM25/50-75: “Built to

last”????

Inno64: Innovation Strategies & Tactics

What “We” Know “For Sure” About Innovation

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

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

Success kills“Forgetting” is impossible

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

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

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

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

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

… and amusing“Top teams” are “Dittoheads”

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

InnoTactics64 Parallel universeEnd run regnant powersFind done deals-practicing mavericksBell curves2016 in 2006Non-industry benchmarkingEverything = PortfolioV.C.s all!Hot language/Wow-Astonish me-Insanely great- immortal-Make something greatLead customersLead suppliers /Top decile R&DWeird alliancesMottos/Paul Arden (“Whatever You Think Think the Opposite”)Hire freaks/Enough weird people?Weird Boards!!!

We become who we hang

out with!

Measure “Strangeness”/Portfolio Quality

StaffConsultants

VendorsOut-sourcing Partners (#, Quality)

Innovation Alliance PartnersCustomers

Competitors (who we “benchmark” against)

Strategic Initiatives Product Portfolio (LineEx v. Leap)

IS/IT ProjectsHQ Location

Lunch MatesLanguage

Board

Kodak …. FujiGM …. FordFord …. GM

IBM …. Siemens, FujitsuSears … Kmart

Xerox …. Kodak, IBM

futuremark

“Don’t benchmark, futuremark!

” Impetus: “The future is already here; it’s just

not evenly distributed” —William Gibson

Find ’em!

“Somewhere in your organization, groups of

people are already doing things differently and

better. To create lasting change, find these areas of positive deviance and

fan the flames.”

—Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR

Parallel universe!

“Venture” fund: Gerstner/Amex, Dow/Marriott, Grove/Intel,

Bedbury/Starbucks

“SkunkWorks”/ “ParallelUniverse”

“the 1%

solution”Source: Scott Bedbury

HEART OF STRATEGY

“Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of

earnings consistency. Immelt hasn’t turned his back on

the old ways. But in his GE, the new imperatives are

risk-taking, sophisticated

marketing and, above all, innovation.” —BW/2005

Conscious measurement

Innovation Index: How many of your Top 5 Strategic

Initiatives/Key Projects score 8 or higher [out of 10] on a

“Weird”/ “Profound”/ “Wow”/“Game- changer”

Scale?

Clarity

JackWorld/1@T: (1) Neutron

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

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

(1-5/Throughout) TALENT JACK!

ACTION “culture”

Excellence1982: The Bedrock “Eight Basics”

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

“We made mistakes, of course. Most of them were omissions we didn’t think of when we

initially wrote the software. We fixed them by doing it over and over, again and again. We

do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype

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

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

for months.” —Bloomberg by Bloomberg

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only find oil if you drill wells. You may

think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

“You miss 100 percent of the

shots you never take.” —Wayne Gretzky

tolerate [encourage?]

failure

Sam’s Secret

#1!

“FAIL, FAIL AGAIN. FAIL BETTER.”

—Samuel Beckett

“Reward excellent failures.

Punish mediocre

successes.”Phil Daniels, Sydney exec

EXCELLENCE.

4/40.

De-cent-ral-iz-a-tion!

“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in

your heart, or not.”

—Brian Joffe/BIDvest

Ex-e-cu-

tion!

“You only find oil if

you drill wells.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

“We have a ‘strategic plan.’ It’s

called doing things.” — Herb Kelleher

“Execution is the job of

the business leader.” —Larry Bossidy & Ram

Charan/ Execution: The Discipline of Getting Things Done

“Execution is a

systematic process of rigorously

discussing hows and whats, tenaciously following through, and

ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

“Never forget implementation

boys. In our work it’s what I call the ‘missing 98

percent’ of the client puzzle.” —Al

McDonald

Ac-count-a-bil-ity!

“Realism is the heart of execution.”

—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

“GE has set a standard of candor.

… There is no puffery. … There isn’t an ounce of

denial in the place.” —

Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

6:15A.M.

????????

Work Hard > Work Smart

DECENTRALIZATION.EXECUTION.

ACCOUTABILITY.6:15A.M.

EXCELLENCE. DRAMATIC.

DIFFERENCE.DOABLE.

This is not a “mature

category.”

This is an “undistinguishe

d category.”

$415/SqFt/Wal*Mart$798/SqFt/Whole

Foods

“It’s simple, really, Tom. Hire for s,

and, above all, promote for s.”

—Starbucks middle manager/field

“A man without a smiling face must

not open a shop.” —Chinese Proverb

Summary:

WallopWal*Mart16*

*Or: Why it’s so absurdly easy to beat a GIANT Company

The “Small Guys” Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)

*“Dramatically Different” (La Difference ... within our

community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

What I’ve Learned about

“Small Business”

Tom Peters26June2006

Passion for PRODUCT.OBSESSION With Product.

LOVE The Product.Aim To Be “ONLY ONES WHO DO WHAT WE DO.”

Keep ADDIN’ Stuff.Invest “UNWISELY” in R&D.

Reside Permanently In The DISCOMFORT Zone.“Unhealthy” PARANOIA Is A Good Thing.

Add Clients That PUSH-PULL.SELL. SELL. SELL. SELL.

Go For Broke: CUSTOMER CONTACT PEOPLE.PERFECTION: Customer Contact People.

Hire for ATTITUDE.INVITE On An Adventure. GREAT CFO/Biz Guy-Gal. NASTY CFO/Biz Guy-Gal.

QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic-Project Manager-I.P.M. (I.P.M. = Inspired Profit

Mechanic)

EXCELLENCE.

PITIFUL.

“Idiot” is too kind a

word.

“That’s a very diverse* team.”

—Patrick Cescau, CEO, Unilever**

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

**Approximately 85% of Unilever’s

products are purchased by … women.

“That’s a

VERY diverse team.”

—Patrick Cescau, CEO, Unilever* **

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

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

“That’s a

VERY sick man.”

—Tom Peters

EXCELLENCE.

OPPORTUNITY.

“Women are the

majority market”

—Fara Warner/The Power of the Purse

1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.

6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.

Cases!McDonald’s (“mom-centered” to “majority consumer”;

not via kids)

Home Depot (“Do it [everything!] Herself”)

P&G (more than “house cleaner”)

DeBeers (“right-hand rings”/$4B)

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

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

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

Source: Fara Warner/The Power of the Purse

EXCELLENCE.

OPPORTUNITY.

2000-2010 Stats

18-44: -1%

55+: +21%(55-64: +47% )

44-65: “New Customer Majority” *

*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder

EXCELLENCE.

VALUE ADDED.

“Big Brown’s New Bag: UPS

Aims to Be the Traffic Manager for Corporate

America” —Headline/BW/2004

MasterCard Advisors

Huge: Customer Satisfaction versus

Customer

Success

EXCELLENCE. NO OPTION.

“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of

irrelevance—disintermediation is just another way

of saying that … you’ve become

irrelevant to your

customers.”

—John Battelle/Point/Advertising Age/07.05

Chicago:

HRMAC

“support function” / “cost

center”/ “overhead”

or …

Are you … “Rock Stars of the

Age of Talent”

Department Head

to …

Managing

Partner, IS [HR, R&D, etc.] Inc.

The “PSF35”: Thirty-Five

Professional Service Firm Marks of Excellence

The PSF35: The Work & The Legacy

1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”

Are you the …

“Principal Engine of

Value Added”*E.g.: Your R&D budget as robust as the New Products team?

EXCELLENCE.

ATTITUDE.TRANSFORMATION.

“Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization

Professional? Or/to: Full Partner-Leader in Lifetime

Value-added Maximization?

(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)

Up, Up, Up,

Up

the Value-added Ladder.

The Value-added Ladder/Stuff ‘n’ Things

Goods Raw Materials

The Value-added Ladder/Stuff & Transactions

ServicesGoods

Raw Materials

The Value-added Ladder/Opportunity-seeking

Gamechanging Solutions

ServicesGoods

Raw Materials

EXCELLENCE.

EXPERIENCE IT.

“Experiences are as distinct

from services as services are from

goods.” —Joe Pine & Jim Gilmore, The Experience Economy:

Work Is Theatre & Every Business a Stage

“The [Starbucks] Fix” Is on …

“We have identified a

‘third place.’ And I

really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers

come for refuge.”

Nancy Orsolini, District Manager

Experience: “Rebel Lifestyle!”

“What we sell is the ability for a 43-year-old accountant to dress in

black leather, ride through small towns and have people be

afraid of him.”Harley exec, quoted in Results-Based Leadership

Up, Up, Up,

Up


The Value-added Ladder/Memorable Connection

Spellbinding Experiences

Gamechanging SolutionsServicesGoods

Raw Materials

CXO**Chief eXperience Officer

EXCELLENCE.

DREAM IT.

Furniture vs. Dreams

“We do not sell ‘furniture’ at

Domain. We sell dreams. This is

accomplished by addressing the half-formed needs in our

customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We

convert ‘needs’ into ‘dreams.’ Sales are the

inevitable result.” — Judy George,

Domain Home Fashions

Up, Up, Up,

Up


The Value-added Ladder/Emotion

Dreams Come True

Spellbinding Experiences Gamechanging Solutions

ServicesGoods

Raw Materials

CDM*

*Chief Dream Merchant

Big Blue

EXCELLENCE.

LOVE IT.

“Brands have run out

of juice. They’re

dead.” —Kevin Roberts/Saatchi &

Saatchi

Kevin Roberts:

Lovemarks!

Up, Up, Up,

Up


Lovemark Dreams Come True

Spellbinding ExperiencesGamechanging Solutions

ServicesGoods

Raw Materials

CL O*

*Chief Lovemark Officer

EXCELLENCE.

PURPOSE. BEDROCK.

“People want to be part of something larger

than themselves. They want to be part of

something they’re really proud of, that they’ll

fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)

G.H.: “Create a ‘cause,’ not a ‘business.’ ”

EXCELLENCE.ENTHUSIASM.

ENERGY. PASSION.

“Nothing is so contagious as enthusiasm.”

—Samuel Taylor Coleridge

“Most important,

he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05

Charles Handy on the “Alchemists”

“Passion was what drove these people,

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

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

wrong. Passion as the secret to learning is

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

all levels and at all ages. Sadly, passion is

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

EXCELLENCE.

DETERMINATION.

DE-TERM-IN-A-TION

BLOOD-Y-MIND-ED-

NESS

Bloodyminded: Unreasonably

stubborn

Source: The Random House Dictionary of the English Language

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

what is necessary.” —WSC

First-level Scientific Success

The smartest guy in the room wins”

Or …

First-level Scientific Success

FanaticismPersistence-Dogged Tenacity

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

PassionEnergy

Relentlessness (Grant-ian)

EnthusiasmDriven (nuts!)

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

Scrounge (“gets” the logistics-infrastructure bit)

Master of Politics (internal-external)Tactical Genius

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

Prolific (“ground up more pig brains”)

Egocentric

Sense of History-DestinyFuturistic-In the Moment

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

Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)

Luck

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

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

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

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

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

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

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

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

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

“Whenever anything is being accomplished, I

have learned, it is being done by a monomaniac

with a mission.” —Peter Drucker

"The reasonable man adapts himself to the world. The

unreasonable one persists in trying to adapt the world to

himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw,

Man and Superman: The Revolutionists' Handbook.

“ARE YOU BEING ‘REASONABLE’? Most

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

Source: Paul Arden, Whatever You Think Think the Opposite

“Life is not a journey to the grave with the

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

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

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

EXCELLENCE.

TALENT. BEDROCK.

Brand =

Talent.

Organizing Genius / Warren Bennis and Patricia Ward Biederman

“Groups become great only when everyone in them, leaders and

members alike, is free to do his or her absolute best.”

“The best thing a leader can do for a

Great Group is to allow its members to discover their

greatness.”

Leadership’s Mt Everest/Mt Excellence

“free to do his or her absolute best” …

“allow its members to discover their

greatness.”

“The role of the Director is to create a

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

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

acceptance

CQO*

*Chief quest-meister

“Leaders

‘do’ people.

Period.” —Anon.

Les Wexner: From sweaters to …

people!

“The leaders of Great Groups love talent and

know where to find it. They revel in

the talent of others.” —Warren

Bennis & Patricia Ward Biederman, Organizing Genius

PARC’s Bob Taylor:

“Connoisseur

of Talent”

Hire very good

people!

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-

Pacific changed 20 of his 40 box plant managers to put more talented, higher paid

managers in charge. He

increased profitability from $25 million to $80

million in 2 years.” —Ed Michaels, War for Talent

DD$21M

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:

First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.

Second: Putting HR on a par with finance and marketing.

CRO*

*Chief Recruitment Officer

CRO/Chief Recruiting Officer: #1 strategic issue in

“commoditized” world, enormous financial services

company. Agent turnover.

15% retention after 4 years. (Industry average is 11% … “because that’s

the way it is” )

Our Mission

To develop and manage talent;

to apply that talent,throughout the world,

for the benefit of clients;to do so in partnership;

to do so with profit.

WPP

What’s your company’s … EVP/IBP?*

*Employee Value Proposition, per Ed Michaels et al., The War for Talent;

IBP/Internal Brand Promise per TP

EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction,

fun, stunning opportunity, exceptional reward, amazing

peer group, full membership in Club Adventure, maximized

future employability

Source: Ed Michaels, The War for Talent; TP

A Few Lessons from the Arts

Each hired and developed and evaluated in unique ways (23 contributors; 23 unique contributions; 23 pathways; 23 personalities; 23 sets of

motivators)

Attitude/Enthusiasm/Energy paramountRe-lent-less!

“Practice is cool” (G Leonard/Mastery)

Team and individual Aspire to EXCELLENCE = Obvious

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

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

Delta events = Delta rosters (incl leader/s)

EXCELLENCE. BY

INVITATION.

“In the end, management doesn’t

change culture. Management

invites

the workforce itself to change the culture.”

—Lou Gerstner

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t

have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of

people is very, very hard. [Yet] I came to see in my time at IBM that

culture isn’t just one aspect of the game—it is the game.” —Lou Gerstner, Who

Says Elephants Can’t Dance

Re-imaginePeople Power:

The Talent50

The Talent50

1. People first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/Intellectual- capital Added.4. Talent “excellence” in every part of the organization.5. P.O.T./Pursuit Of Talent = Obsession.6. HR sits at The Head Table.7. HR is “cool.”

50. Talent = Brand.

EXCELLENCE. WOMEN.

RULE.

“AS LEADERS, WOMEN

RULE: New Studies find that

female managers outshine their male counterparts in almost every measure”

Title, Special Report/BusinessWeek

Women’s Negotiating Strengths

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

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

Women

Dominate Economic Growth.

“Forget China, India and the

Internet: Economic Growth Is Driven

by Women.” —Headline, Economist,

April 15, 2006, Leader, page 14

“Goldman Sachs in Tokyo has developed an index of 115

companies poised to benefit from women’s increased purchasing

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

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

13%.” —Economist, April 15

Impact! Add It Up!

Primary markets/Everything (“Men

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

Greater global workforce participation rate (“bigger contributor to GDP

growth than technology, China, India”—Economist)

Higher wages (more seniority, promotions—even if not

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

Business “decision makers” (more

seniority, promotions—even if not to CEO)

Women-owned businesses (answer to

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

EXCELLENCE. WOMEN.

SELL.

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

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

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

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

with others?”

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

EXCELLENCE. INDIVIDUAL.BRAND YOU.

Core Mechanism:“Game-changing Solutions”

PSF (Professional Service Firm “model”/The Organizing Principle)

+

Brand You(“Distinct” or “Extinct”/The Talent)

+

Wow! Projects (“Different” vs “Better”/The Work)

“One of the defining characteristics [of the change] is

that it will be less driven by countries or corporations and

more driven by real people. It will unleash unprecedented creativity,

advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and

penalize the unskilled.” —Clyde Prestowitz, Three Billion

New Capitalists

“If there is nothing very special about

your work, no matter how hard

you apply yourself you won’t get noticed, and that

increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired

New Work SurvivalKit.2006

1. Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project)6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor (A willingness to Screw Up & Move On)9. Comfortable with Your Skin (Bring “interesting you” to work!)10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?)11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)

Distinct … or

… Extinct

“You are the storyteller of your own life, and you can create your own legend or

not.” —Isabel Allende

“It’s always

showtime.”

—David D’Alessandro, Career Warfare

motivational stuff

Pursue discomfort!

“Do one thing every day that scares you.”

—Eleanor Roosevelt

“The one thing you need to know about sustained individual

success: Discover what you don’t like

doing and stop doing it.” —Marcus Buckingham, The One Thing You Need to Know

EXCELLENCE.

SELF-KNOWLEDGE. BEDROCK.

X.Step #1:Buy a Mirror!

“The First step in a ‘dramatic’

‘organizational change program’ is obvious—

dramatic personal change!” —RG

“You must

be the

change you wish to see in the

world.”Gandhi

You = Your calendar*

*Calendars NEVER lie!!

Mark McCormack: 5,000 miles for a 5

min. meeting!

Getting to WOW Through Mastery of …

The Sales25.

Getting Things Done: The

Power &

Implementation34.

Presentation Excellence: The

PresX56

The Interviewing Excellence: The IntX31

EXCELLENCE.

REVENUE.MATTERS.

MOST.

“Analysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I

preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and

earnings went to hell. They said, ‘Oh my gosh, you need revenues to

grow earnings over time.’

Well, Duh!” —Dick Kovacevich, Wells

Fargo

. “Everyone lives by selling

something.”

– Robert Louis Stevenson

SellSellSell

TP.27 … on Selling

(Short) (Personal)

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

GE (more or less):

The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff

Tom Peters/0402.2006

CRO*

*Chief Revenue Officer

EXCELLENCE.

LEADING.

“It’s always showtime.”


Leadership23

Leadership23

1. Enthusiasm. Energy. Exuberance.2. Action. Execution.3. Tempo. Metabolism.4. Relentless.5. Master of Plan B.6. Accountability.7. Meritocracy.8. Leaders “do” people. Mentor. (“Success creation business.”)9. Women. Diversity.10. Integrity. Credibility. Humanity. Grace.11. Realism.12. Cause. Adventures. Quests.13. Legacy.14. Best story wins.15. On the edge. (“Wildest chimera of a moonstruck mind.”)16. “Reward excellent failures. Punish mediocre successes.”17. Different > Better. (“Only ones who do what we do.”)18. MBWA. Customer MBWA.19. Laughs.20. Repot. Curiosity. Why?21. You = Calendar. “To Don’t.” Two.22. Excellence. Always.23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”)

Kevin Roberts’ Credo

1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.

10. Avoid moderation!

Sir Richard’s Rules:

Follow your passions.Keep it simple.

Get the best people to help you.

Re-create yourself.Play.

Source: Fortune on Branson

Message clarity = CALENDAR + MBWA + Language + Perceived

INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible

support + Prototypes + Tolerance for Failure/“Good

losses” + Promotions + Tempo + Resilience + Celebration +

Perceived RELENTLESSNESS + Training

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

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

no interest in proving themselves, but an abiding

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

Leader

EXCELLENCE.

STRETCH.

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo

EXCELLENCE.

KABOOM.

“Beware of the tyranny of making

Small Changes to Small

Things. Rather,

make Big Changes

to Big Things.”

—Roger Enrico, former Chairman, PepsiCo

Five MYTHS About Changing Behavior

*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free

*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in life

Source: Fast Company/05.2005

Kevin Roberts’ Credo

1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.

10. Avoid moderation!

EXCELLENCE.

THRILLS.

Radically Thrilling Language!

“Radically Thrilling.”

—BMW Z4 (ad)

CTO**Chief Thrills Officer

Synonyms

PurityTranscendence

VirtueEleganceMajesty

Antonyms

Mediocrity

CTO**Chief Transcendence Officer

EXCELLENCE. WOW. NOW.

CWO**Chief WOW Officer

C!O*Chief ! Officer

EXCELLE ALWAYS.

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

The Peters Principles: Enthusiasm.

Emotion. Excellence. Energy. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design.

Quality. Entrepreneurialism. Wow.

Business* ** (*at its best): An emotional, vital, innovative, joyful,

creative, entrepreneurial endeavor that elicits

maximum concerted human potential in the

wholehearted service of others.***

**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Business: The Ultimate Creative

Endeavor.

Business: The Ultimate Personal

Development-Growth

Experience.

Business: The Ultimate

Transcendent Service

Opportunity.

A Comment on TP in the Context of the Reagan Revolution …

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

others.” —Rich Karlgaard, publisher, Forbes

EXCELLE ALWAYS.

“It’s always showtime.”


Tom Peters’ EXCELLENCE. ALWAYS. Global Leaders/Singapore/04August2006.

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Transcript of Tom Peters’ EXCELLENCE. ALWAYS. Global Leaders/Singapore/04August2006.