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XAlwaysNEWORDER MASTER080806

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Education

Published on February 29, 2008

Author: Reaa

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Long/NEW ORDER/1061 Tom Peters’ EXCELLENCE. ALWAYS. XAlways Master/08August2006:  Long/NEW ORDER/1061 Tom Peters’ EXCELLENCE. ALWAYS. XAlways Master/08August2006 Slides* at … tompeters.com :  Slides* at … tompeters.com 25:  25 25:  25 Slide5:  “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*” *quote within a quote from diary of a Confederate soldier The Irreducible209+/ Sales122/60TIBs Tom Peters/0607.2006:  The Irreducible209+/ Sales122/60TIBs Tom Peters/0607.2006 A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. “What, if anything,” he asked, “do you believe ‘for sure’?” I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows. Tom Peters:  A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. “What, if anything,” he asked, “do you believe ‘for sure’?” I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows. Tom Peters EXCELLENCE. THE BASICS. :  EXCELLENCE. THE BASICS. This is not about … “customer centrism” “integrated marketing” etc. etc. etc. It is about …:  This is not about … “customer centrism” “integrated marketing” etc. etc. etc. It is about … CRO* *Chief Revenue Officer:  CRO* *Chief Revenue Officer It is about … sellin’ a whole lotta stuff and having customers go bananas with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses.:  It is about … sellin’ a whole lotta stuff and having customers go bananas with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses. Gaspworthy!:  Gaspworthy! Manhole Cover Madness and More ….:  Manhole Cover Madness and More …. That’s a Big Number ….:  That’s a Big Number …. Chicagoland’s Mystery Disappearances …:  Chicagoland’s Mystery Disappearances … THREE BILLION NEW CAPITALISTS —Clyde Prestowitz:  THREE BILLION NEW CAPITALISTS —Clyde Prestowitz 43,000:  43,000 “There is no job that is America’s God-given right anymore.” —Carly Fiorina/HP/January2004:  “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) :  “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327 (500 of 900 Research) “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003 :  “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003 “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:  “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 Wal*Mart + Home Depot + Walt Disney + Intel + Microsoft + Pfizer = Flat Source: “Blue Chip Blues”, Cover, BW, 0417.06:  Wal*Mart + Home Depot + Walt Disney + Intel + Microsoft + Pfizer = Flat Source: “Blue Chip Blues”, Cover, BW, 0417.06 The King Is Dead. Long Live … Genentech09, Amgen09 > Merck09 (70K-3/394B-5):  The King Is Dead. Long Live … Genentech09, Amgen09 > Merck09 (70K-3/394B-5) Goodnight and Good Luck.:  Goodnight and Good Luck. Unparalleled in “Our” Professional Lifetime* Terrorism Middle East instability H5N1 China screw-ups Globalization backlash Energy dependence Environmental threats Life sciences “Cold War” with China Fraying American fabric U.S. impotence in the face of Asia’s rise *Current leaders were not Cold War leaders:  Unparalleled in “Our” Professional Lifetime* Terrorism Middle East instability H5N1 China screw-ups Globalization backlash Energy dependence Environmental threats Life sciences “Cold War” with China Fraying American fabric U.S. impotence in the face of Asia’s rise *Current leaders were not Cold War leaders “This is a dangerous world and it is going to become more dangerous.” “We may not be interested in chaos but chaos is interested in us.” Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century:  “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 Good Morning and Good News.:  Good Morning and Good News. New Economy?! Sergey + Larry > Harvard/370:  New Economy?! Sergey + Larry > Harvard/370 Slide29:  “Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14 EXCELLENCE. THE GENERAL’S STORY. (AND THE ADMIRAL’S) :  EXCELLENCE. THE GENERAL’S STORY. (AND THE ADMIRAL’S) “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army:  “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army Slide32:  Nelson’s secret: “[Other] admirals more frightened of losing than anxious to win” EXCELLENCE. THE MANDATE. :  EXCELLENCE. THE MANDATE. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin:  “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin “The most successful people are those who are good at plan B.” —James Yorke, mathematician, on chaos theory in The New Scientist:  “The most successful people are those who are good at plan B.” —James Yorke, mathematician, on chaos theory in The New Scientist “We are in a brawl with no rules.” —Paul Allaire:  “We are in a brawl with no rules.” —Paul Allaire Sam’s Secret #1!:  Sam’s Secret #1! “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:  “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 Slide39:  “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 Slide40:  "I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.” —Andy Grove Slide41:  “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 S.A.V.:  S.A.V. Screw Around Vigorously:  Screw Around Vigorously “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec:  “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec EXCELLENCE. STARTERS. :  EXCELLENCE. STARTERS. Radio City Music Hall September 2005:  Radio City Music Hall September 2005 Franchise Lost! TP: “How many of you [600] really crave a new Chevy?” NYC/IIR/061205:  Franchise Lost! TP: “How many of you [600] really crave a new Chevy?” NYC/IIR/061205 2P.3E.:  2P.3E. People. Product. Execution. Enthusiasm. Excellence.:  People. Product. Execution. Enthusiasm. Excellence. “Pee Cee Eee-squared X-squared/PCEEXX: People Customers Enthusiasm Energy eXecution eXcellence :  “Pee Cee Eee-squared X-squared/PCEEXX: People Customers Enthusiasm Energy eXecution eXcellence P.P.E.E.R.R.E.:  P.P.E.E.R.R.E. People. Product. Execution. Enthusiasm. Relentless. Re-invent. Excellence.:  People. Product. Execution. Enthusiasm. Relentless. Re-invent. Excellence. People. Product. Execution. Enthusiasm. Relentless. Re-invent. Excellence.:  People. Product. Execution. Enthusiasm. Relentless. Re-invent. Excellence. The “3Es” Tom Peters/02.15.2006:  The “3Es” Tom Peters/02.15.2006 Enthusiasm! Execution! Excellence!:  Enthusiasm! Execution! Excellence! EXCELLENCE. THE WORD. :  EXCELLENCE. THE WORD. Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity :  Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity EXCELLENCE. GAMECHANGER. :  EXCELLENCE. GAMECHANGER. Slide59:  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” 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:  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:  Sorry, Jack: The New Rules Old Rule Big Dogs Own the Street Be No.1 or No. 2 in the Market Shareholders Rule Be Lean and Mean Rank Players; Go With the A’s Hire a Charismatic CEO Admire My Might Source: Fortune/07.24.2006 New Rule Agile Is Best; Big Can Bite Create Something New The Customer Is King Look Out, Not In Hire Passionate People Hire a Courageous CEO Admire My Soul Slide62:  X06/Excellence2006: The Bedrock Baker’s Dozen 1. A Bias For Action/Culture of Execution = Job One! 2. DECENTRALIZATION! ACCOUNTABILITY! 3. Fail. Forward. Fast. 4. Velocity! Tempo! “Metabolic Management” Matters! 5. INNOVATE … or Die. 6. A Damn Good Product. A Damn Cool Product. 7. Ride the Value Added Curve to the Sky: Insure “Gamechanging Solutions”; Provide “Spellbinding Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark;” Seek “Tattoo Brand” status. 8. Relentlessly Pursue the “Big Two” Markets: Women, Boomers & Geezers. 9. Best Talent Wins! Women Rule! HR at the Head Table! 10. Educate for Creativity, Entrepreneurship & “Brand You” Independence. 11. Demanded: Radical Technology Strategies! 12. Passion! Enthusiasm! Energy! Excitement! Relentlessness! 13. No Less Than EXCELLENCE. Ever. Slide63:  X06/Excellence2006: The Bedrock Baker’s Dozen 1. A Bias For Action/A “Culture of Execution” = Job One! (Must be a Systematic Discipline.) 2. DECENTRALIZATION! ACCOUNTABILITY! (Tom’s “Top Two,” 1965-2005.) 3. Fail. Forward. Fast. (“Reward Excellent Failures, Punish Mediocre Successes.” “Most tries wins.”) 4. Velocity! Tempo! “Metabolic Management” Matters! (Hustle! Adapt! Win the “O.O.D.A. Loop” War—Confuse Your Competitors!) 5. INNOVATE … or Die. (“Game-changers” or Bust! Lead the Customer! Shout “NO” to Imitation!) 6. A Damn Good Product. A Damn Cool Product. (Pursue “Dramatic Difference.” Design Rules!) 7. Ride the Value Added Curve to the Sky: Insure “Gamechanging Solutions”; Provide “Spellbinding Experiences”; Become a “Dream Merchant”; Strive to Be a “Lovemark;” Seek “Tattoo Brand” status. 8. Relentlessly Pursue the “Big Two” Markets: Women, Boomers & Geezers. (WOMEN Buy Everything. BOOMERS & GEEZERS Have All the Money!) 9. Best Talent Wins! Women Rule! HR at the Head Table! (“Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!) 10. Educate for Creativity, Entrepreneurship & “Brand You” Independence. (The schools have it all wrong!) 11. Demanded: Radical Technology Strategies! (“Incrementalism” Is for Wimps!) 12. Passion! Enthusiasm! Energy! Relentlessness! (Hard Is Soft! Soft Is Hard!) 13. No Less Than EXCELLENCE. Ever. (Excellence … the #1 Thing That Vaults Us Out of Bed in the Morning, and Matters in the Long run.) Slide64:  Re-imagine! Speech: Story Line in 100 Words or Less Tom Peters/2006 Slide65:  Re-imagine! Speech: Story Line in 100 Words or Less Wildly altered context (technology, China-India, global terrorism, etc) 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” markets—Women, Boomers & Geezers 5. Radical (!!!) use of IS-IT A “Roster” of Weird & Wondrous & Entrepreneurial “Talent” engaged in “Wow Projects” “Metabolic Leadership” (Passionate-Radical Leaders who instill a Discipline of Execution, a Quick Tempo-Adaptive Culture and an appetite to “Eat Radical Change for Breakfast”) (96 words by my count) Slide66:  Everything You Need to Know about “Strategy”: Tom’s Baker’s 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, it’s 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 “Let’s 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 Garcia’s 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 G’s 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 revolutionary’s 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? Slide67:  13. Do you understand Business Mantra #1 of the ’00s: DON’T TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST? This I Believe: Tom’s 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 don’t 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. 25. EXCELLENCE! :  This I Believe: Tom’s 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 don’t 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. 25. EXCELLENCE! Slide69:  “My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci EXCELLENCE. CAUSES. ADVERSARIES. :  EXCELLENCE. CAUSES. ADVERSARIES. Slide71:  Causes/1966-2006 Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft “Ss”/7-S (Waterman-Peters complete “business model”; waaaaay beyond Strategy & Structure) Structure > Strategy (“We shape our structures, then they shape us …”—Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Around—courtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers Slide72:  Causes/1966-2006 Women/Market opportunity Women/Leaders (right for the times) Design/Design-as-soul Wow! (Hot language) Weird! Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Brand You (or else) PSF = Bedrock (add value or bust—every group must demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DREAMKETING (Dream Marketing)-LOVEMARK Different > > Better Boomers & Geezers/marketing to new “mega-segment” Slide73:  Progress? 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” 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.:  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. Slide75:  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) Slide76:  Progress? 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” Noble Bill “This is not to denigrate emphasis on leadership, entrepreneurship, management and global business” —WFS Source: “Brave New World, Bold New B-School”/Tim Westerbeck/BizEd/08.04 :  Noble Bill “This is not to denigrate emphasis on leadership, entrepreneurship, management and global business” —WFS Source: “Brave New World, Bold New B-School”/Tim Westerbeck/BizEd/08.04 Slide78:  Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitations—even at Microsoft) White guys! (not really, but enough already) 18-44 emphasis in marketing (geezers > youth for foreseeable future) -Cost > +Revenue (cost cutting more important than organic revenue growth) CI (continuous improvement in an age of discontinuous world) LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE My (Les’s) Dinner with Henri JUSTWHATIZZITUMAKE?:  My (Les’s) Dinner with Henri JUSTWHATIZZITUMAKE? My (Les’s) Dinner with Henri JUST WHAT IS IT YOU MAKE?:  My (Les’s) Dinner with Henri JUST WHAT IS IT YOU MAKE? Did one of ’em ever turn to the other and say: “Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought forth for my daughter Alice, age 17, because of this deal?”:  Did one of ’em ever turn to the other and say: “Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought forth for my daughter Alice, age 17, because of this deal?” Did one of ’em ever turn to the other and say: “Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers because of this deal?”:  Did one of ’em ever turn to the other and say: “Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers because of this deal?” “Not long ago, I heard one studio chief utter the unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’” —Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06):  “Not long ago, I heard one studio chief utter the unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’” —Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06) Them-Us Tom Peters/0624.2006:  Them-Us Tom Peters/0624.2006 “Them” “Us” Strategy EXECUTION Planning Action Marketing Selling/Sales Markets Customers Customers Clients Micro-segmentation Big Stuff (Women, Boomers) Cost minimization Revenue maximization Synergy/“Efficiencies” Decentralization “Strategic supplier Pioneering supplier Process Project Effectiveness Excellence Men Women Leadership Management + Leadership Standardization Exceptionalism (53 = 53) Big clients COOL clients Prestigious Board INTERESTING Board :  “Them” “Us” Strategy EXECUTION Planning Action Marketing Selling/Sales Markets Customers Customers Clients Micro-segmentation Big Stuff (Women, Boomers) Cost minimization Revenue maximization Synergy/“Efficiencies” Decentralization “Strategic supplier Pioneering supplier Process Project Effectiveness Excellence Men Women Leadership Management + Leadership Standardization Exceptionalism (53 = 53) Big clients COOL clients Prestigious Board INTERESTING Board “Them” “Us” Big Mid-size Growth by merger Organic growth Buy market share Create NEW markets Efficient, streamlined Value-creating “PSF” “department” Certainty-predictability Ambiguity-opportunity Fearful of losing Aggressive pursuit of winning Plan Prototype Careful evaluation Another prototype Revised plan Another prototype People/Employees Talent Effective HR department Rockin’ Talent Development Center of Excellence Benchmark against the Benchmark against the “best”-“industry leader” “coolest” :  “Them” “Us” Big Mid-size Growth by merger Organic growth Buy market share Create NEW markets Efficient, streamlined Value-creating “PSF” “department” Certainty-predictability Ambiguity-opportunity Fearful of losing Aggressive pursuit of winning Plan Prototype Careful evaluation Another prototype Revised plan Another prototype People/Employees Talent Effective HR department Rockin’ Talent Development Center of Excellence Benchmark against the Benchmark against the “best”-“industry leader” “coolest” “Them” “Us” Benchmark “Future”mark Orderly career progression “Up or Out” (PDQ) Head Heart IQ EQ “Professional” Passionate Stoic, humble leaders Noisy, emotional “characters” in charge Hire for Resume Hire for intangibles Measured-thoughtful Relentless, pig-headed approach determination Teamwork comes first Teamwork and disruptive individuals equal billing Listen to customers Lead customers Customer “involvement” Intimate-Seamless customer inter-twining:  “Them” “Us” Benchmark “Future”mark Orderly career progression “Up or Out” (PDQ) Head Heart IQ EQ “Professional” Passionate Stoic, humble leaders Noisy, emotional “characters” in charge Hire for Resume Hire for intangibles Measured-thoughtful Relentless, pig-headed approach determination Teamwork comes first Teamwork and disruptive individuals equal billing Listen to customers Lead customers Customer “involvement” Intimate-Seamless customer inter-twining “Them” “Us” MBM (Management MBWA by memo) MBA MFA Shareholder Value Great people-product rule comes first Work smart Work hard Built to last Built to Rock the World Reward successes Reward (EXCELLENT) failures Quality first! Design 1T Quality first Innovation 1T High-quality Jaw-dropping Experience transaction CVs demo consistent CVs feature Magic Moments performance Good grades Cool stuff Operational excellence World-rocking INNOVATION :  “Them” “Us” MBM (Management MBWA by memo) MBA MFA Shareholder Value Great people-product rule comes first Work smart Work hard Built to last Built to Rock the World Reward successes Reward (EXCELLENT) failures Quality first! Design 1T Quality first Innovation 1T High-quality Jaw-dropping Experience transaction CVs demo consistent CVs feature Magic Moments performance Good grades Cool stuff Operational excellence World-rocking INNOVATION “Them” “Us” Brand Lovemark Best analysis wins Best STORY wins “Beyond politics” Politics-is-life, the rest is details Outsource Bestsource “Motivate” Send on QUESTS “Motivate” Invite Measured language HOT language Product-Service Gamechanging SOLUTION, Thrilling EXPERIENCE, DREAM come true, LOVEMARK Pastel Technicolor Better Different “Mission success” “Mission EXCELLENCE” Very good EXCELLENCE. ALWAYS. :  “Them” “Us” Brand Lovemark Best analysis wins Best STORY wins “Beyond politics” Politics-is-life, the rest is details Outsource Bestsource “Motivate” Send on QUESTS “Motivate” Invite Measured language HOT language Product-Service Gamechanging SOLUTION, Thrilling EXPERIENCE, DREAM come true, LOVEMARK Pastel Technicolor Better Different “Mission success” “Mission EXCELLENCE” Very good EXCELLENCE. ALWAYS. Porter. Drucker. Bennis. Peters.:  Porter. Drucker. Bennis. Peters. Importance of Success Factors by Various “Gurus”/Biased 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:  Importance of Success Factors by Various “Gurus”/Biased 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 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 :  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.:  good words. Bad words. Words that may NOT be used in my presence: “Motivate” “Market”:  Words that may NOT be used in my presence: “Motivate” “Market” Words that may NOT be used in my presence: “Motivate”:  Words that may NOT be used in my presence: “Motivate” “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner:  “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner Words that may NOT be used in my presence: “Market”:  Words that may NOT be used in my presence: “Market” Sell Sell Sell:  Sell Sell Sell Words that may NOT be used in my presence: “Motivate” … “Market” … “MBA” … “Plan” (mostly) … “Worker” … “Job” … “Task” … “Exceeds expectations” … “HR” … “Employee evaluation” … “Man” (mostly) … “Shareholder Value”:  Words that may NOT be used in my presence: “Motivate” … “Market” … “MBA” … “Plan” (mostly) … “Worker” … “Job” … “Task” … “Exceeds expectations” … “HR” … “Employee evaluation” … “Man” (mostly) … “Shareholder Value” Words that MAY be used in my presence: “Invite” (v. “Motivate”) … “Sell” (v. “Market”) … “People” (we’d like to serve) (v. “Market segment”) … “Client” (v. “Customer”) “OJT/MFA” (v. “MBA”) … “Act”/ “Execute” (v. “Plan”) … “Talent” (v. “Worker”) … “Quest”/“Adventure-in-EXCELLENCE” (v. “Job”) … “Wow Project” (v. “Task”) … “Rockin’ (profit-makin’) PSF” (v. “Department”) … “Theater” (v. “Office”) … “Breathtaking Experience” (v. “Transaction” that “Exceeds expectations”) … “Talent Fanatics Inc” (v. “HR”) … “Brand You adventure” (v “Career development”) “Annual Report development session” … (v. “Employee evaluation”) … “Woman” (v. “Man”) …:  Words that MAY be used in my presence: “Invite” (v. “Motivate”) … “Sell” (v. “Market”) … “People” (we’d like to serve) (v. “Market segment”) … “Client” (v. “Customer”) “OJT/MFA” (v. “MBA”) … “Act”/ “Execute” (v. “Plan”) … “Talent” (v. “Worker”) … “Quest”/“Adventure-in-EXCELLENCE” (v. “Job”) … “Wow Project” (v. “Task”) … “Rockin’ (profit-makin’) PSF” (v. “Department”) … “Theater” (v. “Office”) … “Breathtaking Experience” (v. “Transaction” that “Exceeds expectations”) … “Talent Fanatics Inc” (v. “HR”) … “Brand You adventure” (v “Career development”) “Annual Report development session” … (v. “Employee evaluation”) … “Woman” (v. “Man”) … Words that MAY be used in my presence: … “Wow!” (v. “Nice”) … “Bloody-minded” (v. “Committed”) … “Thank you! (v. “____”) … “Attack”/Innovate (v. “defend”/Entrench) … “Great stuff. Great people. ‘Do it’ fanatics.” (v. “shareholder value”) … “EXCELLENCE. ALWAYS.” (v. “Good work”) (v. “shareholder value”) :  Words that MAY be used in my presence: … “Wow!” (v. “Nice”) … “Bloody-minded” (v. “Committed”) … “Thank you! (v. “____”) … “Attack”/Innovate (v. “defend”/Entrench) … “Great stuff. Great people. ‘Do it’ fanatics.” (v. “shareholder value”) … “EXCELLENCE. ALWAYS.” (v. “Good work”) (v. “shareholder value”) Slide102:  Radically Thrilling Language! “Radically Thrilling.” —BMW Z4 (ad) EXCELLENCE: MANAGEMENT VERSUS (??) LEADERSHIP :  EXCELLENCE: MANAGEMENT VERSUS (??) LEADERSHIP LEADERSHIP (Eternal!): Invigorate a sizeable # of people to Aspire to Excellence in pursuit of a Common (Noble) Goal that revolves around service-of-exceptional-value to Clients:  LEADERSHIP (Eternal!): Invigorate a sizeable # of people to Aspire to Excellence in pursuit of a Common (Noble) Goal that revolves around service-of-exceptional-value to Clients RIGHT THINGS. THINGS RIGHT. :  RIGHT THINGS. THINGS RIGHT. Not! “Leadership is doing the right things. Management is doing things right.” —WB et al. :  Not! “Leadership is doing the right things. Management is doing things right.” —WB et al. The Twain SHALL Meet! Leadership: Invite Associates/Colleagues/Talent to join a Gaspworthy Adventure in EXCELLENCE which will provide matchless Personal and Professional Growth and be of Dramatically Different Service to selected Clients Management: Do it!:  The Twain SHALL Meet! Leadership: Invite Associates/Colleagues/Talent to join a Gaspworthy Adventure in EXCELLENCE which will provide matchless Personal and Professional Growth and be of Dramatically Different Service to selected Clients Management: Do it! DRUCKER’S GREAT CONTRIBUTION: management per se as a/the principal determinant of institutional effectiveness:  DRUCKER’S GREAT CONTRIBUTION: management per se as a/the principal determinant of institutional effectiveness Slide109:  “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald “Leadership” v. “Management” “In [President Bush’s] belief that America needed to respond resolutely to the dangers of terrorism, tyranny and proliferation, he was mainly right. His chief failures stem from incompetent execution.” —The Economist/05.13.2006:  “Leadership” v. “Management” “In [President Bush’s] belief that America needed to respond resolutely to the dangers of terrorism, tyranny and proliferation, he was mainly right. His chief failures stem from incompetent execution.” —The Economist/05.13.2006 “Execution is strategy.” —TP (1983) “Operations is policy.” —Fred Malek (1977):  “Execution is strategy.” —TP (1983) “Operations is policy.” —Fred Malek (1977) EXCELLENCE. ALWAYS. :  EXCELLENCE. ALWAYS. “Why in the world did you go to Siberia?”:  “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.:  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* ** (*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 Creative Endeavor. Business: The Ultimate Personal Development-Growth Experience.:  Business: The Ultimate Personal Development-Growth Experience. Business: The Ultimate Transcendent Service Opportunity.:  Business: The Ultimate Transcendent Service Opportunity. Slide119:  A Comment on Tom Peters in the Context of the Reagan Revolution … “Tom Peters and Steve Jobs did more to make business cool ‘for the rest of us’ than any others.” —Rich Karlgaard, publisher, Forbes “To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” —Richard Branson:  “To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” —Richard Branson EXCELLENCE. HTSH. :  EXCELLENCE. HTSH. HTSH: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. Key words: Commit! Engage! Try! Fail! Persist! *HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit:  HTSH: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. Key words: Commit! Engage! Try! Fail! Persist! *HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit EXCELLENCE. DEFINED. :  EXCELLENCE. DEFINED. Great Companies … SET THE AGENDA.* (PERIOD.) * “disturb the sleep of …:  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 :  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 Built to Last vs Built for Impact “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 will become ever more fleeting. 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.” —Kjell Nordström and Jonas Ridderstråle, Funky Business:  Built to Last vs Built for Impact “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 will become ever more fleeting. 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.” —Kjell Nordström and Jonas Ridderstråle, Funky Business Slide127:  “Life is occupied in both perpetuating itself and in surpassing itself. If all it does is maintain itself, then living is only not dying.” —Simone de Beauvoir “… Longevity has its place, but I’m not concerned about that now. I just want to do God’s will, and He’s allowed me to go up the mountain. And I’ve looked over. And I have seen the Promised Land. And I don’t mind. … I may not get there with you. …” —MLK/Memphis 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?):  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. YOU & ME. :  EXCELLENCE. YOU & ME. “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003:  “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003 “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:  “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 “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.:  “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. Be-Do:  Be-Do “Work on me first.” —Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations:  “Work on me first.” —Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG :  “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG “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:  “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 VALUE ADDED #1:  VALUE ADDED #1 EXCELLENCE. REVENUE. MATTERS. MOST. :  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 :  “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 EXCELLENCE. SELL. SELL. SELL. :  EXCELLENCE. SELL. SELL. SELL. This is not about … “customer centrism” “integrated marketing” etc. etc. etc. It is about …:  This is not about … “customer centrism” “integrated marketing” etc. etc. etc. It is about … … sellin’ a whole lotta stuff and having customers go bananas with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses.:  … sellin’ a whole lotta stuff and having customers go bananas with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses. Slide143:  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) Slide144:  . “Everyone lives by selling something.” – Robert Louis Stevenson Sell Sell Sell:  Sell Sell Sell CRO* *Chief Revenue Officer:  CRO* *Chief Revenue Officer Slide147:  “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 TP.27 … on Selling (Short) (Personal):  TP.27 … on Selling (Short) (Personal) Out-prepare!! (huge time commitment!) Learn the “culture” Practice! Care-Empathy Listen-Empathetic listening (SC) “Listen”-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-“Authenticity”!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (“Best story wins”) Selling: Yourself! (Brand you) “Obvious” Wow! No exaggeration! Spell out commitments! SIMPLE timeline Sell “inside”-First! Thorough! Relationships-“Way down”!! Time!!!! (E.g., build trust) Ooze integrity Introduce 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):  Out-prepare!! (huge time commitment!) Learn the “culture” Practice! Care-Empathy Listen-Empathetic listening (SC) “Listen”-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-“Authenticity”!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (“Best story wins”) Selling: Yourself! (Brand you) “Obvious” Wow! No exaggeration! Spell out commitments! SIMPLE timeline Sell “inside”-First! Thorough! Relationships-“Way down”!! Time!!!! (E.g., build trust) Ooze integrity Introduce to rest of team, esp. “mechanics” SBWA (5K for 5M) Remember: Close! Gotta-make-a-profit (be ready to walk away!) “Good loss” Don’t dis competitors!! Make her-him-target SUCCESSFUL (in a personal way) C(I)>C(X):  C(I)>C(X) “It’s always showtime.” —David D’Alessandro, Career Warfare :  “It’s always showtime.” —David D’Alessandro, Career Warfare GE (more or less): The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/0402.2006:  GE (more or less): The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/0402.2006 VALUE ADDED #2:  VALUE ADDED #2 EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE. :  EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE. EXCELLENCE. WANTING. :  EXCELLENCE. WANTING. This is not a “mature category.”:  This is not a “mature category.” This is an “undistinguished category.”:  This is an “undistinguished category.” “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.” Kjell Nordström and Jonas Ridderstråle, Funky Business:  “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.” Kjell Nordström and Jonas Ridderstråle, Funky Business Slide159:  Line Extensions: 86 percent of new products. 62 percent of revenues. 39 percent of profit. Source: Blue Ocean Strategy, Chan Kim and Renée Mauborgne “The Bottleneck 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 top!” — Gary Hamel/Harvard Business Review:  “The Bottleneck 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 top!” — Gary Hamel/Harvard Business Review EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE. :  EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE. $798:  $798 $415/SqFt/Wal*Mart $798/SqFt/Whole Foods:  $415/SqFt/Wal*Mart $798/SqFt/Whole Foods 7X. 730A-800P. F12A.* *’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.:  7X. 730A-800P. F12A.* *’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a. :   “It’s simple, really, Tom. Hire for s, and, above all, promote for s.” —Starbucks middle manager/field:  “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 :  “A man without a smiling face must not open a shop.” —Chinese Proverb #1/100 “Best Companies to Work for”/2005 :  #1/100 “Best Companies to Work for”/2005 Slide169:  Wegmans EXCELLENCE. #1T. :  EXCELLENCE. #1T. Donnelly’s Weatherstrip Service Weymouth MA:  Donnelly’s Weatherstrip Service Weymouth MA EXCELLENCE. #1T. :  EXCELLENCE. #1T. Cirque du Soleil!:  Cirque du Soleil! 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!:  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! Tattoo Brand: What % of users would tattoo the brand name on their body?:  Tattoo Brand: What % of users would tattoo the brand name on their body? 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:  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 Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity :  Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity “A man without a smiling face must not open a shop.” —Chinese Proverb :  “A man without a smiling face must not open a shop.” —Chinese Proverb EXCELLENCE. NO EXCUSES. :  EXCELLENCE. NO EXCUSES. Summary: WallopWal*Mart16* *Or: Why it’s so absurdly easy to beat a GIANT Company :  Summary: WallopWal*Mart16* *Or: Why it’s so absurdly easy to beat a GIANT Company Slide181:  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!!) “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 can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s 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. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s 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 taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003:  “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 can

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