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The Relentless Pursuit of Dramatic Difference: Tom Peters' Excellence 2006

In this thought-provoking presentation, Tom Peters discusses the importance of embracing change, standing out in a crowded market, and the power of innovation. Learn how to create your own path of success and leave a lasting impact.

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The Relentless Pursuit of Dramatic Difference: Tom Peters' Excellence 2006

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  1. Tom Peters’Excellence2006:The RelentlessPursuit ofDramatic Difference!Las Vegas/30 March 2006/LONG

  2. The General’s Story.(And Darwin’s)

  3. “If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army

  4. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  5. My Story.

  6. “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

  7. Point of View!

  8. Whadda World!

  9. New Economy?!Sergey + Larry > Harvard

  10. Pathetic!

  11. “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

  12. Tragic!

  13. Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

  14. All too Common!

  15. This is not a “mature category.”

  16. This is an “undistinguishedcategory.”

  17. “When we did it ‘right’ it was still pretty ordinary.”—Barry Gibbons on “Nightmare No. 1”

  18. Fight ’til Death!“I thought, ‘What a dreadful mission I have in life.’ I’d love to get six-thousand restaurants up to spec, but when I do it’s‘Ho-hum.’It’s bugged me ever since. It’s one of the great paradoxes of modern business. We all know distinction is key, and yet in the last twenty years we have created a plethora of ho-hum products and services. Just go fly in an airplane. It could be such an enlightening experience. Ho-hum.We swim in an ocean of ho-hum, and I’m going to fight it. I’m going to die fighting it.”— Barry Gibbons

  19. InnovateorDie!!

  20. No Option!

  21. “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)

  22. Lessons Learned. GE. Me.

  23. 4/40

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

  25. “HOW THE COAST GUARD GETS IT RIGHT”—Headline, Time, 10.31.2005*Autonomy*Flexibility*“Perhaps the most important distinction of the Coast Guard is that it trusts itself”

  26. “‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.”—Brian Joffe/BIDvest

  27. Ex-e-cu-tion!

  28. “Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  29. “Execution isasystematic processof rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  30. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

  31. Ac-count-a-bil-ity!

  32. “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)

  33. 6:15A.M.

  34. DifferentorDie!!

  35. “Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable growth.” —Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)

  36. Doug Hall:“Dramatic difference”

  37. $798

  38. $415/SqFt/Wal*Mart$798/SqFt/Whole Foods

  39. Whole FoodsAstounding selectionAstounding qualityFun to choose(Buy FAR more than intended)Genius merchandisingUse of colorAttitudeKnowledgeableParkingCheckoutReeks of distinction/DDClean (“Eat off the floor”/the food)

  40. 7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

  41. 4X:“At London Drugs, everyone cares about everything.”—Wynne Powell

  42. Cirque du Soleil!

  43. “Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today?’” —Daniel Lamarre, president, Cirque du Soleil

  44. Donnelly’s Weather-strip ServiceWeymouth MA

  45. Point of View!

  46. Summary:WallopWal*Mart16**Or: Why it’s so unbelievably easy to beat a GIANT Company

  47. 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!!)

  48. Point of View!

  49. PSF!Donnelly’s Weatherstrip ServiceWeymouth MA

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