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Could Thoroughly Rotten Times Be The Ultimate Opportunity For Greatness/Excellence?* (*Hint: The Answer May Be/Is “Yes.”) (*Hint: What’s the Alternative?) London/15.01.09. “When the seas are calm, all ships alike show mastership in floating.” —WSC* (*with apologies).

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Could Thoroughly

Rotten Times

Be The Ultimate Opportunity For Greatness/Excellence?*

(*Hint: The Answer

May Be/Is “Yes.”)

(*Hint: What’s the Alternative?)

London/15.01.09


“When the seas are calm, all ships alike show mastership in floating.”—WSC* (*with apologies)


On NELSON: in floating.”“[other] admirals more frightened of losing than anxious to win”


Tom Peters’ in floating.”

Excellence.

Always.

Results Group/Auckland/19.02.09


NOTE in floating.”:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”


1982 in floating.”


Excellence1982: The Bedrock “Eight Basics” in floating.”

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”


“Breakthrough” 82* in floating.”

People!

Customers!

Action!

Values!

*In Search of Excellence


2007 in floating.”


Why in the in floating.”

World did you

go to Siberia?


Enterprise in floating.”* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum

concerted human

potential in the wholeheartedservice of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners


2007 in floating.”


Organizations in floating.”exist to serve. Period.

Leaders live to

serve. Period.


… no less than in floating.”Cathedralsin which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed in passionate pursuit of … Excellence.


“The role of the Director is to create a space where the actors and actresses canbecome more than they’ve ever been before, more than they’ve dreamed of being.”—Robert Altman, Oscar acceptance speech


Leaders serve people period inspired by robert greenleaf
“Leaders actors and actresses can‘SERVE’ people. Period.”—inspired by Robert Greenleaf


“Business has to give people enriching, rewarding lives, actors and actresses can

or it's simply not worth doing.”—Richard Branson


“Too Much Cost, Not Enough Value” … “Too Much Speculation, Not Enough Investment” … “Too Much Complexity, Not Enough Simplicity” … “Too Much Counting, Not Enough Trust” … “Too Much Business Conduct, Not Enough Professional Conduct” … “Too Much Salesmanship, Not Enough Stewardship” … “Too Much Focus on Things, Not Enough Focus on Commitment” … “Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values” … “Too Much ‘Success,’ Not Enough Character” —chapter titles from John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)


“Managers have lost dignity over the past decade in the face of wide spread institutional breakdown of trust and self-policing in business. To regain society’s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians. In other words, it is time hat management became a profession.”—Rakesh Khurana &

Niin Nohria, “I’s ime To Make Management a True Profession,” HBR/10.08


The 19 E face of wide spread institutional breakdown of trust and self-policing in business. To regain society’s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians. In other words, it is time hat management became a profession.”s of Excellence


If Not Excellence, What? face of wide spread institutional breakdown of trust and self-policing in business. To regain society’s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians. In other words, it is time hat management became a profession.”

If Not Excellence Now, When?

The “19 Es” of Excellence

Enthusiasm.(Be an irresistible force of nature!)

Energy.(Be fire! Light fires!)

Exuberance.(Vibrate—cause earthquakes!)

Execution.(Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel!

Adhere to the Bill Parcells doctrine: “Blame nobody! Expect nothing! Do something!”)

Empowerment.(Respect and appreciation! Always ask, “What do you think?”

Then: Listen! Liberate! Celebrate! 100% innovators or bust!)

Edginess.(Perpetually dancing at the frontier, and a little or a lot beyond.)

Enraged.(Determined to challenge & change the status quo!)

Engaged.(Addicted to MBWA/Managing By Wandering Around. In touch. Always.)

Electronic.(Partners with the world 60/60/24/7 via electronic community building

and entanglement of every sort. Crowdsourcing/doing power!)

Encompassing.(Relentlessly pursue diverse opinions—the more diversity the merrier! Diversity per se “works”!)

Emotion.(The alpha. The omega. The essence of leadership. The essence of sales.

The essence of marketing. The essence. Period. Acknowledge it.)

Empathy.(Connect, connect, connect with others’ reality and aspirations! “Walk

in the other person’s shoes”—until the soles have holes!)

Experience.(Life is theater! Make every activity-contact memorable! Standard:

“Insanely Great”/Steve Jobs; “Radically Thrilling”/BMW.)

Eliminate.(Keep it simple!)

Errorprone.(Ready! Fire! Aim! Try a lot of stuff and make a lot of booboos and then try some more stuff

and make some more booboos—all of it at the speed of light!)

Evenhanded.(Straight as an arrow! Fair to a fault! Honest as Abe!)

Expectations.(Michelangelo: “The greatest danger for most of us is not that our aim is too high and we miss it,

but that it is too low and we reach it.” Amen!)

Eudaimonia.(Pursue the highest of human moral purpose—the core of Aristotle’s philosophy. Be of service. Always.)

Excellence.(The only standard! Never an exception! Start now! No excuses! If not Excellence, what?

If not Excellence now, when?)



1 minute
“1 Excellence?”minute”


76 Excellence?”


Commerce bank from service to experience 7x 730a 800p f12a
Commerce Bank: From “Service” to “Experience” Excellence?”7X. 730A-800P. F12A.


* Excellence?”Commerce/7 days/730A-8P/Midnight

Friday/645A.M./2 for “No”

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes

*Listen up/18


The Commerce Bank Model Excellence?”“every computer at commerce bank has a specialredkey on it that says, ‘found something stupid that we are doing that interferes with our ability to service the customer? Tell us about it, and if we agree, we will give you $50.’”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman


Experience: “Rebel Lifestyle!” Excellence?”“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


Excellence?”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 Commerce Bank Model Excellence?”“cost cutting is a death spiral.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman


The Commerce Bank Model Excellence?”“over-invest in our people, over-invest in our facilities.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman


Wallopwal mart16 or why it s so absurdly easy to beat a giant company
WallopWal*Mart16* Excellence?”*Or: Why it’s so ABSURDLY EASY to BEATa GIANT Company


“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


The “Small Guys” Guide: Wallop Wal*Mart16 from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious

*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!!)


“You do not merely want to be from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousthe best of the best.You want to be considered the only ones who do what you do.”—Jerry Garcia


The “Small Gu from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousys” Guide: Wallop Wal*Mart16

*Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”)

*A community star! (“Sell” local-ness per se. Sell the hell out of it!)

*An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”)

*DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)


The “Small Gu from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousys” Guide: Wallop Wal*Mart16

*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)

*Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)

*Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)

*Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)


The “Small Gu from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousys” Guide: Wallop Wal*Mart16

*Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)

*Focus on women-as-clients. (Most don’t. How stupid.)

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


Small giants companies that choose to be great instead of big by bo burlingham
Small Giants: Companies That Choose To Be Great Instead from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousOf Big—by Bo Burlingham


Small Giants/Bo Burlingham from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious

"First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create.""Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." "Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'" "Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."


Small Giants/Bo Burlingham from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious

"Fifth, the companies also had what struck me as unusually intimate workplaces." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."


4 japan 2t usa 2t china
#4 Japan from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious#2T USA#2T China


4 japan 3 usa 2 china 1 germany
#4 Japan from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious#3 USA#2 China#1 Germany


Reason mittelstand
Reason!!! from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousMittelstand


Goldmann produktions 11 50 5m dip and coat expensive pigments vs through coloring fadesbekro chemie
Goldmann Produktions from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious(11/50%/$5M/”dip and coat,” expensive pigments vs “through coloring,” fadesBekro Chemie)


*Commerce/7 days/730A-8P/Midnight from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious

Friday/645A.M./2 for “No”/

Red Button/Dog biscuits

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes


Jim’s Mowing Canada from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious

Jim’s Mowing UK

Jim’s Antennas

Jim’s Bookkeeping

Jim’s Building Maintenance

Jim’s Carpet Cleaning

Jim’s Car Cleaning

Jim’s Computer Services

Jim’s Dog Wash

Jim’s Driving School

Jim’s Fencing

Jim’s Floors

Jim’s Painting

Jim’s Paving

Jim’s Pergolas [gazebos]

Jim’s Pool Care

Jim’s Pressure Cleaning

Jim’s Roofing

Jim’s Security Doors

Jim’s Trees

Jim’s Window Cleaning

Jim’s Windscreens

Note: Download, free, Jim Penman’s book:

What Will They Franchise Next? The Story of Jim’s Group


Basement systems inc larry janesky dry basement science 115 000 1990 0 2003 13m 2007 62 000 000
*Basement Systems Inc. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious*Larry Janesky*Dry Basement Science(115,000!)*1990: $0; 2003: $13M; 2007: $62,000,000


*Commerce/7 days/730A-8P/Midnight from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious

Friday/645A.M./2 for “No”/

Red Button/Dog biscuits

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes


“I regard from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obviousapologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.”—Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successfu.


Relationships from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious(of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.


THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.*

*PERCEPTION IS ALL THERE IS!


“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay


*Commerce/7 days/730A-8P/Midnight which strike deepest in the grateful and appreciating heart.”

Friday/645A.M./2 for “No”

*Larry Janesky/Jim Penman/not cool

can be very cool

*Granite Rock/Cross it off/Wash trucks

*Elgin Corrugated Box/Promised vs

Delivered

*5X/Acquire vs maintain (Higher

“market share” current)

*Reichheld/One question

*Comeback>Perfection

*Apologize/“Bedside manner”/Lawsuits

*“Thank you”/10 years

*Make the call/3 minutes

*Listen up/18


18” which strike deepest in the grateful and appreciating heart.”


*$100+ purchase/3-cent lemon which strike deepest in the grateful and appreciating heart.”

*National “Brand”/2-cent candy

*Disney parking lot attendants (PPSI)

*Dave Linnegar/REMAX/“Life success

company”

*Hal Rosenbluth/“The Customer Comes

Second”/Tears for Hal

*Griffin–Planetree/5 Pianos/“Kindness

is free”/0-15/Cookie smells/Map/#6

*Flowers/No cars/Street sweeper/

Mechanics’ business cards (TAC/

Drive by)

*Bill & Dave knew/MBWA (“WALK”)


The Customer Comes Second: Put Your People First and Watch ’em Kick Butt—Hal Rosenbluth and

Diane McFerrin Peters* (*no relation)


“You have to treat your employees like customers.” ’em Kick Butt—Herb Kelleher, complete answer, upon being asked his “secrets to success”

Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the

way in Dallas American Airlines’ pilots were picketing the Annual Meeting)


We are a life success company dave liniger founder re max
“We are a ‘Life Success’ Company.” ’em Kick ButtDave Liniger, founder, RE/MAX


*$100+ purchase/3-cent lemon ’em Kick Butt

*National “Brand”/2-cent candy

*Disney parking lot attendants (PPSI)

*Dave Linnegar/REMAX/“Life success

company”

*Hal Rosenbluth/“The Customer Comes

Second”/Tears for Hal

*Griffin–Planetree/5 Pianos/“Kindness

is free”/0-15/Cookie smells/Map/#6

*Flowers/No cars/Street sweeper/

Mechanics’ business cards (TAC/

Drive by)

*Bill & Dave knew/MBWA (“WALK”)


none ’em Kick Butt!


Press Ganey Assoc ’em Kick Butt:139,380 former patients from 225 hospitals:noneof THE top 15 factors determining Patient Satisfaction referred to patient’s health outcomeP.S.directly related to StaffInteractionP.P.S.directly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel


Kindness is free
“Kindness is free.” ’em Kick Butt


“There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.”—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel


*$100+ purchase/3-cent lemon require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

*National “Brand”/2-cent candy

*Disney parking lot attendants (PPSI)

*Dave Linnegar/REMAX/“Life success

company”

*Hal Rosenbluth/“The Customer Comes

Second”/Tears for Hal

*Griffin–Planetree/5 Pianos/“Kindness

is free”/0-15/Cookie smells/Map/#6

*Flowers/No cars/Street sweeper/

Mechanics’ business cards (TAC/

Drive by)

*Bill & Dave knew/MBWA (“WALK”)


You your calendar calendars never lie
You = Your calendar require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. **Calendars neverlie


*Container Store/2X require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

*Circuit City/Geek Squad (vs Best

Buy/fire senior, hire junior)

*Bloomberg/Send flowers

*Shrink wrap/2X

*Bag size/$B

*Big carts/1.5X

*Lights/Wide isles

*Nudgery/Default, +50%/6.5 v 3.5, etc

*Wegmans/#1

*BIDVest/BKK (Commerce/Radio City

Music Hall)

*First things first/Self-awareness


“Design is require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. everything.

Everything is design.”

“We are all designers.”

Inspiration: The Power of Design: A Force for Transforming Everything, Richard Farson


Nudge sway k i s s keep it simple stupid
Nudge. require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Sway.K.I.S.S.*Keep It Simple, Stupid


401(k) active opt-in: require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. 45%

401(k) as default:86%

Source: New York Times, 1202.08 (research by Richard

Thaler, co-author Nudge)


Behavioral Primacy! require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. E.g.: plate size; location of platters, 6.5 feet Away =-63% “Seconds” Source: Brian Wansink, Mindless Eating (20 lbs per year; 200 decisions per day)


90K in U.S.A. require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. ICUs on any given day; 178 steps/day in ICU.50% stays result in “serious complication”Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


** require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Peter Pronovost, Johns Hopkins, 2001**Checklist, line infections**1/3rd at least one error when he started**Nurses/permission to stop procedure if doc, other not following checklist**In 1 year, 10-day line-infection rate:11% to … 0%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


**Docs, nurses make own checklists on whatever require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. process-procedure they choose**Within weeks, average stay in ICU down 50%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


Socks = 10K require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.


80% require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.


“Everything matters” require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

-80%

Source:Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal

reduces “spillage” by 80%, Schiphol Airport


Design Ubiquity: The Practice of “Nudgery” require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.


Why We Buy/Nudge/Sway/ require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

Kahneman-Tversky

No waste baskets/paper recycling

Cases vs charts

Default/401(k)/45% vs 86%

Designer next to the CEO

Opel plant away from factory

Rickover’s chair/Sunlight in my

eyes/LBJ on the edge of the rug

Thank you notes/10 years


Stew/Wrapped and loose fish/2X require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

Stew/No exit aisles

Wal*Mart/Oversized carts

Coins with likenesses

Post Office architecture

Pat visits the Local president

Thom Mayer and the crossed arms

“Management” of body language

(2/3rds of communication)


Prowl the bowels of the require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

organization

First question asked

Top of the agenda

Calendar!

Checklist/Peter Pronovost/ICU line

infections/50%-0%

Visible measures/Creech and

billboards

Creech/mechanics’ “drive by”

Food at front


Seating arrangement require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

Table shape

Physical arrangements (distance,

co-location, grand or not/Apple)

Geologists/Geophysicists

XFX/Cross-functional Excellence

(meetings, talks, etc)

“The hang out axiom” (“We are

what we eat.”)

See greenery, recover faster (map,

smell of cookies, pianos/

Planetree)

Vary road crossing times/engage


Sexy voice/USAF require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

Walls of “yesterday” or “tomorrow”

Staff “lives with” line

“Broken windows”-“beer and piss

patrol”/sense of order, small

crimes beget large ones

Washington and “dress for

success”/winter 1776

Dress code

Fly in the urinal/-80%

Parking lot location/elevator

speed/food court


Plate size/distance from “seconds” require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

(6.5 feet = 63%)

>50 feet = 50 miles/T Allen

Casual gathering places/ “nooks”/

3M-Austin

Walk down the stairs once a month/

9-11 survivor

Glasses in the cup (two weeks)

TP party prep“Renegade” buildingsWelcoming reception area (Insta-

“smell culture”)Burlington Police Department/

decals on glasses/12.31.06


Bike at the door/Running shoes require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

next to the bedMeasures/New (TP & Seabees)Reports (WIAR/Women’s Initiative

Annual Report/Deloitte & Touche)MBWA

Grant sleep on the ground,

travel with one assistantPromotions/Deep dip“Small” personal gesturesFocus/One inescapable campaign/

Welch-GE


*Container Store/2X require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

*Circuit City/Geek Squad (vs Best

Buy/fire senior, hire junior)

*Bloomberg/Send flowers

*Shrink wrap/2X

*Bag size/$B

*Big carts/1.5X

*Lights/Wide isles

*Nudgery/Default, +50%/6.5 v 3.5, etc

*Wegmans/#1

*BIDVest/BKK (Commerce/Radio City

Music Hall)

*First things first/Self-awareness


“Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.”—Edie Seashore (Strategy + Business #45)


To develop others start with yourself marshall goldsmith
“To develop others, start with yourself.” around you is what distinguishes a superior leader.”—Marshall Goldsmith


“How can a high-level leader like _____ be so out of touch with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. The problem is an acute lack of feedback [especially on people issues].”—Daniel Goleman (et al.), The New Leaders


*Container Store/2X with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

*Circuit City/Geek Squad (vs Best

Buy/fire senior, hire junior)

*Bloomberg/Send flowers

*Shrink wrap/2X

*Bag size/$B

*Big carts/1.5X

*Lights/Wide isles

*Nudgery/Default, +50%/6.5 v 3.5, etc

*Wegmans/#1

*BIDVest/BKK (Commerce/Radio City

Music Hall)

*First things first/Self-awareness


* with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. Fred S./curiosity/“Who’s the most

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world


Vanity Fair: with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. “What is your most marked characteristic?”

Mike Bloomberg:

“Curiosity.”


*Fred S./curiosity/“Who’s the most with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world


We with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. are the company

we keep


The “We are what we eat” axiom: with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about:“Innovate, ‘Yes’ or ‘No’ ”


Measure “Strangeness”/Portfolio Quality with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. StaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard


“[CEO A.G.] Lafley has shifted with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. P&G’sfocus on inventing all its own products to developing others’ inventions at least half the time. One successful example Mr. Clean Magic Eraser, based on a product found in an Osaka market.”—Fortune


with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. …Diversitytrumped ability.”—Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity


*Fred S./curiosity/“Who’s the most with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

* #1. Period. Hiring.

* #1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world


“In short, hiring is with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. the most important aspect of business and yet remains woefully misunderstood.”

Source: Wall Street Journal, 10.29.08,

review ofWho: The A Method for Hiring,

Geoff Smart and Randy Street


“Development can help great people be even better— with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.”—Paul Russell, Director, Leadership & Development, Google


Who? with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

—The screening interview

—The “Topgrading Interview”

(story and patterns)

—Focused interview

—Reference interview*

*Detailed rituals, goals, followup

Source: Who: The A Method for Hiring,

Geoff Smart and Randy Street


2 year legacy
2/year = legacy. with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.


1 cause of dis satisfaction
#1 with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. cause ofDis-satisfaction?


*Fred S./curiosity/“Who’s the most with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world


“We are thoughtful in all we do.” with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.


Thoughtfulness with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. is key to customer retention.

Thoughtfulness is key to employee recruitment

and satisfaction.

Thoughtfulness is key to brand perception.

Thoughtfulness is key to your ability to look in the mirror—and tell your kids about your job.

“Thoughtfulness is free.”

Thoughtfulness is key to speeding things up—

it reduces friction.

Thoughtfulness is key to transparency and even

cost containment—it abets rather than stifles

truth-telling.


*Fred S./curiosity/“Who’s the most with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

interesting person you’ve met in the

last 90 days? How do I contact him or

her?”

*Innovation #1/You are who you hang

out with./Customers/Vendors/Lunch

dates/Vacations/Community contacts/

Board members/etc.

*#1. Period. Hiring.

*#1T. Promoting./10 in 5

*Stranger’s funeral/Net worth?

*Decency/“Thoughtful in all we do.”

*ROIR/Tea &Independence/Vlad goes

partying/EVII dances & shakes the

world


with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.


“Allied commands depend on mutual confidence with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

[and this confidence]

is gained, above all

through the development

of friendships.”

—General D.D. Eisenhower,

Armchair General * (05.08)*“Perhaps his most outstanding ability [at West Point] was

the ease with which he made friends and earned the trust

of fellow cadets who came from widely varied backgrounds;

it was a quality that would pay great dividends during his future coalition command.”


Give good tea
Give with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. good tea!


“Berezovsky … came under attack from the newly with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

powerful Primakov, and was shunned by most of the

political elite. Putin made a point of attending Berezovsky’s wife’s birthday party. Berezovsky repaid Putin by championing his candidacy to run the F.S.B., Russia’s secret police, formerly the K.G.B., and ultimately by suggesting that the Family make him president.To sum up, the man’s qualifications were: he did not take a bribe from a car dealership and had been unafraid to go to a party for an acquaintance who had fallen into disfavor.”—”Dead Soul,”

Vanity Fair, October 2008


The Real World’s “Little” Rule Book with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

Ben/tea

Norm/tea

DDE/make friends

WFBuckley/make friends-help friends

Gust/Suck down

Charlie/poker pal-BOF

Eddie VII/dance-flatter-mingle-learn the language

Vlad/birthday party of outgroup guy’s wife

CIO/finance network

ERP installer/consult-“one line of code”

GE Energy/make friends risk assessment

GWB/check the invitation list

GHWB/T-notes

Hank/60 calls

MarkM/5K-5M

Delaware/show up

Oppy/snub Lewis Strauss

NM/smile

-$4.3T/tin ear

TP/3M, I’m sorry

tp.com/Big 4-What do you think?

Women/genes

Banker/after church

Total Bloody Mess/Can they pay back the loan?


* with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. Top4/“What do you think?”

*Matthew Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing


“The four most important words in any organization with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

are …‘What do you think?’ ”

Source: courtesy Dave Wheeler, posted at

tompeters.com, source of original unknown (0609.08)


*Top4/“What do you think?” with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

*Matthew Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing


The Dream Manager with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. —Matthew Kelly“An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business.Our employees are our first customers, and our most important customers.”


*Top4/“What do you think?” with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

*Matthew Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing


Conrad Hilton, at a gala celebrating his life, with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer …


Conrad Hilton, at a gala celebrating his life, with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer: “remember to tuck the shower curtain inside the bathtub”


Execution is strategy fred malek fffffii
“Execution with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. is strategy.”—Fred Malekfffffii


Almost inhuman disinterestedness in strategy josiah bunting on u s grant from ulysses s grant
“almost inhuman disinterestedness in … strategy” with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. —Josiah Bunting on U.S. Grant (from Ulysses S. Grant)


*Top4/“What do you think?” with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

*Michael Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing


PSF Transformation: Credit De with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. partment/TrekWasIsCredit DeptFinancial ServicesHammer on dealers untilMake dealers successful so theythey payCAN payAR sold to 3rd partyTrek is the commercial financialcommercial co.Company23 employees12 employeesOversee peak AR of $70MOversee peak AR of $160MIdentify risky dealersIdentify opportunitiesCost CenterProfit CenterNo productsProducts: Consulting, MC/Visa,Stored value of gift cards, Gift cardperipherals, Online paymentsSource: John Burke/0330.06


*Top4/“What do you think?” with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be.

*Michael Kelly/“Dream manager”

*XFX/Cross-functional excellence/

Lunch/% of lunches

*“Suck down”

*PSF/Professional Service Firm/Every

function/R&D

*Words matter/“Radically Thrilling”/

“Insanely Great”/“Make something

great”/“Astonish me”/ “Only ones

who …”

*Fred Malek/U.S. Grant/Conrad Hilton

*Gold Corp/Goldrush on the Web/

Crowdsourcing


Rob McEwen/ with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. CEO/Goldcorp Inc./Red Lake goldSource: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams


“The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’”—Headline, FT, 0110.07


* online communities are reaping the benefits of ‘crowdsourcing.’”Podcasting/Is there a 4-year-old on

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows


“In Blackburn, online communities are reaping the benefits of ‘crowdsourcing.’”four-year-olds are making podcasts. In Suffolk, the sometimes tedious and impractical ritual of morning Assembly has been replaced in one school by a news video compiled by pupils; posting it on YouTube means parents can watch as well—and they do. … Learners at all stages and ages, from all over the world, are downloading free tutorials while they replenish their iPods, courtesy of iTunes U. …

Source: The Guardian, 0113.09, “Resource 2009,” a preview of BETT 2009


*Podcasting/Is there a 4-year-old on online communities are reaping the benefits of ‘crowdsourcing.’”

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows


Nothing is so contagious as enthusiasm samuel taylor coleridge
“Nothing is so contagious as enthusiasm.” online communities are reaping the benefits of ‘crowdsourcing.’”—Samuel Taylor Coleridge


Tp how to flush 500 000 down the toilet in one easy lesson
TP: online communities are reaping the benefits of ‘crowdsourcing.’”“How to flush $500,000 down the toilet in one easy lesson!!”


Capex people
< CAPEX online communities are reaping the benefits of ‘crowdsourcing.’”> People!


Our Mission online communities are reaping the benefits of ‘crowdsourcing.’”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


Brand talent
Brand = Talent. online communities are reaping the benefits of ‘crowdsourcing.’”


*Podcasting/Is there a 4-year-old on online communities are reaping the benefits of ‘crowdsourcing.’”

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows


“Forget online communities are reaping the benefits of ‘crowdsourcing.’”China, India and the Internet: Economic Growth Is Driven by Women.”—Headline, Economist, April 15, 2006, Leader, page 14


Women are the majority market fara warner the power of the purse
“Women are online communities are reaping the benefits of ‘crowdsourcing.’”themajority market”—Fara Warner/The Power of the Purse


“The online communities are reaping the benefits of ‘crowdsourcing.’”most significant variableineverysales situation is thegender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.”—Jeffery Tobias Halter, Selling to Men, Selling to Women


The Perfect Answer online communities are reaping the benefits of ‘crowdsourcing.’”

Jill and Jack buy slacks in black…


Cases! Cases! Cases! online communities are reaping the benefits of ‘crowdsourcing.’”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


“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


companies poised to benefit from women’s increased purchasing power; AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”TITLE/ Special Report/ BusinessWeek


10 UNASSAILABLE REASONS WOMEN RULE companies poised to benefit from women’s increased purchasing power;

Women make [all] the financial decisions.Womencontrol [all] the wealth.

Women [substantially] outlive men.

Women start most of the new businesses.

Women’s work force participation rates have

soared worldwide.

Women are closing in on “same pay for same

job.”

Womenare penetrating senior ranks rapidly

[even if the pace is slow for the corner

office per se].

Women’sleadership strengths are exceptionally well

aligned with new organizational effectiveness

imperatives.

Women are better salespersons than men.

Women buy [almost] everything—commercial

as well as consumer goods.

So what exactly is the point of men?


“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.”—Aude Zieseniss de Thuin, Financial Times, 10.03.2006


!!!!!!!!!!!!!!!!! linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.

“People turning 50 today have more thanhalf of their adult life ahead of them.”—Bill Novelli, 50+: Igniting a Revolution to Reinvent America


7/13 linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.


2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.18-44: -1%55+: +21%(55-64: +47%)


44-65 linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.:“New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder


linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.Baby-boomer Women: The Sweetest of Sweet Spots for Marketers”—David Wolfe and Robert Snyder, Ageless Marketing


We are the linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.Aussies & Kiwis &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—andwe will be the Center of your universe for the next twenty-five years. We have arrived!


We are the linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.Kiwis & Aussies &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—andwe will be the Center of your universe for the next twenty-five years. We have arrived!


*Podcasting/Is there a 4-year-old on linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.

the top team?

*What’s in a word?/Excellence

*“Hard is soft. Soft is hard.”/

Intangibles/Perception

*Enthusiasm

*Gorillas in our midst/50%+

*She/the market

*She/the leader

*Boomers/Geezers/$$$$/many/

#1 next 25 years/e55+>e55-

*“Diversity” vs “diversity”

*NZ/“Better By Design”/Steve knows


“You linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.knowa design is goodwhenyou want to lick it.”—Steve Jobs

Source: Design: Intelligence Made Visible,

Stephen Bayley & Terence Conran


Hypothesis design is the p rinci p al difference between love and hate not like and dislike
Hypothesis: linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.DESIGN is the principaldifference between love and hate!**Not “like” and “dislike”


Tg w vs tg r things gone wrong things gone right
<TG linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.Wvs.>TGR[Things Gone WRONG/Things Gone RIGHT]


The black swan has landed
The Black Swan has landed! linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.


*Basics. linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.

*ROIR X10

*Execution X10

*Values X10

*Quality X10

*Empowerment (More initiative)

*Transparency

*Decisiveness

*MBWA

*Communicate X10

*Keep It Simple

*Decency

*Truthfulness


*Energy! linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.

*On guard/Constant attitude checks

*Beware: Training. R&D. Sales. (“Across

the board” = Insanity)

*“Small wins”/Positives

*Deep recession/The best years of our

professional life

*Commitment to growth/All

*Deep recession/Innovation’s finest

hour

*No cut corners

*EXCELLENCE.


A leader is a dealer in hope napoleon tp s writing room pics
“A leader is a linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.dealer in hope.” —Napoleon (+TP’s writing room pics)


USN&WR: linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.What traits do successful activists share?Studs Terkel, age 91:“They have hope, and they imbue others with hope.”


Focus on upside period best time of your life
Focus on upside! linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.Period!Best Time of your life!


On NELSON: linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.“[other] admirals more frightened of losing than anxious to win”


The have you 50
The “Have you …” 50 linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.


Mapping your competitive position or
“Mapping your competitive position” linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.or …


1. linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.Have you in the last 10 days … visited a customer?

2. Have you called a customer … TODAY?

3. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?

4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days?

5. Have you thanked a front-line employee for a small act of helpfulness … in the

last three hours?

6. Have you thanked a frontline employee for carrying around a great attitude … today?

7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operation?

8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation?

9. Have you invited in the last month a leader of another function to your weekly team priorities meeting?

10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)


1 have you in the last 10 days visited a custome r 2 have you called a customer today
1. Have you in the last 10 days … visited a linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.customer?2. Have you called a customer … TODAY?


11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps?

12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps … and what specifically you can do to remove a hurdle? (“Ninety percent of what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” Drucker.)

13. Have you celebrated in the last week a “small” (or large!) milestone reached? (I.e., are you a milestone fanatic?)

14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)

15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing the mark.)

16. Have you in the last six months had a week-long, visible, very intensive visit-“tour” of external customers?

17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, and “into the field” and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small” problem through practical action?

18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come across—away from your industry or function—at a Web site, in a product or its packaging?

19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?

20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in the next fourteen days?


UniCredit Group/ couple of levels down?) about specific deadlines concerning a project’s next steps? UniCredito Italiano* **—3rd party measurement—Customer-initiated measurement—Primary $$$$ incentives—“Factories”—Primary Corporate Initiative—Etc*#13**TP/#1


21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customers—followed by a big celebration of “things gone right”?

22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure?

23. Have you learned the names of the children of everyone who reports to you? (If not, you have six months to fix it.)

24. Have you taken in the last month an interesting-weird outsider to lunch?

25. Have you in the last month invited an interesting-weird outsider to sit in on an

important meeting?

26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc?

27. Have you in the last 24 hours injected into a meeting “I ran across this interesting idea in [strange place]”?

28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, car wash, etc? (And then discussed the relevance to your work.)

29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree “time actually spent” mirrors your “espoused priorities”? (And repeated this exercise with everyone on team.)

30. Have you in the last two months had a presentation to the group by a “weird” outsider?


You your calendar calendars never lie1
You = Your calendar with each (?) of your internal customers—followed by a big celebration of “things gone right”?**Calendars neverlie


31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor organization?

32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks?

33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group?

34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on “action items to be dealt with in the next 4, 48 hours? (And then made this list public—and followed up in 48 hours.) And made sure everyone has at least one such item.)

35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of “best places to work”?

36. Have you in the last month approved a cool-different training course for one

of your folks?

37. Have you in the last month taught a front-line training course?

38. Have you in the last week discussed the idea of Excellence? (What it means, how

to get there.)

39. Have you in the last week discussed the idea of “Wow”? (What it means, how

to inject it into an ongoing “routine” project.)

40. Have you in the last 45 days assessed some major process in terms of the details of the “experience,” as well as results, it provides to its external or internal customers?


41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks?

42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your “management style”—and its long- and short-term impact on the group?

43. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the “blame,” fully deserved or not, for letting the thing-issue fester.)

44. Have you in the last … two hours … stopped by someone’s (two-levels “down") office-workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listen—and

visibly taken notes.)

45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …)

46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversation—and then thanked him or her, perhaps privately, for their contribution?

47. Have you during your tenure instituted very public (visible) presentations of performance?

48. Have you in the last four months had a session specifically aimed at checking on the “corporate culture” and the degree we are true to it—with all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to “real world” “small” cases—not theory.)

49. Have you in the last six months talked about the Internal Brand Promise?

50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?


Relationships a meeting you were supposed to go to which gives them unusual exposure to senior folks?(of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.


R o i r
R.O.I.R. a meeting you were supposed to go to which gives them unusual exposure to senior folks?


R eturn o n i nvestment in r elationships
R a meeting you were supposed to go to which gives them unusual exposure to senior folks?eturn On Investment In Relationships


“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay


(1) which strike deepest in the grateful and appreciating heart.” sum of Projects = Goal (“Vision”)(2) sum of Milestones = project(3) rapid Review + Truth-telling = accountability


Excellence 1 40 try it tom peters
Excellence 1/40: which strike deepest in the grateful and appreciating heart.”Try It!Tom Peters


1/40 which strike deepest in the grateful and appreciating heart.”


try it. Try it. Try it. Try it. which strike deepest in the grateful and appreciating heart.”Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.


What makes god laugh
What makes God laugh? which strike deepest in the grateful and appreciating heart.”


People making plans
People which strike deepest in the grateful and appreciating heart.”makingplans!


The secret of fast progress is inefficienc y fast and furious and numerous failures kevin kelly
“The secret of fast progress is which strike deepest in the grateful and appreciating heart.”inefficiency, fast and furious and numerous failures.”—Kevin Kelly


Do things
do things. which strike deepest in the grateful and appreciating heart.”


We have a strategic plan it s called doing things herb kelleher
“We have a ‘strategic plan.’ It’s called which strike deepest in the grateful and appreciating heart.”doing things.”— Herb Kelleher


Do them
do them. which strike deepest in the grateful and appreciating heart.”


A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.And paid him the agreed upon $25,000.


1. “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”Every morning, write a list of the things that need to be done that day.2.Do them.Source: Hugh MacLeod/tompeters.com/NPR


drill. “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”


“Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”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


Try things
try things. “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”


“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#5.By the time our rivals are

ready with wires and screws, we are on version

#10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.”—Bloomberg by Bloomberg


“Experiment fearlessly” we didn’t think of when we initially wrote the software. Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1


Serious play
SERIOUS we didn’t think of when we initially wrote the software. PLAY


“You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation.” —Michael Schrage,Serious Play


Culture of Prototyping are ready, willing and able to seriously play. ‘“Effective prototyping may be themost valuablecore competence an innovative organization can hope to have.”—Michael Schrage


“Learn not to be careful.” are ready, willing and able to seriously play. ‘—Photographer Diane Arbus to her students (Careful = The sidelines, fromHarriet Rubin in The Princessa)


Think about it innovation reaction to the prototype source michael schrage
Think about It!? are ready, willing and able to seriously play. ‘Innovation = Reaction to the PrototypeSource: Michael Schrage


Screw things up
Screw. things. are ready, willing and able to seriously play. ‘Up.


“Natural selection is death. ... are ready, willing and able to seriously play. ‘Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four billion years of death ... to invent the human mind ...”— The Cobra Event


Fail fail again fail better samuel beckett
“FAIL, FAIL AGAIN. FAIL BETTER.” are ready, willing and able to seriously play. ‘—Samuel Beckett


Fail forward fast high tech ceo pennsylvania
“Fail . are ready, willing and able to seriously play. ‘ Forward. Fast.”High Tech CEO, Pennsylvania


Fail faster succeed sooner david kelley ideo
“Fail faster. Succeed Sooner.” are ready, willing and able to seriously play. ‘David Kelley/IDEO


Sam s secret 1
Sam’s are ready, willing and able to seriously play. ‘Secret #1!


Reward excellent failures punish mediocre successes phil daniels sydney exec
are ready, willing and able to seriously play. ‘Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec


“If people tell me are ready, willing and able to seriously play. ‘they skied all day and never fell down, I tell them to try a different mountain.”—Michael Bloomberg (BW/0625.07)


“In business, you are ready, willing and able to seriously play. ‘reward people for taking risks. When it doesn’tworkout you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.”—Michael Bloomberg (BW/0625.07)


Read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation
Read This! are ready, willing and able to seriously play. ‘Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation


“The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles.”—Newsweek/ Paul Saffo


On NELSON: of earlier triumphs than upon the rubble of earlier debacles.”“[other] admirals more frightened of losing than anxious to win”


Try miss try
try. of earlier triumphs than upon the rubble of earlier debacles.”Miss.try.


Ready fire aim ross perot vs aim aim aim eds vs gm 1985
READY. of earlier triumphs than upon the rubble of earlier debacles.”FIRE!AIM.Ross Perot (vs “Aim! Aim! Aim!”/EDS vs GM/1985)


S a v
S.A.V. of earlier triumphs than upon the rubble of earlier debacles.”


Ideas plans actions
Ideas. of earlier triumphs than upon the rubble of earlier debacles.”Plans.Actions.


Paul Allaire/Xerox: of earlier triumphs than upon the rubble of earlier debacles.”“We are in a brawl with no rules.”TP:“There’s [literally] only one possible answer … Screw Around Vigorously!


No try no deal
No try. of earlier triumphs than upon the rubble of earlier debacles.” No deal.


You miss 100 of the shots you never take wayne gretzky
“You miss of earlier triumphs than upon the rubble of earlier debacles.”100% of the shots you never take.”—WayneGretzky


“Andrew Higgins , who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you can’tdo in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, ‘Andrew Higgins won the war for us. He did it without engineers.’ ”—Stephen Ambrose/Fast Company


Excellence1982: The Bedrock “Eight Basics” to hire graduates of engineering schools.

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”


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