NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”
FinalTom Peters’ X25*EXCELLENCE. ALWAYS.People.Period.Taleo/0910.2007/San Francisco*In Search of Excellence 1982-2007
“I have always believed that the purpose of the corporation is to be a blessing to the employees.”—Boyd Clarke
Our MissionTo 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
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!
Enterprise* ** (*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
“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
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?”
Organizations exist to serve. Period. Leaders live to serve. Period. Summer 2007.
Organizations exist to serve. Period. Leaders live to serve. Period.
Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain(a 600SF retail space, a 4-person training department, an urban school, a rural school, a city, a nation),create/ must necessarily create organizations which are no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair(We are all entrepreneurs—Muhammad Yunus)of diverse individuals(100% creative Talent—from checkout to lab, from Apple to Wegmans to Jane’s one-person accountancy in Invercargill NZ)is unleashed in passionate pursuit of jointly perceived soaring purpose(= win a Nobel peace prize like Yunus, or at least do something worthy of bragging about 25 years from now to your grandkids)and personal and community and client service Excellence.
Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domaincreate/ must necessarily create organizations which are … no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed … In passionate pursuit of jointly perceived soaring purposeand personal and community and client service Excellence.
… no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed in passionate pursuit of … Excellence.
Such Talent unbound pursue Quests(rapidly and relentlessly experimenting and failing and trying again)which surprise and surpass and redefine the expectations of the individual and the servant leader alike. The collective “products” of these Quests offer the best chance of achieving rapid organizational and individual adaptation to fast-transforming environments, and provide the nutrition for continuing (and sometimes dramatic) re-imaginings which re-draw the boundaries of industries and communities and human achievement and the very conception of what is possible.
In turn, such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement, will automatically create cadres of imaginative and inspiring and determined servant leaders who stick around to take the organization to another level, and then another—or, equally or more important, leave to spread the virus of Freedom-Creativity-Excellence-Transforming Purpose by pathfinding new streets, highways and alleyways which vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeing—and, one prays, some measure of Peace on earth.
… such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement … vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeing—and, one prays, some measure of Peace on earth.
Cause(worthy of commitment)Space(room for/encouragement for initiative)Decency(respect, humane)
“We are a ‘Life Success’ Company.”Dave Liniger, founder, RE/MAX
*Basement Systems Inc.*Larry Janesky*Dry Basement Science(115,000!)*1993: $0; 2003: $12M; 2006: $50,000,000+
Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midstautomatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5)Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)
“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:Atthetop!”— Gary Hamel/Harvard Business Review
The Memphis Manifesto*: Building a Community of Ideas1. Cultivate & reward creativity.2. Invest in the creative ecosystem.3. Embrace diversity.4. Nurture the creatives.5. Value risk-taking.6. Be authentic (emphasize uniqueness)7. Invest in and build on quality of place.8. Remove barriers to creativity.9. Take responsibility for change. Development as D.I.Y.10. Ensure that every person, especially children, has the right to creativity. Become a “Steward of creativity.”*2003/The Creative 100/MemphisSource: Richard Florida, The Rise of the CreativeClass
try it. Try it. Try it. Try it. 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.
“We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher