Tom peters excellence always aim adelaide 05 september 2006
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Tom Peters’ EXCELLENCE. ALWAYS. AIM/Adelaide/05 September 2006. Slides* at … tompeters.com *also “long”. The Irreducible209+/ Sales122/60TIBs Tom Peters/0607.2006. 1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (“Motivator” #1.)

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Tom peters excellence always aim adelaide 05 september 2006
Tom Peters’EXCELLENCE. ALWAYS.AIM/Adelaide/05 September 2006


Slides at tompeters com also long
Slides* at …tompeters.com*also “long”


The irreducible209 sales122 60tibs tom peters 0607 2006
TheIrreducible209+/Sales122/60TIBsTom Peters/0607.2006


Tom peters excellence always aim adelaide 05 september 2006

1. Hare 1, Tortoise 0. (Hare-y times.)

2. Tempo. (O.O.D.A.)

3. MBWA.

4. Appreciation. (“Motivator” #1.)

(Can’t be faked. Good.)

5. Decency.

6. Hurry.

7. Time out.

8. One matters.

9. Big change. Short time. (Alt not work.)

10. Excellence. Always.

11. Passion. Energy. Hustle. Enthusiasm.

Exuberance. (Move mountains. No alt.)

12. You must care.

13. Emotion.

14. Hard is soft. (Soft is hard.)


Excellence all you need to know
EXCELLENCE. ALL YOU NEED TO KNOW.



Tom peters excellence always aim adelaide 05 september 2006

Execution. (Discipline.)Accountability.Action, a Bias for. (S.A.V./R.F.A.)Relentless.Experimentation. (“Innovate or Die.” “He who makes …”)Adaptability. (Plan B; “We eat …”)“In the moment.”(Bertolucci.)Senility.Exuberance.Fun.Technicolor. Wow! (Extreme Language.)Quest-Adventure.By Invitation.Talent. Roster.($21M.)Weird. (Hangin’ Out + Bottlenecks.)D-squared/“Dramatic Difference.”Up-Up-Up the “VA Ladder.”Trifecta: Wow Projects-Brand You-PSF.(No Option.)Design.Women.4-40/D.E.A.615. (60TIBs; IRR209.)EXCELLENCE.



That s a big number1
That’s a Big Number ….


Three billion new capitalists clyde prestowitz
THREE BILLION NEW CAPITALISTS—Clyde Prestowitz


There is no job that is america s god given right anymore carly fiorina hp january2004
There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004


Deutsche bank moves half of its back office jobs to india headline ft 0327 500 of 900 research
“Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327 (500 of 900 Research)


Excellence the general s story darwin s story forbes story paul s srory jmy story
EXCELLENCE. India”/ headline/ THE GENERAL’S STORY.DARWIN’S STORY.FORBES’ STORY.PAUL’S SRORY.JMY STORY.


Tom peters excellence always aim adelaide 05 september 2006
India”/ headline/If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army


Tom peters excellence always aim adelaide 05 september 2006

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


Tom peters excellence always aim adelaide 05 september 2006

“Forbes100” from 1917 to 1987 India”/ headline/:39members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987.S&P 500 from 1957 to 1997:74 members of the Class of ’57 were alive in ’97; 12(2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market


Practical implication go for it why not alternative is slow death at best
(Practical) India”/ headline/Implication?“Go for it!”(Why not—alternative is slow death, at best)


Keep austin weird kirk watson
Keep Austin Weird India”/ headline/(Kirk Watson)


We are in a brawl with no rules paul allaire
“We are in a brawl with no rules.” India”/ headline/—Paul Allaire


S a v
S.A.V. India”/ headline/


Joe j jones 1942 2006 he woulda done some really cool stuff but his boss wouldn t let him
Joe J. Jones India”/ headline/1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!


Excellence starters horrors
EXCELLENCE. STARTERS. India”/ headline/HORRORS.


Radio city music hall september 2005
Radio City Music Hall India”/ headline/September 2005


Franchise lost tp how many of you 600 really crave a new chevy
Franchise Lost! India”/ headline/TP: “How many of you[600]reallycravea new Chevy?”


Tom peters excellence always aim adelaide 05 september 2006

“Ford, GM and Chrysler do not just make cars expensively … they make bad cars expensively.”—Investec analyst, International Herald, 0805.06


Tom peters excellence always aim adelaide 05 september 2006

“Not long ago, I heard one studio chief utter the unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”—Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06)


Tom peters excellence always aim adelaide 05 september 2006

Did one of ’em ever turn to the other and sa unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”y:“Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought forth for my daughter Alice, age 17, because of this deal?”


Excellence starters basics
EXCELLENCE. STARTERS. unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”BASICS.


P p e e r r e
P.P.E.E.R.R.E. unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”


P eople p roduct e xecution e nthusiasm r elentless r e invent e xcellence
P unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”eople.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.


P eople p roduct e xecution e nthusiasm r elentless r e invent e xcellence1
P unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”eople.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.


P eople p roduct e xecution e nthusiasm r elentless r e invent e xcellence s enility
P unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”eople.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.Senility.


Tom peters excellence always aim adelaide 05 september 2006

Wanted unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”* ** :Corporate Senility!

*Desperately!

** “The problem is never how to get new,

innovative thoughts into your mind, but

how to get the old ones out.” —Dee Hock


Tom peters excellence always aim adelaide 05 september 2006
Forget>“Learn” unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”—Dee Hock


Excellence the word
EXCELLENCE. THE WORD. unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”


S y non y ms purity transcendence virtue elegance majesty anton y ms mediocrity
S unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”ynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity


Excellence gamechanger
EXCELLENCE. GAMECHANGER. unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”


Tom peters excellence always aim adelaide 05 september 2006

Excellence1982: The Bedrock “Eight Basics” unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”

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”


Tom peters excellence always aim adelaide 05 september 2006

ExIn*: 1982-2002/Forbes.com unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”DJIA: $10,000 yields $85,000EI: $10,000 yields $140,050*Forbes/Excellence Index/Basket of 32 publicly traded stocks


Excellence gamechanger maybe
EXCELLENCE. GAMECHANGER. unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”(MAYBE.)


Tom peters excellence always aim adelaide 05 september 2006

Hardball: Are You Playing to Play or Playing to Win? unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”by George Stalk & Rob Lachenauer/HBS Press“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”Approximately 640 Index entries: Customer/s (service, retention, loyalty),4. People (employees, motivation, morale, worker/s),0. Innovation (product development, research & development, new products),0.


Them us tom peters 0624 2006
Them-Us unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”Tom Peters/0624.2006


Tom peters excellence always aim adelaide 05 september 2006

“Them” “Us” unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”Strategy EXECUTIONPlanning ActionMarketing Selling/SalesMarkets CustomersCustomers ClientsMicro-segmentation Big Stuff (Women, Boomers)Cost minimization Revenue maximizationSynergy/“Efficiencies” Decentralization“Strategic” supplier Pioneering supplierProcess ProjectEffectiveness ExcellenceMen WomenLeadership Management + LeadershipStandardization Exceptionalism (53 = 53)Big clients COOL clientsPrestigious Board INTERESTING Board


Good words bad words
good words. unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”Bad words.


Words that may not be used in my presence motivate
Words that may NOT be unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”used in my presence:“Motivate”


Tom peters excellence always aim adelaide 05 september 2006
“In the end, management doesn’t change culture. Management invitesthe workforce itself to change the culture.”—Lou Gerstner


Words that may not be used in my presence market
Words that may NOT be Management used in my presence:“Market”


Sell sell sell
Sell Management SellSell




Tom peters excellence always aim adelaide 05 september 2006

The Peters Management 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.


Tom peters excellence always aim adelaide 05 september 2006

Business* ** Management (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.*****Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners



Great companies set the agenda period disturb the sleep of
Great Companies Management … SETTHEAGENDA.*(PERIOD.)* “disturb the sleep of …


Tom peters excellence always aim adelaide 05 september 2006

AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ AdventurersUS Steel … Ford … Toyota … Sears … GM … ITT …The Gap …Limited …Wal*Mart…Tesco…P&G … 3M …Intel… IBM …Apple…Nokia…Cisco… Dell… MCI … Sun …Microsoft…Google… Enron …Schwab…GE… Laker … Southwest … People Express …Ogilvy…Virgin…eBay…Amazon… Sony…Amgen…BMW… CNN … Nike


Tom peters excellence always aim adelaide 05 september 2006

TP#1*: AdventurersNetscape!*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)


Tom peters excellence always aim adelaide 05 september 2006

Built to Last vs Built for Impact Adventurers“But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting.The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever.”—Kjell Nordström and Jonas Ridderstråle, Funky Business



Tom peters excellence always aim adelaide 05 september 2006
“The AdventurersFirst step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”—RG


Work on me first kerry patterson joseph grenny ron mcmillan and al switzler crucial conversations
“Work on me first.” Adventurers—Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations


Value added 1
VALUE ADDED #1 Adventurers


Excellence revenue matters most
EXCELLENCE. REVENUE. AdventurersMATTERS.MOST.


Tom peters excellence always aim adelaide 05 september 2006

“Analysts … preferred cost cutting Adventurers,as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and earnings went to hell.They said, ‘Oh mygosh, you need revenues to grow earnings over time.’ Well, Duh!”—Dick Kovacevich, Wells Fargo


Excellence sell sell sell
EXCELLENCE. SELL. AdventurersSELL.SELL.


Tom peters excellence always aim adelaide 05 september 2006

. Adventurers“Everyone lives by sellingsomething.”

– Robert Louis Stevenson


Sell sell sell1
Sell AdventurersSellSell


C r o chief revenue officer
C AdventurersRO**Chief Revenue Officer


Incidentally
Incidentally … Adventurers


Tom peters excellence always aim adelaide 05 september 2006

“TAKE THIS QUICK QUIZ: AdventurersWho manages more things at once?Who puts more effort into their appearance?Who usually takes care of the details?Who finds it easier to meet new people?Who asks more questions in a conversation?Who is a better listener?Who has more interest in communication skills?Who is more inclined to get involved?Who encourages harmony and agreement?Who has better intuition?Who works with a longer ‘to do’ list?Who enjoys a recap to the day’s events?Who is better at keeping in touch with others?”Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson


Value added 2
VALUE ADDED #2 Adventurers


Excellence dramatic difference doable
EXCELLENCE. DRAMATIC. AdventurersDIFFERENCE.DOABLE.



This is not a mature category
This is Adventurersnot a “mature category.”


This is an un distinguished category
This is an Adventurers “undistinguishedcategory.”


Excellence dramatic difference doable1
EXCELLENCE. DRAMATIC. AdventurersDIFFERENCE.DOABLE.


Tom peters excellence always aim adelaide 05 september 2006
$798 Adventurers


415 sqft wal mart 798 sqft whole foods
$415/SqFt/Wal*Mart Adventurers$798/SqFt/Whole Foods


1 100 best companies to work for 2005
#1/100 Adventurers“Best Companies to Work for”/2005


Tom peters excellence always aim adelaide 05 september 2006

Wegmans Adventurers


Tom peters excellence always aim adelaide 05 september 2006
Adventurers


It s simple really tom hire for s and above all p romote for s starbucks middle manager field
“It’s simple, really, Tom. Hire for Adventurerss, and, aboveall, promote fors.”—Starbucks middle manager/field


Excellence 1
EXCELLENCE. Adventurers#1.


Donnelly s weatherstrip service weymouth ma
Donnelly’s Weatherstrip Service AdventurersWeymouth MA


Excellence 1t
EXCELLENCE. Adventurers#1T.


Jim s group jim penman empire builders mt jan feb 2006
Jim’s Group AdventurersJim Penman/“Empire Builders”/MT Jan/Feb 2006


Tom peters excellence always aim adelaide 05 september 2006

The “Missing 900M” Adventurers

Will the Boat Sink the Water: The Life of China’s Peasants

—Chen Guidi and Wu Chuntao



Summar y wallopwal mart16 or why it s so absurdly easy to beat a giant company
Summar Adventurersy:WallopWal*Mart16**Or: Why it’s so absurdly easy to beat a GIANT Company


Tom peters excellence always aim adelaide 05 september 2006

The “Small Guys” Guide: Wallop Wal*Mart16 Adventurers

*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!!)



Tom peters excellence always aim adelaide 05 september 2006

Passion for AdventurersPRODUCT.OBSESSION With Product.LOVE The Product.Aim To Be “ONLY ONES WHO DO WHAT WE DO.”Keep ADDIN’ Stuff.Invest “UNWISELY” in R&D.Reside Permanently In The DISCOMFORT Zone.“Unhealthy” PARANOIA Is A Good Thing.Add Clients That PUSH-PULL.SELL. SELL. SELL. SELL.Go For Broke: CUSTOMER CONTACT PEOPLE.PERFECTION: Customer Contact People.Hire for ATTITUDE.INVITE On An Adventure.GREAT CFO/Biz Guy-Gal. NASTY CFO/Biz Guy-Gal.QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic-Project Manager-I.P.M.(I.P.M. = Inspired Profit Mechanic)




Tom peters excellence always aim adelaide 05 september 2006

I [“Bacteria Man”] HEREBY PLEDGE: Local Competition When asked, “What are some examples of companies stepping up to today’s challenges?” … I will … NEVER AGAIN … offer an example of a Giant Company; instead I’ll refer to Cirque du Soleil, Donnelly’s Weatherstrip Service, 3K tanning salons, 10.6M women-owned businesses (or the typically/95+% female recipients of micro-lending) …**There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”


Value added 3
VALUE ADDED #3 Local Competition


Excellence value added up the ladder
EXCELLENCE. VALUE ADDED. Local Competition UP THE LADDER.


Excellence i solve it
EXCELLENCE I. SOLVE IT. Local Competition


Tom peters excellence always aim adelaide 05 september 2006
$55B Local Competition


Big brown s new bag ups aims to be the traffic manager for cor p orate america headline bw 2004
“Big Brown’s New Bag: Local Competition UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/2004


Mastercard advisors
MasterCard Advisors Local Competition


Gamechan g in g solutions bet the com p an y ibm ups xerox mastercard ge bestbuy
Gamechan Local Competition ging “Solutions”: Bet-the-CompanyIBMUPSXeroxMasterCardGEBestBuy


Tom peters excellence always aim adelaide 05 september 2006

I. LAN Installation Co. Local Competition (3%)II. Geek Squad. (30%.)III. Acquired by BestBuy.IV. Flagship of BestBuy Wholesale “Solutions” Strategy Makeover.


Hu g e customer satisfaction versus customer success
Hu Local Competition ge:Customer Satisfactionversus Customer Success


Excellence necessity opportunity
EXCELLENCE. Local Competition NECESSITY.OPPORTUNITY.


Tom peters excellence always aim adelaide 05 september 2006

“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05


Ch icago hrmac
Ch disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …icago:HRMAC


Support function cost center overhead or
“support function” / “cost center”/ “overhead” disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …or …


Are you rock stars of the a g e of talent
Are you … disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …“Rock Stars of the Age of Talent”


Excellence solve it no option psf psf
EXCELLENCE. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …SOLVE IT. NO OPTION.PSF. (PSF++)


Department head to mana g in g partner is hr r d etc inc
Department Head disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …to …Managing Partner, IS[HR, R&D, etc.]Inc.


Answer psf
Answer: disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …PSF


Tom peters excellence always aim adelaide 05 september 2006

Core Mechanism disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …:“Game-changing Solutions”PSF(Professional Service Firm “model”/The Organizing Principle)+Brand You(“Distinct” or “Extinct”/The Talent) +Wow! Projects (“Different” vs “Better”/The Work)


Tom peters excellence always aim adelaide 05 september 2006

The New Enterprise Value-Added Equation/Mark2006 disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …(1) 100% “WOW PROJECTS” (New Org “DNA”/“The Work”)+ (2) Incredible “TALENT”Transformed into (3) Entrepreneurial “BRAND YOUs” and (4) Launched on Awesome “QUESTS FOR EXCELLENCE”= (5) Internal “Rockin’ PSFs” (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from “Superior Products & Services” to “ENCOMPASSING SOLUTIONS” &“GAME-CHANGING CLIENT SUCCESS”


The psf35 thirty five professional service firm marks of excellence
The disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …“PSF35”: Thirty-Five Professional Service Firm Marks of Excellence


Tom peters excellence always aim adelaide 05 september 2006

The PSF35: The Work & The Legacy disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …1.CRYSTAL CLEAR POINT OF VIEW

(E very Practice Group: “If you can’t explain your position in eight

words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what

we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling

“Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change

the World)6. Small “Uneconomic” Clients with Big Aims

7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the

Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/

I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”

10. Consistent with #9 above … DO NOT SHY AWAY FROM THE

WORD (IDEA) “RADICAL”


Pointed point of view
Pointed Point of View! disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Excellence attitude transformation psf
EXCELLENCE. ATTITUDE. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …TRANSFORMATION.PSF.


Tom peters excellence always aim adelaide 05 september 2006

“Purchasing Officer” Thrust #1 disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …:Cost (at All Costs*) Minimization Professional?Or/to:FullPartner-Leader in Lifetime Value-added Maximization?(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)


Tom peters excellence always aim adelaide 05 september 2006

HCare CIO disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …: “Technology Executive”(workin’ in a hospital)Or/to:Full-scale, Accountable(life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team(who happens to be a techie)


Tom peters excellence always aim adelaide 05 september 2006

PSF Transformation: Credit De disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …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


Up up up up the value added ladder
Up, disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Up,Up, Upthe Value-added Ladder.


The value added ladder stuff n things goods raw materials
The Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Stuff ‘n’ ThingsGoods Raw Materials


The value added ladder stuff transactions services goods raw materials
The Value-added Ladder/Stuff & disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …TransactionsServicesGoods Raw Materials


The value added ladder opportunity seeking gamechanging solutions services goods raw materials
The Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Opportunity-seekingGamechanging SolutionsServicesGoods Raw Materials


Excellence ii experience it
EXCELLENCE II. EXPERIENCE IT. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Tom peters excellence always aim adelaide 05 september 2006

disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Experiencesare as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage


Tom peters excellence always aim adelaide 05 september 2006

“The [Starbucks] Fix” Is on … disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …“We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.”Nancy Orsolini, District Manager


Up up up up the value added ladder1
Up, disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Up,Up, Upthe Value-added Ladder.


Tom peters excellence always aim adelaide 05 september 2006
The Value-added Ladder/ disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Memorable ConnectionSpellbinding ExperiencesGamechanging SolutionsServicesGoods Raw Materials


C x o chief e x perience officer
C disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …XO**Chief eXperience Officer


Excellence iii dream it
EXCELLENCE III. DREAM IT. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Tom peters excellence always aim adelaide 05 september 2006

Furniture vs. Dreams disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …“We do not sell ‘furniture’ at Domain.We sell dreams.This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks.We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.”— Judy George, Domain Home Fashions


Tom peters excellence always aim adelaide 05 september 2006

DREAM disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …: “A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.”—Gian Luigi Longinotti-Buitoni


Up up up up the value added ladder2
Up, disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Up,Up, Upthe Value-added Ladder.


Tom peters excellence always aim adelaide 05 september 2006
The Value-added Ladder/Emotion disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Dreams Come TrueSpellbinding Experiences Gamechanging SolutionsServicesGoods Raw Materials


C dm chief dream merchant
C disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …DM**Chief Dream Merchant


Big blue
Big Blue disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Excellence what matters
EXCELLENCE. WHAT MATTERS. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Tom peters excellence always aim adelaide 05 september 2006

“What Isn’t Matter Is What Matters” disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …—section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell


Tom peters excellence always aim adelaide 05 september 2006

VA “Teaching Moment” disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …“Andy pointed to a molding, about halfway up the wall …”


Relationship to the china syndrome think london 1977
Relationship to the disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …China Syndrome?**Think “London 1977”


Excellence iv love it
EXCELLENCE IV. LOVE IT. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Brands have run out of juice they re dead kevin roberts saatchi saatchi
disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Brands have run out of juice. They’re dead.”—Kevin Roberts/Saatchi & Saatchi


Kevin roberts lovemarks
Kevin Roberts: disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Lovemarks!


Tattoo brand what of users would tattoo the brand name on their body
Tattoo Brand disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …:What % of users would tattoo the brand name on their body?


Tom peters excellence always aim adelaide 05 september 2006

Top 10 “Tattoo Brands”* disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Harley .… 18.9%Disney .... 14.8Coke …. 7.7Google .... 6.6Pepsi .... 6.1Rolex …. 5.6Nike …. 4.6Adidas …. 3.1Absolut …. 2.6Nintendo …. 1.5*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom


Up up up up the value added ladder3
Up, disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Up,Up, Upthe Value-added Ladder.


Tom peters excellence always aim adelaide 05 september 2006
Lovemark disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Dreams Come True Spellbinding ExperiencesGamechanging SolutionsServicesGoodsRaw Materials


Damn it
Damn it … disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …


Lovemark ibm ups psf logistics department hr department
Lovemark: disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …IBMUPSPSFLogistics “Department”HR “Department”


C l o chief lovemar k officer
C disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …LO**Chief Lovemark Officer


Up up up up the value added ladder4
Up, disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Up,Up, Upthe Value-added Ladder.


Tom peters excellence always aim adelaide 05 september 2006
Ladder2006: 4 of 7! disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Lovemark Dreams Come True Spellbinding ExperiencesGamechanging SolutionsServicesGoodsRaw Materials


Tom peters excellence always aim adelaide 05 september 2006

disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Andy pointed to a molding, about halfway up the wall …”


Excellence soul i the story
EXCELLENCE. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …SOUL I.THE STORY.


Tom peters excellence always aim adelaide 05 september 2006
“Storytelling disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …is the core of culture.”—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell


Marke t power stor y power
Marke disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …t Power = Story Power


C st o chief storytelling officer
C disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …STO**Chief Storytelling Officer


Excellence soul ii design
EXCELLENCE. SOUL II. disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …DESIGN.


Tom peters excellence always aim adelaide 05 september 2006

All Equal disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …Except …“At Sony we assume that all products of our competitors have basically the same technology, price, performance and features.Design is the only thing that differentiates one product from another in the marketplace.”—NorioOhga


Design is treated like a religion at bmw fortune
“Design is disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that …treated like a religion at BMW.”—Fortune


Tom peters excellence always aim adelaide 05 september 2006

“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.Design is the fundamentalsoul of a man-made creation.”—Steve Jobs


C d o chief design officer
C of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.DO**Chief Design Officer


Excellence everywhere
EXCELLENCE. EVERYWHERE. of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.


Tom peters excellence always aim adelaide 05 september 2006
New Zealand of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.SpainPortugalItalyIrelandSingapore TaiwanThailandMalaysiaSINGAPOREPhilippinesUAEOmanChileRomania


Better by design a national strategy nz design excellence
Better By Design: of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.A National StrategyNZ = Design Excellence


Value added 4
VALUE ADDED #4 of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.


Excellence new markets enormous opportunities
EXCELLENCE. of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.NEW MARKETS.ENORMOUS. OPPORTUNITIES.


Idiot is too kind a word
“Idiot” is too kind a word. of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.


Tom peters excellence always aim adelaide 05 september 2006

“That’s a very diverse* team.” of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.

—Patrick Cescau, CEO, Unilever**

*1 of 14 Board of Directors members is a woman

(not an exec); 2 of 7 Exec Team members

are … Indians.(Source: FT/24-25 June.)

**Approximately 85% of Unilever’s products

are purchased by … women.


Tom peters excellence always aim adelaide 05 september 2006

“That’s a of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.VERYdiverse team.”

—Patrick Cescau, CEO, Unilever* **

*1 of 14 Board of Directors members is a woman

(not an exec); 2 of 7 Exec Team members

are … Indians. (Source: FT/24-25 June.)

**Approximately 85% of Unilever’s products

are purchased by … women.


Tom peters excellence always aim adelaide 05 september 2006

“That’s a of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.VERYsick man.”

—Tom Peters


Excellence found duh
EXCELLENCE. FOUND. of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.DUH.


Tom peters excellence always aim adelaide 05 september 2006

“To be a leader in consumer products, it’s critical to have leaders who represent the population we serve.”—Steve Reinemund/PepsiCo



Women are the majority market fara warner the power of the purse
“Women are have themajority market”—Fara Warner/The Power of the Purse


Tom peters excellence always aim adelaide 05 september 2006

USA/F.Stats: Short ’n (Very) Sweet have >50% of stock ownership, $13T total wealth (2X in 15 years)>$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 57% BA degrees (2002); = ed & social strata, no wage gap60% Internet users; >50% primary users of electronic equipment>50% biz tripsWimBiz: Employees > F500; 10M+: 33% all US BizPay from 62% in 1980 to 80% today; equal if education, social status, etc are equal60% work; 46M (divorced, widowed, never married)Source: Fara Warner, The Power of the Purse


Tom peters excellence always aim adelaide 05 september 2006

The Perfect Answer have

Jill and Jack buy slacks in black…


Tom peters excellence always aim adelaide 05 september 2006

1. Men and women are different. have 2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.



Tom peters excellence always aim adelaide 05 september 2006

Cases! have 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


Tom peters excellence always aim adelaide 05 september 2006

“Goldman Sachs in Tokyo has developed an have index of 115 companies poised to benefit from women’s increased purchasingpower; 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



Tom peters excellence always aim adelaide 05 september 2006
10.6 have



2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats have 18-44: -1%55+: +21%(55-64: +47% )


Tom peters excellence always aim adelaide 05 september 2006
44-65 have : “New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder


Tom peters excellence always aim adelaide 05 september 2006

“The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”—David Wolfe & Robert Snyder, Ageless Marketing


Tom peters excellence always aim adelaide 05 september 2006
“Baby-boomer Women: The Sweetest of realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”Sweet Spots for Marketers”—David Wolfe and Robert Snyder, Ageless Marketing


Sixty is the new thirty cover aarp 11 03
“Sixty Is the New Thirty” realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”—Cover/AARP/11.03


Excellence opportunity3
EXCELLENCE. OPPORTUNITY. realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”


Tom peters excellence always aim adelaide 05 september 2006
Fastest growing demographic: realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”Single-person Households (>50% in London, Stockholm, etc)Source: Richard Scase


Tom peters excellence always aim adelaide 05 september 2006

% of homes purchased by realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”single women: 1981, 10%; 2005, 20%% of homes purchased by single men: 1981, 10%; 2005, 9%Source: USA Today/02.15.06


Women women business owners boomers geezers single person hhs urban
Women. realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”Women business owners.Boomers-Geezers.Single-person HHs (Urban)


Excellence opportunity4
EXCELLENCE. OPPORTUNITY. realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”


Tom peters excellence always aim adelaide 05 september 2006

10 UNASSAILABLE REASONS WOMEN RULE realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”

Women make [all] the financial decisions.Women control [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.”

Women are penetrating senior ranks rapidly

[even if the pace is slow for the corner

office per se].

Women’s leadership 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 economic point of men?


Value added 5
VALUE ADDED #5 realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”


Excellence innovate or die
EXCELLENCE. INNOVATE. OR. DIE. realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”


Tom peters excellence always aim adelaide 05 september 2006

“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)


Tom peters excellence always aim adelaide 05 september 2006
“Acquisitions are about buying market share. organizations weather the downturn, but this approach will ultimately render them obsolete.Our challenge is to create markets. There is a big difference.”—Peter Job, CEO, Reuters


Pathetic
Pathetic organizations weather the downturn, but this approach will ultimately render them obsolete.!


Tom peters excellence always aim adelaide 05 september 2006

“Forbes100” from 1917 to 1987 organizations weather the downturn, but this approach will ultimately render them obsolete.: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market


Tom peters excellence always aim adelaide 05 september 2006

“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


Tom peters excellence always aim adelaide 05 september 2006

Sluggish from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:+ Obese + Unimaginative + More Sluggish + More Obese + More Unimaginative + Even More Sluggish + Even More Obese + Even More Unimaginative =NISSAN + RENAULT + GM= Innovative Challenger for Toyota????


Crappy management gm arrogant overstretched management carlos g great management
?????????????? from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Crappy Management (GM) + Arrogant-Overstretched Management (Carlos G) = Great Management


More than 1 r d spending last 25 years
More than $$$$ from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:#1R&D spending, last 25 years?


Tom peters excellence always aim adelaide 05 september 2006
GM from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


Tom peters excellence always aim adelaide 05 september 2006

“I don’t believe in economies of scale. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)


Tom peters excellence always aim adelaide 05 september 2006

Scale? from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:“Microsoft’s Struggle With Scale”—Headline, FT, 09.2005“TroublingExits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005


Excellence innovation the real story
EXCELLENCE. INNOVATION. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: THE REAL STORY.


Tom peters excellence always aim adelaide 05 september 2006
World Innovation Forum from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION IS WRONGTom Peters/New York/0524.2006/Inno.new.LIST.0527


Tom peters excellence always aim adelaide 05 september 2006

What “We” Know “For Sure” About Innovation from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Big mergers [by & large] don’t workScale is over-ratedStrategic planning is the last refuge of scoundrelsFocus groups are counter-productive“Built to last” is a chimera (stupid)Success kills“Forgetting” is impossibleRe-imagine is a charming idea“Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox-like brains)“Tipping points” are easy to identify … long after they will do you any good“Facts” aren’tAll information making it to the top is filtered to the point of danger and hilarity“Success stories” are the illusions of egomaniacs (and “gurus”)If you believe the memoirs of CEOs you should be institutionalized“Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing“Top teams” are “Dittoheads”CEOs have little effect on performance“Expert” prediction is rarely better than rolling the dice


Mess rules
MESS. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:RULES.


Tom peters excellence always aim adelaide 05 september 2006

The Mess Is the Message! Period! from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:An Economic Interpretation of the Constitution of the United States —Charles Beard (1913)The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger —Marc LevinsonTube: The Invention of Television —David & Marshall FisherEmpires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill JonnesThe Soul of a New Machine —Tracy KidderRosalind Franklin: The Dark Lady of DNA —Brenda MaddoxThe Blitzkrieg Myth —John Mosier


Tom peters excellence always aim adelaide 05 september 2006

“A man of great mediocrity.” from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:—General George Patton about General Omar Bradley …… “A third-rate general. He never did anything or won any battle that any other general could not have won as well or better.”—General Omar Bradley about Sir Bernard Montgomery …… “If you want to end the war in any reasonable time, you will have to remove Ike’s hand from the control of the land battle.”—Sir Bernard Montgomery about General Dwight Eisenhower …… “One thing that might help win this war is to get someone to shoot King.”—General Dwight Eisenhower about Admiral Ernest King …… “Eisenhower, though supposed to be running the land war, is on the golf links at Rhiems—entirely detached and taking practically no part in running the war.”—Sir Alan Brooke …… “If the unhelpful British attitude continues, then I shall go home.”—General Dwight EisenhowerSource: David Irving, The War Between the Generals: Inside the Allied High Command


Mintzberg
MINTZBERG. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


Tom peters excellence always aim adelaide 05 september 2006

“Recently I asked three corporate executives what decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”

—Russell Ackoff (from Henry Mintzberg,

The Rise and Fall of Strategic Planning)


Christensen
Christensen decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”


Tom peters excellence always aim adelaide 05 september 2006

decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”Good management was the most powerful reason [leading firms] failed to stay atop their industries.Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.”—Clayton Christensen, The Innovator’s Dilemma


Inno64 innovation strategies tactics
Inno64: Innovation Strategies decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.” & Tactics


Tom peters excellence always aim adelaide 05 september 2006

Parallel universe decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”/Exec Ed v res MBA

End run regnant powers/JKC

Find done deals-practicing mavericks/Stone-ReGo

Bell curves2016 in 2006

Non-industry benchmarking

Everything = Portfolio

V.C.s all!

Hot language/Wow-Astonish me-Insanely great-immortal-Make something great

Lead customers/PW-Embraer

Lead suppliers /Top decile R&D

Weird alliances

Mottos/Paul Arden (“Whatever You Think Think the Opposite”)

Hire freaks/Enough weird people?

Weird Boards!!!


Innotacs
InnoTacs decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”


We become who we hang out with
We decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”become who we hang out with!


Tom peters excellence always aim adelaide 05 september 2006

Measure “Strangeness”/Portfolio Quality decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”StaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard


Futuremark
futuremark decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”


Tom peters excellence always aim adelaide 05 september 2006
“Don’t benchmark, futuremark!” decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson


Find em
Find ’em! decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”


Tom peters excellence always aim adelaide 05 september 2006

“Somewhere in your organization, groups of people are decisions they had made in the last year that would not have been made were it not for their corporate plans. All had difficulty identifying one such decision. Since all of the plans are marked ‘secret’ or ‘confidential,’ I asked them how their competitors might benefit from possession of their plans. Each answered with embarrassment that their competitors would not benefit.”already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.”—Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR


Tom peters excellence always aim adelaide 05 september 2006

“Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.”—Bob Stone (Mr ReGo)


Demos heroes stories
Demos! fix them. I look for Heroes! Stories!


Parallel universe
Parallel universe! fix them. I look for


Skunkworks paralleluniverse the 1 solution source scott bedbury others 3m google shell navfac
“SkunkWorks”/ “ParallelUniverse” fix them. I look for “the 1% solution”Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)


Venture fund gerstner amex dow marriott grove intel bedbury starbucks
“Venture” fund: fix them. I look for Gerstner/Amex, Dow/Marriott, Grove/Intel, Bedbury/Starbucks


Build a school on top of a school the parallel universe strategy
Build a “School on top of a school” fix them. I look for (The Parallel Universe Strategy)


Heart of strategy
HEART OF STRATEGY fix them. I look for


Tom peters excellence always aim adelaide 05 september 2006

“Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.But in his GE, the new imperatives are risk-taking, sophisticated marketing and, above all, innovation.”—BW/2005


Conscious measurement
Conscious measurement above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.


Tom peters excellence always aim adelaide 05 september 2006

Innovation Index above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.:How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher[out of 10] on a “Weird”/ “Profound”/ “Wow”/“Game- changer” Scale?


Clarity
Clarity above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.


Tom peters excellence always aim adelaide 05 september 2006

JackWorld/ above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.1@T: (1) Neutron Jack.(Banish bureaucracy.) (2) “1, 2 or out” Jack.(Lead or leave.) (3) “Workout” Jack.(Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack.(1-5/Throughout) TALENT JACK!


Action culture
ACTION “culture” above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.


Tom peters excellence always aim adelaide 05 september 2006

Excellence1982: The Bedrock “Eight Basics” above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.

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”


Tolerate encourage failure
tolerate [encourage?] failure above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.


Fail fail again fail better samuel beckett
“FAIL, FAIL AGAIN. FAIL BETTER.” above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.—Samuel Beckett


Fail forward fast high tech ceo pennsylvania fail faster succeed sooner david kelley ideo
“Fail . Forward. Fast.” above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.High Tech CEO, Pennsylvania“Fail faster. Succeed Sooner.”David Kelley/IDEO


Reward excellent failures punish mediocre successes phil daniels sydney exec
above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec


Sam s secret 1
Sam’s above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.Secret #1!


Read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation
Read This! above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation


Inno64 innovation strategies tactics1
Inno64: Innovation Strategies above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways. & Tactics


Tom peters excellence always aim adelaide 05 september 2006

Parallel universe above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways./Exec Ed v res MBA

End run regnant powers/JKC

Find done deals-practicing mavericks/Stone-ReGo

Bell curves2016 in 2006

Non-industry benchmarking

Everything = Portfolio

V.C.s all!

Hot language/Wow-Astonish me-Insanely great-immortal-Make something great

Lead customers/PW-Embraer

Lead suppliers /Top decile R&D

Weird alliances

Mottos/Paul Arden (“Whatever You Think Think the Opposite”)

Hire freaks/Enough weird people?

Weird Boards!!!


Value added 6
VALUE ADDED #6 above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.


Excellence innovation revolution organization
EXCELLENCE. INNOVATION. above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways. REVOLUTION.ORGANIZATION.


Excellence the se22 origins of sustainable entrepreneurship
Excellence: The SE22 above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.:“Origins of Sustainable Entrepreneurship”


Tom peters excellence always aim adelaide 05 september 2006

SE22/Origins of Sustainable Entrepreneurship above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.

1. Genetically disposed to Innovations that upset apple carts (3M, Apple, FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun,

Fox, Stanford University, MIT)

2. Perpetually determined to outdo oneself, even to

the detriment of today’s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx)

3. Treat History as the Enemy (GE)

4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony)

5. Use “Strategic Thrust Overlays” to Attack Monster Problems (Sysco, GSK, GE, Microsoft)

6. Establish a “Be on the COOL Team” Ethos. (Most PSFs, Microsoft)

7. Encourage Vigorous Dissent/Genetically “Noisy” (Intel, Apple,

Microsoft, CitiGroup, PepsiCo)

8. “Culturally” as well as organizationally Decentralized

(GE, J&J, Omnicom)

9. Multi-entrepreneurship/Many Independent-minded Stars (GE,PepsiCo)


Tom peters excellence always aim adelaide 05 september 2006

“HOW THE COAST GUARD GETS IT RIGHT” above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.—Headline, Time, 10.31.2005*Autonomy*Flexibility*“Perhaps the most important distinction of the Coast Guard is that it trusts itself”


Itinerant potential machines
Itinerant. Potential. Machines. above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.


Tom peters excellence always aim adelaide 05 september 2006

POTENTIAL MACHINES-ORGANISMS. above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways. Don’t know what’s coming next. But are ready to jump at opportunities, especially those that challenge-overturn our own “way of doing things.”


Tom peters excellence always aim adelaide 05 september 2006

“ORGANIZATION” = STRATEGY: THE GUERRILLA ADVANTAGE above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his back on the old ways.

Tom Peters/04August2006


Tom peters excellence always aim adelaide 05 september 2006

Small units … agile … lethal … invisible … guerrilla … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.


Crazy times call for crazy organizations subtitle the tom peters seminar 1993
“Crazy Times Call for Crazy Organizations” … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.—Subtitle, The Tom Peters Seminar (1993)


Value added 7
VALUE ADDED #7 … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.


Excellence 4 40
EXCELLENCE. 4/40. … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.


Tom peters excellence always aim adelaide 05 september 2006
4/40 … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.


De cent ral iz a tion
De-cent-ral-iz- … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.a-tion!


Tom peters excellence always aim adelaide 05 september 2006
“‘Decentralization’ is … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.not a piece of paper. It’s not me. It’s either in your heart, or not.”—Brian Joffe/BIDvest


Ex e cu tion
Ex-e- … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.cu-tion!


Tom peters excellence always aim adelaide 05 september 2006
… network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Tom peters excellence always aim adelaide 05 september 2006

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


Ac count a bil ity
Ac-count-a-bil-ity! … network warfare … distributed … dispersed … mobile .. Flat [hierarchy] … improvisational … etc.


Tom peters excellence always aim adelaide 05 september 2006

“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)



Work hard work smart
???????? … Work Hard > Work Smart


Tom peters excellence always aim adelaide 05 september 2006

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 …


Tom peters excellence always aim adelaide 05 september 2006

1. … Every morning, write a list of the things that need to be done that day.2.Do them.Source: Hugh MacLeod/tompeters.com/NPR


Decentralization execution accoutability 6 15a m
DECENTRALIZATION. … EXECUTION.ACCOUTABILITY.6:15A.M.




Grant nelson boyd bossidy perot peters waterman hamlet 11 august 2006
GRANT … NELSONBOYDBOSSIDYPEROT+PETERS-WATERMANHAMLET+11 August 2006


Grant
GRANT


The only way to whip an army is to go out and fight it grant source john mosier grant
“The only way to whip an army is … to go out and fight it.”—GrantSource: John Mosier, Grant


Tom peters excellence always aim adelaide 05 september 2006

“recognized the value of momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddle”—Jean Edward Smith/GRANT


Tom peters excellence always aim adelaide 05 september 2006

"The art of war is simple enough. balance … blitzkrieg … traveling light … headquarters in the saddle”Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on."—Grant, courtesy Richard Cauley at tompeters.com

(original source unknown)


Tom peters excellence always aim adelaide 05 september 2006

“One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished.”—Grant


Nelson
NELSON go anywhere or to do anything,


Tom peters excellence always aim adelaide 05 september 2006

The Nelson Baker’s Dozen go anywhere or to do anything,

1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan

executed with vigor right now tops a ‘perfect’ plan executed next week.”)2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING

“GOAL”/“MISSION”/“PURPOSE”/“QUEST”3. “Conversation”: Engagement of All Leaders4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability

swift/Micromanagement absent5. LED BY “LOVE”(Lambert),NOT “AUTHORITY”(Identify with sailors!)6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops”: React more

quickly than opponent, destroy his “world view”)7. VIGOR! (Zander: leader as “Dispenser of Enthusiasm”)8. Peerless Basic Skills/Mastery of Craft (Seamanship)9. Workaholic! (“Duty” first, second, and third)10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE

EXAMPLE(In Harm’s Way)

11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”)

(Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”)

12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”)

13. Others principal shortcoming:“ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN”

Source: Andrew Lambert, Nelson: Britannia’s God of War


Tom peters excellence always aim adelaide 05 september 2006

On NELSON: go anywhere or to do anything, “[other] admirals more frightened of losing than anxious to win”


Tom peters excellence always aim adelaide 05 september 2006
BOYD go anywhere or to do anything,


He who has the quickest o o d a loops wins observe orient decide act col john boyd
He who has the quickest “O.O.D.A. Loops”* wins! go anywhere or to do anything, *Observe. Orient. Decide. Act. /Col. John Boyd


Tom peters excellence always aim adelaide 05 september 2006

“Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd“Re-arrange the mind of the enemy” —T.E. Lawrence“Float like a butterfly, sting like a bee”—AliBOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Bossidy
BOSSIDY people think of when they hear the term; rather it was all about


Tom peters excellence always aim adelaide 05 september 2006
people think of when they hear the term; rather it was all about Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Perot
PEROT+ people think of when they hear the term; rather it was all about


Ready fire aim ross perot vs aim aim aim eds vs gm 1985
READY. people think of when they hear the term; rather it was all about FIRE!AIM.Ross Perot (vs “Aim! Aim! Aim!”/EDS vs GM/1985)


We have a strategic plan it s called doin g thin g s herb kelleher
“We have a ‘strategic plan.’ It’s called people think of when they hear the term; rather it was all about doing things.”— Herb Kelleher


Tom peters excellence always aim adelaide 05 september 2006

people think of when they hear the term; rather it was all about 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


Tom peters excellence always aim adelaide 05 september 2006

You only find oil if you people think of when they hear the term; rather it was all about

drill wells.

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


Peters waterman
PETERS-WATERMAN+ people think of when they hear the term; rather it was all about


Tom peters excellence always aim adelaide 05 september 2006

In Search of Excellence/1982/The Bedrock “Eight Basics” people think of when they hear the term; rather it was all about

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”


Do it fix it try it tom peters business week 07 1978 principal 1 first anticipation of excellence
“Do it. people think of when they hear the term; rather it was all about Fix it. Try it.”Tom Peters/Business Week/07.1978 (Principal #1/first anticipation of “Excellence”)


Peters the act think chronicles
PETERS: THE “ACT. THINK.” people think of when they hear the term; rather it was all about CHRONICLES


Think vs do
“Think” people think of when they hear the term; rather it was all about vs“Do”


A b vs b a
A>B people think of when they hear the term; rather it was all about vsB>A


Tom peters excellence always aim adelaide 05 september 2006

CK Chesterton people think of when they hear the term; rather it was all about :“How do I know what I think until I see what I say?”

Reporter:“Mr Drucker, why are you still giving speeches at 90?”

PD:“How else can I figure out what I’m thinking?”


Tp no plan total accountability tk perfect plan no accountability lg ibm
TP: people think of when they hear the term; rather it was all about No plan, total accountabilityTK: Perfect plan, no accountability**LG & IBM


Tom peters excellence always aim adelaide 05 september 2006
“Experiment fearlessly” people think of when they hear the term; rather it was all about Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1


Tom peters excellence always aim adelaide 05 september 2006

“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10.It gets back to planning versus acting: We act from day one; others plan how to plan—for months.”—Bloomberg by Bloomberg


Hamlet
HAMLET+ 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


By indirections find directions out hamlet ii i
“By indirections find directions out.” 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 —Hamlet, II. i


Tom peters excellence always aim adelaide 05 september 2006

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


Value added 8
VALUE ADDED #8 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


Excellence bedrock purpose
EXCELLENCE. BEDROCK. 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 PURPOSE.


Tom peters excellence always aim adelaide 05 september 2006

“People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”—Howard Schultz, Starbucks (IBD/09.05)


Tom peters excellence always aim adelaide 05 september 2006

themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is:‘Whodowe intendtobe?’Not ‘What are we going to do?’ but ‘Who do we intend to be?’”—Max De Pree, Herman Miller


Tom peters excellence always aim adelaide 05 september 2006

Ah, kids themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”:“What is your vision for the future?” “What have you accomplished since your first book?” “Close your eyes and imagine me immediately doing something about what you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”


Excellence enthusiasm energy passion
EXCELLENCE. themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”ENTHUSIASM.ENERGY. PASSION.


Nothing is so contagious as enthusiasm samuel taylor coleridge
themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge


Enthusiasm the ultimate virus
“Enthusiasm, the ultimate virus.” themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”


Most important he u pp ed the ener gy level at motorola fortune on ed zander 08 05
“Most important, themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” heuppedthe energy levelat Motorola.”—Fortune on Ed Zander/08.05


Tom peters excellence always aim adelaide 05 september 2006
Q themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”:“If it were your $50K [life’s savings] and my $50K, what sort of Waiters would we look for?”A: “Enthusiasts!”


Excellence determination
EXCELLENCE. DETERMINATION. themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”


De term in a tion
DE-TERM-IN-A-TION themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”


Blood y mind ed ness
BLOOD-Y-MIND-ED-NESS themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”


Bloodyminded unreasonably stubborn source the random house dictionary of the english language
Bloodyminded: Unreasonably stubborn themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”Source: The Random House Dictionary of the English Language


Tom peters excellence always aim adelaide 05 september 2006

“It is no use saying ‘We are doing our best.’ themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” You have got to succeed in doing what is necessary.”—WSC


Tom peters excellence always aim adelaide 05 september 2006
“Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission.”—Peter Drucker


Value added 9
VALUE ADDED #9 it is being done by a monomaniac with a mission.”


Motivational stuff
motivational stuff it is being done by a monomaniac with a mission.”


Tom peters excellence always aim adelaide 05 september 2006

“Do one thing every day that scares you.” it is being done by a monomaniac with a mission.”

—Eleanor Roosevelt


Tom peters excellence always aim adelaide 05 september 2006

“ARE YOU BEING REASONABLE? Most people are reasonable; that’s why they only do reasonably well.”Source: Paul Arden, Whatever You Think Think the Opposite


Tom peters excellence always aim adelaide 05 september 2006

"The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”—GB Shaw,

Man and Superman: The Revolutionists' Handbook.


If it s not fun you re not doing it right fran tarkenton
“If it’s not fun you’re not doing unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” it right.”—Fran Tarkenton


Tom peters excellence always aim adelaide 05 september 2006

“The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”[Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*”

*quote within a quote from diary of a Confederate soldier


Stop doing it
Stop Doing It! unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”


Tom peters excellence always aim adelaide 05 september 2006

“The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”onething you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.”—Marcus Buckingham, The One Thing You Need to Know


Start doing it
Start Doing It! unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”


Tom peters excellence always aim adelaide 05 september 2006

unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”A year from now

you may wish

You had

started today.”

—Karen Lamb


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”

Drill more wells

R.F.A.

Accountability

Realism

Decentralization

Execution

Action bias

Most mistakes wins

6:15am

Energy

Enthusiasm

Do>Plan

Act>Think

Behavior>Attitude

Passion


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”

Emotion

Intuition

Sell

O.O.D.A.

Integrity

Weird

Appreciate

Celebrate

Respect

Listen

Wander

Calendar rules

Calendar doesn’t lie

“To don’t

Max priorities = 3


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”

5 min/5,000 miles

Women

Decency

Grace

Innovate or Die

Re-imagine

Fight irrelevance

Just Do It

Care (You Must)

Flowers (Say It With)

I’m sorry

Thank You

Insanely Great

Silence

2-cent candy


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”

MBWA

Why?

PSF

Wow!

! (red)

Buy a Mirror

Know thyself

Invite

Quest

Adventure

Talent

Brand You

Lovemark

Experience

Dreamketing


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”

Gasp-worthy

Insanely great

Different>better

Impact>longevity

Dramatic Difference

Only ones do what we do

Smile

$798

7-7-7

Design rules

Beautiful Systems

450/8

VP S.O.U.B.

Women buy all

Women lead better


Tom peters excellence always aim adelaide 05 september 2006

ONE WORD+ unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”

Boomers-geezers own all

2.6/21

25

25

3,000,000,000

(900,000,000)

26 minutes

43 hours

Perception Is All There Is

Enthusiasm: The Ultimate Virus


Value added 10
VALUE ADDED #10 unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”


Excellence bedrock talent
EXCELLENCE. BEDROCK. unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”TALENT.


Brand talent
Brand = Talent. unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”


Tom peters excellence always aim adelaide 05 september 2006

Organizing Genius unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” / Warren Bennis and Patricia Ward Biederman“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”


Tom peters excellence always aim adelaide 05 september 2006
Leadership’s Mt Everest/Mt Excellence unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.”“free to do his or her absolute best” … “allow its members to discover their greatness.”


Tom peters excellence always aim adelaide 05 september 2006

“The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance


C r o chief recruitment officer
C actor or actress can RO**Chief RecruitmentOfficer


Tom peters excellence always aim adelaide 05 september 2006

CRO/Chief actor or actress can Recruiting Officer: #1 strategic issue in “commoditized” world, enormous financial services company. Agent turnover. 15% retention after 4 years. (Industry average is 11% … “because that’s the way it is” )


C q o chief quest meister
C actor or actress can QO**Chief quest-meister


We are a life success company founder re max
“We are a ‘life Success Company”’ actor or actress can founder, RE/MAX


Tom peters excellence always aim adelaide 05 september 2006

“No matter what the situation, actor or actress can [the great manager’s]first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.”—Marcus Buckingham, The One Thing You Need to Know


Tom peters excellence always aim adelaide 05 september 2006

“The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.”—Marcus Buckingham,The One Thing You Need to Know


Tom peters excellence always aim adelaide 05 september 2006

Our Mission checkers the pieces all move the same way, whereas in chess all the pieces move differently. … 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


Leaders do people period anon
“Leaders checkers the pieces all move the same way, whereas in chess all the pieces move differently. … ‘do’ people. Period.”—Anon.


Les wexner from sweaters to p eo p le
Les Wexner checkers the pieces all move the same way, whereas in chess all the pieces move differently. … :From sweaters to … people!


Tom peters excellence always aim adelaide 05 september 2006

“The leaders of Great Groups checkers the pieces all move the same way, whereas in chess all the pieces move differently. … love talent and know where to find it. They revel in the talent of others.”—Warren Bennis & Patricia Ward Biederman, Organizing Genius


Parc s bob taylor connoisseur of talent
PARC’s Bob Taylor: checkers the pieces all move the same way, whereas in chess all the pieces move differently. … “Connoisseur of Talent”


Hire ver y good people
Hire checkers the pieces all move the same way, whereas in chess all the pieces move differently. … very good people!


Tom peters excellence always aim adelaide 05 september 2006

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 20 of his 40 box plant managers to put more talented, higher paid managers in charge.He increased profitability from $25 million to $80 million in 2 years.”—Ed Michaels, War for Talent


Dd 21m
DD percent in 3 years. Steve Macadam at Georgia-Pacific$21M


Tom peters excellence always aim adelaide 05 september 2006

A review of Jack and Suzy Welch’s percent in 3 years. Steve Macadam at Georgia-PacificWinning claims there are but two key differentiators that set GE “culture” apart from the herd:

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

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


Tom peters excellence always aim adelaide 05 september 2006

A percent in 3 years. Steve Macadam at Georgia-PacificFew Lessons from the ArtsEach hired and developed and evaluated in unique ways (23 contributors; 23 unique contributions; 23 pathways; 23 personalities; 23 sets of motivators)Attitude/Enthusiasm/Energy paramountRe-lent-less!“Practice is cool” (G Leonard/Mastery)Team and individual Aspire to EXCELLENCE = ObviousEx-e-cu-tionTalent = Brand = Duh“The Project” rulesEmotional languageBit players. No.B.I.W. (everything)Delta events = Delta rosters (incl leader/s)


Re ima g ine peo p le power the talent 50
Re-ima percent in 3 years. Steve Macadam at Georgia-PacificginePeople Power: The Talent50


50 talent brand
50 percent in 3 years. Steve Macadam at Georgia-Pacific.Talent = Brand.


Excellence by invitation
EXCELLENCE. BY INVITATION. percent in 3 years. Steve Macadam at Georgia-Pacific


Tom peters excellence always aim adelaide 05 september 2006
“In the end, management doesn’t change culture. Management invitesthe workforce itself to change the culture.”—Lou Gerstner


Tom peters excellence always aim adelaide 05 september 2006

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”—Lou Gerstner, Who Says Elephants Can’t Dance


Value added 10a
VALUE ADDED #10A head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.


Excellence women rule
EXCELLENCE. WOMEN. head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.RULE.


Tom peters excellence always aim adelaide 05 september 2006

head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report/BusinessWeek


Tom peters excellence always aim adelaide 05 september 2006

Women’s Ne head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.gotiating Strengths*Ability to put themselves in their counterparties’ shoes*Comprehensive, attentive and detailed communication style*Empathy that facilitates trust-building*Curious and attentive listening*Less competitive attitude*Strong sense of fairness and ability to persuade*Proactive risk manager*Collaborative decision-makingSource: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”


Tom peters excellence always aim adelaide 05 september 2006

“TAKE THIS QUICK QUIZ: head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Who manages more things at once?Who puts more effort into their appearance?Who usually takes care of the details?Who finds it easier to meet new people?Who asks more questions in a conversation?Who is a better listener?Who has more interest in communication skills?Who is more inclined to get involved?Who encourages harmony and agreement?Who has better intuition?Who works with a longer ‘to do’ list?Who enjoys a recap to the day’s events?Who is better at keeping in touch with others?”Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson


Women dominate economic growth
Women head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Dominate Economic Growth.


Tom peters excellence always aim adelaide 05 september 2006

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist,

April 15, 2006, Leader, page 14


Tom peters excellence always aim adelaide 05 september 2006

Im Driven by pact! Add It Up!Primary markets/Everything(“Men buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F. “Women are the majority market” —Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.)Greater global workforce participation rate(“bigger contributor to GDP growth than technology, China, India”—Economist)Higher wages(more seniority, promotions—even if not to CEO; greater pay equity—even if not equal)Business “decision makers”(more seniority, promotions—even if not to CEO)Women-owned businesses(answer to the Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing world)


Value added 10b
VALUE ADDED #10B Driven by


Excellence individual brand you
EXCELLENCE. INDIVIDUAL. Driven by BRAND YOU.


Tom peters excellence always aim adelaide 05 september 2006

Driven by If there is nothing very special about your work,no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.”—Michael Goldhaber, Wired


Tom peters excellence always aim adelaide 05 september 2006

New Work SurvivalKit.2006 Driven by

1. Mastery!(Best/Absurdly Good at Something!)2. “Manage” to Legacy(All Work = “Memorable”/“Braggable” WOW Projects!)

3. A “USP”/Unique Selling Proposition(R.POV8: Remarkable Point of

View … captured in 8 or less words) 4. Rolodex Obsession(From vertical/hierarchy/“suck up” loyalty to

horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial Instinct(A sleepless … Eye for Opportunity! E.g.: Small

Opp for Independent Action beats faceless part of Monster Project)6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Master of Improv(Play a dozen parts simultaneously, from

Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor(A willingness to Screw Up & Move On)

9. Comfortable with Your Skin(Bring “interesting you” to work!)10. Intense Appetite for Technology(E.g.: How Cool-Active is your

Web site? Do you Blog?)11. Embrace “Marketing”(Your own CSO/Chief Storytelling Officer)12. Passion for Renewal(Your own CLO/Chief Learning Officer)

13. Execution Excellence!(Show up on time! Leave last!)


Distinct or extinct
Distinct Driven by … or …Extinct


To be somebody or to do something boyd the fighter pilot who changed the art of war robert coram
“To Driven by Be somebody or to Do something”BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


You are the storyteller of your own life and you can create your own legend or not isabel allende
“You are the storyteller of your own life, and you can create your own legend or not.”—Isabel Allende


It s alwa y s showtime david d alessandro career warfare
create your own legend or not.”It’s always showtime.”—David D’Alessandro, Career Warfare


Tom peters excellence always aim adelaide 05 september 2006

create your own legend or not.”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


Tom peters excellence always aim adelaide 05 september 2006

“Life is not a journey to the grave with the intention of arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what a ride!’ ”—anon.


Value added 11
VALUE ADDED #11 arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what


Excellence bedrock self management
EXCELLENCE. BEDROCK. arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what SELF-MANAGEMENT.


X step 1 buy a mirror
X.Step #1: arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what Buy a Mirror!


You must be the change you wish to see in the world gandhi
arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what You must bethe change you wish to see in the world.”Gandhi


Tom peters excellence always aim adelaide 05 september 2006

arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”—Winston Churchill


Tom peters excellence always aim adelaide 05 september 2006

arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead.” —Howard Gardner, Changing Minds


Mbwa hs 25
MBWA arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what **HS/25+


You your calendar calendars never lie
You = Your calendar* arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what *Calendars NEVER lie!!


Mark mccormack 5 000 miles for a 5 min meeting
Mark McCormack arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what :5,000 miles for a 5 min. meeting!


Getting to wow through mastery of the sales 25
Getting to WOW Through Mastery of … arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what The Sales25.


Getting things done the power implementation 34
Getting Things Done: arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what The Power & Implementation34.


Presentation excellence the presx56
Presentation Excellence: arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what The PresX56


The interviewing excellence the intx31
The Interviewing Excellence: arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what The IntX31


Value added 12
VALUE ADDED #12 arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what


Excellence leading
EXCELLENCE. LEADING. arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what


Leadership 23
Leadership arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what 23


Tom peters excellence always aim adelaide 05 september 2006

Leadershi arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what p23/ML1. Enthusiasm. Energy. Exuberance.2. Action. Execution.3. Tempo. Metabolism.4. Relentless.5. Master of Plan B.6. Accountability.7. Meritocracy.8. Leaders “do” people. Mentor. (“Success

creation business.”)9. Women. Diversity.10. Integrity. Credibility. Humanity. Grace.11. Realism.12. Cause. Adventures. Quests.


Tom peters excellence always aim adelaide 05 september 2006

Leadershi arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what p23/ML13. Legacy.14. Best story wins.15. On the edge. (“Wildest chimera of a

moonstruck mind.”)

16. “Reward excellent failures. Punish

mediocre successes.”17. Different > Better. (“Only ones who do

what we do.”)18. MBWA. Customer MBWA.19. Laughs.20. Repot. Curiosity. Why?21. You = Calendar. “To Don’t.” Two.22. Excellence. Always.

23. Nelsonian! (“Other admirals more afraid

of losing than anxious to win.”)


Tom peters excellence always aim adelaide 05 september 2006
Enthusiasm arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what EnergyExuberanceVoracious CuriosityIrritability/Dis-satisfactionRelentlessnessSelf-reliance“Closer” (Execution)excellence


Tom peters excellence always aim adelaide 05 september 2006

Enthusiasm arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what EnergyExuberanceVoracious Curiosityartistic inclinationIrritability/Dis-satisfactionRelentlessnessSelf-reliance“Closer” (Execution)engagementexcellence


Tom peters excellence always aim adelaide 05 september 2006

Kevin Roberts’ Credo arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what 1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10. Avoid moderation!


Tom peters excellence always aim adelaide 05 september 2006

Sir Richard’s Rules arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what :Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune on Branson


Let us march tom peters 0523 06
Let Us March arriving safely in a pretty and well-preserved body—but rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, ‘Wow, what Tom Peters/0523.06


Tom peters excellence always aim adelaide 05 september 2006

“In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’”—Adlai Stevenson


Let us march
Let us march people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, .


Tom peters excellence always aim adelaide 05 september 2006

Message clarity people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, =CALENDAR + MBWA + Language + Perceived INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible support + Prototypes + Tolerance for Failure/“Good losses” + Promotions + Tempo + Resilience + Celebration + Perceived RELENTLESSNESS + Training


Excellence stretch
EXCELLENCE. STRETCH. people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,


Tom peters excellence always aim adelaide 05 september 2006
The greatest danger people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, for most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo


Excellence kaboom
EXCELLENCE. KABOOM. people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,


Tom peters excellence always aim adelaide 05 september 2006

people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, Beware of the tyranny of making SmallChanges to SmallThings. Rather, make BigChanges to BigThings.”—Roger Enrico, former Chairman, PepsiCo


Tom peters excellence always aim adelaide 05 september 2006

Five MYTHS About Changing Behavior people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, *Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in lifeSource: Fast Company/05.2005


Excellence offense
EXCELLENCE. OFFENSE. people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,


Tom peters excellence always aim adelaide 05 september 2006

Nelson’s secret people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, :“[Other] admirals more frightened of losing than anxious

to win”


Excellence thrills transcendence wow now
EXCELLENCE. people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, THRILLS.TRANSCENDENCE.WOW. NOW.!


Tom peters excellence always aim adelaide 05 september 2006

Radicall people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, y Thrilling Language!

“Radically Thrilling.”

—BMW Z4 (ad)


C t o chief thrills officer
C people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, TO**Chief Thrills Officer


S y non y ms purity transcendence virtue elegance majesty anton y ms mediocrity1
S people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity


C t o chief transcendence officer
C people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, TO**Chief Transcendence Officer


It s alwa y s showtime david d alessandro career warfare1
people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, It’s always showtime.”—David D’Alessandro, Career Warfare


C w o chief wow officer
C people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, WO**Chief WOW Officer


C o chief officer
C people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, !O*Chief ! Officer


Tom peters excellence always aim adelaide 05 september 2006

“A year from now people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,

you may wish

You had

started today.”

—Karen Lamb


Ex celle alw ays
EX people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, CELLE ALWAYS.


Tom peters excellence always aim adelaide 05 september 2006

You only find oil if you drill wells people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, .—T he Hunters, by John Masters,

Canadian O & G wildcatter


Ex celle alw ays1
EX people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, CELLE ALWAYS.


Value added 13
VALUE ADDED #13 people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,


The irreducible209 sales122 60tibs tom peters 0607 20061
The people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, Irreducible209+/Sales122/60TIBsTom Peters/0607.2006


The irreducible209
The people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, Irreducible209


Tom peters excellence always aim adelaide 05 september 2006

A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. “What, if anything,” he asked, “do you believe ‘for sure’?”I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows.Tom Peters


Tom peters excellence always aim adelaide 05 september 2006

1. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. Hare 1, Tortoise 0. (Hare-y times.)

2. Tempo. (O.O.D.A.)

3. MBWA.

4. Appreciation. (“Motivator” #1.)

(Can’t be faked. Good.)

5. Decency.

6. Hurry.

7. Time out.

8. One matters.

9. Big change. Short time. (Alt not work.)

10. Excellence. Always.

11. Passion. Energy. Hustle. Enthusiasm.

Exuberance. (Move mountains. No alt.)

12. You must care.

13. Emotion.

14. Hard is soft. (Soft is hard.)


Tom peters excellence always aim adelaide 05 september 2006

15. Men. Women. Different. Contend. Connect. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

16. Women. Buy. All. (RU listening?)

17. Quality. (“Mind-blowing.” Beyond 6-Sigma.)

18. Re-invent. Re-pot. (Required.)

19. Jaywalk.

20. Big change. Small # of people. (Always.)

21. Experiment. Now.

22. Failure. Normal.

23. Most failures, most success.

(Fail. Forward. Fast.)

24. “Reward excellent failures. Punish

mediocre successes.”

25. Women leaders. (Altered times.)

26. Extremism. (Good business. Bad politics.)

27. Innovation source. Only. Extreme irritation.

28. Smile.


Tom peters excellence always aim adelaide 05 september 2006

29. You must care. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

30. Mentor. (Highest ROI.)

31. Best “roster” wins.

32. Wow. (Okay in biz.)

33. We all have customers. (Biz. Personal.)

34. All contacts = Experiences.

35. Cirque du Soleil. (Peerless.)

36. Leaders create space for growth.

37. Quests. (Only.)

38. High aspirations, “high” results.

(Self-fulfilling prophecy.)

39. Attitude 1, Skills 0. (Mostly.)

(Attitude 1, Skill 0.3?)

40. Sometimes: Skill 1, Attitude 0.1.

41. Must “love,” not “like.”

42. Wegmans.” (No excuses. “Mere” groceries.)

43. Less than your best. Cheating.


Tom peters excellence always aim adelaide 05 september 2006

44. Brand You. (No alt.) in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

45. Self-sufficiency. (Biggest LT turn-on.)

46. In the moment.

47. The moment wins.

48. Tomorrow = Never.

49. Action 1, Plan 0.1.

50. “Execution” can be a “system.”

51. Realism.

52. Own up. Move on.

53. Accountability.

54. Work hard > Work smart. (Mostly.)

55. Feedback. Necessary. Fast. (R.F.A. in

“RFA times.”)

56. Customers. Listen. Lead. (Paradox.)

57. “On stage.” Always. (GW, FDR, RG =

Supreme actors.)


Tom peters excellence always aim adelaide 05 september 2006

58. Master statistical analysis. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

59. Excellence = Set the table.

60. Legacy. (Will it have mattered?)

61. “Great.” (Why not?)

62. Radicals rule. (Think … Olympics.)

63. !!! = Good.

64. Red 1, Brown 0. (Red times.)

65. Talk. Listen. (“Big 2.” Master.)

66. Politics. (Normal-inevitable state

of affairs. Master.)

67. Student. Forever.

68. “Why?” (Question #1.)

69. Don’t belittle.

70. Respect.

71. All we have: this moment.

(“Moments matter most”?)

72. Now. (Procrastination. Death.)


Tom peters excellence always aim adelaide 05 september 2006

73. Exercise. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

74. Paint. (Leader. Portraits of Excellence.)

75. Best story wins.

76. “You must be the change you wish

to see in the world.”

77. Two “big ones.” Max. (Priorities.)

78. No “I” in Team. (“I” in Win.)

79. “I” in Win. (No “I” in Team.)

80. Different 1, Better 0. (Better = 0.1)

81. Imitation = Mistake. (Learn, from who?)

82. Choose/battle the “right” competitor.

83. Schools. Creativity. Entrepreneurship.

(Not.)

84. MBAs. Creativity. Entrepreneurship.

Leadership. (Not.)

85. Design. Under-rated. Wildly.

(Still.) (Everything.)


Tom peters excellence always aim adelaide 05 september 2006

86. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. You = Calendar. (Calendar. Never. Lies.)

87. Laugh.

88. Handshake. (Quantity. Quality.)

89. Don’t fold your hands in front of your chest. Ever. (Never.)

90. Grace. (“Works” in biz.)

91. Weird. Wins. (Weird times.)

92. Crazy times. Crazy orgs.

93. Internet. All.

94. Women. Boomers-Geezers. Market. All.

95. Passion. (Repeat. So what?)

96. Energy. (Repeat. So what?)

97. Hustle. (Repeat. So what?)

98. Enthusiasm. (Repeat. So what?)

99. Exuberance. (Repeat. So what?)

100. Smile. (Repeat. So what?)

101. Care. (Repeat. So what?)


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102. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. Simplicity. Redundancy. Resilience. Bloody-

mindedness. Visible optimism. (Success.)

103. Act. (Repeat. So what?)

104. Appreciate. (Repeat. So what?)

105. Fun. (Biz. Why not?)

106. Joy. (Biz. Why not?)

107. Sales = Life.

108. Marketing = Life.

109. Long-term. “Top line.”

110. Great company = Creates the most

individual success stories. (RE/MAX)

111. Talent first, performance byproduct.

112. Sustained Wow* 1, “Shareholder

value,” 0.2 (*Product, People.)

113. Commitment, by invitation only.

114. Creativity, by invitation only.

115. HR = #1. (Ought to.)

116. Face-to-face. (5K miles, 5 minutes.)


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117. Negotiation. Make all winners. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

(Save face.)

118. Grace makes enemies friends.

119. Network.

120. Invest in relationships. (Think ROIR.

Return On Investment inRelationships.)

118. Relationship investment. Forethought.

Calendar item. Intensity.

119. Innovation. Easy. (Hang out

with weird.)

120. Weird = Win. (Weird times.)

121. “The bottleneck is at the top

of the bottle.”

122. Good Board = Weird Board.

(At least, surprising.)

123. No contention, no progress.


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124. “Crucial conversations.” “Crucial in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

confrontations.” (Study. Learn. Do.)

125. Honest feedback.

126. Gaspworthy. Yes.

127. “Insanely great.”

128. “Astonish me.”

129. “Make it immortal.”

130. “Will you remember it in 20 years?”

131. No small opportunities. (Reframe.)

132. One playmate, one playpen = Enough.

133. End run. Sensible.

134. Allies are there for the finding.

135. Find successes. Build on successes.

(Pos > Neg. Encourage > Fix.)

136. Somebody’s doing it today. Find ’em.

137. Someone is living 2016 in 2006.

(Find ’em. Study ’em.)


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138. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. Don’t “benchmark,” “futuremark.”

(2016. Happening. Somewhere.)

139. “PMA.” It works.

140. There are no experts. (You are the expert.)

141. Life is short.

142. “Sustained success.” Fat chance.

Make today matter. (“Sustained.” Ha.)

143. Collaborate. (Networked world.)

144. Go solo. (Individual. Unit of

Intellectual Capital.)

145. There are no “perfect” plans. (Do. Wins.)

146. Plans motivate. (Right or wrong.

Sense of purpose.)

147. Never rest.

148. Get some sleep.

149. Winning = Embracing paradox.

150. Ambiguity = Opportunity.


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151. Resilience. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

152. Relentless-ness.

153. None. Above. Comeuppance.

(GM. Sears. U.S. Steel. DEC.)

154. Be yourself. Period.

155. Never work with jerks. Including

customers. (Life. Too short.)

156. Under-promise, over-deliver.

157. Talent. (Powerful word.)

158. “Customer = Anyone whose actions

affect your results.”

159. Competition stinks. (Seek the soft

spots where you can dominate.)

160. K.I.S.S./Keep It Simple, Stupid.

161. Beauty. (Good biz word.)

162. “See the beauty in a hamburger bun.”

(Go. Ray.)


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163. Own up. Quick. ( Denial. Cancer.) in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. 164. Celebrate. Often.165. 78 people = 78 approaches. (Each. Unique.)166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.)167. Get out of the way. (You = The problem.)168. Smile. Sunny. Optimism. (If it kills you.)169. Flowers. (Cheery workplace.)170. Enjoy. (Or get the hell.)171. Be intolerant of “sour.” (1 = Major pollution)172. No “quick trigger” on promotion. (Too important.)173. Evaluation = Lots of study-time.174. Evaluation = “Life or death” to evaluee.175. “360” evaluation. No fad.176. Exit when you’re done. (Done. Sooner than you think.)


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177. Today. Now. My Project. Am. Is. I. Period. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough.

178. “Beautiful” systems. (Good biz phrase.

Not oxymoron.)

179. Build on strengths > Fix weaknesses.

180. “To don’t” = “To do.” (“To don’t” >

“To do” ?)

181. Leaders “Do” People. (Period.)

182. Leaders enjoy leading.

183. Serious leadership training = Serious.

184. Priorities. Obvious. (Or else.)

185. 5 “Priorities” = 0 Priorities.

(3 “Priorities” = 0 Priorities?)

186. People. First. Last. Always.

187. It. Is. Always. The. People.


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188. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. Handshake. (Quantity. Quality.)189. Don’t fold your hands in front of your chest. Ever. (Never.)190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.)191. Employee Entrance = GuestEntrance.192. Put the customer SECOND. (Thanks, Hal.)193. Flowers. (Or did I say that before? No matter if I did.)194. Big Mergers don’t work. Small acquisitions can/do work—if you don’t screw with their energy.


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195. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. Instinctively “head for the front line.” (In all contexts.)196. Success = DDMMPR/"D-squared,

M-squared, PR” = DramDiff +

Money-Financial Acumen + Good

“Marketing” Instincts + Stellar People

+ Resilience (The “fab five”: What.

Every. Small. Biz. Needs.) (Big too.)

197. Core Mechanism (“Game-changing

Solutions”): PSF (Professional Service

Firm “model”) + Wow! Projects

(“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”)

198. 2011/2016 has already happened.

Find it.


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199. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. Kids “know” kids. Oldies “know” oldies. Women “know” women. (Staff accordingly.)200. Everybody is my customer.201. Cosset “vendors.”202. I want to run a Housekeeping department. (And you?)203. The military doesn’t follow the “military model.” (Initiative = Excellence.)204. No such thing as “going to absurd lengths” to serve the Customer. (HSM & Lefties.)205. Forget the “customer.” All = “Clients.”206. It takes decades to get over “sleights.” (So don’t sleight.)207. Don’t “dumb down.” Ever.


208 no less than excellence ever 209 excellence always
208. in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. NO LESS THANEXCELLENCE. EVER.209.EXCELLENCE. ALWAYS.


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Work In Progress in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. XXX. One size fits. One. Only. (Evaluations. Period.)XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.)XXX. First impression. Matters. Shapes all that comes. Hard to overcome. (Understatement.)XXX. Jerks. Don’t work with. (Life = Too short.)XXX. Manage [the hell out of] first impressions.XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.)XXX. Manage [the hell out of] last impressions.XXX. Plain English.XXX. K.I.S.S. (450/8.)XXX. $798. $55,000,000,000. 3,000,000,000. 7AM-7PM. 6:15AM.XXX. Donnelly Weatherstrip rules.XXX. Managers do things right. Leaders do the right thing. NOT.


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GE in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. (more or less):The Sales122: 122 Ridiculously Obvious Thoughts About Selling StuffTom Peters/0402.2006


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This list was first prepared for GE Energy sales & marketing people in January. It started with a half-dozen items, and grew like Topsy. Possibly, given its origins, it’s a little tilted toward complex, engineering-based sales. In any event, it makes a perfect companion to “The Irreducibles209.” This, too, is effectively a list of “irreducibles.”Tom Peters


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1. “Strategy” overrated, simply “doin’ stuff” underrated. See Kelleher and Bossidy: “We have a ‘strategic plan,’ it’s called doing things.”—Herb Kelleher. “Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done. Action has its own logic—ask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman.

2. What are you personally great at? (Key word: “great.”) Play to strengths! “Distinct or Extinct.” You should aim to be “outrageously good”/B.I.W. at a niche area (or more).

3. Are you a “personality,” a de facto “brand” in the industry? The Dr Phil of ...

4. Opportunism (with a little forethought) mostly wins. (“Successful people are the ones who are good at Plan B.”)

5. Little starts can lead to big wins. Most true winners—think search & Google—start as something small. Many big deals—Disney & Pixar—could have been done as little-er deals if you’d had the guts to jump before the value became obvious.


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6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the “non-obvious” are often good Partners for technology experiments.

7. The best relationships are often (usually?) not “top to top”! (Often the best: hungry division GMs eager to make a mark.)

8. IT’S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE FUNCTIONS.

9. In any public-sector business, you must become an avid student of “the politics,” the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logical—if you (deeply!) understand the matrix in which they exist.

10. Relationships from within our firm are as important—often more important—as those from outside—again broad is as important as deep. Allies—avid supporters!—within and from non-obvious places may be more important than relationships at the Client organization. Goal: an “insanely unfair ‘market share’” of insiders’ time devoted to your projects!


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“Everyone lives by other things, everybody goes after the obvious ones. Also, the “non-obvious” are often good Partners for technology experiments.

selling something.”

—Robert Louis Stevenson


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11. Interesting outsiders are essential to innovative proposal and sales teams. An “exciting” sales-proposal team is as important as a prestigious one.

12. Is the proposal-sales team weird enough—weirdos come up with the most interesting, game-changer ideas. Period.

13. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.)

14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time.

15. Don’t short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that “makes my day” for a key Client player—and watch the whole gig be torpedoed.

16. “Sticking with it” sometimes pays, sometimes not—it takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.)

17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don’t get hung up—particularly in tech firms—on what industries-countries “women can’t do.” (Or some such bullshit.)


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18. Work incessantly on your “story”—most economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense value—politics is about the tension among competing stories. (If you don’t believe me, ask Karl Rove or James Carville.) (“Storytelling is the core of culture.” —Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell)

19. Call this 18A, or 18 repeat: Become a first-rate Storyteller! (“A key – perhaps the key – to leadership is the effective communication of a story.”—Howard Gardner, Leading Minds: An Anatomy of Leadership)

20. Risk Assessment & Risk Management is more about stories than advanced math—i.e., brilliant scenario construction.

21. Good listeners are good sales people. Period.

22. Lousy listeners are lousy sales people. Period.

23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening “skills” are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso “listener” is as rare as a virtuoso cello player.) (“If you don’t listen, you don’t sell anything.”—Carolyn Marland/MD/Guardian Group)


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24. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.)

25. You don’t know Jack Squat about other peoples’ cultures—especially if you are a typically myopic American. (Like me.)

26. Are you a great interviewer? It’s a make or break skill. (Think Barbara Walters’ skill at extracting unwanted truths from pros in persona-protection ... in front of 10s of millions of people.

27. Are you a great (not merely “good”) presenter? Mastering presentation skills is a life’s work—with stupendous payoff.

28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are “the essence of [sales] life”—and usually picked-up in an amateurish fashion. Mistake! (Become a “professional student” of these two areas, achieve Mastery.)

29. Are you good at flowers? Think: FLOWER POWER! (see Harvey Mackay’s “Mackay 66”—what you should know about a Client; e.g., birthdays & anniversaries.) (My “flowers budget” is out of control. Hooray for me.)

30. You can’t do it all—be clear at what you are good at, bad at, indifferent at. Hubris sucks.


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“If you don’t not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.)listen,

youdon’t sell

anything.”—Carolyn Marland/

Managing Director/

Guardian Group


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31. The point is not to “prove yourself.” (That’s ego-talk.) Let the best person present to the Client—perhaps a “lower level” geek. (“Control freaks” get their just desserts in the long haul—or sooner.)

32. The numbers will more or less take care of themselves over the long haul—if the relationship/s is/are solid gold.

33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy.

34. Never stop growing-broadening-deepening the relationship. The key to “indispensability” is to get the Client more and more … and more … and then more … imbedded in “our” web. Hence the so-called “selling process” is only the first step!

35. USE THE WORD “WE” … CONSTANTLY & RELIGIOUSLY! (E.g.: “We”—the Client & me—“are going to change the world with this service.”)

36. Don’t waste your time on jerks—it’ll rarely work out in the mid- to long-term.

37. Genius is walking away from lousy “scores” (deals)—and accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.)


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38. You haven’t a clue as to how this situation will actually play out—be prepared to move fast in a different direction.

39. Keep your word.

40. KEEP YOUR WORD.

41. Underpromise (i.e., don’t over-promise; i.e., cut yourself a little slack) even if it costs you business—winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper.

42. There is such a thing as a “good loss”—if you’ve tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3.

43. It’s a competitive world out there. New, innovative products are harder to sell than old stand-bys. Nonetheless, you will be a long-term star to the extent that you are willing to push the harder-to-sell-at-the-moment Innovative Products that cement long-term Client success (Indispensability!) —even if it means a #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGING—hopefully) COMPETITIVE ADVANTAGE!


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44. Think “legacy”—what the hell is all this really about for you and the world? (“Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver)

45. THERE ARE NO “MODERATES” IN THE HISTORY BOOKS!

46. Keep it simple! (Damn it!) No matter how “sophisticated” the product. If you can’t explain it in a phrase, a page, or to your 14-year-old ... you haven’t got it right yet.

47. Know more than the next guy. Homework pays. (of course it’s obvious—but in my work it is too often honored in the breach.)

48. Regardless of project size, winning or losing invariably hinges on a raft of “little stuff.” Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!—or, “one man’s little stuff is another man’s 7.6 Richter deal-breaker.”

49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the egg on your face—he will always remember you!)

50. Don’t hold grudges. (It is the ultimate in small mindedness—and incredibly wasteful and ineffective. There’s always tomorrow.)


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51. about for you and the world? (“Tell me, what is it you plan to do with your one wild and precious life?” IT’S ALWAYS “THE POLITICS”—wee private-sector deal or giant public sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.)

52. To beat the “turnover problem” in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) “plodding” “careerists.” The invisible careerists are the bedrock upon which repeated success is built! (My “Capitol Hill Axiom”: It’s the 24-year-old LA who in the end briefs the Senator right before she goes to the Floor to vote.)

53. Speaking of “she”: Gender differences are Enormous—dealing with a woman and dealing with a man are different kettles of fish—you must become an A+ student of gender differences. (E.g.: Men are typically more interested in the short-term “score.” Women are more interested in the long-term consequences.)

54. “LITTLE PEOPLE” OFTEN HAVE BIG FRIENDS.

55. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with increased respect for you and your team.


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56. Never, ever dump on a competitor—the Tom Watson IBM glory-days mantra.

57. Never forget the “Law of Cousins!” In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time.

58. Speaking of “favors,” jail sucks.

59. Work hard beats work smart. (Mostly.)

60. REPEAT: HE/SHE WHO HAS THE MOST-BEST RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... WORK OF THE SALESPERSON.

61. Mano v mano “hardball” is seldom the answer—end runs based and patient multi-level relationship building via deeper-wider networks win.

62. If the deal is wired from below, truly wired, than the so-called “big negotiations” are essentially irrelevant.

63. If every quarter is a “little better” than the prior quarter—then you are not taking any serious risks.

64. Phones beat email.


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“Nothing is so glory-days mantra.

contagious as

enthusiasm.”

—Samuel Taylor Coleridge


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65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didn’t someone say, “Pride goeth before the fall”?

66. Be hyper-organized about relationship management—you are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch-as-catch can. (Football analogies are cute—but deep political understanding pays the private-school tuition.)

67. Obsess on ROIR (Return On Investment In Relationships).

68. “THANK YOU” NOTES: World’s highest-return investment!!

69. The way to anyone’s heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.)

70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners—among adversaries at least as much as among “partners.”

71. Your colleagues’ successes are your successes. Period. (Trust me, my greatest personal success—financially as well as artistically—has been creating a bigger pond in which everyone wins, even if my “market share” is down.)


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72. Lend a helping hand, especially when you don’t have the time. E.g. share relationships—the more you give away the more you get in return (just like they say in church).

73. Listen up: “It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.”—Sara Lawrence-Lightfoot, Respect. (I.e., Respect is Cool.)

74. Mentoring is a thrill—and the practical payoff is enormous. The best mentors have the whole world working its buns off for them!

75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON-ENTHUSIASTS—THEY ARE CANCERS. (“Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge. “A man without a smiling face must not open a shop.”—Chinese Proverb.)

76. IT’S ALWAYS YOUR PROBLEM—you sold it to them.


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77. It’s never over: While there may be an excellent service activity in your company, the “relationship” belongs to You! Hence the “aftersales” “moments of truth” are at least as—if not more than*--important to the Continuing Relationship as the sale “transaction” itself. (*I vote for “more than.”) You’ll get your biggest “points” with the Client for being an effective after-the-fact go-between with your company.

78. Don’t get too hung up on “systems integration”—first & foremost, the individual bits have got to work.

79. For God’s sake don’t over promise on “systems integration”—it’s nigh on impossible to deliver.

80. On the other hand … winners clamber Up the Value-added Ladder, and offer ever so much more than “mere” product. ALL SUCCESSFUL SALES PEOPLE ARE IN THE “SOLUTIONS BUSINESS”—no matter how jargony that may sound.


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81. “Systems” / “Solutions” selling means grappling directly with “culture change” in Client organizations. (“The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution”—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale)

82. Shit happens. That’s what they pay you for.

83. This is not a “GE” or “Ben & Jerry’s” sale—it is a Joe Jones/Jane Jones sale. YOU ARE THE “BRAND” THE CLIENT BUYS—especially over the long haul.

84. Duh: You make money, the company makes money—on repeat business.

85. Master—yes, you—the “PR” Game. “Word of Mouth” is not accidental! You want Word of Mouth? Make it happen!

86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE TO GET CREDIT. (“Taking credit” is for egomaniacs. And losers.)

87. “Decent margins,” over the mid- to long-term, are a product of better relationships, not better “negotiating skill.” (Mostly.)


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“You can’t behave directly with “culture change” in Client organizations. (“The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution”—Jeff Thull,

in a calm, rational

manner. You’ve got

to be out there on

the lunatic fringe.”

—Jack Welch


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88. In the immortal words of ex-GE Vice Chairman Larry Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is more like it.)

89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fast—you want to be there first with your story and to enhance your rep as Truthteller!

90. Work like hell to get a reputation as a valued industry expert, to become an industry resource.

91. Work the Trade Association angle for all its worth—it may take a decade to pay off—e.g., when you become an officer or are on an important panel or testify Before Congress.

92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG!

93. It’s all bloody tactics.

94. You must ... LOVE .... the product! (Period.)

95. YOU MUST LOVE THE PRODUCT!

96. Don’t over-schedule. “Running late” is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt.


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97. Women are better salespeople. (See Addendum.) Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is more like it.)

98. Women alone understand Women.

99. Actually, Women by and large understand Men better than Men understand Men.

100.Women purchasers buy Stories and recommendations.

101. Women take longer to become Loyal purchasers, but then stay Loyal.

102. Men buy Stats.

103. Men decide fast, but are fickle.

104. Men & Women are … VERY, VERY … Different.

105. Women buy most things. Consumer. Increasingly, professional goods and services.

106. Women’s Market is Opportunity #1.

107. Boomers. Many, many. Lots & lots & lots of … $$$.

108. Boomers-Geezers are very different purchasers than those in other categories.


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109. It takes time to get to know people. (DUH.) Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is more like it.)

110. The very idea of “efficiency” in relationship development is ... STUPID.

111. MBWA (still) rules.

112. “Preparing the soil” is the “first 98 percent.” (Or more.)

113. WORK THE PHONES!

114. Rule 5K-5M: 5K miles for a 5-Minute meeting often makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super-agent Mark McCormack.)

115. Become a student! Study great salespeople! (Including Presidents.) (“Natural” is a little bit true—but then Naturals are always the ones who study hardest—e.g., Jerry Rice.)

116. Become a student! Yes, you can study Relationship Building. So, study …

117. Beware complexifiers and complicators. (Truly “smart people” ... Simplify things.)


Tom peters excellence always aim adelaide 05 september 2006

118. The smartest guy in the room rarely wins—alas, he usually is aware he’s the

smartest guy. (And needn’t waste his time on that “soft relationship crap.”)

119. Be kind. It works.

120. Be especially kind when there are screw-ups. (There’s plenty of time later to

Play the Great Accountability Game.)

121. Presidents never tire of being treated like Presidents.

122. Luck matters.

So: Good luck!


Tom peters excellence always aim adelaide 05 september 2006

ADDENDUM: Women Rock … as Salespersons (From Item #98.) usually is aware he’s the

And the answers are?

“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is better at keeping in touch with others?”Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson


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Tom peters excellence always aim adelaide 05 september 2006

1. TECHNICOLOR RULES! usually is aware he’s the (Passion Moves Mountains!)2. Audacity Matters!3. Revolution Now!4. Question Authority! (& Hire Disrespectful People.) 5. Disorganization Wins! (LOVE THE MESS!)


Tom peters excellence always aim adelaide 05 september 2006

6. Think 3M: Markets Matter Most. ONLY EXTREME usually is aware he’s the COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you can’t take Silicon Valley out of the boy!)7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.) 8. Message 2003: Technology Change (Info-sciences, Biosciences) Is in Its Infancy! (WE AIN’T SEEN NOTHIN’ YET!)9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT … OR DIE! 10. Big Sucks. (Mostly.) (VERY Mostly.)


Tom peters excellence always aim adelaide 05 september 2006

11. “Permanence” Is a Snare & a Delusion. usually is aware he’s the (Forget “Built to Last.” It’s Yesterday’s Idea.)12. Kaizen” (Continuous Improvement) Is …Dangerous.13. DESTRUCTION RULES!14. Forget It! (“Learning” = Easy. “Forgetting” = Nigh on Impossible.) 15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.)


Tom peters excellence always aim adelaide 05 september 2006

16. Boring Begets Boring. usually is aware he’s the(Cool Begets Cool.)17. Think “Portfolio.” (We’re All V.C.s.)18. Perception Is All There Is. (“Insiders” … ALWAYS … overestimate the Radicalism of What They’re Up To.)19. Action … ALWAYS … Takes Precedence. Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … INACTION.) 20. He Who Makes & Tests the Quickest & Coolest Prototypes Reigns!


Tom peters excellence always aim adelaide 05 september 2006

21. Haste Makes Waste. (SO GO WASTE!) usually is aware he’s the22. Screw-ups are … the … Mark of Excellence. (“Do It Right the First Time” Is a Very Stupid Idea.) 23. Play Hard! Play Now! (Cherish Play!)24. TALENT TIME! (He/She Who Has the Best “Roster” Rules!)25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.)


Tom peters excellence always aim adelaide 05 september 2006

26. Diversity’s Hour Is Now! usually is aware he’s the27. SHE … Is the Best Leader!28. MARKETING MANTRA: Embrace the “BIG THREE” Demographics. (1) SHE … is the Customer. (For everything.) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green … Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … Gets It.) (Mere “Programs” Will Not Suffice.)29. Re-boot Healthcare. (UNDERSTATEMENT.)30. WHAT ARE WE SELLING? “Experiences” & “Solutions” > “Quality” & “Satisfaction.” (The Traditional Value-added Equation Is Being Set on Its Ear.)


Tom peters excellence always aim adelaide 05 september 2006

31. DESIGN = New Seat of the Soul. usually is aware he’s the32. Branding Is for … EVERYONE. He Who Has the … BEST STORY … Takes Home the Marbles.33. DRAMATIC DIFFERENCE = Only Difference.34. WORDS/Language Matters … a Lot. (E.g.: Three Hearty Cheers for “Wow”!)35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: “Are You Proud of It?”)


Tom peters excellence always aim adelaide 05 september 2006

36. eALL. (IS/IT: usually is aware he’s theHalf-way = No Way.)37. DREAM … Big! DREAM … Enormous. DREAM … Gargantuan. (These Are XXXL Times.)38. THINK MIKE! (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.”)39. There Is Only … ONE BIG ISSUE. Cross- functional Communication.40. Stop Doing Dumb Shit. (SYSTEMATIZE THE PROCESS OF “UN-DUMBING.”)


Tom peters excellence always aim adelaide 05 september 2006

41. Beautiful Systems Are … BEAUTIFUL. usually is aware he’s the42. The … WHITE-COLLAR REVOLUTION … Will Devour Everything in Its Path. 43. Take Charge of Your Destiny! BrandYou Moment! DISTINCT … OR EXTINCT!44. “Powerlessness” Is a State of Mind! Think: King. Gandhi. De Gaulle.45. Pursue Adventure … in Every Task.


Tom peters excellence always aim adelaide 05 september 2006

46. usually is aware he’s theEXCELLENCE … Is a State of Mind. (Excellence Takes a Minute.) (No Bull.)47. SHOW UP! (If You Care, You’re There.)48. YOUR CALENDAR KNOWS ALL. (You = Calendar.) (Mind Your “TO DON’T” List.)49. LIFE IS SALES. (The Rest Is Details.)50. Boss Mantra #1: “I DON’T KNOW.” (“I Don’t Know” = Permission to Explore.)


Tom peters excellence always aim adelaide 05 september 2006

51. Management Role 1: GET OUT OF THE WAY. usually is aware he’s the (Clear the Way.) (“Manager” = Hurdle Removal Professional.)52. Epitaph from Hell: “He Woulda Done Some Truly Cool Stuff … But His Boss Wouldn’t Let Him.”53. Change Takes However Long You Think It Takes. (Eschew … “Incrementalism.”)54. Respect! (Rule 1: Don’t Belittle!)55. “Thank You” Trumps All!


Tom peters excellence always aim adelaide 05 september 2006

56. Integrity Matters! usually is aware he’s theIntegrity = Credibility. (Dennis K. Is a Jerk.)57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.)58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.)59. DISPENSE ENTHUSIASM!60. FUN …Is Not a 4-Letter Word. So, too … JOY. (And … GRACE.)


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EX usually is aware he’s theCELLE ALWAYS.