LONG Tom Peters Re-Imagine ! EXCELLENCE Dental Trade Alliance/Annual Meeting 2013 Ponte Vedra/17 October 2013
(slides at tompeters.com; also see excellencenow.com) 1,000,000 500:1 The combination of new market rules and new technology was turning the
stock market into, in effect, a war of robots. Michael Lewis, Goldmans Geek Tragedy, Vanity Fair, 09.13
[Michael Vassar/MetaMed founder] is creating a better information Almost all health care people get is going to be donehopefully by algorithms within a decade or two. system and new class of people to manage it.
We used to rely on doctors to be experts, and weve crowded them into being something like factory workers, where their job is to see one patient every 8 to 11 minutes and implement a by-the-book solution. Im talking about creating a new expert professionmedical quants, almost like hedgefund managers, who could do the high-level analytical work of directing all the information that flows into the worlds hard drives. Doctors would now be aided by Vassars new information experts who would be aided by advanced
artificial intelligence.New York /0624.13 Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasoned
reporter, and driven vehicles on urban highways with far better control than a human driver. Christopher Steiner, Automate This: How The root of our problem is not
that were in a Great Recession or a Great Stagnation, but rather that we are in the early Great Restructuring. Our throes of a technologies are racing ahead, but our skills and organizations
are lagging behind. Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee Human level capability has not turned out to be a special stopping point from an engineering
perspective. . G R I N enetics obotics
nformatics anotechnology REALLY First Things Before First Things REALLY First Things Before First Things:
Conrad Hilton CONRAD HILTON, at a gala celebrating his career, was called to the podium What were the most important lessons you learned
in your long and distinguished career? His answer and asked, Remember to tuck the shower curtain inside the
bathtub. IS EXECUTION STRATEGY. Fred Malek REALLY First Things Before First Things:
! The Army Knows If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would
be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness? People leave managers not
companies. Dave Wheeler REALLY First Things Before First Things: ! C-level?
In the Army, 3-star generals worry about training. In most businesses, it's a ho hum mid-level staff function. I would hazard a guess that most CEOs see IT investments as a
strategic necessity, but see training expenses as a necessary evil. REALLY First Things Before First Things: Hiring development can help great
people be even better but if I had a dollar to spend, Id 70 cents spend getting the right person in the door.
Paul Russell, Director, Leadership and Development, Google REALLY First Things Before First Things: 53 = 53 People are NOT
Standardized. Their evaluations should NOT be standardized. EVER. EVALUATING PEOPLE = #1 DIFFERENTIATOR Source: Jack Welch/Jeff Immelt on GEs
!!!!) strategic skill ( #1 REALLY First Things Before First Things: Strengths >
Weaknesses A man should never be promoted to a managerial position if his vision focuses on peoples weaknesses rather than on their strengths. Peter Drucker, The Practice of Management
REALLY First Things Before First Things: Self-evaluation Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader. Edie Seashore (Strategy +
Business #45) How can a high-level leader like _____ be so out of touch with the truth about himself? Its more common than you In fact, the higher up the ladder a leader climbs, the less accurate his selfassessment is likely to be.
would imagine. The problem is an acute lack of feedback [especially on people issues]. Daniel Goleman (et al.), The New Leaders "Everyone thinks of changing the world, but no one thinks of
changing himself" - Leo Tolstoy REALLY First Things Before First Things: Hiring Development can help great people be even BETTERBUT
IF I HAD A DOLLAR TO SPEND, ID SPEND 70 CENTS GETTING THE RIGHT PERSON IN THE DOOR. Paul Russell, Director, Leadership and Development, Google REALLY First Things Before First Things:
Questionable Judgment Skills Clinical versus Statistical Prediction There is now  a metaanalysis of studies of the comparative efficacy of clinical judgment and actuarial
prediction methods. Of 136 research studies from a wide variety of predictive domains, not more than 5 percent show the clinicians predictive procedure to be more accurate than a statistical one. Source: Paul Meehl, Clinical versus Statistical Prediction, quoted in Daniel Kahneman, Thinking, Fast and Slow
REALLY First Things Before First Things: #1 Failing If I had to pick one failing of CEOs, its that they dont read enough.
Co-founder of one of the largest investment services firms in the USA/world REALLY First Things Before First Things: #1 REALLY First Things Before First Things:
We Are What We Eat: The Fred Smith Question Whos the most interesting person youve met in the last 90 days? How do I get in touch
with them? Fred Smith REALLY First Things Before First Things: XFX = #1 XFX =
#1* *Cross-Functional eXcellence NEVER WASTE A LUNCH! % XF lunches* Measure!
* Monthly! Part of evaluation! [The PAs Club.] Allied commands depend on mutual confidence and this confidence is
gained, above all through the development of friendships. General D.D. Eisenhower, Armchair General* *Perhaps his most outstanding ability [at West Point] he made friends and earned the trust of fellow cadets who came from
widely varied backgrounds; it was a quality that would pay was the ease with which REALLY First Things Before First Things: We Observed closely: The use of I
or we a job interview. during I am hundreds
of times better here [than because of the support system. Its like you were working in an organism; you are not a
single cell when you are out there practicing. in my prior hospital assignment] quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic Every week every
swimmer reports on how he helped a teammate Source: Skip Kenney, Stanford mens swimming coach, 31 consecutive PAC10 championships, 7 NCAA championships REALLY First Things Before First Things: Meeting
! Power Meetings = #1 leadership opportunity #1 thing bosses do. Therefore, 100% of
Meetings are those meetings: EXCELLENCE. ENTHUSIASM. ENGAGEMENT. LEARNING. TEMPO.
REALLY First Things Before First Things: MBWA 2 3K/5M Source: Mark McCormack Im always stopping by our
stores at least a week. 25 Im also in other
places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can. Howard Schultz Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up in fighting the fires of the moment that they cannot really attend to the longterm threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time,
Let me put it bluntly: every leader should routinely keep a substantial portion of his or her timeI would say as stay focused on what really matters. much as 50
percentunscheduled. Only when you have substantial slop in your scheduleunscheduled timewill you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers typical response to my argument about free Yet we waste so much time in unproductive activityit takes an enormous effort on the part of the leader to keep free
time for the truly important things. Dov Frohman (& Robert time is, Thats all well and good, but there are things I have to do. Howard), Howard), Leadership The Hard Way: Why Leadership Cant Be TaughtAnd How You Can Learn It Anyway (Chapter 5, The Soft Skills Of Hard Leadership) REALLY First Things Before First Things:
ONE at a Time one If there is any secret to effectiveness, it is concentration. Effective
executives do first things first and they do one thing at a time. Peter Drucker REALLY First Things Before First Things:
! Acknowledgement The deepest principal in human nature is the craving* to be appreciated. William James
*Craving, not wish or desire or longing/Dale Carnegie, How to Win Friends and Influence People (The BIG Secret of Dealing With People) REALLY First Things Before First Things: K=R=P
Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Henry Clay 139,380 former patients from 225 hospitals:
Press Ganey Assoc: NONE of THE top 15 factors determining Satisfaction
Patient referred to patients health outcome. Instead: directly related to Staff Interaction; directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. KINDNESS IS FREE. Listening to patients or
answering their questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way. Putting Patients First, First, Susan Frampton, Laura Gilpin, Patrick Charmel
(Griffin Hospital/Derby CT; Plantree Alliance) K=R= P Kindness = Repeat Business = Profit. Kindness
WORKS! Kindness PAYS! REALLY First Things Before First Things: Im sorry I regard apologizing as the most magical, healing, restorative gesture human
beings can make. It is the centerpiece of my work with executives who want to get better. Marshall Goldsmith, Goldsmith, What Got You Here Wont Get You There: How Successful People Become Even More Successful.
With a new and forthcoming policy on apologies Toro, the lawn mower folks, reduced the average cost of settling a claim $115,000 in 1991 to $35,000 in 2008 and the company hasnt been to trial in the last15 years! from
THERE ONCE WAS A TIME WHEN A Relationships (of all varieties): THREE-MINUTE PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* *divorce, loss of a BILLION $$$ aircraft sale, etc., etc. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* PROBLEM *PERCEPTION IS ALL THERE IS! Comeback
[big, quick response] >> Perfection Acquire vs. maintain: 5X* *Hence: Service >> Sales (!!)
REALLY REALLY First Things Before First Things: 1 Mouth, 2 Ears The doctor interrupts
after * *Source: Jerome Groopman, How Doctors Think 18 18 seconds! [An obsession with] Listening is ... the ultimate mark
of Respect Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ...
Listening is ... the heart and soul of Engagement. the heart and soul of Kindness. the heart and soul of Thoughtfulness. the basis for true Collaboration. the basis for true Partnership. a Team Sport. a Developable Individual Skill.* (*Though women
Listening is ... Listening is ... Listening is ... Listening is ... the basis for Community. the bedrock of Joint Ventures that work. the bedrock of Joint Ventures that grow. the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of
are far better at it than men.) organization effectiveness.) [cont.] . 10 Essential Selling Principles Most Salespeople Get
Wrong 1. Assuming the problem that the prospect communicates is the real problem. 2. Thinking that your sales presentation will seal the deal. 3. Talking too much. 4. Believing that you can sell anybody anything.
5. Overeducating the prospect when you should be selling. 6. Failing to remember that salespeople are decisionmakers, too. 7. Reading minds. 8. Working as an unpaid consultant to seal the deal. 9. Being your own worst enemy. 10. Keeping your fingers crossed that a prospect doesnt notice a problem. Source: Forbes/0503.13
*8 of 10 sales presentations fail *50% failed sales presentations talking at before listening! Susan Scott, Let Silence Do the Heavy Listening, chapter title, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time REALLY First Things Before First Things:
this will be the womans century I speak to you with a feminine voice. Its the voice of democracy, of equality. I am certain, ladies and gentlemen,
that this will be the womans century. In the Portuguese language, words such as life, soul, and hope are of the feminine gender, as are other words like courage and sincerity. President Dilma Rousseff of Brazil, 1st woman to keynote
the United Nations General Assembly (2011) Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN. Source: Headline, Economist
W> 2X (C + I)* *Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion
in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combinedmore than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just thateven ones that are confidant that they have a winning strategy when it Headline 2020:
Hold Women 80 Percent of Management and Professional Jobs
1%: female dentists <1970 43%: female dental school grads 2009 24%: female dental school deans 80% : female dentists <45 40% : male dentists <45 21
2.6/ Tom Peters Re-Imagine ! EXCELLENCE
Dental Trade Alliance/Annual Meeting 2013 Ponte Verda/17 October 2013 (slides at tompeters.com; also see excellencenow.com) ! Excellence Excellence1982: The Bedrock Eight Basics
1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties
Breakthrough 82* People! Customers! Action! Values! *In Search of Excellence Why in the
World did you go to Siberia? An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum Enterprise* (*at its best): concerted human
potential in the wholehearted pursuit of EXCELLENCE in service of others.** others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners In a world where customers wake up every morning asking, Whats new, whats different, whats
amazing? success depends on a companys ability to unleash initiative, imagination and passion of employees at all levelsand this can only happen if all those folks are connected heart and soul to their work [their calling], their company and their mission. John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the
Heroic Spirit of Business *2/3 vote by team after 90-days probation for new member to achieve fulltime status *Total transparency re compensation *All 7 members of exec team exact same pay package including bonuses *Cash plus bonuses of highest paid no more than 19X average
*Exact same benefits package for all employees including CEO, though adjusted for seniority *Benefits package decided by all hands vote every 3 years John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business (Conscious Hiring and Retention Practices) Six Words
Hard is Soft. Soft is Hard. Business has to give people enriching, rewarding lives 1/4,096: excellencenow.com
Business has to give people enriching, or it's simply not worth doing. rewarding lives Richard Branson
You have to treat your employees like customers. Herb Kelleher, upon being asked his secret to success Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer,
on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American A 15-Point Human Capital Development Manifesto 1. Corporate social responsibility starts at homei.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and
profitabilityand maximizes national productivity and wealth. 2. Regardless of the transient external situation, development of human capital is always the #1 priority. This is true in general, in particular in difficult times which demand resilienceand uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic brainwork, traditional and dominant white-collar activities, is increasin gly being
performed by exponentially enhanced artificial intelligence.) Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12 A 15-Point Human Capital Development Manifesto 1. Corporate social responsibility starts at homei.e.,
inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and profitabilityand maximizes national productivity and wealth. 2. Regardless of the transient external situation, development of human capital is always the #1 priority. This is true in general, in particular in difficult times which demand resilienceand uniquely true in
this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic brainwork, traditional and dominant white-collar activities, is increasin gly being performed by exponentially enhanced artificial intelligence.) Source: A 15-Point Human Capital Asset Development Manifesto/ Your principal moral obligation as a leader is to
develop the skillset, soft and hard, of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term Toms TIB* #1:
! profit maximization strategy * This I Believe (courtesy Bill Caudill) "When I hire someone, that's when I go to work for
them. John DiJulius, "What's the Secret to Providing a World-class Customer Experience" "If you want staff to give great service, give great service to staff."
Ari Weinzweig, Zingerman's NO LESS THAN CATHEDRALS IN WHICH THE FULL AND AWESOME POWER OF THE IMAGINATION AND SPIRIT AND NATIVE
ENTREPRENEURIAL FLAIR OF DIVERSE INDIVIDUALS IS UNLEASHED IN PASSIONATE PURSUIT OF EXCELLENCE. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as leadersthe alpha and the omega and everything in betweenis abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. Weleaders of every stripeare in the Human Growth and
Development and Success and Aspiration to Excellence business. We [leaders] only grow when they [each and every one of our colleagues] are growing. We [leaders] only succeed when they [each and every one of our colleagues] are succeeding. We [leaders] only energetically march toward Excellence when they [each and every one of our colleagues] are energetically marching toward Excellence. Period.
Brand = Talent. Our Mission 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 Talent Time! From sweaters to people!*
Les Wexner: *Limited Brands founder Les Wexner queried on astounding longterm successsaid, in effect, it happened because he got as excited about developing people as he had been about predicting fashion trends in his early years The Memories That Matter
The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own.
The long shots (people with a certain something) you bet on who surprised themselvesand your peers. The people of all stripes who 2/5/10/20 years later say You made a difference in my life, Your belief in me changed everything. The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to change the world. 1/47
Lesson47: WTTMS W WHOEVER TRIES THE MOST STUFF
WINS READY. FIRE! AIM. H. Ross Perot (vs Aim! Aim! Aim! /EDS vs GM/1985) The first EDSer to see a snake kills it. At GM, the first thing you do is organize a
committee on snakes. Then you bring in a consultant who knows a lot about snakes. Third thing you do is talk about it for a year. H. Ross Perot, EDS founder, former GM board member We made mistakes, of course. Most of them were omissions we didnt 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, were already on prototype # 5. #10. It gets back to version By the time our rivals are ready
with wires and screws, we are on version planning versus acting: We act from day one; others plan how to planfor months. Bloomberg by Bloomberg FAIL. FORWARD.
FAST. High Tech CEO, Pennsylvania 1/5,000 YOU MISS 100% OF
THE SHOTS YOU NEVER TAKE. Wayne Gretzky We Are What We Eat. You will become like the five people
you associate with the mostthis can be either a blessing or a curse. Billy Cox The We are what we eat/ We are who we hang out with Axiom: At its core, every (!!!) relationship-partnership decision
(employee, vendor, customer, etc., etc.) is a strategic decision about: Innovate, Yes or No Measure/Manage: Portfolio Strangeness/ Quality 1. Customers 2. Vendors
3. Out-sourcing Partners 4. Acquisitions 5. Purposeful Theft 6. Diversity/diversity 7. Diversity/Crowd-sourcing 8. Diversity/Weird 9. Diversity/Curiosity 10. Benchmarks 11. Calendar 12. MBWA
13. Lunch/General 14. Lunch/Other functions 15. Location/Internal 16. Location/HQ 17. Top team 18. Board DONT BENCHMARK, FUTUREMARK!
Impetus: The future is already here; its just not evenly distributed William Gibson DONT BENCHMARK, OTHER MARK! TGRs: LBTs
LITTLE = BIG Big carts = 1.5X Source: Walmart
2X: When Friedman slightly curved the right angle of an entrance corridor to one property, he was amazed at the magnitude of change in pedestrians behaviorthe
percentage who entered increased from one-third to nearly twothirds. Natasha Dow Schull, Glaring Eyes: -62% Source: PLOS ONE (via The Atlantic CITIES /0429.13)
>TGR [Things Gone WRONG-Things Gone RIGHT] (1) Amenable to rapid experimentation/ failure free (PR, $ $)
(2) Quick to implement/ Quick to Roll out (3) Inexpensive to implement/Roll out (4) Huge multiplier (5) An Attitude Flash When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen effects on the experiences of the people who are playing with it. The slightest
change in something as seemingly trivial as the ease of use of a button can For instance, Stanford University researcher Jeremy Bailinson has demonstrated that changing the height of ones avatars in immersive virtual reality transforms self-esteem and social self-perception.
sometimes alter behavior patterns. Technologies are extensions of ourselves, and, like the avatars in Jeremys lab, our identities can be shifted by the quirks of gadgets. It is impossible to work with information technology without also engaging in social engineering. Jaron Lanier, You Are Not a Gadget TGRs: CNO
Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do. Social Business By Design: Transformative Social Media Strategies
For the Connected Company Dion Hinchcliffe & Peter Kim Social Survival Manifesto* 1. Hiding is not an option. 2. Face it, you are outnumbered. (level playing field, arrogance denied) 3. You no longer control the message. 4. Try acting like a human being. 5. Learn to listen, or else. (REALLY listening to others a must) 6. Admit that you dont have all the answers.
7. Speak plainly and seek to inform. 8. Quit being a monolith. (Your employees, speaking online as individuals, are a crucial resource can be managed through frameworks that ENCOURAGE participation) 9. Try being less evil. 10. Pay it forward, now. (Internet culture largely built on the principal of the Gift Economy give value away to your online communities) *Tom Liacas; socialdisruptions.com
MillerCoors: Gender imbalance. Women of Sales peer support. Private network, Attrition plummeted. Teva Canada: Supply chain excellence achieved. SharePoint/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc. IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook Bloomberg: Mobi social media analytics prelude to stock performance Intuit: struggling against H&R Block temp
staffing/customers #1 asset/Live Community, focused on help with transactions (not general, embedded in TurboTax Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim CMO/ Marketing CEO/Experience CNO/eNgagement
SB > SM* *Social Business/Social Media TGRs: 8/80 Customers describing their service experience as superior:
8% Companies describing the service experience they provide as superior: 80% Source: Bain & Company survey of 362 companies, reported in John DiJulius,
What's the Secret to Providing a World-class Customer Experience? Conveyance: Kingfisher Air Location: Approach to New Delhi May I clean your glasses, sir?
BEGINS (and ENDS) It in the PARKING LOT*
and >TGR [Things Gone WRONG-Things Gone RIGHT] TGRS. MANAGE EM. MEASURE EM.*
*I use manage-measure a lot. Translation: These are not soft ideas; they are exceedingly important things that can be managedAND measured. Experiences are as distinct from services as services are from goods. Joe Pine & Jim Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage Design ! Design Rules! APPLE market cap > Exxon Mobil* *August 2011
Only one company can be the cheapest. All others must use design. Rodney Fitch, Fitch & Co. Source: Insights, definitions of design, the Design Council [UK] Design is
treated like a religion at BMW.* Fortune *APPLE market cap > Exxon Mobil (August 2011) INSANELY GREAT
STEVE JOBS RADICALLY THRILLING BMW Design is everything. Everything is design. We are all designers. Inspiration: The Power of Design: A Force for Transforming Everything, Richard Farson
DESIGN is the principal difference Hypothesis: love and hate!*
between Design is NEVER neutral. Hypothesis: Men cannot
design for womens !!?? needs Big STINKS: Mid-size Superstars/The
Masters of Motueka 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 Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics 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 Buy a very large one and just
wait. obvious: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics Mr. Foster and his McKinsey colleagues collected detailed performance data stretching
back 40 years for 1,000 U.S. companies. They found that NONE
of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times MITTELSTAND* ** *agile creatures darting between the legs of
the multinational monsters (Bloomberg BusinessWeek, 10.10) **E.g. Goldmann Produktion THE RED CARPET STORE (Joel Resnick/Flemington NJ) Retail Superstars: Inside the 25 Best
Independent Stores in America by George Whalin Jungle Jims International Market, Fairfield, Ohio: An adventure in shoppertainment, as Jungle Jims calls it, begins in the parking lot and goes on to
1,600 cheeses and, yes, 1,400 varieties of hot sauce not to mention 12,000 wines priced from $8 to $8,000 a bottle; all this is brought to you by 4,000 vendors. Customers come from every corner of the globe. Bronners Christmas Wonderland, Frankenmuth, 98,000-square-foot
shop features the likes of 6,000 Christmas ornaments, 50,000 trims, and anything else Michigan, pop 5,000: you can name if it pertains to Christmas. Source: George Whalin, Retail Superstars Be the best. Its the only market thats
not crowded. From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin Motueka, New Zealand Coppins Sea Anchors* *PSA/Para-sea
anchors Source: Kia Ora/Air New Zealand magazine 14,000 20,000 30 14,000/eBay
20,000/Amazon 30/Craigslist Wheres your Craigs List Every project: [WOW!]
option? Innovation Index: 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?
Kevin Roberts Credo 1. Ready. Fire! Aim. 2. 3. 4. 5. 6. 7.
8. 9. If it aint broke ... Break it! Hire crazies. Ask dumb questions. Pursue failure. Lead, follow ... or get out of the way! Spread confusion. Ditch your office.
Read odd stuff. 10. AVOID MODERATION!