Musings: 25 Micro-Presentations.

Musings: 25 Micro-Presentations.

EXCELLENCE. CAUSES. ADVERSARIES.

Implementation/Small Wins (Stanford GSB/PhD thesis;
Causes/ Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft “Ss”/7-S (Waterman-Peters complete “business model”; waaaaay beyond Strategy & Structure) Structure > Strategy (“We shape our structures, then they shape us …”—Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Around—courtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers Mid-sized companies-Mittelstand

Causes/1966-2006 Women/Market opportunity
Women/Leaders (right for the times) Design/Design-as-soul/“Culture of Design” Wow! (Hot language) Weird! (“Crazy Times Call for Crazy Organizations”) Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Brand You (or else) PSF = Bedrock (add value or bust—every group must demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DREAMKETING (Dream Marketing)-LOVEMARK Different > > Better Boomers & Geezers/marketing to new “mega-segment”

Hardball: Are You Playing to Play or Playing to Win
Hardball: Are You Playing to Play or Playing to Win? 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.

*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. (Life = Sales.) Do. (Execution-Implementation.) Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit support. Execution. Adoption-Client “Culture Change.”) Product. (“It.”) Innovation. (Design. Creativity. “Buzz-building.” Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) “Culture” Change. (Lasting impact.) Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.) *B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitations—even at Microsoft) White guys! (not really, but enough already) 18-44 emphasis in marketing (geezers > youth for foreseeable future) -Cost > +Revenue (cost cutting more important than organic revenue growth) CI (continuous improvement in an age of discontinuous world) LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE

Stating the Obvious: THE PROBLEM IS RARELY THE PROBLEM.

*Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* ** *Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!

OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING PROBLEM IS NOT MUCH OF A PROBLEM.

PERCEPTION IS ALL THERE IS. PERIOD.*
*From Whole Foods to IBM to the corner deli

Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

POWER WORDS! “I’m sorry.”

Stating the Obvious: MORE POWER WORDS/IDEAS

Thank You!

MBWA* *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick)

Say it with … FLOWERS

POWER IDEAS! You must care. —General Melvin Zais

World Innovation Forum EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION IS WRONG Tom Peters/New York/ / Inno.new.LIST.0527

World Innovation Forum: Alt Title YOU ONLY FIND OIL IF YOU DRILL WELLS

What “We” Know “For Sure” About Innovation Big mergers (by & large) don’t work Scale is over-rated Strategic planning is the last refuge of scoundrels Focus groups are counter-productive “Built to last” is a chimera (stupid) Success kills “Forgetting” is impossible Re-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’t All 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

Parallel universe/Exec Ed v res MBA
End run regnant powers/JKC Find done deals-practicing mavericks/Stone-ReGo Bell curves/2016 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!!!

CEO track record of Innovation (nobody starts at 45!)
System/GE-Immelt “Strategic thrust overlay” Calendar Big Delta easier than Small MBWA with freaks-weirdos/JKC MBWA/Boonies’ labs V.C.-formal/Intel Acquire weird Children’s crusade Old farts crusade Go Global at any size Stop listening to customers Talent!/Unusual sources-Hire innovators-V.C.s Eschew giant mergers

Remember: scale economies max out early
Assisted suicide! (“Built to last” = Chimera-snare-delusion) Burn your press clippings “Forgetting” “strategy” Fire all strategic planners Tempo! Final product bears little relation to starting notion Design! Design! Design! (“culture,” not program) All innovation: Pissed-off people Gut feel rules! Focus groups suck Weird focus groups okay Be-Do philosophy

Celebrations Culture-little as well as big Inno (“everyone-an-innovator”) Life = Wow Projects Acknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback) R.F.A. Culture of execution 4/40: decentralization, execution, accountability, 615AM EVP (S.O.U.B.)/Systems-process “un-design” Diversity for diversity’s sake Women-Women-Women/customers (they “are the market,” not a “segment”)-leaders Boomers-Geezers (“all the money”)

CRO (Chief Revenue Officer) “culture”/top-line obsessed
CIO (Chief INNOVATION Officer) Laughter Facility-space configuration Experiments-prototypes “Reward excellent failures. Punish mediocre successes.” Bizarrely high incentives (& penalties) We are what we eat/We are who we hang out with (E.g.: Staff-Consultants-Vendors-Out-sourcing Partners/#, Quality-Innovation Alliance Partners-Customers-Competitors/who we “benchmark” against -Strategic Initiatives -Product Portfolio/LineEx v. Leap-IS/IT Projects-HQ Location-Lunch Mates-Language-Board)

“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

CAUSE & EFFECT: The Case of Blitzkrieg

Case: Perceived Rommel invents Blitzkrieg
Case: Perceived Rommel invents Blitzkrieg. Germans kick the tar out of the French in two weeks. Q.E.D.

Case: Lesson Learned Planned innovation (P. I. , not C. I
Case: Lesson Learned Planned innovation (P.I., not C.I.) is possible, is cool, is effective.

Case: Reality Germans cross Meuse into France
Case: Reality Germans cross Meuse into France. Whoops: French intelligence completely drops the ball. (Loses track of the Germans—literally.) Germans keep advancing; outrun supply lines; no land-air co-ordination. Hitler orders advance stopped. General never gets the word. General marches to Paris, virtually unopposed. Germans shocked. After the fact, Germans label it “Blitzkrieg.”

Case: Lesson Learned Do something. Get lucky
Case: Lesson Learned Do something. Get lucky. Attribute luck to superior planning. Get medals.

Smashing Conventional Wisdom
“Blitzkrieg in fact emerged in a rather haphazard way from the experience of the French campaign, whose success surprised the Germans as much as the French. Why otherwise did the High Command try on various occasions, with Hitler’s backing, to slow the panzers down? The victory in France* came about partly because the German High Command temporarily lost control of the battle. The decisive moment in this process was Guderian’s decision to move immediately westward on 14 May, the day after the Meuse crossing, wrenching the whole of the rest of the army along behind him.” *messed up traffic, little close air support, random heroics by some small bits of Guderian’s forces, Guderian not a disciple of the WWI-derived “strategy of indirect approach” Source: Julian Jackson, The Fall of France

False Attributions German citizenry low morale, no appetite for war 3rd Republic government rather well regarded French Army in good shape, surprisingly well armed, decent strategy (in dozens of simulations, French usually win) Blitzkrieg not used Germans very vulnerable Lousy French intelligence* and luck perhaps determinant (*“intelligence information tends to be sifted to reinforce received ideas rather than to overturn them”) Many plausible competing hypotheses Source: Julian Jackson, The Fall of France (cf Nassim Nicholas Taleb, Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets.)

TP “Lessons Learned” Innovation = DisDis (Disciplined Disorganization) Luck is a very good thing.* ** (*More “lessons” later: E.g., If you hire a bunch of disciplined weirdos and try a lot of weird stuff, the odds of getting lucky go up remarkably) (**Career success depends on convincing others that you knew what the hell you were doing all along. Good news: Say it long enough and loud enough and you will believe it. Great news: Keep saying it and you, too, can become a “guru.”)

Happy 50! 26April2006

Malcom McLean

Containerization

Lessons Need-driven A thousand “parents” Messy Evolutionary “Trivial” Experimentation trial & ERROR Loooong time for systemic adaptation/s (many innovations) (bill of lading, standard time) Not … “Plan-driven” The product of “Strategic Thinking/Planning” The product of “focus groups”

Get mad. Do something about it. Now.

First-level Scientific Success: Beyond Brains Tom Peters/14April2006

First-level Scientific Success The “smartest guy in the room wins” Or …

First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”) Passion Energy Relentlessness (Grant-ian) Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (“gets” the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (“ground up more pig brains”) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (“Work-life balance”? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck

UTTERBACK

—Jim Utterback, Mastering the Art of Innovation
“A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” —Jim Utterback, Mastering the Art of Innovation

“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

Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” —Dee Hock

“Chivalry is dead. The new code of conduct is an active strategy of disrupting the status quo to create an unsustainable series of competitive advantages. This is not an age of defensive castles, moats and armor. It is rather an age of cunning, speed and surprise. It may be hard for some to hang up the chain mail of ‘sustainable advantage’ after so many battles. But hypercompetition, a state in which sustainable advantages are no longer possible, is now the only level of competition.” —Rich D’Aveni, Hypercompetition: Managing the Dynamics of Strategic Maneuvering

“Acquisitions are about buying market share
“Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” —Peter Job, CEO, Reuters

Wendell Phillips, abolitionist: “Republics exist only on the tenure of being constantly agitated. There is no republican road to safety but in constant distrust.” Source: Louis Menand, The Metaphysical Club: A Story of Ideas in America

“Fail . Forward. Fast.” High Tech CEO, Pennsylvania

Read This! Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

UBIQUITOUS “POLITICS”

“A man of great mediocrity
“A man of great mediocrity.” —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 Eisenhower Source: David Irving, The War Between the Generals: Inside the Allied High Command

GROVE AND BLOOMBERG ON ACTION

"I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.” —Andy Grove

“We made mistakes, of course
“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 It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

PAUL ARDEN: Whatever You Think Think the Opposite

“TRAPPED. It’s not because you are making the wrong decisions
“TRAPPED. It’s not because you are making the wrong decisions. It’s because you are making the right ones. We try to make sensible decisions based on the facts in front of us. The problem with making sensible decisions is that so is everybody else.” Source: Paul Arden, Whatever You Think Think the Opposite

“I WANT. Making the safe decision is dull, predictable and leads nowhere new. The unsafe decision causes you to think and respond in a way you hadn’t thought of. And that thought will lead to other thoughts which will help you achieve what you want. Start taking bad decisions and it will take you to a place where others only dream of being.” Source: Paul Arden, Whatever You Think Think the Opposite

“ARE YOU BEING REASONABLE
“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

“THE AGE OF UNREASON. Old golfers don’t win (it’s not an absolute, it’s a general rule). Why? The older golfer can hit the ball as far as the younger one. He chips and putts equally well. … So why does he take the extra stroke that denies him victory? Experience. He knows the downside, what happens if it goes wrong, which makes him more cautious. The younger player is either ignorant or reckless to caution. That is his edge. It is the same with all of us. Knowledge makes us play safe. The secret is to stay childish.” Source: Paul Arden, Whatever You Think Think the Opposite

[If you are a brilliant listener who rarely interjects the speaker will think you are brilliant—because he will have been listening to himself.] Source: Paul Arden, Whatever You Think Think the Opposite

“WHAT IS A GOOD IDEA. One that happens is. If it doesn’t, it isn’t. ”
“WHAT IS A GOOD IDEA? One that happens is. If it doesn’t, it isn’t.”* *Even a bad idea that happens is better than a “good idea” that doesn’t Source: Paul Arden, Whatever You Think Think the Opposite

“DON’T STAY TOO LONG IN A JOB. … FIRED
“DON’T STAY TOO LONG IN A JOB. … FIRED? IT’S THE BEST THING THAT CAN HAPPEN TO YOU.* (*You hated your situation anyway.) … DON’T GO TO UNIVERSITY. GO TO WORK.* (*Going to university usually means, ‘I don’t know what to do with my life, so I’ll go to university.’)” Source: Paul Arden, Whatever You Think Think the Opposite

“DON’T BE NEGATIVE ABOUT REJECTION
“DON’T BE NEGATIVE ABOUT REJECTION. When I was Creative Director at Saatchi’s I gave a young man a grilling for producing an underwhelming piece of work. Later in the day, somebody told me he was in his office crying. I went along to console him. I said, ‘Don’t worry, I was useless at your age too.’” Source: Paul Arden, Whatever You Think Think the Opposite

“SIMPLY CHANGE YOUR LIFE. The world is what you think of it
“SIMPLY CHANGE YOUR LIFE. The world is what you think of it. So think of it differently and your life will change.” Source: Paul Arden, Whatever You Think Think the Opposite

“The best piece of advice ever given was by the art director of Harper’s Bazaar, Alexey Brodovitch, to the young Richard Avedon, destined to become one of the world’s great photographers. The advice was simple: ‘ASTONISH ME.’ Bear these words in mind, and whatever you do will be creative.” Source: Paul Arden, Whatever You Think Think the Opposite

“Which slogan would you choose for the V&A
“Which slogan would you choose for the V&A? THE MUSEUM OF THE ARTS THE ART OF THE MUSEUM THE NEW V&A IT’S NOT FOR BORING OLD ARTS AN ACE CAFF WITH QUITE A NICE MUSEUM ATTACHED “In a museum, the first question is ‘Where’s the loo?’ the second is ‘Where is the café?’ A visit to a museum is an outing it should be entertaining as well as elevating. Curators have to conserve art, and directors are there to serve the public, the curators and themselves. So put yourself in their position. Which line are you going to choose? One which will be effective with the public, or one that preserves the dignity of the V&A? To her everlasting credit, Elizabeth Esteve-Coll, then Director of the V&A, chose the last line.” Source: Paul Arden, Whatever You Think Think the Opposite

Let Us March Tom Peters/0523.06

“The pen is mightier than the sword, but nothing compares with the vocal cord.” —DAW/Vineyard Gazette

“The problem with communication
“The problem with communication ...is the ILLUSION that it has been accomplished.” —George Bernard Shaw

“Speech is power: speech is to persuade, to convert, to compel
“Speech is power: speech is to persuade, to convert, to compel.” —Ralph Waldo Emerson

—Robert Louis Stevenson
“Everyone lives by selling something.” —Robert Louis Stevenson

“If you don’t listen, you don’t sell anything
“If you don’t listen, you don’t sell anything.” —Carolyn Marland/Managing Director/Guardian Group

“If all my possessions were taken from me with one exception, I would choose to keep the power of speech, for by it I would regain all the rest.” —Daniel Webster

“The only reason to give a speech is to change the world.” —JFK

“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.

—Samuel Taylor Coleridge
“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

“It’s always showtime.” —David D’Alessandro, Career Warfare

The Cup Challenge Tom Peters/

For a forthcoming event, I was asked to provide some possible “sayings” on leadership, six words or less, designed go on coffee cups distributed as gifts. The results, a hasty draft, follow …

“Passion! Energy! Enthusiasm!” “Re-imagine!”
"Enthusiasm! Enthusiasm! Enthusiasm!" "Enthusiasm Moves Mountains!" "Nothing Matches Enthusiasm as a 'Motivator'!" “Technicolor Times Demand Technicolor Actions” “Technicolor Times Demand Technicolor People” “Wow. Now.” “Re-imagine!” “Re-imagine! Re-do! Re-vise! Re-vo-lu-tion!”

“Enthusiasm, the Ultimate Virus!”

“Leaders ‘Do’ People. Period.”
"Respect!" “Leaders ‘Do’ People. Period.” “Credibility. Asset No. 1.” “Tell the Truth.” “Truth Wins.” “Challenge. Challenge. Challenge.” “Two Big Goals. Tops.” “Focus. Your Calendar Never Lies” “Good Story. Good Leader.” “Best Story Wins.” “Live the Story.” “Change the World. Accept Nothing Less.” "Dream!" “Dream. The Only Worthwhile Reality.” “Beware Those Who Agree With You” “Seek Dissidents. Nurture Dissidents. Cherish Dissidents”

“Agility Trumps Size” “Excellence!” “Demand Excellence!”
“Demand Excellence. The Greatest Gift.” “Excellence, Life’s Gold Standard” “Stop Talking! Start Doing!” “Execute. Execute. Execute.” “‘Good Execution’ Beats ‘Good Strategy’” “Agility Trumps Size” "Women make the best bosses!" “Women Rule. Believe It.” "You must care!" “Listen.” “Ask. ‘Why?’”

“Innovate or Die” “‘Different’ beats ‘Better.’”
“‘Distinct’ or ‘Extinct.’” “Innovate or Die” “‘Me Too’ = ‘Me Dead’” “Talent Time!” “Best Talent Wins.” “Moderation Fails in Immoderate Times”

“No Less Than Excellence. Ever.”

EXCELLENCE. SALES.

– Robert Louis Stevenson
. “Everyone lives by selling something.” – Robert Louis Stevenson

Sell Sell Sell

“TAKE THIS QUICK QUIZ: Who manages more things at once
“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

“It’s always showtime.” —David D’Alessandro, Career Warfare

TP.27 … on Selling (Short) (Personal)

Out-prepare. (huge time commitment. ) Learn the “culture” Practice
Out-prepare!! (huge time commitment!) Learn the “culture” Practice! Care-Empathy Listen-Empathetic listening (SC) “Listen”-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-“Authenticity”!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (“Best story wins”) Selling: Yourself! (Brand you) “Obvious” Wow! No exaggeration! Spell out commitments! SIMPLE timeline Sell “inside”-First! Thorough! Relationships-“Way down”!! Time!!!! (E.g., build trust) Ooze integrity Introduce to rest of team, esp “mechanics” SBWA (5K for 5M) Remember: Close! Gotta-make-a-profit (be ready to walk away!) “Good loss” Don’t dis competitors!! Make her-him-target SUCCESSFUL (in a personal way)

Connect! Tom Peters/

—E.M. Forster, Howards End
Only connect! —E.M. Forster, Howards End

at its height. Live in fragments no longer. Only connect ...
That was the whole of her sermon. Only connect the prose and the passion, and both will be exalted, And human love will be seen at its height. Live in fragments no longer. Only connect ... —E.M. Forster, Howards End

THE “SOFT” SIDE Tom Peters/0430.06

THE “WOMEN’S ECONOMY” Tom Peters/0430.06

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist,
April 15, Leader, page 14

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” [Headline.] “Even today in the modern, developed world, surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents’ old age. Yet it is time for parents to think again. Girls may now be a better investment.” “Girls get better grades in school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. … And women are more likely to provide sound advice on investing their parents’ nest—e.g.: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades. Those women have contributed more to global GDP growth than have either new technology or the new giants, India and China.” Source: Economist, April 15, Leader, page 14

Source: Economist, April 15, page 73
Continuing on page 73: “A Guide to Womenomics: The Future of the World Economy Lies Increasingly in Female Hands.” (Headline.) More stats: Around the globe since 1980, women have filled “two new jobs for everyone taken by a man.” “Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors.” Re consumption, Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in “Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” A couple of final assertions: (1) It is now agreed that “the single best investment that can be made in the developing world” is educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the U.S., have the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have the lowest fertility rates. Source: Economist, April 15, page 73

"Women have been making educational progress, and the men are stuck
"Women have been making educational progress, and the men are stuck. They haven't just fallen behind women. They have fallen behind changes in the job market.” —Tom Mortenson, The Pell Institute for the Study of Opportunity in Higher Education (AOL-AP, )

“The Importance of Sex: Forget China, India, and the Internet—Economic Growth Is Driven By Women” *Better grades *More go to university (“21st century, brains count”) *“Far more” training to be docs (UK) *Better investment decisions (greatest wealth transfer ever) *Growing female employment rate #1 driver of growth (women>high tech, China, India) *More women in gov’t increase econ growth emphasis (Invest health, ed, infrastructure, poverty) Source: Economist/0415

READTHISBOOK

Damn it.

“Women are the majority market” —Fara Warner/The Power of the Purse

USA/F.Stats: Short ’n (Very) Sweet >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 gap 60% Internet users; >50% primary users of electronic equipment >50% biz trips WmBiz: Employees > F500; 10M+: 33% all US Biz Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The Power of the Purse

“The left hand rocks the cradle, The right hand rules the world
“The left hand rocks the cradle, The right hand rules the world.” —DeBeers* (*created new $4B segment in 5 years) “In those two simple sentences I saw a view of women I had not seen before in advertising. Here was a company that had the guts to talk openly about what women were still struggling to understand and embrace.” —Fara Warner, The Power of the Purse

Cases! 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 Financial Kodak (women = “emotional centers of the household”) Nike (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want “friends,” not a blond stereotype) Source: Fara Warner/The Power of the Purse

“To help revive the company’s sales and profits, McDonald’s shifted its strategy toward women from one of ‘minority’ consumers who served as a conduit to the important children’s market to one in which women are the majority consumers and the main drivers behind menu and promotion innovation.” —Fara Warner, The Power of the Purse

“What women [in focus groups] told us was that all moms were women, but not all women are moms—so why weren’t we trying to reach all women? We realized we should be finding the woman inside the mom.” —Kay Napier, SVP Marketing (from Fara Warner, The Power of the Purse)

Faith, Lys, Marti, Fara … Targeting the New Professional Woman: How to Market and Sell to Today’s 57 Million Working Women. —Gerry Myers

Goodnight and Good Luck.

Unparalleled in “Our” Professional Lifetime
Unparalleled in “Our” Professional Lifetime* Terrorism Middle East instability H5N1 China screw-ups Globalization backlash Energy dependence Environmental threats Life sciences “Cold War” with China Fraying American fabric U.S. impotence in the face of Asia’s rise *Current leaders were not Cold War leaders

“This is a dangerous world and it is going to become more dangerous
“This is a dangerous world and it is going to become more dangerous.” “We may not be interested in chaos but chaos is interested in us.” Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

“Not a single item in our trillion-dollar arsenal can compare with the genius of the suicide bomber—the breakthrough weapon of our time. Our intelligence systems cannot locate him, our arsenal cannot deter him, and, all too often, our soldiers cannot stop him before it’s too late. A man of invincible conviction—call it delusion, if you will—armed with explosives stolen or purchased for a handful of soiled bills can have a strategic impact that staggers governments. Abetted by the global media, the suicide bomber is the wonder weapon of the age.” —The Weekly Standard,

Chicagoland’s Mystery Disappearances …

New Economy?! Sergey + Larry > Harvard/370

New Economy?! Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

“Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327; 500 of 900 Research; JPMorgan Chase—30% back-office by

Walmart + Home Depot + Walt Disney + Intel + Microsoft + Pfizer = Flat Source: “Blue Chip Blues”, Cover, BW,

Health: Century21.Job # 1 (HC21.J1) Tom Peters/0428.2006

Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

Welcome to the Homer Simpson Hospital a/k/a The Killing Fields

“When I climb Mount Rainier I face less risk of death than I’ll face on the operating table.” —Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek ( )

Childhood Obesity > Terrorism

The Ultimate “Culture Change” “Healthcare” vs. “Health”

Quality (100K+ deaths) “Evidence/Outcomes-based” medicine IS/IT-in-health(care) revolution Wellness/Prevention Health“care” to Health “culture” transformation Wash your hands! Home-care (as the population rapidly ages) Med-school re-orientation “Public health” emphasis Childhood Obesity Mind-boggling (15 years?) social-moral-technological impact of life sciences (“the Singularity”?) H5N1/WMDs/Environmental degradation Risk assessment (private, public) Market opportunity Public vs/+ Private responsibilities & partnerships Africa! (Unconscionable failure to attend to/staggering Health consequences for all)

Childhood obesity epidemic …………………………….. D-
Re-imagine Healthcare: Reportcard2006 Evidence-based/Outcomes-based ……………….……… D Pay-for-performance ………………………………………….… D IS/IT (general) ………………………………..………………..…. C- Use of information (for decisionmaking-measurement) .… C- EMR (Electronic Medical Records) ……………………..….... C-/D CPOE (Computerized Physician Order Entry) ……….……. C-/D Quality/100K+ unnecessary deaths …………..……… D-(kind) Acute care to chronic care-home care shift ………….….... D/D- Acute-care to Prevention/Wellness Obsession…..… D/D- Patient-centric/Client-centric………………………………….. D Docs’ acceptance of “evidence-based” ………… … D/D- “Revolutionary”-intensity Incentives re evidence …..……. D- Childhood obesity epidemic …………………………….. D- H5N1 preparedness ………………………………….…….. D Corporate focus on Prevention/Wellness…………..…..…..... C-/D Individual focus on Prevention/Wellness…………………..… D Individuals’ health education/self-management …….…...…. C- Workforce acceptance of self-responsibility ….…….…...….. C- Workforce transition to “Brand You” attitude……..……..….. C-/D 3 March 2006/Tom Peters

“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and Wash Your Hands . A close third would be Move, Move, Move.” —Mark Pettus, M.D., The Savvy Patient “The most important thing you can do to keep from getting sick is to wash your hands. ” —CDC/National Center for Infectious Diseases

Tommy Thompson: take your meds; chronic illness 75% to 80%; “curative healthcare system” to “prevention system” Source: Advertising Age,

Wash your hands. Apply #50 sunscreen
Wash your hands. Apply #50 sunscreen. Banish (TOTALLY) high fructose corn syrup. Exercise “30-7.” Breathe. Stockpile for H5N1.* (*not Tamiflu!)

EXCELLENCE. HEALTH. MARKET OPPORTUNITY.

Childhood Obesity > Terrorism

Women. Women business owners. Boomers-Geezers
Women. Women business owners. Boomers-Geezers. Single-adults (Urban) Health-Wellness-Chronic Care

THE WORK MATTERS: On Self-reliance, Becoming a “Change Insurgent” and the Power of Peculiarities

“Self-reliance never comes ‘naturally’ to adults because they have been so conditioned to think non-authentically that it feels wrenching to do otherwise. … Self Reliance is a last resort to which a person is driven in desperation only when he or she realizes ‘that imitation is suicide, that he must take himself for better, for worse, as his portion.’ ” —Lawrence Buell, Emerson

“For Marx, the path to social betterment was through collective resistance of the proletariat to the economic injustices of the capitalist system that produced such misshapenness and fragmentation. For Emerson, the key was to jolt individuals into realizing the untapped power of energy, knowledge and creativity of which all people, at least in principle, are capable. He too hated all systems of human oppression; but his central project, and the basis of his legacy, was to unchain individual minds.” —Lawrence Buell, Emerson

The Work Matters. “What we do matters to us
The Work Matters! “What we do matters to us. Work may not be the most important thing in our lives or the only thing. We may work because we must, but we still want to love, to feel pride in, to respect ourselves for what we do and to make a difference.” —Sara Ann Friedman, Work Matters: Women Talk About Their Jobs and Their Lives

“When was the last time you asked, ‘What do I want to be
“When was the last time you asked, ‘What do I want to be?’ ” —Sara Ann Friedman, Work Matters

“If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud.” — Émile Zola

“How Would You Play Today If You Knew You Could Not Play Tomorrow” Source: Slogan for Loyola’s lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman)

“She made us close our eyes and hear the singers she was passionate about: Roberta Flack and Aretha Franklin. ‘Listen to the joy in their voices,’ urged Diane. ‘It’s not the words or the music. They sing with such great passion, such heart and soul. You can feel how the singers love what they’re doing. It’s not just a job to them. If you want to excel at anything, you must be passionate. Otherwise, why waste your time?’ ” Source: Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman

“It’s no longer enough to be a ‘change agent
“It’s no longer enough to be a ‘change agent.’ You must be a change insurgent—provoking, prodding, warning everyone in sight that complacency is death.” —Bob Reich

“Nobody gives you power. You just take it.” —Roseanne

Characteristics of the “Also rans”
Characteristics of the “Also rans”* “Minimize risk” “Respect the chain of command” “Support the boss” “Make budget” *Fortune, on “Most Admired Global Corporations”

“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.

“In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshed—and produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce— Source: Orson Welles, as Harry Lime, in The Third Man

—the cuckoo clock.”

“The key question isn’t ‘What fosters creativity
“The key question isn’t ‘What fosters creativity?’ But it is why in God’s name isn’t everyone creative? Where was the human potential lost? How was it crippled? I think therefore a good question might be not why do people create? But why do people not create or innovate? We have got to abandon that sense of amazement in the face of creativity, as if it were a miracle if anybody created anything.” —Abe Maslow

“To Hell With Well Behaved … Recently a young mother asked for advice
“To Hell With Well Behaved … Recently a young mother asked for advice. What, she wanted to know, was she to do with a 7-year-old who was obstreperous, outspoken, and inconveniently willful? ‘Keep her,’ I replied. … The suffragettes refused to be polite in demanding what they wanted or grateful for getting what they deserved. Works for me.” —Anna Quindlen/Newsweek

Back to the Future: The “PSF”/ “Brand You” Idea Circa 1900
Back to the Future: The “PSF”/ “Brand You” Idea Circa 1900* William James (“What Makes a Life Significant”/1899): “men with no trade” “must sell to the highest bidder their mere muscular strength for so many hours per day” * “Brand You”/2005 = “Tradesman”/1899

“Well-behaved women rarely make history
“Well-behaved women rarely make history.” —Anita Borg, Institute for Women and Technology

M/3 of 10 (“I’m ready & rarin’ to go
M/3 of 10 (“I’m ready & rarin’ to go!”) F/8 of 10 (“I’ve still got a ways to go.”)

ADDENDUM: Women Rock … as Salespersons (From Item #98.)
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

A Few Lessons from the Arts Each hired and developed and evaluated in unique ways (23 contributors; 23 unique contributions; 23 pathways; 23 personalities; 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lent-less! “Practice is cool” (G Leonard/Mastery) Team and individual Aspire to EXCELLENCE = Obvious Ex-e-cu-tion Talent = Brand = Duh “The Project” rules Emotional language Bit players. No. B.I.W. (everything) Delta events = Delta rosters (incl leader/s)

“I’m looking for insane commitment.” —Twyla Tharp, The Creative Habit

“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

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

HTSH: Engage. Commit. Engage. Try. Fail. Get up. Try again. Fail again
HTSH: Engage!* Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never, ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one hundred percent of themselves to their dreams! Not by those timid souls who remain glued to the sidelines, stifled by tradition, and fearful of losing face or giving offense to the reigning authorities. Key words: Commit! Engage! Try! Fail! Persist! *HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu exhibit

—E.M. Forster, Howards End
Only connect! —E.M. Forster, Howards End

at its height. Live in fragments no longer. Only connect ...
That was the whole of her sermon. Only connect the prose and the passion, and both will be exalted, And human love will be seen at its height. Live in fragments no longer. Only connect ... —E.M. Forster, Howards End

RIGHT THINGS. THINGS RIGHT.

Not. “Leadership is doing the right things
Not! “Leadership is doing the right things. Management is doing things right.” —WB et al.

“Leadership” v. “Management” “In [President Bush’s] belief that America needed to respond resolutely to the dangers of terrorism, tyranny and proliferation, he was mainly right. His chief failures stem from incompetent execution.” —The Economist/

“Never forget implementation boys
“Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP

Source: The Hunters, by John Masters, Canadian O & G wildcatter
You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

EXCELLENCE. ALWAYS. Tom Peters/ExpoManagement Mexico D.F./08June 2006

Manhole Cover Madness and More ….

Chicagoland’s Mystery Disappearances …

THREE BILLION NEW CAPITALISTS —Clyde Prestowitz

“One Singaporean worker costs as much as … … in Malaysia … in Thailand … in China … in India.” Source: The Straits Times/2003

“Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok Fashion City”: “managed asset reflation” (add to brand value of Thai textiles by demonstrating flair and design excellence) Source: The Straits Times/2004

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist,
April 15, 2006, Leader, page 14

EXCELLENCE. THE MANDATE.

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

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

“We are in a brawl with no rules.” —Paul Allaire

Sam’s Secret #1!

"I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.” —Andy Grove

“We made mistakes, of course
“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 It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

“Reward excellent failures. Punish mediocre successes
“Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec

Nelson’s secret: “[Other] admirals more frightened of losing than anxious
to win”

EXCELLENCE. STARTERS.

Radio City Music Hall September 2005

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

P.P.E.E.R.R.E.

People. Product. Execution. Enthusiasm. Relentless. Re-invent
People. Product. Execution. Enthusiasm. Relentless. Re-invent. Excellence.

EXCELLENCE. THE WORD.

Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

EXCELLENCE. GAMECHANGER.

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”

ExIn*: /Forbes.com DJIA: $10,000 yields $85,000 EI: $10,000 yields $140, *Forbes/Excellence Index /Basket of 32 publicly traded stocks

A Comment on Tom Peters in the Context of the Reagan Revolution …
“Tom Peters and Steve Jobs did more to make business cool ‘for the rest of us’ than any others.” —Rich Karlgaard, publisher, Forbes

EXCELLENCE. CAUSES. ADVERSARIES.

Implementation/Small Wins (Stanford GSB/PhD thesis;
Causes/ Implementation/Small Wins (Stanford GSB/PhD thesis; 1st on implementation per se) EXCELLENCE (as a worthy business pursuit) Management Style/Corporate Culture Soft “Ss”/7-S (Waterman-Peters complete “business model”; waaaaay beyond Strategy & Structure) Structure > Strategy (“We shape our structures, then they shape us …”—Churchillian paraphrase) Soft Change Levers (> structure; symbols, patterns & settings) Close to the Customer (novel idea, circa 1982) MBWA (Managing By Wandering Around—courtesy a much more intimate than today HP) Productivity through People (novel idea, circa 1982) Chaos/Crazy Times Call for Crazy Organizations Middle-sized companies are cool Re-imagine!/Innovate or Die! Small-ish/Scale & Synergy limits-delusions/anti-Big Mergers

Causes/1966-2006 Women/Market opportunity
Women/Leaders (right for the times) Design/Design-as-soul Wow! (Hot language) Weird! Passion!/Enthusiasm!/Exuberance! (as Leader Lever #1) Brand You (or else) PSF = Bedrock (add value or bust—every group must demonstrate economic viability) PSF + Brand You + WOW Projects = New Biz Logic Sales/+R > -C (increasing revenue more important than cutting cost) HealthCare/Wellness-Safety-H5N1 Brand = Talent (best roster wins) New VA Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DREAMKETING (Dream Marketing)-LOVEMARK Different > > Better Boomers & Geezers/marketing to new “mega-segment”

Hardball: Are You Playing to Play or Playing to Win
Hardball: Are You Playing to Play or Playing to Win? 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.

*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. (Life = Sales.) Do. (Execution-Implementation.) Talent. (Recruit-Develop-Retain.) Project Management. (Create. Solicit support. Execution. Adoption-Client “Culture Change.”) Product. (“It.”) Innovation. (Design. Creativity. “Buzz-building.” Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) “Culture” Change. (Lasting impact.) Diversity. (Cross-cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.) *B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

Adversaries B-schools (crappy at soft skills, implementation, leadership) Strategy-is-all By-the-numbers management Dis-passionate management Focus groups Intuition discounted Leading as an intellectual task Leading without passion Cool language in Hot times Dilbert (accepting cubicle slavery) Bigness per se (severe scale limitations—even at Microsoft) White guys! (not really, but enough already) 18-44 emphasis in marketing (geezers > youth for foreseeable future) -Cost > +Revenue (cost cutting more important than organic revenue growth) CI (continuous improvement in an age of discontinuous world) LESS THAN THE NO-HOLDS-BARRED PURSUIT OF EXCELLENCE

EXCELLENCE. ALWAYS.

“Why in the world did you go to Siberia?”

The Peters Principles: Enthusiasm. Emotion. Excellence. Energy
The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

Business* ** (*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

Business: The Ultimate Creative Endeavor.

Business: The Ultimate Personal Development-Growth Experience.

Business: The Ultimate Transcendent Service Opportunity.

EXCELLENCE. YOU & ME.

“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

“This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” —GB Shaw/Man and Superman

THE END.

Musings: 25 Micro-Presentations.

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