1. Tom Peters’ X25* EXCELLENCE. ALWAYS. Microsoft/Redmond/13 September 2007 *In Search of Excellence 1982-2007

2. tompeters.com Slides at … tompeters.com

3. EXCELL- ENCE???? EXCELL- ENCE????

4. Buy a very large one and just wait.” “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

5. 39 members 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. 74 12 “Forbes100” from 1917 to 1987 : 39 members 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

6. “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/11.28.2002

7. “It’s just a fact: Survivors underperform.” —Dick Foster

8. “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 Dynamics of Innovation

9. Daimler. And Dumb. Both Start with “d.”

10. Mission impossible? $36B/’98 minus $675M/‘07

11. $10,000,000/Day

12. DaimlerChrysler/’98-’07: Duh, Duh, Duh, Duh and … Duh Manifold Synergies / No Severe Scale limits/ Yes Culture clashes/ Yes Rushmorean ego issues/ Yes Customer acceptance /No

13. Top 100 7 half 30 Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of Korea’s 30 largest conglomerates.” Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)

14. BIAS. BUILT. TO. LAST. NOT.

15. The last word: There is no “last word.”

16. GM 25 /50-75: “Built to last”????

17. TP#1*: Netscape! *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?)

18. Built to Last v. Built to Flip “The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility. … Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish.” —Fast Company

19. Single greatest contemporary act of pure imagination

20. dubai

21. 24%

22. Basement Systems Inc. Basement Systems Inc.

23. *Basement Systems Inc. *Larry Janesky * Dry Basement Science (115,000!) *1993: $0; 2003: $12M; 2006: $50,000,000+

24. EXCELLENCE. INNOVATE. OR. DIE.

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

26. Hire Great People (Resilient, Passionate, Diverse) give ’em a lot of room (Decentralize) Try a Lot of Stuff (S.A.V./R.F.A.) Enjoy It While It Lasts

27. Life 101: A 40-year Meditation Go on offense. Give everybody a shot. Decentralize. Hire weird. Foster discomfort. Try a bunch of stuff. Make it up as you go along. Get some stuff wrong. Laugh a lot. Get some stuff right. Become a “success.” For a while. Extract “lessons learned” or “best practices.” Thicken the Book of Rules for Success. Become evermore serious. Enforce the rules to increasingly tight tolerances. Go on defense. Install walls. Protect-at-all-costs today’s franchise. QEPS > SCNP Centralize.Calcify. Install taller walls. Write more rules. Promote the CFO to CEO. Become irrelevant and-or die.

28. Sir Richard’s Rules Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune/10.03

29. C.E.O. C.D.O. C.E.O. to C.D.O.

30. Axiom: We have met the enemy and he is us. Axiom: The adaptive capabilities of big corporations taken as a whole is problematic [read: pathetic]. Antidote: The answer is 75% internal. To sustain/win, we must first and foremost and in perpetuity beat back the forces of darkness—size and inertia and fear and timidity and over-complexity.

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

32. Forget the “external focus” crap. My only serious competition is internal. Me.

33. Forget the “external focus” crap. My only serious competition is my own conservatism.

34. Forget the “external focus” crap. My most serious impediment is my belief that I can “change the culture.”

35. InnoTacs

36. We become who we hang out with

37. The Bottleneck Is at the Top of the Bottle” At the top!” “ The Bottleneck Is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review

38. Measure “Strangeness”/Portfolio Quality 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

39. Women as innovation force!

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

41. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.

42. What makes God laugh?

43. People making plans!

44. do things.

45. “We have a ‘strategic plan.’ It’s called doing things.” “We have a ‘strategic plan.’ It’s called doing things.” — Herb Kelleher

46. “almost inhuman disinterestedness in … strategy” —Josiah Bunting on U.S. Grant (from Ulysses S. Grant)

47. drill.

48. you only find oil if you drill wells. “ 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

49. try things.

50. “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg

51. SERIOUS PLAY

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

53. Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” —Michael Schrage

54. Think about It!? Innovation = Reaction to the Prototype Source: Michael Schrage

55. Screw. things. Up.

56. “Natural selection is death.... Without huge amounts of death, organisms do not change over time.... Death is the mother of structure.... It took four billion years of death... to invent the human mind...” — The Cobra Event

57. Sam’s Secret #1!

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

59. try. Miss. try.

60. READY. FIRE! AIM. READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)

61. S.A.V.

62. No try. No deal.

63. “You miss 100% of the shots you never take.” —WayneGretzky “You miss 100% of the shots you never take.” —Wayne Gretzky

64. EXCELLENCE. 4/40.

65. 4/40 (Decentralization/Execution/Accountability/6:15A.M.)

66. DECENTRALIZATION. EXECUTION. ACCOUTABILITY. 6 :15A.M.

67. De-cent- ral-iz- a-tion!

68. Enemy #1 I.C.D. Note 1: Inherent/Inevitable/ Immutable Centralist Drift Note 2: Jim Burke’s 1-word vocabulary: “No.”

69. Ex-e- cu-tion!

70. systematic process “ 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

71. Ac-count- a-bil-ity!

72. “ Mr Zetsche, head of Chrysler from 2000 to 2005, denied he should take any responsibility for the U.S. carmaker’s troubles …” —Financial Times /05.29.07

73. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” “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)

74. 6:15A.M.

75. “NEW” MARKETS.

76. women. BOOMERS. GEEZERS.

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

79. DUH.

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

81. women. BOOMERS. GEEZERS.

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

83. Home Furnishings … 94% Vacations … 92% Houses … 91% D.I.Y. … 80% Consumer Electronics … 51% Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80% ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%

84. “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%.” of 13%.” —Economist, April 15

85. 10.6

86. Women-owned Biz U.S. employees > F500 employees worldwide Source: Martha Barletta, Marketing to Women

87. WOMEN. DOMINATE. ECONOMIC. GROWTH.

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

89. “Since 1970, women have held two out of every three new jobs created.” “Since 1970, women have held two out of every three new jobs created.” —FT, 10.03.2006

90. 10 UNASSAILABLE REASONS WOMEN RULE 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. soared worldwide. Women are closing in on “same pay for same job.” job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se]. office per se]. Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & aligned with new organizational effectiveness & value-added imperatives. value-added imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. as well as consumer goods. So what exactly is … the point of men?

91. women. BOOMERS. GEEZERS.

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

93. 7/13

94. 13 7 Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women

95. 20 $14,000,000,000,000- $25,000,000,000,000

96. women. BOOMERS. GEEZERS.

97. Subject: Marketers & Stupidity “ It’s 18-44, stupid!”

98. Subject: Marketers & Stupidity Subject: Marketers & Stupidity Or is it: “ 18-44 is stupid, stupid!”

99. -1% +21% +47% 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

100. BOOMERS. GEEZERS. MONEY. ALL. NOW.

101. We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—and we will be the Center of your universe for the next twenty- five years. We have arrived!

103. See me. Watch me. respect me. Suck up to me. Serve me. Love me. Love my longevity. Love my m-o-n-e-y.

104. Elizabeth Cady Stanton (more or less) (circa 0331.2007)

105. See “her.” Watch her. respect her. Be obsequious to her. Serve her. Love her. Love her long longevity. Love her m-o-n-e-y. (which is damn near a-l-l the mon-$$$$$$.) the mon-$$$$$$.)

106. Boomers’-Geezers’-Women’s Trifecta+ *Buy/all *Wealth/all *time left/ lots *Eclipse of males/retire-die

107. “New Customer Majority” 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

108. “Baby-boomer Women : The Sweetest of Sweet Spots for Marketers” “Baby-boomer Women : The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing

109. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.” “Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.” —Marti Barletta, PrimeTime Women

110. Who wants to reach them? What nonsense!” “One particularly puzzling category of youth- obsession is the highly coveted target of men 18-34, and it’s always referred to as ‘highly coveted category.’ Marketers have been distracted by men age 18-34 because they are getting harder to reach. So what? Who wants to reach them? Beyond fast food and beer, they don’t buy much of anything. … The theory is that if you ‘get them while they’re young, they’re yours for life.’ What nonsense!” — Marti Barletta, PrimeTime Women

111. “The mature market cannot be dismissed as entrenched in its brand loyalties.” —Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

112. “Advertisers pay more to reach the kid because they think that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … In fact, this notion of impressionable kids and hidebound geezers is little more than a fairy tale, a Madison Avenue gloss on Hollywood’s cult of youth.” —James Surowiecki (The New Yorker/04.01.2002)

113. The discomfort imperative.

114. C.E.O. C.D.O. C.E.O. to C.D.O.

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

116. “ Do one thing every day that scares you.” “ Do one thing every day that scares you.” —Eleanor Roosevelt