1. Tom Peters’ Re-Imagine! Leading Change, Developing Talent, Driving Innovation, Adding Value, Achieving Excellence Associsation of Chief Executive Officers Athens/09May2006

2. Slides* at … tompeters.com *Also, “Long”

3. Part #1: Introduction EXCELLENCE. ALWAYS.

4. EXCELLENCE. BASICS.

5. 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.

6. My (Les’s) Dinner with Henri JUST WHAT IS IT YOU MAKE?

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

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

9. C R O* *Chief Revenue Officer

10. EXCELLENCE. THE WORD.

11. Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

12. EXCELLENCE. GAMECHANGER.

13. 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”

14. What is In Search of Excellence all about: People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. “Brand You.” “Dramatic Differences.” Experiences that Make You “Gasp.” Excellence. Always.

15. ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 * Excellence Index /Basket of 32 publicly traded stocks

16. EXCELLENCE. ALWAYS.

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

18. 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.

19. 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

20. Business: The Ultimate Creative Endeavor.

21. Business: The Ultimate Personal Development- Growth Experience.

22. Business: The Ultimate Transcendent Service Opportunity.

23. Part #2: Principal Argument Re-Imagine! Leading Change, Developing Talent, Driving Innovation, Adding Value, Achieving Excellence

24. Re-imagine! Not Your Father’s World I.

25. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz

26. Re-imagine! Not Your Father’s World II.

27. “Income Confers No Immunity as Jobs Migrate” —Headline/USA Today/02.2004

28. “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327/500 of 900 Research/JPMorgan Chase/30% back-office by 12.31.07

29. Re-imagine! Not Your Father’s World III.

30. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success.” —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

31. “Get better” versus “Get different”

32. C R O* *Chief Revenue Officer

33. The General’s Story. (And Darwin’s)

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

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

36. Everybody’s Story.

37. “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003

39. “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

40. New Zealand Thailand Spain Portugal Ireland Singapore Taiwan Philippines UAE Chile

41. Better By Design: A National Strategy NZ = Design Excellence

42. 1. Re-imagine Permanence: The Emperor Has No Clothes!

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

44. “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

45. 4/40

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

47. Ex-e- cu-tion!

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

49. “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)

50. 6:15A.M.

51. 2. Re-imagine: Innovate or Die!!

52. Resist !

53. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it— often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/Time/2004

54. Scale ?

55. “I don’t believe in economies of scale. You don’t get better by being bigger. You get worse.” —Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

56. Scale? “Microsoft’s Struggle With Scale” —Headline, FT, 09.2005 “Troubling Exits at Microsoft” —Cover Story, BW, 09.2005 “ Too Big to Move Fast?” —Headline, BW, 09.2005

57. Different ! * *“Dramatic Difference” (DH), “Remarkable Point of view” (SG)

58. “ To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003

59. “ Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable growth.” —Chan Kim & Renée Mauborgne (INSEAD), from Blue Ocean Strategy (The Times/London)

60. Focus !

61. Focus: “All Strategy Is Local: True competitive advantages are harder to find and maintain than people realize. The odds are best in tightly drawn markets, not big, sprawling ones” —Title/ Bruce Greenwald & Judd Kahn/HBR09.05

62. “We will not, I repeat not, pretend to be ‘all things to all people.’” —CEO, Investec (03.06)

63. Easy !

64. Innovation’s Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

65. We become who we spend timewith!

66. 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

67. Hard !

68. “ 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

69. BOLD !

70. “ Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

71. Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We can’t change because our brains become “hardwired” early in life Source: Fast Company/05.2005

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

73. Speed/ Tempo !

74. “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

75. Action !

76. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker

77. “ 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

78. “Execution is the job of the business leader.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

79. Measurable !

80. 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?

81. Personal !

82. Step #1: Buy a Mirror!

83. “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG

84. 3. Re-imagine Organizing I: IS/IT as Disruptive Tool!

85. We all live in Dell-Wal*Mart- eBay-Google World!

86. “the FedEx Economy” —headline/New York Times/10.08.05

87. “Any3”: Anything/ Anywhere/ Anytime

88. Power Tools for Power Solutions/ Strategies! —TP

89. “Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.” —Ray Lane, Kleiner Perkins

90. 5% F500 have CIO on Board: “While some of the world’s most admired companies— Tesco, Wal*Mart —are transforming the business landscape by including technology experts on their boards, the vast majority are missing out on ways to boost productivity, competitiveness and shareholder value.” Source: Burson-Marsteller

91. 4. Re-imagine Organizing II: The Age of “Best-sourcing.”

92. “Organizations will still be critically important in the world, but as ‘organizers,’ not ‘employers’!” — Charles Handy

93. Not “out sourcing” Not “off shoring” Not “near shoring” Not “in sourcing” but … “Best Sourcing”

94. “global innovation networks” vs “research in large monolithic companies” Source: George Colony/Forrester Research

95. 5. Re-imagine Business’s Fundamental Value Proposition: Fighting “Inevitable Commoditization” via “The ‘Gamechanging Solutions’ Imperative.”

96. Up, Up, Up, Up the Value-added Ladder.

97. $55B

98. And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” ) IBM Global Services* (*Integrated Systems Services Corp.): $55B

99. And … MasterCard Advisors

100. Huge: Customer Satisfaction versus Customer Success

101. The Value-added Ladder/Stuff ‘n’ Things Goods Raw Materials

102. The Value-added Ladder/Stuff & Transactions Services Goods Raw Materials

103. The Value-added Ladder/Opportunity-seeking Gamechanging Solutions Services Goods Raw Materials

104. 6. Re-imagine Organizing IV: The White-Collar Tsunami and the Professional Service Firm (“PSF”) Imperative.

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

106. Answer: Professional Service Firm/PSF! Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

107. Answer: PSF

108. The “PSF35” : Thirty-Five Professional Service Firm Marks of Excellence

109. The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small “Uneconomic” Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs) 9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ” 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”

110. Point of View! Point of Dramatic Difference!

111. “Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner- Leader in Lifetime Value-added Maximization ? (*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/AnonVSE-Spain)

112. 7. Re-imagine Enterprise as Theater I: A World of Scintillating “Experiences.”

113. “ 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

114. “ Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ” Source: Jean-Marie Dru, Disruption

115. “The [Starbucks] Fix” Is on … “We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.” Nancy Orsolini, District Manager

116. The Value-added Ladder/Memorable Connection Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

117. Beyond the “Transaction”/ “Satisfaction” Mentality “Good hotel”/ “Happy guest”/ “Exceeded Expectations” vs. “Great Vacation”/ “Great Conference”/ “Operation Personal Renewal”

118. C X O* *Chief e X perience Officer

119. 8. Re-imagine Enterprise as Theater II: Embracing the “Dream Business.”

120. DREAM: “A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.” —Gian Luigi Longinotti-Buitoni

121. The Value-added Ladder/Emotion Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

122. Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams. This is accomplished by addressing the half- formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions

123. IBM, MasterCard … Dream Merchants !

124. C DM* *Chief Dream Merchant

125. 9. Re-imagine the “Soul” of New Value: Design Reigns!

126. Radio City Music Hall September 2005

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

128. All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Design is the only thing that differentiates one product from another in the marketplace.” —Norio Ohga

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

130. Hypothesis: “Design” is the principle “metaphor” for the encompassing Value- added Imperative!

131. C W O* *Chief WOW Officer

132. Up, Up, Up, Up the Value-added Ladder.

133. C R O* *Chief Revenue Officer

134. 10. Re-imagine the Customer I: Trends Worth Trillion$$$ … Women Roar.

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

136. The Perfect Answer Jill and Jack buy slacks in black…

138. Read This Book … EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

139. “Women don’t buy brands. They join them.” EVEolution

140. 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

141. 10. Women’s Market = Opportunity No. 1.

142. Why?

143. 2005

144. Good Thinking, Guys! “Kodak Sharpens Digital Focus On Its Best Customers: Women” —Page 1 Headline/WSJ/0705

145. 11. Re-imagine the Customer II: Trends Worth Trillion$$$ … Boomer Bonanza/ Godzilla Geezer.

146. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

147. 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

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

149. 12. Re-imagine Excellence I: The Talent Obsession.

150. Brand = Talent.

151. “THE FUTURE BELONGS TO … SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND … AND WHO IGNORE THE TEMPTATION OF—OR DO NOT HAVE THE OPTION OF—EXPLOITING NATURAL RESOURCES.” Source: Juan Enriquez/As the Future Catches You

152. PARC’s Bob Taylor: “Connoisseur of Talent”

153. Hire very good people!

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

155. DD$21M

156. A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

157. 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

158. 13. Re-imagine Leadership for Totally Screwed-Up Times: The Passion Imperative.

159. Create a Cause!

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

161. “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

162. Find ’em !

163. “The” Secret: Jack didn’t have a “vision”!

164. Respect ’em !

165. Amen! “What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

166. Make It a Grand Adventure!

167. Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

168. Yes!!!!!!!!!!!!!!!!! “free to do his or her absolute best” … “allow its members to discover their greatness.”

169. “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

170. “We are a ‘life success’ company” Dave Liniger, RE/MAX

171. Trumpet an Exhilarating Story !

172. Best Story Wins! “A key – perhaps the key – to leadership is the effective communication of a story.” —Howard Gardner/Leading Minds: An Anatomy of Leadership

173. Live Your Story !

174. “ You must be the change you wish to see in the world.” Gandhi

175. MBWA* *HS/25+

176. You = Your calendar* *Calendars NEVER lie!!

177. Try It !

178. Sam’s Secret #1!

179. Insist on Speed !

180. “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

181. Demand Action!

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

183. Put Women in Charge !

184. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report/BusinessWeek

185. ???????? 6/44

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

187. Dispense Enthusiasm!

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

189. “Most important, he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05

190. Avoid … Moderation!

191. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

192. Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

193. Avoid … Moderation!

194. Insanely Great Language! “Insanely Great.” —Steve Jobs

195. Radically Thrilling Language! “Radically Thrilling.” —BMW Z4 (ad)

196. C T O* *Chief Thrills Officer

197. Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

198. Free the Lunatic Within!

199. “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

200. EXCELLENCE. ALWAYS.