1. Tom Peters’ EXCELLENCE. ALWAYS. Discover Network Merchant Advisory Council Chicago/02 November 2006

2. Thank You!

3. FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

4. “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay

5. Jim Jeffords oversight! The … Jim Jeffords oversight!

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

7. 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. 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.

8. “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.” —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

9. Tom Peters’ EXCELLENCE. ALWAYS. Discover Network Merchant Advisory Council Chicago/02 November 2006

10. tompeters.com “LONG” Slides* at … tompeters.com *also see “LONG” version

11. 5/42

12. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

13. 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

14. , outperformed the market from 1917 to 1987. “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. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

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

16. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

17. “It is generally much easier to kill an organization than change it substantially.” —Kevin Kelly, Out of Control

18. Message/Implication: go for it C.E.O. C.D.O. Message/Implication: go for it! C.E.O. to C.D.O.

19. EXCELLENCE. ALL. YOU. NEED. TO. KNOW.

20. 25

21. “20-minute rule” “20-minute rule” —Craig Johnson/30 yrs

22. “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*” face of the earth.’*” *quote from the diary of a Confederate soldier

23. EXCELLENCE. ALL. YOU. NEED. TO. KNOW.

24. A man without a smiling face must not open a shop.” “ A man without a smiling face must not open a shop.” —Chinese Proverb

25. EXCELLENCE. ALL. YOU. NEED. TO. KNOW. ANYWHERE. ANY MARKET. ANY TIME.

26. #1/100 #1/100 “ Best Companies to Work for” /2005

27. 7X. 730A- 800P. F12A. * 7X. 730A- 800P. F12A. * * ’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

28. Jim’s Group

29. EXCELLENCE. SIBERIA.

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

31. Raging Success = P-SQUARED. C. E-CUBED.

32. People. Product. Customers. Execution. Enthusiasm. Excellence.

33. 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”

34. EXCELLENCE. INNOVATE. OR. DIE.

35. “ 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

36. EXCELLENCE. INNOVATE. ALL. WRONG.

37. #1 More Than $$$$ #1 R&D spending, last 25 years/USA?

38. GM

39. “ I don’t believe in economies of scale. You don’t get better by being bigger. You get worse.” —Dick Kovacevich/Wells Fargo

40. Flat as a Pancake (Or Worse) Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE

41. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: I’m sure there are success stories out there, but at this moment I draw a blank.” —Mark Sirower, The Synergy Trap

42. EXCELLENCE. INNOVATE. AXIOMATIC.

43. The Mess Is the Message! Period!

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

45. S.A.V.

46. EXCELLENCE. INNOVATE.. EXCELLENCE. INNOVATE. TACTICS.

47. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.

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. “Experiment fearlessly” “Experiment fearlessly” Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”— Tactic #1

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

52. 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” Properties”

53. tolerate [encourage?] failure

54. Sam’s Secret #1!

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

56. Bonus: “long” version Think! vs. do! Tom peters/27 October 2006

57. re-imagine the “value added” equation

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

59. $55B

60. Gamechanging Solutions/ Implemented Customer success The [NEW] “Value-added Ladder” Gamechanging Solutions/ Implemented Customer success Services/Transactions Manufactured Goods/Things Extracted Raw Materials

61. Managing Partner, ISInc. Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

62. Full-scale, Accountable Member-Partner of XYZ Hospital’s Senior Healing-Services Team HCare CIO : “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team (who happens to be a techie)

63. UniCredit Group/ UniCredito Italiano* ** —3 rd party measurement —Customer-initiated measurement —Primary $$$$ incentives —“Factories” —Primary Corporate Initiative —Etc *#13 **TP/#1

64. “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

65. “What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley exec, quoted in Results-Based Leadership

66. spellbinding Experiences Gamechanging Solutions The [NEW] “Value-added Ladder” spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

67. We sell dreams We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” 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

68. dreams come true spellbinding Experiences Gamechanging Solutions The [NEW] “Value-added Ladder” dreams come true spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

69. Dream Merchant: IBM

70. [totally] re-imagine the business around the two staggering “new” opportunities

71. women

72. “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

73. Women’s Trifecta+ *Buy/all *Wealth/all *Lead/ better +Eclipse of males/whoops Women’s Trifecta+ *Buy/all *Wealth/all *Lead/ better +Eclipse of males/whoops (Retire-old/Poorly educated-young)

74. 1. Women’s CONSUMER GOODS purchases. 2. Women’s COMMERCIAL GOODS purchases. 3. WOMEN ARE THE MARKET. Not an “initiative.” 4. Women-owned BUSINESSES (absolute #s, acceleration, relative growth). 5. Women’s “brand” of LEADERSHIP SKILLS. 6. women’s strengths match needs of the new “value-added ladder.” 7. Women’s DRAMATICALLY INCREASING-commanding WEALTH—absolute, relative. (Jobs. Longevity. Education. Entrepreneurial. Decline of BOYS. Retirement of MEN/Senior MEN.) 8. DEMOGRAPHIC TSUNAMI. WOMEN. Women as solo HEADs-OF-HOUSEHOLD. THE WOMaN- BOOMER-GEEZER. LOoooNG-TERM PHENOMENON. Global phenomenon. 9. SPEED of “change.” mother of all “megatrends.”

75. 1. Participation rate/2 of 3 new jobs, last 30 years. 2. Male workforce departures /SENIOR male workforce departures. 3. Shrinking pay gap/same jobs. 4. More senior positions. Greater decision- making/expenditure/org design authority. More line jobs. 5. Female solo head-of-household growing. 6. Longevity. 7. Education. 8. More effective money management.

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

77. “Idiot” is too kind a word.

78. “That’s a very diverse* team.” —Patrick Cescau, CEO, Unilever** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) 85% **Approximately 85% of Unilever’s products are purchased by … women.

79. “That’s a VERY diverse team.” —Patrick Cescau, CEO, Unilever * ** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) **Approximately 85% of Unilever’s products are purchased by … women.

80. VERY “That’s a VERY sick man.” —Tom Peters

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

82. EXCELLENCE. FOUND. DUH.

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

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

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

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

88. The TRANSACTION Model The RELATIONAL Model Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

89. 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.

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

91. “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%.” —Economist, 15 April 2006

92. Fara Warner : The Power of the Purse P-l-e-a-s-e Read … Fara Warner : The Power of the Purse

93. Cases! Cases! Cases! McDonald’s Home Depot P&G DeBeers AXA Financial Kodak Nike Avon Bratz Fara Warner/The Power of the Purse Cases! Cases! 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

94. “Mostly Moms” “Women were either ignored in favor of focusing on men— generally considered the industry’s most frequent users and therefore its most important consumers—or they were cast in the role of moms who were simply conduits to their children.” “Women were either ignored in favor of focusing on men— generally considered the industry’s most frequent users and therefore its most important consumers—or they were cast in the role of moms who were simply conduits to their children.” —Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”

95. “We simply had stopped being relevant to women.” —Kay Napier, SVP Marketing (Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”)

96. “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 company’s majority consumers and the main driver behind menu and promotion innovation.” “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 company’s majority consumers and the main driver behind menu and promotion innovation.” —Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”

97. New! New! New! New! New! Women’s magazines Women’s magazines [“a medium that McDonald’s had rarely used”] Source: Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”

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

99. 10.6

100. “The growth and success of women- owned businesses is one of the most profound changes taking place in the business world today.” today.” — Margaret Heffernan, How She Does It

101. U.S. firms owned or controlled by Women: 10.6 million (48% of all firms) Growth rate of Women-owned firms vs all firms: 3X Rate of jobs created by Women-owned firms vs all firms: 2X Ratio of total payroll of Women-owned firms vs total for Fortune500 firms: >1.0 Ratio of likelihood of Women-owned firms staying in business vs all firms: >1.0 Growth rate of Women-owned companies with revenues of >$1,000,000 and >100 employees vs all firms: 2X Source: Margaret Heffernan, How She Does It

102. 94% of loans to … women* *M icrolending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

103. “Economic Growth Is Driven by … Women.” Economist —Headline, Economist, April 15, 2006, Leader, page 14

104. “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

105. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” “One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006

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

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

108. Women’s Negotiating Strengths *Ability to put themselves in their counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Women’s Negotiating Strengths *Ability to put themselves in their counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21 st -century negotiator will need the female touch”

109. 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.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. pace is slow for the corner 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?

110. boomers- geezers

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

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

113. 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? … The theory is that if you ‘get them while they’re young, they’re yours for life.’ What nonsense!” — Marti Barletta, PrimeTime Women

114. 2000-2010 Stats 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

115. BoomerBucks! Boomer turns 50: every 7 seconds. 2009: majority of U.S. households headed by someone over 50. 2006- 2016: U.S. population up 22.9 million; 22.1 million in over-50 group. 2006: 1 in 5 adults is F, over 50. Women between 50-70 who are single: 35%. Age 45-54: highest average income, $59, 021 (national average is $42,209). FASTEST GROWING INCOME CATEGORY: WOMEN, 55-64 (4X men in same category). Women, age 60-64: 50% still in workforce. Highest net worth: families, 55-64 ($182,000). People over 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. Next 2 decades: BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLION (“largest intergenerational transfer of wealth in history”). —Marti Barletta, PrimeTime Women

116. 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

117. !!!!!!!!!!!!!!!!! “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

118. 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

119. Median Household Net Worth 55-64: $112K 65-69: $114K 70-74: $120K Median Household Net Worth 74: $100K Source: U.S. Census

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

121. “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.” “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

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

123. The Copenhagen (Self) Pact re “This Topic”: *Early! *Loud! *Repetitive! *Aggressive! *Unfriendly!/rude!/ insulting!

124. “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

125. !!!!!!!!!!!!!!!!! “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

126. We become who we spend time with!

127. 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 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

128. 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

129. EXCELLENCE. 1966. 2006.

130. 4/40

131. De-centralization execution accountability 6:15a.m.

133. “If if feels painful and scary—that’s real delegation” “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner

134. De-centralization execution accountability 6:15a.m.

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

136. De-centralization execution accountability 6:15a.m.

137. “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)

138. De-centralization execution accountability 6:15a.m.

140. EXCELLENCE. BEDROCK. TALENT.

141. Hire very good people!

142. 20 40 $25$802 “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

143. INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!

144. invites “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

145. become more than they’ve ever been before, more than they’ve dreamed of being.” “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

146. PUT HR AT THE HEAD OF THE HEAD TABLE.

147. DD$21M

148. 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; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Putting HR on a par with finance and marketing. Second: Putting HR on a par with finance and marketing.

149. LIVE FOR TALENT!

150. 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. 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

151. Brand = Talent.

152. EXCELLENCE. BEDROCK. LEADERSHIP.

153. “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.” “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)

154. “I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” “I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” —Richard Branson

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

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

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

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

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

160. “ Success seems to be largely a matter of hanging on after others have let go.” “ Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author

161. “Leaders ‘do’ people. Period.” “Leaders ‘do’ people. Period.” —Anon.

162. PURPOSE. PASSION. Presence. Personal. PERSISTENCE. PEOPLE.

163. EXCELLE ALWAYS.