1. Tom Peters’ EXCELLENCE. ALWAYS. World High Performance Forum Art Institute/17 November 2006

2. tompeters.com Slides* at … tompeters.com *also see LONG version

3. 3,000,000,000 5/42 500/900 “… America’s god- given right …”

4. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

5. 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

6. , 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

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

8. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

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

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

11. EXCELLENCE. ALL. YOU. NEED. TO. KNOW.

12. 25

13. “20-minute rule” “20-minute rule” —Craig Johnson/30 yrs

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

15. 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.

16. #1/100 #1/100 “ Best Companies to Work for” /2005

17. Jim’s Group

18. EXCELLENCE. SIBERIA.

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

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

21. People. Product. Clients. Execution. Enthusiasm. Excellence.

22. 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”

23. The older I get the less boring the “basics” become!

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. EXCELLENCE. INNOVATE. ALL. WRONG.

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

28. “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

29. #1 More Than $$$$ #1 R&D spending, last 25 years/USA?

30. GM

31. EXCELLENCE. INNOVATE. ALL. WRONG.

32. The Mess Is the Message! Period!

33. An Economic Interpretation of the Constitution of the United States The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger Tube: The Invention of Television Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World The Soul of a New Machine Rosalind Franklin: The Dark Lady of DNA The Blitzkrieg Myth The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States —Charles Beard (1913) The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger —Marc Levinson Tube: The Invention of Television —David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill Jonnes The Soul of a New Machine —Tracy Kidder Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox The Blitzkrieg Myth —John Mosier

34. EXCELLENCE. INNOVATE.. EXCELLENCE. INNOVATE. TACTICS.

35. 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.

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

37. 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

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

39. “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

40. “We ground up more pig brains!”

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

42. 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”

43. “You miss 100 percent of the shots you never take.” —Wayne “You miss 100 percent of the shots you never take.” —Wayne Gretzky

44. tolerate [encourage?] failure

45. Sam’s Secret #1!

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

47. Think! vs. do!

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

49. Plan it! Try it! “Linearist”: Plan it! “Non-linearist”: Try it!

50. think! do! “Linearist”: think! “Non-linearist”: do!

51. hypothesize! experiment! “Linearist”: hypothesize! “Non-linearist”: experiment!

52. failure = unnecessary failure = life “Linearist”: failure = unnecessary “Non-linearist”: failure = life

53. deliberate!* relentless!** * “Do it right the first time” (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant) “Linearist”: deliberate!* “Non-linearist”: relentless!** * “Do it right the first time” (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant)

54. logical! passionate! “Linearist”: logical! “Non-linearist”: passionate!

55. give me genius! give me luck! “Linearist”: give me genius! “Non-linearist”: give me luck!

56. spotless academic record! a.d.d. “Linearist”: spotless academic record! “Non-linearist”: a.d.d.

57. measured pace! hypo- manic! “Linearist”: measured pace! “Non-linearist”: hypo- manic!

58. think! Plan! (r.a.f.*) Try it! Screw it up! Fix it! Try it again! (r.f.a.**) *Ready. Aim. Fire. **ready. Fire. Aim. (Or, circa 2006: fire. Fire. Fire.) “Linearist”: think! Plan! (r.a.f.*) “Non-linearist”: Try it! Screw it up! Fix it! Try it again! (r.f.a.**) *Ready. Aim. Fire. **ready. Fire. Aim. (Or, circa 2006: fire. Fire. Fire.)

59. optimizer/ minimize cost. maximizer/ drive revenue. Cheap Shot “Linearist”: Optimizer/ optimizer/ minimize cost. “Non-linearist”: maximizer/ drive revenue.

60. marketing rules. sales rules. “Linearist”: marketing rules. “Non-linearist”: sales rules.

61. office: walls. office: none. “Linearist” office: walls. “Non-linearist” office: none.

62. style: meetings + PowerPoints. Style: MBWA + whiteboards *Managing by wandering around “Linearist” style: meetings + PowerPoints. “Non-linearist” Style: MBWA + whiteboards *Managing by wandering around

63. reads: michael porter. Peter drucker. reads: carl hiaasen. Tom clancy.** “Linearist” reads: michael porter. Peter drucker. “Non-linearist” reads: carl hiaasen. Tom clancy.**

64. preferred football score: 3-0. preferred football score: 41-38. “Linearist” preferred football score: 3-0. “Non-linearist” preferred football score: 41-38.

65. criminal record: none. criminal record: speeding. Reckless driving. disorderly conduct. Public nuisance. “Linearist” criminal record: none. “Non-linearist” criminal record: speeding. Reckless driving. disorderly conduct. Public nuisance.

66. Think! vs. do!

67. “Action is the foundational key of all success.” —Picasso

68. “The secret of getting ahead is getting started.” — Agatha Christie

69. “A year from now you may wish you may wish You had started today.” —Karen Lamb

70. “The secret to having good ideas is to have a lot of ideas, then throw the bad ones away.” “The secret to having good ideas is to have a lot of ideas, then throw the bad ones away.” —Linus Pauling

71. A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.” “Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.” The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …

72. Every morning, write a list of the things that need to be done that day. 2. Do them. 1. Every morning, write a list of the things that need to be done that day. 2. Do them.

73. “Intelligent people can always come up with intelligent reasons to do nothing.” —Scott Simon

74. re-imagine the “value added” equation

75. $55B

76. “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW/2004

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

78. Services/Transactions Manufactured Goods/Things Extracted Raw Materials/Stuff The “Value-added Ladder” Services/Transactions Manufactured Goods/Things Extracted Raw Materials/Stuff

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

80. PSF

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

82. “ Rock Stars of the Age of Talent” Are you … “ Rock Stars of the Age of Talent”

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

84. 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)

85. “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

86. “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

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

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

89. 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

90. Dream Merchants : IBM UPS

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

93. Harley.… 18.9% Disney.... 14.8 Coke …. 7.7 Google.... 6.6 Pepsi.... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 Top 10 “Tattoo Brands”* Harley.… 18.9% Disney.... 14.8 Coke …. 7.7 Google.... 6.6 Pepsi.... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 * BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

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

95. ECSTASY Lovemark The Value-added Ladder/ ECSTASY Lovemark Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

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

97. women

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

99. 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)

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

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

103. “ She knows more about the [Volvo] than the sales man who greets her at the door. But how is she treated? As if she has a low IQ, is slightly hard of hearing, and really has no right to be buying a luxury car; and if she brought a male friend with her, odds are 10:1 that the clueless salesperson spent most of his time speaking to him.” —Selling to Men, Selling to Women, Jeffery Tobias Halter

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

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

106. “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

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

108. 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

109. 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”

110. 10.6

111. “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

112. 94% of loans to … women* *M icrolending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

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

114. “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

115. 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?

116. 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

117. “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

118. Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. —Judy B. Rosener, America’s Competitive Secret: Women Managers

119. New Steps (4 of 7) on the Value-added “Ladder”: Play to Women’s Inherent Strengths! Lovemark/F Dreams Come True/F Spellbinding Experiences/F Gamechanging Solutions/F New Steps (4 of 7) on the Value-added “Ladder”: Play to Women’s Inherent Strengths! Lovemark/F Dreams Come True/F Spellbinding Experiences/F Gamechanging Solutions/F Services/ F Goods/ M Raw Materials/ M

120. boomers- geezers

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

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

123. 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

124. 2000-2010 Stats 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

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. 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

127. 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

128. “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

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

130. “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

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

132. EXCELLENCE. 1966. 2006.

133. 4/40

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

136. “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

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

138. “ 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

139. 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

140. “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” “Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald

141. “The first 90% of a project takes 90% of the time. The last 10% takes the other 90% of the time.” —Richard Templar, The Rules of Management

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

143. “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)

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

146. EXCELLENCE. BEDROCK. TALENT.

147. Hire very good people!

148. 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

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

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

151. 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

152. EMPHASIZE THE “SOFT SKILLS.”

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

155. 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.

156. LIVE FOR TALENT!

157. 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

158. Brand = Talent.

159. EXCELLENCE. BEDROCK. LEADERSHIP.

160. Thank You!

161. FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

162. “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

163. Jim Jeffords oversight! The … Jim Jeffords oversight!

164. “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” —Dale Carnegie

165. EXCELLENCE. BEDROCK. LEADERSHIP.

166. “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)

167. “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

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

169. “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

170. “ 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

171. 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

172. 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

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

174. PURPOSE. PASSION. Presence. Personal. PERSISTENCE. PEOPLE.

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

176. EXCELLE ALWAYS.