... subsequently, its giant North American offshoot to a

1
Tom Peters Re-Imagine!Business Excellence
in a Disruptive AgeBenfield/Manchester
VT/05.26.2004
2
Slides at tompeters.com
3
What is it that distinguishes the thousands of
years of history from what we think of as modern
times? The answer goes way beyond the progress of
science, technology, capitalism and democracy.
The revolutionary idea that defines the boundary
between modern times and the past is the mastery
of risk the notion that the future is more than
a whim of the gods and that men and women are not
passive before nature. Thinkers like Luca
Paccioli, Jacob Bernoulli and Abraham de Moivre
converted risk-taking into one of the prime
catalysts that drives modern Western society
and converted the future from an enemy into an
opportunity.Peter Bernstein, Against the Gods
The Remarkable Story of Risk
4
We have no future because our present is too
volatile. We have only risk management. The
spinning of the given moments scenarios. Pattern
recognition. from William Gibson, Pattern
Recognition
5
Al-Qaeda Said to have 18,000 Militants for
RaidsSource AP/05.25.2004/from International
Institute for Strategic Studies annual survey of
world affairs
6
Terrorists Planning Summer Attack? AP
Headline/05.25.04
7
Unless nimble and sophisticated risk management
systems are in place, the firm will be unable to
benefit from revenue growth.There is a hell
of a paradox. We try to model risk scenarios but
end up instead increasing the complexity of the
business to the point where it is almost
unmanageable.Source IBM Business Consulting
Services/The Global CEO Study 2004
8
All Bets Are Off.
9
Uncertainty is the only thing to be sure of.
Anthony Muh,head of investment in Asia,
Citigroup Asset Management If you dont like
change, youre going to like irrelevance even
less. General Eric Shinseki, Chief of Staff,
U. S. Army
10
We are in a brawl with no rules.Paul Allaire
11
Perfect StormJobs TechnologyGlobalization
War, Warfighting Security
12
Jobs New TechnologyGlobalization War,
Warfighting Security
13
14 MILLION service jobs are in danger of being
shipped overseas The Dobbs Report/USNWR/11.03/r
e new UCB study
14
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/08.18.03
15
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years.Source BW
(01.28.02)
16
Jobs TechnologyGlobalization War, Warfighting
Security
17
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil
18
Jobs TechnologyGlobalization War, Warfighting
Security
19
The world has arrived at a rare strategic
inflection point where nearly half its
populationliving in China, India and Russiahave
been integrated into the global market economy,
many of them highly educated workers, who can do
just about any job in the world. Were talking
about three billion people. Craig
Barrett/Intel/01.08.2004
20
Asias rise is the economic event of our age.
Should it proceed as it has over the last few
decades, it will bring the two centuries of
global domination by Europe and, subsequently,
its giant North American offshoot to an end.
Financial Times (09.22.2003)
21
Jobs TechnologyGlobalization War, Warfighting
Security
22
We are at a pivotal point in history. We are
at one of a half dozen turning points that have
fundamentally changed the way societies are
organized for governance. Philip Bobbitt, The
Shield of Achilles War, Peace, and the Course of
History
23
What happened after 1945 was not so much a
radically new system as the concentration and
culmination of the old one. Robert Cooper, on
the Cold War, from The Breaking of Nations Order
and Chaos in the Twenty-first Century
24
What has been emerging into the daylight since
1989 is not a rearrangement of the old system but
a new system. Behind this lies a new form of
statehood, or at least states that are behaving
in a radically different way from the past.
Robert Cooper, The Breaking of Nations Order
and Chaos in the Twenty-first Century
25
The worlds new dimension (computers, Internet,
globalization, instantaneous communication,
widely available instruments of mass destruction
and so on) amounts to a new metaphysics that, by
empowering individual zealots or agitated tribes
with unappeasable grievances, makes the world
unstable and dangerous in radically new ways.
Lance Morrow/Evil
26
This is a dangerous world and it is going to
become more dangerous.We may not be
interested in chaos but chaos is interested in
us.Source Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
27
The new century risks being overrun by both
anarchy and technology. The two great destroyers
of history may reinforce each other. Both the
spread of terrorism and that of weapons of mass
destruction point to a world in which Western
governments are losing control. The spread of the
technology of mass destruction represents a
potentially massive redistribution of power away
from the advanced industrial (and democratic)
states and toward smaller states that may be less
stable and have less of a stake in an orderly
world or more dramatically still, it may
represent a redistribution of power away from the
state itself and towards individuals, that is to
say terrorists or criminals. In the past to be
damaging, an ideological movement had to be
widespread to recruit enough support to take on
authority. Henceforth, comparatively small groups
will be able to do the sort of damage which
before only state armies or major revolutionary
movements could achieve. A few fanatics with a
dirty bomb or biological weapons will be able
to cause death on a scale not previously
envisaged. Emancipation, diversity, global
communicationall of the things that promise an
age of riches and creativitycould also bring a
nightmare in which states lose control of the
means of violence and people lose control of
their futures. Robert Cooper, The Breaking of
Nations Order and Chaos in the Twenty-first
Century
28
To fight terrorism with an army is like trying
to shoot a cloud of mosquitoes with a machine
gun. Review of Terror in the Name of
God/NYT/11.2003
29
Boyd
30
OODA Loop/Boyd CycleUnraveling the
competition/ Quick Transients/ Quick Tempo (NOT
JUST SPEED!)/ Agility/ So quick it is
disconcerting (adversary over-reacts or
under-reacts)/ Winners used tactics that caused
the enemy to unravel before the fight (NEVER
HEAD TO HEAD)BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
31
Erics ArmyFlat.Fast.Agil
e.Adaptable.Light But Lethal.Talent/ I Am
an Army of One.Info-intense.Network-centric.
32
Successful Businesses Dozen Truths TPs
30-Year Perspective1. Insanely Great Quirky
Talent.2. Disrespect for Tradition.3. Totally
Passionate (to the Point of Irrationality) Belief
in What We Are Here to Do.4. Utter
Disbelief at the Bullshit that Marks Normal
Industry Behavior.5. A Maniacal Bias for
Execution and Utter Contempt for Those Who
Dont Get It.6. Speed Demons.7. Up or Out.
(Meritocracy Is Thy Name. Sycophancy Is Thy
Scourge.)8. Passionate Hatred of Bureaucracy.9.
Willingness to Lead the Customer and Take the
Heat Associated Therewith. (Mantra Satan
Invented Focus Groups to Derail True
Believers.)10. Reward Excellent Failures.
Punish Mediocre Successes. 11. Courage to Stand
Alone on Ones Record of Accomplishment
Against All the Forces of Conventional
Wisdom.12. A Crystal Clear Understanding of
Brand Power.
33
How we feel about the evolving future tells us
who we are as individuals and as a civilization
Do we search for stasisa regulated, engineered
world? Or do we embrace dynamisma world of
constant creation, discovery and competition?
Do we value stability and control? Or evolution
and learning? Do we think that progress
requires a central blueprint? Or do we see it as
a decentralized, evolutionary process? Do we
see mistakes as permanent disasters? Or the
correctable byproducts of experimentation? Do
we crave predictability? Or relish surprise?
These two poles, stasis and dynamism,
increasingly define our political, intellectual
and cultural landscape. Virginia Postrel, The
Future and Its Enemies
34
Its no longer enough to be a change agent.
You must be a change insurgent provoking,
prodding, warning everyone in sight that
complacency is death. Bob Reich
35
2. The Destruction Imperative.
36
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
37
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown.Kevin Kelly,
New Rules for the New Economy
38
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.SP 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
39
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
40
Good management was the most powerful reason
leading firms failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership.Clayton Christensen,
The Innovators Dilemma
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 Im sure there are success
stories out there, but at this moment I draw a
blank.Mark Sirower, The Synergy Trap
42
Market Share, Anyone? 240 industries
market-share leader is ROA leader 29 of the
time Profit/ROA leaders aggressively weed
out customers who generate low returns
Source Donald V. Potter, Wall Street Journal
43
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
44
Winning the Merger Game Is Possible--Lots of
deals--Little deals--Friendly deals--Stay
close to core competence--Strategy is easy to
understandSource The Mega-merger Mouse
Trap/Wall Street Journal/02.17.2004/David
Harding Sam Rovit, Bain Co./re Comcast-Disney
45
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
46
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman, PepsiCo
47
Jim Tom. Joined at the hip. Not.
48
Good to Great Fannie Mae Kroger Walgreens
Philip Morris Pitney Bowes Abbott
Kimberly-Clark Wells Fargo
49
Great Companies SET THE AGENDA. (Period.)
50
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Macys
Sears Litton Industries ITT The Gap
Limited WalMart PG 3M Intel IBM
Apple Nokia Cisco Dell MCI Sun Oracle
Microsoft Enron Schwab GE Southwest
Laker People Express Ogilvy Chiat/Day
Virgin eBay Amazon Sony BMW CNN
51
Huh?Quiet, workmanlike, stoic leaders bring
about the big transformations.--JC
52
WellingtonNelsonDisraeliChurchillMontgomeryTh
atcher
53
Humble Pastels?T. Paine/P. Henry/A.
Hamilton/T. Jefferson/B. FranklinA. Lincoln/U.S.
Grant/W.T. ShermanTR/FDR/LBJ/RR/JFKPatton/Monty/
HalseyM.L. King/C. de Gaulle/M. Gandhi/W.
ChurchillPicasso/Mozart/Copernicus/Newton/Einstei
n/Djarassi/Watson H. Clinton/G. Steinem/I.
Gandhi/G. Meir/M. Thatcher E. Shockley/A.
Grove/J. Welch/L. Gerstner/L. Ellison/B.
Gates/S. Jobs/S. McNealy/T. Turner/R. Murdoch/W.
Wriston A. Carnegie/J.P. Morgan/H. Ford/S.
Honda/J.D. Rockefeller/T.A. Edison
Rummy/Norm/Henry/Wolfie Elizabeth Cady
Stanton/Susan B. Anthony/Martha Cary
Thomas/Carrie Chapman Catt/Alice Paul/Anna
Elizabeth Dickinson/Arabella Babb
Mansfield/Margaret Sanger
54
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
55
In Italy for 30 years under the Borgias they had
warfare, terror, murder, bloodshedand produced
Michelangelo, da Vinci and the Renaissance. In
Switzerland they had brotherly love, 500 years of
democracy and peace, and what did they
producethe cuckoo clock.Orson Welles, as
Harry Lime, in The Third Man
56
3. IS/ IT/ WebOn the Bus or Off the Bus.
57
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
58
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits.
59
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically.Peter Drucker,
Business 2.0
60
Dawn Meyerreicks, CTO of the Defense Information
Systems Agency, made one of the most fateful
military calls of the 21st century. After 9/11
her office quickly leased all the available
transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective.In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
61
The mechanical speed of combat vehicles has not
increased since Rommels day, so the difference
is all in the operational speed, faster
communications and faster decisions. Edward
Luttwak, on the unprecedented pace of the move
toward Baghdad
62
4. The Heart of the Value Added Revolution PSFs
Unbound/ The Solutions Imperative.
63
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, coming up with similar
ideas, producing similar things, with similar
prices and similar quality.Kjell Nordström
and Jonas Ridderstråle, Funky Business
64
Customers will try low cost providers
because the Majors have not given them any clear
reason not to.Leading Insurance Industry
Analyst
65
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, Unique Now ... or Never
66
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to follow
the leader is this The leader is the leader
precisely because he did something remarkable.
And that remarkable thing is now takenso its no
longer remarkable when you decide to do it.
Seth Godin, Fast Company/02.2003
67
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
68
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
69
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
70
Gerstners IBM Systems Integrator of choice.
Global Services 35B. Pledge/99 Business
Partner Charter. 72 strategic partners, aim for
200. Drop many in-house programs/products.
(BW/12.01).
71
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
72
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
73
Keep In Mind Customer Satisfaction versus
Customer Success
74
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves
represent.ecompany.com/06.01 (E.g., UPS
Logistics manages the logistics of 4.5M Ford
vehicles, from 21 mfg. sites to 6,000 NA dealers)
75
5. A World of Scintillating Experiences.
76
Experiences are as distinct from services as
services are from goods.Joseph Pine James
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
77
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
78
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
79
WHAT CAN BROWN DO FOR YOU?
80
The Experience LadderExperiences
ServicesGoods Raw Materials
81
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
82
Message Experience is the Last 80P.S.
Experience applies to all work!
83
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
84
Its All About EXPERIENCES Trapper to
Wildlife Damage-control ProfessionalTrapper
lt20 per beaver pelt.WDCP 150/problem
beaver 750-1,000 for flood-control piping
so that beavers can stay.Source
WSJ/05.21.2002
85
Duet Whirlpool washing machine to fabric
care system white goods a sea of
undifferentiated boxes 400 to 1,300 the
Ferrari of washing machines consumer They
are our little mechanical buddies. They have
personality. When they are running efficiently,
our lives are running efficiently. They are part
of my family. machine as aesthetic showpiece
laundry room to family studio / designer
laundry room (complements Sub-Zero refrigerator
and home-theater center)Source New York Times
Magazine/01.11.2004
86
1997-2001gt600 10 to 18400-600 49 to
32lt400 41 to 50Source Trading Up,
Michael Silverstein Neil Fiske
87
6. Toward Work that Matters The WOW Project.
88
Language matters! Wow! BHAG! Takes your breath
away!
89
Your Current Project?1. Another
days work/Pays the rent.4. Of value.7.
Pretty Damn Cool/Definitely subversive.10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
90
Astonish me! / S.D.Build something great! /
H.Y.Immortal! / D.O.
91
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
92
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
93
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
94
7. Boss Job One The Talent Obsession.
95
Brand Talent.
96
Age of AgricultureIndustrial AgeAge of
Information IntensificationAge of Creation
IntensificationSource Murikami Teruyasu,
Nomura Research Institute
97
Model 25/8/53 Sports Franchise GM
98
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others.Warren Bennis Patricia Ward
Biederman, Organizing Genius
99
PARCs Bob Taylor Connoisseur of Talent
100
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
101
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and
rebels.David Ogilvy
102
Deviants, Inc. Deviance tells the story of
every mass market ever created. What starts out
weird and dangerous becomes Americas next big
corporate payday. So are you looking for the next
mass market idea? Its out there way out
there.Source Ryan Matthews Watts Wacker,
Fast Company (03.02)
103
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
BusinessWeek, 11.20.00
104
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
105
8. THINK WEIRD the HVA/ High Value Added
Bedrock.
106
THINK WEIRD The High Standard Deviation
Enterprise.
107
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
108
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
109
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid of
is some ignorant antagonist who has never had a
sword in his hand before he doesnt do the thing
he ought to do, and so the expert isnt prepared
for him he does the thing he ought not to do and
often it catches the expert out and ends him on
the spot. Mark Twain
110
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renee Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
111
The short road to ruin is to emulate the methods
of your adversary. Winston Churchill
112
This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Gameboy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to follow
the leader is this The leader is the leader
precisely because he did something remarkable.
And that remarkable thing is now takenso its no
longer remarkable when you decide to do it.
Seth Godin, Fast Company/02.2003
113
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
114
Innovation Source No. 1 PPPs/Personally
Pissed-off PeopleBranson started Virgin
Atlantic because flying other airlines was so
dreadful. Fortune/05.13.2002And there is no
No. 2!
115
Bernie Goldhirsh Sailing his passion, but
sailing mags for yachtsmen only start Sail.
Sail a biz success, but biz mags for corporate
types only start Inc.
116
Kevin Roberts Credo1. Ready. Fire! Aim.2. If
it aint 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!
117
10. Leading in Totally Screwed-Up Times The
Passion Imperative
118
Ninety percent of what we call management
consists of making it difficult for people to get
things done. P.D.
119
I dont know.
120
Quests!
121
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups 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.
122
Whoops Jack didnt have a vision!
123
T.A. 3
124
G.H. Create a cause, not a business.
125
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 DePree, Herman
Miller
126
To Dont List
127
BZ I am a Dispenser of Enthusiasm!
128
Im looking for insane commitment. Twyla
Tharp, The Creative Habit
129
a powerful and madly exuberant work LA Times
on Frank Gehrys Walt Disney Concert Hall (10.03)
130
Soft Is Hard- ISOE
131
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for
Change. Otherwise, why bother? Just read
Dilbert. TPs final words CYNICISM SUCKS.
132
You must be the change you wish to see in the
world.Gandhi
133
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
134
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
135
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
136
If you ask me what I have come to do in this
world, I who am an artist, I will reply I am
here to live my life out loud. Émile Zola
137
Have you changed civilization today?Source HP
banner ad
138
the wildest chimera of a moonstruck mind The
Federalist on Jeffersons Louisiana Purchase
139
If things seem under control, youre just not
going fast enough.Mario Andretti
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Thank You!