Tom Peters

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Tom Peters X25EXCELLENCE.
ALWAYS.Re-imagine2007/Focus Conferences
Amsterdam/19 December 2006In Search of
Excellence 1982-2007
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Slides at tompeters.comalso long
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Excellence can be obtained if you ... care
more than others think is wise ... risk more
than others think is safe ... dream more than
others think is practical ... expect
more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
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The Irreducible209
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1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move mountains. No
alt.) 12. You must care. 13. Emotion. 14. Hard is
soft. (Soft is hard.)
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The Irreducible209One WordThe Sales122
60TIBsTom-A-to,Tom-ah-to
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EXCELLENCE. ALL YOU NEED TO KNOW.
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25
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MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
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EXCELLENCE. ALL YOU NEED TO KNOW.BONUS.
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A man without a smiling face must not open a
shop. Chinese Proverb
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EXCELLENCE. ALL. YOU. NEED. TO. KNOW.
ANYWHERE. ANY MARKET. ANY TIME.
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Jims Group
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Thats a Big Number .
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THREE BILLION NEW CAPITALISTS Clyde Prestowitz
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5 (Years) /42 (New Airports)
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There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
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There is no job that is _____s God-given right
anymore.
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Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.2004
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Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
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Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
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EXCELLENCE. EVERYWHERE.ASPIRATION.NECESSITY.

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One Singaporean worker costs as much as
3 in Malaysia 8 in
Thailand 13 in China 18 in
India. Source The Straits Times/2003
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Thaksinomics (after Thaksin Shinawatra)
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design excellence)Sourc
e The Straits Times/2004
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SpainPortugalItalyIrelandSingapore
TaiwanThailandMalaysiaSingapore
PhilippinesUAEOmanChileBotswanaRomania New
Zealand
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Better By Design A National StrategyNZ
Design Excellence
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The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
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EXCELLENCE. THE MANDATE.
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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
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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.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
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Welcome to the Club of Shattered Dreams Of
Koreas Top 100 companies in 1955, only 7 were
still on the list in 2004. The 1997 crisis
destroyed half of Koreas 30 largest
conglomerates.Source KET Issue Report, Kim
Jong Nyun (14.05.2005)
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SP Stability Ratings
1985 2006Low Risk
41 13 Average Risk 24
14High Risk 35 73Likelihood
of stable long-term earnings growthSource
Fortune (2 October 2006)
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It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
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It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
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C.E.O. to C.D.O.
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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
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RMcK A lot of companies in the Valley
fail.RN Maybe not enough fail.RMcK What
do you mean by that?RN Whenever you
fail, it means youre trying new
things.Source Fast Company
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EXCELLENCE. STARTERS.BASICS.K.I.S.S.
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Raging Success P-SQUARED. C. E-CUBED.
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People.Product.Clients.Execution.Enthusiasm.E
xcellence.
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People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.Relentless. Senility.
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ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
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A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death. Jim Utterback,
Mastering the Dynamics of Innovation
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EXCELLENCE. THE WORD.
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SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
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EXCELLENCE. PETERS.WATERMAN.CIRCA 1982.
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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
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ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
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EXCELLENCE. (MAYBE.)
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Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
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good words.Bad words.
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Words that may NOT be used in my presence
Motivate
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In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
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Words that may NOT be used in my presence
Marketing
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SellSellSell
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Incidentally
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TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch with
others?Source Selling Is a Womans Game 15
Powerful Reasons Why Women Can Outsell Men, Nicki
Joy Susan Kane-Benson
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Words that may NOT be used in my presence
Customer service that Exceeds expectations
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Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
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EXCELLENCE. ASPIRATION.
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Why in the world did you go to Siberia?
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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.
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Enterprise (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
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EXCELLENCE.ASPIRATION. YOU ME.
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The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
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Every time we come to a comfort zone, we will
find a way out. A typical day at the office for
me begins by asking, What is impossible that I
am going to do today? Daniel Lamarre,
president, Cirque du Soleil
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Do one thing every day that scares you.
Eleanor Roosevelt
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EXCELLENCE. DEFINED.
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EXCELLENCE. DEFINED.AGENDA. SETTER.
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Great Companies SET THE AGENDA. (PERIOD.)
disturb the sleep of
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AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
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Built to LastvsBuilt to Change/Rock the World
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TP1 Netscape!Where would you rather have
worked for those 5 years, Netscape or
IBM-HP-Microsoft-Oracle? (Where, 25 years from
now, would you rather to be able to tell
someonee.g., grandchildthat you worked?)
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GM25/50-75 Built to last????
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The last word There is no last word.
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U.S. SteelFord GMIBMMacysSearsMicrosoft?D
ell?WalMart?
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Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
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EXCELLENCE. DEFINED. X06.
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Commerce Bank From Service to Experience7X.
730A-800P. F12A.93-03/10 yr annual return
CB 29 WM 17 HD 16. Mkt Cap 48 p.a.
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Commerce Bank
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The Power of WOW!How Commerce Bank Created a
Super-Growth Business in a No-Growth
IndustryVernon W. Hill, II
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Our whole story is growing revenue. Vernon
Hills (Top-line driven standard is bottom-line
driven by cost cutting)
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8,000 Radio City Music Hall J.D.
Power/Customer service/Bank/NYC/1st in 5 of 6
2nd in 6 Inspired by Ray Kroc 36B (100B
in 6 years) 750M per month/373 branches in 7
states/900 in 6 years player piano Penny
Arcade/25K per machine 9M lollipops, 2M dog
biscuits stupid rule (red) button call center
not cost center, but opportunity/human by
second operation over-invest in real estate
design-experience fanaticism Red!/Red
Friday/Hot music deposits available next day
(vs ½ on 3rd ½ on 5th focus on 99, not 1)
LONG HOURS!!!! (7/week/12 hours/Fridays/15
minutes before) Do whacky things for
customers (VH) create magical moments of
surprise and delight for employees (VH) Hire
for attitude. Train for skills. (VH)
Chinatown/10K first day 28K first week
Commerce U in 93 (underlying theme is funVH)
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S.M.A.R.T.S. Say Yes
(approval for No)M. Make Each Customer Feel
SpecialA. Always Keep Customer PromisesR.
Recover! (To err is human, to recover is
divine.)T. Think Like Our Customers
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cut costs at most banks. We have to push
them out of the branches. We have to push them
to machines. We have to push them to the
Internet.Source Vernon Hill
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sewell
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Customers for Life
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FLOWERPOWER
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Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
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X.06
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X.06 Whole Foods Markets Starbucks Wegmans
Commerce Bank John Laing Homes Apple London
Drugs Griffin Hospital/ Planetree Alliance
The Met School/Big Picture Carl Sewell
Progressive Insurance Stanford womens sports
Stanford D-School HSM Washington Speakers
Bureau Build-A-Bear RE/MAX Donnellys
Weather Strip Service Jims Group Cirque du
Soleil
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High end. Experience. Design. Crazy for
customers! Crazy for Patients! (Whole
person). Wow! People first, second,
third. Breakthrough or bust. Seriously
cool. Virus management. Resilience. Tippy-top
talent. Solutions, not just
satisfaction. Engagement. Self-control.
(Customer/Patient/Student control.) Blue
Ocean. Mundane stuff made great. Great
demographic. The best. Period. Effective
partnering. K.I.S.S. Play to win. (Offense gt
Defense.) Bold! Action! Always! Integrity-as-strat
egy.
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Focused on growth and revenue and offense,
not defense and cost containment. People-talent
obsession. Provide mind-bending experiences.
(Driven by design primacy.) Nuts about
customers. Happy to use words like
Wow. Pretty close to the high end of the
market. Ability to make silk purses filled
with gold out of sows ears Wegmans-Whole
Foods-Stew Leonards and groceries Jims
Group and dog-walking Donnelly and
weatherstrip installation DeMar and
plumbing. Execution!
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EXCELLENCE. REVENUE.MATTERS.MOST.
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Analysts preferred cost cutting, as long as
they could see two or three years of EPS growth.
I preached revenue and the analysts eyes would
glaze over. Now revenue is in because so many
got caught, and earnings went to hell. They said,
Oh my gosh, you need revenues to grow earnings
over time. Well, Duh! Dick Kovacevich, Wells
Fargo
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P R C
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CROChief Revenue Officer
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P R C E CRO (Revenue)CPO/COO
(Processes Execution)CCO/CFO (Costs)
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GE (more or less)The Sales122 122
Ridiculously Obvious Thoughts About Selling
StuffTom Peters/0402.2006
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EXCELLENCE. INNOVATE. OR. DIE.
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Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
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More than 1 RD spending, last 25 years?
103
GM
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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
105
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo
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Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
107
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
108
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
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
109
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

110
Spinoffs systematically perform better than IPOs
track record, profits freed from the
confines of the parent more entrepreneurial,
more nimble Jerry Knight/ Washington Post/
08.05
111
Private Equity-financed Firm, Best
CaseFocus! Focus! Focus!In a Big
hurryCEO/Top team, skin in the gameCEO,
100 of time on the bizMerit!
Merit!Motivated oversightWorst case Rape
Pillage
112
Theres A and then theres A.
113
EVERYTHING YOU THOUGHT YOU KNEW ABOUT
INNOVATION IS WRONG
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The Mess Is the Message! Period!
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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 LevinsonTube The
Invention of Television David Marshall Fisher
Empires of Light Edison, Tesla, Westinghouse,
and the Race to Electrify the World Jill
JonnesThe Soul of a New Machine Tracy
KidderRosalind Franklin The Dark Lady of DNA
Brenda MaddoxThe Blitzkrieg Myth John
Mosier
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InnoTacs
117
We become who we spend time with!
118
Innovations 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
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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
120
Axiom Never use a vendor who is not in the top
quartile (decile?) in their industry on RD
spending!Inspired by Hummingbird
121
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
122
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example Mr. Clean Magic Eraser, based
on a product found in an Osaka market.
Fortune, 12.18.06
123
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
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The Bottleneck Is at the Top of the
BottleWhere 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
125
futuremark
126
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
127
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ
128
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
129
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears . KmartXerox . Kodak,
IBM
130
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
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Find em!
132
Somewhere in your organization, groups of people
are already doing things differently and better.
To create lasting change, find these areas of
positive deviance and fan the flames.
Richard Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
133
Innovation Tool/Source 1 Pissed Off
Person/ People
134
invite em!
135
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
136
send em on a quest!
137
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.
138
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
139
Concoct a Parallel universe!
140
Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
141
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
142
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.
143
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 youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
144
We made mistakes, of course. Most of them were
omissions we didnt 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,
were already on prototype version 5. By the
time our rivals are 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 planfor months. Bloomberg by Bloomberg
145
We ground up more pig brains!
146
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
147
You miss 100 percent of the shots you never
take. Wayne Gretzky
148
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
149
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
150
tolerate encourage? failure
151
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
152
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
153
Sams Secret 1!
154
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
155
SERIOUS PLAY
156
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
157
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

158
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
159
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
fromHarriet Rubin in The Princessa)
160
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
161
Speed/ Tempo/is-it
162
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
163
WalMart (!) Katrina
164
the FedEx Economy headline/New York
Times/10.08.05
165
Any3 Anything/ Anywhere/ Anytime
166
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
167
Open-source Goldmining! Rob McEwen, CEO,
Goldcorp Inc. Goldcorp Challenge/
575,000 Source Wikinomics How Mass
Collaboration Changes Everything, Don Tapscott
Anthony Williams
168
Power Tools For Power Strategies
169
Sysco!
170
Productivity!McKesson 2003-2004 Revenue 7B
Employees 500Source USA Today
171
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
172
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco, WalMart
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
173
bet big
174
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
175
Immelt is now identifying technologies with
which GE will systematically set out to
build entirely new industries
StrategyBusiness, Fall 2005
176
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
177
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
178
Conscious measurement
179
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?
180
personal
181
Step 1 Buy a Mirror!
182
Inno64 Innovation Strategies Tactics
183
Excellence The SE22 ORIGINS OF SUSTAINABLE
ENTREPRENEURSHIP
184
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
185
HPs Big Duh!Decentralize (90B)Undo
MatrixAccountabilitySource HP Says
Goodbye To Drama/BW/09.05/re Mark Hurds first
5 months
186
TP Lessons LearnedInnovation DisDis
(Disciplined Disorganization)Luck is a very
good thing. (More lessons later E.g., If
you hire a bunch of disciplined weirdos and try
a lot of weird stuff, the odds of getting lucky
go up remarkably) (Career success depends on
convincing others that you knew what the hell you
were doing all along. Good news Say it long
enough and you will believe it. Great news Keep
saying it and you, too, can become a guru.)
187
SE22/Origins of Sustainable Entrepreneurship 1
8. Unmistakable Results Accountability focus
from the get-go to the grave (GE, New York
Yankees, PepsiCo) 19. Up or Out (GE, McKinsey,
big consultancies and law firms and ad
agencies and movie studios in general) 20.
Competitive to a fault! (GE, New York Yankees,
News Corp/Fox, PepsiCo) 21. Bi-polar
Top Team, with Unglued Innovator 1,
powerful Control Freak 2 (Oracle, Virgin) (Watch
out when 2 is missing Enron) 22.
Masters of Loose-Tight/Hard-nosed about a very
few Core Values, Open-minded about
everything else (Virgin)
188
EXCELLENCE. 4/40.
189
4/40
190
De-cent-ral-iz-a-tion!
191
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
192
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
193
The True Logic of Decentralization6 divisions
6 tries6 divisions 6 DIFFERENT leaders
6 INDEPENDENT tries Max probability of
win6 divisions 6 very DIFFERENT leaders 6
very INDEPENDENT tries Max probability of
far out/3-sigma winDriver Law of
Large s
194
Ex-e-cu-tion!
195
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
196
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
197
Projects Goal (Vision)Milestones
Project Rapid Review Truth-telling
accountability
198
Ac-count-a-bil-ity!
199
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
200
615A.M.
201
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
202
EXCELLENCE. VALUE ADDED.UP THE LADDER.
203
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
204
55B
205
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a year that
technology companies have never been able to
touch. Fortune
206
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
207
MasterCard Advisors
208
Security devices to Turnkey security
solutions (A/C, elevators, DIY, photo shops,
etc, etc)
209
Huge Customer Satisfaction versus Customer
Success
210
Up, Up, Up, Up the Value-added Ladder.
211
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
212
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
213
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging SolutionsServicesGoods Raw
Materials
214
Era 1/Obvious Value Our it works, is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver business
advantage (Culture-Strategic
change)Source Jeff Thull, The Prime Solution
Close the Value Gap, Increase Margins, and Win
the Complex Sale
215
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
216
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. One of the key
differentiators of our position in the market is
our attention to managing change and making
change stick in our customers organization.
(E.g. CRM failure rate/Gartner 70) Jeff
Thull, The Prime Solution Close the Value Gap,
Increase Margins, and Win the Complex Sale
217
EXCELLENCE.NECESSITY.OPPORTUNITY.
218
Disintermediation is overrated. Those who
fear disintermediation-outsourcing should in fact
be afraid of irrelevance outsourcing is just
another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
219
ChicagoHRMAC
220
support function / cost center/ overhead
or
221
Are you Rock Stars of the Age of Talent
222
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
223
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
224
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
225
Solutions World The Mega-PSF
226
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
227
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
228
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
229
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 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
UniverseSteve 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
230
Pointed Point of View!
231
AnswerPSF
232
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233
EXCELLENCE. ATTITUDE.TRANSFORMATION.PSF.
234
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/Anon VSE-Spain)
235
PSF Transformation Credit
Department/TrekWas
IsCredit Dept
Financial
ServicesHammer on dealers until
Make dealers successful so theythey pay
CAN payAR
sold to 3rd party Trek is
the commercial financialcommercial co.
Company23 employees
12 employeesOversee
peak AR of 70M Oversee peak AR of
160MIdentify risky dealers
Identify opportunitiesCost Center
Profit CenterNo
products
Products Consulting, MC/Visa,
Stored
value of gift cards, Gift card

peripherals, Online paymentsSource John
Burke/0330.06
236
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
237
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
238
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
239
Up, Up, Up, Up the Value-added Ladder.
240
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
241
CXOChief eXperience Officer
242
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between.Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
243
Extraction Goods Male dominanceServices
Experiences Female dominance
244
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
245
This is not a mature category.
246
This is an undistinguished category.
247
798
248
415/SqFt/WalMart798/SqFt/Whole Foods
249
1/100 Best Companies to Work for/2005
250
Wegmans
251
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
252
EXCELLENCE. NO EXCUSES.
253
WallopWalMart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
254
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Neve
r attack the monsters head on! (Instead steal
niche business and lukewarm customers.) Dramatic
ally Different (La Difference ... within our
community, our industry regionally, etc is
as obvious as the end of ones nose!) (THIS IS
WHERE MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You
aint gonna beat the behemoths on cost-price in
9.99 out of 10 cases.) Emotional bond with
Clients, Vendors. (BEAT THE BIGGIES ON
EMOTION/CONNECTION!!)
255
tom peters what Ive Learned about Small
Business
256
Passion for PRODUCT.OBSESSION With Product.LOVE
The Product.Aim To Be ONLY ONES WHO DO WHAT WE
DO.Keep ADDIN Stuff.Invest UNWISELY in
RD.Reside Permanently In The DISCOMFORT
Zone.Unhealthy PARANOIA Is A Good Thing.Add
Clients That PUSH-PULL.SELL. SELL. SELL.
SELL.Go For Broke CUSTOMER CONTACT
PEOPLE.PERFECTION Customer Contact People.Hire
for ATTITUDE.INVITE On An Adventure. GREAT
CFO/Biz Guy-Gal. NASTY CFO/Biz
Guy-Gal.QUADRANGULAR LEADERSHIP
Visionary-Talent Fanatic-Project Manager-I.P.M.
(I.P.M. Inspired Profit Mechanic)
257
Small Giants Companies That Choose To Be Great
Instead Of Big by Bo Burlingham
258
Small Giants/Bo
Burlingham "First, I could see that, unlike most
entrepreneurs, their founders and leaders had
recognized the full range of choices they had
about the type of company they would create."
"Second, the leaders had overcome the enormous
pressures on successful companies to take paths
they had not chosen and did not necessarily want
to follow." "Third, each company had an
extraordinarily intimate relationship with the
local city, town, or county in which it did
business -- a relationship that went well beyond
the usual concept of giving back.'" "Fourth,
they cultivated exceptionally intimate
relationships with customers and suppliers, based
on personal contact, one-on-one interaction, and
mutual commitment to delivering on promises."
259
Small Giants/Bo
Burlingham "Fifth, the companies also had what
struck me as unusually intimate workplaces."
"Sixth, I was impressed by the variety of
corporate structures and modes of governance that
these companies had come up with." "Finally, I
noticed the passion that the leaders brought to
what the company did. They loved the subject
matter, whether it be music, safety lighting,
food, special effects, constant torque hinges,
beer, records storage, construction, dining, or
fashion."
260
Stephen Jay Gould Bacteria rule! Sizeable cases
e.g. humans are virtually irrelevant anomalies.
261
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
262
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
263
Furniture vs. DreamsWe 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
264
No longer are we only an insurance provider.
Today, we also offer our customers the products
and services that help them achieve their dreams
whether its financial security, buying a car,
paying for home repairs, or even taking a dream
vacation. Martin Feinstein, CEO, Farmers Group
265
Up, Up, Up, Up the Value-added Ladder.
266
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
267
CDMChief Dream Merchant
268
Dreams Come TrueIBM
269
The sun is setting on the Information
Societyeven before we have fully adjusted to its
demands as individuals and as companies. We have
lived as hunters and as farmers, we have worked
in factories and now we live in an
information-based society whose icon is the
computer. We stand facing the fifth kind of
society the Dream Society. Future products
will have to appeal to our hearts, not to our
heads. Now is the time to add emotional value to
products and services. Rolf Jensen/The Dream
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
270
EXCELLENCE.VALUE-ADDED LADDER IV. LOVE IT.
271
Kevin Roberts Lovemarks!
272
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273
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274
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275
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276
Tattoo Brand What of users would tattoo the
brand name on their body?
277
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
278
Up, Up, Up, Up the Value-added Ladder.
279
The Value-added Ladder/ ECSTASY Lovemark
Dreams Come True Spellbinding
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
280
CL OChief Lovemark Officer
281
Up, Up, Up, Up the Value-added Ladder.
282
Ladder.2006 4 of 7! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
283
EXCELLENCE.SOUL I.THE STORY.
284
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
285
Market Power Story Power
286
Best story wins!
287
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories. Rolf Jensen, Copenhagen
Institute for Future Studies
288
CSTOChief Storytelling Officer
289
EXCELLENCE. SOUL II.DESIGN.
290
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
291
Design is treated like a religion at BMW.
Fortune
292
We dont have a good language to talk about
this kind of thing. In most peoples
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
293
CDOChief Design Officer
294
EXCELLENCE. WHAT MATTERS.
295
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
296
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
297
The Boot and TimberlandThe Tomato/ Farmer
and Campbells
298
EXCELLENCE.NEW MARKETS.ENORMOUS.
OPPORTUNITIES.
299
women.BOOMERS.GEEZERS.
300
E-nor-mous Strat-eg-ic opp-or-tun-ity
301
women.BOOMERS.GEEZERS.
302
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
303
Idiot is too kind a word.
304
Thats 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 Unilevers products
are purchased by women.
305
EXCELLENCE. FOUND.DUH.
306
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/CEO/PepsiC
o
307
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/ FORMER
CEO/PepsiCo
308
Indra Nooyi
309
Another Delightful Blinding Flash of the
Obvious! PG does more than half its
business outside the U.S., so CEO A.G. Lafley
has recast his top executive group to be 50
non-American. Fortune, 1218.06 Ill take
it! Women next? 85?
310
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
311
Women are the majority market Fara
Warner/The Power of the Purse
312
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
313
The 91 Factor! More than 9 in 10 women age 35
- 49 say they either make or at least equally
influence their household purchases of home
electronics. Source Andrea Learned, co-author,
Dont Think Pink
314
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
315
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
316
The Perfect Answer
Jill and Jack buy slacks in black
317
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318
She knows more about the Volvo than the
salesman 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 101 that the clueless
salesperson spent most of his time speaking to
him . Selling to Men, Selling to Women, Jeffery
Tobias Halter
319
EVEolution The Eight Truths of Marketing to
WomenFaith Popcorn Lys Marigold
320
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
321
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
322
Women dont buy brands. They join
them.EVEolution
323
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
324
Editorial/Men Tables, rankings.Editorial/Women
Narratives that cohere.Redwood (UK)
325
Purchasing PatternsWomen Harder to convince
more loyal once convinced.Men Snap decision
fickle.Source Martha Barletta, Marketing to
Women
326
2.6 vs. 21
327
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. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
328
10. Womens Market Opportunity No. 1.
329
P-l-e-a-s-e Read Fara Warner The Power of the
Purse
330
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
331
Faith, Lys, Marti, Fara Targeting the New
Professional Woman How to Market and Sell to
Todays 57 Million Working Women Gerry Myers
332
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
333
EXCELLENCE. OPPORTUNITY.WOMEN. BUSINESS.
OWNERS.
334
10.6
335
The growth and success of women-owned businesses
is one of the most profound changes taking place
in the business world today. Margaret
Heffernan, How She Does It
336
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
337
WOMEN. DOMINATE. ECONOMIC. GROWTH.
338
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
339
Since 1970, women have held two out of every
three new jobs created. FT, 10.03.2006
340
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, IndiaEconomist)Higher wages
(more seniority, promotionseven if not to CEO
greater pay equityeven if not equal)Business
decision makers (more seniority,
promotionseven if not to CEO)Women-owned
businesses (answer to the Glass Ceiling10.6M in
USA recipients of micro-lendingdeveloping
world)
341
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. Womens work force
participation rates have 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. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
value-added imperatives. Women are better
salespersons than men. Women buy almost
everythingcommercial as well as consumer
goods. So what exactly is the point of men?
342
Not Just America Boys Falling Seven Years
Behind Girls at GCSE Level headline, Weekly
Telegraph, UK, 10.25.06
343
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
le