LONG Tom Peters

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LONGTom Peters X25EXCELLENCE.
ALWAYS.Rompetrol/Annual Management
MeetingParis/02 December 2006In Search of
Excellence 1982-2007
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Slides at tompeters.com
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EXCELLENCE. ALL . YOU. NEED. TO. KNOW.
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25
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7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
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Wegmans
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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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EX-CELL-ENCE. NOT .
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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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The last word There is no last word.
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Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
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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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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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EXCELLENCE. THE WORD.
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SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
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EXCELLENCE. GAMECHANGER.
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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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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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Business (at its excellent best) can be An
emotional, vital, audacious, innovative, joyful,
frightening, risky, creative, entrepreneurial
endeavor that breathes life fire into our work
life elicits maximum concerted human
potential in the wholehearted effort to help
others employees, clients, suppliers,
communities, owners, temporary partners succeed
profit imagine reach places theyd never
dreamed they could go.
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Business The Ultimate Creative Endeavor.
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Business The Ultimate Personal
Development-Growth Experience.
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Business The Ultimate Transcendent Service
Opportunity.
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To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
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Astonish me! (SD).Build something great!
(HY).Make it immortal! (DO)Insanely
great (SJ)
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In-sane-ly-great
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EXCELLENCE.THEM.US.
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Them UsStrategy

EXECUTIONPlanning
ActionMarketing
Selling/SalesMarkets
CustomersCustomers
ClientsMicro-segmentation Big
Stuff (Women, Boomers)Cost minimization
Revenue maximizationSynergy/Efficiencies
DecentralizationStrategic supplier
Pioneering supplierProcess
ProjectEffectiveness
ExcellenceMen
WomenLeadership
Management
LeadershipStandardization
Exceptionalism (53 53)Big clients
COOL clientsPrestigious Board
INTERESTING Board
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Them UsBig

Mid-sizeGrowth by merger
Organic growthBuy market share
Create NEW marketsEfficient, streamlined
Value-creating PSF
department Certainty-predictability
Ambiguity-opportunityFearful of losing
Aggressive pursuit
of winningPlan
PrototypeCareful
evaluation Another
prototypeRevised plan
Another prototypePeople/Employees
TalentEffective HR department Rockin
Talent
Development Center
of ExcellenceBenchmark
against the Benchmark against the
best-industry leader coolest
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Them
UsBenchmark
FuturemarkOrderly career progression Up
or Out (PDQ)Head
HeartIQ
EQProfessional
PassionateStoic, humble leaders
Noisy, emotional
characters in chargeHire for
Resume Hire for
intangiblesMeasured-thoughtful
Relentless, pig-headed approach
determinationTeamwork comes first
Teamwork and disruptive
individuals equal
billingListen to customers Lead
customersCustomer involvement
Intimate-Seamless
customer inter-twining
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Them UsMBM (Management
MBWA by memo)MBA
MFAShareholder Value Great
people-product rule comes first
Work smart Work
hardBuilt to last Built to
Rock the WorldReward successes Reward
(EXCELLENT)
failuresQuality first! Design
1TQuality first Innovation
1THigh-quality Jaw-dropping
Experience transactionCVs demo consistent
CVs feature Magic Moments performanceGood
grades Cool stuff Operational
excellence World-rocking INNOVATION

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Them UsBrand
LovemarkBest analysis wins
Best STORY winsBeyond politics
Politics-is-life, the
rest is detailsOutsource
BestsourceMotivate
Send on QUESTSMotivate
InviteMeasured language HOT
languageProduct-Service Gamechanging
SOLUTION,
Thrilling EXPERIENCE,
DREAM come true,
LOVEMARKPastel
Technicolor Better
DifferentMission success Mission
EXCELLENCEVery good
EXCELLENCE. ALWAYS.
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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 Last vs Built for ImpactBut what if
former head of strategic planning at Royal Dutch
Shell Arie De Geus is wrong in suggesting, in
The Living Company, that firms should aspire to
live forever? Greatness is fleeting and, for
corporations, it will become ever more fleeting.
The ultimate aim of a business organization, an
artist, an athlete or a stockbroker may be to
explode in a dramatic frenzy of value creation
during a short space of time, rather than to live
forever. Kjell Nordström and Jonas
Ridderstråle, Funky Business
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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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Built to LastvsBuilt to Change/Rock the World
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GM25/50-75 Built to last????
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Life is occupied in both perpetuating itself and
in surpassing itself. If all it does is maintain
itself, then living is only not dying. Simone
de Beauvoir Longevity has its place, but Im
not concerned about that now. I just want to do
Gods will, and Hes allowed me to go up the
mountain. And Ive looked over. And I have seen
the Promised Land. And I dont mind. I may not
get there with you. MLK/Memphis
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In Toms world, its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
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EXCELLENCE. INNOVATE. OR. DIE.
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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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EXCELLENCE. INNOVATE. ALL. WRONG.
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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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More than 1 RD spending, last 25 years?
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GM
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When asked to name just 1 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
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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
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Theres A and then theres A.
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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
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Free at Last Most Recent Chapter in a
Long-running SagaFreescale Semiconductor
16B
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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
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EXCELLENCE. INNOVATE. TACTICS.
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We become who we hang out with!
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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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Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
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Get mad. Do something about it. Now.
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Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
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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
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futuremark
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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
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Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears . KmartXerox . Kodak,
IBM
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Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
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Concoct a Parallel universe!
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SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
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Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
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Forward, march The Sri Lanka Stratagem
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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.
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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
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We have a strategic plan. Its called doing
things. Herb Kelleher
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Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
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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
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We ground up more pig brains!
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READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
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READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
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You miss 100 percent of the shots you never
take. Wayne Gretzky
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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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tolerate encourage? failure
90
Sams Secret 1!
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Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
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FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
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Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
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do!Addendum!
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Action is the foundational key of all success.
Picasso
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The secret of getting ahead is getting
started. Agatha Christie
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The secret to having good ideas is to have a lot
of ideas, then throw the bad ones away. Linus
Pauling
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Translating PicassoDoing something is the key
to getting something done. TP (Co-author, In
Search of Excellence, first Basic A BIAS FOR
ACTION)
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Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
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Speed/ Tempo
101
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
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place big bets
103
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
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Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
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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
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focus
107
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
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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
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measure
110
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Profound/
Amazing/Game- changer Scale?
111
personal
112
Step 1 Buy a Mirror!
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re-imagine the value added equation
114
55B
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Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
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Up, Up, Up, Up the Value-added Ladder.
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The NEW Value-added LadderGamechanging
Solutions/ Implemented Customer culture change
successServices/TransactionsManufactured
Goods/Things Extracted Raw Materials/Stuff
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PSF
119
Up, Up, Up, Up the Value-added Ladder.
120
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
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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
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The NEW Value-added Ladderspellbinding
Experiences Gamechanging SolutionsServicesGoods
Raw Materials
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Up, Up, Up, Up the Value-added Ladder.
124
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
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The (NEW) Value-added LadderDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
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Dream MerchantsIBMUPS
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EXCELLENCE.1966. 2006.
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4/40
129
De-cent-ral-iz-a-tion!
130
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
131
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
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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
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Ex-e-cu-tion!
134
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
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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
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Projects Goal (Vision)Milestones
Project Rapid Review Truth-telling
accountability
137
The X-squared AxiomX XeXcellence
eXecution
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Ac-count-a-bil-ity!
139
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)
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Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
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615A.M.
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4/40De-centralizationexecutionaccountability6
15a.m.
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Excellence The SE22 ORIGINS OF SUSTAINABLE
ENTREPRENEURSHIP
144
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)
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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.)
146
SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partners especially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/ Hyper-smart/Independe
nt people (GE, PepsiCo, Microsoft) 16. Support
Internal Entrepreneurs (3M, Microsoft) 17. Ferret
out Talent anywhere/No limits approach to
retaining top talent (Virgin, GE, PepsiCo)
147
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)
148
EXCELLENCE. BEDROCK.TALENT.
149
Hire very good people!
150
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
151
INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!
152
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
153
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.
154
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
155
EMPHASIZE THE SOFT SKILLS.
156
?
157
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
158
The person who is a little less conceptual but
is absolutely determined to succeed will usually
find the right people and get them together to
achieve objectives. Im not knocking education or
looking for dumb people. But if you have to
choose between someone with a staggering IQ and
an elite education whos gliding along, and
someone with a lower IQ but who is absolutely
determined to succeed, youll always do better
with the second person. Larry Bossidy (Larry
Bossidy Ram Charan/ Execution The Discipline
of Getting Things Done)
159
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
160
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
161
A review of Jack and Suzy Welchs 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. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
162
DD21M
163
SO YOURE A PEOPLE PERSON? PROVE IT.
164
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
165
PARCs Bob Taylor Connoisseur of Talent
166
SO YOURE A PEOPLE PERSON? PROVE IT.
167
lt CAPEXgt People!
168
LIVE FOR TALENT!
169
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
170
Portfolio ThinkingG.M. (Brand Yous)V.C. (Wow
Projects!)M.B.S.A. (Demos. Heroes. Stories.)
171
Internal brand promise!
172
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
173
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
174
Brand Talent.
175
Re-imaginePeople Power The Talent50
176
The Talent501. People first!2.
Soft is Hard. 3. FUNDAMENTAL PREMISE We are in
an Age of Talent/ Creativity/Intellectual-
capital Added.4. Talent excellence in every
part of the organization.5. P.O.T./Pursuit
Of Talent Obsession.6. HR sits at The Head
Table.7. HR is cool.
177
The Talent508. Re-name
HR. (Talent Department, Center of Talent
Excellence)9. Theres an HR Strategy10. There
is a FORMAL Recruitment Strategy.11. There is a
FORMAL Leadership Development
Strategy.12. There is a world class
Leadership Development Center.13. There is
a FORMAL-STRATEGIC HR Review Process.14.
The Top100, and every units Top10, are
consciously managed.
178
The Talent50 15.
People/Talent Reviews are the FIRST
reviews.16. HR Strategy Business Strategy.17.
Make it a Cause Worth Signing Up For.. 18. Set
Sky High Standards.19. Enlist everyone in
Challenge Century21.20. Pursue the Best!21. Up
or Out.22. Ensure that the Review Process has
INTEGRITY.23. Pay!
179
The Talent5024. Training I
Train! Train! Train!25. TII 100 business
people.26. TIII 100 Leaders.27. TIV Boss as
Trainer-in-Chief.28. Open Communication I NO
BARRIERS.29. Open Communication II Share
Information. (ALL!)30. Respect!31.
INTEGRITY!32. Treat the Whole Individual.
180
The Talent5033. Places of
grace.34. MBWA The Rudy Rule.35. Thank
You!36. Promote for people skills. (ALL
ELSE IS SECONDARY.)37. Honor youth.38. Early
leadership assignments.39. Fast Tracking is the
norm.40. Create a System of Mentoring.
181
The Talent5041.
Diversity!42. Diversity starts on the Board of
Directors.43. WOMEN RULE.44. Weird
Wins.45. We are all unique. 46. Bosses win
people over.47. GOAL Adventures of Mutual
Discovery.48. Foster Independence.49.
Enthusiasm!
182
50. Talent Brand.
183
EXCELLENCE. THE LEADERSHIP23.
184
Leadership23/ML1.
Enthusiasm. Energy. Exuberance.2. Action.
Execution.3. Tempo. Metabolism.4.
Relentless.5. Master of Plan B.6.
Accountability.7. Meritocracy.8. Leaders do
people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.
185
Leadership23/ML13.
Legacy.14. Best story wins.15. On the edge.
(Wildest chimera of a moonstruck
mind.) 16. Reward excellent failures. Punish
mediocre successes.17. Different gt Better.
(Only ones who do what we do.)18. MBWA.
Customer MBWA.19. Laughs.20. Repot. Curiosity.
Why?21. You Calendar. To Dont. Two.22.
Excellence. Always. 23. Nelsonian! (Other
admirals more afraid of losing than anxious
to win.)
186
EXCELLENCE. BEDROCK.LEADERSHIP.9Ps.
187
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
188
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
189
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
190
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
191
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
192
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
193
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
194
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
195
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
196
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
197
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
198
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
199
25
200
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
201
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
202
You must be the change you wish to see in the
world.Gandhi
203
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
204
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
205
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
206
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
207
"The reasonable man adapts himself to the world.
The unreasonable one persists in trying to adapt
the world to himself. Therefore, all progress
depends upon the unreasonable man. GB Shaw,
Man and Superman The Revolutionists'
Handbook.
208
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
209
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory, in The New Scientist
210
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine)
211
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
212
Leaders do people. Period. Anon.
213
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
214
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
215
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!
216
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
217
On NELSON other admirals more frightened of
losing than anxious to win
218
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
219
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
220
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)
221
EXCELLE ALWAYS.