The Challenge: To Create More Value in All Negotiations

1
LONG Tom Peters X25Enthusiasm.Energy.Empath
y.Execution.Excellence. Always.
XAlways.ROCHE.ATHENS.11 January 2007In
Search of Excellence 1982-2007
2
FLOWERPOWER
3
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
4
Where Are Your 2-cent Candies?Beltramos
checkout.Carpet installer booties.Singapore
candies _at_ Immigration
5
A man without a smiling face must not open a
shop. Chinese Proverb
6
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. Watergate, M Stewart,
BR And PERCEPTION IS ALL THERE IS!

7
The Jim Jeffords oversight!
8
Slides at tompeters.comalso long
9
Whats Really Propping Up the Economy
Healthcare has added 1.7 million jobs since 2001.
The rest of the private sector? None.Source
Title, cover story, BusinessWeek, 0925.2006
10
EXCELLENCE. ALL YOU NEED TO KNOW.
11
25
12
20-minute rule Craig Johnson/30 yrs
13
I call 60 CEOs in the first week of the year to
wish them Happy New Year. Hank Paulson,
former CEO, Goldman SachsSource Fortune,
Secrets of Greatness, 0320.05
14
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
15
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
16
EXCELLENCE. THE MANDATE.
17
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
18
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
19
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
20
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)
21
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)
22
Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
23
The last word There is no last word.
24
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
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New Economy?!Sergey Larry gt Harvard/370
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EXCELLENCE. STARTERS.BASICS.K.I.S.S.
27
Raging Success P-SQUARED. C. E-CUBED.
28
People.Product.Clients.Execution.Enthusiasm.E
xcellence.
29
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
30
People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.Relentless. Senility.
31
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
32
Success seems to be largely a matter of hanging
on after others have let go. William Feather,
author (c.f. Woody Allen 90 of success is
showing up.)
33
The first 90 of a project takes 90 of the
time. The last 10 takes the other 90 of the
time. Richard Templar, The Rules of Management
34
Wanted Corporate Senility! The problem is
never how to get new, innovative thoughts into
your mind, but how to get the old ones out.
Dee Hock
35
Strive for Excellence. Ignore success. Bill
Young, PR driver (courtesy Andrew Sullivan)
36
The older I get the less boring the basics
become!
37
EXCELLENCE. THE WORD.
38
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
39
EXCELLENCE. GAMECHANGER.
40
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
41
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
42
EXCELLENCE. ASPIRATION.
43
Why in the world did you go to Siberia?
44
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.
45
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.
46
In-sane-ly-great
47
Every time we come to a comfort zone, we will
find a way out. No Cloning. Reinvent the
brand with each new show. 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
48
EXCELLENCE.ASPIRATION. YOU ME.
49
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
50
Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
51
"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)
52
EXCELLENCE. ALWAYS.ONE PERSON.DRAMATIC
DIFFERENCE..
53
Muhammad YunusBanker to the Poor/Father of
microlending/2006 nobel peace prize winner
54
Its not people who arent credit-worthy. Its
banks that arent people worthy.Muhammad Yunus
55
94 of loans to women
56
EXCELLENCE. ALWAYS.
57
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)
58
EXCELLENCE. SELL. SELL.SELL.
59
. Everyone lives by selling something.
Robert Louis Stevenson
60
TP.27 on Selling(Short) (Personal) Also
see The Sales122 122 Ridiculously Obvious
Thoughts About Selling Stuff (End of this
presentation)
61
Out-prepare!! (huge time commitment!)Learn the
culturePractice!Care-EmpathyListen-Empathetic
listening (SC)Listen-Body languageK.I.S.S.
(1-page summary. 1 1.)Enthusiasm-ENERGY-Authen
ticity!!OBVIOUS belief in productSelling
Solution-Success-Experience-Dream come
true-Love-Dramatic DifferenceSelling Better
STORY! (Best story wins)Selling Yourself!
(Brand you)Obvious Wow!No exaggeration!Spell
out commitments!SIMPLE timelineSell
inside-First! Thorough!Relationships-Way
down!!Time!!!! (E.g., build trust)Ooze
integrityIntroduce to rest of team, esp.
mechanicsSBWA (5K for 5M)Remember
Close!Gotta-make-a-profit (be ready to walk
away!)Good lossDont dis competitors!!Make
her-him-target SUCCESSFUL (in a personal
way)(Women are better at sales.)
62
Incidentally
63
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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SellSellSell
65
Its always showtime. David DAlessandro,
Career Warfare
66
GE (more or less)The Sales122 122
Ridiculously Obvious Thoughts About Selling
StuffTom Peters/0402.2006
67
See below (End of presentation)
68
EXCELLENCE. INNOVATE. OR. DIE.
69
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
70
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo
71
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
72
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
73
EVERYTHING YOU THOUGHT YOU KNEW ABOUT
INNOVATION IS WRONG
74
The Mess Is the Message! Period!
75
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
76
Get mad. Do something about it. Now.
77
Blitzkrieg?
78
Case RealityGermans cross Meuse into France.
Whoops French intelligence completely drops the
ball. (Loses track of the Germansno
kidding.)Germans keep advancing outrun supply
lines no land-air co-ordination. Hitler orders
advance stopped.General never gets the word.
General marches to Paris, virtually
unopposed.Germans shocked.After the fact,
Germans label it Blitzkrieg.
79
Case Lessons LearnedDo something.Get lucky.
Attribute luck to superior planning.Get medals.
80
InnoTacs
81
We become who we hang out with!
82
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
83
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
84
futuremark
85
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
86
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
87
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears . KmartXerox . Kodak,
IBM
88
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
89
send em on a quest!
90
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.
91
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
92
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.
93
drill.
94
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
95
try things.
96
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
97
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
98
We ground up more pig brains!
99
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
100
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
101
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
102
You miss 100 percent of the shots you never
take. Wayne Gretzky
103
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.)
104
do things.
105
We have a strategic plan. Its called doing
things. Herb Kelleher
106
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
107
no option.
108
Paul Allaire We are in a brawl with no
rules.TP Theres only one possible answer
S.A.V.Screw Around Vigorously
109
tolerate encourage? failure
110
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
111
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
112
Sams Secret 1!
113
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
114
think.Do.
115
Linearist Plan it!Non-linearist Try it!
116
Linearist think!Non-linearist do!
117
Linearist hypothesize!Non-linearist
experiment!
118
Linearist failure unnecessaryNon-linearist
failure life
119
Linearist deliberate!Non-linearist
relentless! Do it right the first
time (Hero Phil Crosby) Never retreat (Hero
U.S. Grant)
120
Linearist logical!Non-linearist
passionate!
121
Linearist give me genius!Non-linearist
give me luck!
122
Linearist spotless academic record!Non-linear
ist a.d.d.
123
Linearist measured pace!Non-linearist
Tempo! Tempo! Tempo!
124
Linearist think! Plan! (r.a.f.)Non-linearist
Try it! Screw it up! Fix it! Try it again!
(r.f.a.) Ready. Aim. Fire.ready. Fire.
Aim. (Or, circa 2006 fire. Fire. Fire.)
125
Cheap ShotLinearist minimize
cost.Non-linearist maximize revenue.
126
Linearist marketing rules.Non-linearist
sales rules.
127
Linearist Background planning, marketing
finance.Non-linearist background sales
operations.
128
Linearist likes ideas.Non-linearist
likes people.
129
Linearist office walls.Non-linearist
office none.
130
Linearist style meetings.Non-linearist
style m.b.w.a. Managing by wandering around
131
Linearist reads michael porter. Peter
drucker.Non-linearist reads doesnt
132
Linearist preferred football score
7-0.Non-linearist preferred football score
41-38.
133
Linearist criminal record none.Non-lineari
st criminal record disorderly
conduct.Chronic jaywalking.
134
Linearist drives lincoln town car. Ford
explorer (weekends).Non-linearistdrives
bmw. Harley-davidson (weekends).
135
Action is the foundational key of all success.
Picasso
136
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
137
EXCELLENCE. 4/40.
138
4/40
139
De-cent-ral-iz-a-tion!
140
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
141
Ex-e-cu-tion!
142
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
143
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
144
Projects Goal (Vision)Milestones
Project Rapid Review Truth-telling
accountability
145
Ac-count-a-bil-ity!
146
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
147
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)
148
615A.M.
149
A man approached JP Morgan, held up an envelope,
and said, Sir, in my hand I hold a guaranteed
formula for success, which I will gladly sell you
for 25,000.Sir, JP Morgan replied, I do
not know what is in the envelope, however if you
show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.The
man agreed to the terms, and handed over the
envelope.JP Morgan opened it, and extracted a
single sheet of paper. He gave it one look, a
mere glance, then handed the piece of paper back
to the gent.And paid him the agreed-upon
25,000
150
1. Every morning, write a list of
the things that need to be done that
day. 2. Do them. Source Hugh
MacLeod/tompeters.com/NPR
151
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
152
EXCELLENCE. VALUE ADDED.UP THE LADDER.
153
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
154
55B
155
Up, Up, Up, Up the Value-added Ladder.
156
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
157
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
158
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging SolutionsServicesGoods Raw
Materials
159
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
160
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
161
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
162
AnswerPSF
163
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)
164
EXCELLENCE. ATTITUDE.TRANSFORMATION.PSF.
165
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
166
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
167
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
168
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
169
The Starbucks Fix Is on We have
identified a third place. And I really
believe that sets us apart. The third place is
that place thats not work or home. Its the
place our customers come for refuge. Nancy
Orsolini, District Manager
170
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
171
Up, Up, Up, Up the Value-added Ladder.
172
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
173
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
174
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
175
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
176
Up, Up, Up, Up the Value-added Ladder.
177
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
178
Dreams Come TrueIBM
179
EXCELLENCE.SOUL.THE STORY.
180
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
181
Best story wins!
182
Market Power Story Power
183
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
184
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
185
Idiot is too kind a word.
186
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.
187
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.
188
Thats a VERY sick man. Tom Peters
189
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
190
Women are the majority market Fara
Warner/The Power of the Purse
191
Women dont buy brands. They join
them.EVEolution
192
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
193
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings. Judy Rosener, Americas
Competitive Secret
194
Editorial/Men Tables, rankings.Editorial/Women
Narratives that cohere.Redwood (UK)
195
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings. Judy Rosener, Americas
Competitive Secret
196
A woman can effortlessly speak 6,000 to 8,000
words a day, use an additional 2,000-3,000 vocal
sounds and 8,000-10,000 gestures and body
signals. A man utters 2,000-4,00 words,
1,000-2,000 vocal sounds and makes 2,000-3,000
body language signals. In other words, women
communicate three times more than men. Barbara
and Allan Pease (from Selling to Men, Selling to
Women, Jeffery Tobias Halter)
197
Women come out better on almost every count as
investors They are less likely to hold a losing
investment too long, and less likely to wait too
long to sell a winner theyre also less likely
to put too much money into a single investment or
to buy a reputedly hot stock without doing
sufficient research. Source The Merrill
report When It Comes to Investing, Gender A
Strong Influence on Behavior./Atlantic
198
WOMEN. DOMINATE. ECONOMIC. GROWTH.
199
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
200
Since 1970, women have held two out of every
three new jobs created. FT, 10.03.2006
201
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?
202
Not Just America Boys Falling Seven Years
Behind Girls at GCSE Level headline, Weekly
Telegraph, UK, 10.25.06
203
COROLLARY. EXCELLENCE. WOMEN.RULE.
204
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
205
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
206
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
207
EXCELLENCE. OPPORTUNITY.ENORMOUS.BOOMERS.GEEZ
ERS.
208
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
209
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
210
WOMAN of the Year Shes the most powerful
consumer in America. And as she starts to turn
sixty this month, the affluent baby boomer is
doing what shes always doneredefining herself.
Joan Hamilton, Town Country, JAN06
211
Magazine of the Year MoreSource Advertising
Age, 1023.2006, More Taps Power of 40-plus to
Draw Advertisers in Droves (More is breaking
through advertisers irrational obsession with
20-somethings )
212
Sixty Is the New Thirty Cover/AARP
213
EXCELLENCE. (HEALTHCARE.)HEALTH.
214
Quality!Prevention!Wellness! Chronic
care!Childhood obesity!H5N1!
215
Quality!
216
2m38s
217
When I climb Mount Rainier I face less risk of
death than Ill face on the operating table.
Don Berwick, Six Keys to Safer Hospitals A
Set of Simple Precautions Could Prevent 100,000
Needless Deaths Every Year, Newsweek (1212.2005)
218
Welcome to the Homer Simpson
Hospitala/k/a The Killing Fields
219
Quality COULD IT TRULY BE THIS AWFUL?
220
HealthGrades/Denver 195,000 hospital deaths per
year in the U.S., 2000-2002 390 full
jumbos/747s in the drink per year.Comments
This should give you pause when you go to the
hospital. Dr. Kenneth Kizer, National Quality
Forum. There is little evidence that patient
safety has improved in the last five years. Dr.
Samantha CollierSource Boston Globe/07.27.04
221
1,000,000 serious medication errors per year
illegible handwriting, misplaced decimal points,
and missed drug interactions and
allergies.Source Wall Street Journal
/Institute of Medicine
222
CDC 1998 90,000 killed and 2,000,000 injured
from hospital-caused drug errors infections
223
BAD MEDICINE This teenager Jehan Nassif died
because of a medical bungle. So do 18,000 other
Australians each year. Why our hospitals keep
making fatal mistakes. cover, The Bulletin
(Australia), 09.05.2006 ( up to 16 of
hospitalized patients will suffer an adverse
event 50 of these will be preventable and 10
of these will lead to permanent disability or
death.) (equivalent, on a per capita basis, to
about 200,000 in the United States which is
about the actual U.S. number)
224
Primary Success Factors Sanitary revolution
mortality in major cities down 55 between 1850
and 1915Source Tom Farley Deborah Cohen,
Prescription for a Healthy Nation
225
EXCELLENCE. BEDROCK.LEADERSHIP.9Ps. L23.
226
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
227
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
228
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)
229
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
230
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?
231
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
232
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
233
Enthusiasm, the ultimate virus.
234
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product or their cause. If you care enough, you
will find out what you need to know. Or you will
experiment and not worry if the experiment goes
wrong. Passion as the secret to learning is an
odd secret to propose, but I believe that it
works at all levels and at all ages. Sadly,
passion is not a word often heard in the
elephant organizations, nor in schools, where it
can seem disruptive.
235
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
236
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!
237
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
238
Great leaders move us. They ignite our passion
and inspire the best in us. When we try to
explain why they are so effective, we speak of
strategy, vision or powerful ideas. But the
reality is much more primal Great leadership
works through the emotions. Daniel Goleman,
The New Leaders
239
Exuberance The Passion for Life, by Kay Redfield
Jamison A leader is someone who creates
infectious enthusiasm.Ted Turner Glorious
was a term John Muir would invoke time and
again despite his conscious attempts to
eradicate it from his writing. Glorious and
joy and exhilaration no matter how often he
scratched out these words once he had written
them, they sprang up time and again To meet
Roosevelt, said Churchill, with all his buoyant
sparkle, his iridescence, was like opening a
bottle of champagne. Churchill, who knew both
champagne and human nature, recognized ebullient
leadership when he saw it.
240
Exuberance The Passion for Life, by Kay Redfield
Jamison Churchill had a very powerful mind,
but a romantic and unquantitative one. If he
thought about a course of action long enough, if
he achieved it alone in his own inner
consciousness and desired it passionately, he
convinced himself it must be possible. Then, with
incomparable invention, eloquence and high
spirits, he set out to convince everyone else
that it was not only possible, but the only
course of action open to man.C.P. Snow We
are all worms. But I do believe that I am a
glow-worm.Churchill on Churchill The
multitudes were swept forward till their pace was
the same as his.Churchill on T.E. Lawrence He
brought back a real joy to music.Wynton
Marsalis on Louis Armstrong
241
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
242
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
243
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
244
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
245
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
246
25
247
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
248
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
249
You must be the change you wish to see in the
world.Gandhi
250
To change minds effectively, leaders make
particular use of two tools the stories that
they tell and the lives that they lead.
Howard Gardner, Changing Minds
251
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
252
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
253
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
254
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
255
"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.
256
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
257
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory, in The New Scientist
258
"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)
259
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
260
Leaders do people. Period. Anon.
261
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
262
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
263
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!
264
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
265
On NELSON other admirals more frightened of
losing than anxious to win
266
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
267
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
268
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)
269
EXCELLENCE. THE LEADERSHIP23.
270
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.
271
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.)
272
Enthusiasm.Energy.Exuberance.Voracious
Curiosity.Irritability/Dis-satisfaction.Relentle
ssness.Self-reliance.Closer.
(Execution.)excellence.Always.
273
EXCELLE ALWAYS.
274
EXCELLENCE. ALWAYS.Lists.
275
GE (more or less)The Sales122 122
Ridiculously Obvious Thoughts About Selling
StuffTom Peters/0402.2006
276
This list was first prepared for GE Energy sales
marketing people in January 2006. It started
with a half-dozen items, and grew like Topsy.
Possibly, given its origins, its a little tilted
toward complex, engineering-based sales. Tom
Peters
277
1. Strategy overrated, simply doin stuff
underrated. See Kelleher and Bossidy We have a
strategic plan, its called doing things.Herb
Kelleher. 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. Action has its
own logicask Genghis Khan, Rommel, COL John
Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What
are you personally great at? (Key word great.)
Play to strengths! Distinct or Extinct. You
should aim to be outrageously good/B.I.W. at a
niche area (or more). 3. Are you a personality,
a de facto brand in the industry? The Dr Phil
of ... 4. Opportunism (with a little forethought)
mostly wins. (Successful people are the ones who
are good at Plan B.) 5. Little starts can lead
to big wins. Most true winnersthink search
Googlestart as something small. Many big
dealsDisney Pixarcould have been done as
little-er deals if youd had the guts to jump
before the value became obvious.
278
Everyone lives by selling something. Robert
Louis Stevenson
279
6. Non-obvious targets have great potential.
Among many other things, everybody goes after the
obvious ones. Also, the non-obvious are often
good Partners for technology experiments. 7. The
best relationships are often (usually?) not top
to top! (Often the best hungry division GMs
eager to make a mark.) 8. ITS RELATIONSHIPS,
STUPIDDEEP AND FROM MULTIPLE FUNCTIONS. 9. In
any public-sector business, you must become an
avid student of the politics, the incentives
and constraints, mostly non-economic, facing all
of the players. Politicians are usually
incredibly logicalif you (deeply!) understand
the matrix in which they exist. 10. Relationships
from within our firm are as importantoften more
importantas those from outsideagain broad is as
important as deep. Alliesavid supporters!within
and from non-obvious places may be more important
than relationships at the Client organization.
Goal an insanely unfair market share of
insiders time devoted to your projects!
280
C(I)gtC(X)
281
11. Interesting outsiders are essential to
innovative proposal and sales teams. An
exciting sales-proposal team is as important as
a prestigious one. 12. Is the proposal-sales team
weird enoughweirdos come up with the most
interesting, game-changer ideas. Period. 13.
Lunch with at least one weirdo per month. (Goal
always on the prowl for interesting new
stuff.) 14. Gratuitous comment Lunches with good
friends are typically a waste of (professional)
time. 15. Dont short-change (time, money,
depth) the proposal process. Miss one tiny
nuance, one potential incentive that makes my
day for a key Client playerand watch the whole
gig be torpedoed. 16. Sticking with it
sometimes pays, sometimes notit takes a lot of
tries to forge the best path in. Sometimes you
never do, after a literal lifetime. (Ah,
life.) 17. WOMEN ARE SIMPLY BETTER AT
RELATIONSHIPSdont get hung upparticularly in
tech firmson what industries-countries women
cant do. (Or some such bullshit.)
282
18. Work incessantly on your storymost
economic value springs from a good story (think
Perrier)! In sensitive public or quasi-public
negotiations, a compelling story is of immense
valuepolitics is about the tension among
competing stories. (If you dont believe me, ask
Karl Rove or James Carville.) (Storytelling is
the core of culture. Branded Nation The
Marketing of Megachurch, College Inc., and
Museumworld, James Twitchell) 19. Call this 18A,
or 18 repeat Become a first-rate Storyteller!
(A key perhaps the key to leadership is the
effective communication of a story.Howard
Gardner, Leading Minds An Anatomy of
Leadership) 20. Risk Assessment Risk Management
is more about stories than advanced mathi.e.,
brilliant scenario construction. 21. Good
listeners are good sales people. Period. 22.
Lousy listeners are lousy sales people. Period.
23. GREAT LISTENERS ARE GREAT SALES PEOPLE.
(Listening skills are hard to learn and subject
to immense effort in pursuit of Mastery. A
virtuoso listener is as rare as a virtuoso
cello player.) (If you dont listen, you dont
sell anything.Carolyn Marland/MD/Guardian
Group)
283
24. Things that are funny to me (American) are
often-mostly not funny to those in other
cultures. (Humor is as fine-edged as it gets, and
rarely travels.) 25. You dont know Jack Squat
about other peoples culturesespecially if you
are a typically myopic American. (Like me.) 26.
Are you a great interviewer? Its a make or break
skill. (Think Barbara Walters skill at
extracting unwanted truths from pros in
persona-protection ... in front of 10s of
millions of people. 27. Are you a great (not
merely good) presenter? Mastering presentation
skills is a lifes workwith stupendous
payoff. 28. Work like hell on the Big 2
LISTENING/INTERVIEWING, PRESENTING. These are
the essence of sales lifeand usually
picked-up in an amateurish fashion. Mistake!
(Become a professional student of these two
areas, achieve Mastery.) 29. Are you good at
flowers? Think FLOWER POWER! (see Harvey
Mackays Mackay 66what you should know about a
Client e.g., birthdays anniversaries.) (My
flowers budget is out of control. Hooray for
me.) 30. You cant do it allbe clear at what you
are good at, bad at, indifferent at. Hubris
sucks.
284
FLOWERPOWER
285
31. The point is not to prove yourself.
(Thats ego-talk.) Let the best person present to
the Clientperhaps a lower level geek.
(Control freaks get their just desserts in the
long haulor sooner.) 32. The numbers will more
or less take care of themselves over the long
haulif the relationship/s is/are solid gold. 33.
The Gold Standard in selling INDISPENSABLE to
the Client. No other goal is worthy. 34. Never
stop growing-broadening-deepening the
relationship. The key to indispensability is to
get the Client more and more and more and
then more imbedded in our web. Hence the
so-called selling process is only the first
step! 35. USE THE WORD WE CONSTANTLY
RELIGIOUSLY! (E.g. Wethe Client meare
going to change the world with this
service.) 36. Dont waste your time on
jerksitll rarely work out in the mid- to
long-term. 37. Genius is walking away from lousy
scores (deals)and accepting the attendant
heat. Big Business is the premier home to Big
Egos overpaying by a factor of 2 to 22 with
billion at stake. (Think Jerry Levin and AOL
Time Warner.)
286
If you dont listen, you dont sell anything.
Carolyn Marland/ Managing Director/ Guardian
Group
287
38. You havent a clue as to how this situation
will actually play outbe prepared to move fast
in a different direction. 39. Keep your word. 40.
KEEP YOUR WORD. 41. Underpromise (i.e., dont
over-promise i.e., cut yourself a little slack)
even if it costs you businesswinning is a
long-term affair. Over-promising is Sign 1 of a
lack of integrity. You will pay the piper. 42.
There is such a thing as a good lossif youve
tested something new and developed good
relationships. A half-dozen honorable, ingenious
losses over a two-year period can pave the way
for a Big Victory in a New Space in year 3. 43.
Its a competitive world out there. New,
innovative products are harder to sell than old
stand-bys. Nonetheless, you will be a long-term
star to the extent that you are willing to push
the harder-to-sell-at-the-moment Innovative
Products that cement long-term Client success
(Indispensability!) even if it means a s hit
this quarter. PART OF YOUR JOB TAKE CLIENTS ON
AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME
CALLED (GAMECHANGINGhopefully) COMPETITIVE
ADVANTAGE!
288
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
289
44. Think legacywhat the hell is all this
really about for you and the world? (Tell me,
what is it you plan to do with your one wild and
precious life? Mary Oliver) 45. THERE ARE NO
MODERATES IN THE HISTORY BOOKS! 46. Keep it
simple! (Damn it!) No matter how sophisticated
the product. If you cant explain it in a phrase,
a page, or to your 14-year-old ... you havent
got it right yet. 47. Know more than the next
guy. Homework pays. (of course its obviousbut
in my work it is too often honored in the
breach.) 48. Regardless of project size, winning
or losing invariably hinges on a raft of little
stuff. Little stuff is and always has been
everything!!!!!!!!!!!!!!!!!!!!or, one mans
little stuff is another mans 7.6 Richter
deal-breaker. 49. In public settings in
particular, face saving is all. When something
changes, allow the other guy to come out looking
like a winner, especially if he has lost. (Even
if you must accept the egg on your facehe will
always remember you!) 50. Dont hold grudges. (It
is the ultimate in small mindednessand
incredibly wasteful and ineffective. Theres
always tomorrow.)
290
51. ITS ALWAYS THE POLITICSwee
private-sector deal or giant public sector deal.
(Every player, small or large, is angling for
something. Master the calculus of advantage.) 52.
To