Tom%20Peters

1
Tom Peters EXCELLENCE. ALWAYS.Mini-maste
r/03 October 2008
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
The 100-Year Storm
4
Hubris Axiom upon which Nobel prizes were
won We can eradicate risk with the new math,
the new instruments. We can refine the
eradication process ad infinitum derivatives of
derivatives of derivatives. A few tens of
trillions of of exposureso what? We dont
want to be the first1st to bailonly wimps quit
when they get their third consecutive 10M bonus
at age 29. I got this because Im smartthis was
not repeat not luck I deserved every damn
penny. Counter text Fooled By RandomnessNassim
Nicholas Taleb
5
Greed Duh.
6
Quant primacy Too much faith in super-smart
intellectuals Reminds me to the point of dotting
of the is and crossing of the ts of David
Halberstams The Best The Brighteston the
Vietnam quagmire If youre not a 100 quant
convert, youre old school and held up to
ridiculeeven if youre Warren Buffett.
7
Step shift in complexity Fact is, it became
incomprehensible. Connectedness in general,
global totally new and, again, incomprehensible.
8
Perception Is Everything Financial markets
are, by design, a house of cardse.g., basic idea
is to take a dollar of deposits and lend 10 based
thereupon, depending on the depositors not to
withdraw all at once. Emotions rule as much on
Wall Street as at the football stadium!!!!!! Expe
ctations are everything!!!!! Madness of crowds
is just thatmadness!!!!! It is axiomatic that
house prices will rise and rise and riseand then
rise some more.
9
Basics Rotten Mary and Joe couldnt have paid
the loan back if hell had frozen overthey were
not, simply, creditworthy. The incentives were
nuttylend to anyone and everyone and collect the
full commission when you book the loan and get
fired if you dont book it. Message from In
Search of Excellence, in another context, Its
the basics, stupidJapan is killing us, circa
1980, because (1) their cars work and (2) they
ask their workers how to make them even better.
10
Good Ideology Run Amok De-regulation
Holy. If de-regulation is good, then more is
better.
11
History Repeats Repeats Repeats Itself South
Sea Bubble Tulips Etc Etc Etc S L Junk
bonds Dot-com Sub-prime TK TK TK
12
Thank God for PaulsonItd Be Worse Without
Him.
13
No One Knows the Ending to This Story
14
Black Swans Believe it s happens. See
Taleb once again The Black Swan. NB Your
response to one or two black swans is your life
legacyits easy to be a genius when the market
is rising rising rising.
15
Slides at tompeters.com
16
MBWA
17
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
18
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
19
Hard Is SoftSoft Is Hard
20
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
21
You must be the change you wish to see in the
world.Gandhi
22
Its always showtime. David DAlessandro,
Career Warfare
23
Why in the World did you go to Siberia?
24
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
25
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
26
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
27
Leaders SERVE people. Period. inspired by
Robert Greenleaf
28
We Have Met the Enemy Thank you, Howard
( Walt) and Lou Ken
29
Internal organizational excellence Deepest
Blue Ocean
30
A Blue ocean is by definition very profitable
and will be quickly copied. sustainable blue
(Internal organizational excellence) is far more
difficult to copy.
31
Internal organizational excellence Brand
inside
32
B(I) gt B(O)
33
it is the game.
34
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the game it is the game. Lou Gerstner, Who
Says Elephants Cant Dance
35
30-fold!
36
Ken Kizer/VA 1997 culture of cover-up that
pervades healthcare Patient Safety Event
Registry looking for systemic solutions, not
seeking to fix blame on individuals except in the
most egregious cases. The good news was a
thirty-fold increase in the number of medical
mistakes and adverse events that got reported.
National Center for Patient Safety Ann Arbor
37
New technology, by itself, has little economic
benefit. The economic benefits arise not from
innovation itself, but from the entrepreneurs who
eventually discover ways to put innovation to
practical use and, most critically, from the
organizational changes through which businesses
reshape themselves to take advantage of new
technology. Marc Levinson, The Box How the
Shipping Container Made the World Smaller and
the World Economy Bigger
38
When The Enemy Really Wins Lose Your
Nemesis Obsessing about your competitors,
trying to match or best their offerings, spending
time each day wanting to know what they are
doing, and/or measuring your company against
themthese activities have no great or winning
outcome. Instead you are simply prohibiting your
company from finding its own way to be truly
meaningful to its clients, staff and prospects.
You block your company from finding its own
identity and engaging with the people who pay the
bills. Your competitors have never paid your
bills and they never will. Howard Mann, Your
Business Brickyard Getting Back to the Basics to
Make Your Business More Fun to Run Mr Mann
also quotes Mike McCue, former VP/Technology at
Netscape At Netscape the competition with
Microsoft was so severe, wed wake up in the
morning thinking about how we were going to deal
with them instead of how we would build something
great for our customers. What I realize now is
that you can never, ever take your eye off the
customer. Even in the face of massive
competition, dont think about the competition.
Literally dont think about them.
39
Thank you Horst
40
I will not accept the explanation of a
recession negatively affecting the new
business. There are still people traveling. We
just have to get them to stay in our hotel.
Horst Schulze, on his new chain, Capella, from
Prestige (06.08) The Return of History and the
End of Dreams
41
Thank you ,Herb
42
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
43
Thank you Ben Norm, Ike , Charlie, George,
Nelson, Ben and Delaware
44
Give good tea!
45
In the same bitter winter of 1776 that Gen.
George Washington led his beleaguered troops
across the Delaware River to safety, Benjamin
Franklin sailed across the Atlantic to Paris to
engage in an equally crucial campaign, this one
diplomatic. A lot depended on the bespectacled
and decidedly unfashionable 70-year-old as he
entered the worlds fashion capitol sporting a
simple brown suit and a fur cap. Franklins
miracle was that armed only with his canny
personal charm and reputation as a scientist and
philosopher, he was able to cajole a wary French
government into lending the fledgling American
nation an enormous fortune. The enduring image
of Franklin in Paris tends to be that of a
flirtatious old man, too busy visiting the citys
fashionable salons to pursue affairs of state as
rigorously as John Adams. When Adams joined
Franklin in Paris in 1779, he was scandalized by
the late hours and French lifestyle his colleague
had adopted, says Stacy Schiff, in A Great
Improvisation Adams was clueless that it was
through the dropped hints and seemingly offhand
remarks at these salons that so much of French
diplomacy was conducted. Like the Beatles
arriving in America, Franklin aroused a
fervorhis face appeared on prints, teacups and
chamber pots. The extraordinary popularity served
Franklins diplomatic purposes splendidly. Not
even King Louis XVI could ignore the enthusiasm
that had won over both the nobility and the
bourgeoisie. Source In Paris, Taking the
Salons By Storm How the Canny Ben Franklin
Talked the French into Forming a Crucial
Alliance, U.S. News World Report, 0707.08
46
The ragtag and victory-less Continental Army was
retreating, George Washington notwithstanding.
For the Americans, finding an ally was a life or
death proposition. Short, fat old Benjamin
Franklin was our man in Paris. Short, fat and old
though he may have been, he was a Charmer. He won
the hearts and devotion of the ladies of high
society with his mastery of Tea Flattery. The
Americans eked out a success at Saratoga which
Franklin turned into an epic victoryand the
besotted ladies convinced their mighty husbands
to get behind the Americans. The rest, as they
say, is history. The launchpad for Gulf War I
was Saudi Arabia. Despite the Saudis need to have
Iraqs Kuwaiti incursion reversed, the Kingdom
was touchy about the massive American military
presence on their Holy soil. Allied supreme
commander Norm Schwarzkopf says, tongue only half
in cheek, that his principal contribution to the
war effort was nightly marathon sessions sipping
tea with the Crown Prince. The point No
matter how weighty the cause, giving good
teaan incredible and expensive (in terms of
time) investment in key relationships is
typically invaluable and of decisive strategic
importance. Message Master the Art of
Teametaphorically at leastand make it in to the
history books.
47
Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)Perhaps his most outstanding ability
at West Point was the ease with which he made
friends and earned the trust of fellow cadets
who came from widely varied backgrounds it was
a quality that would pay great dividends during
his future coalition command.
48
Do tea. Make friends. Could it be that
simple? At some level, the answer is yes. You
need the troops. And you need the guns. But as
D-Day approached in 1944, you mostly needed to
have a modicum of peace among Churchill,
Montgomery, Patton, Bradley and Roosevelt. As
Schwarzkopf kept the Saudis on board through tea,
Ikes affability, for which he was often
criticized or dismissed or disdained, kept the
British and Americans from killing each other
long enough to kill the Germans.
49
George Crile (Charlie Wilsons War) on Charlie
Wilson The way things normally work, if youre
not Jewish you dont get into the Jewish caucus,
but Charlie did. And if youre not black you
dont get into the black caucus. But Charlie
plays poker with the black caucus they had a
game, and hes the only white guy in it. The
House, like any human institution, is moved by
friendships, and no matter what people might
think about Wilsons antics, they tend to like
him and enjoy his company.
50
The 95 Factor What I learned from my years as
a hostage negotiator is that we do not have to
feel powerlessand that bonding is the antidote
to the hostage situation. George Kohlrieser,
Hostage at the Table95 of Kohlriesers
negotiations ended successfully
51
?
52
I am a dispenser of enthusiasm. Ben Zander
53
eighty percent of success is showing up.
Woody Allen
54
Delaware was the smallest state in the Union in
1787 as the process of writing the Constitution
got underway. For a number of reasons, some
states, such as New Hampshire, were absent from
the Convention, members of various delegations
were away as much as present (e.g., Alexander
Hamilton). In any event, about thirty Delegates
were present and at work at any point in
time. States could decide on the size of their
delegations, and Delaware chose fivea very large
number. Moreover, wee Delawares five never
missed a days work and were in their seats gavel
to gavel. Needless to say, wee Delaware had a
wildly disproportionate impact on the Convention
and the document itself. In a nutshell,
Delawares secret Show up! (I like this example
because it illustrates the impact of this
trivial idea-tactic-strategy, available to all
of us all of the time, in the most Monumental of
affairs.)
55
Do tea! Make friends! Show up!
56
On the basis of such apparently humble basics,
the world turnsthe American Revolution, Gulf War
I, D-Day and the fate of the world, the U.S.
Constitution. Think about it!
57
Thank you , David
58
walk
59
General David Petraeus White lines along
the road Secure and serve the population.
Live among the people. Promote reconciliation.
Move mounted, work dismounted situational
awareness can only be achieved by operating
face-to-face, not separated by ballistic
glass. Walk. David Petraeus, Mens Journal
(06.08) I love that last one for its
simplicity. DP
60
3K/5M
61
5,000 miles for a 5-minute face-to-face
meeting
62
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
63
Thank you ,Doris
64
Abe I
65
L(21) L(-21)

66
Leadership(21A.D.) Leadership(21B.C.)

67
Time and space are annihilated by steam. Oh,
this constant locomotion, my body everything in
motion. Steamboats, Cars, hotels all crammed
crowded full the whole population seems in motion
in fact as I pass along with Lightening speed
cast my eye on the distant objects, they all seem
in a whirl nothing appearing permanent even the
trees are waltzing, the mind too goes with all
this, it speculates, theorizes, measures all
things by locomotive speed, where will it end.
Asa Whitney, first to formally propose
transcontinental railroad to Congress, diary
entry, 1844, from David Hayward Bain, Empire
Express Building the First Transcontinental
Railroad
68
For Real Globalization, Look at Ancient
RomeThere is nothing new about a global
world. We were living in one 2,000 years ago.
The Roman in the street ate bread baked with
wheat grown in North Africa or Egypt, and fish
that had been caught and dried near Gibraltar, He
cooked with North African oil in pots and pans of
cooper mined in Spain, ate off dishes fired in
French kilns, drank wine from Spain or France.
The Roman of wealth dressed in garments of wool
from Miletus or linen from Egypt his wife wore
silks from China, adorned herself with diamonds
and pearls from India, and made up with
cosmetics from South Arabia. He lived in a
house whose walls were covered with colored
marble veneer quarried in Asia Minor his
furniture was of Indian ebony or teak inlaid
with African ivory. Peter Jones and Lionel
Casson, The Spectator, 0524.08
69
Thank you ,Rich
70
Mapping your competitive position or
Rich DAveni/HBR
71
The Have you 50See Appendix One
72
While waiting last week early December 2007 in
the Albany airport to board a Southwest Airlines
flight to Reagan, I happened across the latest
Harvard Business Review, on the cover of which
was a yellow sticker. The sticker had on it the
words Mapping your competitive position. It
referred to a feature article by my friend Rich
DAveni. His work is uniformly goodand I have
said as much publicly on several occasions dating
back 15 years. Im sure this article is good,
toothough I didnt read it. In fact it triggered
a furious negative Tom reaction as my wife
calls it. Of course I believe you should worry
about your competitive position. But instead of
obsessing on competitive position and other
abstractions, as the B-schools and consultants
would always have us do, I instead wondered about
some practical stuff which I believe is more
important to the short- and long-term health of
the enterprise, tiny or enormous.
73
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
74
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?


75
Want to map your competitive position? Start
by going to visit a customer ASAP! Or at least
calling! Youll find the other 48 items on the
Have you ? list at 5.2.2.
76
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
77
UniCredit Group/
UniCredito Italiano 3rd party
measurementCustomer-initiated
measurementPrimary incentivesFactories
Primary Corporate InitiativeEtc13TP/1
78
The director of staff services at the giant
financial services firm, UniCredit Group,
installed the most thorough internal customer
satisfaction measures scheme I have seenwith
exceptional rewards for those who make the grade
with their internal customers.
79
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is an
Appendix to the LONG version of this
presentation, posted at tompeters.com
80
X XFXExcellence Cross-functional
Excellence
81
Never waste a lunch!
82
???? XF lunches Measure!
83
CIO Question Doc lunches Last 30 days
84
Thank you , Richard Marcus
85
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
86
Dennis, you need a To-dont List !
87
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus
Buckingham, The One Thing You Need to Know
88
You Your calendarCalendars never lie
89
Thank you Dr. Groopman
90
18
91
In How Doctors Think, Harvard Med doc Jerome
Groopman tells us that the best way to get a fix
on what ails a patient is to get the patient
talking openly about his-her problem. Great. But
the research shows that docs, on average, leap
to a conclusion and interrupt their patients
after 18 seconds. (Docs are hardly alone. This
is a disease present in almost all specialists
and professionals. Listening for a professional
invariably means talking.)
92
Thank you ,Roger
93
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

94
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!

95
Success Consult everyone on everythingThank
you note carpet bombingSource Roger
Rosenblatt, Rules for Aging
96
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
97
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
98
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
99
TP People are always ready to tell their
story!See also The story leaners edge
(Steve Farber) The dream manager (Matthew
Kelly)
100
"Trust the development expertsall seven
billion of them. headline, Financial Times,
0529.08, to an article by development guru
William Easterly, commenting negatively on the
World Bank Growth Commissions recent report that
concludes, in effect, trust the World Bank
experts
101
Thank you ,Walter
102
???????Success doesnt depend on the number of
people you know it depends on the number of
people you know in high places!or Success
doesnt depend on the number of people you know
it depends on the number of people you know in
low places!
103
Loser Hes such a suck-up!Winner
Hes such a suck-down.
104
George Crile (Charlie Wilsons War) on Gust
Avrakotos strategy He had become something
of a legend with these people who manned the
underbelly of the Agency CIA.
105
C(I) gt C(E)
106
Politics politics politics politics politics
politics politics politics politics politics
politics politics politics politics politics
politics politics politics politics politics
politics
107
Thank you, Henry
108
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
109
The Managers Book of Decencies How Small
/gestures Build Great Companies. Steve
Harrison, Adecco
110

• It was much later that I realized Dads secret.
  He gained respect by giving it. He talked and
  listened to the fourth-grade kids in Spring
  Valley who shined shoes the same way he talked
  and listened to a bishop or a college president.
  He was seriously interested in who you were and
  what you had to say.
• Sara Lawrence-Lightfoot, Respect

111
Thank you, Team Planetree
112
Kindness is free
113
Planetree A Radical Model for New
Healthcare/Healing/Wellness Excellence
114
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
115
1. The Importance of Human Interaction
116
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with
Employee Satisfaction Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
117
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
118
2. Informing and Empowering Diverse Populations
Consumer Health Libraries and Patient
Information
119
Planetree Health Resources Center/1981Planetree
Classification SystemConsumer Health
LibrariansVolunteersClasses, lecturesHealth
FairsGriffins Mobile Health Resource
CenterOpen Chart PolicyPatient Progress
NotesCare Coordination Conferences (Est goals,
timetable, etc.)Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
120
3. Healing Partnerships The Importance of
Including Friends and Family
121
The Patient-Family ExperiencePatients are
stripped of control, their clothes are taken
away, they have little say over their schedule,
and they are deliberately separated from their
family and friends. Healthcare professionals
control all of the information about their
patients bodies and access to the people who can
answer questions and connect them with helpful
resources. Families are treated more as intruders
than loved ones. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
122
Care Partner Programs (IDs, discount meals,
etc.)Unrestricted visits (Most Planetree
hospitals have eliminated visiting restrictions
altogether.) (ER at one hospital has a policy
of never separating the patient from the family,
and there is no limitation on how many family
members may be present.)Collaborative Care
ConferencesClinical Guidelines
DiscussionsFamily SpacesPet Visits (POP
Patients Own Pets)Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
123
4. Nutrition The Nurturing Aspect of Food
124
KitchenBeautiful cutlery, plates, etcChef
reputation Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
125
5. Spirituality Inner Resources for Healing
126
Griffin redesign chapel (waterfall,
quiet music, open prayer book)Other music,
flowers, portable
labyrinthSource Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
127
6. Human Touch The Essentials of Communicating
Caring Through Massage
128
Mid-Columbia Medical Center/Center for Mind and
BodyMassage for every patient scheduled for
ambulatory surgery (Go into surgery witha good
attitude) Infant massageStaff massage (caring
for the caregivers)Healing environments
chemo!Source Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
129
7. Healing Arts Nutrition for the Soul
130
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
131
8. Integrating Complementary and Alternative
Practices into Conventional Care
132
Griffin IMC/Integrative Medicine
CenterMassageAcupunctureMeditationChiropracti
cNutritional supplementsAroma therapySource
Putting Patients First, Susan Frampton, Laura
Gilpin, Patrick Charmel
133
9. Healing Environments Architecture and Design
Conduciveto Health
134
Planetree LookWoods and natural
materialsIndirect lightingHomelike
settingsGoals Welcome patients, friends and
family Value humans over technology .. Enable
patients to participate in their care Provide
flexibility to personalize the care of each
patient Encourage caregivers to be responsive
to patients Foster a connection to nature and
beautySource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
135
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
136
Conclusion Caring/Growth Experience
137
It was the goal of Planetree to help patients
not only get well faster but also to stay well
longer. Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
138
Care!/Love!/Spirit!Self-Control!Connect!/learn
!/involve!/Engage!Understanding!/Growth!
De-stress!/heal! Whole patient family
friends! be well!/stay well!
139
Planetree is about human beings caring for
other human beings. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
(Ladies and gentlemen serving ladies and
gentlemen4S credo)
140
F.Y.I. It works!
141
Griffin Hospital/Derby CT (Planetree Alliance
HQ) Results Financially successful.
Expanding programs-physically. Growing market
share. Only hospital in 100 Best Cos to Work
for7 consecutive years, currently 6.
Five-Star Hospitals, Joe Flower,
strategybusiness (42)
142
9 July 2008/HealthLeaders Media 2008 Top
Leadership Team in Healthcare Griffin Hospital
143
Thank you ,Singapore
144
2-cent candy
145
ltTGWvs. gtTGR
146
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
147
Thank you,Heather (and Bill)
148
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
149
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
150
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
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
151
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
152
7/13
153
Thank you, Sheik Mohammad
154
24
155
dubai
156
Single greatest act of pure imagination
157
Does your project portfolio have a dubai?
158
Thank you Steve
159
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
160
Thank you, Lou
161
M 0
162
IBM 55BAlso HP-EDS
163
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
164
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
165
A January 2008 BusinessWeek cover story informed
us that Schlumberger may well take over the
world THE GIANT STALKING BIG OIL How
Schlumberger Is Rewriting the Rules of the Energy
Game. In short, Schlumberger knows how to create
and run oilfields, anywhere, from drilling to
fullscale production to distribution. And the
nugget is hardcore, relatively small, technically
accomplished, highly autonomous teams. As China
and Russia, among others, make their move in
energy, state run companies are eclipsing the
major independents. (Chinas state oil company
just surpassed Exxon in market value.) At the
center of it all, abetting these new players who
are edging out the Exxons and BPs, the Kings of
Large-scale, Long-term Project Management wear
Schlumberger overalls. (The pictures in the
article from Siberia alone are worth the cover
price.) At the center of the center of the
Schlumberger empire is a relatively newly
configured outfit, reminiscent of IBMs Global
Services and UPS integrated logistics experts
and even Best Buys now ubiquitous Geek Squads.
The Schlumberger version is simply called IPM,
for Integrated Project Management. It lives in a
nondescript building near Gatwick Airport, and
its chief says it will do just about anything an
oilfield owner would want, from drilling to
productionthat is, as BusinessWeek put it,
IPM strays from Schlumbergers traditional
role as a service provider and moves deeper into
areas once dominated by the majors. (My old pal
was solo on remote offshore platforms
interpreting geophysical logs and the like.)
166
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
167
MasterCard Advisors
168
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by Best Buy.IV.
Flagship of Best Buy Wholesale Solutions
Strategy Makeover.
169
Huge Customer Satisfaction versus Customer
Success
170
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
171
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
172
The Value-added Ladder/TRANSFORMATION Customer
Success through Implemented Gamechanging
SolutionsServicesGoods Raw Materials
Subject-matter Professionals and Organization
Effectiveness Experts (Degree MBA,
Organizational Psychology)
173
ChicagoHRMAC
174
Sarah Mom, what do you do?Mom
Im overhead.
175
support function / cost center/ overhead
or
176
Are you Rock Stars of the Age of Talent
177
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
178
AnswerPSF
179
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
180
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)
181
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)
182
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves.
183
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves. Not copobsessed instead with
value-added Integration first, stovepipe
secondary MBWA/bigtime Networker to the rest
of Finance
184
Photographer Louise Roach
185
Photographer Mike Brake
186
LEAVE IT TO BEAVER.
187
Trapper lt20 per beaver pelt.Source WSJ
188
wdcp/Wildlife Damage-control Professional
150 to remove problem beaver 750-1,000
for flood-control piping so that beavers can
stay. Source WSJ
189
Trapper RedneckWDCP PSF/ Professional
Services Provider
190
7X to 40Xfor Solution rather than
service transaction
191
Thank you Larry and Jim (and Germany )
192
Basement Systems Inc.
193
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1990 0 2003
13M 2007 62,000,000
194
Jims Group
195
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
196
Jims Group Jim Penman. 1984 Jims Mowing.
2006 Jims Group. 2,600 franchisees (Australia,
NZ, UK). Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.People
first. Private. Small staff. Franchisees can
leave at will. 0-1 complaint per year is norm
cut bad ones quickly.Ph.D. cross-cultural
anthropology mowing on the sideSource
MT/Management Today (Australia), Jan-Feb 2006
197
etc.PRSX/Paragon Railcar SalvageSalvaged
railcars into bridges, etc.
198
The Red Carpet Store Joel Resnick/Flemington NJ
(referenced in Fame Junkies)
199
4 Japan3 USA2 China1 Germany
200
Reason!!!Mittelstand
201
Or Goldmann Produktions(11/50/5M/dip and
coat, expensive pigments vs through coloring,
fades Bekro Chemie)
202
Family BusinessesTwo-thirds of
total s of companiesOne-half of biggest
companiesgtOne-half GDPgtOne-half employment6
more profitable7 better ROAHigher income
growthHigher revenue growthSource John Davis,
HBS
203
Lived in same town all adult lifeFirst
generation thats wealthy/ no parental
supportDont look like millionaires, dont
dress like millionaires, dont eat like
millionaires, dont act like millionairesMany
of the types of businesses they are in could
be classified as dull- normal. They are
welding contractors, auctioneers, scrap-metal
dealers, lessors of portable toilets, dry
cleaners, re-builders of diesel engines, paving
contractors Source The Millionaire Next
Door, Thomas Stanley William Danko
204
10.6
205
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
206
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
207
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
208
Dick Kovacevich You dont get better by being
bigger. You get worse.
209
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
210
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
211
Q4/2006500,000 7,700,000-7,200,000
Source Barrons 0922.07
212
Natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... to invent
the human mind ... The Cobra Event
213
The last word There is no last word.
214
Built to LastvsBuilt to Change/Rock the World
215
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?)
216
Warren Bennis Patricia Ward Biederman/
Organizing Genius Great Groups Dont Last Very
Long!
217
The Unlucky Thirteen Guru GaffesBig
companies!Public companies! Cool
industries!Stability!Famous CEOs!Hard
stuff!Plans!Success!Men!Young!Incrementalis
m-KaizenMinimization!Uniformity!
218
The Lucky ThirteenSMEs!Private companies!
Dull industries!Churn!laudable CEOs!Soft
stuff!Excellence!Action-Execution!Women!Boomer
s-Geezers!Imagination Unbound!Accentuate the
Positive!Individuality!
219
Thank you, Eleanor, Jay and Kevin
220
Do one thing every day that scares you.
Eleanor Roosevelt
221
Im not comfortable unless Im
uncomfortable.Jay Chiat
222
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!
223
Thank you , NNT
224
black september
225
The black swan
226
Career 1 or 2 black swans
227
Black Swan This is how you earn your pay!
See The Black Swan The Impact of the Highly
Improbable, Nassim Nicholas TalebWSC When
the seas are calm all ships alike show mastership
in sailing.
228
Thank you, John
229
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
230
1/40
231
What makes God laugh?
232
People making plans!
233
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
234
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
235
We have a strategic plan. Its called doing
things. Herb Kelleher
236
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
237
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

238
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
239
You miss 100 of the shots you never take.
Wayne Gretzky
240
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
241
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
242
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
243
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
244
Thank you , Fred
245
4/40
246
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
247
Execution is strategy. Fred Malek
248
Thank you ,Conrad
249
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
250
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
251
Thank you ,Peter
252
Nudge.Sway.K.I.S.S.Keep It Simple, Stupid
253
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
254
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not following
checklistIn 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
255
Docs, nurses make own checklists on whatever
process-procedure they chooseWithin weeks,
average stay in ICU down 50Source Atul
Gawande, The Checklist (New Yorker, 1210.07)
256
Everything matters -80 Source Nudge,
Richard Thaler and Cass Sunstein, etching of fly
in the urinal reduces spillage by 80, Schiphol
Airport
257
Thank you , Anthelme Brillat-Savarin and
Ludwig Feuerbach You are what you eat
258
We are the company we keep
259
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
260
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
261
Normal o for 800
262
Thank you , 7-11
263
TP How to flush 500,000 down the toilet in
one easy lesson!!
264
lt CAPEXgt People!
265
1 cause ofDis-satisfaction?
266
2/year legacy.
267
53 53
268
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
269
Leaders do people. Period. Anon.
270
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
271
Brand Talent.
272
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
273
1/100 Best Companies to Work for/2005
274
Wegmans
275
The Dream Manager Matthew KellyAn
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
276
Thank you , Tom, Clyde, Michael et al.
277
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0 (2000)
Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
278
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
279
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
280
BRAND YOU.NO OPTION.
281
Distinct or Extinct
282
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Source
Muhammad Yunus/The News HourPBS/1122.2006
283
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
284
Nobody gives you power. You just take it.
Roseanne
285
New Work
SurvivalKit.2008 1. MASTERY! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/UNIQUE SELLING PROPOSITION 4. Rolo