LONG Tom Peters’ Re-Imagine EXCELLENCE ! Dental Trade Alliance/ Annual Meeting 2013

LONGLONG

Tom Peters’Tom Peters’

Re-ImagineRe-Imagine

EXCELLENCEEXCELLENCE!!Dental Trade Alliance/Dental Trade Alliance/Annual Meeting 2013Annual Meeting 2013

Ponte Vedra/17 October 2013 Ponte Vedra/17 October 2013

(slides at tompeters.com; also see excellencenow.com)(slides at tompeters.com; also see excellencenow.com)

1,000,0001,000,000

500:1500:1

““The combination of new The combination of new market rules and new market rules and new

technology was turning the technology was turning the stock market into, in effect,stock market into, in effect,

aa warwar oof f robotsrobots.”.” —Michael Lewis, —Michael Lewis,

“Goldman’s Geek Tragedy,” “Goldman’s Geek Tragedy,” Vanity FairVanity Fair, 09.13, 09.13

““[Michael Vassar/[Michael Vassar/MetaMedMetaMed founder] is creating a better information founder] is creating a better information

system and new class of people to manage it. system and new class of people to manage it. ‘Almost all ‘Almost all health care people get is health care people get is

going to be done—hopefullygoing to be done—hopefully—by algorithms within a —by algorithms within a

decade or two.decade or two. We used to rely on doctors to be We used to rely on doctors to be

experts, and we’ve crowded them into being something like factory experts, and we’ve crowded them into being something like factory workers, where their job is to see one patient every 8 to 11 minutes and workers, where their job is to see one patient every 8 to 11 minutes and

implement a by-the-book solution. implement a by-the-book solution. I’m talking about creating a I’m talking about creating a new expert profession’—medical quants, almost like new expert profession’—medical quants, almost like hedgefund managers, who could do the high-level hedgefund managers, who could do the high-level

analytical work of directing all the information that flows analytical work of directing all the information that flows into the world’s hard drives.into the world’s hard drives. Doctors would now be aided by Doctors would now be aided by Vassar’s new information experts who would be aided by advanced Vassar’s new information experts who would be aided by advanced

artificial intelligence.”artificial intelligence.”——New YorkNew York /0624.13 /0624.13

““Algorithms have already written symphonies Algorithms have already written symphonies as moving as those composed by as moving as those composed by

Beethoven, picked through legalese , picked through legalese

with the deftness of a senior with the deftness of a senior law partner, diagnosed patients with more , diagnosed patients with more

accuracy than a accuracy than a doctor, written news , written news

articles with the smooth hand of a seasonedarticles with the smooth hand of a seasoned reporter, and driven vehicles on urban , and driven vehicles on urban

highways with far better control than a human highways with far better control than a human

driver.”.”

——Christopher Steiner,Christopher Steiner, Automate This: How Algorithms Came to Rule the World

““The root of our problem is notThe root of our problem is not that we’re in a Great Recessionthat we’re in a Great Recession

or a Great Stagnation, but ratheror a Great Stagnation, but rather that we are in the early that we are in the early

throes of a throes of a Great Restructuring. Our . Our

technologies are racing ahead,technologies are racing ahead, but our skills and organizationsbut our skills and organizations

are lagging behind.”are lagging behind.”

Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

““Human level Human level capability has not capability has not turned out to be a turned out to be a special stopping special stopping

point from an point from an engineering engineering

perspective. ….”perspective. ….”

Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Robot FuturesFutures

GGeneticsenetics

RRoboticsobotics

IInformaticsnformatics

NNanotechnologyanotechnology

REALLYREALLY First First Things Before Things Before First ThingsFirst Things

REALLY First Things Before First Things:REALLY First Things Before First Things:

Conrad Conrad HiltonHilton

CONRAD HILTON, at a gala celebrating CONRAD HILTON, at a gala celebrating his career, was called to the podium his career, was called to the podium

and asked,and asked, “What were the most important lessons you learned

in your long and distinguished

career?” His answer …His answer …

““Remember Remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub.”.”

““EXECUTION EXECUTION ISIS STRATEGY.”STRATEGY.”

—Fred Malek—Fred Malek


The Army KnowsThe Army Knows!!

If the regimental commander lost most of his If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and 2nd lieutenants and 1st lieutenants and

captains and majors, it would be a tragedy. captains and majors, it would be a tragedy.

If he lost his If he lost his serserggeants it would eants it would be a catastrobe a catastropphehe. . The The

Army and the Navy are fully aware that Army and the Navy are fully aware that success on the battlefield is dependent to an success on the battlefield is dependent to an extraordinary degree on its Sergeants and extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the Chief Petty Officers. Does industry have the

same awareness?same awareness?

““People leave People leave managers not managers not

companies.”companies.” —Dave Wheeler—Dave Wheeler


“ “C-level”?C-level”?!!

In the Army, In the Army, 33--star star ggeneralsenerals worry about worry about

training. In most training. In most businesses, it's a “ho businesses, it's a “ho hum” mid-level staff hum” mid-level staff

function.function.

I would hazard a guess I would hazard a guess that most CEOs see IT that most CEOs see IT

investments as a investments as a “strategic necessity,” “strategic necessity,”

but see training but see training expenses as “a expenses as “a

necessary evil.” necessary evil.”


HiringHiring

““development can help great development can help great

people be even people be even better— better— but if but if I had a dollar to spend, I’d I had a dollar to spend, I’d

spendspend 70 cents70 cents getting the right person getting the right person

in the door.”in the door.” ——Paul Russell, Director, Leadership and Paul Russell, Director, Leadership and

Development, GoogleDevelopment, Google


53 = 5353 = 53

People are People are NOTNOT “Standardized.” “Standardized.” Their evaluations Their evaluations

should should NOTNOT be be standardized. standardized.

EVEREVER..

EVALUATING EVALUATING PEOPLE = #1 PEOPLE = #1

DIFFERENTIATORDIFFERENTIATOR

Source: Jack Welch/Jeff Immelt on GE’s Source: Jack Welch/Jeff Immelt on GE’s #1#1

strategic skill (strategic skill (!!!!!!!!))


Strengths > Strengths > WeaknessesWeaknesses

““A man should A man should nevernever be promoted to a be promoted to a

managerial position if his managerial position if his vision focuses on people’s vision focuses on people’s weaknesses rather than on rather than on

their their strengths.”.” —Peter Drucker,—Peter Drucker,

The Practice of ManagementThe Practice of Management


SelfSelf-evaluation-evaluation

““Being aware of Being aware of yourself yourself and how and how yyou ou

affect everaffect everyyone around one around yyouou is what is what

distindistingguishesuishes a superior a superior leader.”leader.” —Edie Seashore (—Edie Seashore (Strategy + Strategy +

BusinessBusiness #45) #45)

““How can a high-level leader like _____ How can a high-level leader like _____ be so out of touch with the truth about be so out of touch with the truth about

himself? It’s more common than you himself? It’s more common than you

would imagine. would imagine. In fact, the higher up the ladder a leader climbs, the less

accurate his self-assessment is likely to be.

The problem is an acute lack of The problem is an acute lack of feedback [especially on people issues].”feedback [especially on people issues].”

—Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders

"Everyone thinks "Everyone thinks of changing the of changing the

world, but no one world, but no one thinks of thinks of

changing himself" changing himself" - Leo Tolstoy- Leo Tolstoy


HiringHiring

““Development can help great Development can help great

people be even people be even BETTER—BETTER—BUT IF BUT IF I HAD A DOLLAR TO I HAD A DOLLAR TO

SPEND, I’D SPEND 70 SPEND, I’D SPEND 70 CENTS GETTING THE CENTS GETTING THE

RIGHT PERSON IN THE RIGHT PERSON IN THE DOORDOOR.”.” ——Paul Russell, Director, Leadership and Development, Paul Russell, Director, Leadership and Development,

GoogleGoogle


Questionable Questionable JudgmentJudgment

SkillsSkills

Clinical versus Statistical PredictionClinical versus Statistical Prediction

“There is now [1996] a meta-“There is now [1996] a meta-analysis of studies of the analysis of studies of the

comparative efficacy of clinical comparative efficacy of clinical judgment and actuarial judgment and actuarial

prediction methods. … Of 136 prediction methods. … Of 136 research studies from a wide research studies from a wide variety of predictive domains, variety of predictive domains, not more than 5 not more than 5 ppercent show ercent show

the clinician’s the clinician’s ppredictive redictive pprocedure to be more accurate rocedure to be more accurate

than a statistical onethan a statistical one.”.”

Source: Paul Meehl, Clinical versus Statistical Prediction, quoted in Daniel Source: Paul Meehl, Clinical versus Statistical Prediction, quoted in Daniel

Kahneman, Kahneman, Thinking, Fast and SlowThinking, Fast and Slow


#1#1

FailingFailing

““If I had to pick If I had to pick one failing of CEOs, one failing of CEOs, it’s that they don’t it’s that they don’t read enough.”read enough.” —Co-founder of —Co-founder of

one of the largest investment services firms in the USA/worldone of the largest investment services firms in the USA/world


#1#1

REALLY First Things Before First REALLY First Things Before First

Things:Things:

We Are WhatWe Are What We Eat: The We Eat: The

“Fred Smith Question” “Fred Smith Question”

““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch

with them?”with them?” —Fred Smith—Fred Smith


XFX =XFX =

#1#1

XFX = XFX = #1#1**

*Cross-Functional *Cross-Functional eXcellence eXcellence

NEVER NEVER WASTE A WASTE A LUNCH!LUNCH!

% XF % XF

lunches*lunches***MeasureMeasure!! Monthly! Part of Monthly! Part of

evaluation! [The PAs Club.]evaluation! [The PAs Club.]

““Allied commands depend on Allied commands depend on mutual confidence mutual confidence

and this confidence is and this confidence is gained, above all gained, above all

through thethrough the

develodeveloppmentment ofof friendshifriendshippss.”.”

——General D.D. Eisenhower, General D.D. Eisenhower, Armchair GeneralArmchair General* *

*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point]

was the ease with which was the ease with which he made friends and earned he made friends and earned the trust of fellow cadets who came from the trust of fellow cadets who came from

widelwidelyy varied back varied backggroundsrounds; it was a quality that would pay ; it was a quality that would pay great dividends during his future coalition command.”great dividends during his future coalition command.”


““We”We”

Observed closely: The use ofObserved closely: The use of

“I”“I” oror

“we”“we” during during

aa job interview.job interview.

Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

““I am I am hundreds of hundreds of times better heretimes better here [than[than

in my prior hospital assignment]in my prior hospital assignment] because of because of the support system. the support system. It’s like It’s like

yyou were workinou were workingg in an in an ororgganism; anism; yyou are not a ou are not a

sinsinggle cell when le cell when yyou are out ou are out there there ppracticinracticingg.’”.’” —quote from Dr. Nina Schwenk, —quote from Dr. Nina Schwenk,

in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

Every week every Every week every swimmer reports swimmer reports on how he helped on how he helped

a teammatea teammateSource: Skip Kenney, Stanford men’s swimming coach, Source: Skip Kenney, Stanford men’s swimming coach,

31 consecutive PAC10 championships, 7 NCAA championships31 consecutive PAC10 championships, 7 NCAA championships


Meeting Meeting

PowerPower!!

Meetings = Meetings = #1#1 leadership leadership

opportunityopportunity

Meetings are Meetings are #1#1 thing bosses thing bosses

dodo. Therefore, . Therefore, 100%100% of of

those meetings:those meetings: EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENTHUSIASM. ENGAGEMENT. ENGAGEMENT.

LEARNING. TEMPO. LEARNING. TEMPO. WORK-OF-ARTWORK-OF-ART.. DAMN IT. DAMN IT.


MBWAMBWA

2255

3K3K//5M5MSource: Mark McCormackSource: Mark McCormack

““I’m always stopping by our I’m always stopping by our

stores— stores— at least at least 2525

a weeka week.. I’m also in other I’m also in other

places: Home Depot, Whole Foods, Crate places: Home Depot, Whole Foods, Crate & Barrel. I try to be& Barrel. I try to be

a sponge to pick up as much a sponge to pick up as much as I can.”as I can.” —Howard Schultz—Howard Schultz

Source: Source: FortuneFortune, “Secrets of Greatness”, “Secrets of Greatness”

““Most managers spend a great deal of time thinking about what they plan to do, but Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so relatively little time thinking about what they plan not to do. As a result, they become so

caught up … in fighting the fires of the moment that they cannot really attend to the long-caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time,

stay focused on what really matters.stay focused on what really matters. Let me Let me pput it bluntlut it bluntlyy: ever: everyy leader should routinelleader should routinelyy kee keepp a substantial a substantial pportion of his or her timeortion of his or her time——I would saI would sayy as as

much asmuch as 5050 ppercentercent——unscheduledunscheduled..

… Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your the space to reflect on what you are doing, learn from experience, and recover from your

inevitable mistakes. Leaders without such free time end up tackling issues only when there inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free is an immediate or visible problem. Managers’ typical response to my argument about free

time is, ‘That’s all well and good, but there are things I have to do.’time is, ‘That’s all well and good, but there are things I have to do.’ Yet we waste Yet we waste so much time in unso much time in unpproductive activitroductive activity—y—it takes an it takes an

enormous effort on the enormous effort on the ppart of the leader to keeart of the leader to keepp free free time for the trultime for the trulyy im impportant thinortant thinggss.”.” —Dov Frohman (& Robert —Dov Frohman (& Robert HowardHoward), Leadership The Hard Way: Why Leadership Can’t Be Taught—And How You Can ), Leadership The Hard Way: Why Leadership Can’t Be Taught—And How You Can

Learn It AnywayLearn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)(Chapter 5, “The Soft Skills Of Hard Leadership”)


ONEONE at at a Timea Time

““If there is any If there is any oneone ‘secret’ ‘secret’ to effectiveness, it is to effectiveness, it is

concentration. Effective concentration. Effective executives do first things first executives do first things first

… … and theand theyy do do one thinone thingg at a at a

timetime.”.” —Peter Drucker—Peter Drucker


AcknowledgementAcknowledgement!!

““The deepest principal The deepest principal in human nature is the in human nature is the

cravingcraving* to be * to be appreciated.”appreciated.”

—William James—William James

**“Craving,” not “wish” or “desire” or “Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, “longing”/Dale Carnegie, How to WinHow to Win

Friends and Influence People Friends and Influence People (“The BIG(“The BIG Secret of Dealing With People”) Secret of Dealing With People”)


K = R = PK = R = P

““Courtesies of a small and Courtesies of a small and trivial character are the trivial character are the

ones which strike deepest ones which strike deepest in the grateful and in the grateful and

appreciating heart.”appreciating heart.” —Henry Clay

Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:

NONENONE of THE top 15 of THE top 15

factors determining factors determining PPatient atient

SSatisfaction referred to patient’s health atisfaction referred to patient’s health outcomeoutcome..

Instead:Instead: directldirectly related to y related to StaffStaff Interaction;Interaction; directldirectly correlated with y correlated with

EmploEmployyee Satisfactionee Satisfaction

Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel

“There is a misconception that supportive interactions There is a misconception that supportive interactions require more staff or more time and are therefore more require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing hospital budget, the interactions themselves add nothing

to the budget. to the budget.

KINDNESS IS KINDNESS IS FREEFREE.. Listening to patients or Listening to patients or

answering their questions costs nothing. It can be argued answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being that negative interactions—alienating patients, being

non-responsive to their needs or limiting their sense of non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or control—can be very costly. … Angry, frustrated or

frightened patients may be combative, withdrawn and frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would less cooperative—requiring far more time than it would have taken to interact with them initially in a positive have taken to interact with them initially in a positive

way.”way.”

—Putting Patients First—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance) (Griffin Hospital/Derby CT; Plantree Alliance)

K = R = K = R = PP

Kindness = Kindness = Repeat Business =Repeat Business =

Profit.Profit.

Kindness … Kindness … WORKSWORKS!!

Kindness … Kindness … PAYSPAYS!!


““I’m sorry”I’m sorry”

““I regardI regard aappoloologgizinizing g as the as the most magical, healing, most magical, healing,

restorative gesture human restorative gesture human beings can make. It is thebeings can make. It is the

centercenterppieceiece of my of my work with executives who work with executives who

want to get better.”want to get better.”

——Marshall GoldsmithMarshall Goldsmith, What Got You Here Won’t Get You There: , What Got You Here Won’t Get You There: How Successful People Become Even More Successful. How Successful People Become Even More Successful.

With a new and forthcoming policy on With a new and forthcoming policy on apologies … Toro, the lawn mower folks, apologies … Toro, the lawn mower folks,

reduced the average cost of settling a claim reduced the average cost of settling a claim

fromfrom $$115,000115,000 in 1991 toin 1991 to

$$35,00035,000 in 2008 in 2008 …… and and the companthe companyy hasn’t hasn’t been to trial in the been to trial in the

last15last15 y yearsears!!

Relationships (of all varieties): THERE ONCE THERE ONCE WAS A TIME WHEN A WAS A TIME WHEN A

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD

HAVE AVOIDED SETTING OFF THE HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RESULTED IN A COMPLETE

RUPTURE.RUPTURE.**

*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

THE PROBLEM IS THE PROBLEM IS RARELY/RARELY/NEVERNEVER THE THE

PROBLEM. THEPROBLEM. THE

RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE

REAL PROBLEMREAL PROBLEM.***PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!

ComebackComeback[big, quick response][big, quick response]

>>>>PerfectionPerfection

Acquire vs. maintain:Acquire vs. maintain:

5X5X***Hence: Service*Hence: Service >>>> SalesSales (!!)(!!)

REALLY REALLY REALLYREALLY First Things Before First Things: First Things Before First Things:

11 Mouth, Mouth,

22 Ears Ears

““The doctor The doctor interruptsinterrupts after …*after …*

*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think

18 …18 …

18 … 18 … secondsseconds!!

[An [An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark

of of RespectRespect..

Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)

Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication* * (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)

[cont.][cont.]

10 Essential Selling Principles Most Salespeople Get 10 Essential Selling Principles Most Salespeople Get Wrong Wrong

1. Assuming the problem that the prospect communicates 1. Assuming the problem that the prospect communicates is the real problem. is the real problem.

2. Thinking that your sales “presentation” will seal the 2. Thinking that your sales “presentation” will seal the deal.deal.

3. 3. Talking too much.Talking too much.4. Believing that you can sell anybody anything. 4. Believing that you can sell anybody anything. 5. Overeducating the prospect when you should be 5. Overeducating the prospect when you should be

selling. selling. 6. Failing to remember that salespeople are decision-6. Failing to remember that salespeople are decision-

makers, too.makers, too.7. Reading minds. 7. Reading minds. 8. Working as an “unpaid consultant” to seal the deal.8. Working as an “unpaid consultant” to seal the deal.9. Being your own worst enemy.9. Being your own worst enemy.10. Keeping your fingers crossed that a prospect doesn’t 10. Keeping your fingers crossed that a prospect doesn’t

notice a problem. notice a problem.

Source: Source: ForbesForbes/0503.13/0503.13

*8 of 10 sales *8 of 10 sales presentations failpresentations fail

*50% failed sales *50% failed sales presentations … presentations … talking talking “at” before listening!“at” before listening!

—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life,One Conversation at a TimeOne Conversation at a Time


“… “… this will this will be the be the

woman’swoman’s century …”century …”

““I speak to you with a feminine voice. I speak to you with a feminine voice. It’s the voice of democracy, of equality. It’s the voice of democracy, of equality.

I am certain, ladies and gentlemen, I am certain, ladies and gentlemen,

that this will be that this will be the woman’s the woman’s

centurcenturyy.. In the Portuguese In the Portuguese

language, words language, words such as life, soul, and hope aresuch as life, soul, and hope are

of the feminine gender, as are other of the feminine gender, as are other words like courage and sincerity.”words like courage and sincerity.” ——President President Dilma RousseffDilma Rousseff of Brazil, 1st woman to keynote of Brazil, 1st woman to keynote

the United Nations General Assembly (2011)the United Nations General Assembly (2011)

““Forget CHINA, Forget CHINA, INDIA and the INDIA and the

INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by

WOMENWOMEN.”.”

Source: Headline, Economist

W W > > 2X2X (C + (C + I)*I)*

**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as

$28 trillion$28 trillion in the next five years. in the next five years.

Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer.

And yet many companies do just that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”

Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09

““Headline 2020:Headline 2020: Women Women

Hold Hold 8080

Percent of Percent of Management and Management and Professional Jobs”Professional Jobs”

Source: Source: The Extreme Future: The Top Trends That Will The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 YearsReshape the World in the Next 20 Years, James Canton, James Canton

1%1%: female dentists <1970: female dentists <1970

43%43%: female dental school: female dental school grads 2009 grads 2009

24%24%: female dental school: female dental school deans deans

80%80% : female dentists <45 : female dentists <45

40%40% : male dentists <45 : male dentists <45

2.62.6//2121

Tom Peters’Tom Peters’

Re-ImagineRe-Imagine

EXCELLENCEEXCELLENCE!!Dental Trade Alliance/Dental Trade Alliance/Annual Meeting 2013Annual Meeting 2013

Ponte Verda/17 October 2013 Ponte Verda/17 October 2013

(slides at tompeters.com; also see excellencenow.com)(slides at tompeters.com; also see excellencenow.com)

ExcellenceExcellence!!

Excellence1982: The Bedrock “EiExcellence1982: The Bedrock “Eigght Basics”ht Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight PropertiesProperties

““Breakthrough” 82*Breakthrough” 82*

People! People! Customers! Customers!

Action! Action! ValuesValues! !

**In Search of ExcellenceIn Search of Excellence

““Why in the Why in the World did youWorld did you

go to go to SiberiaSiberia?”?”

EnterpriseEnterprise* (*at its best):* (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor that elicits endeavor that elicits maximum maximum

concerted humanconcerted human potential in thepotential in the wholehearted pursuit of wholehearted pursuit of EXCELLENCE inEXCELLENCE in serviceservice of others of others.**

**Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

““In a world where customers wake In a world where customers wake up every morning asking, ‘What’s up every morning asking, ‘What’s

new, what’s different, what’s new, what’s different, what’s amazing?’ amazing?’ success depends on a success depends on a

company’s ability to unleash company’s ability to unleash initiative, imagination and passion initiative, imagination and passion of employees at all levelsof employees at all levels—and this—and this can only happen if all those folks can only happen if all those folks are connected heart and soul to are connected heart and soul to their work [their ‘calling’], their their work [their ‘calling’], their company and their mission.”company and their mission.” —John —John

Mackey Mackey and Raj Sisoda, Conscious Capitalism: Liberating theand Raj Sisoda, Conscious Capitalism: Liberating the

Heroic Spirit of BusinessHeroic Spirit of Business

*2/3 vote by team after 90-days probation *2/3 vote by team after 90-days probation for new member to achieve fulltime for new member to achieve fulltime statusstatus*Total transparency re compensation*Total transparency re compensation**All 7 members of exec team exact same All 7 members of exec team exact same pay package including bonusespay package including bonuses*Cash plus bonuses of highest paid no *Cash plus bonuses of highest paid no more than 19X averagemore than 19X average**Exact same benefits package for all Exact same benefits package for all employees including CEO, though employees including CEO, though adjusted for seniorityadjusted for seniority*Benefits package decided by all hands *Benefits package decided by all hands vote every 3 yearsvote every 3 years

——John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business Heroic Spirit of Business (“Conscious Hiring and Retention Practices”)(“Conscious Hiring and Retention Practices”)

Six Words Six Words

Hard is Soft.Hard is Soft.Soft is Hard.Soft is Hard.

““Business has Business has to give people to give people

enriching, enriching, rewarding lives …rewarding lives …

1/4,096: excellencenow.com1/4,096: excellencenow.com

““Business has to give people enriching, Business has to give people enriching,

rewarding lives … rewarding lives … or it's or it's simsimppllyy not not

worth worth doindoing.”g.”

——Richard BransonRichard Branson

““You have to You have to treat your treat your

employees like employees like customers.”customers.” —Herb —Herb

Kelleher, upon being asked his “secret to success”Kelleher, upon being asked his “secret to success”

Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at on the occasion of Herb Kelleher’s retirement after 37 years at

Southwest Airlines Southwest Airlines (SWA’s pilots union took out a full-page ad in (SWA’s pilots union took out a full-page ad in USA USA TodayToday

thanking HK for all he had done) thanking HK for all he had done) ; across the way in Dallas, American ; across the way in Dallas, American Airlines’ pilots were Airlines’ pilots were picketingpicketing AA’s Annual Meeting)AA’s Annual Meeting)

A 15-Point Human Capital Development ManifestoA 15-Point Human Capital Development Manifesto

1.1. ““Corporate social responsibility” starts at home—i.e., Corporate social responsibility” starts at home—i.e., inside the enterprise!inside the enterprise! MAXIMIZING GDD/Gross MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary Domestic Development of the workforce is the primary source of mid-term and beyond growth and source of mid-term and beyond growth and profitability—and maximizes national productivity and profitability—and maximizes national productivity and wealth. wealth.

2.2. Regardless of the transient external situation, Regardless of the transient external situation, development of “human capital” is always the #1 development of “human capital” is always the #1 priority.priority. This is true in general, in particular in difficult This is true in general, in particular in difficult times which demand resilience—and uniquely true in times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage the only plausible survival strategy for higher wage nations. (nations. (Generic “brainwork,” traditional and Generic “brainwork,” traditional and dominant “white-collar activities, is increasindominant “white-collar activities, is increasingglly by beineingg pperformed berformed byy exponentiall exponentiallyy enhanced artificial enhanced artificial intelliintelliggenceence.).)

Source: A 15-Point Human Capital Asset Development Manifesto/Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12

A 15-Point Human Capital Development A 15-Point Human Capital Development ManifestoManifesto

1.1. Corporate social responsibility” starts at home—i.e., Corporate social responsibility” starts at home—i.e., inside the enterprise!inside the enterprise! MAXIMIZING GDD/Gross MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary Domestic Development of the workforce is the primary source of mid-term and beyond growth and source of mid-term and beyond growth and profitability—and maximizes national productivity and profitability—and maximizes national productivity and wealth. wealth.

2.2. Regardless of the transient external situation, Regardless of the transient external situation, development of “human capital” is always the #1 development of “human capital” is always the #1 priority.priority. This is true in general, in particular in difficult This is true in general, in particular in difficult times which demand resilience—and uniquely true in times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage the only plausible survival strategy for higher wage nations. (nations. (Generic “brainwork,” traditional and Generic “brainwork,” traditional and dominant “white-collar activities, is increasindominant “white-collar activities, is increasingglly by beineingg pperformed berformed byy exponentiall exponentiallyy enhanced artificial enhanced artificial intelliintelliggenceence.).)

Source: A 15-Point Human Capital Asset Development Manifesto/Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12

Tom’s TIB* #1:Tom’s TIB* #1: Your principal moral Your principal moral obligation as a leader is to obligation as a leader is to

develop the skillset, “soft” and develop the skillset, “soft” and “hard,” of every one of the “hard,” of every one of the

people in your charge (temporary people in your charge (temporary as well as semi-permanent) to as well as semi-permanent) to the maximum extent of your the maximum extent of your

abilities. The abilities. The good news: This is also thegood news: This is also the

#1 mid- to long-term … #1 mid- to long-term …

profit maximization strategy profit maximization strategy!!* * This I Believe (courtesy Bill Caudill)This I Believe (courtesy Bill Caudill)

"When I hire "When I hire someone, that's someone, that's when when I I ggo to o to

work for work for themthem.”.” —John DiJulius,—John DiJulius, "What's the Secret to Providing "What's the Secret to Providing

a World-class Customer Experience"a World-class Customer Experience"

"If you want staff to "If you want staff to give great service, give great service, give great service to give great service to staff."staff." —Ari Weinzweig, Zingerman's

… … NO LESS THAN NO LESS THAN

CATHEDRALSCATHEDRALS IN WHICH IN WHICH THE FULL AND AWESOME THE FULL AND AWESOME

POWER OF THE IMAGINATION POWER OF THE IMAGINATION AND SPIRIT AND NATIVE AND SPIRIT AND NATIVE

ENTREPRENEURIAL FLAIRENTREPRENEURIAL FLAIR OF OF DIVERSE INDIVIDUALSDIVERSE INDIVIDUALS IS IS

UNLEASHED IN PASSIONATE UNLEASHED IN PASSIONATE PURSUIT OF … PURSUIT OF … EXCELLENCEEXCELLENCE..

Oath of Office:Oath of Office: Managers/Servant Leaders Managers/Servant Leaders

Our goal is to serve our customers brilliantly and profitably overOur goal is to serve our customers brilliantly and profitably over the long haul.the long haul.Serving our customers brilliantly and profitably over the longServing our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, thehaul is a product of brilliantly serving, over the long haul, the people who serve the customer.people who serve the customer.

Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained everything in between—is abetting the sustained growthgrowth and success and engagement and enthusiasm andand success and engagement and enthusiasm and commitment to Excellence of those, one at a time, commitment to Excellence of those, one at a time, whowho directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.

We—leaders of every stripe—are in the “Human Growth andWe—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to ExcellenceDevelopment and Success and Aspiration to Excellence business.”business.”““We” We” [leaders][leaders] only grow when “they” only grow when “they” [each and every one of our colleagues][each and every one of our colleagues] are are growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our colleagues][each and every one of our colleagues]

are succeeding.are succeeding.““We” We” [leaders][leaders] only energetically march toward Excellence when only energetically march toward Excellence when “ “they” they” [each and every one of our colleagues][each and every one of our colleagues] are energetically marching are energetically marching toward Excellence.toward Excellence.Period.Period.

Brand Brand = =

Talent.Talent.

Our Mission

TO DEVELOP AND MANAGE TALENT;TO DEVELOP AND MANAGE TALENT;TO APPLY THAT TALENT,TO APPLY THAT TALENT,

THROUGHOUT THE WORLD, THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS;FOR THE BENEFIT OF CLIENTS;TO DO SO IN PARTNERSHIP; TO DO SO IN PARTNERSHIP;

TO DO SO WITH PROFIT.TO DO SO WITH PROFIT.

WPP

Talent Talent Time! Time!

Les WexnerLes Wexner:: From From sweaters to sweaters to

people!*people!*

*Limited Brands founder Les Wexner queried on astounding *Limited Brands founder Les Wexner queried on astounding longterm success—said, in effect, it happened because he gotlongterm success—said, in effect, it happened because he got

as excited about developing people as he had been about as excited about developing people as he had been about

predicting fashion trends in his early yearspredicting fashion trends in his early years

The Memories The Memories That That MatterMatter

The Memories That MatterThe Memories That Matter

The people you developed who went on toThe people you developed who went on to stellar accomplishments inside or outsidestellar accomplishments inside or outside the company.the company. The (no more than) two or three people you developed who went on The (no more than) two or three people you developed who went on toto create create stellar institutions of their own.stellar institutions of their own.The long shots (people with “a certain something”) you bet on whoThe long shots (people with “a certain something”) you bet on who surprised themselves—surprised themselves—andand your peers. your peers.

The people of all stripes who 2/5/10/20 yearsThe people of all stripes who 2/5/10/20 years later say later say “You made a difference in my “You made a difference in my life,”life,” “ “Your belief in me changed everything.”Your belief in me changed everything.”The sort of/character of people you hired in general. (The sort of/character of people you hired in general. (And And the bad the bad apples you chucked out despite some stellar traits.)apples you chucked out despite some stellar traits.)A handful of projects (a half dozen at most) you doggedly pursued A handful of projects (a half dozen at most) you doggedly pursued thatthat still make you smile and which fundamentally changed the waystill make you smile and which fundamentally changed the way things are done inside or outside the company/industry.things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming The supercharged camaraderie of a handful of Great Teams aiming toto “ “change the world.”change the world.”

11/47/47

Lesson47:Lesson47: WTTMSWTTMS

WW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

READY.READY.FIRE!FIRE!AIM.AIM.

H. Ross Perot (vs H. Ross Perot (vs ““Aim! Aim! Aim!”Aim! Aim! Aim!” /EDS vs GM/1985)/EDS vs GM/1985)

““The first EDSer to see a The first EDSer to see a snake kills it. At GM, the first snake kills it. At GM, the first

thing you do is organize a thing you do is organize a committee on snakes. Then committee on snakes. Then you bring in a consultant you bring in a consultant who knows a lot about who knows a lot about

snakes. Third thing you do is snakes. Third thing you do is talk about it for a year.”talk about it for a year.” —H. Ross Perot, EDS founder, former GM board member—H. Ross Perot, EDS founder, former GM board member

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the

software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still suckingcompetitors are still sucking their thumbs trying to their thumbs trying to

make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype

versionversion ##55.. By the time our rivals are ready By the time our rivals are ready

with wires and screws, we are on version with wires and screws, we are on version

##1010.. It It ggets back to ets back to pplanninlanningg versus actin versus acting: g: We act We act from day onefrom day one; ; others others pplan how lan how

toto p planlan——for monthsfor months.”.”

——Bloomberg by BloombergBloomberg by Bloomberg

““FAIL.FAIL. FORWARD. FORWARD.

FAST.”FAST.”High Tech CEO, Pennsylvania

1/5,0001/5,000

“YOU MISS “YOU MISS

100100%% OF OF

THE SHOTS YOU THE SHOTS YOU NEVER TAKE.”NEVER TAKE.”

—Wayne—Wayne GretzkyGretzky

We Are We Are WhatWhat

We Eat. We Eat.

““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can

be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox

The “We are what we eat”/ The “We are what we eat”/ “We are who we hang out with”“We are who we hang out with”

Axiom: Axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision

(employee, vendor, customer, etc., (employee, vendor, customer, etc., etc.) is a etc.) is a stratestrateggicic decision about: decision about:

“Innovate,“Innovate, ‘ ‘YesYes’ ’ oror ‘No’ ” ”

Measure/Manage: Portfolio “Strangeness”/ Measure/Manage: Portfolio “Strangeness”/ “Quality”“Quality”

1. Customers1. Customers2. Vendors2. Vendors3. Out-sourcing Partners3. Out-sourcing Partners4. Acquisitions4. Acquisitions5. Purposeful “Theft”5. Purposeful “Theft”6. Diversity/“d”iversity6. Diversity/“d”iversity7. Diversity/Crowd-sourcing7. Diversity/Crowd-sourcing8.8. Diversity/Weird Diversity/Weird 9.9. Diversity/CuriosityDiversity/Curiosity10. Benchmarks10. Benchmarks11. Calendar11. Calendar12. MBWA12. MBWA13. Lunch/General13. Lunch/General14. Lunch/Other functions14. Lunch/Other functions15. Location/Internal15. Location/Internal16. Location/HQ16. Location/HQ17. Top team17. Top team18. Board18. Board

““DON’T DON’T BENCHMARK, BENCHMARK, FUTUREFUTUREMARK!MARK!

”” Impetus: “The future is already here; it’s just

not evenly distributed” —William Gibson

““DON’T DON’T BENCHMARK,BENCHMARK,

‘OTHER’ ‘OTHER’ MARKMARK!!””

TGRs:TGRs:LBTsLBTs

LITTLE =LITTLE =

BIGBIG

Big carts =Big carts =

1.5X1.5XSource: WalmartSource: Walmart

2X: 2X: “When Friedman “When Friedman

slisligghtlhtly y curvedcurved the right angle of the right angle of

an entrance corridor to one an entrance corridor to one property, he was ‘amazed at the property, he was ‘amazed at the

magnitude of change in magnitude of change in pedestrians’ behavior’—the pedestrians’ behavior’—the

percentage who entered increased percentage who entered increased from from oneone--thirdthird to nearly to nearly twotwo--

thirdsthirds.”.” —Natasha Dow Schull, —Natasha Dow Schull, Addiction By Design: Machine Gambling in Las VegasAddiction By Design: Machine Gambling in Las Vegas

Glaring Eyes:Glaring Eyes:

-62%-62%Source: PLOS ONE (via Source: PLOS ONE (via The Atlantic CITIESThe Atlantic CITIES /0429.13) /0429.13)

<TG<TGWWandand … …

>TG>TGRR[Things Gone [Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT]]

(1)(1) Amenable to rapid Amenable to rapid experimentation/experimentation/ failure “free” (PR, $failure “free” (PR, $

$)$)(2)(2) Quick to implement/ Quick to implement/ Quick to Roll outQuick to Roll out(3)(3) Inexpensive to Inexpensive to implement/Roll outimplement/Roll out(4)(4) Huge multiplier Huge multiplier(5)(5) An “Attitude” An “Attitude”

““Flash When I work with experimental digital gadgets, I am always reminded of Flash When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen how small changes in the details of a digital design can have profound unforeseen

effects on the experiences of the people who are playing with it. The slightest effects on the experiences of the people who are playing with it. The slightest change in something as seemingly trivial as the ease of use of a button can change in something as seemingly trivial as the ease of use of a button can

sometimes alter behavior patterns.sometimes alter behavior patterns. For instance, For instance, Stanford University researcher Stanford University researcher

Jeremy Bailinson has Jeremy Bailinson has demonstrated that changing the demonstrated that changing the

height of one’s avatars in height of one’s avatars in immersive virtual reality immersive virtual reality

transforms self-esteem and transforms self-esteem and social self-perception.social self-perception. Technologies are Technologies are

extensions of ourselves, and, like the avatars in Jeremy’s lab, our identities extensions of ourselves, and, like the avatars in Jeremy’s lab, our identities can be shifted by the quirks of gadgets. It is impossible to work with information can be shifted by the quirks of gadgets. It is impossible to work with information

technology without also engaging in social engineering.”technology without also engaging in social engineering.” —Jaron Lanier,—Jaron Lanier, You Are Not a GadgetYou Are Not a Gadget

TGRs:TGRs:CCNNOO

““Customer engagement is Customer engagement is moving from relatively isolated moving from relatively isolated market transactions to deeply market transactions to deeply connected and sustained social connected and sustained social relationships. This basic change relationships. This basic change in how we do business will make in how we do business will make

an impact on just about an impact on just about everything we do.”everything we do.”

Social Business By Design: Transformative Social Media StrategiesSocial Business By Design: Transformative Social Media Strategies For the Connected CompanyFor the Connected Company —Dion Hinchcliffe & Peter Kim —Dion Hinchcliffe & Peter Kim

Social Survival Manifesto*Social Survival Manifesto*

1.1. Hiding is not an option.Hiding is not an option.2.2. Face it, you are outnumbered. (“level playing field, arrogance Face it, you are outnumbered. (“level playing field, arrogance

denied”)denied”)3.3. You no longer control the message.You no longer control the message.4.4. Try acting like … a human being.Try acting like … a human being.5.5. Learn to listen, or else. (“REALLY listening to others a must”)Learn to listen, or else. (“REALLY listening to others a must”)6.6. Admit that you don’t have all the answers.Admit that you don’t have all the answers.7.7. Speak plainly and seek to inform.Speak plainly and seek to inform.8.8. Quit being a monolith. Quit being a monolith. (“Your employees, speaking online as (“Your employees, speaking online as

individuals, are a crucial resource … can be managed through individuals, are a crucial resource … can be managed through frameworks that ENCOURAGE participation”)frameworks that ENCOURAGE participation”)

9.9. Try being less evil.Try being less evil.10.10. Pay it forward, now. Pay it forward, now. (“Internet culture largely built on the (“Internet culture largely built on the

principal of the Gift Economy … give value away to your principal of the Gift Economy … give value away to your online communities”)online communities”)

*Tom Liacas; socialdisruptions.com*Tom Liacas; socialdisruptions.com

MillerCoors:MillerCoors: Gender imbalance. Women of Sales peer Gender imbalance. Women of Sales peer support. Private network, Attrition plummeted.support. Private network, Attrition plummeted.

Teva Canada:Teva Canada: Supply chain excellence achieved. Share- Supply chain excellence achieved. Share-Point/troubleshooting/Strategy-Nets/hooked to other Point/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc.functions; Moxie social tools, document editing, etc.

IBM:IBM: Social business tools/30 percent drop in project Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebookcompletion time/300K on LinkedIn, 200K on Facebook

Bloomberg:Bloomberg: Mobi social media analytics prelude to stock Mobi social media analytics prelude to stock performanceperformance

Intuit:Intuit: struggling against H&R Block temp struggling against H&R Block temp staffing/customers #1 asset/Live Community, focused on staffing/customers #1 asset/Live Community, focused on help with transactions (not general, embedded in help with transactions (not general, embedded in TurboTaxTurboTax

Social Business By Design: Transformative Social Media StrategiesSocial Business By Design: Transformative Social Media Strategies For the Connected CompanyFor the Connected Company —Dion Hinchcliffe & Peter Kim —Dion Hinchcliffe & Peter Kim

CCMMO/ MarketingO/ MarketingCCEEO/ExperienceO/Experience

CCNNO/eNgagementO/eNgagement

SB > SM*SB > SM**“Social Business”/“Social Media”*“Social Business”/“Social Media”

TGRs:TGRs:8/808/80

CustomersCustomers describing their describing their service experience as service experience as

“superior”: “superior”: 88%%ComComppaniesanies describing describing

the service experience they the service experience they provide asprovide as

“ “superior”: superior”: 8080%%——Source: Bain & Company survey of 362 companies, reported in John DiJulius,Source: Bain & Company survey of 362 companies, reported in John DiJulius,

What's the SecretWhat's the Secret to Providing a World-class Customer Experience?to Providing a World-class Customer Experience?

Conveyance: Kingfisher Air Conveyance: Kingfisher Air Location: Approach to New DelhiLocation: Approach to New Delhi

““May I clean May I clean your glasses, your glasses,

sir?”sir?”

It It BEGINSBEGINS (and (and ENDSENDS) )

in the …in the …

PARKINGPARKING LOTLOT**

*Disney*Disney

<TG<TGWWandand … …

>TG>TGRR[Things Gone [Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT]]

TGRTGRSS..MANAGEMANAGE ’EM. ’EM.

MEASUREMEASURE ’EM. ’EM.***I use “manage-measure” a lot. Translation: These are*I use “manage-measure” a lot. Translation: These are

not “soft” ideas; they are exceedingly important things not “soft” ideas; they are exceedingly important things that can be managed—AND measured. that can be managed—AND measured.

““ExExpperienceseriences are as distinct are as distinct from servicesfrom services

as services are as services are from goods.”from goods.”

—Joe Pine & Jim Gilmore, —Joe Pine & Jim Gilmore, The Experience Economy: The Experience Economy: Work Is Theatre & Every Business a StageWork Is Theatre & Every Business a Stage

DesignDesign! !

Design Design RulesRules!!

APPLEAPPLE market cap market cap > Exxon Mobil* > Exxon Mobil*

*August 2011*August 2011

““Only one company Only one company can be the cheapest. can be the cheapest. All others must use All others must use design.”design.” —Rodney Fitch, Fitch & Co.—Rodney Fitch, Fitch & Co.

Source: Source: InsightsInsights, definitions of design, the Design Council [UK], definitions of design, the Design Council [UK]

““Design is Design is

treated like treated like a relia religgionion at at

BMW.”*BMW.”* —Fortune—Fortune

**APPLEAPPLE market cap > Exxon Mobil (August 2011) market cap > Exxon Mobil (August 2011)

““INSANELY GREAT”INSANELY GREAT”STEVE JOBSSTEVE JOBS

“RADICALLY THRILLING” “RADICALLY THRILLING” BMW

““Design is Design is evereveryythinthing. g. Everything is Everything is desidesiggnn.”.”

““We are We are allall designers.” designers.”

Inspiration:Inspiration: The Power of Design: A Force for The Power of Design: A Force for Transforming Everything, Transforming Everything, Richard FarsonRichard Farson

Hypothesis:Hypothesis: DESIGNDESIGN is the is the pprincirincippalal

differencedifference

between between lovelove

and and hate!*hate!**Not “like” and “dislike”

Design is …Design is …

NEVERNEVER neutralneutral..

HHypypothesisothesis: Men : Men

cannotcannot design for women’s design for women’s

needsneeds!!??!!??

Big STINKS:Big STINKS:Mid-size Mid-size

Superstars/The Superstars/The Masters of Masters of MotuekaMotueka

“I am often asked by I am often asked by would-be entrepreneurs would-be entrepreneurs seeking escape from life seeking escape from life within huge corporate within huge corporate structures, structures, ‘How do I build a small firm for myself?’ The answer The answer

seems obviousseems obvious … …

Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“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: BuBuyy a ver a veryy larlarggee

one and one and jjust ust waitwait.”.” —Paul Ormerod, Why Most Things

Fail: Evolution, Extinction and Economics

““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching

back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. TheTheyy found that found that

NONENONE ofof

the lonthe longg-term survivors mana-term survivors managged ed to outto outpperform the market. Worse, erform the market. Worse, the lonthe longger comer comppanies had been in anies had been in

the database, the worse thethe database, the worse theyy did did.”.”

—Financial Times—Financial Times

MITTELSTANDMITTELSTAND* *** **

**“agile creatures darting between the legs of“agile creatures darting between the legs of the multinational monsters”the multinational monsters” ((Bloomberg BusinessWeek, Bloomberg BusinessWeek, 10.10)10.10)

**E.g. Goldmann Produktion**E.g. Goldmann Produktion

THE RED THE RED CARPET CARPET STORESTORE

(Joel Resnick/Flemington NJ)(Joel Resnick/Flemington NJ)

Retail Superstars: Retail Superstars: Inside the 25 Best Inside the 25 Best

Independent StoresIndependent Storesin Americain America —by George Whalin—by George Whalin

Jungle Jim’s International Market, Jungle Jim’s International Market, FairfieldFairfield, , OhioOhio:: “An “An

adventure in adventure in ‘‘shoshoppppertainmentertainment,’,’ as as Jungle Jim’s Jungle Jim’s calls it, begins in the parking lot calls it, begins in the parking lot and goes on to and goes on to

1,600 cheeses1,600 cheeses and, yes, and, yes, 1,400 varieties of 1,400 varieties of hot saucehot sauce —not to mention —not to mention 12,000 wines 12,000 wines priced from $8 to $8,000priced from $8 to $8,000 a bottle; all this is a bottle; all this is

brought to you by brought to you by 4,000 vendors4,000 vendors.. Customers Customers come from every corner of the globe.” come from every corner of the globe.”

Bronner’s Christmas Wonderland, Bronner’s Christmas Wonderland, FrankenmuthFrankenmuth, ,

MichiMichigganan, pop 5,000:, pop 5,000: 98,000-square-foot98,000-square-foot

“shop” features the likes of “shop” features the likes of 6,000 Christmas 6,000 Christmas ornaments, 50,000 trimsornaments, 50,000 trims, and anything else , and anything else you can name if it pertains to Christmas.you can name if it pertains to Christmas.

Source: George Whalin, Source: George Whalin, Retail SuperstarsRetail Superstars

““Be the best. Be the best. It’s the only It’s the only

market that’s market that’s not crowded.”not crowded.”

From: From: Retail Superstars: Inside the 25 BestRetail Superstars: Inside the 25 Best Independent Stores in America,Independent Stores in America, George Whalin George Whalin

Motueka, New ZealandMotueka, New Zealand

Coppins Sea Coppins Sea Anchors*Anchors*

**PSA/Para-sea anchorsPSA/Para-sea anchors

Source: Source: Kia OraKia Ora/Air New Zealand magazine/Air New Zealand magazine

14,00014,00020,00020,000

3030

14,000/14,000/eeBayBay20,000/Amazon20,000/Amazon

3030/Craigslist/Craigslist

Every project:Every project: Where’s Where’s your “Craig’s your “Craig’s

List List

[WOW!][WOW!]

option”option”??

Innovation IndexInnovation Index:: How many of your Top 5Top 5 Strategic

Initiatives/Key Projects score 88 or higher or higher [out of 10] on a

“Weird”“Weird”//“Profound”“Profound”/ / “Wow”“Wow”//“Game-changer”“Game-changer”

Scale?

Kevin Roberts’ CredoKevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. AVOID MODERATIONAVOID MODERATION!!

Documents

LONG Tom Peters’ Re-Imagine EXCELLENCE ! Dental Trade Alliance/ Annual Meeting 2013