Transcript Tom Peters’ EXCELLENCE. ALWAYS. XAlways/KMAC SEOUL/15 September 2006 Slides at … tompeters.com EXCELLENCE. ALL YOU NEED TO KNOW.

Tom Peters’
EXCELLENCE.
ALWAYS.
XAlways/KMAC
SEOUL/15 September 2006
Slides at …
tompeters.com
EXCELLENCE.
ALL YOU NEED TO KNOW.
CONTEXT. RADICAL TIMES.
DESTRUCTION-AS-“STRATEGY”.
EXCELLENCE.
NO ALTERNATIVE: THE VALUE-ADDED
LADDER. (PLUS: “PSF”/THE PROFESSIONAL SERVICE FIRM
“MODEL” … OR ELSE.)
THE REAL (MESSY!) STORY ON ISSUE #1:
INNOVATION.
EXCELLENCE 4/40.
TALENT. BRAND YOU. LEADERSHIP.
EXCELLENCE. ALWAYS.
That’s a
Big
Number ….
THREE
BILLION NEW
CAPITALISTS
—Clyde Prestowitz
“There is no job that
is America’s God-given
right anymore.”
—Carly Fiorina/HP/January2004
“Deutsche Bank Moves Half of Its
Back-office Jobs to India”/
(500
of 900
Research)
headline/FT/0327
“There is no job that
is _____’s Godgiven right anymore.”
EXCELLENCE. THE
DESTRUCTION
MANDATE.
“If you don’t like
change, you’re
going to like
irrelevance even
less.”
—General Eric Shinseki, Chief of Staff.
U. S. Army
“It is not the
strongest of the
species that survives,
nor the most
intelligent, but the
one most responsive
to change.”
—Charles Darwin
“Forbes100” from 1917 to 1987: 39
members of the Class of ’17 were alive
in ’87; 18 in ’87 F100; 18 F100
“survivors” significantly
underperformed the market;
2
just
(2%), GE & Kodak,
outperformed the market from
1917 to 1987.
S&P 500 from 1957 to 1997:
’97;
74 members of the Class of ’57 were alive in
12 (2.4%) of 500 outperformed the market from 1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction:
Why Companies That Are Built to Last Underperform the Market
“I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, ‘How do I build a small firm for
Buy
a very large one
and just wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
Welcome to the “Club of Shattered Dreams”:
Of Korea’s Top 100 companies
in 1955, only 7 were still on the
list in 2004. The 1997 crisis
“destroyed half of Korea’s
30 largest conglomerates.”
Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)
“It is generally much
easier to kill an
organization than
change it
substantially.”
—Kevin Kelly, Out of Control
“We are in a
brawl with
no rules.”
—Paul Allaire
READY.
FIRE!
AIM.
Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
C.E.O.
to
C.D.O.
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
EXCELLENCE.
STARTERS.
BASICS.
People.
Product.
Clients.
Execution.
Enthusiasm.
Excellence.
EXCELLENCE.
THE WORD.
Synonyms
Purity
Transcendence
Virtue
Elegance
Majesty
Antonyms
Mediocrity
EXCELLENCE.
GAMECHANGER.
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties”
EXCELLENCE.
ALWAYS.
“Why in the
world did
you go to
Siberia?”
The Peters
Principles: Enthusiasm.
Emotion. Excellence. Energy.
Excitement. Service. Growth.
Creativity. Imagination. Vitality.
Joy. Surprise. Independence.
Spirit. Community. Limitless
human potential. Diversity. Profit.
Innovation. Design. Quality.
Entrepreneurialism. Wow.
An emotional,
vital, innovative, joyful,
creative, entrepreneurial
endeavor that elicits
maximum concerted human
potential in the
wholehearted service
of others.***
Business* ** (*at its best):
**Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
EXCELLENCE.
DEFINED.
Great Companies …
SET
THE
AGENDA.*
* “disturb the sleep of …
(PERIOD.)
AGENDA SETTERS: “Set the Table”/
Pioneers/ Questors/ Adventurers
US Steel … Ford … Toyota … Sears …
GM … ITT … The Gap … Limited …
Wal*Mart … Tesco … P&G … 3M …
Intel … IBM … Apple … Nokia …
Cisco … Dell … MCI … Sun …
Microsoft … Google … Enron …
Schwab … GE … Laker … Southwest
… People Express … Ogilvy … Virgin
… eBay … Amazon … Sony …
Amgen … BMW … CNN … Nike
TP#1*:
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 someone—e.g., grandchild—that you worked?)
EXCELLENCE.
VALUE ADDED.
UP THE LADDER.
NO ALTERNATIVE.
EXCELLENCE I.
SOLVE IT.
EXCELLENCE.
NECESSITY.
OPPORTUNITY.
“ ‘Outsourcing’ is overrated. Those who fear
outsourcing should in fact be afraid of irrelevance;
outsourcing is just another way of saying that …
you’ve become irrelevant
to your customers.”
—John Battelle/Point/Advertising Age/07.05
“support function” /
“cost center”/
“overhead”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
EXCELLENCE.
SOLVE IT.
NO OPTION.
PSF. (PSF++)
Department Head
to …
Managing
Partner,
IS
Inc.
[HR, R&D, etc.]
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
The PSF35: The Work & The Legacy
CRYSTAL CLEAR POINT
OF VIEW
1.
(E very Practice Group: “If you can’t explain your
position in eight words or less, you don’t have a position”—Seth Godin)
2. DRAMATIC DIFFERENCE (“We are the only ones who do what
we do”—Jerry Garcia)
3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)
4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
“Best Team”—Fast)
5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
the World)
6. Small “Uneconomic” Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients)
8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the
Universe”—Steve Jobs)
9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ STUFF ‘N’ THINGS
Goods
Raw Materials
The Value-added Ladder/Stuff & TRANSACTIONS
Services
Goods
Raw Materials
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging
Solutions
Services
Goods
Raw Materials
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
EXCELLENCE II.
EXPERIENCE IT.
“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
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’
And I really believe
that sets us apart. The third place is
that place that’s not work or home. It’s
the place our customers come for
refuge.” —Nancy Orsolini, District Manager
Jim’s
Group
Jim Penman/“Empire Builders”/MT /
Jan/Feb 2006/Australia
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
EXCELLENCE III.
DREAM IT.
Furniture vs. Dreams
“We do not sell ‘furniture’ at Domain.
We sell dreams. This
is accomplished by addressing the
half-formed needs in our customers’
heads. By uncovering these needs,
we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’
Sales are the inevitable
result.”
— Judy George, Domain Home Fashions
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ EMOTION
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Big Blue*
*IBM
EXCELLENCE IV.
LOVE IT.
“Brands
have
run out of
juice. They’re
dead.”
—Kevin Roberts/Saatchi & Saatchi
Kevin Roberts:
Lovemarks!
Top 10 “Tattoo Brands”*
Harley .… 18.9%
Disney .... 14.8
Coke …. 7.7
Google .... 6.6
Pepsi .... 6.1
Rolex …. 5.6
Nike …. 4.6
Adidas …. 3.1
Absolut …. 2.6
Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch,
Taste, Smell, Sight, and Sound, Martin Lindstrom
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ ECSTASY
Lovemark
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Up,
Up,
Up,
Up
the Value-added Ladder.
Ladder.2006: 4 of 7!
Lovemark
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOUL.
DESIGN.
“Design is treated
like a religion
at BMW.” —Fortune
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. … But
to me, nothing could be further from the
Design is
the fundamental
soul of a man-made
creation.”
meaning of design.
—Steve Jobs
EXCELLENCE.
NEW MARKETS.
ENORMOUS.
OPPORTUNITIES.
EXCELLENCE.
OPPORTUNITY.
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
“She knows more about the [Volvo]
than the salesman who greets her at
the door. But how is she treated? As if
she has a low IQ, is slightly hard of
hearing, and really has no right to
be buying a luxury car; and if she
brought a male friend with her,
chances are very high that the
clueless salesperson spent most of
his time speaking to him.” —Selling to Men,
Selling to Women, Jeffery Tobias Halter
The Perfect Answer
Jill and Jack buy
slacks in black…
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s
Market =
Opportunity
No. 1.
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by Women.”
—Headline, Economist,
April 15, 2006, Leader, page 14
“Goldman Sachs in Tokyo has
developed an index of 115 companies
poised to benefit from women’s
increased purchasing power; over
the past decade the value of
shares in Goldman’s basket has
risen by 96%, against the Tokyo
stockmarket’s rise of 13%.”
—Economist, April 15
“AS
LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
Title, Special Report/BusinessWeek
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
EXCELLENCE.
OPPORTUNITY.
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64:
+47%)
44-65:
“New
Customer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
EXCELLENCE.
INNOVATE.
OR. DIE.
“Forbes100” from 1917 to 1987: 39
members of the Class of ’17 were alive
in ’87; 18 in ’87 F100; 18 F100
“survivors” significantly
underperformed the market;
2
just
(2%), GE & Kodak,
outperformed the market from
1917 to 1987.
S&P 500 from 1957 to 1997:
’97;
74 members of the Class of ’57 were alive in
12 (2.4%) of 500 outperformed the market from 1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction:
Why Companies That Are Built to Last Underperform the Market
Scale?
“Microsoft’s Struggle With
Scale”
—Headline, FT, 09.2005
“Troubling
Exits at Microsoft”
—Cover Story, BW, 09.2005
“Too Big to Move Fast?”
—Headline, BW, 09.2005
“When asked to name just one big
merger that had lived up to
expectations, Leon Cooperman,
former cochairman of Goldman Sachs’
Investment Policy Committee,
I’m sure there
are success stories out
there, but at this
moment I draw a
blank.” —Mark Sirower, The Synergy Trap
answered:
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
—Peter Job, former CEO, Reuters
“A focus on cost-cutting and efficiency has
helped many organizations weather the
downturn, but this approach will ultimately
Only the
constant pursuit of
innovation can ensure
long-term success.”
render them obsolete.
—Daniel Muzyka, Dean, Sauder School of Business,
Univ of British Columbia (FT/09.17.04)
EXCELLENCE.
INNOVATION.
THE REAL STORY.
The Mess Is the Message! Period!
An Economic Interpretation of the Constitution
of the United States —Charles Beard (1913)
The Box: How the Shipping Container Made the World
Smaller and the World Economy Bigger —Marc Levinson
Tube: The Invention of Television —David & Marshall Fisher
Empires of Light: Edison, Tesla, Westinghouse,
and the Race to Electrify the World —Jill Jonnes
The Soul of a New Machine —Tracy Kidder
Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox
The Blitzkrieg Myth —John Mosier
InnoTacs
We become
who we
spend time
with!
Measure “Strangeness”/Portfolio Quality
Staff
Consultants
Vendors
Out-sourcing Partners (#, Quality)
Innovation Alliance Partners
Customers
Competitors (who we “benchmark” against)
Strategic Initiatives
Product Portfolio (LineEx v. Leap)
IS/IT Projects
HQ Location
Lunch Mates
Language
Board
futuremark
“To grow, companies need
to break out of a vicious
cycle of competitive
benchmarking and
imitation.”
—W. Chan Kim & Renée Mauborgne,
“Think for Yourself —Stop Copying a Rival,” Financial Times/2003
“TRY IT”
“NOW”
“culture”
“Experiment
fearlessly”
Source: BW0821.06, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1
“We made mistakes, of course. Most of them were
omissions we didn’t 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, we’re already on prototype
version
No. 5. By the time our rivals are
ready with wires and screws, we are on version
No. 10.
It gets back to
planning versus acting: We act
from day one; others plan how
to plan—for months.”
—Bloomberg by Bloomberg
tolerate
[encourage?]
failure
“Fail . Forward.
Fast.”
High Tech CEO, Pennsylvania
“Fail faster.
Succeed Sooner.”
David Kelley/IDEO
Sam’s
Secret
#1!
Concoct a
Parallel
universe!
“Venture”
fund: Gerstner/Amex,
Dow/Marriott, Grove/Intel,
Bedbury/Starbucks
The
“Sri Lanka
Stratagem”
Forward, march:
Conscious
measurement
Innovation Index: How many
of your Top 5 Strategic
Initiatives/Key Projects score
8 or higher [out of 10] on a
“Weird”/ “Profound”/
“Wow”/“Game- changer”
Scale?
EXCELLENCE.
4/40.
DE-CENTRAL-IZA-TION!
“‘Decentralization’
is not a piece of
paper. It’s not me.
It’s either in your
heart, or not.”
—Brian Joffe/BIDvest
EX-ECUTION!
“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 you’re finding it
when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done
“Execution is a
systematic
process
of rigorously
discussing hows and whats, tenaciously
following through, and ensuring
accountability.”
—Larry Bossidy & Ram Charan/ Execution:
The Discipline of Getting Things Done
ACCOUNT-ABIL-ITY!
“GE has set a standard
of candor. … There is no
puffery. … There isn’t an
ounce of denial in the
place.”
—Kevin Sharer, CEO Amgen,
on the “GE mystique” (Fortune)
RE-LENTLESSNESS
“One of my superstitions
had always been when I
started to go anywhere or
not to
turn back, or stop,
to do anything,
until the thing intended
was accomplished.” —Grant
“It is no use saying
‘We are doing our
best.’ You have got
to succeed in doing
what is necessary.”
—WSC
EXCELLENCE.
BEDROCK.
TALENT.
Hire very
good
people!
“We believe companies can increase their market cap
50 percent in 3 years. Steve Macadam at Georgia-
changed 20 of his 40
box plant managers to
put more talented,
higher paid managers in
charge. He increased profitability from
Pacific
$25
million to
$80
million in
—Ed Michaels, War for Talent
2
years.”
INVITE THEM TO
JOIN US IN A
JOURNEY TO
EXCELLENCE!
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
“The role of the Director is to
create a space where the
actor or actress can become
more than they’ve
ever been before, more
than they’ve dreamed
of being.”
—Robert Altman, Oscar
acceptance
EMPHASIZE
THE “SOFT
SKILLS.”
“It’s simple, really,
Tom. Hire for s,
and, above all,
promote for s.”
—Starbucks middle manager/field
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
DD$21M
A review of Jack and Suzy Welch’s Winning claims there are but
two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE’s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors’ performance; i.e., it’s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Putting HR on
a par with finance
and marketing.
Second:
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
“Leaders
‘do’ people.
Period.”
—Anon.
LIVE FOR
TALENT!
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
Brand =
Talent.
EXCELLENCE.
INDIVIDUAL.
BRAND YOU.
“If there is nothing
very special about
your work, no matter
how hard you apply yourself
you won’t get noticed, and
that increasingly means you
won’t get paid much either.”
—Michael Goldhaber, Wired
Distinct
Extinct
… or
…
New Work SurvivalKit.2006
1. MASTERY! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession
(From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
EXCELLENCE.
BEDROCK.
LEADERSHIP.
EXCELLENCE.
BEDROCK.
PURPOSE.
“I never, ever thought
of myself as a
businessman. I was
interested in
creating things I
would be proud
of.”
—Richard Branson
EXCELLENCE.
ENTHUSIASM.
ENERGY.
PASSION.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
EXCELLENCE.
AGILITY.
“The most
successful people
are those who
are good at plan B.”
—James Yorke, mathematician, on chaos
theory, in The New Scientist
EXCELLENCE.
BEDROCK.
SELFMANAGEMENT.
“The First step in a
‘dramatic’
‘organizational change
program’ is obvious—
dramatic personal
change!” —RG
EXCELLENCE.
SHOWING UP.
MBWA
“You must
be
the
change you wish to
see in the world.”
Gandhi
You = Your
calendar*
*Calendars NEVER lie!!
EXCELLENCE.
STRETCH.
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t 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!
EXCELLENCE.
THINK BIG.
No Wiggle Room!
“Incrementalism
is innovation’s
worst enemy.”
—Nicholas Negroponte
“Beware of the tyranny
of making Small Changes
to Small Things. Rather,
make Big Changes to
Big Things.”
—Roger Enrico, former Chairman, PepsiCo
EXCELLENCE.
THE LEADERSHIP23.
Leadership23/ML
1.
2.
3.
4.
5.
6.
7.
8.
Enthusiasm. Energy. Exuberance.
Action. Execution.
Tempo. Metabolism.
Relentless.
Master of Plan B.
Accountability.
Meritocracy.
Leaders “do” people. Mentor. (“Success
creation business.”)
9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
Leadership23/ML
13. Legacy.
14. Best story wins.
15. On the edge. (“Wildest chimera of a
moonstruck mind.”)
16. “Reward excellent failures. Punish
mediocre successes.”
17. Different > Better. (“Only ones who do
what we do.”)
18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. “To Don’t.” Two.
22. Excellence. Always.
23. Nelsonian! (“Other admirals more afraid
of losing than anxious to win.”)
Enthusiasm
Energy
Exuberance
Voracious Curiosity
Irritability/Dis-satisfaction
Relentlessness
Self-reliance
“Closer” (Execution)
excellence
EXCELLE
ALWAYS