Transcript LONG Tom Peters’ X25* EXCELLENCE. ALWAYS. 13th Annual World Islamic Banking Conference Kingdom of Bahrain.11 December 2006 *In Search of Excellence 1982-2007

LONG
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
13th Annual World Islamic Banking Conference
Kingdom of Bahrain.11 December 2006
*In Search of Excellence 1982-2007
EXCELLENCE.
ALL YOU NEED TO KNOW.
“20-minute
rule”
—Craig Johnson/30 yrs
“I called 60 CEOs in the
first week of the year] to
wish them happy New
Year. …” —Hank Paulson, former CEO,
Goldman Sachs
Source: Fortune, “Secrets of Greatness,” 0320.05
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
EXCELLENCE.
THE MANDATE.
“It is not the
strongest of the
species that survives,
nor the most
intelligent, but the
one most responsive
to change.”
—Charles Darwin
“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
“Forbes100” from 1917 to 1987
: 39
members of
the Class of ’17 were alive in ’87; 18 in ’87
F100; 18 F100 “survivors” significantly
underperformed the market;
just
2 (2%), GE & Kodak,
outperformed the market from
1917 to 1987.
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
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)
S&P Stability Ratings*
1985
2006
Low Risk
41%
13%
Average Risk
24%
14%
High Risk 35%
*Likelihood of stable long-term earnings growth
Source: Fortune (2 October 2006)
73%
Flat as a Pancake (Or Worse)
Wal*Mart … Dell …
Intel … Home Depot
… Microsoft … GE
The last
word:
There is
no last
word.
EXCELLENCE.
STARTERS.
BASICS.
K.I.S.S.
Raging Success =
P-SQUARED.
C. E-CUBED.
People.
Product.
Clients.
Execution.
Enthusiasm.
Excellence.
EXCELLENCE.
STARTERS.
BASICS.
K.I.S.S.
“One bank is currently claiming to …
‘leverage
its global footprint to provide
effective financial solutions for
its customers by providing a
gateway to diverse markets.”
—Charles Handy
“I assume that it is
just saying that it is
there to ‘help its
customers
wherever they
are’.”
—Charles Handy
EXCELLENCE.
ASPIRATION.
“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.***
Enterprise* ** (*at its best):
**Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
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.
PORTER.
DRUCKER.
BENNIS.
PETERS.
Importance of Success Factors by Various
“Gurus”/(Unreliable) Estimates by Tom Peters
Strategy
Systems People
Passion
Porter
50%
20
20
10
Drucker
25%
35
25
15
Bennis
25%
20
30
25
Peters
15%
20
40
25
EXCELLENCE.
DEFINED.
AGENDA.
SETTER.
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?)
Built to Last
vs
Built to
Change/Rock
the World
EXCELLENCE.
DEFINED.
X06
Tom Peters/Excellence.2006/1210.2006
X.06.23: Whole Foods Markets …
Starbucks … Wegmans … Commerce
Bank … John Laing Homes … Apple …
London Drugs … Griffin Hospital/
Planetree Alliance … The Met School/Big
Picture … Carl Sewell … Progressive
Insurance … Stanford women’s sports …
Stanford D-School … HSM … Washington
Speakers Bureau … Build-A-Bear …
RE/MAX … Donnelly’s Weather Strip
Service … Jim’s Group … Cirque du
Soleil … (U.S. Grant) … (Horatio Nelson)
… (Stew Leonard’s) … (DeMar Plumbing)
… (FBR/Friedman Billings Ramsey)
Cirque du
Soleil
And the Winner is …
1. Audacity of Vision
2. Innovation/R&D/Design
3. Talent Acquisition &
Development
4. Resultant “Experience”
5. Strategic Alliances
6. Operations
7. Financial Management
8. Overall/Sustaining Excellence
9. “Wow!”
10. Lovemark!
“Every time we come to a
comfort zone, we will find a way
out.” “No Cloning.” “‘Reinvent
the brand’ with each new show.”
“A typical day at the office for
me begins by asking, ‘What is
impossible that I am going to
do today?’” —Daniel Lamarre, president,
Cirque du Soleil
whole
foods
$415/SqFt/Wal*Mart
$798/SqFt/Whole
Foods
Whole Foods
Astounding selection
Astounding quality
Fun to choose (Buy FAR more than intended)
Genius merchandising
Use of color
Attitude
Knowledgeable
Parking
Checkout
Reeks of distinction/DD
Clean (“Eat off the floor”/the food)
starbucks
Wegmans
#1/100
“Best Companies to
Work for”/2005
London
Drugs
London Drugs
*Each major department a “category killer” (pharmacy,
computers, photo-photo finishing, cosmetics)
*“Service added”/ Experience (e.g., consultation booths for
pharmaceutical Clients)
*Brilliant, eye-popping design-merchandising
*Price point: peanuts to super-premium
*Massive training, very low staff t/o
*Big-bet experimentation-innovation
*Locales begging for LD
*Financials to die for
*IS/IT/SC pioneers (compared favorably to Wal*Mart’s
supply-chain management; exquisite vendor-partner
programs)
*Effectively deflected Wal*Mart incursion
*Philosophy: fun, enthusiasm, innovation, commitment,
care, talent development
Griffin
Hospital/
Planetree
Alliance
“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)
The 9 Planetree Practices
1. The Importance of Human Interaction
2. Informing and Empowering Diverse Populations: Consumer
Health Libraries and Patient Information
3. Healing Partnerships: The importance of Including Friends
and Family
4. Nutrition: The Nurturing Aspect of Food
5. Spirituality: Inner Resources for Healing
6. Human Touch: The Essentials of Communicating
Caring Through Massage
7. Healing Arts: Nutrition for the Soul
8. Integrating Complementary and Alternative Practices
into Conventional Care
9. Healing Environments: Architecture and Design Conducive
to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Big Picture
schools/
The Met
EBF* to EBI**
“engage the kids
around their
passions.”
—Dennis Littky/
The Met-Big Picture Schools
* Education By Fiat
** Education By Interest
Progressive
“We don’t sell insurance
We sell
speed.”
anymore.
—Peter Lewis, Progressive
Commerce
Bank
The Power of WOW!
How Commerce Bank
Created a SuperGrowth Business in a
No-Growth Industry
Vernon W. Hill, II
“Our whole
story is
growing
revenue.”
—Vernon Hills (Top-line driven; standard
is bottom-line driven by cost cutting)
Commerce Bank: From “Service” to “Experience”
7X. 730A800P. F12A.*
*’93-’03/10 yr annual return: CB: 29%;
WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
8,000 Radio City
Music Hall … J.D. Power/Customer
service/Bank/NYC/1st in 5 of 6; 2nd in #6 … Inspired by
Ray Kroc … $36B ($100B in 6 years); +$750M per
month/373 branches in 7 states/900 in 6 years … player
piano … Penny Arcade/$25K per machine … 9M lollipops,
2M dog biscuits … stupid rule (red) button … call center
not “cost center,” but opportunity/human by second
operation … over-invest in real estate … designexperience fanaticism … Red!/Red Friday/Hot music …
deposits available next day (vs ½ on 3rd; ½ on 5th; focus
on 99%, not 1%) … LONG HOURS!!!! (7/week/12
hours/Fridays/15 minutes before) … “Do whacky things
for customers” (VH) … “create magical moments of
surprise and delight for employees” (VH) … “Hire for
attitude. Train for skills.” (VH) … Chinatown/10K first
day; 28K first week … Commerce U in ’93 (“underlying
theme is fun”—VH)
Thesaurus of WOW!
“They” hate it if you call them “bankers.” “They” love it, on the other hand, when
you ask to see their #s—stupendous. “They” are … Commerce Bank. These absurdly
fast growing, insanely profitable “retailers,” rewriting the rules of East Coast retail
banking, sent me a copy of their booklet, “Traditions.” It explicates their
“Wow
the Customer Philosophy.” At the end there’s “A Collection of
Commerce Lingo.” I won’t define (use your imagination), but simply offer a small
sample: “Fans, Not Customers.” “Say YES … 1 to say YES, 2 to say NO.” (A staffer
has to get a supervisor’s approval to say “no” to anything.) “Recover!!! To Err Is
Human; To Recover Is Devine.” “Leave ’Em Speechless.” “Positive Behavior.”
“Positive Language.” “Kill A Stupid Rule.” (Get cash rewards for exposing dumb
internal rules “that impede our ability to WOW!”) Make the ‘WOW! Answer Guide’
Your Best Friend.” “Buzz Bee.” “CommerceWOW!Zone.” (A K-12 financial education
program.) “Doctor WOW!” “Ten-Minute Principle.” (“Stores” open 10 minutes before
posted hours, stay open 10 minutes after posted hours—and the hours, such as
open 7 days a week, are already incredibly generous & tradition-shattering.) “Wall of
WOW!” “WOW! Awards.” (The annual recognition ceremony—Radio City
Music Hall, with the Rockettes, in ’05.) “WOW! Patrol.” “WOW! Spotlight.”
“WOW Van.” “WOW Wiz.” (A service superstar.) Etc.
S.M.A.R.T.
S.
M.
A.
R.
T.
Say Yes
Make Each Customer Feel Special
Always Keep Customer Promises
Recover!
Think Like Our Customers
Standard bank: Keep ’em out of branches;
ignore middle income; cost-driven
following mergers. (“No great American
retailer was ever created by doing
acquisitions”—VH “No examples of
seriously broken retail models that
have been fixed.”)
CB: deposit focus; customer experience;
best facilities; no stupid rules; revenue
driven; better experience for lower yield
“ … cut costs at most banks.
‘We have to push them out
of the branches.’ ‘We have
to push them to machines.’
We have to push them to
the Internet.”
Source: Vernon Hill
“We defy conventional
wisdom, operating more
like the young bucks at
Starbucks than the old
farts at the Bank of
America.” —Vernon Hills
TP: Experience … Top-line
fanaticism (vs Costfanaticism) … Deposits
…Drive ’em to the branch …
Experience/Wow! … design
… little touches … no stupid
rules … Talent/Attitude/
Recognition
John Laing
Homes
“Soft Skills,
Hard Dollars”
Source: Headline, BigBuilder, September 2006
“Builder of the Year”/Professional
Builder … Experience … Communities/
Family values/ Relationships/After-sale “
…talk to our customers …” J.D. Power
awards … Warranties … Price premiums …
Design!!!! (all Divisions winners) (Top
“names”) … Data/market research … Top
company to work for … Team development
… “I just love being a home builder.” (LW)
… Brand … Emaar Properties (Robert
Booth/Int’l: “They have a tremendous
focus on the customer, and that is hugely
important to us.”)
Re/max
“We are a
‘life Success
Company”’
Dave Linegar, RE/MAX
“The organization would
ultimately win not
because it gave agents
more money, but
because it gave them
a chance for better
lives.” —Phil Harkins & Keith Hollihan,
Everybody Wins
jim’s group
Jim’s Group: Jim Penman.*
1984: Jim’s Mowing. 2006: Jim’s 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 side
Source: MT/Management Today (Australia), Jan-Feb 2006
X.06.23: Whole Foods Markets (high-end, experience-design,
demographic) … Starbucks (people, experience) … Wegmans
(people) … Commerce Bank (nuts about customers, WOW, people,
execution) … Apple (design-experience, breakthrough, “virus
management,” resilience, talent, “seriously cool”) … London
Drugs (design-experience, people, “solutions”) … Griffin
Hospital/Planetree Alliance (customer-centric, “whole person”) …
The Met School/Big Picture (engagement, self-control) … Carl
Sewell (experience!) … Progressive Insurance (speed, IT) …
Stanford women’s sports (demographic, Blue Ocean) … Stanford
D-School (design-biz-engineering, Blue Ocean) … HSM (execution,
experience) … WSB (integrity, broad view of customers,
execution) … Build-A-Bear (experience) RE/MAX (people/“create
success stories”) … Donnelly’s Weather Strip Service (high end,
execution-reliability, simply the best) … Jim’s Group (imaginationBlue Ocean, demographic, customer-centric) … Cirque du Soleil
(talent, R&D, Imagination, resilience, design-experience,
partnering) … (U.S. Grant/execution, delegation, people, K.I.S.S.,
action-at-all-costs, win, bold ) … (Horatio Nelson/execution,
delegation, people, K.I.S.S., action-at-all-costs, win, bold) … (Stew
Leonard’s/people, experience-design, Wow) … (DeMar
Plumbing/experience, people, Blue Ocean) … (FBR/Friedman
Billings Ramsey/research, focus)
High end.
Experience.
Design.
Crazy for customers!
Crazy for Patients! (“Whole person”).
Wow!
People first, second, third.
Breakthrough or bust.
“Seriously cool.”
“Virus management.”
Resilience.
Tippy-top talent.
“Solutions,” not “just” “satisfaction.”
Engagement.
Self-control. (Customer/Patient/Student control.)
Blue Ocean.
“Mundane stuff” made great.
Great demographic.
The best. Period.
Effective partnering.
K.I.S.S.
Play to win. (Offense > Defense.)
Bold!
Action! Always!
Integrity-as-strategy.
*Focused on growth and revenue and “offense,”
not defense and cost containment.
*People-talent obsession.
*Provide mind-bending experiences. (Driven
by design primacy.)
*Nuts about customers.
*Happy to use words like “Wow.”
*Pretty close to the high end of the market.
[*Ability to make silk purses filled with gold out of
sows’ ears: Wegmans-Whole Foods-Stew Leonard’s
and groceries; Jim’s Group and dog-walking;
Donnelly and weather strip installation; DeMar
and plumbing.]
*Execution!
EXCELLENCE.
ASPIRATION.
YOU & ME.
“The First step in a
‘dramatic’
‘organizational change
program’ is obvious—
dramatic personal
change!”
—RG
EXCELLENCE.
REVENUE.
MATTERS.
MOST.
“Analysts … preferred cost cutting, as long as
they could see two or three years of EPS growth. I preached revenue
and the analysts’ eyes would glaze over. Now revenue is ‘in’ because
They
said, ‘Oh my gosh, you
need revenues to grow
earnings over time.’
Well, Duh!”
so many got caught, and earnings went to hell.
—Dick Kovacevich, Wells Fargo
EXCELLENCE.
INNOVATE.
OR. DIE.
“I don’t believe in economies of
You don’t get
better by being
bigger. You get
worse.”
scale.
—Dick Kovacevich/Wells Fargo
“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:
“Not a single company that
qualified as having made a
sustained transformation
ignited its leap with a big
acquisition or merger. Moreover,
comparison companies—those that failed to make a
leap or, if they did, failed to sustain it—often tried to
make themselves great with a
big acquisition or merger. They failed to grasp the
simple truth that while you can buy
your way to growth, you cannot buy your way to
greatness.” —Jim Collins/Time/2004
There’s “A”
and then
there’s “A.”
Spinoffs
systematically
perform better than IPOs … track
record, profits … “freed from
the confines of the parent
… more entrepreneurial,
more nimble”
—Jerry Knight/ Washington Post/ 08.05
InnoTacs
We become
who we hang
out 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. Try it. Try it
Try it. Try it. Try it
Try it. Try it. Try it
Try it. Try it. Try it
Try it. try it. Try it
Try it. try it. Try it
“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
“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
#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 plan—
for months.” —Bloomberg by Bloomberg
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
READY.
FIRE!
AIM.
Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
tolerate
[encourage?]
failure
Sam’s
Secret
#1!
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
Speed/
Tempo
“We don’t sell
insurance anymore.
We sell
speed.”
Peter Lewis, Progressive
bet the
farm
“I don’t intend to be
known as the ‘King of
the Tinkerers.’ ”
CEO, large financial services company
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
Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change
*Change is motivated by fear
*The facts will set us free
*Small, gradual changes
are always easier to
make and sustain
*We can’t change because our brains become
“hardwired” early in life
Source: Fast Company/05.2005
focus
“We will not, I
repeat not, pretend
to be ‘all things to
all people.’”
—CEO, Investec (03.06)
Private Equity-financed
Firm, Best *Case
*Focus! Focus! Focus!
*In a [Big] hurry
*CEO/Top team, “skin
in the game”
*CEO, 100% of time
on the biz
*Merit! Merit!
*Motivated oversight
*Worst case: Rape & Pillage
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?
personal
Buy a
Mirror!
Step #1:
EXCELLENCE.
1966. 2006.
De-centralization
execution
accountability
6:15a.m.
“If if feels
painful and
scary—that’s
real delegation”
—Caspian Woods, small biz owner
De-centralization
execution
accountability
6:15a.m.
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
De-centralization
execution
accountability
6:15a.m.
“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)
De-centralization
execution
accountability
6:15a.m.
6:15a.m.
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.”
EMPHASIZE
THE “SOFT
SKILLS.”
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
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.
< CAPEX
> People!
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.
BEDROCK.
LEADERSHIP.
9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“Whenever anything is
being accomplished, I
have learned, it is being
done by a monomaniac
with a mission.”
—Peter Drucker
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“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 actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Relentless: “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
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
"Life is not a journey to the
grave with the intention of
arriving safely in one pretty
and well preserved piece, but
to skid across the line
broadside, thoroughly used
up, worn out, leaking oil,
shouting ‘GERONIMO!’ ”
—Bill McKenna, professional motorcycle racer (Cycle magazine)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—Anon.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Beware of the tyranny
of making Small Changes
to Small Things. Rather,
make Big Changes to
Big Things.”
—Roger Enrico, former Chairman, PepsiCo
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!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“[other]
admirals more
frightened of
losing than
anxious to win”
On NELSON:
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
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Excellence can be obtained if you:
... care more than others think is wise;
... risk more than others think is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
EXCELLE
ALWAYS