In Search of Excellence: Tom Peters' 25 Principles for Building People-Centric Organizations

1. NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

2. LONGTom Peters’ X25*EXCELLENCE. ALWAYS.People.Period.Taleo/0910.2007/San Francisco*In Search of Excellence 1982-2007

3. Slides at …tompeters.com

4. Establishing Shot #1

5. Q4/2006+500,000 Source: Barron’s 0922.07

6. Q4/2006+500,000 = ? Source: Barron’s 0922.07

7. Q4/2006+500,000 =+7,700,000-7,200,000Source: Barron’s 0922.07

8. Establishing Shot #2

9. Flash …

10. Flash …The Rich Get Richer

11. #1/100“Best Companies to Work for”/2005

12. Wegmans

13. “I have always believed that the purpose of the corporation is to be a blessing to the employees.”—Boyd Clarke

14. Establishing Shot #3

15. “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)

16. profits, people or people, profits?

17. Our MissionTo 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

18. TP: “How to piss away $500,000 in one easy lesson!!”

19. Establishing Shot #4

20. 25

21. EXCELLENCE. ASPIRATION.2006.

22. Why in the World did you go to Siberia?

23. SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity

24. 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!

25. Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholeheartedservice of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners

26. “To me business isn’t about wearing suits or pleasing stockholders.It’s about being true to yourself, your ideas and focusing on the essentials.”—Richard Branson

27. Organizations exist to serve. Period. Leaders live to serve. Period. Summer 2007.

28. Organizations exist to serve. Period. Leaders live to serve. Period.

29. Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain(a 600SF retail space, a 4-person training department, an urban school, a rural school, a city, a nation),create/ must necessarily create organizations which are no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair(We are all entrepreneurs—Muhammad Yunus)of diverse individuals(100% creative Talent—from checkout to lab, from Apple to Wegmans to Jane’s one-person accountancy in Invercargill NZ)is unleashed in passionate pursuit of jointly perceived soaring purpose(= win a Nobel peace prize like Yunus, or at least do something worthy of bragging about 25 years from now to your grandkids)and personal and community and client service Excellence.

30. Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domaincreate/ must necessarily create organizations which are no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed in passionate pursuit of jointly perceived soaring purposeand personal and community and client service Excellence.

31. … no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed in passionate pursuit of … Excellence.

32. Such Talent unbound pursue Quests(rapidly and relentlessly experimenting and failing and trying again)which surprise and surpass and redefine the expectations of the individual and the servant leader alike. The collective “products” of these Quests offer the best chance of achieving rapid organizational and individual adaptation to fast-transforming environments, and provide the nutrition for continuing (and sometimes dramatic) re-imaginings which re-draw the boundaries of industries and communities and human achievement and the very conception of what is possible.

33. In turn, such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement, will automatically create cadres of imaginative and inspiring and determined servant leaders who stick around to take the organization to another level, and then another—or, equally or more important, leave to spread the virus of Freedom-Creativity-Excellence-Transforming Purpose by pathfinding new streets, highways and alleyways which vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeing—and, one prays, some measure of Peace on earth.

34. … such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement … vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeing—and, one prays, some measure of Peace on earth.

35. Did one of ’em ever turn to the other and say:“Wow, I wonder what unimaginable new tools, otherwise not possible, will be brought forthfor my daughter Alice, age 17, because of this deal?”

36. Did one of ’em ever turn to the other and say:“Wow I wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers because of this deal?”

37. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

38. “Forbes100” from 1917 to 1987:39members 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 1997:74 members of the Class of ’57 were alive in ’97; 12(2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

39. “It’s just a fact:Survivors underperform.”—Dick Foster

40. Built to LastvsBuilt to Change/Rock the World

41. 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?)

42. “Do one thing every day that scares you.”—Eleanor Roosevelt

43. Truly, truly All you need to know …

44. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14

45. Elizabeth Cady Stanton (more or less) (circa 0331.2007)

46. All you need to know …

47. 24%

48. Single greatest act of pure imagination

49. dubai

50. EXCELLENCE. CIRCA 1982.