1,000,000

1. 1,000,000

2. CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked,“What were the most important lessons you learned in your long and distinguished career?”His answer …

3. “Remember to tuck the shower curtain inside the bathtub.”

4. Tom Peters’ Re-ImagineEXCELLENCE! PULPIT // 2013 Stavanger Konserthus/25 September 2013 (Slides at tompeters.com and excellencenow.com)

5. Context

6. Foxconn/China: 1,000,000robots in next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

7. “The root of our problem is not that we’re in a Great Recession or a Great Stagnation, but rather that we are in the early throes of a Great Restructuring. Our technologies are racing ahead, but our skills and organizations are lagging behind.” Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

8. Legal industry/Pattern Recognition/ Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

9. “Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasonedreporter, and driven vehicles on urban highways with far better control than a human driver.” —Christopher Steiner,Automate This: How Algorithms Came to Rule the World

10. “The median worker is losing the race against the machine.”—Erik Brynjolfsson and Andrew McAfee, Race Against the Machine

11. GeneticsRoboticsInformaticsNanotechnology

12. Excellence!

13. “Why in the World did you go to Siberia?”

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

15. Hard is Soft. Soft is Hard.

16. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties”

17. People First! People Second! Peopleeeeee Third! People Fourth! People Fifth! People Sixth! People Sixth!

18. 1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

19. A 15-Point Human Capital Development Manifesto • “Corporate social responsibility” starts at home—i.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and profitability—and maximizes national productivity and wealth. • Regardless of the transient external situation, development of “human capital” is always the #1 priority. This is true in general, in particular in difficult times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic “brainwork,” traditional and dominant “white-collar activities, is increasingly beingperformed by exponentially enhanced artificial intelligence.) • Source: A 15-Point Human Capital Asset Development Manifesto/ • World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12

20. “You have to treat your employees like customers.”—Herb Kelleher, upon being asked his “secret to success”Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American Airlines’ pilots were picketingAA’s Annual Meeting)

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

22. Brand = Talent.

23. 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

24. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching toward Excellence. Period.

25. 2/year.

26. Promotion Decisions“life and death decisions”Source: Peter Drucker, The Practice of Management

27. 70 Cents.

28. “Development can help great people be even better—but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.”—Paul Russell, Director, Leadership and Development, Google

29. “C-level”?!

30. In the Army, 3-star generals worry about training. In most businesses, it's a “ho hum” mid-level staff function.

31. I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”

32. (1) Training merits “C-level” status! (2) Top trainers should be paid a king’s ransom—and be of the same caliber as top marketers or researchers.

33. The Memories That Matter.

34. The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. The long shots (people with “a certain something”) you bet on who surprised themselves—and your peers. The people of all stripes who 2/5/10/20 years later say “You made a difference in my life,” “Your belief in me changed everything.” The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to “change the world.”

35. 1/47

36. Lesson47: WTTMSW

37. WHOEVER TRIES THE MOST STUFF WINS

38. READY.FIRE!AIM.H. Ross Perot (vs “Aim! Aim! Aim!”/EDS vs GM/1985)

39. “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

40. “EXPERIMENT FEARLESSLY”Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1“RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10)

41. “REWARDexcellent failures.PUNISHmediocre successes.”—Phil Daniels, Sydney exec

42. We Are What We Eat.

43. “You will become like the five people you associate with the most—this can be either a blessing or a curse.”—Billy Cox

44. The “We are what we eat”/ “We are who we hang out with” Axiom:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about:“Innovate, ‘Yes’ or‘No’ ”

45. “If I had to pick one failing of CEOs, it’s that they don’t read enough.”—Co-founder of one of the largest investment services firms in the USA/world

46. Addiction By Design: Machine Gambling in Las Vegas Anti-fragile: Things That Gain From DisorderAutomate This: How Algorithms Came to Rule Our WorldBig Data: A Revolution That Will Transform How We Live, Work, and ThinkConscious Capitalism: Liberating the Heroic Spirit of BusinessCreating Innovators: The Making of Young People Who Will Change the WorldCreation: How Science Is Reinventing Life ItselfCyber War: The Next Threat to National Security and What to Do About ItEmployees First, Customers SecondEverything Bad Is Good For You: How Today’s Popular Culture Is Actually Making Us SmarterExtra Lives: Why Video Games MatterFab: The Coming Revolution on Your Desktop—Fro Personal Computers to Personal FabricationFast Future: How the Millennial Generation Is Shaping the WorldThe Filter Bubble: What the Internet Is Hiding From YouFooled By Randomness: The Hidden Role of Chance in Life and in the MarketsFor the Win: How Game Thinking Can Revolutionize Your BusinessThe Future Arrived YesterdayThe Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the CompetitionHow to Create: The Secret of Human Thought RevealedKnowledge and Power: ?The Information Theory of Capitalism and How It Is Revolutionizing Our WorldThe Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful BusinessesLords of StrategyLoyalty 3.0: ?How Big Data and Gamification Are Revolutionizing Customer and Employee EngagementMakers: The New Industrial RevolutionModels Behaving Badly: Why Confusing Illusion with Reality Can Lead to Disaster on Wall Street and in Life The Myth of American Decline and the Growth of a New EconomyNanotechnology for DummiesOpen Services Innovation: Rethinking Your Business to Grow and Compete in a New EraThe Org: The Underlying Logic of the OfficeThe Power of Co-Creation: Build It With Them to Boost Growth, Productivity and ProfitsPredictive Analytics: The Power to Predict Who Will Click, Buy, Lie or DiePresent Shock: When Everything Happens NowQuiet: The Power of Introverts in a World That Can’t Stop TalkingRace Against The Machine: How the Digital Revolution Is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy Reality Is Broken: Why Games Make Us Better and How They Can Change the WorldRewire: Digital Cosmopolitans in the Age of ConnectionRobot FuturesThe Rise of the Creative ClassThe Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations and the PublicThe Signal and the Noise: Why So Many Predictions Fail—But Some Don’tThe Singularity Is Near: When Humans Transcend BiologySocial Business By Design: Transformative Social Media Strategies for the Connected CompanyThe Startup of You: Adapt to the Future, Invest in Yourself and Transform Your CareerTaming the Big Data Tidal Wave: Finding Opportunities in Huge Data Streams With Advanced AnalyticsThinking, Fast and SlowTo Save Everything, Click Here: The Folly of Technological SolutionismTubes: A journey to the Center of the InternetWait: The Art and Science of DelayWhat You Can Change … and What You Can’tWired For War: The Robotics Revolution and Conflict in the Twenty-first CenturyYou Are Not a Gadget

47. TGRs

48. LITTLE = BIG

49. Big carts = 1.5X Source: Wal*Mart

50. 2X: “When Friedman slightly curved the right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrians’ behavior’—the percentage who entered increased from one-third to nearly two-thirds.”—Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas