Tom Peters’ Excellence . Always . MasterCard Sales Leadership Meeting Vienna/18 October 2010

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

2. Tom Peters’ Excellence. Always. MasterCard Sales Leadership Meeting Vienna/18 October 2010 (Slides at tompeters.com) (Also see MasterCard LONG)

3. The Ascent of Money: A Financial History of the World —Niall Ferguson Against the Gods: The Remarkable Story of Risk—Peter Bernstein

4. The Ascent of Money: A Financial History of the World —Niall Ferguson Against the Gods: The Remarkable Story of Risk —Peter Bernstein MasterCard MoneySend MasterCard OneSmart Social Card MasterCard Pay Pass MasterCard Mobile Payments Gateway Etc. Etc.

5. You are [by and large]not in the “business development” business. You are in the “social architecture”*[“cultural analysis and change”] business. *Political science-psychology-anthropology > econ-finance-marketing

6. Tom Peters’ Excellence. Always. Innovate. OrDie. MasterCard Sales Leadership Meeting Vienna/18 October 2010

7. Part ONE: Women Rule!

8. 94%of loans to …women**Microlending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

9. “CEMEX realized that women are the key drivers of savings in[Mexican]families.… They are entrepreneurial in nature, and they actively participate in the tanda system [neighborhood groups who pool money and save any that’s left over]. Regardless of whether they are homemakers or outside-the-home workers, they are responsible for any savings in the family. Patrimonio Hoy [Private Property Today, a CEMEX program to aid the poor in building homes] discovered that 70% of the women who saved were saving money in the tanda system to construct homes for their families. The men in the society consider their job done if they bring in their paycheck at the end of the day.”—C.K. Prahalad, from The Fortune at the Bottom of the Pyramid, on Lorenzo Zambrano and CEMEX, the Mexican company that’s the world’s #3 cement maker.

10. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” Source: Headline, Economist

11. W > 2X (C + I)* • *“Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. 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. 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 …” • Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09

12. “Women arethemajority market”—Fara Warner/The Power of the Purse

13. “One thing is certain: women’s rise in power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labour or to be consumers with rising budgets and more autonomy to spend. They are increasingly becoming directors, managers and entrepreneurs. Some studies have shown a correlation between the presence of women in managerial positions and a company’s financial results. “This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system and enroll in higher numbers in universities. For a number of observers, we have already entered the age of ‘WOMENOMICS,’ the economy as thought out and practiced by women. Those Chinese who desire that their only child be male may soon realise that a daughter could be a better investment. Bosses know full well that a team of both men and women is more creative and efficient than one comprised of only men.” Source: “Women Are Drivers of Global Growth,” Aude Zieseniss de Thuin, founder and president of the Women’s Forum for the Economy and Society (FT)

14. “Power Women 100”/Forbes 25.10.1026 CEOs Public Companies:Vs. Men/Market: +28%* (*Post-appointment)Vs. Industry: +15%

15. *Women decide*Women save*Women spend*Women rule

16. *Women decide*Women save*Women spend*Women rule*In the developed world*In the developing world*The trend is accelerating

17. Part Two: InnovateorDie

18. “Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies.They found that noneof the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times

19. #1

20. 1/45

21. “Experiment fearlessly”Source: BusinessWeek, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

22. “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 toplan—for months.”—Bloomberg by Bloomberg

23. “In business, you reward people for taking risks. When it doesn’tworkout you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.”—Michael Bloomberg

24. He who has the quickest “O.O.D.A. Loops”* wins!*Observe. Orient. Decide. Act. /Col. John Boyd

25. #3

26. We are the company we keep

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

28. CUSTOMERS:“Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.”—Adrian Slywotzky, Mercer Consultants

29. Can you pass the …“Squint test”?

31. “d”iversity

32. #4

33. XFX = #1

34. Never waste a lunch!

35. Lunch > SAP/ Oracle

36. “XFX Social Accelerators.” 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) 4. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present “cool stuff” from “their world” to your group. (B-I-G deal; useful and respectful.) 5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCEADAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.) 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annual All-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets. 7. Discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every Team Meeting.

37. “XFX Social Accelerators.” 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the person in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “all good things.”) 9. Do not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever. (Bosses: Severe penalties for this—including public tongue-lashings.) 10. Get physical!! “Co-location” may well be the most powerful “culture change lever.” Physical X-functional proximity is almost a … guarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash. 11. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.) 12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as an entrepreneur.

38. Loser:“He’s such a suck-up!”Winner:“He’s such a suck-down.”

39. #5

40. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

41. 18seconds

42. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis for Community. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures thatlast. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) [cont.]

43. Listening is ... the engine of superior EXECUTION. Listening is ... the key to making the Sale. Listening is ... the key to Keeping the Customer’s Business. Listening is ... the engine of Network development. Listening is ... the engine of Network maintenance. Listening is ... the engine of Network expansion. Listening is ... Social Networking’s “secret weapon.” Listening is ... Learning. Listening is ... the sine qua non of Renewal. Listening is ... the sine qua non of Creativity. Listening is ... the sine qua non of Innovation. Listening is ... the core of taking Diverse opinions aboard. Listening is ... Strategy. Listening is ... Source #1 of “Value-added.” Listening is ... Differentiator #1. Listening is ... Profitable.*(*The “R.O.I.” from listening is higher than that from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE

44. Enterprise value #1:"We listen intently to and fully engage all with whom we associate."

45. “The West spent … $2.3trillion on foreign aid over the last five decades and still has not managed to get twelve-cent medicines to children to prevent half of all malaria deaths. The West spent $2.3 trillion and still not managed to get three dollars to each new mother to prevent five million child deaths. … But I and many other like-minded people keep trying, not to abandon aid to the poor, but to make sure it reaches them.” —William Easterly, The White Man’s Burden: Why the West’s Effort to Aid the Rest Have Done So Much Ill and So Little Good

46. #6

47. 94%of loans to …women**Microlending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

48. #7

49. $50B+**IBM Global Services

50. “THE GIANT STALKING BIG OIL: How SchlumbergerIs Rewriting the Rules of the Energy Game.”:“IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek cover story, January 2008