LONG Tom Peters’ Excellence NOW Innovate or Die World Innovation Forum/Leon/24 May 2012

1. LONG Tom Peters’ Excellence NOW Innovate or Die World Innovation Forum/Leon/24 May 2012 (Slides at tompeters.com/Also see excellencenow.com)

2. 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”

3. “Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence

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

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

6. People First! People Second ! People Third! People Fourth! People Fifth! People Sixth!

7. “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

8. “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)

9. "When I hire someone, that's when I go to work for them.”—John DiJulius, "What's the Secret to Providing a World-class Customer Experience"

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

11. If you want to WOW your customers then you must firstWOW those who WOW the customers!

12. EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies

13. “People leave managers not companies.” —Dave Wheeler

14. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

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

16. “The fourmost importantwords in any organization are …

17. The four most important words in any organization are …“What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

18. “Employees who don't feel significant rarely make significant contributions.”—Mark Sanborn

19. “We are ladies and gentlemen serving ladies and gentlemen.” —Horst Schulze (Ritz Carlton Credo)

20. “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” —Maya Angelou

21. 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.

22. “We are a ‘LifeSuccess’ Company.”Dave Liniger, founder, RE/MAX

23. “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 (the story of RE/MAX)

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

25. 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

26. 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

27. “Leaders‘do’ people. Period.”—Anon.

28. Les Wexner:From sweaters to people!* *Limited Brands founder Les Wexner queried on astounding long-term success—said, in effect, it happened because he got as excited about developing people as he had been about predicting fashion trends in his early years

29. TP: “How to throw $500,000 into the sea in one easy lesson!!”

30. < CAPEX> People!

31. Luiza Helena, Magazine Luiza

32. 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

33. Conrad Hilton’s Message

34. ConradHilton, 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 …

35. “remember to tuck the shower curtain inside the bathtub.”

36. You get ‘em in the door with “location, location, location”—and a terrific architect. You keep ‘em coming back with the tucked in shower curtain!**Profit rarely comes from transaction #1; it is a byproduct of transaction #2, #3, #4 …

37. “Execution isstrategy.”—Fred Malek

38. WOW!!Observed closely: The use of“I”or“we”during a job interview. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo Clinic

39. The “Innovate or Die”9

40. #1

41. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

42. “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.”—John Masters, Canadian O & G wildcatter

43. Lesson46: WTTMSW

44. Whoever Tries The Most Stuff Wins

45. “The difference between Bach and his forgotten peers isn’t necessarily that he had a better ratio of hits to misses. The difference is that the mediocre might have a dozen ideas, while Bach, in his lifetime, created more than a thousand full-fledged musical compositions. A genius is a genius, psychologist Paul Simonton maintains, because he can put together such a staggering number of insights, ideas, theories, random observations, and unexpected connections that he almost inevitably ends up with something great. ‘Quality,’Simonton writes,‘is a probabilistic function of quantity.’”—Malcolm Gladwell, “Creation Myth,” New Yorker, 0516.11

46. Lesson46: Better yet:WTTMS(TF)W

47. Whoever Tries The Most Stuff (The Fastest) Wins

48. “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

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

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