Conrad’s Commandment …

1. Conrad’s Commandment …

2. 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 …

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

4. “EXECUTION ISSTRATEGY.”—Fred Malek

5. “In real life, strategy is actually very straightforward. Pick a general direction … andimplementlikehell.”—Jack Welch

6. “Amateurs talk about strategy. Professionals talk about logistics.” —General Omar Bradley, commander of American troops/D-Day

7. Tom Peters’ RE-IMAGINE! EXCELLENCE.2015 St. Regis Saadiyat Island Resort 16 November 2015 (Today’s slides and 10+ years of presentation slides at tompeters.com; also see our annotated 23-part Master Compendium at excellencenow.com)

8. INNOVATE OR PERISH!

9. Lesson49:WTTMSW

10. WHOEVER TRIES THE MOST STUFF WINS

11. 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

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

13. 1950-1980: R.A.F./Ready. Aim. Fire. 1981-2010: R.F.A./Ready. Fire! Aim. 2010-20??: F.F.F./Fire! Fire! Fire!

14. “WE HAVE A ‘STRATEGIC PLAN.’ IT’S CALLED ‘DOING THINGS.’ ”—Herb Kelleher“DON’T ‘PLAN.’ DO STUFF.”—David Kelley/IDEO

15. “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

16. “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play.‘SERIOUS PLAY’is not an oxymoron; it is the essence of innovation.”—Michael Schrage,Serious Play

17. COROLLARY:WTTMSASTMSUW

18. “The secret of fast progress is INEFFICIENCY, fast and furious and numerous failures.”—Kevin Kelly

19. “Ideas Economy: CAN YOUR BUSINESS FAIL FAST ENOUGH TO SUCCEED?” Source: ad for Economist Conference/0328.13/Berkeley CA (caps are the Economist’s)

20. WTTMSASTMSUW

21. WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP WINS

22. “FAIL. FORWARD. FAST.”—High Tech CEO, Pennsylvania“FAIL FASTER. SUCCEED SOONER.”—David Kelley/IDEO“MOVE FAST. BREAK THINGS.”—Facebook

23. “ ‘Success,’ [Soichiro] Honda said, ‘can only be achieved through repeated failure and introspection.SUCCESS REPRESENTS ONE PERCENT OF YOUR WORK, WHICH RESULTS ONLY FROM THE NINETY-NINE PERCENT THAT IS CALLED FAILURE.’ ” —Jeffrey Rothfeder, Driving Honda: Inside the World’s Most Innovative Car Company

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

25. “In business, you REWARD people for taking RISKS.WHEN IT DOESN’T WORK OUTYOU PROMOTE THEM —because they were willing to try new things.”—Michael Bloomberg “What really matters is that companies that don’t continue to experiment— COMPANIES THAT DON’T EMBRACE FAILURE — eventually get in a desperate position, where the only thing they can do is make a ‘Hail Mary’ bet at the end.” —Jeff Bezos “It is not enough to ‘tolerate’ failure— YOU MUST ‘CELEBRATE’ FAILURE.” —Richard Farson (Whoever Makes the Most Mistakes Wins)

26. ‘PROMOTE’ ‘EMBRACE’ ‘CELEBRATE’

27. Tempo: WTTMSASTMSUTFW

28. “If things seem under control, you’re just not going fast enough.” —Mario Andretti, race driver “I’m not comfortable unless I’m uncomfortable.” —Jay Chiat “If it works, it’s obsolete.” —Marshall McLuhan

29. WTTMSASTMSUTFW

30. WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP THE FASTEST WINS

31. WTTMSASTMSUTFW

32. WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP THE FASTEST WINS

33. “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

34. CREATING A “TRY IT” “CULTURE”: “100% MAD SCIENTISTS AROUND HERE” NOTOPTIONAL

35. ORGANIZATION AS VIBRANTLEARNINGLAB

36. “Try It” Culture “Experiment fearlessly” (BusWeek/Innovators’ #1 attribute) It’s all about attitude! One Big Innovation Lab! Micro-experiment budget! Hyper-quick approval process! Hyper-quick prototyping! Mini-project teams born in a flash! Do “everything at once” (“Let 1,000 flowers bloom”) (Boss as Gardener-in-Chief?)

37. “Try it” Culture No “bad ideas” except inaction Transparency/Publish everything “Get it right the 79th time” Reward clever/excellent failures Celebrate constantly!/ Wee rewards!/Recognition!!!/ “Mad scientist club”! Master “nudgery” (Little BIG Things) Encourage/Reward cross-functional excellence (A special category!)

38. ‘PROMOTE’ ‘EMBRACE’ ‘CELEBRATE’ ‘SERIOUS PLAY’

39. “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Yet I came to see in my time at IBM that culture isn’t just one aspect of the game —IT IS THE GAME.” —Lou Gerstner, Who Says Elephants Can’t Dance

40. WSJ/0910.13: “What matters most to a company over time? Strategy or culture? Dominic Barton, Managing Director, McKinsey & Co.:“Culture.”

41. Leader Job #1:MICRO-MANAGE “CULTURAL OVERSIGHT”

42. Hard is Soft. Soft is Hard.

43. Hard (numbers, plans)is Soft. Soft (people/relationships)is Hard.

44. We Are What We Eat.We Are Who We Hang Out With.

45. Diversity: “IT IS HARDLY POSSIBLE TO OVERRATE THE VALUE OF PLACING HUMAN BEINGS IN CONTACT WITH PERSONS DIS-SIMILAR TO THEMSELVES, AND WITH MODES OF THOUGHT AND ACTION UNLIKE THOSE WITH WHICH THEY ARE FAMILIAR. SUCH COMMUNICATION HAS ALWAYS BEEN, AND IS PECULIARLY IN THE PRESENT AGE, ONE OF THE PRIMARY SOURCES OF PROGRESS.”—John Stuart Mill

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

47. 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 strategicdecision about:“Innovate, ‘Yes’ or‘No’ ”

48. We Are What We Eat.Hanging Out With …EVERYONE

49. “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of crowdsourcing.”—Headline, FT

50. We Are What We Eat: The “Fred Smith Question”