Tom Peters’ X25* EXCELLENCE. ALWAYS. Colorado Springs/01 June 2007 * In Search of Excellence 1982-2007

1. Tom Peters’ X25*EXCELLENCE. ALWAYS.Colorado Springs/01 June 2007*In Search of Excellence 1982-2007

2. NOT YOUR FATHER’S WORLD!

3. “Copper Thieves Cause Havoc for Commuters”—The Guardian (London) 28.05.07

4. “china and India set sights on moon mission”Source: Headline/FT/05.30.2007

5. APPARENTLY, NOT YOUR WORLD, EITHER!

6. “[Former Fed Vice-chairman Alan] Blinder … remains an implacable opponent of tariffs and trade barriers. But now he is saying loudly that a new industrial revolution—communication technology that allows services to be delivered from afar—will put as many as 40 million Americanjobs at risk of being shipped out of the country in the next decade or two.”*—Wall Street Journal /0328 *Blinder: 40 million = “only the tip of a very big iceberg.”

7. Slides at …tompeters.com

8. Excellence. “then.”now.THE ONE THING you need to know …

9. 25

10. “Make sure your executive team includes top talent in design, engineering and manufacturing, because that’s youronly! priority—to build! Cars! People! Want! to buy!.Hot styling sells them and quality keeps them sold.” — Lee Iacocca,Where Have All the Leaders Gone?

11. EXCELLENCE. CIRCA 1982.

12. 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”

13. EXCELLENCE. ASPIRATION.2006.

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

15. 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!

16. 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

17. EXCELLENCE. ASPIRATION.UNIVERSAL.

18. Wegmans/Number One

19. EXCELLENCE. ASPIRATION.UNIVERSAL.

20. 7:30AM/830PM/7/1200AM/Friday/4M Dog Biscuits/ Red Button

21. EXCELLENCE. ASPIRATION.UNIVERSAL.

22. Jim’s Group

23. Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

24. Basement Systems Inc.

25. *Basement Systems Inc./Larry Janesky*Dry Basement Science (115,000!)*2006: $50,000,000+

26. BIG???EXCELLENCE?

27. “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

28. “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

29. Dick Kovacevich:You don’t get better by being bigger. You get worse.”

30. $36Bminus $675M

31. Daimler. And Dumb. Both Start with “d.”

32. Mission impossible?$36B/’98minus $675M/‘07

33. “Marriage in heaven”—Daimler-Benz and Chrysler exchange vows, circa 1998 (Jürgen Schrempp)“the divorce on earth”—Daimler exec, circa 2007, on probable Cerberus private equity purchase of Chrysler from Daimler

34. DaimlerChrysler/’98-’07:Duh, Duh, Duh, Duh and … DuhManifoldSynergies/NoSevere Scale limits/YesCulture clashes/YesRushmorean ego issues/YesCustomer acceptance /No

35. “Despite a decade of banking mergers, there is no evidence that big banks are any more efficient or profitable than their smaller rivals.”—Financial Times, 0329, on possible Barclays-ABN Amro merger (“When it comes to asking the stock market whether bigger banks are better, the answer is a resounding ‘no.” —Citigroup analysis, 2006)

36. “Mr Zetsche, head of Chrysler from 2000 to 2005, denied he should take any responsibility for the U.S. carmaker’s troubles …”—Financial Times /05.29.07

37. “Mr Zetsche, head of Chrysler from 2000 to 2005, denied he should take any responsibility for the U.S. carmaker’s troubles …”—Financial Times /05.29.07

38. Small Giants: Companies That Choose To Be Great Instead Of Big—by Bo Burlingham

39. EXCELLENCE. INNOVATE. OR. DIE.

40. InnoTac64

41. revenue matters most

42. “Our whole story is growing revenue.”—Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)

43. CR O**Chief Revenue Officer

44. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it.Screw it up.Try it. Try it. Try it. Try it. Try it. Try it. Try it.Screw it up.it. Try it. Try it. try it. Try it.Screw it up.Try it. Try it. Try it.

45. What makes God laugh?

46. Peoplemakingplans!

47. do things.

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

49. drill.

50. “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.” Source: The Hunters, by John Masters, Canadian O & G wildcatter