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Explore the concept of excellence from past to present, highlighting key elements for success. Learn from industry leaders and innovators while understanding the importance of innovation and differentiation in today's competitive landscape. Discover how to cultivate a culture of excellence in all endeavors.
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Tom Peters’ X25*EXCELLENCE. ALWAYS.Colorado Springs/01 June 2007*In Search of Excellence 1982-2007
“Copper Thieves Cause Havoc for Commuters”—The Guardian (London) 28.05.07
“[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.”
“Make sure your executive team includes top talent in design, engineering and manufacturing, because that’s your only!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?
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”
Why in the World did you go to Siberia?
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
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
*Basement Systems Inc./Larry Janesky*Dry Basement Science (115,000!)*2006: $50,000,000+
WallopWal*Mart16**Or: Why it’s so ABSURDLY EASY to BEATa GIANT Company
The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.) *Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *“Dramatically Different” (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete on value/experience/ intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)
Small Giants: Companies That Choose To Be Great Instead Of Big—by Bo Burlingham
“You do not merely want to be the best of the best.You want to be considered the only ones who do what you do.”—Jerry Garcia
“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
Dick Kovacevich:You don’t get better by being bigger. You get worse.”
“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
DaimlerChrysler/’98-’07:Duh, Duh, Duh, Duh and … DuhManifoldSynergies/NoSevere Scale limits/YesCulture clashes/YesRushmorean ego issues/YesCustomer acceptance /No
“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
“Our whole story is growing revenue.”—Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)
The Commerce Bank Model“cost cutting is a death spiral.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman
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.
“We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher
“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
“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
