Tom Peters’ Excellence. Always. Shanghai/25-27 April 2009

1. Tom Peters’ Excellence. Always. Shanghai/25-27 April 2009

2. NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

3. AGENDAPart ONE … EXCELLENCE. ALWAYS./25.04Part TWO … INNOVATION IMPERATIVE, the NEXT STEP/26.04Part THREE … PEOPLE-PEOPLE-PEOPLE. PERIOD./26-7.04Part FOUR … LEADERSHIP for EXCELLENCE & INNOVATION/27.04

4. AGENDAPart ONE … EXCELLENCE. ALWAYS./25.04Part TWO … INNOVATION IMPERATIVE, the NEXT STEP/26.04Part THREE … PEOPLE-PEOPLE-PEOPLE. PERIOD./26-7.04Part FOUR … LEADERSHIP for EXCELLENCE & INNOVATION/27.04

5. Part THREE

6. Peo-ple

7. Tom Peters’ Excellence. Always. People. Period. Shanghai/25-26 April 2009

8. Slides at …tompeters.com

9. If not Excellence, What? If Not Excellence Now, When? Excellence. Always. Period.

10. people power:The talent 38

11. 1. People First!

12. 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

13. 2. Priority! First Things First!

14. TP: “How to throw away $500,000 in one easy lesson!!”

15. < CAPEX> People!

16. 3. The Alpha. The Omega. And everything in between.

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

18. 4. FUNDAMENTAL PREMISE: We Are in an Age of Talent/ Creativity/ Intellectual-capital Added.

19. Agriculture Age(farmers)Industrial Age(factory workers)Information Age(knowledge workers)Conceptual Age(creators and empathizers)Source: Dan Pink, A Whole New Mind

20. Up,Up,Up, Upthe Value-added Ladder.

21. “Human creativity is the ultimate economic resource.”—Richard Florida,The Rise of the Creative Class

22. 5. Diversity = creativity. Period. No Substitute.“Strategic” Issue.

23. “Are thereenoughweird peoplein the lab these days?”—V. Chmn., pharmaceutical house, to a lab director

24. CM Prof Richard Florida on “Creative Capital”: “You cannot get a technologically innovative place … unless it’s open to weirdness, eccentricity and difference.”Source: New York Times/06.01.2002

25. 6. Talent “Excellence” in Every Part of Every Organization.

26. Wegmans:#1/100“Best Companies to Work for”/2005

27. Groceries!

28. 7. Talent “Excellence” Stretches Far Beyond Our Borders.

29. We become who we spend time with.

30. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

31. 8. P.O.T./ Pursuit Of Talent = OBSESSION.

32. “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.”—Warren Bennis & Patricia Ward Biederman, Organizing Genius

33. PARC’s Bob Taylor:“Connoisseur of Talent”

34. 9. Talent Masters Understand Talent’s Intangibles.

35. A Few Lessons from the ArtsEach hired and developed and evaluated in unique ways(23 contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators)Attitude/Enthusiasm/Energy paramountRe-lent-less!“Practice is cool”(G Leonard/Mastery)Team and individual Aspire to EXCELLENCE = ObviousEx-e-cu-tionTalent = Brand = Duh“The Project” rulesEmotional languageBit players. No.B.I.W.(everything)Delta events = Delta rosters(incl leader/s)

36. 10.HR Is “Cool.”

37. Are you …“Rock Stars of the Age of Talent”?

38. 11. HR Sits at The Head Table.

39. A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First:Separating financial forecasting and performance measurement.Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second:Putting HR on a par with finance and marketing.

40. 12. There Is an “HR Strategy”/ “HR Vision”

41. What’s your company’s …EVP/IBP?**Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promiseper TP

42. EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employabilitySource: Ed Michaels, The War for Talent; TP

43. 13. Acquire for Talent!

44. Omnicom's acquisitions:“not for size per se”; “buying talent;” “deepen a relationship with a client.”Source: Advertising Age

45. 14. There Is a blockbuster Recruitment Strategy.

46. “Busy Executives Fail To Give Recruiting Attention It Deserves”—Headline, WSJ, 1121.05

47. #1.Strategic.Priority.Period.

48. “In short, hiring is the most important aspect of business and yet remains woefully misunderstood.” Source: Wall Street Journal, 10.29.08, review ofWho: The A Method for Hiring, Geoff Smart and Randy Street

49. “Development can help great people be even better—but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.”—Paul Russell, Director, Leadership & Development, Google

50. 15. There is a “secret” to Satisfied people.