1,000,000

1. 1,000,000

2. CONRAD HILTON, 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. Tom Peters’ Re-ImagineEXCELLENCE! NORDIC BUSINESS FORUM Jyvaskyla/27 September 2013 (Slides at tompeters.com and excellencenow.com)

5. Context

6. Foxconn/China: 1,000,000robots in next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

7. Legal industry/Pattern Recognition/ Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

8. “Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasonedreporter, and driven vehicles on urban highways with far better control than a human driver.” —Christopher Steiner,Automate This: How Algorithms Came to Rule the World

9. “The root of our problem is not that we’re in a Great Recession or a Great Stagnation, but rather that we are in the early throes of a Great Restructuring. Our technologies are racing ahead, but our skills and organizations are lagging behind.” Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

10. GeneticsRoboticsInformaticsNanotechnology

11. Excellence!

12. “Why in the World did you go to Siberia?”

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

14. Hard is Soft. Soft is Hard.

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

16. 1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

17. “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)

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

19. Brand = Talent.

20. 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

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. 2/year.

23. Promotion Decisions“life and death decisions”Source: Peter Drucker, The Practice of Management

24. “A man should never be promoted to a managerial position if his vision focuses on people’s weaknessesrather than on their strengths.”—Peter Drucker,The Practice of Management

25. Reductionist Leadership Training “Aggressive ‘professional’ listener.” Expert at questioning. (Questioning “professional.”) Meetings as leadership opportunity #1. Creating a “civil society.” Expert at “helping.” (Helping “professional.”) Expert at holding productive conversations. Fanatic about clear communications. Fanatic about training. Master of appreciation/acknowledgement. Effective at apology. Creating a culture of automatic helpfulness by all to all. Presentation excellence. Conscious master of body language. Master of hiring. (Hiring “professional”) Master of evaluating people. Time manager par excellence. Avid practitioner of MBWA/Managing By Wandering Around. Avid student of the process of influencing others per se. Student of decision-making and devastating impact of irrational aspects thereof. Brilliantly schooled student of negotiation. Creating a no-nonsense execution culture. Meticulous about employee development/100% of staff. Student of the power of “d”iversity (all flavors of difference). Aggressive in pursuing gender balance. Making team-building excellence everyone’s daily priority. Understanding value of matchless 1st-line management. Instilling “business sense” in one and all.

26. 70 Cents.

27. “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 and Development, Google

28. “C-level”?!

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

30. I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”

31. The Memories That Matter.

32. The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. The long shots (people with “a certain something”) you bet on who surprised themselves—and your peers. The people of all stripes who 2/5/10/20 years later say “You made a difference in my life,” “Your belief in me changed everything.” The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to “change the world.”

33. 1/47

34. Lesson47: WTTMSW

35. WHOEVER TRIES THE MOST STUFF WINS

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

37. “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 to plan—for months.” —Bloomberg by Bloomberg

38. “FAIL. FORWARD. FAST.”High Tech CEO, Pennsylvania

39. Better yet:WTTMSTFW

40. WHOEVER TRIES THE MOST STUFF THE FASTEST WINS

41. We Are What We Eat.

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

43. “Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?”—Fred Smith

44. 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 strategic decision about:“Innovate, ‘Yes’ or‘No’ ”

45. We Are the World.

46. Rob McEwen/CEO/Goldcorp Inc./Red LakeGOLDSource: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

47. MillerCoors: Gender imbalance. Women of Sales peer support. Private network. Attrition plummeted. Teva Canada: Supply chain excellence achieved. Share-Point/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc. IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook Bloomberg: Mobile social media analytics prelude to stock performance Intuit:struggling against H&R Block temp staffing/ customers #1 asset/Live Community, focused on help with transactions (not general, embedded in TurboTax) Social Business By Design: Transformative Social Media Strategies For the Connected Company —Dion Hinchcliffe & Peter Kim

48. We Are What We Read.

49. “If I had to pick one failing of CEOs, it’s that they don’t read enough.”—Co-founder of one of the largest investment services firms in the USA/world

50. Addiction By Design: Machine Gambling in Las Vegas Anti-fragile: Things That Gain From DisorderAutomate This: How Algorithms Came to Rule Our WorldBig Data: A Revolution That Will Transform How We Live, Work, and ThinkConscious Capitalism: Liberating the Heroic Spirit of BusinessCreating Innovators: The Making of Young People Who Will Change the WorldCreation: How Science Is Reinventing Life ItselfCyber War: The Next Threat to National Security and What to Do About ItEmployees First, Customers SecondEverything Bad Is Good For You: How Today’s Popular Culture Is Actually Making Us SmarterExtra Lives: Why Video Games MatterFab: The Coming Revolution on Your Desktop—Fro Personal Computers to Personal FabricationFast Future: How the Millennial Generation Is Shaping the WorldThe Filter Bubble: What the Internet Is Hiding From YouFooled By Randomness: The Hidden Role of Chance in Life and in the MarketsFor the Win: How Game Thinking Can Revolutionize Your BusinessThe Future Arrived YesterdayThe Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the CompetitionHow to Create: The Secret of Human Thought RevealedKnowledge and Power: ?The Information Theory of Capitalism and How It Is Revolutionizing Our WorldThe Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful BusinessesLords of StrategyLoyalty 3.0: ?How Big Data and Gamification Are Revolutionizing Customer and Employee EngagementMakers: The New Industrial RevolutionModels Behaving Badly: Why Confusing Illusion with Reality Can Lead to Disaster on Wall Street and in Life The Myth of American Decline and the Growth of a New EconomyNanotechnology for DummiesOpen Services Innovation: Rethinking Your Business to Grow and Compete in a New EraThe Org: The Underlying Logic of the OfficeThe Power of Co-Creation: Build It With Them to Boost Growth, Productivity and ProfitsPredictive Analytics: The Power to Predict Who Will Click, Buy, Lie or DiePresent Shock: When Everything Happens NowQuiet: The Power of Introverts in a World That Can’t Stop TalkingRace Against The Machine: How the Digital Revolution Is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy Reality Is Broken: Why Games Make Us Better and How They Can Change the WorldRewire: Digital Cosmopolitans in the Age of ConnectionRobot FuturesThe Rise of the Creative ClassThe Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations and the PublicThe Signal and the Noise: Why So Many Predictions Fail—But Some Don’tThe Singularity Is Near: When Humans Transcend BiologySocial Business By Design: Transformative Social Media Strategies for the Connected CompanyThe Startup of You: Adapt to the Future, Invest in Yourself and Transform Your CareerTaming the Big Data Tidal Wave: Finding Opportunities in Huge Data Streams With Advanced AnalyticsThinking, Fast and SlowTo Save Everything, Click Here: The Folly of Technological SolutionismTubes: A journey to the Center of the InternetWait: The Art and Science of Delay, What You Can Change … and What You Can’tWired For War: The Robotics Revolution and Conflict in the Twenty-first CenturyYou Are Not a Gadget