Why in the World did you go to Siberia ?

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

2. 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

3. Over-rated:Big companies!Public companies!“Cool” industries!Stability (“Built to last”)!Famous CEOs!

4. “Spend less time with your customers!”

5. Welcome to Tom Peters “PowerPoint World”! Beyond the set of slides here, you will find at tompeters.com the last eight years of presentations, a basketful of “Special Presentations,” and, above all, Tom’s constantly updatedMaster Presentation—from which most of the slides in this presentation are drawn. There are about 3,500 slides in the 7-part “Master Presentation.” The first five “chapters” constitute the main argument: Part I is context. Part II is devoted entirely to innovation—the sine qua non, as perhaps never before, of survival. In earlier incarnations of the “master,” “innovation” “stuff” was scattered throughout the presentation—now it is front and center and a stand-alone. Part III is a variation on the innovation theme—but it is organized to examine the imperative (for most everyone in the developed-emerging world) of an ultra high value-added strategy. A “value-added ladder” (the “ladder” configuration lifted with gratitude from Joe Pine and Jim Gilmore’s Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of “micro-marketing” there are two macro-markets of astounding size that are dramatically under-attended by all but a few; namely women and boomers-geezers. Part V underpins the overall argument with the necessary bedrock—Talent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Part VII is a collection of a dozen Lists—such as Tom’s “Irreducible 209,” 209 “things I’ve learned along the way.” Enjoy! Download! “Steal”—that’s the whole point!

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

7. Tom Peters’ EXCELLENCE. ALWAYS.15 Notions.London/28 April 2008

8. Slides at tompeters.com

9. Dedicated to David O. Stewart, author of The Summer of 1787, and the late Governor Ann Richards—thanks for the “blinding flash of the obvious”

10. “Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.” Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

11. #1/15

12. “We Have …Thank you, Starbucks!

13. Internal organizational excellence* = Deepest “Blue Ocean”

14. *Internal organizational excellence = “Brandinside”

15. B(I) > B(O)

16. #14

17. The Common CEO Lament:“If everything had been good, then everything would have been fine.”**Annual Reports: Good, “Our strategy … Bad, “Unexpected …”

18. Black Swans:This is how you earn your pay!* ***See: The Black Swan: The Impact of the Highly Improbable, Nassim Nicholas Taleb*WSC: “When the seas are calm all ships alike show mastership in sailing.”

19. ***500 cell phones vibrate at once***We have been “Estonia-ed”

20. Notes to myself …Resilience (??)

21. Attributes of resilient people:Inner calm (Buddhist?) High self-knowledge (“comfortable in own skin”)Breadth of experience—drove a cab, worked construction, ran Alaska tours … as well as more traditional stuffSense of, “Ah, my moment” (Giuliani)Lover of modestly controlled chaos (bored amidst calm—FDR)Reach out effortlesslyReach out effortlessly to a wide variety of peopleBizarrely energeticKnown for integrity, in the sense of “straight shooter”Hires resilient people in key positions! (All senior leadership roles?)Maintains sense of humorEmpathy (“I feel your pain”)“Cruelty” (Must make tough decisions instantaneously, without looking back; not “confident,” but overwhelming sense of urgency to press ahead)Decisive but not rigidStrong individual, strong team playerUnderstands the chain of command—and is flexibleComfortable being challenged by thinkers, but a strong “doer” bias overallA person of Hope (religious?)Not necessarily: ex-college QB, comeback rep (Why: All within the rules, with in the context of that which has been practiced)Better: Ocean sailboat racer; ER doc; public health doc astronaut; combat experience as NCO; hostage negotiator; survived in hopeless circumstances through guile and grit; seeks “independent duty”Tests: lights go out during interview, followed by fire alarm, etc; focus on in reference checks

22. Attributes of resilient organizations:Hire resilient folks at all levels and in all functions—explicit about so doingPromote resilienceDecentralization (organization structure, physical, systems)RedundancyFinancial paddingExcellent equipmentAbility to get by without IS-IT!!Test in uncomfortable situationsPromote an unusually high share of mavericksDiversity per se

23. #2

24. Thank you, Mark and Rich!

25. MBWA:5K/5M

26. 5,000 miles for a 5-minute face-to-face meeting

27. The “Have you …” 50**See Appendix One

28. “Mapping your competitive position”*or …*Rich D’Aveni/HBR

29. 1. Have you in the last 10days …visited a customer?2. Have you called a customer … TODAY? * * *

30. 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 3. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three hours? 6. Have you thanked a frontline employee for carrying around a great attitude … today? 7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operation? 8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)

31. You = Your calendar**Calendars neverlie

32. “You must bethe change you wish to see in the world.”Gandhi

33. “It’s always showtime.”—David D’Alessandro, Career Warfare

34. “I am a … Dispenser of Enthusiasm!”—Ben Zander

35. #3

36. Conrad says …

37. Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in you long and distinguished career?” His immediate answer: “remember to tuck the shower curtain inside the bathtub”

38. TGW+TGR

39. 2-cent candy

40. ??????— Magician of Magical Moments!— Maestro of Moments of Truth!— Recruiter of Raving Fans!— Impresario of First Impressions!— Wizard of WOW!— Captain of Brilliant Comebacks!— Director of Electronic Customer Experiences!— Conductor of Customer Intimacy!— King of Customer Community!— Queen of Customer Retention!— CEO of Ownership Experience!— Managing Director of After-sales Experience!

41. Quandary?!3M’s Innovation Crisis: How Six Sigma Almost Smothered Its Idea CultureSource: Title/Cover Story, BW, 0611.07 (“What’s remarkable is how fast a culture can be torn apart,” 3M lead scientist; “In an innovation economy, [6 Sigma] is no longer a cure all”/BW)

42. #4

43. Tom says …

44. 1/40

45. “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

46. “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

47. “Fail . Forward. Fast.”High Tech CEO, Pennsylvania

48. 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.Screw it up.it. Try it. Try it. try it. Try it.Screw it up.Try it. Try it. Try it.

49. “You miss 100% of the shots you never take.”—WayneGretzky

50. Joe J. Jones 1942 – 2008 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!