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Tom Peters’ Excellence. Always. Baltic Management Conference Vilnius/23 March 2009. NOTE : To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”. #1. Good times and [especially] bad: Ex-cell-
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Tom Peters’ Excellence. Always. Baltic Management Conference Vilnius/23 March 2009
NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”
“Mr. Watson, how long does it take to achieve Excellence?”
Excellence. Always. If not Excellence, what??? If not Excellence now, when???
“It suddenly occurred to me that in the space of two or three hours he never talked about cars.”—Les Wexner
Message from a banker, circa 1988: “Tom let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”
“Too Much Cost, Not Enough Value” … “Too Much Speculation, Not Enough Investment” … “Too Much Complexity, Not Enough Simplicity” … “Too Much Counting, Not Enough Trust” … “Too Much Business Conduct, Not Enough Professional Conduct” … “Too Much Salesmanship, Not Enough Stewardship” … “Too Much Focus on Things, Not Enough Focus on Commitment” … “Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values” … “Too Much ‘Success,’ Not Enough Character” —chapter titles from John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)
“Managers have lost dignity over the past decade in the face of wide spread institutional breakdown of trust and self-policing in business.To regain society’s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians.In other words, it is time that management became a profession.”—Rakesh Khurana & Nitin Nohria, “It’s Time To Make Management a True Profession,” HBR/10.08
Response to “most important contribution”:“I focused this discipline on People and Power; on Values, Structure, and Constitution; andabove all, on responsibilities—that is, focused the Discipline of Management on management as a truly liberal art.”
“When the seas are calm, all ships alike show mastery in floating.”—WSC
On NELSON:“[other] admirals more frightened of losing than anxious to win”
Could Thoroughly Rotten Times Be The Ultimate Opportunity For Greatness/Excellence?* (*Hint: The Answer May Be/Is “Yes.”) (*Hint: What’s the Alternative?) XXXXXX/The Grove/15.01.09
“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
“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies.They found that noneof the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times
“Data drawn from the real world attest to a fact that is beyond our control:Everything in existence tends to deteriorate.”—Norberto Odebrecht, Education Through Work
Dick Kovacevich:You don’t get better by being bigger. You get worse.”
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
*Lived in same town all adult life*First generation that’s wealthy/ no parental support*“Don’t look like millionaires, don’t dress like millionaires, don’t eat like millionaires, don’t act like millionaires”*“Many of the types of businesses [they] are in could be classified as ‘dull- normal.’ [They] are welding contractors, auctioneers, scrap-metal dealers, lessors of portable toilets, dry cleaners, re-builders of diesel engines, paving contractors …”Source: The Millionaire Next Door, Thomas Stanley & William Danko
Conrad Hilton, at a gala celebrating his career, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer …
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”
“Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence
Hard Is Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships))
“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”—Lou Gerstner
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
