Tom Peters’ RE-IMAGINE ! EXCELLENCE/2016 HSM Expo 2016/Tetra Pak Sao Paulo/08 November 2016

1. Tom Peters’ RE-IMAGINE! EXCELLENCE/2016 HSM Expo 2016/Tetra Pak Sao Paulo/08 November 2016 (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com)

2. Conrad’s Commandment

3. CONRADHILTON, 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 …

4. “Remember to tuck the shower curtain inside the bathtub.”

5. INNOVATION

6. INNOVATION I/Lesson50:WTTMSW++

7. WHOEVER TRIES THE MOST STUFF WINS

8. “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

9. “The difference between Bach and his forgotten peers isn’t necessarily that he had a better ratio of hits to misses. The difference is that the mediocre might have a dozen ideas, while Bach, in his lifetime,created more than a thousand full-fledged musical compositions. A genius is a genius, psychologist Paul Simonton maintains, because he can put together such a staggering number of insights, ideas, theories, random observations, and unexpected connections that he almost inevitably ends up with something great.‘Quality,’Simonton writes,‘is a probabilistic function of quantity.’”—Malcolm Gladwell, “Creation Myth,” New Yorker

10. “Fail. Forward. Fast.”—High Tech CEO, Pennsylvania“Fail faster. Succeed sooner.”—David Kelley/IDEO“Move fast. Break things.”—Facebook“Success represents one percent of your work, which results only from the ninety-nine percent that is called failure.”—Soichiro Honda

11. “What really matters is that companies that don’t continue to experiment— COMPANIES THAT DON’T EMBRACEFAILURE — eventually get in a desperate position, where the only thing they can do is make a ‘Hail Mary’ bet at the end.”—Jeff Bezos

12. “If things seem under control, you’re just not going fast enough.” —Mario Andretti, race driver “I’m not comfortable unless I’m uncomfortable.” —Jay Chiat “If it works, it’s obsolete.” —Marshall McLuhan

13. WTTMSASTMSUTFW

14. WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP THE FASTEST WINS

15. “EXPERIMENT FEARLESSLY”Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—TACTIC #1“RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions

16. Try It:Little(Very)BigThings

17. Big carts = 1.5X Source: Walmart

18. Las Vegas Casino/2X:“When Friedmanslightly curvedthe right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrian behavior’—the percentage who entered increased fromone-thirdto nearlytwo-thirds.” —Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas

19. (1) Amenable to rapid experimentation/ failure “free” (PR, $$) (2) Quick to implement/ Quick to Roll out (3) Inexpensive to implement/Roll out (4) Huge multiplier

20. Required: “Try It” Culture

21. “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play.‘Serious play’is not an oxymoron; it is the essence of innovation.”—Michael Schrage,Serious Play

22. “Try It” Culture “Experiment fearlessly” It’s all about attitude! One Big Innovation Lab! Accessible micro-experiment budget! Hyper-quick approval process! Hyper-quick prototyping! Mini-project teams born in a flash! Do “everything at once” (“Let 1,000 flowers bloom”) (Boss as Gardener-in-Chief?)

23. “Culture eats strategy for breakfast.” —Ed Schein/1986

24. “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, Who Says Elephants Can’t Dance

25. We Are What We Eat.We Are Who We Hang Out With.

26. Diversity: “IT IS HARDLY POSSIBLE TO OVERRATE THE VALUE OF PLACING HUMAN BEINGS IN CONTACT WITH PERSONS DIS-SIMILAR TO THEMSELVES, AND WITH MODES OF THOUGHT AND ACTION UNLIKE THOSE WITH WHICH THEY ARE FAMILIAR. SUCH COMMUNICATION HAS ALWAYS BEEN, AND IS PECULIARLY IN THE PRESENT AGE, ONE OF THE PRIMARY SOURCES OF PROGRESS.”—John Stuart Mill

27. 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 strategicdecision about:“Innovate, ‘Yes’ or‘No’ ”

28. “The Bottleneck is at the …“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma …Top of the Bottle”— Gary Hamel/Harvard Business Review

29. Diversity: Board Fit for the Age/2017 Consider a 10-person Board of Directors fit for 2017. Here are my compositional “rules” (categories not mutually exclusive)*: At least two members under 30 At least three women One IT/data analytics superstar One or, better yet, two entrepreneurs One person with a “weird” background—artist, musician, shaman, etc. No more than two (one?) over 60 No more than three (four?) with MBAs (Possible: One VC) (Possible: One designer) (*Partial inspiration: W. Ross Ashby’s “Law of Requisite Variety.” The diversity of the board should roughly match the diversity of the context/environment.)

30. VALUE-ADDED

31. 10 August 2011!

32. Design RULES!APPLEmarket cap > Exxon Mobil**10 August 2011

33. “We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.DESIGN IS THE FUNDAMENTALSOUL OF A MAN-MADE CREATION.”—Steve Jobs

34. “Steve and Jony would discuss corners for hours and hours.” —Laurene Powell Jobs

35. Hypothesis: Men cannot design for women’s needs!!??

36. Women BUY[Everything]!

37. W > 2X (C + I) = $28 TRILLION “Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN.” Source: Headline, Economist

38. W > 2X (C + I)* *“Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 TRILLION in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR

39. Women as Decision Makers/Various sourcesHome Furnishings … 94%Vacations … 92%(Adventure Travel … 70%/ $55B travel equipment)Houses … 91%D.I.Y. (major “home projects”) … 80%Consumer Electronics … 51%(66% home computers) Cars … 68% (influence 90%)Allconsumer purchases … 83%*Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%Health Care … 80%*In the USA women hold >50% managerial positions including >50% purchasing officer positions; hence women also make the majority of commercial purchasing decisions.

40. “The MOST SIGNIFICANT VARIABLEinEVERYsales situation is theGENDER of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.”—Jeffery Tobias Halter, Selling to Men, Selling to Women

41. Can you pass the …“Squint test”?

42. Value-Added on Steroids: The [ENORMOUS][UBIQUITOUS] “Services Added” Opportunity

43. “Rolls-Royce now earns MOREfrom tasks such as managing clients’ overall procurement strategies and maintaining aerospace engines it sells than it does from making them.” —Economist

44. UPStoUPS

45. UPS = United Problem Solvers

46. “It’s all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1,000 engineers who work with customers …”—Bob Stoffel, UPS senior exec

47. MasterCard Advisors

48. Alternatively/ “Value-Added Client Service Maestros …” Tasks. E.g.: *Systems integrators. *Systemic value-added strategists for total Client operations. *Integrated Systems Operators/Managers *Systemic productivity improvement and management *Strategic technology integrators/Value-added tech strategists *Systemic quality management *Client employee training *High value-added subcontractors/full-scale partners for a myriad of Client needs—i.e., a de facto General Store, ready (like Schlumberger above) to do any damn thing the Client would like to have done Roles. E.g.: Advisory Operational: Subcontractors/Managers of subcontractors Joint-venture partners

49. PEOPLE

50. Putting People [REALLY] First