Conrad Hilton …

1. Conrad Hilton …

2. 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 …

3. “remember to tuck the shower curtain inside the bathtub.”

4. “Execution isstrategy.”—Fred Malek

5. “In real life, strategy is actually very straightforward. Pick a general direction … andimplementlikehell.”—Jack Welch

6. “Costco figured out the big,simple things and executedwith total fanaticism.”—Charles Munger, Berkshire Hathaway

7. “When assessing candidates, the first thing I looked for was energy and enthusiasm for execution: Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played—or does she keep wandering back to strategy or philosophy?”—Larry Bossidy, Execution

8. Observed closely: The use of“I”or“We”during a job interview, when asked to talk about a successful project. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo Clinic

9. “I love what I do, but the screenplays don’t happen in the white heat of inspiration. It’s the oldest trick in the book. I get up at five o’clock every morning and I work flat out until I’m exhausted. I may not be the smartest guy onthe block—but, goddammit, I am the most tenacious.” —John Logan, screenwriter, Hugo et al.

10. Little = BIG

11. Big carts = 1.5X Source: Walmart

12. Bag sizes = New markets: $B Source: PepsiCo

13. 120-oz container to ketchup-bottle size laundry-detergentconcentrate (100% conversion):1/4th packaging; 1/4th weight; 1/4th cost to ship; 1/4th space on ships, trucks, shelves. 3 years: 95M #s plastic resin saved, 125M #s cardboard conserved, 400M less gallons of water shipped, 500K gallons less diesel fuel, 11M less #s CO2 released)Source: Force of Nature: The Unlikely Story of Walmart’s Green Revolution, Edward Humes

14. K = R = P

15. “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay,American Statesman (1777-1852)

16. K = R = P

17. Kindness = Repeat Business = Profit.

18. Excellence NOW Tom Peters/14 March 2012 New Zealand Food & Grocery Council (slides @ tompeters.com) (MOAP @ excellencenow.com)

19. Service

20. Organizations exist to serve. Period. Leaders live to serve. Period.

21. Excellence

22. 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”

23. “Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence

24. Hard is Soft. Soft is Hard.

25. iPad/$4 billionof $300 billion negative USA trade balance with China (2011)

26. Landed iPad cost: $275 = Basis forImputedUSA negative trade balance with ChinaActual China cost: $10 (Chinese labor 2% of landed cost)Source: Personal Computing Industry Centre (Economist)

27. iPad/$4 billion of $300 billion negative USA trade balance with China (2011)Or … $150 million?**$4B/$150M = 27X

28. Immoderation

29. Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10.Avoid moderation!

30. 14,00020,00030

31. 14,000/eBay20,000/Amazon30/Craigslist

32. “We are crazy. We should do something when people say it is ‘crazy.’If people say something is ‘good’, it means someone else is already doing it.”—Hajime Mitarai, Canon

33. “Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40years for 1,000 U.S. companies.They found thatnoneof the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.”—Financial Times

34. MittELstand* ** * “agile creatures darting between the legs of the multinational monsters"(Bloomberg BusinessWeek, 10.10) **E.g. Goldmann Produktion

35. Wow!

36. Zappos 10 Corporate ValuesDeliver “WOW!” through service.Embrace and drive change.Create fun and a little weirdness.Be adventurous, creative and open-minded.Pursue growth and learning.Build open and honest relationships with communication.Build a positive team and family spirit.Do more with less.Be passionate and determined.Be humble. Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com

37. Design Rules!APPLE market cap > Exxon Mobil**August 2011

38. “Design is treated like a religion at BMW.”*—Fortune*APPLE market cap > Exxon Mobil (August 2011)

39. “Insanely Great”Steve Jobs“Radically thrilling” BMW

40. Hypothesis:DESIGN is the principaldifference between love and hate!**Not “like” and “dislike”

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

42. !

43. Four [really] First things Before First Things …

44. #1

45. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

46. “People leave managers not companies.” —Dave Wheeler

47. #2

48. XFX = #1* *Cross-Functional eXcellence

49. Never waste a lunch!

50. “Allied commands depend on mutual confidence and this confidence is gained, above all through thedevelopment offriendships.” —General D.D. Eisenhower, Armchair General* *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command.”