long Tom Peters’ EXCELLENCE . ALWAYS . ONO/Management Forum Madrid/30 November 2006

1. longTom Peters’EXCELLENCE. ALWAYS.ONO/Management ForumMadrid/30 November 2006

2. X.AL.EXCELLENCE. ALWAYS.

3. “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)

4. X.AL.EXCELLENCE. ALWAYS.

5. TheIrreducible209+One Word+The Cup ChallengeThe Sales12260TIBsTom-A-to,Tom-ah-to

6. 3,000,000,0005/42500/900“… America’s god-given right …”

7. “Better By Design”: A National StrategyNZ = Design Excellence

8. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

9. “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

10. “Ford, GM and Chrysler do not just make cars expensively … they make bad cars expensively.”—Investec analyst, International Herald, 0805.06

11. “Forbes100” from 1917 to 1987:39members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly underperformed the market; just 2 (2%), GE&Kodak,outperformed the market from 1917 to 1987.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

12. Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed halfof Korea’s 30 largest conglomerates.”Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)

13. S&P Stability Ratings*19852006Low Risk 41% 13%Average Risk 24% 14%High Risk35% 73%*Likelihood of stable long-term earnings growthSource: Fortune (2 October 2006)

14. Flat as a Pancake (Or Worse)Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE

15. The last word: There is no last word.

16. “It is generally much easier tokill an organizationthan change it substantially.”—Kevin Kelly, Out of Control

17. C.E.O.to C.D.O.

18. TP#1*:Netscape!*Where would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you rather to be able to tell someone—e.g., grandchild—that you worked?)

19. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA. HA.

20. “It is generally much easier tokill an organizationthan change it substantially.”—Kevin Kelly, Out of Control

21. Message/Implication: go for it!C.E.O.to C.D.O.

22. EXCELLENCE. ALL . YOU. NEED. TO. KNOW.

23. 25

24. “20-minute rule”—Craig Johnson/30 yrs

25. “One bank is currently claiming to …‘leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets.” —Charles Handy

26. “I assume that it is just saying that it isthere to‘help its customers wherever they are’.” —Charles Handy

27. EXCELLENCE. ALL. YOU. NEED. TO. KNOW.ANYWHERE.ANY MARKET.ANY TIME.

28. Jim’s Group

29. EXCELLENCE. SIBERIA.

30. “Why in the world did you go to Siberia?”

31. Raging Success = P-SQUARED. C. E-CUBED.

32. People.Product.Clients.Execution.Enthusiasm.Excellence.

33. “To me business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.”—Richard Branson

34. People.Product.Clients.Execution.Enthusiasm.Excellence.Resilience.Relentless. Senility.

35. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. HandsOn, Value-Driven 6. Stick to the Knitting 7. SimpleForm, LeanStaff 8. Simultaneous Loose-Tight Properties”

36. The older I get the less boring the “basics” become!

37. EXCELLENCE. INNOVATE. OR. DIE.

38. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

39. EXCELLENCE. INNOVATE. ALL. WRONG.

40. “I don’t believe in economies of scale.You don’t get better by being bigger. You get worse.”—Dick Kovacevich/Wells Fargo

41. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”—Mark Sirower, The Synergy Trap

42. More Than $$$$#1R&D spending, last 25 years/USA?

43. GM

44. EXCELLENCE. INNOVATE. ALL. WRONG.

45. The Mess Is the Message!Period!

46. EXCELLENCE. INNOVATE. TACTICS.

47. We become who we hang out with!

48. Innovation’s Saviors-in-WaitingDisgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

49. Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard

50. Employees:“Are thereenoughweird peoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director