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Tom Peters’ EXCELLENCE. ALWAYS. Grocery Innovations Canada Innovations Alimentaires Canada Toronto Congress Center 27 October 2008. Slides at … tompeters.com. 1,000+.
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Tom Peters’ EXCELLENCE. ALWAYS.Grocery Innovations CanadaInnovations Alimentaires CanadaToronto Congress Center27 October 2008
“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.”
Press Ganey Assoc:139,380 former patients from 225 hospitals:noneof THE top 15 factors determining Patient Satisfaction referred to patient’s health outcomeP.S.directly related to StaffInteractionP.P.S.directly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.”—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin:Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day):Five pianosSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
The 9 Planetree Practices*1. The Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends and Family4. Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing6. Human Touch: The Essentials of Communicating Caring Through Massage7. Healing Arts: Nutrition for the Soul8. Integrating Complementary and Alternative Practices into Conventional Care9. Healing Environments: Architecture and Design Conducive to Health*See the APPENDIX to this presentation for more on PlantreeSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Planetree Health Resources Center/1981Planetree Classification SystemConsumer Health LibrariansVolunteersClasses, lecturesHealth FairsGriffin’s Mobile Health Resource CenterOpen Chart PolicyPatient Progress NotesCare Coordination Conferences (Est goals, timetable, etc.)Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Access to nurses station:“Happen to”vs“Happen with”Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results:Financially successful. Expanding programs-physically. Growing market share. Only hospital in “100 Best Cos to Work for”—7 consecutive years, currently #6.—“Five-Star Hospitals,” Joe Flower, strategy+business
“You have to treat your employees like customers.”—Herb Kelleher, complete answer, upon being asked his “secrets to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
The Customer Comes Second —Hal Rosenbluth and Diane McFerrin Peters* (*no relation)
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
Jim’s Group:Jim Penman.* 1984: Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc.“People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly.*Ph.D. cross-cultural anthropology; mowing on the sideSource: MT/Management Today (Australia), Jan-Feb 2006
*Basement Systems Inc.*Larry Janesky*Dry Basement Science(115,000!)*1990: $0; 2003: $13M; 2007: $62,000,000
Three of Ten: Four Seasons (hospitality)/London Drugs (retail)/Cirque du Soleil (overall) PrivateFocusedMeasured growthPeople 1stUnique ExperienceExcellence
Focus:“All Strategy Is Local:True competitive advantages are harder to find and maintain than people realize.The odds are best in tightly drawn markets, not big, sprawling ones” —Title/ Bruce Greenwald & Judd Kahn/HBR
“Experiences are as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage
Experience: “Rebel Lifestyle!”“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based Leadership
“You knowa design is goodwhenyou want to lick it.”—Steve Jobs Source: Design: Intelligence Made Visible, Stephen Bayley & Terence Conran
“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times
“Business people don’t need to ‘understand designers better.’ Businesspeople need to be designers.”—Roger Martin/Dean/Rotman Management School/University of Toronto
Hypothesis:DESIGN is the principaldifference between love and hate!
Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer: “remember to tuck the shower curtain inside the bathtub”
“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
Dick Kovacevich:You don’t get better by being bigger. You get worse.”
Small Giants: Companies That Choose To Be Great Instead Of Big—by Bo Burlingham
Small Giants/Bo Burlingham "First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create.""Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." "Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'" "Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."
Small Giants/Bo Burlingham "Fifth, the companies also had what struck me as unusually intimate workplaces." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."
Wallop Wal-Mart16**Or: Why it’s so ABSURDLY EASY to BEATa GIANT Company
The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.) *Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *“Dramatically Different” (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)
The “Small Guys” Guide: Wallop Wal*Mart16 *Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”) *A community star! (“Sell” local-ness per se. Sell the hell out of it!) *An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”) *DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)
The “Small Guys” Guide: Wallop Wal*Mart16 *Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) *Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!) *Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.) *Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)
The “Small Guys” Guide: Wallop Wal*Mart16 *Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”) *Focus on women-as-clients. (Most don’t. How stupid.) *Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)
Radically Thrilling Language! “Radically Thrilling.” —BMW Z4 (ad)
“You do not merely want to be the best of the best.You want to be considered the only ones who do what you do.” —Jerry Garcia
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”
