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LONG Tom Peters’ Re-Imagine EXCELLENCE INNOVATE … or Perish Guadalajara/29 October 2014

LONG Tom Peters’ Re-Imagine EXCELLENCE INNOVATE … or Perish Guadalajara/29 October 2014 (For more see tompeters.com and our fully annotated 23-part Master Compendium [Mother of All Presentations] at excellencenow.com). CONRAD HILTON ….

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LONG Tom Peters’ Re-Imagine EXCELLENCE INNOVATE … or Perish Guadalajara/29 October 2014

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  1. LONG Tom Peters’ Re-Imagine EXCELLENCE INNOVATE … or Perish Guadalajara/29 October 2014 (For more see tompeters.com and our fully annotated 23-part Master Compendium [Mother of All Presentations] at excellencenow.com)

  2. CONRAD HILTON …

  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. “EXECUTION ISSTRATEGY.”—Fred Malek

  6. “COSTCO FIGURED OUT THE BIG,SIMPLE THINGS AND EXECUTEDWITH TOTAL FANATICISM.”—Charles Munger, Berkshire Hathaway

  7. -1/+1/2

  8. S&P 500 +1/-1* *Every …2weeks! Source: Richard Foster (via Rita McGrath/HBR/12.26.13

  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 …Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

  10. “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 largeone and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

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

  12. “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

  13. THE RED CARPET STORE (Joel Resnick/Flemington NJ)

  14. *Basement Systems Inc. (Larry Janesky/Seymour CT)*Dry Basement Science (100,000++ copies!)*1990: $0; 2003: $13M; 2010:$80,000,000

  15. The Magicians of Motueka (PLUS)! W.A. Coppins Ltd.* (Coppins Sea Anchors/ PSA/para sea anchors) *Textiles, 1898; thrive on “wicked problems” —e.g., U.S. Navy STLVAST (Small To Large Vehicle At Sea Transfer); custom fabric from W. Wiggins Ltd./Wellington (specialty nylon, “Dyneema,” from DSM/Netherlands)

  16. JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH: “An adventure in ‘shoppertainment,’ begins in the parking lot and goes on to 1,600 cheeses and 1,400 varieties of hot sauce—not to mention 12,000 wines priced from $8-$8,000 a bottle; all this is brought to you by 4,000 vendors. Customers from every corner of the globe.” BRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MI, POP 5,000:98,000-square-foot “shop” features 6,000 Christmas ornaments, 50,000trims, and anything else you can name pertaining to Christmas. …”

  17. “BE THE BEST. IT’S THE ONLY MARKET THAT’S NOT CROWDED.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

  18. Going “Social”: Location and Size Independent “Today, despite the fact that we’re just a little swimmingpool company in Virginia, we have the most trafficked swimming pool website in the world. Five years ago, if you’d asked me and my business partners what we do, the answer would have been simple, ‘We build in-ground fiberglass swimming pools.’ Now we say,‘We are the best teachers … in the world … on the subject of fiberglass swimming pools, and we also happen to build them.’” —Jay Baer, Youtility: Why Smart Marketing Is About Help, Not Hype

  19. Where the +201,000 new private-sector jobs came from …51% Small firms41% Medium-sized*8% BigSource: ADP National Employment Report/March 2011*E.g., German MITTELSTAND

  20. Small (Entrepreneurial) BUSINESS: Training Inc. , a 14-person unit* in a 50-person HR department in a $200M business unit in a $3B corporation—aiming for Excellence & WOW! *PSF/ Professional Service Firm (See my … Professional Service Firm 50: Fifty Ways to Transform Your “Department” Into A Professional Service Firm Whose Trademarks Are Passion and Innovation.)

  21. I love …Middle-sized Niche- Micro-niche Dominators! "Own" a niche through EXCELLENCE! (Writ large: Germany’s MITTELSTAND: “agile creatures darting between the legs of the multinational monsters”)

  22. I love …Middle-sized Niche- Micro-niche Dominators! "Own" a niche through EXCELLENCE! (Writ large: Germany’s MITTELSTAND: “agile creatures darting between the legs of the multinational monsters”)

  23. Michael Raynor and Mumtaz Ahmed: THE THREE RULES: How Exceptional Companies Think*: 1. Better before cheaper. 2. Revenue before cost. 3. There are no other rules. (*From a database of over 25,000 companies from hundreds of industries covering 45 years, they uncovered 344 companies that qualified as statistically “exceptional.”) Jeff Colvin, Fortune: “The Economy Is Scary … But Smart Companies Can Dominate”: They manage for value—not for EPS. They keep developing human capital. They get radically customer-centric.

  24. EXCELLENCE!

  25. 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

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

  27. Hard is Soft. Soft is Hard.

  28. EXCELLENCE is not a “long-term” "aspiration.” EXCELLENCE is the ultimate short-term strategy. EXCELLENCE is … THE NEXT5MINUTES.* (*Or NOT.)

  29. EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listening—really listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying “Thank you” for something “small.” Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance (or IS or HR) think. Or not. EXCELLENCE is waaay “over”-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.

  30. “Strive for Excellence. Ignore success.”——Bill Young, race car driver

  31. SERVICE. PERIOD.

  32. ORGANIZATIONS EXIST TO SERVE. PERIOD. LEADERS LIVE TO SERVE. PERIOD.

  33. People! People! People!

  34. 1/4,096

  35. “Business has to give people enriching, rewarding lives …

  36. 1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

  37. “You have to treat your employees like customers.”—Herb Kelleher, upon being asked his “secret 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 picketingAA’s Annual Meeting)

  38. “We look for ... listening, caring, smiling, saying ‘Thank you,’ being warm.” — Colleen Barrett, former President, Southwest Airlines

  39. “May I help you down the jetway.”

  40. Rocket Science. NOT. “If you want staff to give great service, give great service to staff.” —Ari Weinzweig, Zingerman’s Source: Small Giants: Companies That Choose to Be Great Instead of Big, Bo Burlingham

  41. "When I hire someone, that's when I go to work for them.”—John DiJulius, "What's the Secret to Providing a World-class Customer Experience"

  42. “I start with the premise that the function of leadership is to produce more leaders, not more followers.”—Ralph Nader

  43. EXCELLENT customer experience depends … entirely … onEXCELLENT employee experience! If you want to WOW your customers, FIRST you must WOW those who WOW the customers!

  44. Wegmans (was #1 in USA) Container Store (was #1 in USA) Whole Foods Costco Publix Darden Restaurants Build-A-Bear Workshops Starbucks

  45. “The greatest satisfaction for management has come not from the financial growth of Camellia itself, but rather from having participated in the vast improvement in the living and working conditions of its employees, resulting from the investment of many tens of millions of pounds into the tea gardens’ infrastructure of roads, factories, hospitals, employees’ housing and amenities. … Within the Camellia Group there is a strong aesthetic dimension, an intention that it should comprise companies and assets of the highest quality, operating from inspiring offices and manufacturing in state of the art facilities. …Above all, there is a deep concern for the welfare of each employee. This arises not only from a sense of humanity, but also fromthe conviction that the loyalty of a secure and enthusiastic employee will in the long-term prove to be an invaluable company asset.”—Camellia: A Very Different Company ($600M enterprise/$160M pretax profit/#3 tea producer/etc.)

  46. Brand = Talent.

  47. Our MissionTO DEVELOP AND MANAGE TALENT;TO APPLY THAT TALENT,THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS;TO DO SO IN PARTNERSHIP; TO DO SO WITH PROFIT.WPP

  48. “G-E-N-I-U-S” Getting more and more cantankerous (short tempered!) about this:Job #1(& #2 & #3) is to abet peoples' personal growth. All other good things flow there from. My idea of a gen-u-ine "genius“ "breakthrough" idea:If you work your heart out to help people grow, they'll work their hearts out to give customers a great experience.

  49. “It may sound radical, unconventional, and bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is the core belief of our workplace. Joy is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team.” —Richard Sheridan, Joy, Inc.: How We Built a Workplace People Love

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