LONG Tom Peters’ Re-Imagine EXCELLENCE ! World Business Forum Milano/05 November 2013

1. LONG Tom Peters’ Re-ImagineEXCELLENCE! World Business Forum Milano/05 November 2013 (Also see our 23-part Master Presentation at excellencenow.com)

2. The WorldCirca 2013

3. “Train Passengers Too Distracted By Phones to Notice Gunman”—Headline, HuffingtonPost, 1009.13

4. Conrad Hilton …

5. 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 …

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

7. “EXECUTION ISSTRATEGY.”—Fred Malek

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

9. “EXECUTION IS THEJOBOF THE BUSINESS LEADER.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

10. “The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.”—Napoleon

11. “ … almost inhuman disinterestedness in strategy”—Josiah Bunting on U.S. Grant (from Ulysses S. Grant)

12. “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

13. WOW!!Observed closely: The use of“I”or“We”during a job interview. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo Clinic

14. GRIN!

15. GeneticsRoboticsInformaticsNanotechnology**Decision #1: GRIN and BEAR it? GRIN and SAVOR it?

16. “Human level capability has not turned out to be a special stopping point from an engineering perspective. ….” Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Futures

17. 1,000,000 500:1

18. “The root of our problem is not that we’re in a Great Recession or a Great Stagnation, but rather that we are in the early throes of a Great Restructuring. Our technologies are racing ahead, but our skills and organizations are lagging behind.” Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

19. China too/Foxconn: 1,000,000 robots in next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

20. Legal industry/Pattern Recognition/ Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

21. “Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasonedreporter, and driven vehicles on urban highways with far better control than a human driver.” —Christopher Steiner,Automate This: How Algorithms Came to Rule the World

22. “Meet Your Next Surgeon: Dr. Robot” Source: Feature/Fortune/15 JAN 2013/on Intuitive Surgical’s da Vinci/multiple bypass heart-surgery robot

23. Robot Wars!“The combination of new market rules and new technology was turning the stock market into, in effect, a war of robots.”—Michael Lewis, “Golman’s Geek Tragedy,” Vanity Fair, 09.13

24. Post-Great Recession: Equipment expenditures +26% Payrolls flat Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

25. Circa 3013: And YOUTH Shall Lead Us …60 IS THE NEW 40!70 IS THE NEW 50!And/Or …35 IS THE NEW 65?**Pace of obsolescence STAGGERING/ACCELERATING

26. “Human creativity is the ultimate economic resource.”—Richard Florida

27. Social Business & Customer Engagement

28. “Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do.” Social Business By Design: Transformative Social Media Strategies For the Connected Company —Dion Hinchcliffe & Peter Kim

29. Marbles, a Ball and Social Employees ay IBM “Picture a ball and a bag of marbles side by side. The two items might have the same volume—that is, if you dropped them into a bucket, they would sisplace the same amount of water. The difference, however, lies in the surface area, Because a bag of marbles is comprised of several individual pieces, the combined surface area of all the marbles far outstrips the surface area of a single ball. The expanded surface area represents a social brand’s increased diversity. These surfaces connect and interact with each other in unique ways, offering customers and employees alike a variety of paths toward a myriad of solutions. If none of the paths prove to be suitable, social employees can carve out new paths on their own.”—Ethan McCarty, Director of Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, The Social Employee

30. IBM Social Business Markers/2005-2012 *433,000 employees on IBM Connection *26,000 individual blogs *91,000 communities *62, ooo wikis *50,000,000 IMs/day *200,000 employees on Facebook *295, 000 employees/800,000 followers of the brand *35,000 on Twitter Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee

31. SB/SE> SM**“Social BUSINESS”/“Social EMPLOYEE”/“Social Media”

32. “Gamification”: Ultimate ENGAGEMENT Tool

33. Gamification “Gamification presents the best tools humanity has ever had to create and sustain engagement in people.” Source: Gabe Zichermann & Joselin Linder, Gamification: How Leaders Leverage Game Mechanics to Crush the Competition

34. It Ain’t About the Ws and Ls! “Fun from games arises out of mastery. It arises out of comprehension. It is the act of solving puzzles that makes games fun. In other words, with games, learning is the drug.”—Raph Koster, A Theory of Fun For Game Designers

35. BIG DATA

36. “Predictions based on correlations lie at the heart of big data.” Source: Big Data: A Revolution That Will Transform How We Live, Work, and Think, by Viktor Mayer-Schonberger and Kenneth Cukier

37. “Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance from a tube. You’re furiously maneuvering with a joystick … Your boss stops by and gives you a look. ‘We need to talk about your loyalty to this company.’The organization you work for has deduced that you are considering quitting. It predicts your plans and intentions, possibly before you have even conceived them.”—Eric Siegel, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an HP “Flight risk” PA model developed by HR, with astronomical savings potential)

38. The Crowd Sourced Performance Review “By harnessing the ‘wisdom of crowds,’ many subjective observations taken together provide a more objective and accurate picture of an employee’s performance than a single subjective judgement. It averages out prejudice or baggage on the part of both manager and employee.”—Eric Mosley, The Crowd Sourced Performance Review

39. Our Judgement Is Usually … Sub-par“There is now [1996] a meta-analysis of studies of the comparative efficacy of clinical judgment and actuarial prediction methods. … Of 136 research studies from a wide variety of predictive domains,not more than 5percent show the clinician’s predictive procedure to be more accurate than a statistical one.”Source: Paul Meehl, Clinical versus Statistical Prediction ; from Daniel Kahneman, Thinking, Fast and Slow (1/25)

40. Excellence!

42. 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

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

44. Hard is Soft. Soft is Hard.

45. “Why in the World did you go to Siberia?”

46. Enterprise* (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted pursuit of EXCELLENCE in service of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners

47. “In a world where customers wake up every morning asking, ‘What’s new, what’s different, what’s amazing?’ success depends on a company’s ability to unleash initiative, imagination and passion of employees at all levels—and this can only happen if all those folks are connected heart and soul to their work [their ‘calling’], their company and their mission.”—John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business

48. “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

49. WSJ/0910.13: “What matters most to a company over time? Strategy or culture? Dominic Barton, MD, McKinsey & Co.:“Culture.”

50. “Mr. Watson, how long does it take to achieve Excellence?”