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03.29.2007. * No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64. * No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64. *No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64. *No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64.
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*Nobook*Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64
*Nobook*Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64
Average # of cars purchased per household, “lifetime”: 13Average # of cars bought per household after the “head of household” reaches age 50:7Source: Marti Barletta, PrimeTime Women
*No book*Top 500*5/day (text, voice)*Marketing = #1 *Risk*56/F
Tom Peters’ X25*EXCELLENCE. ALWAYS.Avenue A / RazorfishCaesars Palace30 March 2007*In Search of Excellence 1982-2007
Real deal. Big deal.“n”m = tp brand/brand experience. What’s to lose?Hang out with “weirdos.”Try stuff.Fast.Screw stuff up.Try more stuff.Aspiration: lovemark.Women. (Duh.)Boomers. (Duh.)Boomer Women. (Double Duh.)
“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
Forget > “Learn”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”—Dee Hock
“A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.”—Jim Utterback, Mastering the Dynamics of Innovation
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin
The Commerce Bank Model“Cost cutting is a death spiral.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman
The Commerce Bank Model“Are you going to costcut your way to prosperity?Or …are you going to $$$$$pend your way to prosperity?”Source:Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman
“Our whole story is growing revenue.”—Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)
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
The “Hang Out Axiom”:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”
Why Do I love Freaks? • Because when Anything Interesting happens … it • was afreakwho did it. (Period.) • (2) Freaksare fun. (Freaks are also a pain.) (Freaks are never boring.) • (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) • (4) A critical mass of freaks-in-our-midstautomatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) • (5)Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. • (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)
Rob McEwen/CEO/Goldcorp Inc./Red Lake goldSource: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams
try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.
“We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher
“This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version#5.By the time our rivals are ready with wires and screws, we are on version #10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.”—Bloomberg by Bloomberg
“You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation.” —Michael Schrage,Serious Play
“Learn not to be careful.”—Photographer Diane Arbus to her students (Careful = The sidelines, fromHarriet Rubin in The Princessa)
“Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec
READY.FIRE!AIM.Ross Perot (vs “Aim! Aim! Aim!”/EDS vs GM/1985)
