Slides* at … tompeters *Also LONG

1. Tom Peters’ X25*EXCELLENCE. ALWAYS.Bestseller/Goteborg/29 May 2007*In Search of Excellence 1982-2007

2. Tom Peters’ G30*EXCELLENCE. ALWAYS.Bestseller/Goteborg/29 May 2007* Research for In Search of Excellence 1977-2007 (Stop #1: Goteborg)

3. Slides* at …tompeters.com*Also LONG

4. 25

5. Conrad Hilton, at a gala celebrating his life, on “the most important lesson you’ve learned in you long and distinguished career”:“remember to tuck the shower curtain inside the bathtub”

6. The Storywhat’s with the “excellence bit”?. Big = Pitiful.Innovate. Or. Die.Up, Up, Up the “Value Added Chain.”“New” Markets (Women, Boomers)Talent = Brand.“21st Century Leadership. (Ha.)

7. Bias/es:Trained by “Mess-ists.” Hobbies are history & statistics.* Professional life, center of, Silicon Valley, 1970-2000.Axiom2007: The older I get, the less boring the “basics” become.*Fooled By Randomness

8. Hire Great People(Resilient, Passionate)Try a Lot of Stuff(S.A.V./R.F.A.)Enjoy It While It Lasts

9. EXCELL-ENCE????

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 large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

11. Mission impossible?$36B/’98minus $675M/‘07

12. Daimler. And Dumb. Both Start with “d.”

13. “Marriage in heaven”—Daimler-Benz and Chrysler exchange vows, circa 1998 (Jürgen Schrempp)“the divorce on earth”—Daimler exec, circa 2007, on probable Cerberus private equity purchase of Chrysler from Daimler

14. DaimlerChrysler/’98-’07:Duh, Duh, Duh, Duh and … DuhManifoldSynergies/NoSevere Scale limits/YesCulture clashes/YesRushmorean ego issues/YesCustomer acceptance /No

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

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

17. BIAS.BUILT.TO.LAST.NOT.

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. Built to LastvsBuilt to Change/Rock the World

20. EXCELLENCE. CIRCA 1982.

21. 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”

22. ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields$85,000EI: $10,000 yields$140,050*Forbes/Excellence Index/Basket of 32 publicly traded stocks

23. EXCELLENCE. ASPIRATION.2006.

24. Why in the World did you go to Siberia?

25. The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow!

26. Hard Is SoftSoft Is Hard

27. EXCELLENCE. ASPIRATION.UNIVERSAL.

28. Jim’s Group

29. Basement Systems Inc.

30. EXCELLENCE. INNOVATE. OR. DIE.

31. What makes God laugh?

32. Peoplemakingplans!

33. The Mess IsThe Message! Period!

34. EXCELLENCE. INNOVATE. OR. DIE.

35. BIG???

36. Dick Kovacevich:You don’t get better by being bigger. You get worse.”

37. “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

38. InnoTac64

39. We become who we hang out with 1

40. 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

41. The “Hang Out Axiom”:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

42. “The Bottleneck Is at the Top of the Bottle”“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma:Atthetop!”— Gary Hamel/Harvard Business Review

43. 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.

44. do things.

45. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

46. drill.

47. “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

48. try things.

49. “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

50. Screw. things.Up.