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Slides* at … tompeters *Also, “Long”

Tom Peters’ Re-Ima g ine ! Leading Chan g e , Developing Talent , Driving Innovation , Adding Value , Achieving Excellence Associsation of Chief Executive Officers Athens/09May2006. Slides* at … tompeters.com *Also, “Long”. Part #1: Introduction EXCELLENCE. ALWAYS. EXCELLENCE. BASICS.

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Slides* at … tompeters *Also, “Long”

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  1. Tom Peters’Re-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving ExcellenceAssocisation of Chief Executive OfficersAthens/09May2006

  2. Slides* at …tompeters.com*Also, “Long”

  3. Part #1: IntroductionEXCELLENCE.ALWAYS.

  4. EXCELLENCE. BASICS.

  5. Hardball: Are You Playing to Play or Playing to Win?by George Stalk & Rob Lachenauer/HBS Press“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit sanctuaries.” “Entice your competitor into retreat.”Approximately 640 Index entries: Customer/s (service, retention, loyalty),4. People (employees, motivation, morale, worker/s),0. Innovation (product development, research & development, new products),0.

  6. My (Les’s) Dinner with HenriJUST WHAT IS IT YOU MAKE?

  7. P.P.E.E.R.R.E.

  8. People.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.People.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.

  9. CRO**Chief Revenue Officer

  10. EXCELLENCE. THE WORD.

  11. SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity

  12. EXCELLENCE. GAMECHANGER.

  13. 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”

  14. What is In Search of Excellence all about:People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. “Brand You.” “Dramatic Differences.” Experiences that Make You “Gasp.” Excellence. Always.

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

  16. EXCELLENCE. ALWAYS.

  17. “Why in the world did you go to Siberia?”

  18. 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.

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

  20. Business:The Ultimate Creative Endeavor.

  21. Business:The Ultimate Personal Development-Growth Experience.

  22. Business:The Ultimate Transcendent Service Opportunity.

  23. Part #2: Principal ArgumentRe-Imagine!Leading Change, Developing Talent, Driving Innovation,Adding Value,Achieving Excellence

  24. Re-imagine!Not Your Father’s World I.

  25. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

  26. Re-imagine!Not Your Father’s World II.

  27. “Income Confers No Immunity as Jobs Migrate”—Headline/USA Today/02.2004

  28. “Deutsche Bank Moves Half of Its Back-office Jobs to India”/ headline/FT/0327/500 of 900 Research/JPMorgan Chase/30% back-office by 12.31.07

  29. Re-imagine!Not Your Father’s World III.

  30. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

  31. “Get better”versus“Get different”

  32. CRO**Chief Revenue Officer

  33. The General’s Story. (And Darwin’s)

  34. “If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army

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

  36. Everybody’s Story.

  37. “One Singaporean workercosts as much as …3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  38. “One Singaporean workercosts as much as …3 … in Malaysia8 … in Thailand 13 … in China 18 … in India.”Source: The Straits Times/2003

  39. “Thaksinomics” (after Thaksin Shinawatra, PM)/ “Bangkok Fashion City”:“managed asset reflation”(add to brand value of Thai textiles by demonstrating flair and design excellence)Source: The Straits Times/2004

  40. New ZealandThailandSpainPortugalIrelandSingapore Taiwan PhilippinesUAEChile

  41. Better By Design: A National StrategyNZ = Design Excellence

  42. 1. Re-imagine Permanence:The Emperor Has No Clothes!

  43. “Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

  44. “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

  45. 4/40

  46. De-cent-ral-iz-a-tion!

  47. Ex-e-cu-tion!

  48. Ac-count-a-bil-ity!

  49. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

  50. 6:15A.M.

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