Tom Peters

EXCELLENCE. ALWAYS.
Mini-master/03 October 2008

To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:
NOTE:

Showcard Gothic, Ravie, Chiller and Verdana

The 100-Year Storm

***Hubris Axiom [upon which Nobel prizes were won]: We can eradicate risk [with the new math, the new instruments]. We can refine the eradication process ad infinitum [derivatives of derivatives of derivatives]. A few tens of trillions of $$ of exposureso what? We dont want to be the first1st to bailonly wimps quit when they get their third consecutive $10M bonus at age 29. I got this because Im smartthis was not repeat not luck; I deserved every damn penny.

[Counter text: Fooled By RandomnessNassim Nicholas Taleb]

***Greed Duh.

***Quant primacy Too much faith in super-smart intellectuals

[Reminds me to the point of dotting of the is and crossing of the ts of David Halberstams The Best & The Brighteston the Vietnam quagmire]

If youre not a 100% quant convert, youre old school and held up to ridiculeeven if youre Warren Buffett.

***Step shift in complexity Fact is, it became incomprehensible. Connectedness [in general, global] totally new and, again, incomprehensible.

***Perception Is Everything Financial markets are, by design, a house of cardse.g., basic idea is to take a dollar of deposits and lend 10 based thereupon, depending on the depositors not to withdraw all at once. Emotions rule as much on Wall Street as at the football stadium!!!!!!

Expectations are everything!!!!!

Madness of crowds is just thatmadness!!!!! It is axiomatic that house prices will rise and rise and riseand then rise some more.

***Basics Rotten

Mary and Joe couldnt have paid the loan back if hell had frozen overthey were not, simply, creditworthy.
The incentives were nuttylend to anyone and everyone and collect the full commission when you book the loan and get fired if you dont book it.
[Message from In Search of Excellence, in another context, Its

the basics, stupidJapan is killing us, circa 1980, because (1) their cars work and (2) they ask their workers how to make them even better.]

***Good Ideology Run Amok De-regulation = Holy. If de-regulation is good, then more is better.

***History Repeats Repeats Repeats Itself South Sea Bubble Tulips Etc Etc Etc S&L Junk bonds Dot-com Sub-prime TK TK TK

***Thank God for PaulsonItd Be Worse Without Him.

***No One Knows the Ending to This Story

***Black Swans Believe it: s%^& happens.

The Black Swan.]

[See Taleb once again

NB: Your response to one or two black swans is your life legacyits easy to be a genius when the market is rising rising rising.

Slides at

tompeters.com

MBWA

Excellence1982: The Bedrock Eight Basics

1. 2. 3. 4. 5. 6. 7. 8.

A Bias for Action Close to the Customer Autonomy and Entrepreneurship Productivity Through People Hands On, Value-Driven Stick to the Knitting Simple Form, Lean Staff Simultaneous Loose-Tight Properties

Breakthrough 82*

People! Customers! Action! Values!

*In Search of Excellence

Hard Is Soft Soft Is Hard

Hard Is Soft (Plans, #s) Soft Is Hard (people, customers, values, relationships))

the change you wish to see in the world.

Gandhi

You must

be

Its always
showtime.
David DAlessandro, Career Warfare

Why in the World did you go to Siberia?

An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum
Enterprise* ** (*at its best):

concerted human potential in the wholehearted service of others.**

**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

 no less than

Cathedrals

in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of Excellence.

The role of the Director is to create a space where the actors and actresses

become more than theyve ever been before, more than theyve dreamed of being.
can
Oscar acceptance speech

Robert Altman,

Leaders

SERVE
people. Period.
inspired by Robert Greenleaf

We Have Met the Enemy

Thank you, Howard (& Walt) and Lou & Ken

Internal organizational excellence* ** = Deepest Blue Ocean

*A Blue ocean is by definition very profitable and will be quickly copied. sustainable blue (Internal organizational excellence) is far more difficult to copy.

**Internal organizational excellence = Brand inside

B(I) > B(O)

 it is the game.

If I could have chosen not to tackle the IBM culture head-on, I

probably wouldnt 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

[Yet] I came to see in my time at IBM that culture isnt just one aspect of the
hard.

game it is the

game.

Lou Gerstner,

Who Says Elephants Cant Dance

-fold!

Ken Kizer/VA 1997:

culture of cover-up that pervades healthcare Patient Safety Event Registry looking for systemic solutions, not seeking to fix blame on individuals except in the

thirty-fold increase

most egregious cases. The good news was a

in the number of medical

mistakes and adverse events that got reported. National Center for Patient Safety Ann Arbor

New technology, by itself, has little economic benefit. The economic benefits arise not from innovation itself, but from the entrepreneurs who eventually discover ways to put innovation to practical use

How the Shipping Container Made the World Smaller and the World Economy Bigger

and, most critically, from the organizational changes through which businesses reshape themselves to take advantage of new technology. Marc Levinson, The Box:

When The Enemy Really Wins

prohibiting your company from finding its own way to be truly meaningful to its clients, staff and prospects. You block your company from finding its own identity and engaging with the people who pay the bills. Your competitors have never paid your bills and they never will. Howard Mann, Your Business Brickyard: Getting Back to the Basics to Make
Your Business More Fun to Run*

Obsessing about your competitors, trying to match or best their offerings, spending time each day wanting to know what they are doing, and/or measuring your company against themthese activities have no great or winning outcome. Instead you are simply
Lose Your Nemesis:

realize now is that you can never, ever take your eye off the customer. Even in the face of massive competition, dont think about the competition. Literally dont think about them.

*Mr Mann also quotes Mike McCue, former VP/Technology at Netscape: At Netscape the competition with Microsoft was so severe, wed wake up in the morning thinking about how we were going to deal with them instead of how we would build something great for our customers. What I

Thank you Horst

I [will] not accept the explanation of a recession negatively affecting the [new] business. There are still people traveling. We just have to get them to stay in our hotel. Horst Schulze, on his new chain,
Capella, from Prestige (06.08) The Return of History and the

End of Dreams

Thank you , Herb

You have to treat your employees like customers.

Herb Kelleher,

complete answer, upon being asked his secrets to success

Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer, on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs 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 picketing the Annual Meeting)

Thank you Ben & Norm, Ike , Charlie, George, Nelson, Ben and Delaware

Give good tea!

When Adams joined Franklin in Paris in 1779, he was scandalized by the late hours and French lifestyle his colleague had adopted, says [Stacy Schiff, in A Great Improvisation] Adams was clueless that it was through the dropped hints and seemingly offhand remarks at these salons that so much of French diplomacy was conducted. Like the Beatles arriving in America, Franklin aroused a fervorhis
of state as rigorously as John Adams. face appeared on prints, teacups and chamber pots. The extraordinary popularity served Franklins diplomatic purposes splendidly. Not even King Louis XVI could ignore the enthusiasm that had won over both the nobility and the bourgeoisie.

to be that of a flirtatious old man, too busy visiting the citys fashionable salons to pursue affairs

Franklins miracle was that armed only with his canny personal charm and reputation as a scientist and philosopher, he was able to cajole a wary French government into lending the fledgling American nation an enormous fortune. The enduring image of Franklin in Paris tends
simple brown suit and a fur cap.

In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troops across the Delaware River to safety, Benjamin Franklin sailed across the Atlantic to Paris to engage in an equally crucial campaign, this one diplomatic. A lot depended on the bespectacled and decidedly unfashionable 70-year-old as he entered the worlds fashion capitol sporting a

Source: In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked the French into Forming a Crucial Alliance, U.S. News & World Report, 0707.08

The ragtag and victory-less Continental Army was retreating, George Washington notwithstanding. For the Americans, finding an ally was a life or death proposition. Short, fat old Benjamin Franklin was our man in Paris. Short, fat and old though he may have been, he was a Charmer. He won the hearts and devotion of the ladies of high society with his mastery of Tea & Flattery. The Americans eked out a success at Saratoga which Franklin turned into an epic victoryand the besotted ladies convinced their mighty husbands to get behind the Americans. The rest, as they say, is history.
The launchpad for Gulf War I was Saudi Arabia. Despite the Saudis need to have Iraqs Kuwaiti incursion reversed, the Kingdom was touchy about the massive American military presence on their Holy soil. Allied supreme commander Norm Schwarzkopf says, tongue only half in cheek, that his principal contribution to the war effort was nightly marathon sessions sipping tea with the Crown Prince.

The point: No matter how weighty the cause, giving good teaan incredible and expensive (in terms of time) investment in key relationships is typically invaluable and of decisive strategic importance. Message: Master the Art of Teametaphorically at leastand make it in to the history books.

Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development of friendships.
General D.D. Eisenhower, Armchair General * (05.08)
*Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command.

Do tea. Make friends.

Could it be that simple? At some level, the answer is yes.

You need the troops. And you need the guns. But as DDay approached in 1944, you mostly needed to have a modicum of peace among Churchill, Montgomery, Patton, Bradley and Roosevelt. As Schwarzkopf kept the Saudis on board through tea, Ikes affability, for which he was often criticized or dismissed or disdained, kept the British and Americans from killing each other long enough to kill the Germans.

if youre not Jewish you dont get into the Jewish caucus, but Charlie did. And if youre not black you dont get into the black caucus. But Charlie plays poker with the black caucus; they had a game, and hes the only white guy in it. The House, like any human institution, is moved by friendships, and no matter what people might think about Wilsons antics, they tend to like him and enjoy his company.

George Crile (Charlie Wilsons War) on Charlie Wilson: The way things normally work,

that bonding is the antidote to the hostage situation. George Kohlrieser, Hostage at the Table
*95% of Kohlriesers negotiations ended successfully

What I learned from my years as a hostage negotiator is that we do not have to feel powerlessand
The 95% Factor*:

I am a dispenser of enthusiasm.
Ben Zander

eighty percent of success is showing up.

Woody Allen

Delaware was the smallest state in the Union in 1787 as

the process of writing the Constitution got underway. For a number of reasons, some states, such as New Hampshire, were absent from the Convention, members of various delegations were away as much as present (e.g., Alexander Hamilton). In any event, about thirty Delegates were present and at work at any point in time. States could decide on the size of their delegations, and Delaware chose fivea very large number. Moreover, wee Delawares five never missed a days work and were in their seats gavel to gavel. Needless to say, wee Delaware had a wildly disproportionate impact on the Convention and the document itself. In a nutshell, Delawares secret: Show up! (I like this example because it illustrates the impact of this trivial idea-tactic-strategy, available to all of us all of the time, in the most Monumental of affairs.)

Do tea! Make friends! Show up!

On the basis of such apparently humble basics, the world turnsthe American Revolution, Gulf War I, DDay and the fate of the world, the U.S. Constitution. Think about it!

Thank you , David

General David Petraeus White lines along the road:

Secure and serve the population. Live among the people. Promote reconciliation. Move mounted, work dismounted; situational awareness can only be achieved by operating face-to-face, not separated by ballistic glass.

Walk.*

David Petraeus, Mens Journal (06.08)

* I love that last one for its simplicity. DP

3K/5M

5,000 miles for a 5-minute face-to -face meeting

MBWA, Grameen Style! Conventional banks ask their clients to come to their office. Its a terrifying place for the poor and illiterate. The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials.
Source: Muhammad Yunus, Banker to the Poor

Thank you , Doris

Abe & I

L(+21) = L(-21)

Leadership(21A.D.) = Leadership(21B.C.)

body & everything in motion. Steamboats, Cars, & hotels all crammed & crowded full the whole population seems in motion & in fact as I pass along with Lightening speed & cast my eye on the distant objects, they all seem in a whirl nothing appearing permanent even the trees are waltzing, the mind too goes with all this, it speculates, theorizes, & measures all things by locomotive speed, where will it end. Asa Whitney, first to formally propose
transcontinental railroad to Congress, diary entry, 1844, from David Hayward Bain, Empire Express: Building the First Transcontinental Railroad

Time and space are annihilated by steam.

Oh, this constant locomotion, my

For Real Globalization, Look at Ancient Rome There is nothing new about a global world. We were living in one 2,000 years ago. The Roman in the street ate bread baked with wheat grown in North Africa or Egypt, and fish that had been caught and dried near Gibraltar, He cooked with North African oil in pots and pans of cooper mined in Spain, ate off dishes fired in French kilns, drank wine from Spain or France. The Roman of wealth dressed in garments of wool from Miletus or linen from Egypt; his wife wore silks from China, adorned herself with diamonds and pearls from India, and made up with cosmetics from South Arabia. He lived in a house whose walls were covered with colored marble veneer quarried in Asia Minor; his furniture was of Indian ebony or teak inlaid with African ivory. Peter Jones and Lionel Casson,
The Spectator, 0524.08

Thank you , Rich

Mapping your competitive position*

or
*Rich DAveni/HBR

The Have you 50*

*See Appendix One

While waiting last week [early December 2007] in the Albany airport to board a Southwest Airlines flight to Reagan, I happened across the latest Harvard Business Review, on the cover of which was a yellow sticker. The sticker had on it the words Mapping your competitive position. It referred to a feature article by my friend Rich DAveni. His work is uniformly goodand I have said as much publicly on several occasions dating back 15 years. Im sure this article is good, toothough I didnt read it. In fact it triggered a furious negative Tom reaction as my wife calls it. Of course I believe you should

But instead of obsessing on competitive position and other abstractions, as the B-schools and consultants would always have us do, I instead wondered about some practical stuff which I believe is more important to the short- and long-term health of the enterprise, tiny or enormous.
worry about your competitive position.

1. Have you in the last 10 days visited a customer? 2. Have you called a customer TODAY?
3. Have you in the last 60-90 days had a seminar in which several folks from the customers operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?

4. Have you thanked a front-line employee for a small act of helpfulness in the last three days?
5. Have you thanked a front-line employee for a small act of helpfulness in the last three hours? 6. Have you thanked a frontline employee for carrying around a great attitude today? 7. Have you in the last week recognizedpubliclyone of your folks for a small act of cross-functional co-operation? 8. Have you in the last week recognizedpubliclyone of their folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If truein your mindthen youre more out of touch than I dared imagine.)

1. Have you in the last 10 days visited a customer? 2. Have you called a customer TODAY? * * *

Want to map your competitive position? Start by going to visit a customer ASAP! Or at least calling! Youll find the other 48 items on the Have you ? list at #5.2.2.

11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps and what specifically you can do to remove a hurdle? (Ninety percent of what we call management consists of making it difficult for people to get things done.Peter His eminence Drucker.) 13. Have you celebrated in the last week a small (or large!) milestone reached? (I.e., are you a milestone fanatic?) 14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)

15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing the mark.)
16. Have you in the last six months had a week-long, visible, very intensive visit-tour of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office, and into the field and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging small problem through practical action? 18. Have you in the last week had a rather thorough discussion of a cool design thing someone has come acrossaway from your industry or functionat a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meetingat least an hour longwith a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations? 20. Have you had in the last 60 days had a general meeting to discuss things we do wrong that we can fix in the next fourteen days?

UniCredit Group/ UniCredito Italiano* ** 3rd party measurement Customer-initiated measurement Primary $$$$ incentives Factories Primary Corporate Initiative Etc
*#13 **TP/#1

The director of staff services at the giant financial services firm, UniCredit Group, installed the most thorough internal customer satisfaction measures scheme I have seenwith exceptional rewards for those who make the grade with their internal customers.

The XF-50: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, Service Excellence and Value-added Customer Solutions*
*Entire XF-50 List is an Appendix to the LONG version of this presentation, posted at tompeters.com

X =XFX*
*Excellence = Cross-functional Excellence

Never waste a lunch!

????

% XF lunches*
*Measure!

CIO Question:

% Doc lunches*
*Last 30 days

Thank you , Richard & Marcus

I used to have a rule for myself that at any point in time I wanted to have in mind as it so happens, also in writing, on a little card I carried around with me the three big things I was trying to get done.

Three.
Not two. Not four. Not five. Not ten. Three.
Richard Haass, The Power to Persuade

Dennis, you need a

To-dont
List !

The one thing you need to know about sustained individual success: Discover what you dont like doing and

stop

doing it.

Marcus Buckingham, The One Thing You Need to Know

You = Your calendar*

*Calendars

never lie

Thank you Dr. Groopman

In How Doctors Think, Harvard Med doc Jerome Groopman tells us that the best way to get a fix on what ails a patient is to get the patient talking openly about his-her problem.

Great.
But the research shows that docs, on average, leap to a conclusion and interrupt their patients after 18 seconds. (Docs are hardly alone. This is a disease present in almost all specialists and professionals. Listening for a professional invariably means talking.)

Thank you , Roger

THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
(of all varieties):

Relationships

THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* **
*Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!

Success

Consult everyone on everything

Thank you note carpet bombing

Source: Roger Rosenblatt, Rules for Aging

The four most important words in any organization

What do you think?

are
Source: courtesy Dave Wheeler, posted at tompeters.com, source of original unknown (0609.08)

Buy inOwnershipAuthorial bragging rights-Born again

Champion = One

Line of Code!

You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you. Dale Carnegie

People are always ready to tell their story!

TP:
See also: The story leaners edge (Steve Farber) The dream manager (Matthew Kelly)

0529.08, to an article by development guru William Easterly, commenting negatively on the World Bank Growth Commissions recent report that concludes, in effect, trust the World Bank experts

"Trust the development expertsall seven billion of them.

headline, Financial Times,

Thank you , Walter

???????

Success doesnt depend on the number of people you know; it depends on the number of people you know in
or

high places!

Success doesnt depend on the number of people you know; it depends on the number of people you know in

low

places!

Loser:

Hes such a suck-up!

Hes such a suck-down.

Winner:

George Crile (Charlie Wilsons War) on Gust

He had become something of a legend with these people who manned the underbelly of the Agency [CIA].
Avrakotos strategy:

C(I) > C(E)

itics politics politi itics politics politi itics politics politi itics politics politi itics politics politi itics politics politi

Thank you, Henry

Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.
Henry Clay

The Managers Book of Decencies: How Small /gestures Build Great Companies.

Steve Harrison, Adecco

It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a

He was seriously interested in who you were and what you had to say.
college president.
Sara Lawrence-Lightfoot, Respect

Thank you, Team Planetree

Kindness is free

Planetree:
A Radical Model for New Healthcare/Healing/ Wellness Excellence

The 9 Planetree Practices 1. The Importance of Human Interaction 2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information 3. Healing Partnerships: The importance of Including Friends and Family 4. Nutrition: The Nurturing Aspect of Food 5. Spirituality: Inner Resources for Healing 6. Human Touch: The Essentials of Communicating Caring Through Massage 7. Healing Arts: Nutrition for the Soul 8. Integrating Complementary and Alternative Practices into Conventional Care 9. Healing Environments: Architecture and Design Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

1. The Importance of Human Interaction

Press Ganey Assoc:

139,380 former patients from 225 hospitals:

none

of THE top 15 factors

determining Patient Satisfaction referred to patients health outcome

PS directly related to Staff Interaction PS directly correlated with Employee Satisfaction

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

Kindness is free.
Laura Gilpin, Patrick Charmel

Listening to patients or answering their

questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way. Putting Patients First, Susan Frampton,

2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information

Planetree Health Resources Center/1981 Planetree Classification System Consumer Health Librarians Volunteers Classes, lectures Health Fairs Griffins Mobile Health Resource Center Open Chart Policy Patient Progress Notes Care Coordination Conferences (Est goals, timetable, etc.)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

3. Healing Partnerships: The Importance of Including Friends and Family

The Patient-Family Experience

Patients are stripped of control, their clothes are taken away, they have little say over their schedule, and they are deliberately separated from their family and friends. Healthcare professionals control all of the information about their patients bodies and access to the people who can answer questions and connect them with helpful resources. Families are treated more as intruders than loved ones.
Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Care Partner Programs

(IDs, discount meals, etc.)

Unrestricted visits (Most Planetree hospitals

have eliminated visiting restrictions altogether.) (ER at one hospital has a policy of never separating the patient from the family, and there is no limitation on how many family members may be present.)

Collaborative Care Conferences Clinical Guidelines Discussions Family Spaces Pet Visits (POP: Patients Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

4. Nutrition: The Nurturing Aspect of Food

Kitchen Beautiful cutlery, plates, etc

Chef reputation
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

5. Spirituality: Inner Resources for Healing

Griffin:

redesign chapel (waterfall,

quiet music, open prayer book)

Other:

music, flowers, portable labyrinth

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

6. Human Touch: The Essentials of Communicating Caring Through Massage

Mid-Columbia Medical Center/Center for Mind and Body

Massage for every patient scheduled for ambulatory surgery (Go into surgery with a good attitude) Infant massage Staff massage (caring for the caregivers) Healing environments: chemo!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

7. Healing Arts: Nutrition for the Soul

Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day) ;

Griffin:

5 pianos
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

8. Integrating Complementary and Alternative Practices into Conventional Care

Griffin IMC/Integrative Medicine Center

Massage Acupuncture Meditation Chiropractic Nutritional supplements Aroma therapy

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

9. Healing Environments: Architecture and Design Conducive to Health

Planetree Look

Woods and natural materials Indirect lighting Homelike settings Goals: Welcome patients, friends and
family Value humans over technology .. Enable patients to participate in their care Provide flexibility to personalize the care of each patient Encourage caregivers to be responsive to patients Foster a connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Access to nurses station:

Happen to
vs

Happen with
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Conclusion: Caring/Growth Experience

It was the goal of Planetree to help patients not only get well faster but also to stay well longer.
Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Planetree Alliance/Griffin Hospital)

Care!/Love!/Spirit!
Self-Control!

Connect!/learn!/ involve!/Engage! Understanding!/Growth!

De-stress!/heal!

Whole patient & family & friends!

be well!/stay well!

Planetree is about
human beings caring for other human beings.
Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Ladies and gentlemen serving ladies and gentlemen4S credo)

F.Y.I.: It works!

Griffin Hospital/Derby CT (Planetree Alliance HQ) Results:

Financially successful. Expanding programsphysically. Growing market share. Only hospital in 100 Best Cos to Work for 7 consecutive years, currently #6.
Five-Star Hospitals, Joe Flower, strategy+business (#42)

9 July 2008/HealthLeaders Media

2008 Top Leadership Team in Healthcare: Griffin Hospital

Thank you , Singapore

2-cent candy

<TGW
vs.

>TGR

Experiences
are as distinct from services as services are from goods.
Joe Pine & Jim Gilmore, The

Experience Economy: Work Is Theatre & Every Business a Stage

Thank you, Heather (and Bill)

Forget China, India and the Internet: Economic Growth Is Driven

by

Economist, April 15, 2006, Leader, page 14

Women.

Headline,

AS LEADERS, WOMEN RULE:

New Studies find that female managers outshine their male counterparts in almost every measure
TITLE/ Special Report/ BusinessWeek

10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Womens work force participation rates have soared worldwide. Women are closing in on same pay for same job. Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Womens leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives. Women are better salespersons than men. Women buy [almost] everythingcommercial as well as consumer goods.

So what exactly is the point of men?

!!!!!!!!!!!!!!!!!
People turning 50
today have

more than half of

Bill Novelli,

their adult life ahead of them.

50+: Igniting a Revolution to Reinvent America

Thank you, Sheik Mohammad

Single greatest act of pure imagination

Does your project portfolio have a dubai?

Thank you Steve

You know a design is good when you want to lick it.

Steve Jobs Source: Design: Intelligence Made Visible, Stephen Bayley & Terence Conran

Thank you, Lou

M = $0

IB : $55B*
M
*Also HP-EDS

And the M Stands for ?

Systems Integrator of choice./BW

Gerstners IBM:
(Lou, help us turn all this into that long-promised revolution. )

IBM Global Services*

Services Corp.):

$55B
(*Integrated Systems

THE GIANT STALKING BIG OIL: How

Schlumberger Is
Rewriting the Rules of the Energy Game.: IPM [Integrated Project Management] strays from [Schlumbergers] traditional role as a service provider and moves deeper into areas once dominated by the majors.
Source: BusinessWeek cover story, January 2008

A January 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game. In short, Schlumberger knows how to create and run oilfields, anywhere, from drilling to fullscale production to distribution. And the nugget is hardcore, relatively small, technically accomplished, highly autonomous teams. As China and Russia, among others, make their move in energy, state run companies are eclipsing the major independents. (Chinas state oil company just surpassed Exxon in market value.) At the center of it all, abetting these new players who are edging out the Exxons and BPs, the Kings of Large-scale, Long-term Project Management wear Schlumberger overalls. (The pictures in the article from Siberia alone are worth the cover price.) At the center of the center of the Schlumberger empire is a relatively newly configured outfit, reminiscent of IBMs Global Services and UPS integrated logistics experts and even Best Buys now ubiquitous Geek Squads. The Schlumberger version is simply called IPM, for Integrated Project Management. It lives in a nondescript building near Gatwick Airport, and its chief says it will do just about anything an oilfield owner would want, from drilling to productionthat is, as BusinessWeek put it, [IPM] strays from [Schlumbergers] traditional role as a service provider* and moves deeper into areas once dominated by the majors. (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.)

Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. ecompany.com
(E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

MasterCard Advisors

I. LAN Installation Co.

(3%)

II. Geek Squad.

(30%.)

III. Acquired by Best Buy. IV. Flagship of Best Buy Wholesale Solutions Strategy Makeover.

Huge: Customer

Satisfaction

versus

Customer

Success

The Value-added Ladder/TRANSFORMATION

Customer Success/ Gamechanging Solutions

Services Goods Raw Materials

The business of selling is not just about matching viable

Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of
solutions to the customers that require them. our position in the market is our attention to managing change and making change stick in our customers organization.* (*E.g.: CRM failure rate/Gartner: 70%)
Jeff Thull, The Prime Solution: Close the Value Gap,

Increase Margins, and Win the Complex Sale

The Value-added Ladder/TRANSFORMATION

Customer Success through Implemented Gamechanging Solutions*

Services Goods Raw Materials

*Subject-matter Professionals and Organization Effectiveness Experts (Degree: MBA, Organizational Psychology)

HRMAC

Chicago:

Sarah:

Mom, what do you do? Im overhead.

Mom:

support function / cost center/ overhead

or

Are you

Rock

Stars of the Age of Talent

Department Head
to

Managing Partner, IS Inc.

[HR, R&D, etc.]

Answer:

Are you the

Principal Engine of Value Added

*E.g.: Your R&D budget as robust as the New Products team?

HCare CIO:

Technology Executive (workin in a hospital)

Or/to:

Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitals Senior

Healing-Services Team
(who happens to be a techie)

Leader in Lifetime Value-added Maximization?

(*Lopez: Arguably Villain #1 in GM tragedy/Anon VSE-Spain)

Cost (at All Costs*) Minimization Professional? Or/to: Full PartnerPurchasing Officer Thrust #1:

Ideal finance staffer:

Full-scale business partner [CFO?] to the/each department she serves.

Ideal finance staffer:

**Full-scale business partner [CFO?] to the/each department she serves. **Not copobsessed instead with value-added **Integration first, stovepipe secondary **MBWA/bigtime **Networker to the rest of Finance

Photographer: Louise Roach

Photographer: Mike Brake

LEAVE IT TO BEAVER.

Trapper:

per beaver pelt.

Source: WSJ

<$20

wdcp/Wildlife Damage-control Professional: $150 to

remove problem beaver;

$750-$1,000 for
Source: WSJ

flood-control piping so that beavers can stay.

Trapper = Redneck
WDCP = PSF/ Professional Services Provider

7X to 40X
for

Solution
[rather than service transaction]

Thank you Larry and Jim (and Germany )

Basement Systems Inc.

*Basement Systems Inc. *Larry Janesky *Dry Basement Science

(115,000!)

*1990: $0; 2003: $13M;

2007:

$62,000,000

Jims Group

Jims Dog Wash

Jims Driving School Jims Fencing Jims Floors Jims Painting Jims Paving Jims Pergolas [gazebos] Jims Pool Care Jims Pressure Cleaning Jims Roofing Jims Security Doors Jims Trees Jims Window Cleaning Jims Windscreens

Jims Mowing Canada Jims Mowing UK Jims Antennas Jims Bookkeeping Jims Building Maintenance Jims Carpet Cleaning Jims Car Cleaning Jims Computer Services

What Will They Franchise Next? The Story of Jims Group

Note: Download, free, Jim Penmans book:

Jims Group: Jim Penman.*

1984: Jims Mowing. 2006: Jims Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. People first. Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly.
*Ph.D. cross-cultural anthropology; mowing on the side Source: MT/Management Today (Australia), Jan-Feb 2006

etc.

PRSX/Paragon Railcar Salvage*

*Salvaged railcars into bridges, etc.

Joel Resnick/Flemington NJ
(referenced in Fame Junkies)

The Red Carpet Store

#4 Japan #3 USA #2 China

#1 Germany

Reason!!!

Mittelstand

Or

Goldmann Produktions
(11/50%/$5M/dip and coat, expensive pigments vs through coloring, fades Bekro Chemie)

Family Businesses

Two-thirds of total #s of companies One-half of biggest companies >One-half GDP >One-half employment 6% more profitable 7% better ROA Higher income growth Higher revenue growth
Source: John Davis, HBS

*Lived in same town all adult life

*First generation thats wealthy/ no parental support *Dont look like millionaires, dont dress like millionaires, dont eat like millionaires, dont act like millionaires *Many of the types of businesses [they] are in could be classified as dullnormal. [They] are welding contractors, auctioneers, scrap-metal dealers, lessors of portable toilets, dry cleaners, re-builders of diesel engines, paving contractors
Source: The Millionaire Next Door, Thomas Stanley & William Danko

The growth and success of womenowned businesses is one of the most profound changes taking place in the business world today.

Margaret Heffernan, How She Does It

94%

of loans to

women*
*Microlending; Banker to the poor; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner

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

You dont get better by being bigger. You get worse.

Dick Kovacevich:

Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They
found that of the longterm survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times

none

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

Q4/2006

+500,000 = +7,700,000 -7,200,000

Source: Barrons 0922.07

Natural selection is death. ...

Without huge amounts of death, organisms do not change over time. ... Death
is the mother of structure. ... It took four billion years of death ... to invent the human mind ... The Cobra Event

The last word:

There is no last word.

Built to Last
vs

Built to Change/Rock the World

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 someonee.g., grandchildthat you worked?)

Warren Bennis & Patricia Ward Biederman/

Great Groups Dont Last Very Long!

Organizing Genius:

The Unlucky Thirteen Guru Gaffes:

Big companies! Public companies! Cool industries! Stability! Famous CEOs! Hard stuff! Plans! Success! Men! Young! Incrementalism-Kaizen Minimization! Uniformity!

The Lucky Thirteen:

SMEs! Private companies! Dull industries! Churn! laudable CEOs! Soft stuff! Excellence! Action-Execution! Women! Boomers-Geezers! Imagination Unbound! Accentuate the Positive! Individuality!

Thank you, Eleanor, Jay and Kevin

Do one thing
every day that scares you.
Eleanor Roosevelt

Im not comfortable unless Im uncomfortable.

Jay Chiat

Kevin Roberts Credo

1. Ready. Fire! Aim.

2. If it aint broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff.
10.

Avoid moderation!

Thank you , NNT

black september

The black swan

Career = 1 or 2 black swans

Black Swan: This is

how you earn your pay!* **

*See: The Black Swan: The Impact of the Highly Improbable, Nassim Nicholas Taleb **WSC: When the seas are calm all ships alike show mastership in sailing.

Thank you, John

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.

when youre drawing maps and studying logs, but you have to drill.

You may think youre finding it

Source: The Hunters, by John Masters, Canadian O & G wildcatter

What makes God laugh?

People making plans!

Try it. Try it. Try it ry it. Try it. Screw up. Try it. Try it. Try t. Try it. Try it. Try t. Try it. Screw it up t. Try it. Try it. try

Excellence1982: The Bedrock Eight Basics

1. 2. 3. 4. 5. 6. 7. 8.

Close to the Customer Autonomy and Entrepreneurship Productivity Through People Hands On, Value-Driven Stick to the Knitting Simple Form, Lean Staff Simultaneous Loose-Tight Properties

A Bias for Action

We have a strategic plan. Its called doing things.

Herb Kelleher

We made mistakes, of course. Most of them were omissions we didnt 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, were already on prototype version

the time our rivals are ready with wires and screws, we are on version

#5.

By

#10. It gets back to planning

versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg

Culture of Prototyping

Effective prototyping may

innovative organization can hope to have. Michael Schrage

the most valuable core competence an

be

Experiment fearlessly
Source: BW0821.06, Type A Organization Strategies/ How to Hit a Moving TargetTactic #1

You miss

100% of
the shots you never take.
Wayne Gretzky

Reward
excellent failures.

Punish mediocre
successes.
Phil Daniels, Sydney exec

Fail . Forward. Fast.

High Tech CEO, Pennsylvania

FAIL, FAIL AGAIN. FAIL BETTER.

Samuel Beckett

The secret of fast progress is inefficiency, fast and furious and numerous failures.
Kevin Kelly

Thank you , Fred

DECENTRALIZATION. EXECUTION. ACCOUTABILITY. 6:15A.M.

Execution is strategy.
Fred Malek

Thank you , Conrad

Conrad Hilton, at a gala celebrating his life, was asked, What was the most important lesson youve learned in you long and distinguished career? His immediate answer

Conrad Hilton, at a gala celebrating his life, was asked, What was the most important lesson youve learned in you long and distinguished career?

His immediate answer:

remember

to tuck the shower curtain inside the bathtub

Thank you , Peter

Nudge. Sway. K.I.S.S.

50%

90K in U.S.A. ICUs on any given day; 178 steps/day in ICU.

stays result

in serious complication
Source: Atul Gawande, The Checklist (New Yorker, 1210.07)

**Peter Pronovost, Johns Hopkins, 2001 **Checklist, line infections **1/3rd at least one error when he started **Nurses/permission to stop procedure if doc, other not following checklist **In 1 year, 10-day line-infection rate:

11% to

0%

Source: Atul Gawande, The Checklist (New Yorker, 1210.07)

**Docs, nurses make own checklists on whatever process-procedure they choose **Within weeks, average stay in

ICU down

50%

Source: Atul Gawande, The Checklist (New Yorker, 1210.07)

-80%
Source: Nudge, Richard Thaler and Cass Sunstein, etching of

Everything matters

fly in the urinal reduces spillage by 80%, Schiphol Airport

Thank you , Anthelme Brillat-Savarin and Ludwig Feuerbach *

*You are what you eat

We are the company we keep

Measure Strangeness/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we benchmark against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

The Hang Out Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about:

Innovate, Yes or No

Normal =

o for 800

Thank you , 7-11

How to flush $500,000 down the toilet in one easy lesson!!

TP:

< CAPEX > People!

#1 cause of
Dis-satisfaction?

2/year = legacy.

Diverse groups of problem solvers groups of people with diverse tools consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better.

Diversity trumped ability.

the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

Scott Page, The Difference: How

Leaders people. Period.

do
Anon.

The leaders of Great Groups

love talent and know

where to find it. They

revel in the talent of others.

Warren Bennis &

Patricia Ward Biederman, Organizing Genius

Brand = Talent.

Our Mission

To 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

#1/100
Best Companies to
Work for/2005

Wegmans

The Dream Manager

Matthew Kelly

An organization can only become the-best-version-ofitself to the extent that the people who drive that organization are striving to become better-versions-ofthemselves. A companys purpose is to become thebest-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become the-bestversion-of-himself or herself. When a company forgets that it exists to serve customers, it quickly goes out of business.

Our employees are our first customers, and our most important customers.

Thank you , Tom, Clyde, Michael et al.

Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (18002000)

Globalization3.0
Individuals

(2000+)

collaborating & competing globally

Source: Tom Friedman/The World Is Flat

One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash
unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled. Clyde Prestowitz, Three Billion New Capitalists

If there is nothing
very special about your work, no matter
how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either.
Michael Goldhaber, Wired

BRAND YOU. NO OPTION.

Distinct

or

Extinct

Muhammad Yunus:

All human beings

were in the caves we were all selfemployed . . . finding our food, feeding ourselves. Thats where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs.
Source: Muhammad Yunus/The News HourPBS/1122.2006

are entrepreneurs. When we

You are the storyteller of your own life, and you can create your own legend or not.
Isabel Allende

Nobody gives you power. You just take it.

Roseanne

New Work SurvivalKit.2008 1. MASTERY! (Best/Absurdly Good at Something!) 2. Manage to Legacy (All Work = Memorable/Braggable WOW Projects!) 3. A USP/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession
(From vertical/hierarchy/suck up loyalty to horizontal/colleague/mate loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring interesting you to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. EMBRACE MARKETING (Your own CSO/Chief Storytelling Officer) 12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) 13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)

Thriving in 24/7 (Sally Helgesen)

*START AT THE CORE. *LEARN TO ZIGZAG.

Nimbleness only possible if we locate our inner voice, take regular inventory of where we are. Think gigs. Think lifelong learning. Forget old loyalty. Work on optimism.

*CREATE OUR OWN WORK.

Articulate your value. Integrate your passions. I.D. your market. Run your own business.

*WEAVE A STRONG WEB OF INCLUSION. Build your own support network.

the art of looking people up.

Master

Personal Brand Equity Evaluation

My current Project is challenging me New things Ive learned in the last 90 days include I am known for [2 to 3 things]; next year at this time Ill also be known for [1 more thing]. My public recognition program consists of Additions to my Rolodex in the last 90 days include

My resume is discernibly different from last years at this time

R.D.A.
Rate: 15%?, 25%? Therefore: Formal Investment
Strategy/

R.I.P.*

*Renewal Investment Plan

The only thing you have power over is to get good at what you do. Thats all there is; there aint no more!
Sally Field

When was the last

time you asked, What

do I want to be?
Sara Ann Friedman, Work Matters

This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy. GB Shaw/
Man and Superman

Tell me, what is it you plan to do with your one wild and precious life?
Mary Oliver

Joe J. Jones
1942 2008
HE WOULDA DONE SOME

REALLY COOL STUFF

BUT

HIS BOSS WOULDNT

HIM!

LET

Thank you , 3H Club

Howard Hilton

Herb

Conrad Hilton, at a gala celebrating his life, was asked, What was the most important lesson youve learned in you long and distinguished career?

His immediate answer:

remember

to tuck the shower curtain inside the bathtub

You have to treat your employees like customers.

upon being asked his secret to success

Herb Kelleher,

Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer, on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs 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 picketing the Annual Meeting)

3H: Howard, Hilton, Herb

**Stay in touch! **Sweat the details! **Its the people, stupid!

PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PRIORITIES. PEOPLE. Potent. Positive.

Thank you , Mike

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.
Michelangelo

Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.
Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

"Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting GERONIMO!
Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982)