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Slides* at … tompeters

LONG Tom Peters’ X25* EXCELLENCE. ALWAYS. IDDBA/Anaheim/03 June 2007 * In Search of Excellence 1982-2007. Slides* at … tompeters.com. IDDBA 21. IDDBA21 *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically

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Slides* at … tompeters

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  1. LONGTom Peters’ X25*EXCELLENCE. ALWAYS.IDDBA/Anaheim/03 June 2007*In Search of Excellence 1982-2007

  2. Slides* at …tompeters.com

  3. IDDBA21

  4. IDDBA21 *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.” *Think Wegmans. (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *”Wow” is free, too. *Hire nut cases (the “O for 800” rule holds for DDB) *E Val U A Tion, 53 = 53. *Cause. Space. Decency. *Hire Great People. Try a Lot of Stuff Accept No Less Than Excellence. Pursue Wow! *EXCELLENCE! *Think 7 11 @ Mt Vernon & Charles. (<Capex, > People) *Think Whole Foods. (Sorry, but it’s true.) (Experience! Flowers on the way in! Bags that open!) *Customer partnership. *Design (Pooh, the “Deli look 2007”) *Communispace. (Got a clue as to what’s in your … STORE LEVEL … customers’ heads, the case of the Remote Control) *Experience???????? (Still waitin’ for memorable.) (Stories, suggestions, tableaus … what was the point beyond “modernize … Shaw’s Manchester VT) *For Pete’s sake … “OBESITY WORSE THAN TERRORISM” (Lea Der Ship! Wild doses of Im Ag In A Tion Noooooooow!) *Tommy Trillions & His Friends By The Millions!!!!!!!!!!!!!! *Experiment!!!!!!!!!!!!!!!!!! (R.F.A.,S.A.V., Sam’s #1) *NSPW (New Stuff Per Week.) *Passion (My disappointment in store managers?????? Lookin’ for Mary Kay!) *You do understand … HER … right? (I presume >75% of DDB managers are Women?)

  5. NOT YOUR FATHER’S WORLD!

  6. “Copper Thieves Cause Havoc for Commuters”—The Guardian (London) 28.05.07

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

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

  9. “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

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

  11. “Mr Zetsche, head of Chrysler from 2000 to 2005, denied he should take any responsibility for the U.S. carmaker’s troubles …”—Financial Times /05.29.07

  12. big. And bozo. Both Start with “b.”

  13. “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

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

  15. *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.”) *Think/Obsess Wegmans! (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *Leaders serve. (Leader as host.) *”Wow” is free, too. *Hire nut cases (the “O for 800” rule holds for DDB)

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

  17. The 9 Planetree Practices1.The Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends and Family4. Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing6. Human Touch: The Essentials of Communicating Caring Through Massage7. Healing Arts: Nutrition for the Soul8. Integrating Complementary and Alternative Practices into Conventional Care9. Healing Environments: Architecture and Design Conducive to HealthSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

  18. Press Ganey Assoc:139,380 former patients from 225 hospitals:noneof THE top 15 factors determining Patient Satisfaction referred to patient’s health outcomePSdirectly related to StaffInteractionPSdirectly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

  19. “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. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.”—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

  20. Griffin:Music in the parking lot; professional musicians in the lobby(7/week, 3-4hrs/day) ; 5 pianos; volunteers(120-140 hrs arts & entertainment per month).Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

  21. Access to nurses station:“Happen to”vs“Happen with”Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

  22. 7:30AM/830PM/7/1200AM/Friday/4M Dog Biscuits/ Red Button

  23. Excellence.Bank on it.(commerce bank.)

  24. Commerce Bank: From “Service” to “Experience”7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

  25. 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

  26. “Our whole story is growing revenue.”—Vernon Hills (Top-line driven; standard is bottom-line driven by cost cutting)

  27. The Commerce Bank Model“over-invest in our people, over-invest in our facilities.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

  28. “every computer at commerce bank has a specialredkey on it that says, ‘found something stupid that we are doing that interferes with our ability to service the customer? Tell us about it, and if we agree, we will give you $50.’”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

  29. *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.”) *Think/Obsess Wegmans! (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *Leaders serve. (Leader as host.) *”Wow” is free, too. *Hire nut cases (the “O for 800” rule holds for DDB)

  30. “In-sane-ly-great”

  31. Radically Thrilling Language! “Radically Thrilling.” —BMW Z4 (ad)

  32. “Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking,‘What is impossible that I am going to do today?’”—Daniel Lamarre, president, Cirque du Soleil

  33. “Do one thing every day that scares you.”—Eleanor Roosevelt

  34. “You do not merely want to be the best of the best.You want to be considered the only ones who do what you do.” —Jerry Garcia

  35. *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.”) *Think/Obsess Wegmans! (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *Leaders serve. (Leader as host.) *”Wow” is free, too. *Hire nut cases (the “O for 800” rule holds for DDB)

  36. #1/100“Best Companies to Work for”/2005

  37. SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

  38. “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

  39. PARC’s Bob Taylor:“Connoisseur of Talent”

  40. “We are a ‘Life Success’ Company.”Dave Liniger, founder, RE/MAX

  41. SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

  42. PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.

  43. Leaders Understand:Brand = Talent.

  44. *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.”) *Think/Obsess Wegmans! (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *Leaders serve. (Leader as host.) *”Wow” is free, too. *Hire nut cases (the “O for 800” rule holds for DDB)

  45. “Leaders‘SERVE’ people. Period.”—Anon.

  46. *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.”) *Think/Obsess Wegmans! (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *Leaders serve. (Leader as host.) *“Wow” is free, too. *Hire nut cases (the “O for 800” rule holds for DDB)

  47. *Planetree! Commerce! Cirque! (Pianos! Dog biscuits!) *Jerry Garcia … or bust (“only ones who do what we do,” “insanely great,” “radically thrilling,” “gaspworthy.”) *Think/Obsess Wegmans! (Staff: #1; the Manager’s Handbook of Decencies; “Kindness is free.”) *Leaders serve. (Leader as host.) *“Wow” is free, too. *Hire nut cases (the “O for 800”/100% rule holds for DDB)

  48. “Normal” = “o for 800”

  49. Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are 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.)

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

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