Interesting Slides Tom Peters

8/6/2019 Interesting Slides Tom Peters

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What makesWhat makesGod laugh?God laugh?



PeoplePeople

making making

plans!plans!





´We hav e a´We hav e a

¶strategic plan.· ¶strategic plan.· It·s called It·s called doi n g doi n g

thi n gs thi n gs .µ .µ ³ Herb Kelleher



I t · s so sim p le I t · s so sim p le

it · s almost it · s almost

funny but,y o ufunny but,y o uo n l y f i n d oil i f o n l y f i n d oil i f

y o ud r ill y o ud r ill

wellswells..



Éx p e r ime n t Éx p e r ime n t f ea r lessl yµ f ea r lessl yµ Sour c e: BW0821.06, Type A Organizat ion St rat egies/

´How t o Hit a Moving Targetµ ³ T actic #1T actic #1



´ ´Re w a r d Re w a r d

excellent failures.P un ish P un ish mediocre

successes.µ Phil Daniels, Sydney exec



³In business, you³In business, you reward reward people for taking people for taking risksrisks..When it When it doesn¶t doesn¶t work work out out

you pyou promoteromote themthem--becausebecausethey were willing to try new they were willing to try new

things.things. If If p peoeop ple tell mele tell methethey y skied all da skied all day y and never and never fell down, I tell them to tr fell down, I tell them to try y

a different mountaina different mountain.´ .´ ³ ³Mic hael Bloomberg (Mic hael Bloomberg (BW BW /0625.07)/0625.07)



..thi n gs .thi n gs .



´Fail .´Fail .

Fo rw a r d .Fo rw a r d .

Fast .µ Fast .µ High Tec h CEO, Penns ylvania



´FAIL, FAIL ´FAIL, FAIL

AG AIN. FAIL AG AIN. FAIL

BETTER.µ BETTER.µ ³ Samuel Beckett



Ýo umiss Ýo umiss

100 100% % o f o f

the shots y o uthe shots y o un e v e r take .µ n e v e r take .µ ³ ³WayneWayne Gret zkyGret zky



Íntelligent peopleÍntelligent peoplecan always come up can always come up

with intelligentwith intelligentreasonsreasons to doto do

nothingnothing.µ .µ ²²Scott SimonScott Simon



³Andrew Higgins , who built landing craft in WWII,³Andrew Higgins , who built landing craft in WWII,

refused to hire graduates of engineering refused to hire graduates of engineering

schools.schools. H e b elie v ed that H e b elie v ed that the y o n l y teach y o uthe y o n l y teach y o u

w hat y o uw hat y o u ca n· t ca n· tdo do i n i n e n gi n ee r i n g school .e n gi n ee r i n g school . HeHe

started off with 20 employees, and by the middle of thestarted off with 20 employees, and by the middle of the

war had 30,000 working for him. He turned out 20,000 war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, µAndrew landing craft. D.D. Eisenhower told me, µAndrew

Higgins won the war for us. He did it without Higgins won the war for us. He did it without

engineers.¶ ´ engineers.¶ ´ ²²Stephen Ambrose/Stephen Ambrose/F ast Company F ast Company



Life 101: A 40Life 101: A 40--year Reflect ionyear Reflect ion

G o on offense.G o on offense.G ive everybody a shot.G ive everybody a shot.

Decentralize.Decentralize.Try a bunch of stuff.Try a bunch of stuff.

Make it up as you go along.Make it up as you go along.G et some stuff wrong.G et some stuff wrong.

Laugh a lot.Laugh a lot.G et some stuff right.G et some stuff right.

Become a ³success.´ Become a ³success.´ Extract ³lessons learned´ or ³best practices.´ Extract ³lessons learned´ or ³best practices.´

Thicken the Book of Rules for Success.Thicken the Book of Rules for Success.Become evermore serious.Become evermore serious.

Enforce the rules to increasingly tight tolerances.Enforce the rules to increasingly tight tolerances.G o on defense.G o on defense.

Install walls. Install walls.Protect Protect--at at--all all--costs today¶s franchise.costs today¶s franchise.

Centralize.Centralize.Calcify.Calcify.

Install taller walls. Install taller walls.Write more rules.Write more rules.

Become irrelevant and Become irrelevant and--or die.or die.



Think!Think!vs.vs.

do!do!



Évery child is Évery child is

born an artist.born an artist.The trick is to The trick is to

remain an remain an artist artist.µ .µ ³ ³ Pic ass oPic ass o



Muhamm

ad Yunu

s :Muhamm

ad Yunu

s : ³³ A ll h uma n b ei n gs

A ll h uma n b ei n gs a r e e n t r e pr e n e ur s a r e e n t r e pr e n e ur s .. When weWhen we

were in the caves we were all self were in the caves we were all self--employed . . . finding our food, feedingemployed . . . finding our food, feeding

ourselves. That¶s where human history ourselves. That¶s where human history began . . . As civilization came webegan . . . As civilization came we suppressed it. We became labor suppressed it. We became labor

because they stamped us, µYou arebecause they stamped us, µYou are

labor.¶ We forgot that we arelabor.¶ We forgot that we areentrepreneurs.´ entrepreneurs.´

Source: Muhammad Yunus/2006 Nobel Peace prize winner,

father of micro-lending /The News Hour²PBS/1122.2006



Á leader is Á leader is

a a dealer in dealer in

hope.µ hope.µ ³Napoleon

(+TP¶s writing room pics)(+TP¶s writing room pics)



´ ´ Nothi n g is so Nothi n g is so

co n tagio us as co n tagio us as

e n th usiasm .µ e n th usiasm .µ ³ Samuel Taylor Coleridge



³ ³ Yo um ust Yo um ust b e b e the cha n ge y o uthe cha n ge y o u

w ish to see i n the w ish to see i n the

w o r ld .µ w o r ld .µ Gandhi



³Being aware of yourself ³Being aware of yourself and how you affect and how you affect

everyone around you iseveryone around you iswhat distinguishes awhat distinguishes a

superior leader.´ superior leader.´ ³ ³Edie Seas hore (Edie Seas hore (St rat egy + B us in ess St rat egy + B us in ess #45)#45)



´Th e most ´Th e most

successful people successful people

are t h ose w h o are t h ose w h o

are good at plan B.µ are good at plan B.µ ²²James Yorke, mathematician, on chaos theoryJames Yorke, mathematician, on chaos theory

inin T he New Scientist T he New Scientist



´The ´The o n e o n e thi n thi n g y o u n eed g y o u n eed

to k n o w a b o ut s ustai n ed to k n o w a b o ut s ustai n ed i n di v id u al s uccess: i n di v id u al s uccess:

D isco v e r w hat y o udo n· t D isco v e r w hat y o udo n· t like doi n g a n d like doi n g a n d

sto p sto p doi n g it .µ doi n g it .µ

³Mar c us B uckingham, The One Thing Yo u Need to Know



" The r easo n a b le ma n ada p ts The r easo n a b le ma n ada p ts himsel f to the w o r ld .The himsel f to the w o r ld .The

unr easo n a b le o n e p e r sists i n unr easo n a b le o n e p e r sists i n

t ry i n g to ada p t the w o r ld to t ry i n g to ada p t the w o r ld to himsel f.The r e f o r e, all himsel f.The r e f o r e, all

pr og r ess de p e n ds up o n the pr og r ess de p e n ds up o n the

unr easo n a b le ma n.µ unr easo n a b le ma n.µ ³GB Shaw,

Man and Superm an: The Re volutionists' Handbook.





The g r eatest da n ge r The g r eatest da n ge r f o r most o f us f o r most o f us is n ot that o ur aim is is n ot that o ur aim is

too high too high a n d w e miss it, a n d w e miss it,but that it is but that it is

too lo w too lo w a n d w e r each it . a n d w e r each it .

Mic helangelo



Éxcellence can be obtained if you:Éxcellence can be obtained if you:... care more than others think is wise;... care more than others think is wise;

... risk more than others think is safe;... risk more than others think is safe;... dream more than others think... dream more than others thinkis practical;is practical;

... expect more than others think... expect more than others think

is possible.µ is possible.µ Sour c e: Anon. (Posted @ tompeters.com by

K.Sriram, November 27, 2006 1:17 AM)



When The Énemyµ When The Énemyµ Reall yReall y Wins Wins

³Lose Your Nemesis´:³Lose Your Nemesis´: ³³ObsessinObsessing g about about y your comour comp petitors,etitors,

tr try yinin g g to match or best their offerinto match or best their offering gs, s s, s p pendinending g timetimeeach daeach day y wantinwanting g to know what theto know what they y are doinare doing g, and/or , and/or measurinmeasurin g g y your comour comp panany y aag gainst themainst them²²these activitiesthese activitieshave nohave no g great or winninreat or winning g outcomeoutcome.. Instead you are simplyInstead you are simply

prohibiting your company from finding its own way to be trulyprohibiting your company from finding its own way to be trulymeaningful to its clients, staff and prospects. You block your companymeaningful to its clients, staff and prospects. You block your company

from finding its own identity and engaging with the people who payfrom finding its own identity and engaging with the people who paythe bills. « Your competitors have never paid your bills and theythe bills. « Your competitors have never paid your bills and they

never will.ńever will.´ ²²Howard Mann,Howard Mann, Your Business Brickyard: G etting Back to the Basics to MakeYour Business Brickyard: G etting Back to the Basics to Make

Your Business More Fun to Run*Your Business More Fun to Run*

**Mr Mann also quotes Mike McCue, former VP/Technology at Netscape:Mr Mann also quotes Mike McCue, former VP/Technology at Netscape: ³At Netscape³At Netscapethe competition with Microsoft was so severe, we¶d wake up in thethe competition with Microsoft was so severe, we¶d wake up in the

morning thinking about how we were going to deal with them insteadmorning thinking about how we were going to deal with them instead

of how we would build something great for our customers.of how we would build something great for our customers. What I What I realize now is that realize now is that y you can never, ever takeou can never, ever take y your eour ey yee

off the customer. Even in the face of massiveoff the customer. Even in the face of massivecomcom p petition, don¶t think about the cometition, don¶t think about the com p petition. Literall etition. Literally y

don¶t think about themdon¶t think about them.´ .´



³I [will] not accept the³I [will] not accept theexplanation of a recessionexplanation of a recession

negatively affecting thenegatively affecting the

[new] business. There are[new] business. There are still people traveling. We just still people traveling. We just

have to get them to stay inhave to get them to stay in

our hotel.´ our hotel.´ ³ ³Hor st Sc hulze, on his new c hain, Hor st Sc hulze, on his new c hain,

Capella, fr om Prest ige (06.08)Capella, fr om Prest ige (06.08) The Ret urn of Hist ory and t heThe Ret urn of Hist ory and t he

End of Dreams E nd of Dreams



³You have to³You have totreat your treat your

employees likeemployees like

customers.´ customers.´ ³ ³Herb Kelleher , Herb Kelleher ,

c omplet e ans wer , upon being asked his ´s ec rets t o s ucc essµc omplet e ans wer , upon being asked his ´s ec rets t o s ucc essµ

Sour c e: Joe Noc era, Sour c e: Joe Noc era, NYT NYT , ´Par t ing Words of an Airline Pioneer ,µ on t he occ as ion of , ´Par t ing Words of an Airline Pioneer ,µ on t he occ as ion of

Herb Kelleher·s ret irement af t er 37 year s at Sout hwest Airlines (SWA·s pilots unionHerb Kelleher·s ret irement af t er 37 year s at Sout hwest Airlines (SWA·s pilots union

t ook out a f ullt ook out a f ull--page ad in USA T oday t hanking HK f or all he had done; ac r oss t hepage ad in USA T oday t hanking HK f or all he had done; ac r oss t he

way in Dallas Americ an Airlines · pilots were picket ing t he Annual Meet ing)way in Dallas Americ an Airlines · pilots were picket ing t he Annual Meet ing)



³Allied commands depend ³Allied commands depend

on mutual confidenceon mutual confidence[and this confidence][and this confidence]is gained, above all is gained, above all

through thethrough the develodevelop pment ment of friendshi of friendship ps s.´ .´ ³ ³General D.D. Eis enhower , General D.D. Eis enhower ,

Ar mc hair GeneralAr mc hair General * (05.08)* (05.08)

*´Perhaps his m ost outst anding abilit y [at West Point] was *´Perhaps his m ost outst anding abilit y [at West Point] was

t he eas e wit h whic h he m ade friends and earned t he t r ust t he eas e wit h whic h he m ade friends and earned t he t r ust

of fellow c adets who c am e fr om widely varied backgr ounds ;of fellow c adets who c am e fr om widely varied backgr ounds ;

it was a qualit y t hat would pay great dividends during his it was a qualit y t hat would pay great dividends during his

f ut ure c oalit ion c omm and.µf ut ure c oalit ion c omm and.µ



The 95% Fact or*:The 95% Fact or*: ³What I learned ³What I learned from my years as a hostagefrom my years as a hostagenegotiator is that we do not negotiator is that we do not

have to feel powerlesshave to feel powerless²²and that and that

bondinbondingg is the antidote tois the antidote to

the hostage situation.´ the hostage situation.´ ³ ³GeorgeGeorgeKohlries er , Kohlries er , Host age at t he Tab leHost age at t he Tab le

*95% of Kohlries er·s negot iat ions ended s ucc ess f ully*95% of Kohlries er·s negot iat ions ended s ucc ess f ully



THE PROBLEM ISTHE PROBLEM ISRARELY/NEVER THERARELY/NEVER THE

PROBLEM. THEPROBLEM. THE

RESPONSE TO THERESPONSE TO THEPROBLEM INVAR IABLYPROBLEM INVAR IABLY

ENDS UP BEING THEENDS UP BEING THEREAL PROBLEMREAL PROBLEM.* **

*Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!



Relat ions hips (of all varieties): THERETHEREONCE W AS A TIME WHEN A ONCE W AS A TIME WHEN A

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALLWOU LD H AVE AVOIDED WOU LD H AVE AVOIDED SETTING OFF THE DOWNW ARD SETTING OFF THE DOWNW ARD

SPIR AL TH AT RESU LTED IN A SPIR AL TH AT RESU LTED IN A COMPLETE RUPTURE.COMPLETE RUPTURE.



Succ ess «

ConsultConsult everyoneeveryone

on on everythingeverything´Thank youµ note´Thank youµ notecarpetcarpet bombingbombing

Source: Roger Rosenblatt,Source: Roger Rosenblatt, R ules for Aging R ules for Aging



´The four most important´The four most importantwords in any words in any organization organization

are « are « ¶ W hat do¶ W hat do

you thin k? · you thin k? · µ µ Source: courtesy Dave Wheeler,Source: courtesy Dave Wheeler,posted at tompeters.com, source of posted at tompeters.com, source of

original unknown (0609.08)original unknown (0609.08)



Ýou can make more Ýou can make more friends in two months friends in two months b by y

becomin becoming g interested in interested in other other p peo eop ple than le than you can you can in two years by trying to in two years by trying to

get other people interested get other people interested in you.µ in you.µ ³Dale Carnegie



TP:TP: People arePeople are

always ready to always ready totell their story!tell their story!

See als o: ´The st ory leaner·s edgeµ (St eve Farber)See als o: ´The st ory leaner·s edgeµ (St eve Farber)

´The dream manager µ (Matt hew Kelly)´The dream manager µ (Matt hew Kelly)



³It was much later that I realized ³It was much later that I realized

Dad¶s secret. He gained respect by Dad¶s secret. He gained respect by giving it. He talked and listened to giving it. He talked and listened to

the fourththe fourth--grade kids in Spring Valley grade kids in Spring Valley who shined shoes the same way hewho shined shoes the same way he

talked and listened to a bishop or atalked and listened to a bishop or acollege president.college president. H e w as H e w as se r io usl y i n te r ested i n se r io usl y i n te r ested i n

w ho y o u w e r e a n d w hat w ho y o u w e r e a n d w hat y o uhad to sa y y o uhad to sa y.µ .µ

Sara Lawrenc e-Light f oot, Resp ect





SingleSingle

greatest actgreatest actof pureof pure

imagination imagination



D oes D oes y o ur y o ur pr oject pr oject

p o r t f olio p o r t f olio

´ha v e ´ha v e a d ub ai µ ? a d ub ai µ ?



Ýou Ýou know know a a design design is is good good when when you you want want

to to lick lick it.µ it.µ ²²Steve JobsSteve Jobs

Sour c e:Sour c e: Design : I nt ellig enc e Mad e V isibl eDesign : I nt ellig enc e Mad e V isibl e,,

St ephen Bayl ey & Terenc e Con ran St ephen Bayl ey & Terenc e Con ran



Hu

Huggee::

C ustomer

Satisfaction Satisfaction versus

C ustomer

Success Success



The ValueThe Value--added Ladder /added Ladder /TRANSFORMATIONTRANSFORMATION

Custom er Succ ess/ Custom er Succ ess/

Gam ec hanging Gam ec hanging So lutions So lutions

Ser vic es Ser vic es

Goo ds Goo ds

Raw Mat er i als Raw Mat er i als



³The business of selling is not just about matching viable³The business of selling is not just about matching viable

solutions to the customers that require them.solutions to the customers that require them. I t · s I t · s

eq u all y a b o ut ma n agi n g the eq u all y a b o ut ma n agi n g the cha n ge pr ocess the c ustome r cha n ge pr ocess the c ustome r

w ill n eed to go th r o ugh to w ill n eed to go th r o ugh to

im p leme n t the sol utio n a n d im p leme n t the sol utio n a n d achie v e the v al ue pr omised by achie v e the v al ue pr omised by the sol utio n the sol utio n.. One of the key differentiators of One of the key differentiators of

our position in the market is our attention to managing changeour position in the market is our attention to managing changeand making change stick in our customers¶ organization.´ and making change stick in our customers¶ organization.´ * *

(*E.g.: CRM failure rate/Gartner:(*E.g.: CRM failure rate/Gartner: 70 70%)%)

³ ³Jeff Thull, Jeff Thull, The P rim e So lution: Clos e t he Value Gap, The P rim e So lution: Clos e t he V a lue Gap,

I ncr eas e Margins, and W in t he Comp lex Sa leI ncr eas e Margins, and W in t he Comp lex Sa le



The ValueThe Value--added Ladder /added Ladder /TRANSFORMATIONTRANSFORMATION

Custom er Succ ess t hr o ug hCustom er Succ ess t hr o ug hIm Imp p lem ent edlem ent ed

G am ec hanging So lutions* G am ec hanging So lutions* Ser vic es Ser vic es

Goo ds Goo ds

Raw Mat er i als Raw Mat er i als

* * Subject Subject --m att er Pr o fession als an dm att er Pr o fession als an d

Or g ani zation Effecti ven ess Exp er ts (Deg ree: MBA, Or g ani zation Effecti ven ess Exp er ts (Deg ree: MBA,

Or g ani zation al Ps yc ho log y)Or g ani zation al Ps yc ho log y)



Sarah: ´ Mom, w h at

do you do?µ

Mom: Í· m ¶over h ead.· ¶over h ead.· µ µ

Youdon·tYoudon·t



Dick Kovac evic h:Yo udo n· t Yo udo n· t

get b ette r b get b ette r b

b ei n g b igge r.b ei n g b igge r.

Yo uget Yo uget

w se µw se µ



³Mr. Foster and his McKinsey ³Mr. Foster and his McKinsey

colleagues collected detailed colleagues collected detailed performance data stretching back performance data stretching back 40 40

years for years for 1,000 1,000 U.S. companies.U.S. companies. TheThey y

found that found that n o n e n o n e of the lonof the long g- -

term survivors manaterm survivors managged to out ed to outp performerform

the market. Worse, the lonthe market. Worse, the long ger er

comcom p panies had been in the database,anies had been in the database,

the worse thethe worse they y did did.´ .´ ²²Financial TimesFinancial Times



´́Do one thingDo one thing

every day every day that scaresthat scaresyou.µ you.µ ³Eleanor Roos evelt



Í·m not comfortable Í·m not comfortable

unless I·m unless I·m uncomfortable.µ uncomfortable.µ

³Jay Chiat





.. ..

y it . T ry it .y it . T ry it . S c r e w S c r e w p.p. T ry it . T ry it . T T ry it . T ry it . T

t . T ry it . T ry it . T r t . T ry it . T ry it . T r . T ry it .. T ry it . S c r e w it uS c r e w it ut . T ry it . T ry it . t r t . T ry it . T ry it . t r



´We ha v e a ´We ha v e a

¶ st r ategic p la n.· ¶ st r ategic p la n.· I t · s called I t · s called doi n g doi n g

thi n gs thi n gs .µ .µ ³ Herb Kelleher





Cult ure of Pr ot ot ypingCult ure of Pr ot ot yping

³Effective prototyping may ³Effective prototyping may

bebe the themost most

v al u a b le v al u a b le co r e co r e com p ete n ce com p ete n ce anan

innovative organization caninnovative organization can

hope to have.´ hope to have.´ ³Mic hael Sc hrage



Éx p e r ime n t Éx p e r ime n t f ea r lessl yµ f ea r lessl yµ Sour c e: BW0821.06, Type A Organizat ion St rat egies/

´How t o Hit a Moving Targetµ ³ T a cti c #1T a cti c #1







Éxecution Éxecution is is

s trategy.µ s trategy.µ ³ ³Fred MalekFred Malek





The Dr eam M a n age r The Dr eam M a n age r ²²Matthew KellyMatthew Kelly

³An organization can only become the³An organization can only become the--bestbest--versionversion--of of--itself to the extent that the people who drive thatitself to the extent that the people who drive that

organization are striving to become betterorganization are striving to become better--versionsversions--of of--themselves.´ ³A company¶s purpose is to become thethemselves.´ ³A company¶s purpose is to become the--

bestbest--versionversion--of of--itself. The question is: What is anitself. The question is: What is anemployee¶s purpose? Most would say, µto help theemployee¶s purpose? Most would say, µto help the

company achieve its purpose¶company achieve its purpose¶²²but they would be wrong.but they would be wrong.That is certainly part of the employee¶s role, but anThat is certainly part of the employee¶s role, but anemployee¶s primary purpose is to become theemployee¶s primary purpose is to become the--bestbest--versionversion--of of--himself orhimself or ±±herself. « When a companyherself. « When a company

forgets that it exists to serve customers, it quickly goesforgets that it exists to serve customers, it quickly goes

out of business.out of business. Our employ ee s a r e our Our employ ee s a r e our first custome rs, a nd our m ostfirst custome rs, a nd our m ost

import a nt custome rs.µ import a nt custome rs.µ





Ńobody gives Ńobody gives

you power. you power.You just You just

take it.µ take it.µ ²²RoseanneRoseanne





´ Wh en was t h e last Wh en was t h e last

time you asked,time you asked,¶ ¶ Wh at do I want to Wh at do I want to

be be? · µ ? · µ ³ ³ Sara Ann Friedman, Sara Ann Friedman, W o rk Matt er s W o rk Matt er s



Joe J . Jones Joe J . Jones 19421942 ² ² 20082008

HE WOULDA DONE SOME HE WOULDA DONE SOME REALLY COOL STUFF REALLY COOL STUFF

BUT «BUT «

HIS BOSS WOULDN·T LET HIS BOSS WOULDN·T LET

HIM! HIM!



Éxc ellen c e c an be o bt ained if y ou:Éxc ellen c e c an be o bt ained if y ou:

... c are more th an others think... c are more than others think is w ise; is w ise;

... risk more than others think... risk more than others think is safe; is safe;

... dream more than others think... dream more than others think is prac tic al; is prac tic al;

... e xpec t more than others think... e xpec t more than others think is possi b le.µ is possi b le.µ

Sour c e: Anon.Sour c e: Anon. (Posted @ tompeters.com by(Posted @ tompeters.com by

K.Sriram, November 27, 2006 1:17 AM)K.Sriram, November 27, 2006 1:17 AM)

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