Tom Peters

1
Tom Peters EXCELLENCE. ALWAYS.Grocery
Innovations CanadaInnovations Alimentaires
CanadaToronto Congress Center27 October 2008
2
Slides at tompeters.com
3
1,000
4
Tom let me tell you the definition of a good
lending officer. After church on Sunday, on the
way home with his family, he takes a little
detour to drive by the factory he just lent money
to. Doesnt go in or any such thing, just drives
by and takes a look.
5
Derby CT
6
Kindness is free.
7
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
8
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 interactionsalienatin
g 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patients may be combative, withdrawn and less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, Laura Gilpin, Patrick Charmel
9
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day)
Five pianos Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
10
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 HealthSee the
APPENDIX to this presentation for more on
PlantreeSource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
11
Planetree Health Resources Center/1981Planetree
Classification SystemConsumer Health
LibrariansVolunteersClasses, lecturesHealth
FairsGriffins Mobile Health Resource
CenterOpen Chart PolicyPatient Progress
NotesCare Coordination Conferences (Est goals,
timetable, etc.)Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
12
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
13
Griffin Hospital/Derby CT (Planetree Alliance
HQ) Results Financially successful.
Expanding programs-physically. Growing market
share. Only hospital in 100 Best Cos to Work
for7 consecutive years, currently 6.
Five-Star Hospitals, Joe Flower,
strategybusiness
14
DallasPhiladelphia
15
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)
16
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
17
MelbourneSeymour CT
18
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services 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 Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
19
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 sideSource
MT/Management Today (Australia), Jan-Feb 2006
20
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1990 0 2003
13M 2007 62,000,000
21
Canada
22
Three of Ten Four Seasons (hospitality)/London
Drugs (retail)/Cirque du Soleil (overall)
PrivateFocusedMeasured growthPeople 1st
Unique ExperienceExcellence
23
Focus All Strategy Is Local True competitive
advantages are harder to find and maintain than
people realize. The odds are best in tightly
drawn markets, not big, sprawling ones
Title/ Bruce Greenwald Judd Kahn/HBR
24
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
25
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
26
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
27
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times
28
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/Dean/Rotman Management
School/University of Toronto
29
Hypothesis DESIGN is the principal difference
between love and hate!
30
Message (?????) Men cannot design for womens
needs.
31
ltTGWand gtTGRThings Gone WRONG/Things Gone
RIGHT
32
2-cent candy
33
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
34
Germany
35
4 Japan3 USA2 China1 Germany
36
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
37
Dick Kovacevich You dont get better by being
bigger. You get worse.
38
Small Giants Companies That Choose To Be Great
Instead Of Big by Bo Burlingham
39
Small Giants/Bo
Burlingham "First, I could see that, unlike most
entrepreneurs, their founders and leaders had
recognized the full range of choices they had
about the type of company they would create."
"Second, the leaders had overcome the enormous
pressures on successful companies to take paths
they had not chosen and did not necessarily want
to follow." "Third, each company had an
extraordinarily intimate relationship with the
local city, town, or county in which it did
business -- a relationship that went well beyond
the usual concept of giving back.'" "Fourth,
they cultivated exceptionally intimate
relationships with customers and suppliers, based
on personal contact, one-on-one interaction, and
mutual commitment to delivering on promises."
40
Small Giants/Bo
Burlingham "Fifth, the companies also had what
struck me as unusually intimate workplaces."
"Sixth, I was impressed by the variety of
corporate structures and modes of governance that
these companies had come up with." "Finally, I
noticed the passion that the leaders brought to
what the company did. They loved the subject
matter, whether it be music, safety lighting,
food, special effects, constant torque hinges,
beer, records storage, construction, dining, or
fashion."
41
Wallop Wal-Mart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
42
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
43
The Small Guys Guide Wallop WalMart16
Hands-on, emotional leadership. (We are a
great cool intimate joyful dramatically
different team working to transform our Clients
lives via Consistently Incredible
Experiences!) A community star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience, from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises,
including the professional services.)
44
The Small Guys Guide Wallop WalMart16
Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in
at least the short term marked by notably
progressive policies.) (THIS IS EMINENTLY
DO-ABLE!!) Sophisticated use of information
technology. (Small-ish is no excuse for small
aims/execution in IS/IT!) Web-power! (The Web
can make very small very big if the
product-service is super-cool and one
purposefully masters buzz/viral
marketing.) Innovative! (Must keep renewing and
expanding and revising and re-imagining the
promise to employees, the customer, the
community.)
45
The Small Guys Guide Wallop WalMart16
Brand-Lovemark (Kevin Roberts) Maniacs!
(Branding is not just for big folks with big
budgets. And modest size is actually a Big
Advantage in becoming a local-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. How stupid.) Excellence! (A small player
per me has no right or reason to exist unless
they are in Relentless Pursuit of Excellence. One
earns the rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
46
In-sane-ly-great
47
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
48
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
49
1982
50
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
51
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
52
Hard Is SoftSoft Is Hard
53
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
54
Why in the World did you go to Siberia?
55
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
56
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.
57
Thank you , 7-11
58
TP How to flush 500,000 down the toilet in
one easy lesson!!
59
lt CAPEXgt People!
60
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
61
Brand Talent.
62
1/100 Best Companies to Work for/2005
63
Wegmans
64
Leaders SERVE people. Period. inspired by
Robert Greenleaf
65
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
66
The Dream Manager Matthew KellyAn
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-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-best-version-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.
67
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
68
18
69
1 cause ofDis-satisfaction?
70
?
71
Thank you ,Marshall Edie
72
To develop others, start with yourself.
Marshall Goldsmith
73
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
74
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.), The
New Leaders
75
You must be the change you wish to see in the
world.Gandhi
76
Dennis, you need a To-dont List !
77
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
78
Thank you, Henry , Marshall Steve
79
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
80
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You There
How Successful People Become Even More Successfu.
81
Relationships (of all varieties) 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.

82
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!

83
Thank you,Heather
84
24 /3
85
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
86
Women are the majority market Fara
Warner/The Power of the Purse
87
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
88
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
89
The Perfect Answer
Jill and Jack buy slacks in black
90
(No Transcript)
91
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
92
Women dont buy brands. They join
them.EVEolution
93
Purchasing PatternsWomen Harder to convince
more loyal once convinced.Men Snap decision
fickle.Source Martha Barletta, Marketing to
Women
94
2.6 vs. 21
95
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
96
Editorial/Men Tables, rankings.Editorial/Women
Narratives that cohere.Editor-in-Chief,
Redwood Publications (UK)
97
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
98
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?
99
24 M/3FShades of Highpoint (0-17)
100
Thank you,Bill
101
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
102
7/13
103
2000-2010 Stats18-44 -155 21(55-64
47)
104
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
105
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
106
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the most
(yes) ambitious, the most experimental
exploratory, the most different, the most
indulgent, the most difficult demanding, the
most service experience obsessed, the most
vigorous, (the least vigorous,) the most health
conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
107
Thank you, John (et al.)
108
1/40
109
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
110
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 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
111
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
112
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

113
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
114
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act./Col. John
Boyd
115
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
1/40
116
Thank you, Kevin, Horatio Mike
117
Kevin Roberts Credo1. 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!
118
On NELSON other admirals more frightened of
losing than anxious to win
119
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
120
Sams Secret 1!