Welcome to Tom Peters “PowerPoint World”! Beyond the set of slides here,
you will find at tompeters.com the last eight years of presentations, a
basketful of “Special Presentations,” and, above all, Tom’s constantly
updated Master Presentation—from which most of the slides in this
presentation are drawn. There are about 3,500 slides in the 7-part “Master
Presentation.” The first five “chapters” constitute the main argument:
Part I is context. Part II is devoted entirely to innovation—the sine qua
non, as perhaps never before, of survival. In earlier incarnations of the
“master,” “innovation” “stuff” was scattered throughout the presentation—
now it is front and center and a stand-alone. Part III is a variation on the
innovation theme—but it is organized to examine the imperative (for most
everyone in the developed-emerging world) of an ultra high value-added
strategy. A “value-added ladder” (the “ladder” configuration lifted with
gratitude from Joe Pine and Jim Gilmore’s Experience Economy) lays out a
specific logic for necessarily leaving commodity-like goods and services in
the dust. Part IV argues that in this age of “micro-marketing” there are
two macro-markets of astounding size that are dramatically underattended by all but a few; namely women and boomers-geezers. Part V
underpins the overall argument with the necessary bedrock—Talent, with
brief consideration of Education & Healthcare. Part VI examines
Leadership for turbulent times from several angles. Part VII is a
collection of a dozen Lists—such as Tom’s “Irreducible 209,” 209 “things
I’ve learned along the way.”
Enjoy! Download! “Steal”—that’s the whole point!
To appreciate
this presentation [and ensure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Celebrating
you!
Over-rated:
Big companies!
“Cool” industries!
Famous CEOs!
Over-rated:
Big companies!
“Cool” industries!
Famous CEOs!
You don’t
get better by
being bigger.
You get
worse.”
Dick Kovacevich:
“I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, ‘How do I build a small firm for
Buy
a very large one
and just wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
#1 Exporter?
#4 Japan
#4 Japan
#2T China
#2T USA
#4 Japan
#2T china
#2t USA
#1 Germany
Reason!!!
Mittelstand
Over-rated:
Big companies!
“Cool” industries!
Famous CEOs!
Jim’s
Group
Jim’s Mowing Canada
Jim’s Mowing UK
Jim’s Antennas
Jim’s Bookkeeping
Jim’s Building Maintenance
Jim’s Carpet Cleaning
Jim’s Car Cleaning
Jim’s Computer Services
Jim’s Dog Wash
Jim’s Driving School
Jim’s Fencing
Jim’s Floors
Jim’s Painting
Jim’s Paving
Jim’s Pergolas [gazebos]
Jim’s Pool Care
Jim’s Pressure Cleaning
Jim’s Roofing
Jim’s Security Doors
Jim’s Trees
Jim’s Window Cleaning
Jim’s Windscreens
Note: Download, free, Jim Penman’s book:
What Will They Franchise Next? The Story of Jim’s Group
etc.
PRSX/Paragon
Railcar
Salvage*
*Salvaged railcars into bridges, etc.
*Lived in same town all adult life
*First generation wealthy/no parental
support
*“Don’t look like millionaires, don’t dress
like millionaires, don’t eat like
millionaires, don’t 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,
portable toilets, dry cleaners, re-builders of
diesel engines, paving contractors …”
Source: The Millionaire Next Door, Thomas Stanley & William Danko
Over-rated:
Big companies!
“Cool” industries!
Famous CEOs!
Mission impossible?
$36B/’98
minus
$675M/‘07
Market capitalization
lost per day, 19982007:
$10,000,000/Day
Over-rated:
Big companies!
“Cool” industries!
Famous CEOs!
What’s “Left”?
SMEs!
“Real” industries!
Excellent CEOs!
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
Mind Consulting/Bologna
09 November 2007
*In Search of Excellence 1982-2007
All you need
to know …
“… a blinding
flash of the
obvious”
—Manny Garcia
All you need
to know …
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
This is it:
All you need
to know …
“How to flush
$500,000 down
the toilet in one
easy lesson!!”
TP:
< CAPEX
> People!
This is it:
All you need
to know …
R.O.I.R.
Return On
Investment In
Relationships
“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
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
“Happy
Birthday!”
“The deepest
human need is
the need to be
appreciated.”
William James
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.
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.
The only thing
you need
to know …
Conrad Hilton, at a gala celebrating his life,
was asked, “What was the most important lesson you’ve learned
in your long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
Hands On!
People!
Relationships!
“Sweat the small
stuff!”
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
Mind Consulting/Bologna
09 November 2007
*In Search of Excellence 1982-2007
1982.
(NOVEMBER)
A BOOK.
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
EXCELLENCE.
ASPIRATION.
2006.
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
2007.
SEPTEMBER.
SYDNEY.
DRUCKER
TRIBUTE.
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.” *
—Boyd Clarke
*TP: An “organization” is, in fact and after all
is said and done, a/the “house” in which
most of us “live” most of the time.
Organizations exist to serve. Period.
Leaders live to serve. Period.
Passionate servant leaders, determined to create a
legacy of earthshaking transformation in their domain
create/must necessarily create organizations which
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 jointly
are …
perceived soaring purpose and personal and community
and client service Excellence.
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
EXCELLENCE.
“the rules.”
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
“It was much later that I realized
Dad’s 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
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative-adventures)
Decency
(respect, grace,
integrity, humane)
service
(worthy of our clients’ & extended
family’s continuing custom)
excellence
(period)
Cause
Space
Decency
service
(worthy of commitment)
(room for/encouragement for initiative-adventures)
(respect, grace, integrity, humane)
(worthy of our clients’ & extended
family’s continuing custom)
excellence
servant leadership
(period)
Cause
Space
Decency
service
excellence
servant leadership
EXCELLENCE.
“one idea.”
1966-2007.
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
“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 you’re finding it
when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We made mistakes, of course. Most of them were
omissions we didn’t 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, we’re 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 plan—
for months.” —Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may
the most
valuable core
competence an
be
innovative organization can
hope to have.” —Michael Schrage
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
“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
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
try.
Miss.
READY.
FIRE!
No try.
No deal.
“You miss
100% of
the shots you
never take.”
—Wayne Gretzky
EXCELLENCE.
INNOVATION.
JOB ONE.
ALWAYS.
INNOVATE.
OR.
DIE.
InnoTacs
revenue
matters
most
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
“Our whole
story is
growing
revenue.”
—Vernon Hill (Top-line driven; standard
is bottom-line driven by cost cutting)
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
We become
who we spend
time with
The “Hang Out Axiom”: At
its core, every (!!!)
relationship-partnership
decision (employee,
vendor, customer, etc)
is a strategic decision
about:
“Innovate,
‘Yes’ or ‘No’ ”
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
We become
who we spend
time with ii
WikiWorld: “The
Billion-man Research
Team: Companies
offering work to online
communities are
reaping the benefits of
‘crowdsourcing.’”
—Headline, FT, 0110.07
Educate for
creativity
“Human
creativity is
the ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
“Every child is
born an artist.
The trick is to
remain an
artist.” —Picasso
Foster
independence
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . finding our food, feeding
ourselves. That’s 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 Hour—PBS/1122.2006
Race up & up &
Up the “valueadded ladder”:
“solutions”
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
Race up & up &
Up the “valueadded ladder”:
“Experiences”
“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
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’
And I really believe
that sets us apart. The third place is
that place that’s not work or home. It’s
the place our customers come for
refuge.” —Nancy Orsolini, District Manager
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-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
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
<TGW
vs.
>TGR
[Things Gone WRONG/Things Gone RIGHT]
SingaporeCandy
(Operational Excellence+)
3-cent
lemon!
Disney’s
Parking Lot
Attendants
= Alpha and
Omega
winning
through
“design”
“Design is treated
like a religion
at BMW.” —Fortune
Race up & up & Up
the “valueadded ladder”:
“dreams come
true”
“The sun is setting on the Information Society—even
before we have fully adjusted to its demands as
individuals and as companies. We have lived as hunters
and as farmers, we have worked in factories and now we
live in an information-based society whose icon is the
We stand facing the
fifth kind of society: the
Dream Society. … Future products will
computer.
have to appeal to our hearts, not to our heads. Now is the
time to add emotional value to products and services.”
Rolf Jensen/The Dream Society:How the Coming Shift from
Information to Imagination Will Transform Your Business
Furniture vs. Dreams
“We do not sell ‘furniture’ at Domain.
We sell dreams. This
is accomplished by addressing the
half-formed needs in our customers’
heads. By uncovering these needs,
we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’
Sales are the inevitable
result.”
— Judy George, Domain Home Fashions
Dreams Come True
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
<TGW
vs.
>TGR
[Things Gone WRONG/Things Gone RIGHT]
imagination
unbound!
Single
greatest act
of pure
imagination
Women as
innovation
force!
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
Pursuing
humongous
“new” markets
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%
D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)
All consumer purchases … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
Health Care … 80%
Repeat: “Goldman Sachs in Tokyo
has developed an index of 115
companies poised to benefit from
women’s increased purchasing
power; over the past decade the
value of shares in Goldman’s
basket has risen by 96%, against
the Tokyo stockmarket’s rise
of 13%.” —Economist, April 15
most significant
variable in every
“The
sales situation is the
gender
of the buyer, and
more importantly, how the
salesperson communicates
to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
Selling to men:
The
TRANSACTION Model
Selling to Women:
The
RELATIONAL Model
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
The Perfect Answer
Jill and Jack buy
slacks in black…
Cases! Cases! Cases!
McDonald’s (“mom-centered” to “majority consumer”; not
via kids)
Home Depot (“Do it [everything!] Herself”)
P&G (more than “house cleaner”)
DeBeers (“right-hand rings”/$4B)
AXA Financial
Kodak (women = “emotional centers of the household”)
Nike (> jock endorsements; new def sports; majority consumer)
Avon
Bratz (young girls want “friends,” not a blond stereotype)
Source: Fara Warner/The Power of the Purse
“We simply had
stopped being
relevant to women.”
—Kay Napier, SVP Marketing (Fara Warner, The Power of the
Purse, “From Minority to Majority: McDonald’s Discovers the
Woman Inside the Mom”)
“Mostly Moms”
“Women were either ignored
in favor of focusing on men—
generally considered the
industry’s most frequent
users and therefore its most
important consumers—or they
were cast in the role of moms
who were simply conduits to
their children.” —Fara Warner, The Power of
the Purse, “From Minority to Majority: McDonald’s
Discovers the Woman Inside the Mom”
“McDonald’s shifted its strategy
toward women from one of
‘minority’ consumers who served as
a conduit to the important
children’s market to one in which
women are the company’s majority
consumers and the main driver
behind menu and promotion
innovation.” —Fara Warner,
The Power of the Purse, “From Minority to Majority:
McDonald’s Discovers the Woman Inside the Mom”
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.
Women’s 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].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is the point of men?
“One thing is certain: Women’s rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content
to provide efficient labor or to be consumers
with rising budgets and more autonomy to
spend. … This is just the beginning. The
phenomenon will only grow as girls prove to be
more successful than boys in the school
For a number of observers, we
have already entered the age of
‘womenomics,’ the economy as
thought out and practiced by a
woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006
system.
“new” markets ii
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
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 world—and we will be the
Center of your universe for the next twentyfive years. We have arrived!
“Marketers attempts at reaching
those over 50 have been miserably
No market’s
motivations and
needs are so poorly
understood.”
unsuccessful.
—Peter Francese, founding publisher, American Demographics
Conscious
measurement
How many
of your Top 5 Strategic
Initiatives/Key Projects
score 8 or higher [out of 10]
on a “Wow”/“Rock the
World” Scale?
Innovation Index:
EXCELLENCE.
BEDROCK.
LEADERSHIP.
10Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
Leader Job One
Paint
Portraits of
Excellence!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
BZ: “I am a …
Dispenser of
Enthusiasm!”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
“Being aware of
yourself and how you
affect everyone
around you is what
distinguishes a
superior leader.”
—Edie Seashore (Strategy + Business #45)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
potent.
Positive.
“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-don’t ’
List !”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE i.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—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
“Leaders
‘SERVE’
people.
Period.”
—inspired by Robert Greenleaf
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE ii.
Potent.
Positive.
“I can’t tell you how many
times we passed up hotshots
for guys we thought were better
people, and watched our guys do a lot better
than the big names, not just in the classroom, but on
the field—and, naturally, after they graduated, too.
Again and again, the blue chips faded out, and our
little up-and-comers clawed their way to allconference and All-America teams.” —Bo
Schembechler (and John Bacon), “Recruit for
Character,” Bo’s Lasting Lessons
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE iii.
Potent.
Positive.
“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.”
—Scott Page, The Difference: How
the Power of Diversity Creates Better Groups,
Firms, Schools, and Societies Diversity
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE iv.
Potent.
Positive.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
!!!!!!!!!!!!!!!
14 168*
to
*Leadership Positions/D&T/1992-2002/WIAR
(Women’s Initiative Annual Report)
Period??!!*
Start:
3 0f 14
18 months later:
10 of 18
*AIM/September 2007
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE v.
Potent.
Positive.
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE vi.
Potent.
Positive.
2 per Year/
20 per Decade =
Excellence +
Legacy
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE vii.
Potent.
Positive.
Brand =
Talent.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
“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
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t 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!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
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