Tom Peters’
Sustaining
!
EXCELLENCE
Jabil Circuit/Officers Meeting 2013
TradeWinds Resort/St. Pete Beach/02 May 2013
(slides @ tompeters.com/excellencenow.com)
“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 …
Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
“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
“Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back
years for
1,000
found that
U.S. companies.
40
They
NONE
of
the long-term survivors managed to
outperform the market. Worse, the
longer companies had been in the
database, the worse they did.”
—Financial Times
“Data drawn from the real world
attest to a fact that is beyond
Everything
in existence tends
to deteriorate.”
our control:
—Norberto Odebrecht, Education Through Work
Conrad Hilton,
at a gala
celebrating his
career …
Conrad Hilton, at a gala celebrating his
career, was called to the podium and
“What were the
most important
lessons you learned
in your long and
distinguished
career?” His answer …
asked,
“Remember
to tuck the
shower curtain
inside the
bathtub.”
is
“Execution
strategy.”
—Fred Malek
“Costco figured out the big,
simple things and executed
with total fanaticism.”
—Charles Munger, Berkshire Hathaway
“In real life, strategy is
actually very straightforward.
Pick a general direction …
and implement like hell.”
—Jack Welch
“The art of war does not
require complicated
maneuvers; the simplest are
the best and common sense is
fundamental. From which one
might wonder how it is
it
is because they try to
be clever.”
generals make blunders;
—Napoleon
You beat
yourself!
Sports*:
*Sports/Business/Life
“We”
“When assessing candidates, the
first thing I looked for was energy
and enthusiasm for execution:
Does she talk about the
thrill of getting things
done, the obstacles
overcome, the role her
people played —or does she
keep wandering back to strategy
or philosophy?” —Larry Bossidy, Execution
WOW!!
Observed closely: The use of
or
“I”
“we”
during a job interview.
Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”
Management Lessons From Mayo Clinic
hundreds of
times better
here
“I am
[than in my prior hospital assignment]
because of the support system.
It’s like you are working in an
organism; you are not a single
cell when you are out there
practicing.”
—quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team
Medicine,” from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic
“On the face of it,
shareholder value is the
dumbest idea in the world.
Shareholder value is a
result, not a strategy. …
Your main constituencies
are your employees, your
customers and your
products.” —Jack Welch, FT, 0313.09, page 1
Really First
Things Before
First Things
If the regimental commander lost most of his
2nd lieutenants and 1st lieutenants and captains
If he
lost his sergeants it
would be a
catastrophe. The Army and the
and majors, it would be a tragedy.
Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty
Officers. Does industry have the same
awareness?
“People leave
managers not
companies.”
—Dave Wheeler
Really First
Things Before
First Things
XFX = #1*
*Cross-Functional eXcellence
% XF
lunches*
Measure! Monthly! Part of
*
evaluation! [The PAs Club.]
Everyone,
starting with the
receptionist, should have a
significant XFX rating
component in their
evaluation. (The “XFX
Performance” should be
among the Top 3 items in all
managers’ evaluations.)
Formal evaluations.
Present counterparts in other
functions recognition/awards for
service to your group: Tiny
awards at least weekly. An
“Annual All-Star Supporters
[from other groups] Banquet”
modeled after [and equivalent
to!] superstar salesperson
banquets.
XFX/Typical Social Accelerators
1. EVERYONE’s [more or less] JOB #1: Make friends in other functions!
(Purposefully. Consistently. Measurably.)
2. “Do lunch” with people in other functions!! Frequently!! (Minimum
10% to 25% for everyone? Measured.)
3. Ask peers in other functions for references so you can become
conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMNism.)
4. Religiously invite counterparts in other functions to your team
meetings. Ask them to present “cool stuff” from “their world” to your
group. (Useful. Mark of respect.)
5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF
“XFX” TO ACKNOWLEDGE—PRIVATELY AND
PUBLICALLY. (Bosses: ONCE A DAY … make a short
call or visit or send an email of “Thanks” for some
sort of XFX gesture by your folks and some other
function’s folks.)
6. Present counterparts in other functions awards for service to your
group. Tiny awards at least weekly; and an “Annual All-Star
Supporters [from other groups] Banquet” modeled after superstar
salesperson banquets.
ONE
Act of XFX
Enhancement
every day!
Really First
Things Before
First Things
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 …
seconds!
[An obsession with] Listening is ... the ultimate mark
of
Listening
Listening
Listening
Listening
Listening
Listening
Listening
is
is
is
is
is
is
is
...
...
...
...
...
...
...
Listening
Listening
Listening
Listening
is
is
is
is
...
...
...
...
the heart and soul of Engagement.
the heart and soul of Kindness.
the heart and soul of Thoughtfulness.
the basis for true Collaboration.
the basis for true Partnership.
a Team Sport.
a Developable Individual Skill.* (*Though women
are far better at it than men.)
the basis for Community.
the bedrock of Joint Ventures that work.
the bedrock of Joint Ventures that grow.
the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organization effectiveness.)
[cont.]
Respect
.
Listen = “Profession”
= Study = practice =
evaluation =
Enterprise value
Really First
Things Before
First Things
Whine all you
want, but
meetings
are what you
[boss] do!
Every meeting that
does not stir the imagination
and curiosity of attendees and
increase bonding and cooperation and engagement
and sense of worth and
motivate rapid action and
enhance enthusiasm is a
permanently lost opportunity.
Meeting:
Tom Peters’
Sustaining
!
EXCELLENCE
Jabil Circuit/Officers Meeting 2013
TradeWinds Resort/St. Pete Beach/02 May 2013
(slides @ tompeters.com/excellencenow.com)
1/4,096: excellencenow.com
“Business has to give people enriching,
or it's
simply not
worth doing.”
rewarding lives …
—Richard Branson
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years at Southwest
Airlines (SWA’s 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 AA’s Annual Meeting)
"If you want staff to
give great service,
give great service to
staff."
—Ari Weinzweig, Zingerman's
“I didn’t have a ‘mission
statement’ at Burger King. I had
a dream. Very simple. It was
something like, ‘Burger King is
250,000 people, every one of
whom gives a shit.’ Every one.
Accounting. Systems.
Not just the drive through.
Everyone is ‘in the brand.’ That’s
what we’re talking about,
nothing less.” — Barry Gibbons
Brand =
Talent.
Oath of Office: Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably over
the long haul.
Serving our customers brilliantly and profitably over the long
haul is a product of brilliantly serving, over the long haul, the
people who serve the customer.
Hence, our job as leaders—the alpha and the omega and
everything in between—is abetting the sustained growth and
success and engagement and enthusiasm and commitment to
Excellence of those, one at a time, who directly or indirectly
serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth and
Development and Success and Aspiration to Excellence
business.”
“We” [leaders] only grow when “they” [each and every one of our colleagues] are
growing.
“We” [leaders] only succeed when “they” [each and every one of our colleagues]
are succeeding.
“We” [leaders] only energetically march toward Excellence when
“they” [each and every one of our colleagues] are energetically marching
toward Excellence.
Period.
2/year
Promotion Decisions
“life and
death
decisions”
Source: Peter Drucker, The Practice of Management
2/year =
legacy.
From
sweaters to
people!*
Les Wexner:
*Limited Brands founder Les Wexner queried on astounding longterm success—said, in effect, it happened because he got
as excited about developing people as he had been about
predicting fashion trends in his early years
70 Cents
“Development can help great
people be even better—but
if
I had a dollar to spend,
I’d spend 70 cents
getting the right person
in the door.”
—Paul Russell, Director, Leadership and
Development, Google
the
most important
aspect of business
and yet remains woefully
misunderstood.”
“In short, hiring is
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street
!
“C-level”?
In the Army, 3-star
generals worry about
training. In most
businesses, it's a “ho
hum” mid-level staff
function.
I would hazard a guess
that most CEOs see IT
investments as a
“strategic necessity,”
but see training
expenses as “a
necessary evil.”
(1) Training merits
“C-level” status!
(2) Top trainers should
be paid a king’s
ransom—and be of
the same caliber as
top marketers or
researchers.
The Memories
That Matter.
The Memories That Matter
The people you developed who went on to
stellar accomplishments inside or outside
the company.
The (no more than) two or three people you developed who went on to
create stellar institutions of their own.
The long shots (people with “a certain something”) you bet on who
surprised themselves—and your peers.
The people of all stripes who 2/5/10/20 years
later say “You made a difference in my life,”
“Your belief in me changed everything.”
The sort of/character of people you hired in general. (And the bad
apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that
still make you smile and which fundamentally changed the way
things are done inside or outside the company/industry.
The supercharged camaraderie of a handful of Great Teams aiming to
“change the world.”
Joe J. Jones
1966 – 2013
Net Worth
$21,543,672.48
Not.
“Too Much Cost, Not Enough Value”
“Too Much Speculation, Not Enough
Investment”
“Too Much Complexity, Not Enough Simplicity”
“Too Much Counting, Not Enough Trust”
“Too Much Business Conduct, Not Enough
Professional Conduct”
“Too Much Salesmanship, Not Enough
Stewardship”
“Too Much Focus on Things, Not Enough Focus
on Commitment”
“Too Many Twenty-first Century Values, Not
Enough Eighteenth-Century Values”
“Too Much ‘Success,’ Not Enough Character”
Source: Chapter titles from Jack Bogle, Enough.
Hard is Soft.
Soft is Hard.
Hard
Soft
[numbers, plans]
[people/relationships]
is Soft.
is Hard.
“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 pursuit of
EXCELLENCE in
service of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
In Search of Excellence /1982:
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
READY.
FIRE!
AIM.
H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
/47
Lesson47:
WTTMSW
WHOEVER
TRIES
THE
MOST
STUFF
WINS
Better yet:
WTTMSTFW
WHOEVER
TRIES
THE
MOST
STUFF
THE
FASTEST
WINS
“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
“Burt Rutan wasn’t a fighter jock; he was an engineer who
had been asked to figure out why the F-4 Phantom was flying
pilots into the ground in Vietnam. While his fellow engineers
attacked such tasks with calculators, Rutan insisted on
considering the problem in the air. A near-fatal flight not
only led to a critical F-4 modification, it also confirmed for
Rutan a notion he had held ever since he had built model
The way to make a
better aircraft wasn’t to sit
around perfecting a design, it was
to get something up in the air and
see what happens, then try to fix
whatever goes wrong.”
airplanes as a child.
—Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”
from A Perfect Mess: The Hidden Benefits of Disorder
Culture of Prototyping
“Effective prototyping may
THE MOST
VALUABLE CORE
COMPETENCE an
be
innovative organization can
hope to have.” —Michael Schrage
“mean-timeto-prototype”
Source: Sony, via Michael Schrage
“EXPERIMENT
FEARLESSLY”
Tactic #1
Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—
“RELENTLESS TRIAL
AND ERROR”
Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company
portfolios in the face of changing and uncertain global economic conditions (11.08.10)
“FAIL.
FORWARD.
FAST.”
High Tech CEO, Pennsylvania
“REWARD
excellent failures.
PUNISH mediocre
successes.”
—Phil Daniels, Sydney exec
/4,096
“YOU MISS
100%
OF
THE SHOTS YOU
NEVER TAKE.”
—Wayne Gretzky
/47
Decentralization
vs Centralization
ALL
= “That’s
There Is” (from childrearing
101 to the Federalist Papers to Org.2013)
Resilience per se
should/must
become a
corporate value
and explicit part of
business strategy!
The True Logic* of Decentralization:
6 DIVISIONS = 6 “TRIES”
6 DIVISIONS = 6 DIFFERENT
LEADERS = 6 INDEPENDENT “TRIES”
= MAX PROBABILITY OF “WIN”
6 DIVISIONS = 6 VERY DIFFERENT
LEADERS = 6 VERY INDEPENDENT
“TRIES” = MAX PROBABILITY OF
“FAR OUT”/”3-SIGMA” “WIN”
*“Driver”: Law of Large #s
“Rose gardeners face a choice every spring. The long-term fate of a rose garden
depends on this decision. If you want to have the largest and most glorious roses of the
neighborhood, you will prune hard. This represents a policy of low tolerance and tight
control. You force the plant to make the maximum use of its available resources, by
putting them into the the rose’s ‘core business.’ Pruning hard is a dangerous policy in
an unpredictable environment. Thus, if you are in a spot where you know nature may
play tricks on you, you may opt for a policy of higher tolerance. You will not have the
biggest roses, but you have a much-enhanced chance of having roses every year. You
In short, tolerant pruning
achieves two ends: (1) It makes it easier to cope
with unexpected environmental changes.
(2) It leads to a continuous restructuring of the
plant. The policy of tolerance admittedly wastes
resources—the extra buds drain away nutrients
from the main stem. But in an unpredictable
environment, this policy of tolerance makes the
rose healthier in the long run.” —Arie De Geus, The Living Company
will achieve a gradual renewal of the plant.
Innovation Enemy
#1
I.C.D.
Inherent/Inevitable/
Immutable Centralist Drift
Note 1:
Note 2: Jim Burke’s 1-word vocabulary: “No.”
“I do not rule
Russia. Tenthousand clerks
do.”
—Czar Nicholas I
“You will become
like the five people
you associate with
the most—this can
be either a blessing
or a curse.”
—Billy Cox
WE
ARE WHAT WE
EAT/WE ARE
THE COMPANY
WE KEEP
The “Hang Out Axiom”:
The “We are what we eat”/
“We are who we hang out with”
Axiom: At its core, every (!!!)
relationship-partnership decision
(employee, vendor, customer, etc.,
etc.) is a strategic decision about:
“Innovate,
‘Yes’ or ‘No’ ”
“DON’T
BENCHMARK,
FUTUREMARK!”
Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
“DON’T
BENCHMARK,
‘OTHER’ MARK!”
“Who’s the most
interesting person
you’ve met in the
last 90 days? How
do I get in touch
with them?”
—Fred Smith
Vanity Fair:
“What is your most marked
characteristic?”
Mike Bloomberg:
“Curiosity.”
Forget>“Learn”
“The problem is never
how to get new,
innovative thoughts
into your mind, but
how to get the old
ones out.”
—Dee Hock
Forgetting >>
Learning
“The Bottleneck …
“The Bottleneck is at the …
“Where are you likely to find people with
the least diversity of experience, the
largest investment in the past,
and the greatest reverence for
industry dogma …
Top of the
Bottle”
— Gary Hamel/Harvard Business Review
MORE
MOORE
$55B*
*IBM Global Services/
“Systems integrator of choice”
“Big Brown’s 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)
“THE GIANT STALKING BIG OIL: HOW
SCHLUMBERGER IS
REWRITING THE RULES OF THE
ENERGY GAME.”: “IPM [Integrated
Project Management] strays from
[Schlumberger’s] traditional role
as a service provider and moves
deeper into areas once dominated
by the majors.”
Source: BusinessWeek cover story
“We’ll do
just about anything
an oilfield owner
would want, from
drilling to
production.”
IPM’s Chief:
LEAVE IT
TO BEAVER.
Trapper:
<$20
per beaver pelt.
Source: WSJ
WDCP/“WILDLIFE
DAMAGE-CONTROL
PROFESSIONAL”: $150
to “remove” “problem
beaver”; $750-$1,000
for flood-control piping …
so that beavers can stay.
Source: WSJ
7X to 40X
for
“Solution”
[rather than “service transaction”]
LITTLE =
Big carts =
Source: Wal*Mart
Bag sizes = New markets:
Source: PepsiCo
Machine Gambling
“Pleasing” odor #1 vs.
“pleasing” odor #2:
+45% revenue
Source: “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas
Casinos,” reported in Natasha Dow Schull, Addiction By Design:
Machine Gambling in Las Vegas (66% revenue, 85% profit)
“When Friedman slightly curved
the right angle of an entrance
corridor to one property, he was
‘amazed at the magnitude of
change in pedestrians’ behavior’
(the percentage who entered
increased from one-third to
nearly two-thirds.” —Natasha Dow Schull,
Addiction By Design: Machine Gambling in Las Vegas
Glaring Eyes:
-62%
Source: PLOS ONE (via The Atlantic CITIES /0429.13)
(1) Amenable to rapid
experimentation/
failure “free” (PR, $$)
(2) Quick to implement/
Quick to Roll out
(3) Inexpensive to
implement/Roll out
(4) Huge multiplier
(5) An “Attitude”
MBWA
Managing By Wandering Around/HP
MBWA 4
four most
important
words in any
“The
organization are …
MBWA 8: Change the World With Four Words
“WHAT DO
YOU
THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com
“Acknowledge” …
perhaps the most
powerful word (and
idea) in the English
language—and
in the manager’s
tool kit!
MBWA 8
MBWA 8:
Change the World With EIGHT Words
What do you think?*
How can I help?**
*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”
**Boss as CHRO/Chief Hurdle Removal Officer **********************************
“No matter what the
situation, [the great manager’s] first
response is always to think
about the individual
concerned and how things
can be arranged to help that
individual experience
success.”
—Marcus Buckingham,
The One Thing You Need to Know
You = Your
Calendar
You = Your
calendar*
*The calendar
NEVER
lies.
one
“If there is any
‘secret’
to effectiveness, it is
concentration. Effective
executives do first things first
and they do
one thing at a
time.”
…
—Peter Drucker
Me first!
“Being aware of
yourself and how you
affect everyone around
you is what
distinguishes a superior
leader.” —Edie Seashore (Strategy +
Business #45)
“How can a high-level leader like _____ be so
out of touch with the truth about himself? It’s
In
fact, the higher up the
ladder a leader climbs,
the less accurate his selfassessment is likely to
be. The problem is an acute lack of feedback
more common than you would imagine.
[especially on people issues].”
—Daniel Goleman (et al.), The New Leaders
"Everyone thinks
of changing the
world, but no one
thinks of changing
himself"
—Leo Tolstoy
Hard
Soft
[numbers, plans]
[people/relationships]
is Soft.
is Hard.
139,380 former
patients from 225 hospitals:
Press Ganey Assoc:
NONE
of THE top 15
factors determining Patient Satisfaction
referred to patient’s health outcome.
Instead: directly related to Staff
Interaction; 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.
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.”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick
Charmel (Griffin Hospital/Derby CT; Planetree Alliance)
K=R=P
KINDNESS =
REPEAT
BUSINESS =
PROFIT.
Kindness … WORKS!
Kindness … PAYS!
“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 Won’t Get You There: How Successful People Become
Even More Successful.
Toro, the
lawn mower folks, reduced the average cost of
With a new and forthcoming policy on apologies …
settling a claim from
$115,000 in 1991 to
$35,000 in 2008—and the company hasn’t
been to trial in the last 15 years!
The VA hospital in Lexington, Massachusetts, developed an
approach, totally uncharacteristic in healthcare, to apologizing
for errors—even when no patient request or claim was made.
In 2000, the systemic mean VA hospital
malpractice settlement throughout the United
$413,000; the Lexington VA
hospital settlement number was $36,000 —
States was
and there were far fewer per patient claims to begin with.)
Source: John Kador, Effective Apology
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.*
*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
COMEBACK
[BIG, QUICK RESPONSE]
>>
PERFECTION
THE RED
CARPET
STORE
(Joel Resnick/Flemington NJ)
Basement Systems Inc.
Retail Superstars:
Inside the 25 Best
Independent Stores
in America
—by George Whalin
Jungle Jim’s International Market, Fairfield, Ohio: “An
adventure in
‘shoppertainment,’
as Jungle Jim’s
1,600
cheeses and, yes, 1,400 varieties of hot
sauce —not to mention 12,000 wines priced
from $8 to $8,000 a bottle; all this is brought to
you by 4,000 vendors. Customers come from every
calls it, begins in the parking lot and goes on to
corner of the globe.”
Bronner’s Christmas Wonderland, Frankenmuth, Michigan,
98,000-square-foot “shop” features the
likes of 6,000 Christmas ornaments, 50,000
trims, and anything else you can name if it pertains to
pop 5,000:
Christmas.
Source: George Whalin, Retail Superstars
MITTELSTAND* **
*“agile creatures darting between the legs of
the multinational monsters” (Bloomberg BusinessWeek, 10.10)
**E.g. Goldmann Produktion
“Be the best.
It’s the only
market that’s
not crowded.”
From: Retail Superstars: Inside the 25 Best
Independent Stores in America, George Whalin
“INSANELY GREAT”
Steve Jobs
“RADICALLY THRILLING”
BMW
Motueka, New Zealand
Coppins Sea
Anchors*
*PSA/Para-sea
anchors
Source: Kia Ora/Air New Zealand magazine
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10.
AVOID MODERATION!
EXCELLENCE is not
an "aspiration.”
EXCELLENCE is …
THE NEXT FIVE
MINUTES.
Or not.