Post on 06-Apr-2018
transcript
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Punchline Punchline
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TheThe lastlast
word:word: ThereThereisis nono lastlast
word.word.
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NEW ZEALANDNEW ZEALAND20072007
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Ho hum: 2+ weeks in New Zealand o hum: 2+ weeks in New Zealand
PfizerPfizer
FordFord
GapGap
ChryslerChryslerYahooYahoo
microsoftmicrosoft
wal*martwal*mart??????
??????
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It isIt is
notnot
thethe
strongest of thestrongest of the
species that survives,species that survives,
nornorthe mostthe most
intelligent, butintelligent, but thethe
one most responsiveone most resp
onsiveto changeto chang
e.. Charles Darwin
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Tom Peters X25*om Peters X25*
EXCELLENCEXCELLENCE. ALWAYS.E. ALWAYS.Transforming Life, Work, & Organizationsransforming Life, Work, & OrganizationsManchester, England, 07 March 2007anchester, England, 07 March 2007
*In Search o f Exce l lencen Search o f Exce ll ence 1982-20071982-2007
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Slides at
tompeters.comtompeters.com
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--
ENCE??ENCE??
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I am often asked by would-beentrepreneurs seeking escape from life
within huge corporate structures, Howdo I build a small firm for myself? The
answer seems obvious:Buy aBuyavery large oneverylarge one
and just waitand just wait..Paul Ormerod, W hy M os t T h i ngs Fa i l:
E v o lu t ion , E x t i nc t ion and E conom i cs
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S&P Stability Ratings* 1985 2006Low Risk 41%Low Risk 41%
13%13%Average Risk 24% 14%
High RiskHigh Risk 35%35%
73%73%
*Likelihood of stable long-term earnings growth
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EXCELLENCE.XCELLENCE.CIRCA 1982.IRCA 1982.
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Excellence1982: The Bedrock Eight Basicsxcellence1982: The Bedrock Eight Basics1. A Bias for. A Bias for Actionction2. Close to the. Close to the Customerustomer3.. Autonomutonomy andandEntrentrepreneurshieneurship4. Productivity Through. Productivity Through Peoeoplee5.. Hands Onands On, Value-Drivenalue-Driven6.. Stick totick to the Knittingthe Knitting7.. Simimplee Form,Form, Leanean StaffStaff8. Simultaneous. Simultaneous Loose-Tightoose-TightPropertiesroperties
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ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields$85,00085,000
EI: $10,000 yields$140,050140,050 *Forbes/Excellence Index/Basket of 32 publicly traded stocks
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EXCELLENCEXCELLENCE.ASPIRATION.SPIRATION.
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Why in theWhy in the
world didworld didyou go toyou go to
SSiberiaiberia??
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Enterprise* ** (*at its best):AnAnemotionalemotional,, vitalvital,, innovativeinnovative,,
joyfuljoyful,, creativecreative,,entrepreneurialentrepreneurialendeavorendeavor
that elicits maximumthat elicits maximum
concertedconcerted
human potential inhuman potential in
thethe wholeheartedwholeheartedserviceservice of othersof others.***
**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary
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EXCELLENCEXCELLENCE. INNOVATE.INNOVATE.OR. DIE.R. DIE.
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More than $$$$#11 R&Dspending,
last 25 years?
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InnoTacnnoTacs
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WeWe becomebecome
who we hangwho we hang
out with 1out with 1
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Measure Strangeness/Portfolio Qualityeasure Strangeness/Portfolio QualityStafftaff
ConsultantsonsultantsVendorsendorsOut-sourcing Partnersut-sourcing Partners (#, Quality)#, Quality)Innovation Alliance Partnersnnovation Alliance PartnersCustomersustomersCompetitorsompetitors (who we benchmark against)who we benchmark against)
Strategic Initiativestrategic InitiativesProduct Portfolioroduct Portfolio (LineEx v. Leap)LineEx v. Leap)IS/IT ProjectsS/IT ProjectsHQ LocationQ LocationLunch Matesunch MatesLanguageanguageBoardoard
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Diverse groups of problem solversDiverse groups of problem solvers
groups of people with diverse toolsgroups of people with diverse tools
consistently outperformed groups of theconsistently outperformed groups of the
best and the brightest. If I formed twobest and the brightest. If I formed two
groups, one random (and thereforegroups, one random (and thereforediverse) and one consisting of the bestdiverse) and one consisting of the best
individual performers, the first groupindividual performers, the first group
almost always did better. almost always did better.
DiversityDiversitytrumpedtrumpedabilityability.. Scott Page,Scott Page, T he D i f fe r ence : Howhe D i f f e r ence : How
t he P ow er o f D i v e r s it y C r ea t es B e t t e r G r oups ,he P ow er o f D i ve r s i ty C r ea t es B e t t e r G r oups ,F i r ms , S choo l s, and S oc i e t iesF i r ms , S choo l s, and S oc i e t ies
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Why Do I love Freaks?(1) Because when Anything Interesting happens it was(1) Because when Anything Interesting happens it was
aa freakfreakwho did it. (Period.)who did it. (Period.)
(2)(2) FreaksFreaks are fun. (Freaks are also a pain.) (Freaks areare fun. (Freaks are also a pain.) (Freaks arenever boring.)never boring.)
(3) We need(3) We need freaksfreaks. Especially in freaky times. (Hint: These. Especially in freaky times. (Hint: These
are freaky times, for you & me & the CIA & the Army &are freaky times, for you & me & the CIA & the Army &
Avon.)Avon.)(4) A critical mass of(4) A critical mass offreaks-in-our-midstfreaks-in-our-midstautomaticallyautomatically
make us-who-are-not-so-freaky at least somewhat moremake us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky timesseefreaky. (Which is a Good Thing in freaky timessee
immediately above.)immediately above.)
(5)(5) FreaksFreaks are the only (ONLY) ones who succeedas in,are the only (ONLY) ones who succeedas in,make it into the history books.make it into the history books.
(6)(6) FreaksFreaks keep us from falling into ruts. (If we listen tokeep us from falling into ruts. (If we listen to
them.) (We seldom listen to them.) (Which is why mostthem.) (We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)organizations are in ruts. Make that chasms.)
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Normalormal= oo forfor800800
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Is at the TopIs at the Top
of theof the
BottleBottleWhere are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatestreverence for industry dogma:
At the
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WeWe becomebecome
who we hangwho we hang
out with 2out with 2
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hackyhacky
ikiikiWorldWorld
WowWow
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Wikinomics:Wikinomics:How MassHow Mass
CollaborationCollaborationChangesChanges
EverythingEverythingDon Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams
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The Billion-manhe Billion-manResearch Team:esearch Team:Companies offeringompanies offeringwork to onlineork to onlinecommunities areommunities are
reaping the benefitseaping the benefitsof crowdsourcing.f crowdsourcing.Headline,Headline, F TT , 0110.070110.07
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WikinomicsWikinomics
WikiWorldWikiWorld
Weapons of Mass collaborationWeapons of Mass collaboration
CrowdSourcingCrowdSourcing
smart mobssmart mobs
LinuxLinuxHuman genomE projectHuman genomE project
InnoCentiveInnoCentive
YouTubeYouTubeSecond LifeSecond Life
WikipediaWikipedia
MyspaceMyspace
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Rob McEwen/CEO/EO/Goldcorp Inc./oldcorp Inc./Red Lakeed Lake goldold
Source:Source: Wikinomics: How MassWikinomics: How Mass
Collaboration Changes EverythingCollaboration Changes Everything,,
Don Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams
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. .. ..y it.it. Screw it up.Screw it up.. Try it. Try it. TryTry it. Try it. Try
ry it. Try it. Try itry it. Try it. Try it
rew it up.rew it up. it. Tryit. TryTry it. try it.ry it. try it. Try itTry it
d
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doo
hingshings
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We have aWe have a
strategic plan.strategic plan.Its calledIts calleddoingdoing
thingsthings.. Herb Kelleher
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rillrill
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This is so simple it sounds stupid, but it isamazing how few oil people really understand
that you only findyou only find
oil if you drilloil if you drill
wellswells.. You may think youre
finding it when youre drawing maps andstudying logs, but you have to drill.
S o u r c e : T h e Hu n t e r s , by John Masters, Canadian O & Gwildcatter
tt
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trytry
hingshings
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We made mistakes, of course. Most of them wereWe made mistakes, of course. Most of them were
omissions we didnt think of when we initially wrote theomissions we didnt think of when we initially wrote the
software.software. We fixed them by doing it over and over,We fixed them bydoing it over and over,
again and againagain and again.. We do the same today. While ourWe do the same today. While our
competitors are still sucking their thumbs trying to makecompetitors are still sucking their thumbs trying to make
the design perfect, were already on prototype versionthe design perfect, were already on prototype version
##55..By the time our rivals areBy the time our rivals are
ready with wires and screws, we are on versionready with wires and screws, we are on version
##1010..
It gets back toIt gets back toplanning versus actingplanning versus acting:: We actWe act
from day onefrom dayone;; others plan howothers plan how
toto planplanfor monthsfor months.. B l o o m b e r gB l o o m b e r g
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..
things.hings.
.U .
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FAIL, FAILFAIL, FAIL
AGAIN. FAILAGAIN. FAIL
BETTER.BETTER.Samuel Beckett
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Fail .Fail .
Forward.Forward.
Fast.Fast.High Tech CEO, Pennsylvania
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Fail faster.Fail faster.
SucceedSucceed
Sooner.Sooner.
David Kelley/IDEO
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SamsSamsSecretSecret#1 !1 !
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RewardRewardexcellent failures.
PunishPunish
mediocresuccesses.
Phil Daniels, Sydney exec
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..
Miss.Miss.
tr .tr .
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..
FIRE!FIRE!
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You missYou miss
100100%% ofofthe shots youthe shots younever take.never take.
WayneWayne Gretzkyretzky
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EXCELLENCEXCELLENCE
. 4/40.4/40.
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4/4/4
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D e -e -cent -ent -ra l - i z -a l - i z -
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If if feelsIf if feels
painful andpainful andscarythatsscarythats
realrealdelegationdelegationCaspian Woods, small biz owner
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The True Logic* of Decentralization:6 divisions = 6 tries6 divisions = 6 tries
6 divisions = 66 divisions = 6 DIFFERENTDIFFERENTleaders = 6leaders = 6 INDEPENDENTINDEPENDENT
tries = Max probability oftries = Max probability of
winwin
6 divisions = 66 divisions = 6 veryvery DIFFERENTDIFFERENT
leaders = 6leaders = 6 veryvery INDEPENDENTINDEPENDENT
tries = Max probability oftries = Max probability offarfar
outout//3-sigma3-sigma winwin
*Driver: Law of Large #s
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Best practice =Best practice =
ZEROERO StandardStandardDeviationDeviation
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E x - e -x -e -c u -u -
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ExecutionExecution isis
thethe jjobobof theof thebusinessbusiness
leaderleader..Larry BossidyLarry Bossidy & RamCharan/ Execut ion : The D isc ip l ine o f Get t ing Th ings Done
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Execution isa
systematicsystematic
processprocess of rigorouslydiscussing hows and whats,tenaciously following through, and
ensuring accountability.Larr y Bossidy & Ram Charan/ Execut ion :
T h e D isc ip l i ne o f G e t t in g T h i n g s D o n e
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GoalGoal (Vision) =(Vision) =ProjectsProjects ==
MilestonesMilestones ==Rapid ReviewRapid Review ++
Truth-tellingTruth-telling ==accountabilityaccountability
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Costco figured outCostco figured out
thethe bigbig,, simplesimple thingsthings
andandexecutedexecutedwithwith
totaltotalfanaticismfanaticism..Charles Munger, Berkshire Hathaway
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A c -c -c o u n t - a -oun t - a -b i l - i ty !i l - i ty !
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GE has set aGE has set a
standard of candor.standard of candor. There is no There is no
puffery. puffery. There isntThere isntan ounce of denial inan ounce of denial in
the placethe place..Kevin Sharer, CEOAmgen,on the GE mystique ( Fo r tune )
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6 :15A .:15A .M ..
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DECENTRALIZATIONDECENTRALIZATION
.
.
EXECUTION.EXECUTION.
ACCOUTABILITY.ACCOUTABILITY.66:15A.M.:15A.M.
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EXCELLENCE.XCELLENCE.VALUE ADDED.ALUE ADDED.UP THEP THE
LADDER.ADDER.
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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDERI..
SOLVE IT.SOLVE IT.
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$5555B
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Big Browns New Bag: UPSBig Browns New Bag: UPS
Aims to Be theAims to Be theTrafficTraffic
Manager forManager forCorCorpporateorate
AmericaAmericaHeadline/B W /2004
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Up,Up,Up,Up,Up,Up,UpUp
the Value-added Ladder.
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The Value-added Ladder/ STUFF N THINGSTUFF N THINGS
GoodsoodsRaw MaterialsRaw Materials
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The Value-added Ladder/Stuff &TRANSACTIONSRANSACTIONS
Serv iceserv icesGoodsRaw Materials
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The Value-added Ladder/ OPPORTUNITY-SEEKINGPPORTUNITY-SEEKING
Gamechang ingamechang ingSolut ionso lut ionsServices
GoodsRaw Materials
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The business of selling is not just about matching viableThe business of selling is not just about matching viable
solutions to the customers that require them.solutions to the customers that require them. ItsIts
equally about managing theequally about managing thechange process the customerchange process the customer
will need to go through towill need to go through to
implement the solution andimplement the solution andachieve the value promisedachieve the value promised
by the solutionbythe solution.. One of the key differentiatorsOne of the key differentiatorsof our position in the market is our attention to managingof our position in the market is our attention to managingchange and making change stick in our customerschange and making change stick in our customers
organization.organization.* (*E.g.: CRM failure rate/Gartner:* (*E.g.: CRM failure rate/Gartner: 7070%)%)
Jeff Thull,Jeff Thull, T he P r i me S o l u t i on : C los e t he V a l uehe Pr ime So lu t ion : C lose the Va lueGap , I nc r eas e M ar g i ns , and W i n the C om p l ex S a leap , I nc r eas e M ar g i ns , and W i n the C om p l ex S a le
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The Value-added Ladder/ OPPORTUNITY-SEEKINGPPORTUNITY-SEEKINGImm plementedemented
Gamechang ingamechang ingSolut ionso lut ionsServicesGoodsRaw Materials
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Huge: CustomerSatisfactionSatisfaction versus
Customer
SuccessSuccess
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Department Headto
ManaginManaginggPartnerPartner,,
ISIS[HR, R&D, etc.]IncInc..
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P
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Core Mechanism:Game-changing Solutions
PSFPSF(Professional Service Firm model/The Organizing Principle)
+
Brand YouBrand You(Distinct or Extinct/The Talent)
+
Wow! ProjectsWow! Projects(Different vs Better/TheWork)
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HCare CIO: TechnologyExecutive(workin in a hospital)
Or/to:Full-scale,Full-scale,
AccountableAccountable (life or death)Member-Partner of XYZMember-Partner of XYZ
HospitalsHospitals Sen ioren iorHeal ineal in g -Serv icesServ ices(who happens to be a techie)
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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDERII.I.EXPERIENCE IT.EXPERIENCE IT.
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ExperiencesExperiencesare as distinctare as distinctfrom services asfrom services asservices are fromservices are from
goods.goods. Joe Pine & Jim Gilmore,T h e E x p e r ie n c e E c o n o m y : W o r k I s T h e a tr e & E v e r y
B us i nes s a S t age
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Experience: Rebel Lifestyle!What we sell is theWhat we sell is the
ability for a 43-year-oldability for a 43-year-old
accountant to dress inaccountant to dress in
black leather, rideblack leather, ridethrough small towns andthrough small towns and
have people be afraidhave people be afraidof him.of him.
HarleyHarley exec, quoted in Resu l t s -Based Leadersh ip
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Up,Up,Up,Up,Up,Up,UpUp
the Value-added Ladder.
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The Value-added Ladder/ MEMORABLE CONNECTIONEMORABLE CONNECTION
Spel lb ind ingpel lb ind ingExper iencesxper iences Gamechanging SolutionsServices
GoodsRaw Materials
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CCXXOO**Chief eXperience Officer
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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDERIII.II.
DREAM IT.DREAM IT. urn ure v . ream
We do not sell furniture at
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Domain. We sellWe sell
dreamsdreams. This isaccomplished by addressing the
half-formed needs in ourcustomers heads. By
uncovering these needs, we, in
essence, fill in the blanks.Weconvert needs into
dreams. Sales are the
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Up,Up,Up,Up,Up,Up,UpUp
the Value-added Ladder.
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The Value-added Ladder/EMOTIONMOTION
Dr ea m s C o m er ea m s C o m eTruer ueSpellbinding ExperiencesGamechanging SolutionsServicesGoodsRaw Materials
DMDM*
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CCDMDM*
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Dream s Com e True :reams Com e True :IBMBMUPSPS
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EXCELLENCE.XCELLENCE.VALUE-ADDED LADDERALUE-ADDED LADDER
III.II.ALL YOU NEED ISALL YOU NEED ISLOVE.LOVE.
B dB d
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BrandsBrands
have run outhave run out
of juice.of juice.
TheyreTheyredeaddead..Kevin Roberts/Saatchi &
Saatchi
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Kevin Roberts:
LovemarLovemar
ksks!!
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Up,Up,Up,Up,Up,Up,UpUp
the Value-added Ladder.
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The Value-added Ladder/ ECSTASYCSTASY
LovemarkLovemarkD r e a m s C o m e Tr u eS pe l lb ind ing E xper iences
ServicesGoodsRaw Materials
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CCLLOO**ChiefLovemark Officer
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EXCELLENCE.XCELLENCE.NEW VALUEEW VALUEEQUATION.QUATION.
NEW C-NEW C-levels.evels.
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CCRR
OO**Chief RevenueRevenue Officer
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CCXXOO**Chief ee
XXperienceperience Officer
DM*
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CCDMDM*
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CCFFO*O**ChiefFestivalsOfficer
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CCPII ***ChiefPortal Impresario
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C WWwwM**
*Chief*Chief WikiWorldWikiWorld ManiacManiac
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CCCCO*O**ChiefConversations Officer
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CCLLOO**ChiefLovemarkLovemark Officer
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CCSSO*O**ChiefSeduction Officer
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CCSTSTOO**ChiefStorytellingStorytelling Officer
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CCDDOO**Chief DesignDesign Officer
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CCtataOO**Chieftalent acquisitiontalent acquisitionOfficer
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CCFAFAOO**Chief*Chieffreaks acquisitionfreaks acquisitionOfficerOfficer
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CCQQOO**Chiefquest-meisterquest-meister
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CCTT
OO**ChiefThrillsThrills Officer
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CCWW
OO**Chief*Chief WOWWOW OfficerOfficer
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CC!!
OO**Chief ! Officer
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women.women.OOMERSOOMERS
GEEZERS.GEEZERS.
OOME
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OOMES.S.
Chi
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ForgetForget ChinaChina,,
IndiaIndia and theand the
InternetInternet: Economic: EconomicGrowth Is DrivenGrowth Is Driven
byby WomenWomen..Headline, E conomi s t , April 15, 2006, Leader, page 14
Womensomens Trifecta+Trifec a+**BBuy
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**BuyBuy
**WealthWealth
**LeadLead
++ECLIPSE OFECLIPSE OF
MALESMALES
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Not Just America
Boys FallingBoys Falling
SevenSeven YearsYearsBehind GirlsBehind Girls
at GCSE Levelat GCSE Levelheadline, Week l y Te l eg r a ph , UK, 10.25.06
omen
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omen
are
thethe
majority
k t
The Perfect Answer
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The Perfect Answer
Jill and Jack buyslacks inblack
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She knows moreknows more about the
[Volvo] than the salesmanman who greetsher at the door. But how is she
treated? As if she has a low IQlow IQ, is
slightlyhard of hearinghard of hearing, and reallyhas no rightno right to be buying a luxury car;and if she brought a male friend withher, odds are 10:1 that the clueless
salesperson spent most of his timespeaking to himspeaking to him .S el l i ng to Men , Se l l i ng to
W o m e n , Jeffery Tobias Halter
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Women dont buy
brands. TheyThey
join themjoin them..EVEolut ion
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Selling to men:TheTheTRANSACTION ModelModel
Selling to Women:TheTheRELATIONAL ModelModel
Source: S e l l ing t o M en , S e l l ing t o W omen , Jeffery Tobias Halter
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Week #8:Week #8:
testosteronetestosteronetime!time!**Louann Brizendine, Neuropsychiatrist, T he Fem a l e B r a in . Week#8/Testosterone surge kills: communication cells; grows: sex& aggression cells . Also/E.g.: 10X to 20X, F eye contact/look
for emotional signals by 3 months. Later: F, more sentences that
begin with Lets ; more likely to take turns
1. Men and women are different.1. Men and women are different.
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1. Men and women are different.e a d o e a e d e e t2. Very different.2. Very different.
3.3. VERY, VERY DIFFERENTVERY, VERY DIFFERENT..4. Women & Men have a-b-s-o-l-u-t-e-l-y4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.nothing in common.
5. Women buy lotsa stuff.5. Women buy lotsa stuff.
6.6. WOMEN BUY A-L-L THEWOMEN BUY A-L-L THESTUFFSTUFF..7. Womens Market = Opportunity No. 1.7. Womens Market = Opportunity No. 1.
8. Men are (STILL) in charge.8. Men are (STILL) in charge.9.9. MEN ARE TOTALLY, HOPELESSLYMEN ARE TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.CLUELESS ABOUT WOMEN.
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10.0.WomensWomensMarket =Market =
OpportunityOpportunity
Cases! Cases! Cases!ases! Cases! Cases!(mom-centered to majority consumer;
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McDonaldscDonalds( mom-centered to majority consumer ;not via kids)
Home Depotome Depot (Do it [everything!] Herself)P&G&G (more than house cleaner)DeBeerseBeers (right-hand rings/$4B)AXA FinancialXA FinancialKodakodak(women = emotional centers of the household)Nikeike(> jock endorsements; new def sports; majority
consumer)
AvonvonBratzratz (young girls want friends, not a blond stereotype)Source: Fara Warner/ara Warner/T h e P o w e r o f t h e P u r seh e P o w e r o f t h e P u r se
F tF t ChiChi
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ForgetForget ChinaChina,,
IndiaIndia and theand the
InternetInternet: Economic: EconomicGrowth Is DrivenGrowth Is Driven
byby WomenWomen..Headline, E conomi s t , April 15, 2006, Leader, page 14
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SinceSince 19701970,,women have heldwomen have held
twotwo out of everyout of everythreethree new jobsnew jobs
created.created.F T , 10.03.2006
10 UNASSAILABLE REASONS WOMEN RULE0 UNASSAILABLE REASONS WOMEN RULEWomenomen make [all] the financial decisions.make [all] the financial decisions.
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[ ][ ]Womenomen control [all] the wealth.control [all] the wealth.Womenomen [substantially] outlive men.[substantially] outlive men.Womenomen start most of the new businesses.start most of the new businesses.Womensomens work force participation rates havework force participation rates have
soared worldwide.soared worldwide.Womenomen are closing in on same pay for sameare closing in on same pay for samejob.job.
Womenomen are penetrating senior ranks rapidlyare penetrating senior ranks rapidly[even if the pace is slow for the corner[even if the pace is slow for the corner
office per se].office per se].Womensomens leadership strengths are exceptionally wellleadership strengths are exceptionally wellaligned with new organizational effectiveness &aligned with new organizational effectiveness &
value-added imperatives.value-added imperatives.Womenomen are better salespersons than men.are better salespersons than men.Womenomen buy [almost] everythingcommercialbuy [almost] everythingcommercialas well as consumer goods.as well as consumer goods.
SoSo whatwhat exactlyexactly isis thethe pointpoint ofofmenmen??
ASAS
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ASAS
LEADERS,LEADERS,
WOMENWOMEN
RULERULE::New Stud ies f ind
that female ma nag ers outsh ine the i rma le counter par ts i n a lmost ever y
measure
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Womens Strengths Match Newomens Strengths Match NewEconomy Imperativesconomy Imperatives:Link [rather thanLink [rather thanrank] workers;rank] workers; favor interactive-collaborativefavor interactive-collaborative
leadership style [empowerment beats top-downleadership style [empowerment beats top-down
decision making];decision making]; sustain fruitful collaborations;sustain fruitful collaborations;
comfortable with sharing information;comfortable with sharing information; seesee
redistribution of power as victory, not surrenderredistribution of power as victory, not surrender; favor; favormulti-dimensional feedback;multi-dimensional feedback; value technical &value technical &
interpersonal skills, individual & group contributionsinterpersonal skills, individual & group contributions
equally;equally; readily accept ambiguity;readily accept ambiguity; honor intuition ashonor intuition as
well aswell as
pure rationality;pure rationality; inherently flexible;inherently flexible; appreciateappreciate
cultural diversitycultural diversity.Judy B. Rosener,A m e r ic a s C o m p e t it ive S e c r e t : W o m e n M a n a g e r s
New (4 of 7) Value-added Ladder:ew (4 of 7) Value-added Ladder:
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Plays to Womens InherentPlays to Womens InherentStrengths!trengths!
Lovemark/Lovemark/FFDreams Come True/Dreams Come True/FF
Spellbinding Experiences/Spellbinding Experiences/FF
Gamechanging Solutions/Gamechanging Solutions/FF
Services/FGoods/MRaw Materials/M
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S.S.
EEZEEEZE
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Boomers-Geezers-Womensoomers-Geezers-WomensTrifecta+rifecta+*Buy/*Buy/allall
*Wealth/*Wealth/allall*time left/*time left/lotslots
*Eclipse of males/*Eclipse of males/retireretire--diedie
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
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People turning 50People turning 50today havetoday have moremore
thanthan halfhalf ofof
their adult lifetheir adult lifeahead of them.ahead of them.BillNovelli, 50+ : I gn i t ing a R ev o l u t ion t o R e i nv ent
A mer i ca
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Average # of cars purchased per
household, lifetime: 133Average # of cars bought per householdafter the head of household reaches
age 50: 7Source: Marti Barletta, P r im e T i m e W o m e n
New
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44-65:NewNew
CustomerCustomer
MajorityMajority *
*45% larger than 18-43; 60% larger by2010
Age less Marke t ing
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EXCELLENCEXCELLENCE. BEDROCK.BEDROCK.TALENT.ALENT.
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HireHire ververyygoodgood
people!people!
We believe companies can increase their market cap50 percent in 3 years Steve Macadam at Georgia-
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50 percent in 3 years. Steve Macadam at Georgia-
Pacific changed2020 of his4040 box plant managers
to put more talented,higher paid managers in
charge.He increased profitability from
$$2525million to $$8080 million in 22 years. Ed Michaels, War fo r Ta lent
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SO YOURE ASO YOURE A
PEOPLEPEOPLEPERSON?PERSON?
PROVE ITPROVE IT..
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The leaders of GreatThe leaders of GreatGroupsGroups lovelove talenttalentandand
know where to find it.know where to find it.TheyTheyrevelrevelin thein the
talent of others.talent of others.Warren Bennis &Patricia Ward Biederman, Or g a n i z in g Ge n i u s
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PARCs Bob Taylor:ConnoisseuConnoisseu
rr
of Talentof Talent
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< CAPEX< CAPEX
> People!> People!
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The Value-added Ladder/ OPPORTUNITY-SEEKINGPPORTUNITY-SEEKINGImp lementedmplemented
Gamechang ingamechang ingSolut ionsSolut ions (People(People
intens ive)ntens ive)Serviceservices (People & Ca pi ta l in tens ive)People & C ap i ta l in tens ive)Goodsoods (Cap i ta lCap i ta l i n tens ive)ntens ive)Raw MaterialsRaw Materials (Cap i ta l in tens ive)Ca pi ta l in tens ive)
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LIVE FORLIVE FORTALENT!TALENT!
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Our MissionTo develop and manageTo develop and manage
talent;talent;to apply that talent,to apply that talent,
throughout the world,throughout the world,
for the benefit of clients;for the benefit of clients;
to do so in partnership;to do so in partnership;
to do so with profit.to do so with profit.
WPP
BrandBrand
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BrandBrand
==
Talent.Talent.
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EXCELLENCEXCELLENCE. BEDROCK.BEDROCK.LEADERSHIP.EADERSHIP.9Ps.Ps.
PURPOSEPURPOSE..
PASSIONPASSION
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PASSIONPASSION..
PotentialPotential..
PresencePresence..
PersonalPersonal..PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..PotentPotent..
PositivePositive..
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PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..PositivePositive..
People want to be partPeop
le want to be part
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People want to be partPeople want to be part
of something larger thanof something larger thanthemselvesthemselves.. They want toThey want to
be part of something theyrebe part of something theyrereallyreallyproudproudof, that theyllof, that theyll
fightfightforfor,,sacrificesacrifice forfor,,
trusttrust.. Howard Schultz, Starbucks(IBD/09.05)
PURPOSEPURPOSE
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PURPOSEPURPOSE..
PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..PositivePositive..
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Nothing is soNothing is so
contagious ascontagious as
enthusiasm.enthusiasm.Samuel Taylor Coleridge
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Whenever anything isWhenever anything isbeing accomplished, Ibeing accomplished, I
have learned, it is beinghave learned, it is beingdone by a monomaniacdone by a monomaniac
with a mission.with a mission.Peter Drucker
PURPOSEPURPOSE
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PURPOSEPURPOSE..
PASSIONPASSION..
PotentialPotential..PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..PositivePositive..
In the end,management doesnt
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management doesn t
change culture.Management
invitesinvitesthe workforce itself tochange the culture.
The role of the Director is to
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The role of the Director is to
create a space where the actorsand actresses canbecomebecomemore than theyve evermore than theyve ever
been before, more thanbeen before, more than
theyve dreamed oftheyve dreamed of
beingbeing.. Robert Altman, Oscar acceptancespeech
PURPOSEPURPOSE.
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PURPOSEPURPOSE..
PASSIONPASSION..PotentialPotential..
PresencePresence..PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..PositivePositive..
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PURPOSEPURPOSE..
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PURPOSEPURPOSE..
PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..PositivePositive..
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You mustYou must bebethe change youthe change youwish to see in thewish to see in the
world.world.Gandhi
PURPOSEPURPOSE..
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PURPOSEPURPOSE..
PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..PEOPLEPEOPLE..
PotentPotent..PositivePositive..
This [adolescent] incident [of getting from point A to point B] is notablenot only because it underlines Grants fearless horsemanship and his
determination but also it is the first known example of a very important
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determination, but also it is the first known example of a very important
peculiarity of his character:G r a n t h a d a nr a n t h a d a ne x t re m e , a lm o s tx t re m e , a lm o s tph ob ic d i s l ike o fob ic d is l ike o ftu rn inurn in g b a c k a n db a c k a n d
re t rac ine t rac in g h is s teh is s te p s . If he setout for somewhere, he would getthere somehow, whatever the difficultiesthat lay in his way. This idiosyncrasy would turn out to be one of the
factors that made him such a formidable general. Grant would always,
always press onturning back was not an option for him.
Michael Korda, Ul y s s es G r an t
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Success seems toSuccess seems tobe largely a matterbe largely a matter
ofof hanginghanging
onon after othersafter othershave let go.have let go. WilliamWilliamFeather, authoreather, author
PURPOSEPURPOSE..
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PURPOSEPURPOSE..
PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..PotentPotent..
PositivePositive..
LeadersLeaders
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eade s
dodo
people.people.
Period.Period.Anon.
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LeadersLeaders
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SERVESERVE
people.people.
Period.Period.Anon.
Serv an t L eaders h ipervant Leade rsh ip /RobertRobert
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Greenleafreenleaf1.. Do those served grow aso those served grow aspersons?ersons? 2.. Do they, while being served,o they, while being served,become healthier wiser,become healthier wiser,freer, more autonomous,reer, more autonomous,more likely themselves toore likely themselves tobecome servants?ecome servants?
PURPOSEPURPOSE..
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PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..PositivePositive..
Kevin Roberts Credo
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11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it aint broke ... Break it!2. If it aint broke ... Break it!
3. Hire crazies.3. Hire crazies.
4. Ask dumb questions.4. Ask dumb questions.
5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!
7. Spread confusion.7. Spread confusion.
8. Ditch your office.8. Ditch your office.
9. Read odd stuff.9. Read odd stuff.
10.Avoid moderationAvoid moderation!!
PURPOSEPURPOSE..
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PASSIONPASSION..PotentialPotential..
PresencePresence..
PersonalPersonal..
PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE..
PotentPotent..
PositivePositive..
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On NELSON:[other][other]admirals moreadmirals morefrightened offrightened oflosing thanlosing than
anxious to winanxious to win
The greatest dangerThe greatest danger
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for most of usfor most of usis not that our aim isis not that our aim is
too hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo low
and we reach it.and we reach it.Michelangelo
PURPOSEPURPOSE..
PASSIONPASSION
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PASSIONPASSION..
PotentialPotential..PresencePresence..
PersonalPersonal..PERSISTENCEPERSISTENCE..
PEOPLEPEOPLE
.
.
PotentPotent..
PositivePositive..
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Excellence can be obtained if you:Excellence 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.is possible.
Source: Anon. (Posted @ tompeters.com byK.Sriram, November 27, 2006 1:17 AM)
"Life is not a journey to the
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Life is not a journey to the
grave with the intention ofarriving safely in one pretty
and well preserved piece, but
to skid across the linebroadside, thoroughly usedup, worn out, leaking oil,
shouting GERONIMO!GERONIMO! Bill McKenna, professional motorcycle racer (Cyc lemagazine)
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EXEXCELLCELL
ALWALWAYSAYS