1
Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his career,celebrating his career,
was asked, “What was the was asked, “What was the most important lesson most important lesson
you’ve learned in you long you’ve learned in you long and distinguished career?” and distinguished career?”
His immediate answer …His immediate answer …
1
““remember remember to tuck the to tuck the
shower curtain shower curtain inside the inside the bathtubbathtub””
1
““The art of war does not The art of war does not require complicated require complicated
maneuvers; the simplest maneuvers; the simplest are the best and common are the best and common
sense is fundamental. From sense is fundamental. From which one might wonder which one might wonder how it is generals make how it is generals make
blunders; blunders; it is because theit is because theyy trtryy to be clever to be clever.”.” —Napoleon—Napoleon
1
““Execution Execution isis strategy.”strategy.”
—Fred Malek—Fred Malek
51
“This is so simple it sounds stupid, but it is amazing how few oil people really
understand that you only you only find oil if you find oil if you drill wellsdrill 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
61
Tom Peters’Tom Peters’
Excellence.Excellence.Always.Always.
Leaders in India/Business ForumLeaders in India/Business ForumTaj Lands End/09 October 2009Taj Lands End/09 October 2009
71
Slides Slides [incl. “LONG”][incl. “LONG”] at … at …
tompeters.comtompeters.com
8
NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and ensure [and ensure
that it is not a that it is not a messmess],], you need you need Microsoft fonts:Microsoft fonts:
“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”
andand “Verdana”“Verdana”
91
#1#1
1
““The doctor The doctor interruptsinterrupts after …*after …*
*Source: Jerome Groupman, *Source: Jerome Groupman, How Doctors ThinkHow Doctors Think
1
18”18”
121
Listening isListening is ... the ultimate mark of ... the ultimate mark of RespectRespect..
Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true Collaboration.Collaboration.Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* (*Though women are .* (*Though women are farfar better at it than men.) better at it than men.)Listening is ... the basis for Listening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that lastlast..Listening is ... the core of Listening is ... the core of Effective Cross-functional Communication*Effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.)(*Which is in turn Attribute #1 of organizational effectiveness.)Listening is ... the engine of Listening is ... the engine of superior EXECUTION.superior EXECUTION.Listening is ... the key to Listening is ... the key to making the Sale.making the Sale.Listening is ... the key to Listening is ... the key to Keeping the Customer’s BusinessKeeping the Customer’s Business..Listening is ... the engine of Listening is ... the engine of Network development.Network development.Listening is ... the engine of Listening is ... the engine of Network maintenanceNetwork maintenance..Listening is ... the engine of Listening is ... the engine of Network expansionNetwork expansion..Listening is ... Listening is ... Learning.Learning.Listening is ...the Listening is ...the sine qua non of Renewalsine qua non of Renewal..Listening is ...the Listening is ...the sine qua non of Creativitysine qua non of Creativity..Listening is ...the Listening is ...the sine qua non of Innovationsine qua non of Innovation..Listening is ... the core of Listening is ... the core of taking Diverse opinions aboardtaking Diverse opinions aboard..Listening is ... Listening is ... StrategyStrategy..Listening is ... Listening is ... Source #1 of “Value-added.”Source #1 of “Value-added.”Listening is ... Listening is ... Differentiator #1.Differentiator #1.Listening is ... Listening is ... Profitable.*Profitable.* (*The “R.O.I.” from listening is higher than from any other single activity.)(*The “R.O.I.” from listening is higher than from any other single activity.)Listening underpins ... Listening underpins ... Commitment to EXCELLENCECommitment to EXCELLENCE
1
““The The fourfour most most importantimportant wordswords in in any organization any organization
are …are …
1
The four most important words in any organizationThe four most important words in any organization
are …are … “What do “What do youyou
think?”think?”
Source: courtesy Dave Wheeler, posted at tompeters.comSource: courtesy Dave Wheeler, posted at tompeters.com
151
#2#2
161
19771977Palo AltoPalo Alto
171
MBWAMBWA
181
Message from a banker, circa 1988:Message from a banker, circa 1988: “Tom let “Tom let me tell you the definition of a me tell you the definition of a
good lending officer. After good lending officer. After church on Sunday, on the way church on Sunday, on the way home with his family, he takes home with his family, he takes a little detour to drive by the a little detour to drive by the factory he just lent money to. factory he just lent money to.
Doesn’t go in or any suchDoesn’t go in or any such thing, just drives by and thing, just drives by and
takes a look.”takes a look.”
191
2255
201
Skip the mapSkip the map
1
““Mapping your Mapping your competitive competitive position”position”
or …or …
1
The “Have The “Have you …” 50you …” 50
231
1. Have you in 1. Have you in thethe last 10 days … last 10 days … visitedvisited a a customer? customer?2. Have you called 2. Have you called aa customer … customer … TODAYTODAY??
241
#3#3
251
19821982
261
Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”
1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight Properties” Properties”
1
““Breakthrough” 82*Breakthrough” 82*
People! People! Customers! Customers!
Action! Action!
Values!Values! **In Search of ExcellenceIn Search of Excellence
1
Hard Is SoftHard Is SoftSoft Is HardSoft Is Hard
1
Hard Is Hard Is SoftSoft (Plans, # (Plans, #ss))
Soft Is Soft Is HardHard (people, (people, customers, values, customers, values,
relationships))relationships))
1
nonenone!!
1
Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:
nonenone of THE top 15 of THE top 15
factors determining factors determining PPatient atient
SSatisfaction referred to patient’s atisfaction referred to patient’s health health outcomeoutcome
P.S.P.S. directldirectly related to y related to StaffStaff InteractionInteraction
P.P.S.P.P.S. directldirectly correlated with y correlated with EmploEmployyee ee SatisfactionSatisfaction
Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel
1
““There is a misconception that supportive interactions require There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. interactions themselves add nothing to the budget.
Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their
questions costs nothing. It can be argued that negative questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative, Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a than it would have taken to interact with them initially in a
positive way.”positive way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton, Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel
1
““Courtesies of a small Courtesies of a small and trivial character are and trivial character are
the ones which strike the ones which strike deepest in the grateful deepest in the grateful
and appreciating heart.”and appreciating heart.”
—Henry Clay
341
#4#4
351
20072007SiberiaSiberia
36
Why in Why in the the World did World did youyou go to go to SiberiaSiberia??
371
EnterpriseEnterprise* ** (*at its best):* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor endeavor that elicits maximum that elicits maximum
concerted humanconcerted human potential in the potential in the wholeheartedwholehearted serviceservice of others of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
381
#5#5
391
20072007SydneySydney
1
… … no less than no less than CathedralsCathedrals
in which the full and awesome in which the full and awesome power of the Imagination and power of the Imagination and
Spirit and native Spirit and native Entrepreneurial flairEntrepreneurial flair of diverse of diverse
individualsindividuals is unleashed in is unleashed in passionate pursuit of … passionate pursuit of …
ExcellenceExcellence..
411
““You have to You have to treat your treat your
employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,
complete answer, upon being asked his “secrets to success”complete answer, upon being asked his “secrets to success”
Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the occasion , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots 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; union took out a full-page ad in USA Today thanking HK for all he had done; across theacross the
way in Dallas American Airlines’ pilots were picketing the Annual Meeting)way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
421
““We are a We are a ‘Life Success’ ‘Life Success’
Company.”Company.”Dave Liniger, founder, RE/MAX
431
““Business has to give people enriching, Business has to give people enriching,
rewarding lives … rewarding lives … or it's or it's simply not simply not
worth worth doingdoing.”.”
——Richard BransonRichard Branson
441
““Leaders Leaders
‘‘SERVESERVE’’ people. people.
Period.”Period.” —inspired by Robert Greenleaf
451
Our goal is to serve our customers brilliantly and Our goal is to serve our customers brilliantly and profitably over the long haul.profitably over the long haul.
Serving our customers brilliantly and profitably over the Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving over the long long haul is a product of brilliantly serving over the long
haul the people who serve the customer.haul the people who serve the customer.Hence, our job as leaders—the alpha and the omega and Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth everything in between—is abetting the sustained growth
and success and engagement and enthusiasm and and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who commitment to Excellence of those, one at a time, who
directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.We—leaders of every stripe—are in the “Human Growth We—leaders of every stripe—are in the “Human Growth
and Development and Success and Aspiration to and Development and Success and Aspiration to Excellence business.”Excellence business.”
““We” [leaders] only grow when “they” [each and every We” [leaders] only grow when “they” [each and every one of our colleagues] are growing.one of our colleagues] are growing.
““We” [leaders] only succeed when “they” [each and We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding.every one of our colleagues] are succeeding.
““We” [leaders] only energetically march toward We” [leaders] only energetically march toward Excellence when “they” [each and every one of our Excellence when “they” [each and every one of our
colleagues] are energetically marching toward colleagues] are energetically marching toward Excellence.Excellence.
Period.Period.Source:Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE The Little BIG Things: 163 Ways to Pursue EXCELLENCE
1
““The ONE Question”:The ONE Question”: “In the last year [3 years, current job], name “In the last year [3 years, current job], name
the … the … three three peoplepeople … whose growth you’ve most … whose growth you’ve most
contributed to. Please explain where they were at the beginning of contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the the year, where they are today, and where they are heading in the next 12 months. Please explain your development strategy in each next 12 months. Please explain your development strategy in each case. Please tell me your biggest development disappointment—case. Please tell me your biggest development disappointment—
looking back, could you or would you have done anything looking back, could you or would you have done anything differently? Please tell me about your greatest development differently? Please tell me about your greatest development
triumph—and disaster—in the last ten years. Whattriumph—and disaster—in the last ten years. What are the ‘three big things’ you’ve learned about helping people are the ‘three big things’ you’ve learned about helping people
grow along the way.”grow along the way.”
471
#1#1 cause of cause of
Dis-satisfaction?Dis-satisfaction?
1
Employee retention & satisfaction:Employee retention & satisfaction:
OverwhelminOverwhelminggllyy, , based on the based on the first-first-
line manaline managgerer!!
Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: First, Break All the Rules: What the World’s Greatest Managers Do DifferentlyWhat the World’s Greatest Managers Do Differently
491
Our Mission
To develop and manage talent;To develop and manage 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
501
#6#6
511
Innovation:Innovation:Base CaseBase Case
521
“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 Buy a very large one a very large one and just waitand just wait.”.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
1
““Mr. Foster and his McKinsey colleagues collected detailed performance Mr. Foster and his McKinsey colleagues collected detailed performance
data stretching back data stretching back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies.
TheTheyy found that found that nonenone of the lonof the longg-term survivors mana-term survivors managged to ed to
outoutpperform the market. Worse, the erform the market. Worse, the lonlongger comer comppanies had been in the anies had been in the
database, the worse thedatabase, the worse theyy did did.” .” —Financial Times—Financial Times
1
“Not a single company that qualified as having made a sustained transformation ignited its leap with a big
acquisition or merger. Moreover, Moreover, comparison companies—those that failed to make a comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to leap or, if they did, failed to sustain it—often tried to
make themselves great with amake themselves great with a big acquisition or merger. They failed to grasp the big acquisition or merger. They failed to grasp the
simple truth that while you can buysimple truth that while you can buy your way to growth, you cannot buy your way to your way to growth, you cannot buy your way to
greatness.”greatness.” —Jim Collins/—Jim Collins/TimeTime/2004/2004
1
“When asked to name just one big merger that had lived up to
expectations, Leon Cooperman, former cochairman of Goldman Sachs’
Investment Policy Committee,
answered: I’m sure there are success stories out
there, but at this moment I draw a
blank.” —Mark Sirower, The Synergy Trap
561
““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond our attest to a fact that is beyond our
control:control: Everything in existence tends to
deteriorate.” —Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work
1
“It is generally much easier to kill an
organization than change it substantially.”
—Kevin Kelly, Out of Control
581
#7#7
1
Innovation’s “Fourteen Imperatives”Innovation’s “Fourteen Imperatives”
(1)(1) Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!)Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!) Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Reaction Reaction to Proto.)to Proto.)
(2)(2) Celebrate Celebrate failure. failure. ““Whoever makes the most mistakes wins.”Whoever makes the most mistakes wins.” “ “Fail. Fail again. Fail better.”Fail. Fail again. Fail better.” “ “Reward excellent failures. Punish mediocre successes.”Reward excellent failures. Punish mediocre successes.”
(3) Decentralize.Decentralize.(4)(4) Parallel Universe. Parallel Universe. (5)(5) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.)(6)(6) “d”iversity. ( “d”iversity. (EveryEvery dimension.) dimension.)(7)(7) Co-invent with outsiders./ Co-invent with outsiders./EntwinedEntwined with outsiders. with outsiders. (Including “Crowdsourcing.”)(Including “Crowdsourcing.”)
(8)(8) “Strategic”“Strategic” Listening = Core competence. Listening = Core competence. (9)(9) Hire and promote 100% innovators. Hire and promote 100% innovators. Innovator’s characteristic = Innovator.Innovator’s characteristic = Innovator. Innovator’s characteristic = Angry. (Anger > Blowback.)Innovator’s characteristic = Angry. (Anger > Blowback.) CEO=Innovation “bias.”CEO=Innovation “bias.”
(10)(10) XFX/Cross-functional Excellence!! (#1??) XFX/Cross-functional Excellence!! (#1??)(11)(11) Chief Complexity & Systems Destruction Officer. Chief Complexity & Systems Destruction Officer.(12)(12) R&D Equality. R&D Equality. All functions equal. (VA centerpiece./All functions equal. (VA centerpiece./AllAll staff VA-meisters.) staff VA-meisters.)
(13)(13) Fun! Self-deprecating! Fun! Self-deprecating!(14)(14) Good luck! (Entropy rules.) (Major acquisition = Dumb.) Good luck! (Entropy rules.) (Major acquisition = Dumb.) (All these things work except when they don’t.)(All these things work except when they don’t.)
1
We We areare the the companycompany we keepwe keep
611
Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality
StaffStaffConsultantsConsultants
VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)
Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers
Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)
Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)
IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates
LanguageLanguageBoardBoard
1
The “We are what we eat”The “We are what we eat”
axiom: axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision
(employee, vendor, customer, etc) is (employee, vendor, customer, etc) is a a stratestrateggicic decision about: decision about:
“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’ ” ”
1
Innovation’s “Fourteen Imperatives”Innovation’s “Fourteen Imperatives”
(1)(1) Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!)Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!) Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Reaction Reaction to Proto.)to Proto.)
(2)(2) Celebrate Celebrate failure. failure. ““Whoever makes the most mistakes wins.”Whoever makes the most mistakes wins.” “ “Fail. Fail again. Fail better.”Fail. Fail again. Fail better.” “ “Reward excellent failures. Punish mediocre successes.”Reward excellent failures. Punish mediocre successes.”
(3) Decentralize.Decentralize.(4)(4) Parallel Universe. Parallel Universe. (5)(5) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.)(6)(6) “d”iversity. ( “d”iversity. (EveryEvery dimension.) dimension.)(7)(7) Co-invent with outsiders./ Co-invent with outsiders./EntwinedEntwined with outsiders. with outsiders. (Including “Crowdsourcing.”)(Including “Crowdsourcing.”)
(8)(8) “Strategic”“Strategic” Listening = Core competence. Listening = Core competence. (9)(9) Hire and promote 100% innovators. Hire and promote 100% innovators. Innovator’s characteristic = Innovator.Innovator’s characteristic = Innovator. Innovator’s characteristic = Angry. (Anger > Blowback.)Innovator’s characteristic = Angry. (Anger > Blowback.) CEO=Innovation “bias.”CEO=Innovation “bias.”
(10)(10) XFX/Cross-functional Excellence!! (#1??) XFX/Cross-functional Excellence!! (#1??)(11)(11) Chief Complexity & Systems Destruction Officer. Chief Complexity & Systems Destruction Officer.(12)(12) R&D Equality. R&D Equality. All functions equal. (VA centerpiece./All functions equal. (VA centerpiece./AllAll staff VA-meisters.) staff VA-meisters.)
(13)(13) Fun! Self-deprecating! Fun! Self-deprecating!(14)(14) Good luck! (Entropy rules.) (Major acquisition = Dumb.) Good luck! (Entropy rules.) (Major acquisition = Dumb.) (All these things work except when they don’t.)(All these things work except when they don’t.)
1
X X =XFX*=XFX*
**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence
1
Never Never waste a waste a lunch!lunch!
1
????????
% XF % XF lunches*lunches*
*Measure!*Measure!
671
Geologists + Geologists + Geophysicists + Geophysicists +
A little bit of love =A little bit of love =
OilOil
1
GSK:GSK: 7 “CEDDs” 7 “CEDDs” … Centers of … Centers of
Excellence for Excellence for Drug DiscoveryDrug Discovery
1
Innovation’s “Fourteen Imperatives”Innovation’s “Fourteen Imperatives”
(1)(1) Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!)Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!) Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Reaction Reaction to Proto.)to Proto.)
(2)(2) Celebrate Celebrate failure. failure. ““Whoever makes the most mistakes wins.”Whoever makes the most mistakes wins.” “ “Fail. Fail again. Fail better.”Fail. Fail again. Fail better.” “ “Reward excellent failures. Punish mediocre successes.”Reward excellent failures. Punish mediocre successes.”
(3) Decentralize.Decentralize.(4)(4) Parallel Universe. Parallel Universe. (5)(5) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.)(6)(6) “d”iversity. ( “d”iversity. (EveryEvery dimension.) dimension.)(7)(7) Co-invent with outsiders./ Co-invent with outsiders./EntwinedEntwined with outsiders. with outsiders. (Including “Crowdsourcing.”)(Including “Crowdsourcing.”)
(8)(8) “Strategic”“Strategic” Listening = Core competence. Listening = Core competence. (9)(9) Hire and promote 100% innovators. Hire and promote 100% innovators. Innovator’s characteristic = Innovator.Innovator’s characteristic = Innovator. Innovator’s characteristic = Angry. (Anger > Blowback.)Innovator’s characteristic = Angry. (Anger > Blowback.) CEO=Innovation “bias.”CEO=Innovation “bias.”
(10)(10) XFX/Cross-functional Excellence!! (#1??) XFX/Cross-functional Excellence!! (#1??)(11)(11) Chief Complexity & Systems Destruction Officer. Chief Complexity & Systems Destruction Officer.(12)(12) R&D Equality. R&D Equality. All functions equal. (VA centerpiece./All functions equal. (VA centerpiece./AllAll staff VA-meisters.) staff VA-meisters.)
(13)(13) Fun! Self-deprecating! Fun! Self-deprecating!(14)(14) Good luck! (Entropy rules.) (Major acquisition = Dumb.) Good luck! (Entropy rules.) (Major acquisition = Dumb.) (All these things work except when they don’t.)(All these things work except when they don’t.)