Tom Peters’ Re-Imagine excellence!



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  • Tom Peters’
  • Re-Imagine EXCELLENCE!
  • MASTER/03 November 2013
  • (Also see our 23-part Master Compendium at excellencenow.com)
  • MASTER/Fall 2013: Contents
  • Part 1: In the Beginning …
  • Part 2: Context: As the World Turns, and Turns
  • and Turns and …
  • Part 3: EXCELLENCE
  • Part 4: Leadership Writ Large: Some Stuff
  • I Think Is Important …
  • Part 5: PEOPLE PEOPLE PEOPLE PEOPLE …
  • Part 6: Innovation: WTTMSW Plus …
  • Part 7: Some Value Added Strategies
  • Part 8: Be the Best (Beats Being the Biggest)
  • Part 9: Extreme Times Call For (Demand)
  • Extreme Solutions
  • In the
  • Beginning …

“Train Passengers Too Distracted By Phones to Notice Gunman” —Headline, HuffingtonPost, 1009.13

Hilton’s Law …

CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked, “What were the most important lessons you learned in your long and distinguished career?” His answer …

Remember to tuck the shower curtain inside the bathtub.”

You get ’em in the door with “location, location, location”—and a terrific architect. You keep ’em coming back with the tucked in shower curtain!* *Profit rarely comes from transaction #1; it is a byproduct of transaction #2, #3, #4 …

“EXECUTION IS 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 generals make blunders; it
  • is because they try to be clever.” —Napoleon

“ … almost inhuman disinterestedness in strategy” —Josiah Bunting on U.S. Grant (from Ulysses S. Grant)

I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.” —Larry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done

EXECUTION IS THE JOB OF THE BUSINESS LEADER.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

“Execution is a SYSTEMATIC PROCESS of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

OPERATIONALIZING: IT’S GOTTA ADD UP! (1) SUM OF PROJECTS = GOAL (“VISION”) (2) SUM OF MILESTONES = ON-TIME PROJECT (3) RAPID REVIEW + TRUTH-TELLING = ACCOUNTABILITY

Does/will the next presentation you give/ review allot more time to the process/ details/politics of “implementing” than to the “analysis of the problem/opportunity”?

EXCELLENCE IN EXECUTION = DEEPEST “BLUE OCEAN”

Sports: YOU BEAT YOURSELF!

Execution!

  • “The score takes care of itself.” —Bill Walsh
  • “I don’t think I was a fine game coach. I think I was a
  • good practice coach.” —John Wooden*
  • *Related: Check out Doug Lemov et al.’s
  • WONDERFUL book, Practice Perfect

“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

I can’t tell you how many times we passed up hotshots for guys we thought were better people … and watched our guys do a lot better than the big names, not just in the classroom, but on the field—and, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up-and-comers clawed their way to all-conference and All-America teams.” —Bo Schembechler & John Bacon), “Recruit for Character,” Bo’s Lasting Lessons

  • WOW!! Observed closely: The use of “I” or “We” during a
  • job interview.
  • Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”
  • Management Lessons From Mayo Clinic

“The head of one of the large management consulting firms asks [members of a client organization], ‘And what do you do that justifies your being on the payroll?’ The great majority answer, ‘I run the accounting department,’ or ‘I am in charge of the sales force’ … Only a few say, ‘It’s my job to give our managers the information they need to make the right decisions,’ or ‘I am responsible for finding out what products the customer will want tomorrow.’ The man who focuses on efforts and stresses his downward authority is a subordinate no matter how exalted his rank or title. But the man who focuses on contributions and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, ‘top management.’ He holds himself responsible for the performance of the whole.” —Peter Drucker



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