“It became clear to me as I listened to people’s stories over the years that work is where lives are really played out.More than in church, this is where we put our blood, sweat and tears. You spend years getting educated and trained for work, then you go to work, then you recover from work, you raise kids hoping they get work—and then life is over. If we’re going to look hard at impacting culture and history with values that are worth passing on, work is the place.” —Matthew Fox, Episcopal priest and author of The Reinvention of Work (worthwhile)
Fact: Last 4 Deans … Finance, Economics, Accounting, Finance. Query: WILL THERE EVER BE ONE FROM THE “TOP LINE” SIDE: INNOVATION (Ha, Ha), ENTREPRENEURSHIP, MARKETING, SALES (Ha Ha)? OR THE “PEOPLE” SIDE: HR?
Q: “Why did you buy Jordan’s Furniture?” A: “Jordan’s is spectacular. It’s all showmanship. Source: Warren Buffet interview/Boston Sunday Globe/12.05.2004
Brand Inside Rules! “I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game” —Lou Gerstner, Who Says Elephants Can’t Dance?
Brand Inside Rules! “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.” —Lou Gerstner, Who Says Elephants Can’t Dance?
1. New Value-Added’s DNA: The WOW Project.
2. Getting to Wow: The Talent Obsession.
3. Executing WOW Projects: Building an Entrepreneurial BRAND YOU Society.
4. The Winning Formula: Engaging Brand Yous in Worthy QUESTS.
5. The Organizational Excellence Generator: The PSF/PROFESSIONAL SERVICE FIRM.
“Engage the kids around their passions.” —Dennis Littky/ The Met-Big Picture
EBF* to EBI** * Education By Fiat ** Education By Interest
The Real Goals of Education/Dennis Littky/The Big Picture *Be lifelong learners *Be passionate *Be ready to take risks *Be able to problem solve and think critically *Be able to look at things differently *Be able to work independently and with others *Be creative *Care and want to give back to their community *Persevere *Have integrity and self-respect *Have moral courage *Be able to use the world around them well *Speak well, write well, read well, and work well with numbers *AND TRULY ENJOY THEIR LIFE AND WORK
X04: Excellence Found2004! Tom Peters/12.15.2004
And the Winner is … 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant “Experience” 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. “Wow!” 10. Lovemark!
Cirque du Soleil!
X04 Cirque du Soleil … Infosys … FBR/Friedman Billings Ramsey … London Drugs … Build-A-Bear … Griffin Health Services/Planetree Alliance ... The Met/Big Picture schools … Progressive … Commerce Bank … Richard Branson … (HSM/WSB/CR/4S*) *My partners: Washington Speakers Bureau, HSM, Canyon Ranch, Four Seasons
Cirque du Soleil!
Cirque du Soleil: Talent (12 full-time scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. “People tell me we’re leaving money on the table by not duplicating our shows. They’re right.”—Daniel Lamarre, president). Source: “The Phantasmagoria Factory”/Business 2.0/1-2.2004
Infosys/Planet-warping Aspirations … “By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future.” —Narayana Murthy, chairman’s letter, Infosys Annual Report 2003
+49%/profits +52%/revenue Source: WSJ/10.13.2004/“Infosys 2nd-Period Profit Rose Amid Demand for Outsourcing”
I Borrowed Your Watch: Here’s What Time It Is Make a Difference Add Exceptional Value Enduring Relationships with Companies that Have the Potential to Be Great After-market Performance Focus/Strong Sectoral Approach Focus/Underserved Middle Market/Mid-cap Cos Dramatic Difference Research Roots Research Investment Unique Analytic Process Highly Disciplined Fundamental Intrinsic Value Analysis Partnership Culture Mutual Support Enthusiasm Make a Difference D.C. as D.C. D.C. as not Wall Street Visibility/Tell Story/Brand
FBR: Fundamental Intrinsic Value Analysis Focus (You know what you’re doing) Difference (You know how you’re doing it) Culture (You understand the roots)