The Challenge: To Create More Value in All Negotiations

The Challenge: To Create More Value in All Negotiations

To appreciate this presentation [and NOTE: insure that it is not a mess], you need Microsoft fonts:

Showcard Gothic, Ravie, Chiller and Verdana Tom Peters EXCELLENC E. ALWAYS. Action.

New Master/05 September 2008 Part 7.2 Ten Parts P1.1, P1.2, P1.3, P1.4/Generic P2/Leadership P3/Talent P4/Value-added Ladder P5/New Markets

P6/The Equations P7.1/Implementation P7.2/Action P8/13 Guru Gaffes P9/Healthcare P10/The Lists Tom Peters EXCELLENC

E. ALWAYS. Action. New Master/06 September 2008 This presentation has taken me 40+ years to write.*

*Twenty-three-year-old Navy Seabee in Vietnam to 40-year-old coauthor of In Search of Excellence from Palo Alto-Silicon Valley to 65-year-old management guy/teller of tales in Vermont A year from now you may wish You had started today. Karen Lamb

The secret of getting ahead is getting started. Agatha Christie Action is the foundational key of all success.

Picasso BLAME NO one. EXPECT NOTHING. DO SOMETHING. To Be somebody or to Do something

BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) The secret to having good ideas is to have a lot of ideas, then throw the bad ones away. Linus Pauling Intelligent people can always come up

with intelligent reasons to do nothing. Scott Simon Ninety percent of what we call management consists of making it

difficult for people to get things done. Peter Drucker EXCELLENCE. CIRCA 1982. A BIAS FOR ACTION. We design intelligent strategies

but they fail or fall miles short of their apparent potential for one reasonpoor organizational alignment which in turn leads to a gaping implementation deficit. Tom, I want you to get a handle on the best thinking and best practices on organization effectiveness from around the world. Ron Daniel, Managing Director,

McKinsey & Co., 1977, charge to the team (Tom Peters & Jim Bennett) that five years later produced In Search of Excellence (Tom Peters & Bob Waterman) Daniel was McKinseys new Managing Director in 1977. Under competitive threat from the upstart Boston Consulting Group, Daniel decided to re-stock McKinseys intellectual capital (as we call it today) inventory. He started the Big Project in New York (headquarters) a fresh look at business strategy. As an

afterthought, more or less, he started a little project on the way organizations workand called on me, junior but fresh from having just finished what Stanford business school organizations guru Professor Gene Webb called the first Ph.D. dissertation on implementation per se. Guided by my designated overseer, Jim Bennett, I began an around-the-world tour searching for the most innovative ideas on the subject. (Two decades later, the spinoffs from that little project had generated what became McKinseys biggest practiceOrganization Effectiveness.)

Excellence1982: 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

After two years of research, I produced a famous presentation with its title taken from the world of football: Two Yards and a Cloud of Dust. The idea was a focus on the grubby basics that underlie a winning obsession with execution. The presentation eventually morphed into In Search of Excellence. And, in turn, the centerpiece of the book was our so-called eight basics. The first of these was labeled a bias for action.

too much talk, too little do TP/BW on BigCompany Sin #1: Operations is policy.

Fred Malek (1974) Execution is strategy. TP (1983) Never forget implementation boys. In our work its what I

call the missing 98 percent of the client puzzle. Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP EXCELLENCE. CIRCA 2008. A BIAS FOR ACTION.

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

A quarter of a century has passed since In Search of Excellence, but as the pace of change accelerates madly, a bias for action is, if possible, more important than everand as elusive as ever in sizeable organizations. (For that matter, the rest of the eight basics are still just thatbasic and as about as relevant as ever.) EXCELLENCE. INNOVATE. OR.

DIE. 1/40 I have said in many settings that, alas, but more or one forty less seriously, I have only had

idea in the professional career years of my ry it. Try it. Screw up. Try it. Try it. Try . Try it. Try it. Try i

Try it. Screw it up. Screw it up. Try it. Try it. try it. Try it. and that one idea? He/she who has the most tries wins. Are there caveats? Of course! But more or less the person who proceeds by try it adjust it try it again. And again & again & again. (And do it all at flank speed.) (As youll subsequently see, one wise commentator goes so far as to say, Whoever makes the

most mistakes wins. I agree!) Jane Jacobs: Exuberant Variety vs. the Great Blight of Dullness. F.A.

Spontaneous Discovery Process. Hayek: Joseph Schumpeter: the Gales of Creative Destruction.

There are several grand philosophers who champion my viewand in whose footprints I humbly walk. Nobel prize winner F.A. Hayek, our foremost philosopher of free markets. (His writing was mostly done in the face of totalitarian planned economies.) Hayek called progress via free markets the spontaneous discovery process. (Most tries = Most innovation = Longterm economic excellence.) Urban philosopher Jane Jacobs flew in the face of centralizing urban plannerswho brought us the debacle of high-rise public housing, among other things. She said the most vital communities were marked by exuberant varietyall sorts of uses mixed wildly

together was the winning formula for quality of life and economic prowess. Economist Joseph championed the gales of creative destruction as the key to economic renewal. As I see it, each of these says, more or less, most tries wins. What makes God laugh? People

making plans! "Life is what happens while you're busy making other plans. John Lennon

The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly Active mutators in placid times tend to die off. They are selected against.

Reluctant mutators in quickly changing times are also selected against. Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors do things.

We have a strategic plan. Its called doing things. Herb Kelleher do what needs to be done. done

A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the

gent. And paid him the agreed upon $25,000. 1. Every morning, write a list of the things that need to be done that day. 2.

Do them. Source: Hugh MacLeod/tompeters.com/NPR try things. We made mistakes, of course. Most of them were omissions we didnt 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, were 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 planfor months. Bloomberg by Bloomberg

Hizzonor and the Governator*: The New Action Heroes (Time/07.23.07) *Bloomberg, Schwarzenegger

drill. This is so simple it sounds stupid, but it is amazing how few oil people really you only find oil if you drill wells. understand that

You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter Build.

Dick (Just build the damn thing.) Dan vs.

(Dont you know the difference between tangible and palpable?) grind. Experimen t fearlessly

Source: BW0821.06, Type A Organization Strategies/ How to Hit a Moving Target Tactic #1 "I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when

you realize that you are wrong, correct course very quickly. Andy Grove We ground up more pig brains!/ We did more procedures

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 play. SERIOUS PLAY Culture of Prototyping

Effective prototyping may be the most valuable core competence an innovative organization can hope to have. Michael Schrage

Think about It!? Innovation = Reaction to the Prototype Source: Michael Schrage You cant be a serious innovator unless and until you are ready, willing and

able to seriously play. Serious play is not an oxymoron; it is the essence of innovation. Michael Schrage, Serious Play Learn not to be careful. Photographer Diane Arbus

to her students (Careful = The sidelines, sidelines from Harriet Rubin in The Princessa) If its not fun youre not doing it right. Fran Tarkenton The key to a great

painting is the nerve, after weeks of effort, to bet the painting on the next brush stroke, Master musician, San Francisco Screw.

things. Up. Natural selection is death. ... Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four

billion years of death ... to invent the human mind ... The Cobra Event The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly

The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles. Newsweek/ Paul Saffo FAIL, FAIL

AGAIN. FAIL BETTER. Samuel Beckett Fail . Forward. Fast. High Tech CEO, Pennsylvania Fail faster.

Succeed Sooner. David Kelley/IDEO Sams Secret #1! Reward excellent failures.

Punish mediocre successes. Phil Daniels, Sydney exec If people tell me they skied all day and never fell

down, I tell them to try a different mountain. Michael Bloomberg (BW/0625.07) In business, you reward people for taking risks. When it doesnt work out you promote them-because they were willing to try new

things. If people tell me they skied all day and never fell down, I tell them to try a different mountain. Michael Bloomberg (BW/0625.07) Read This! Richard Farson & Ralph Keyes: Whoever Makes

the Most Mistakes Wins: The Paradox of Innovation [other] admirals more frightened of losing than anxious to win On NELSON:

try. Miss. try. READY. FIRE! S.A.

We are in a brawl with no rules. Paul Allaire/Xerox: TP: Theres [literally]

only one Screw Around Vigorously! possible answer Ideas. Plans. Actions.

RAF RFA RFFFA RFFFA FFFFA RAAAAAAAAAAA IID INID DSS*

DSS** *If In Doubt Do Some S$%^ (stuff) **If Not In Doubt Do Some S%*& Life 101: A 40-year Reflection Go on offense. Give everybody a shot. Decentralize. Try a bunch of stuff.

Make it up as you go along. Get some stuff wrong. Laugh a lot. Get some stuff right. Become a success. Extract lessons learned or best practices. Thicken the Book of Rules for Success. Become evermore serious. Enforce the rules to increasingly tight tolerances. Go on defense.

Install walls. Protect-at-all-costs todays franchise. Centralize. Calcify. Install taller walls. Write more rules. Become irrelevant and-or die. Just say no to no.

no Intelligent people can always come up with intelligent reasons to do nothing. Scott Simon Andrew Higgins , who built landing craft in

WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you cant do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working

for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, Andrew Higgins won the war for us. He did it without engineers. Stephen Ambrose/Fast Company No try. No deal. deal You miss

100% of the shots you never take. Try. Try.

Try. Try. try. Try. Try. Try. Try. try. Try. Try.

Try. Try. try. Try. Try. Try. Try. try. Try. Try.

Try. Try. Excellence1982: 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 Innovation: Get mad. Start

Doing something about it. Now. The Limits of Systems Thinking: Surprise,

Transformation & Excellence Through Spontaneous Discovery By indirections find directions out.

Hamlet, II. i The Limits of Systems Thinking: Surprise, Transformation & Excellence Through Spontaneous Discovery (1 of 2) This summer was the summer of brush clearing. And, it turned out, much more. It started as simple exercise. After a day or two, scratches from head to toe, and enjoyment, I set myself a goal of clearing a little space to get a better view of one of the farm ponds. That revealed something else to my

surprise. At a casual dinner, I sat next to a landscaper, and we got to talking about our farm and my skills with clipper, saw, etc. In particular, she suggested that I do some clearing around a few of our big boulders. Intrigued, I set about clearing, on our main trail, around a couple of said boulders. I was again amazed at the result. That in turn led to attacking some dense brush and brambles around some barely visible rocks that had always intrigued mewhich led to finding, in effect, a great place for a more or less Zen garden, as weve taken to calling it.

Which led to more and more. And more. (Especially a rock wall, a hundred or so yards long, that is a massive wonder next year Ill move up the hill behind itI can already begin to imagine what Ill discover, though my hunch will be mostly wrong, and end up leading me somewhere else.) The Limits of Systems Thinking: Surprise, Transformation & Excellence Through Spontaneous Discovery (2 of 2) To make a long story short:

I now have a new hobby, and maybe, ye gads, my lifes work for years to come. This winter Ill do a little, but I also plan to read up on outdoor spaces, Zen gardens, etc; visit some rock gardensspaces close by or amidst my travels; and, indeed, concoct a more or less plan (rough sketches) for next springs activitiesthough Im sure that what I do will move forward mostly by what I discover as I move forward. (what discovers itself may actually be a better way to put ittheres a hidden hand here.) As Im beginning to see it, this is at least a 10-year projectmaybe even a multi-generation project. I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding

of potentialthe plan, though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I would have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the starta trivial self-designed chore may become the engine of my next decade; the brushcutting project is now leading Susan and me to view our entire property, and what it might represent, in a new light. I was able to do much more than Id dreamedoverall, and project by project. Systems thinking? It would have killed the whole thing. Is everything connected to every thin else? Well, duh. But I had no idea how

everything was connected to everything else until I began (thank you, Michael Schrage) serious play. I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding of potentialthe plan, though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I

would have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the starta trivial selfdesigned chore may become the engine of my next decade; the brushcutting project is now leading Susan and I to view our entire property, and what it might becomerepresent, in a new light. Note (more of the same): Last year I got a pacemaker for Christmas (13 December, actually); the #1 no-no is using a chain saw. (The magnetic field is fearsome.) Taking that warning a step farther, I

decided to do this project entirely with hand tools. Of course that means more exercisea good thing. But the great wonder, again unexpected, is that the resultant slowness and quiet is the de facto engine of my entire spontaneous discovery process. Note: Some of you will have discovered my implicit debt to the economist-of-freedom, F.A. Hayek. His stunningly clear view of market capitalism as a spontaneous discovery process is my intellectual bedrock, my context for three decades in Silicon Valley, and now even for my recreational pursuits (which are, as noted, becoming so much more than that).

How do I know what I think until I see what I say. C.K. Chesterton We made mistakes, of course. Most of them were omissions we didnt 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, were 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 planfor months. Bloomberg by Bloomberg This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. The Hunters, by John Masters, Canadian Oil & Gas wildcatter Experiment fearlessly

BusinessWeek, in a Special Report, on the premier innovation strategy of the best innovators The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly, founding editor, Wired How do I know what I think until I see what I

say. C.K. Chesterton My only goal is to have no goals. The goal, every time, is that film, that very moment. Bernardo Bertolucci

Speed/ Tempo/ o.o.d.a. loops/ Metabolic Management Messin with their minds: He who has the quickest

O.O.D.A. Loops* wins! Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity. Robert Coram, Boyd Re-arrange the mind of the enemy T.E. Lawrence

Float like a butterfly, sting like a bee Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly

changing times are also selected against. Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors If things seem under control, youre just not going fast enough.

Mario Andretti FedEx Economy Economy the headline/New York Times Anything/

Anywhere/ Anytime Any3: ry it. Try it. Screw up. Try it. Try it. Try . Try it. Try it. Try i Try it. Screw it up. Screw it up. Try it.

Try it. try it. Try it. BLAME NOBODY. EXPECT NOTHING. DO SOMETHING. Think! vs.

do! Never forget implementation , boys. In our work, its what I call the last 98 percent of the client puzzle. Al McDonald, former Managing

Director, McKinsey & Co, to a project team that included TP The (Strange) Case of Peter Drucker & Michael Porter vs. The Non-linearists HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of Strategic Planning.) JAMES UTTERBACK.

THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* (*Transcontinental Railroad, Electrification, Radio, Television, Containerization, DNA, MOST POLITICAL SCIENTISTS. SILICON Computers, Military History, Etc.)

think! Non-linearist: do! Linearist: Plan it! Non-linearist: Try it! Linearist: Linearist:

hypothesize! Non-linearist: experiment! failure = unnecessary Linearist:

Non-linearist: failure = life a>b* Non-linearist: b>a** Linearist: *Attitude shapes behavior

**Behavior shapes attitude deliberate!* Non-linearist: relentless! ** Linearist: * Do it right the first time (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant)

Linearist: logical! Non-linearist: passionate! give me genius!

Non-linearist: give me luck! Linearist: spotless academic record! Non-linearist: a.d.d.

Linearist: Linearist: measured pace! Non-linearist: Tempo! Tempo! Tempo!

think! Plan! (r.a.f.*) Non-linearist: Try it! Screw it up! Fix it! Try it again! (r.f.a.**) Linearist: *Ready. Aim. Fire. **ready. Fire. Aim. (Or, circa 2006: fire. Fire. Fire.)

Cheap Shot minimize cost. Non-linearist: maximize revenue. Linearist: marketing rules.

Non-linearist: sales rules. Linearist: Linearist Background: planning, marketing & finance.

Non-linearist background: sales & operations. Linearist likes: ideas. Non-linearist

likes: people. Linearist office: walls. Non-linearist office: none. Linearist

style: meetings. Non-linearist style: m.b.w.a.* *Managing by wandering around Linearist reads: michael porter.

Peter drucker.* Non-linearist reads: waterman & peters. Tom clancy.** *Michael & peter **Bob & tom & tom Linearist

reads: michael porter. Peter drucker. Non-linearist reads: doesnt Linearist preferred baseball score: 1-0.

Non-linearist preferred baseball score: 11-9. Linearist preferred football score: 7-0. Non-linearist

preferred football score: 41-38. Linearist criminal record: none. Non-linearist

criminal record: disorderly conduct. Chronic jaywalking. Linearist drives: lincoln town car. Ford explorer (weekends). Non-linearist

drives: bmw. Harleydavidson (weekends). The (Strange) Case of Peter Drucker & Michael Porter vs. The Non-linearists HERBERT SIMON. (Administrative Behavior.) JAMES MARCH. KARL WEICK. (The Social Psychology of Organizing.) EUGENE WEBB. Henry MINTZBERG. (The Rise and Fall of

Strategic Planning.) JAMES UTTERBACK. THOMAS KUHN. (The Structure of Scientific Revolutions.) CHARLES LINDBLOM. Daniel goleman. INNOVATION BIOGRAPHERS.* (*Transcontinental Railroad, Electrification, Radio, Television, Containerization, DNA, MOST POLITICAL SCIENTISTS. SILICON Computers, Military History, Etc.)

METABOLIC MANAGEMENT The Leadership11 1. Talent Management 2. Metabolic Management 3. Technology Management 4. Barrier Management

5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management The secret of fast progress is

inefficiency, fast and furious and numerous failures. Kevin Kelly Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times

are also selected against. Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors How we feel about the evolving future tells us who we Do we search for stasisa regulated, engineered world? Or do we

embrace dynamisma world of constant creation, discovery and competition? Do we value stability are as individuals and as a civilization: and control or evolution and learning? Do we think that progress requires a central blueprint, or do we see it as a decentralized, evolutionary process?? Do we see mistakes as permanent disasters, or the correctable byproducts of experimentation? Do we crave

predictability or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape. Virginia Postrel, The Future and Its Enemies If things seem under control, youre just not going fast enough.

Mario Andretti The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New

Scientist Im not comfortable unless Im uncomfortable. Jay Chiat If it works, its obsolete. Marshall McLuhan

Mbwa The magic number 25. Mbwa. Calendars never lie. Excellence. Always.

MBWA When Bob Waterman and I wrote In Search of Excellence in 1982, business was by the numbersand the Americans were struggling (to put it mildly) with hands on, tactile stuff, like Japanese quality. Then, at Hewlett Packard, we were introduced to the famed HP Way, the centerpiece of which was in-touch management. HP had a term

(Managing By Wandering Around.) Bob for this MBWA. and I fell in immediate love. Not only was the idea per se important and cool, but it symbolized everything we were coming to cherishenterprises where bosses-leaders were in immediate touch with and emotionally attached to workers, customers, the product. The idea is as important or more

important in fast-paced 2007 as it was in 1982. CWVA to MBWA: In these days of telegraph and steam I can command while traveling and visiting about. U.S. Grant Managing by wandering around HP circa 1980

General Grant got there first as usual! 2 Though his empire is enormous, and his executive team strong, Starbucks founder Howard Schultz still visits at

least 25 Sbucks shops per week! religiously Regardless of our size, he told me, we still sell it one-cup-at-a-time, one customer-at-a-time, one server-ata-time. I need to see it and touch it and feel it. The first and greatest

imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command True for business as well as war. 20minute

rule Craig Johnson/30 yrs Craig Johnson, a famed Venture Capitalist for three decades refuses to invest in companies that are more than a 20-minute drive

from his office. To guide them through the serpentine path ahead, he insists that he must be in constant touch as banker, advisor, friend. >70 * China is clearly our most important

economic partner. Our dialog with China was not what it might have been when Hank Paulson took over as Secretary of the Treasury. Immediate improvement occurred for numerous reasons, not least of which were Paulsons SEVENTY TRIPS to China while at Goldman Sachs. I call 60 CEOs

to wish them happy New Year. [in the first week of the year] Hank Paulson, former CEO, Goldman Sachs Source: Fortune, Secrets of Greatness, 0320.05

MBWA, Grameen Style! Conventional banks ask their clients to come to their office. Its a terrifying place for the poor and illiterate. The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank.

It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials. Source: Muhammad Yunus, Banker to the Poor You must be

the change you wish to see in the world. Gandhi Its always showtime. David DAlessandro, Career Warfare

You = Your calendar* *Calendars never lie All we have is our time. The way we spend our time is our priorities, is our strategy. Your calendar

knows what you really care about. Do you? a blinding flash of the obvious Manny Garcia

All this [this little riff] is indeed, as seminar participant and leading Burger King franchisee Many Garcia once said to me, obvious.* But observation over four decades** suggests that amidst the hubbub and travails of a typical days work, the socalled obvious is often-usually left unattended. For perfectly good reasons, another week passes without a visit to our equivalent of the Starbucks shops or HP R&D labs, without the equivalent to Hank Paulsens How ya doin? call to a key customer. My [Tom Peters] Job One in life? Remind busy folks of the obvious! *Manny Garcia/1983: Tom, I hope you wont be insulted when I say this was the best seminar Ive ever been toand it was

a blinding flash of the obvious. **I had two commanding officers during my two Vietnam tours in U.S. Naval Mobile Construction Battalion NINE. One was a Shultz look-alikeinstinctively in the field. The other was an in the office leader. The one produced. The other didnt. At age 24 I learned an incredible life lesson, though I couldnt describe it well until tripping over HPs MBWA/Managing By Wandering Around. The older I get the less

boring the basics become! The one thing you need to know about sustained individual success: Discover what you dont like doing and

stop doing it. Marcus Buckingham, The One Thing You Need to Know EXCELLENCE.

4/40. 4/40 De-central-iza-tion! Decentralization is not a piece of paper. Its not me. Its either in your

heart, or not. Brian Joffe/BIDvest If if feels painful and scarythats real delegation Caspian Woods, small biz owner HOW THE COAST GUARD

GETS IT RIGHT Headline, Time, 10.31.2005 (on the USCG and hurricane Katrina) *Autonomy *Flexibility *Perhaps the most important distinction of the Coast

Guard is that it trusts itself 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 Ex-ecution! 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

= (1) sum of Projects Goal (Vision) (2) sum of Milestones = project (3) rapid Review + Truth-telling =

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 initiativeand then nothing would come of it.

Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a

staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/Execution: The Discipline of Getting Things Done Never forget

implementation boys. In our work its what I call the missing 98 percent of the client puzzle. Al McDonald

Ac-counta-bil-ity! Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done robust

dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done GE has set a standard of candor. There is no puffery. There isnt an ounce of

denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune) 6:15A.M . ????????

Work Hard > Work Smart A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.

The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 1. Every morning, write a list of the things that

need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR DECENTRALIZATION. EXECUTION. ACCOUTABILITY.

6:15A.M. Execution Is Strategy: Howards Lesson We Have Thank

you, Howard (Starbucks)! Starbucks, more or less for the first time, and before the Recession, began to have some significant problems. The good news, as it were, is that Howard Schultzs Sbucks has no new competition; hence we are left with only one possible cause for Starbucks slumpStarbucks!

You beat yourself! Sports: Sure, your opponent in sports can be having a lucky daybut mostly, when one stinks up, say, the presentation one beats oneself! Principal diagnostic tool for Starbucks or you and me?

Spend $2.95, and buy a mirror. Internal organizational excellence* ** = Deepest Blue Ocean *A Blue ocean is by definition very profitable

and will be quickly copied. sustainable blue (Internal organizational excellence) is far more difficult to copy. **Internal organizational excellence = Brand inside

B(I) > B(O) Sure, I am well aware of internally focused organizations. Nonetheless, I still (mostly) cast my vote for XX eXcellence in eXecution. When The Enemy Really Wins Lose Your Nemesis: Obsessing about your competitors, trying to match or best their offerings, spending time each day wanting to know what they are doing, and/or measuring

your company against themthese activities have no great or winning outcome. Instead you are simply prohibiting your company from finding its own way to be truly meaningful to its clients, staff and prospects. You block your company from finding its own identity and engaging with the people who pay the bills. Your competitors have never paid your bills and they never will. Howard Mann, Your Business Brickyard: Getting Back to the Basics to Make Your Business More Fun to Run* *Mr Mann also quotes Mike McCue, former VP/Technology at Netscape: At

Netscape the competition with Microsoft was so severe, wed wake up in the morning thinking about how we were going to deal with them instead of how we would build something great for our customers. What I realize now is that you can never, ever take your eye off the customer. Even in the face of massive competition, dont think about the competition. Literally dont think about them. K.I.S.S.

450/8 First Steps: Beauty Contest! 1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions:

Beauty. Grace. Clarity. Simplicity. 3. Re-invent! 4. Repeat, with a new selection, every 15 working days. Beautiful Graceful Aesthetic Triumph

Breathtaking Game-changing Rodales on Grace elegance charm loveliness poetry in motion kindliness .. benevolence

benefaction compassion beauty I wanted GE to operate with the speed, informality, and open communication of a corner store. Corner stores often have strategy right. With their limited

resources, they have to rely on laser-like focus on doing one thing very well. Jack Welch/Fortune Lees Rule: Run It off a Blackberry! Really Important

Stuff: Rogers Rule of Three! 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 on Simplicity, from Napoleon on Project Management by Jerry Manas. The Planning, Planning Systems, Intelligence & Measures50 The Planning, Planning Systems, Intelligence & Measures50

*K.I.S.S. (!!) (450/8.) (500/50GB.) (Lees Blackberry.) *Complexity accretes one day/person/item at a time! *There must be a Systems & Measures Undesigner. (Rem Koolhaas: Often my job is to undo things.) *Focus!!!! *5 or fewer key indicators. (Enricos Rule of Three.) *Key indicators must be backed up by unmistakable impact on evals and compensation! (JW & 6-sigma) *Prune 50% of your measures TODAY.

The Planning, Planning Systems, Intelligence & Measures50 *Measurement Architecture = (Real) Corporate Strategy. (PERIOD.) *CIOs & CFOs & CROs will become Soulmates in effective organizations! *Can a fourth grader understand it (Paul Sherlock, JW)? *Overall systems architecture should be in the

heads of no more than three people. (Fred Brooks jr./360.) *Nothing is easier than lying with statistics. (Measurement is not Reality.) *Hard is Soft. Soft is Hard. (TP-RWjr.) (c.f. Enron.) The Planning, Planning Systems, Intelligence & Measures50 *Fanatically measure Customer Satisfaction regarding systems/measures!

*If the Customer says its confusing its confusing. PERIOD. *Systems & Measures planning must be Bottom Up! (Buy-in Rules in systems world.) *If, as a systems guy/gal, it turns you on BEWARE! (Jeffersons Rule. Lessons from Clio.) The Planning, Planning Systems, Intelligence & Measures50 *Systems & Measures should be/can be/ought to be

Works of Art! *Great systems are about aesthetics! *Is it beautiful? *Is it graceful? *Is it Surprising? *Use a great Graphic Designer on all systems development teams and a damn good Psychologist. (Steve world.) *Systems design is not innocent: It is the Ultimate Power Game!

*She/He who controls the primary measures Rules the World! The Planning, Planning Systems, Intelligence & Measures50 *Budgets as weve known them are more than a wretched waste: They are Danger #1 in Turbulent Times! *Budgets are exercises in Negotiated Timidity. *Managing to budget is a/the Mortal Sin.

*Plan, then burn the plan! (Koppers.) *Continuous and rolling are superb ideas but beware so much plasticity that one forgets the starting point! Hard. Comparative data is a very good thing. The Planning, Planning Systems, Intelligence & Measures50 *Intelligence is always obvious after the fact. *B.I.: Remember HUMINT!!

*Great BizIntelligence depends on Freaks & Whackos, from Langley to the Board Room. (I.e., Be Incredibly Eclectic in terms of sources of Intelligence.) *All intelligence gathering is a Political Activity. (C.f. CIA, FBI.) *B.I. is about outliers. (?? If you can measure it, its not on the leading edge??) The Planning, Planning Systems, Intelligence & Measures50

*If a system/measure gives you a stupid answer, its probably a stupid system/measure. *Measures should routinely produce Surprises (if not, discard them). *Perform systems & Measures post-mortems after major fiascos (Why didnt this stick out like a sore thumb?) *The half-life of Measures is 3 years. (Effective gaming begins in year #2, reaches a crescendo

by year #4.) The Planning, Planning Systems, Intelligence & Measures50 *Intangibles rule! *Measure intangibles! (!!!!) *Be(very)ware the tangibles becoming Total Reality, thence crowding out Real Reality. *Constantly review whats not being measured. (Ever tried to drive a car using only the dashboard?)

*Models are incredibly Stupid (very rough approximations of reality): Make sure everyone understands that! *Business is Art! The Planning, Planning Systems, Intelligence & Measures50 *Planning systems should support execution! (PERT/CPM.) *Uniformity of measurement/presentation across

units is fantastic up to a point. *Let a thousand flowers bloom, let a hundred schools contend: Let a 100 flowers bloom, let a dozen schools contend. *Do it right the first time is as stupid in systems world as in TQM. *Selection of measurements is one of the Most Creative Acts in the Enterprise! *Are there Freaks aplenty in the Systems & Measures & Intelligence activities?

EXCELLENCE. ACTION. ROOTS. GRANT NELSON BOYD FISHER BOSSIDY

PEROT MASTERS HERB McDONALD PETERS-WATERMAN HAMLET+ GRANT The only way to

whip an army is to go out and fight it. Grant Source: John Mosier, Grant recognized the value of momentum throw [opponent] off balance blitzkrieg traveling light headquarters in the

saddle Jean Edward Smith/GRANT almost inhuman disinterestedness in strategy Josiah Bunting on U.S. Grant (from Ulysses S.

Grant) He never credited the enemy with the capacity to take the offensive./185 tenacity [like Wellington]/187 I havent despaired of whipping them yet [at a very low point]/195 Both sides seemed defeated and whoever assumed the offensive was sure to win./200 inchoate bond [between Grant and soldiers]/201 The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. no elaborate staff conferences, no written orders prescribing deployment. Grant

recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed./202 If anyone other than Grant had been in command, the Union army certainly would have retreated./204 Lincoln (urged to fire Grant): I cant spare this man; he fights./205 Grant turned defeat into Union victory./206 moved on intuition, which he often could not explain or justify./208 instinctive recognition that victory lay in relentlessly hounding a defeated army into surrender./213 Nathan Bedford Forrest, successful Confederate commander: amenable to no

known rules of procedure, was a law unto himself for all military acts, and was constantly doing the unexpected at all times and places./213 The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. no elaborate staff conferences, no written orders prescribing deployment. Grant

recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed. Jean Edward Smith/GRANT A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook theorems./151 The nature of Grants greatness has been a riddle

to many observers. did not hedge his bets disregarded explicit instructions nothing to fall back on violating every maxim held dear by the military profession new dimension: ability to learn from the battlefield finished near the bottom of his [West Point] class in tactics carried the fight to the enemy maintain the momentum of the attack military greatness is the ability to recognize and respond to opportunities presented./152-3 Grant had an aversion to digging in./153 Grant had an intangible advantage. He knew what he wanted./153 Grants seven-mile dash changed the course of the war./157 The one who attacks first will

be victorious./158 dogged/159 unconditional surrender/162 simplicity and determination/166 quickness of mind that allowed him to make on the spot adjustments [his] battles were not elegant set-piece operations/166 [other Union general] preferred preparation to execution became a friend of detail suffered from the slows /170 Message to Halleck from McClellan: Do not hesitate to arrest him [following great victory]/172 learned how to withstand attacks from the rear [Army politics]/179 The commanding general would be in the field/228 Lincoln:

What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him./231 retains his hold upon the affections of his men/232 Grants moral couragehis willingness to choose a path from which there could be no returnset him apart from most commanders were [Grant and Lee] were uniquely willing to take full responsibility for their actions./233 modest honest nothing could perturb never faltered /233 plan was breathtakingly simple but fraught with peril/235 demonstrating the flexibility that had become his hallmark/238 But like any West

Point trained general, he had difficulty comprehending what Grant was up to /240 recognized the value of momentum throw off balance blitzkrieg traveling light headquarters in the saddle/243 acted as quartermaster/243 [rushed away so that he couldnt receive Hallecks order] like Lord Nelson telescope to his blind eye pressing ahead on his own/245 focus on the enemys weakness rather than his own/250 recognized the value of momentum throw

[opponent] off balance blitzkrieg traveling light headquarters in the saddle Jean Edward Smith/GRANT Above all the troops appreciated Grants unassuming manner. Most generals went about attended by a retinue of immaculately tailored staff officers. Grant usually rode alone, except for an orderly or two to carry messages if the need arose. Another soldier said the soldiers looked on Grant as a friendly partner, not an arbitrary

commander. Instead of cheering as he rode by, they would greet him as they would address one of their neighbors at home. Good morning, General, Pleasant day, General There was no nonsense, no sentiment; only a plain businessman of the republic, there for the one single purpose of getting that command over the river in the shortest time possible. [Grant: 5-feet 8-inches with a slouch]/232 After the victory at Chattanooga: The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side

of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth./ 281 Grant was unhappy about going into winter quarters. He saw no reason to keep the army idle, and the pause would give the rebels time to reorganize./282 The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When

General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier

From LEE KENNETTs SHERMAN: Grant tended to be a simple listener when these two strategies [for taking Vicksburg] were being discussed. His own preference may have been impelled as much by natural inclination as by any arguments he heard. He wrote afterward: One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished./ 202 CWVA to MBWA:

MBWA In these days of telegraph and steam I can command while traveling and visiting about. U.S. Grant Managing by wandering around HP circa 1980 Source: Ulysses S. Grant, by Geoffrey Perret "The art of war is simple

enough. Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on." Grant, courtesy Richard Cauley at tompeters.com (original source unknown) 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 on Simplicity, from Napoleon on Project Management by Jerry Manas.

This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get

there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on turning back was not an option for him. Michael Korda, Ulysses Grant Relentless: One of my superstitions had always been when I started to go anywhere or

not to turn back , or stop, to do anything, until the thing intended was accomplished. Grant Relentless: One of my superstitions had always been when I started to go anywhere, or

to do anything, not to turn back, or stop, until the thing intended was accomplished. I have frequently started to go places where I had never been and to which I did not know the way, depending upon making inquiries along the road. And if I got past the place without knowing it, I would not turn back but instead go on until a road was found turning in the right direction, take that, and come in on the other side. Grant

TPs take: Intuition takes precedence (listen attentively but act on intuition) Move today > perfect plan tomorrow [subsequent Patton line] Great advantage: When moving, you know what youre up to and youre moving [the one sitting still is, thence, always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient. Decide. Act. Disorient enemy] Action! ... Keep moving! Engage! Offense! [weakness-strength: cant even imagine enemy counter-attacking; little conception of defense] Momentum! . Keep em off balance Adjust Adapt Opportunism!

Constantly revise in accordance with conditions and opportunities in the field [life = excellence at Plan B] Doggedness Relentless!! [trait shaped in early childhood] Never retreat Simplicity! Wide latitude for division commanders minimum written orders, conferences, etc keep his own council HQ is Grant & his horse no retinue! commune with soldiers/exude quiet confidence/Approachable decent Self-accountability! Evade orders (or ignore) Share harm & hardship total victory/ demand unconditional surrenderGs first claim to fame [Nelson: other Admirals avoid loss, friend and foe as in Grants case vs

Nelsons seek victory] [Life 101: politics between the Generals: E.g., Grant & Halleck] Insubordinate (when it comes to delays)/N Action-oriented/Offense/ Total victory/N Relentless Troop Commander par Excellence/N Leeway to Commanders/N

GRANT Simplicity and clarity (written orders, view of movement) Action-action-action (always forward; job only done when 100% done; when the job is done, start the next job) Tactics >>>> Strategy (FM: Operations is policy; HK: We have a strategy; its called doing things.) Movement (perpetual movement, other guy perpetually off balance and reactive; O.O.D.A. loops--Boyd) Offense (not so good at defensive battlements)

Decency! CBWA (on the move, no aides) Lean staff (simple form, lean staff) Unflappable (Fearless) Visual (mapmaker) Logistician Relentless!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! Autonomy to Commanders Self-contained Do it with what he has

Antsy Mastery (horsemanship) Western attitude mimicked boss twice removed (Lincoln) U. S. Grant *No interest in grand strategy. *Do the thing until it is done. *Do not over complicate. *Do the next thing. *Pleasure in perseverance per se.

*Not ask for help or advice. *Not complain of difficulties or ask for more time or resources McClellan: delay; plead for more forces Grant: When do I start? What I want is to advance. Source: Josiah Bunting, Ulysses S. Grant NELSON

[other] admirals more frightened of losing than anxious to win On NELSON: The Nelson Bakers Dozen 1. Simple-clear scheme (Plan) (Not wildly imaginative) (Patton: A good plan executed with vigor right now tops a perfect plan executed next week.)

2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING GOAL/MISSION/PURPOSE/QUEST 3. Conversation: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absent 5. LED BY LOVE (Lambert), NOT AUTHORITY (Identify with sailors!) 6. Instinct/Seize the Moment/Impetuosity (Boyds OODA Loops: React more quickly than opponent, destroy his world view) 7. VIGOR! (Zander: leader as Dispenser of Enthusiasm) 8. Peerless Basic Skills/Mastery of Craft (Seamanship)

9. Workaholic! (Duty first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In Harms Way) (Gandhi: You must be the change you wish to see in the world/ Giuliani: Show up!) 11. Genius (Transform the world to conform to their ideas, Triumph over rules) (Gandhi, Lee-Singapore) , not Greatness (Make the most of their world) 12. Luck! (Right time, right place; survivor) (Lucky Eagle vs Bold Eagle) 13. Others principal shortcoming: ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN Source: Andrew Lambert, Nelson: Britannias God of War

Nelsons Way: A Bakers Dozen/Short 1. Simple scheme. 2. Noble purpose! 3. Engage others. 4. Find great talent, let it soar! 5. Lead by Love! 6. Trust your gut, not the focus group: Seize the Moment! 7. Vigor! 8. Master your craft.

9. Work harder than the next person. 10. Show the way, walk the talk, exude confidence! Start a Passion Epidemic! 11. Change the rules: Create your own game! 12. Shake of the pain, get back up off the ground, the timing may well be right tomorrow! (E.g., Get lucky!) 13. By hook or by crook, quash your fear of failure, savor your quirkiness and participate fully in the fray!

Source: Andrew Lambert, Nelson: Britannias God of War He above all encouraged (and prepared) his subordinates to seize the initiative whenever necessary, particularly in the fog of warand the men who served under him knew what he expected.

Jay Tolson, on The Nelson Touch, The Battle That Changed The World tireless self-promoter, sought hero status, sought patronage [suck up] guts, courage, master of his craft passion for pleasures of the flesh, driven by duty, obsessed (no work-life balance) autocratic, dictatorial team player, practitioner of participative management 200 years before it was popularized, loved hanging out with the lads mans man, ladys man diligent manager (e.g., logistics),

powerfully inspirational, spiritual, passionate ambitious, aggressive, confident, impulsive, rarely cautious or circumspect, risk-taker emotional, spiritual, expressed feelings openly, classless, fair, self-sacrificing, encouraging, optimistic unconventional, did not get along well with superiors xenophobic, immodest, impatient, intolerant, imprudent in public and in private led from the front, zeal for action, despair over bureaucrats (I hate the pen and ink men), lucky Stephanie Jones & Jonathan Gosling, Nelsons Way: Leaderhip Lessons from the Great Commander

FISHER We must have no tinkering! No pandering to sentiment! No regard for susceptibilities! We must be ruthless, relentless, and remorseless. Jan Morris, Fishers Face,

Or, Getting to Know the Admiral Fisherisms Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world.

Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas. Life is phrases. Source: Jan Morris, Fishers Face, Or, Getting to Know the Admiral extraordinary arrogance,

superciliousness, humor, kindness, effrontery Jan Morris on Lord Admiral Jack Fisher, Fishers Face, Or, Getting to Know the Admiral BOYD

The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist He who has the quickest O.O.D.A.

Loops* wins! *Observe. Orient. Decide. Act. /Col. John Boyd OODA Loop/Boyd Cycle Unraveling the competition Quick Transients/Quick Tempo (NOT JUST SPEED!) Agility So quick it is disconcerting [adversary over-reacts or under-reacts] Winners used

tactics that caused the enemy to unravel before the fight (NEVER HEAD TO HEAD) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) The stuff has got to be implicit. If it is explicit, you cant do it fast enough.

John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity. Robert Coram, Boyd Re-arrange the mind of the enemy T.E. Lawrence

Float like a butterfly, sting like a bee Ali BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) F86 vs. MiG/Korea/10:1 Bubble canopy (360 degree view) Full hydraulic controls (The F86 driver could go from one maneuver to another faster than the MiG driver)

MiG: faster in raw acceleration and turning ability. F86: quicker in changing maneuvers BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) kept the enemy off-balance;

they knew Delta Company [RVN] could show up anywhere, anytime USMC COL Mike Wyly: BOYD: The Fighter Pilot Who Changed

Tempo!* 70- 70-10/Nebraska/Unk QB 643 yards K.State/ Linemen spread wide/All legals go out for pass/Defenders confused & tire (Boyd/Tempo is not speed/Re-arrange the mind of the enemyT.E. By changing the geometry of

the game, and pushing the limits of space and time on the gridiron, Mike Leach is taking Texas Tech to some far out places. Michael Lewis (NY Times Lawrence)/ Magazine, 12.04.05, on Mike Leach/Texas Tech) In war, delay is fatal. Napoleon

The only way to whip an army is to go out and fight it. Grant demonstrating the tactic that would become his hallmark: the immediate move to seek out the enemy and attack him John Mosier, on Grant A good plan executed right now is far preferable to a perfect plan executed next week. Patton

Relentless!* *Churchill, Grant, Patton, Welch & Bossidy & Nardelli (past GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong The Leadership11 1. Talent Management 2. Metabolic Management

3. Technology Management 4. Barrier Management 5. Forgetful Management 6. Metaphysical Management 7. Opportunity Management 8. Portfolio Management 9. Failure Management 10. Cause Management 11. Passion Management

BOSSIDY 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 =

(1) sum of Projects Goal (Vision) (2) sum of Milestones = project (3) rapid Review + Truth-telling =

Realism is the heart of execution. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

GE has set a standard of candor. There is no puffery. There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune) (Fortune The Leaders Seven Essential Behaviors

*Know your people and your business *Insist on realism *Set clear goals and priorities *Follow through *Reward the doers *Expand peoples capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling *Vision *Projects (Must add up to Vision) *Milestones *Commitment/Energy *RapidReview *Consequences (+/-)

The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite

education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/Execution: The Discipline of Getting Things Done Duct Tape Rules!

Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you cant do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me,

Andrew Higgins won the war for us. He did it without engineers. Stephen Ambrose/Fast Company PEROT READY. FIRE! AIM.

Ross Perot (vs Aim! Aim! Aim! /EDS vs GM/1985) READY. FIRE! AIM. READY. FIRE! MASTERS

This is so simple it sounds stupid, but it is amazing how few oil people really you only find oil if you drill wells. understand that

You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter You only find oil if you drill wells.

Source: The Hunters, by John Masters, Canadian O & G wildcatter drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter HERB doing things. Herb Kelleher

McDONALD Never forget implementation boys. In our work its what I call the

missing 98 percent of the client puzzle. Al McDonald PETERSWATERMAN too

much talk, too little do TP/BW on BigCo Sin #1: Ninety percent of what we call management consists of making it difficult for people to get things done. Peter Drucker

Do it. Fix it. Try it. Tom Peters/Business Week/07.1978 (Principal #1/first anticipation of Excellence) 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

Importance of Success Factors by Various Gurus/ Estimates (Unreliable) by Tom Peters Strategy Systems Passion/ Execution

Leadership Porter 45% 20 20

15 Drucker 35% 30 15

20 Bennis 20% 20 35

25 Peters 15% 20 30

35 PETERS: THE ACT. THINK. CHRONICLES Think vs

Do A>B vs B>A CK Chesterton: How do I know what I think until I see

what I say? Reporter: Mr Drucker, why are you still giving speeches at 90? PD: How else can I figure out what Im thinking? TP: No

plan, total accountability SOP: Perfect plan, no accountability* *What Lou Gerstner inherited at IBM and what Larry Bossidy inherited at Allied Signal

My only goal is to have no goals. The goal, every time, is that film, that very moment. Bernardo Bertolucci Experiment fearlessly

Source: BW0821.06, Type A Organization Strategies/ How to Hit a Moving TargetTactic #1 Power of the Small Win/ String of (TP/1977; KW;EJW)

We made mistakes, of course. Most of them were omissions we didnt 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, were already on prototype No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning

version versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg HAMLET+ By

indirections find directions out. Hamlet, II. i My only goal is to have no goals. The goal, every time, is that film, that very moment.

Bernardo Bertolucci A year from now you may wish You had started today. Karen Lamb

Recently Viewed Presentations

  • THE WALLINGFORD BURH TO BOROUGH RESEARCH PROJECT QUEENS

    THE WALLINGFORD BURH TO BOROUGH RESEARCH PROJECT QUEENS

    THE WALLINGFORD BURH TO BOROUGH RESEARCH PROJECT QUEEN'S ARBOUR EXCAVATIONS, 2010 The curving stone structure Back in 2003 a geophysical survey detected a buried stone structure in the Queens Arbour meadow, jutting out from Wallingford Castle earthworks towards the River...
  • Wind Turbines: Power for a House or City

    Wind Turbines: Power for a House or City

    Wind Turbines: Power for a House or City *many slides from L. Sankar * Wind energy system operations do not generate air or water emissions and do not produce hazardous waste. Nor do they deplete natural resources such as coal,...
  • OUR SOLAR SYSTEM - The World of Teaching

    OUR SOLAR SYSTEM - The World of Teaching

    Title: OUR SOLAR SYSTEM Author: GB Last modified by: Dad Created Date: 5/10/2006 6:06:35 PM Document presentation format: On-screen Show Other titles
  • Student-Centered Learning: - Boston University

    Student-Centered Learning: - Boston University

    object in motion continues in motion with the same speed and in the same direction unless another force acts upon it to slow it down or stop it. ... Introduce learning contracts (especially with teamwork). Encourage self-assessment.
  • Goniometric Assessment - Weebly

    Goniometric Assessment - Weebly

    Stationary Arm (SA) - lateral midline of the trunk. Movement Arm (MA)- Lateral midline of the femur. Pressure. Hold thigh of client. Passively allow the hip to extend until first compensation. Compensation during Goniometer Assessment. Anterior tilting. Low back arching....
  • The Junior Culinarian's Code I pledge to advance the ...

    The Junior Culinarian's Code I pledge to advance the ...

    The Junior Culinarian's Code ... -Jacketed Kettle Tilt Braiser Broiler Salamander Char-Grill Deep Fryer Pressure Fryer Steam Table Warming Cabinet Cookware Materials Summary Material Heating Capability Care and Cleaning Cost Copper Best conductor of heat, but doesn't hold heat well...
  • Title Goes Here

    Title Goes Here

    Contact Information This presentation is the creation of Dr. Karen Petit Community College of Rhode Island 400 East Avenue Warwick, RI 02886 E-mail: [email protected] Phone: 401-825-2279 * This presentation explains how to avoid plagiarism by using correct documentation.
  • ACT Health Branding - Pocket PC Creations

    ACT Health Branding - Pocket PC Creations

    How - Phase One - PICS How - Phase One - Manual How - Phase Two - Electronic Hardware Symbol PPT 8800 $ 2,500 Software Pocket PC Creations- 5 user $ 500 Translation HIBCC UPN repository $3,500 How - Phase...