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					        World Innovation Forum*
                     (*Modesty is everything)

 (*Except, of course, what the other presenters have said/will say)

Tom Peters/New York/0524.2006
  “In Italy for 30 years under
the Borgias they had warfare,
 terror, murder, bloodshed—
 and produced Michelangelo,
        da Vinci and the
  Renaissance. In Switzerland
  they had brotherly love, 500
years of democracy and peace,
 and what did they produce—
 Source: Orson Welles, as Harry Lime, in The Third Man
  “If you don‟t like
  change, you‟re
    going to like
 irrelevance even
less.” —General Eric Shinseki, Chief of Staff. U. S. Army
“It is not the strongest
   of the species that
survives, nor the most
  intelligent, but the
 one most responsive
  to change.”  —Charles Darwin
     “The most
 successful people
   are those who
are good at plan B.”
  —James Yorke, mathematician, on chaos theory
             in The New Scientist
 “We are in a
brawl with no
        —Paul Allaire
excellent failures.
Punish mediocre
     Phil Daniels, Sydney exec
 “In Tom‟s world, it‟s
 always better to try a
swan dive and deliver a
colossal belly flop than
 to step timidly off the
  board while holding
your nose.” —Fast Company /October2003
Nelson‟s secret:

   admirals more
    frightened of
losing than anxious
        to win”
         What “We” Know “For Sure” About Innovation
                Big mergers [by & large] don‘t work
                         Scale is over-rated
       Strategic planning is the last refuge of scoundrels
               Focus groups are counter-productive
                ―Built to last‖ is a chimera (stupid)
                             Success kills
                     ―Forgetting‖ is impossible
                   Re-imagine is a charming idea
     ―Orderly innovation process‖ is an oxymoronic phrase
         (= Believed only by morons with ox-like brains)
              “Tipping points” are easy to identify …
                long after they will do you any good
                            ―Facts‖ aren‘t
          All information making it to the top is filtered
                 to the point of danger and hilarity
―Success stories‖ are the illusions of egomaniacs (and ―gurus‖)
      If you believe the “cause & effect” memoirs of CEOs
                  you should be institutionalized
  ―Herd behavior‖ (XYZ is ―hot‖) is ubiquitous … and amusing
                   “Top teams” are “Dittoheads”
      Statistically, CEOs have little effect on performance
    “Expert” prediction is rarely better than rolling the dice
             Smashing Conventional Wisdom
―Blitzkrieg in fact emerged in a rather haphazard way
 from the experience of the French campaign, whose
    success surprised the Germans as much as the
French. Why otherwise did the High Command try on
 various occasions, with Hitler‘s backing, to slow the
  panzers down? The victory in France* came about
      partly because the German High Command
  temporarily lost control of the battle. The decisive
  moment in this process was Guderian‘s decision to
move immediately westward on 14 May, the day after
 the Meuse crossing, wrenching the whole of the rest
            of the army along behind him.‖

 *messed up traffic, little close air support, random heroics by
 some small bits of Guderian‘s forces, Guderian not a disciple of
       the WWI-derived ―strategy of indirect approach‖

        Source: Julian Jackson, The Fall of France
                            False Attributions
German citizenry low morale, no appetite for war
3rd Republic government rather well regarded
French Army in good shape, surprisingly well
armed, decent strategy (in dozens of simulations, French usually win)
Blitzkrieg not used
Germans very vulnerable
Lousy French intelligence* and luck perhaps
determinant (*“intelligence information tends to be sifted to reinforce
received ideas rather than to overturn them”)

Many plausible competing hypotheses
Source: Julian Jackson, The Fall of France (cf Nassim Nicholas Taleb, Fooled by
Randomness: The Hidden Role of Chance in Life and in the Markets.)
    First-level Scientific Success

The smartest guy
in the room wins‖
          Or …
        First-level Scientific Success
               Persistence-Dogged Tenacity
Patience (long haul/decades)-Impatience (in a hurry/‖do it yesterday‖)
                    Relentlessness (Grant-ian)
                         Driven (nuts!)
                 (Brutal?) Competitiveness
                      Pragmatic (R.F!A.)
        Scrounge (―gets‖ the logistics-infrastructure bit)
         Master of Politics (internal-external)
                       Tactical Genius
             Pursuit of (Oceanic) Excellence!
High EQ/Skillful in Attracting + Keeping Talent/Magnetic
             Prolific (―ground up more pig brains‖)
     Sense of History-Destiny
                Futuristic-In the Moment
           Mono-dimensional (―Work-life balance‖? Ha!)
       Exceptionally Intelligent
Exceptionally Clever (methodological shortcuts/methodological genius)

     *Malcom McLean
         A thousand ―parents‖
            trial & ERROR
  Loooong time for systemic adaptation/s
          (many innovations) (bill of lading, standard time)

                           Not …
The product of ―Strategic Thinking/Planning‖
       The product of ―focus groups‖
   Innovation‟s “Secrets”

     Get mad.

Do something
about it. Now.




           Franchise Lost!

 TP:   “How many of you       [600]

really   crave
         a new Chevy?”
―Deutsche Bank Moves Half of Its
   Back-office Jobs to India‖/

       500 of

900 Research;
 JPMorgan Chase—30% back-
     office by 12.31.07
  New Economy?!

 > Merck09
  New Economy?!

 Sergey +
  Larry >
   “Forbes100” from 1917 to 1987: 39
 members of the Class of ‘17 were
alive in ‘87; 18 in ‘87 F100; 18 F100
 ―survivors‖ underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market
            1917 to 1987.
  S&P 500 from 1957 to 1997: 74 members of the Class of ‘57
were alive in ‘97; 12 (2.4%) of 500 outperformed the market from
                           1957 to 1997.
    Source: Dick Foster & Sarah Kaplan, Creative Destruction:
  Why Companies That Are Built to Last Underperform the Market
 “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:

  a very large one
   and just wait.”
           —Paul Ormerod, Why Most Things Fail:
            Evolution, Extinction and Economics
  “A pattern emphasized in the case
 studies in this book is the degree to
which powerful competitors not only
resist innovative threats, but actually
resist all efforts to understand them,
preferring to further their positions in
older products. This results in a surge
of productivity and performance that
    may take the old technology to
unheard of heights. But in most cases
  this is a sign of impending death.”
    —Jim Utterback, Mastering the Art of Innovation
 “The problem is never
    how to get new,
innovative thoughts into
        but how to
your mind,
 get the old ones
    out.”     —Dee Hock
“The difficulties arise from the inherent conflict between the need
 to control existing operations and the need to create the kind of
environment that will permit new ideas to flourish—and old ones to
            We believe that most
die a timely death. …

     corporations will find it
     impossible to match or
 outperform the market without
  abandoning the assumption of
 continuity. … The current apocalypse—the transition
 from a state of continuity to state of discontinuity—has the same
   suddenness as the trauma that beset civilization in 1000 A.D.”

 Richard Foster & Sarah Kaplan, “Creative Destruction” (The McKinsey Quarterly)
“But what if [former head of strategic planning at Royal
  Dutch Shell] Arie De Geus is wrong in suggesting, in
  The Living Company, that firms should aspire to live
 forever? Greatness is fleeting and, for corporations, it
                          The ultimate
 will become ever more fleeting.
  aim of a business organization, an
  artist, an athlete or a stockbroker
   may be to explode in a dramatic
   frenzy of value creation during a
  short space of time, rather than to
live forever.”       —Kjell Nordström and Jonas Ridderstråle, Funky Business
                F500 Exodus


Source: The Company, John Micklethwait & Adrian Wooldridge
         (1974-2000: One-half biggest 100 disappear)
      Exit, Stage Right …

CEO ―departure‖ rate, 1995-2004:

         Source: Booz Allen Hamilton
 “TheBottleneck Is at
the Top of the Bottle”
 “Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest
                 reverence for industry dogma:

        At the top!”
           — Gary Hamel/Harvard Business Review
“When asked to name just one big merger
 that had lived up to expectations, Leon
   Cooperman, former cochairman of
   Goldman Sachs‟ Investment Policy
               I‟m sure
  Committee, answered:
   there are success
stories out there, but at
 this moment I draw a
blank.”        —Mark Sirower, The Synergy Trap
“Not a single company that qualified
     as having made a sustained
 transformation ignited its leap with
a big acquisition or merger. Moreover,
 comparison companies—those that failed to
make a leap or, if they did, failed to sustain it—
  often tried to make themselves great with a
big acquisition or merger. They failed to grasp
    the simple truth that while you can buy
your way to growth, you cannot buy your way
       to greatness.‖ —Jim Collins/Time/2004
 Spinoffs perform
  better than IPOs … track
record, profits … ―freed from
the confines of the parent …
 more entrepreneurial, more
   nimble‖ —Jerry Knight/Washington Post/08.05
Market Share, Anyone?

240 industries: Market-share
   leader is ROA leader

29%                          of the time

  Source: Donald V. Potter, Wall Street Journal
    Market Share, Anyone?

— 240 industries: Market-
  share leader is ROA leader
  29% of the time
— Profit /ROA leaders:
  “aggressively weed
 out customers who
 generate low returns”
     Source: Donald V. Potter, Wall Street Journal
“I don‟t believe in economies of
 scale.You don‟t get
    better by being
    bigger. You get
    worse.”                     —Dick Kovacevich/Wells

Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
                 J.P. Morgan Chase, 0.9%)

   ―Microsoft‘s Struggle With
         —Headline, FT, 09.2005

―Troubling   Exits at Microsoft‖
        —Cover Story, BW, 09.2005

 ―Too Big to Move Fast?‖
         —Headline, BW, 09.2005
  ―While many people big oil finds
 with big companies, over the years
  about 80 percent of the oil
found in the United States has been
brought in by wildcatters such
  as Mr Findley, says Larry Nation,
    spokesman for the American
      Association of Petroleum
 Geologists.‖ —WSJ, ―Wildcat Producer Sparks Oil
            Boom in Montana,‖ 0405.2006
―Almost every personal friend I have in the world
 works on Wall Street. You can buy and sell the
 same company six times and everybody makes

     but I‟m not sure

    we‟re actually
innovating. … Our challenge is to
   take nanotechnology into the future, to do
    personalized medicine …‖ —Jeff Immelt/2005
   More than $$$$

 #1 R&D
last 25 years?

                (―Left tail‖ limits.)

     Productivity of small.
 Failure rate of Big Mergers.
Failure rate of Big Companies.
      Galbraith vs Hayek.
 There‘s “A”
  and then
there‘s “A.”
         What “We” Know “For Sure” About Innovation
                Big mergers [by & large] don‘t work
                         Scale is over-rated
       Strategic planning is the last refuge of scoundrels
               Focus groups are counter-productive
                ―Built to last‖ is a chimera (stupid)
                             Success kills
                     ―Forgetting‖ is impossible
                   Re-imagine is a charming idea
     ―Orderly innovation process‖ is an oxymoronic phrase
         (= Believed only by morons with ox-like brains)
              “Tipping points” are easy to identify …
                long after they will do you any good
                            ―Facts‖ aren‘t
          All information making it to the top is filtered
                 to the point of danger and hilarity
―Success stories‖ are the illusions of egomaniacs (and ―gurus‖)
      If you believe the “cause & effect” memoirs of CEOs
                  you should be institutionalized
  ―Herd behavior‖ (XYZ is ―hot‖) is ubiquitous … and amusing
                   “Top teams” are “Dittoheads”
      Statistically, CEOs have little effect on performance
    “Expert” prediction is rarely better than rolling the dice
 Characteristics of the “Also rans”*

   “Minimize risk”
“Respect the chain of
 “Support the boss”
   “Make budget”
*Fortune, on ―Most Admired Global Corporations‖
―Under his former boss, Jack Welch, the skills GE prized
 above all others were cost-cutting, efficiency and deal-
 making. What mattered was the continual improvement
 of operations, and that mindset helped the $152 billion
  industrial and finance behemoth become a marvel of
 earnings consistency. Immelt hasn‘t turned his back on

         But in his GE, the
   the old ways.

  new imperatives are risk-
    taking, sophisticated
  marketing and, above all,
      innovation.”                  —BW/2005
―[Immelt] is now identifying
technologies with which GE
will …
  set out to build
   entirely new
industries”     —Strategy+Business, Fall 2005
     “Analysts preferred cost cutting …
   as long as they could see two or three years of EPS growth. I
 preached revenue and the analysts‟ eyes would glaze over. Now
revenue is „in‟ because so many got caught, and earnings went to

    They said, „Oh my

gosh, you need revenues
 to grow earnings over
   time.‟ Well, Duh!”
                —Dick Kovacevich, Wells Fargo
C                    O*

*Chief   Revenue   Officer
  is not a piece of
paper. It‟s not me.
 It‟s either in your
   heart, or not.”
      —Brian Joffe/BIDvest
   “Ninety percent of
      what we call
„management‟ consists
of making it difficult for
  people to get things
     done.”  – Peter Drucker
TP/BW on BigCo Sin #1:

 much talk, too
   little do”
 “Execution is
 the job of the
leader.”                           —Larry Bossidy & Ram Charan/

   Execution: The Discipline of Getting Things Done
                       “Execution is a

   process                                       of rigorously
discussing hows and whats, tenaciously
    following through, and ensuring
—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
   “We have a
„strategic plan.‟
It‟s called doing
  things.”— Herb Kelleher
“This is so simple it sounds stupid, but it is amazing

how few oil people really understand that

only find oil if you
drill 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
“You only find
  oil if you
 drill wells.”
 Source: The Hunters, by John Masters, Canadian O & G wildcatter
    “Never forget
boys. In our work it’s
   what I call the
   „missing 98
percent‟ of the client
   puzzle.”   —Al McDonald
“Realism is
the heart of
 —Larry Bossidy & Ram Charan/Execution:
  The Discipline of Getting Things Done
 “GE has set a standard
of candor. … There is no
puffery. … There isn‟t an
  ounce of denial in the
  place.” —Kevin Sharer, CEO Amgen,
       on the ―GE mystique‖ (Fortune)

Work Hard >
Work Smart
 ―This [adolescent] incident [of getting from point A to point B] is
      notable not only because it underlines Grant‘s 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
 He who has the
quickest O.O.D.A.
  Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd
   Summary/The SE22:

    “Origins of
             SE22/Origins of Sustainable Entrepreneurship
1. Genetically disposed to Innovations that upset apple carts (3M, Apple,
      FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun,
      Fox, Stanford University, MIT)
2. Perpetually determined to outdo oneself, even to
   the detriment of today‘s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx)
3. Treat History as the Enemy (GE)
4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony)
5. Use ―Strategic Thrust Overlays‖ to Attack Monster Problems (Sysco,
      GSK, GE, Microsoft)
6. Establish a ―Be on the COOL Team‖ Ethos. (Most PSFs, Microsoft)
7. Encourage Vigorous Dissent/Genetically ―Noisy‖ (Intel, Apple,
     Microsoft, CitiGroup, PepsiCo)

8.   “Culturally” as well as
      organizationally Decentralized
     (GE, J&J, Omnicom)
9. Multi-entrepreneurship/Many Independent-minded Stars (GE, PepsiCo)
         SE22/Origins of Sustainable Entrepreneurship

10. Keep decentralizing—tireless in pursuit of wiping out
    Centralizing Tendencies (J&J, Virgin)
11. Scour the world for Ingenious Alliance Partners—
    especially exciting start-ups (Pfizer)
12. Acquire for Innovation, not Market Share (Cisco, GE)
13. Don‘t overdo ―pursuit of synergy‖ (GE, J&J, Time Warner)
14. Execution/Action Bias: Just do it … don‘t obsess on
    how it ―fits the business model.‖ (3M, J & J)
15. Find and Encourage and Promote Strong-willed/
    Hyper-smart/Independent people (GE, PepsiCo, Microsoft)
16. Support Internal Entrepreneurs (3M, Microsoft)
17. Ferret out Talent anywhere/―No limits‖ approach to
    retaining top talent (Virgin, GE, PepsiCo)
        SE22/Origins of Sustainable Entrepreneurship
18. Unmistakable Results & Accountability focus from
    the get-go to the grave (GE, New York Yankees, PepsiCo)
19. Up        or Out (GE, McKinsey, consultancies and law firms
    and ad agencies and movie studios in general)
20. Competitive to a fault! (GE, New York Yankees, News
    Corp/Fox, PepsiCo)
21. ―Bi-polar‖ Top Team, with ―Unglued‖ Innovator #1,
    powerful Control Freak #2 (Oracle, Virgin) (Watch out when
   #2 is missing: Enron)
22. Masters of Loose-Tight/Hard-nosed about a very few
    Core Values, Open-minded about everything else

 is easy!
―The ‗surplus society‘ has a surplus
  of   similar companies, employing
       similar people, with similar
educational backgrounds, coming up
with similar ideas, producing similar
things, with similar prices and similar
  quality.‖ —Kjell Nordström and Jonas Ridderstråle,
                    Funky Business
“To grow, companies need
 to break out of a vicious
   cycle of competitive
    benchmarking and
imitation.”                —W. Chan Kim & Renée Mauborgne,
―Think for Yourself —Stop Copying a Rival,‖ Financial Times/2003
“American political life [has
   been] overwhelmed by
 marketing professionals,
 consultants and pollsters
   who, with the flaccid
    acquiescence of the
  politicians, have robbed
  public life of much of its
   romance and vigor.”
        —Joe Klein, Politics Lost
“Consultants have drained
   a good deal of the life
   from our democracy.
  Specialists in caution,
  they fear anything they
haven‟t tested.”
               —Joe Klein, Politics Lost
    Innovation‘s Saviors-in-Waiting

 Disgruntled Customers
Off-the-Scope Competitors
     Rogue Employees
      Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
     Fringe Competitors, Lost Customers, and Rogue Employees
 CUSTOMERS: “Future-
 defining customers may
account for only 2% to 3%
  of your total, but they
 represent a crucial
window on the future.”
    Adrian Slywotzky, Mercer Consultants
 “If you worship at the
 throne of the voice of
the customer, you‟ll get
   only incremental
  advances.”                   —Joseph Morone,
       President, Bentley College
                is an ominous
Suppliers: “There
downside to strategic supplier
relationships. An SSR supplier is
not likely to function as any more than
 a mirror to your organization. Fringe
     suppliers that offer innovative
 business practices need not apply.‖
   Wayne Burkan, Wide Angle Vision: Beat the Competition by
  Focusing on Fringe Competitors, Lost Customers, and Rogue
   Axiom: Never use a
vendor who is not in the
 top quartile (decile?)
in their industry on R&D
       *Inspired by Hummingbird
COMPETITORS: “The  best swordsman
 in the world doesn‟t need to fear
  the second best swordsman in
  the world; no, the person for him to be
 afraid of is some ignorant antagonist who has
never had a sword in his hand before; he doesn‟t
 do the thing he ought to do, and so the expert
  isn‟t prepared for him; he does the thing he
 ought not to do and often it catches the expert
  out and ends him on the spot.” —Mark Twain
  ―How do dominant
 companies lose their
position? Two-thirds of
the time, they pick the
 wrong competitor to
worry about.”                     —Don Listwin, CEO,
Openwave Systems/WSJ/06.01.2004 (commenting on Nokia)
 Impetus: ―The future is already here; it‘s just
  not evenly distributed‖ —William Gibson
Employees: “Are                       there
enough weird
people in the lab
       these days?”
 V. Chmn., pharmaceutical house, to a lab director
                  Why Do I love Freaks?
 (1) Because when Anything Interesting happens … it was
a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.) (Freaks are
never boring.)
(3) We need freaks. Especially in freaky times. (Hint:
These are freaky times, for you & me & the CIA & the
Army & Avon.)
(4) A critical mass of freaks-in-our-midst automatically
make us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky times—see
immediately above.)
(5) Freaks are the only (ONLY) ones who succeed—as in,
make it into the history books.
(6) Freaks keep us from falling into ruts. (If we listen to
them.) (We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
women rarely
make history.”
—Anita Borg, Institute for Women and Technology
                A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
(23 contributors; 23 unique contributions; 23 pathways; 23 personalities; 23 sets of
            Attitude/Enthusiasm/Energy paramount
                 ―Practice is cool‖ (G Leonard/Mastery)
                      Team and individual
             Aspire to EXCELLENCE = Obvious
                      Talent = Brand = Duh
                       ―The Project‖ rules
                      Emotional language
                         Bit players. No.
                          B.I.W. (everything)
             Delta events = Delta rosters (incl leader/s)
We become
who we hang
 out with!
Measure “Strangeness”/Portfolio Quality
    Out-sourcing Partners (#, Quality)
     Innovation Alliance Partners
  Competitors (who we “benchmark” against)
         Strategic Initiatives
    Product Portfolio (LineEx v. Leap)
            IS/IT Projects
             HQ Location
             Lunch Mates
    ―This is an essay about what it takes to create and sell something
remarkable. It is a plea for originality, passion, guts and daring. You can‘t
 be remarkable by following someone else who‘s remarkable. One way to
   figure out a theory is to look at what‘s working in the real world and
 determine what the successes have in common. But what could the Four
 Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and
 Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and
Nintendo (marketing the same Game Boy 14 years in a row)? It‘s like trying

               The thing that
to drive looking in the rearview mirror.

 all these companies have in
  common is that they have
 nothing in common. They are outliers.
  They‘re on the fringes. Superfast or superslow. Very exclusive or very
cheap. Extremely big or extremely small. The reason it‘s so hard to follow
   the leader is this: The leader is the leader precisely because he did
something remarkable. And that remarkable thing is now taken—so it‘s no
    longer remarkable when you decide to do it.‖ —Seth Godin, Fast
Innovation Index: How many
    of your Top 5 Strategic
Initiatives/Key Projects score
     8 or higher (out of 10) on a
     “Weird”/ “Profound”/
 “Wow”/“Game- changer”
“Beware of the tyranny
of making Small Changes
 to Small Things. Rather,
make Big Changes to
      Big Things.”
    —Roger Enrico, former Chairman, PepsiCo
           Line Extensions:

 86 percent of new
products. 62 percent
          of revenues.
39        percent of profit.
Source: Blue Ocean Strategy, Chan Kim and Renée Mauborgne
    Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change
*Change is motivated by fear
*The facts will set us free

*Small, gradual changes
 are always easier to
 make and sustain
*We can‘t change because our brains become
 ―hardwired‖ early in life

Source: Fast Company/05.2005
 Radically Thrilling Language!

       —BMW Z4 (ad)
“The role of the Director
   is to create a space
    where the actor or
  actress can become
 more than they‟ve ever
 been before, more than
   they‟ve dreamed of
being.” —Robert Altman, Oscar acceptance
“My only goal is to
have no goals. The
goal, every time, is
that film, that very
moment.”   —Bernardo Bertolucci
         What “We” Know “For Sure” About Innovation
                Big mergers [by & large] don‘t work
                         Scale is over-rated
       Strategic planning is the last refuge of scoundrels
               Focus groups are counter-productive
                ―Built to last‖ is a chimera (stupid)
                             Success kills
                     ―Forgetting‖ is impossible
                   Re-imagine is a charming idea
     ―Orderly innovation process‖ is an oxymoronic phrase
         (= Believed only by morons with ox-like brains)
              “Tipping points” are easy to identify …
                long after they will do you any good
                            ―Facts‖ aren‘t
          All information making it to the top is filtered
                 to the point of danger and hilarity
―Success stories‖ are the illusions of egomaniacs (and ―gurus‖)
      If you believe the “cause & effect” memoirs of CEOs
                  you should be institutionalized
  ―Herd behavior‖ (XYZ is ―hot‖) is ubiquitous … and amusing
                   “Top teams” are “Dittoheads”
      Statistically, CEOs have little effect on performance
    “Expert” prediction is rarely better than rolling the dice
Parallel universe/Exec Ed v res MBA
End run regnant powers/JKC
Find done deals-practicing mavericks/Stone-
Bell curves/2016 in 2006
Non-industry benchmarking
Everything = Portfolio
V.C.s all!
Hot language/Wow-Astonish me-Insanely
great-immortal-Make something great
Lead customers/PW-Embraer
Lead suppliers /Top decile R&D
Weird alliances
Mottos/Paul Arden (―Whatever You Think
Think the Opposite‖)
Hire freaks/Enough weird people?
Weird Boards!!!
CEO track record of Innovation (nobody starts
at 45!)
―Strategic thrust overlay‖
Big Delta easier than Small
MBWA with freaks-weirdos/JKC
MBWA/Boonies‘ labs
Acquire weird
Children‘s crusade
Old farts crusade
Go Global at any size
Stop listening to customers
Talent!/Unusual sources-Hire innovators-V.C.s
Eschew giant mergers
Remember: scale economies max out early
Assisted suicide! (―Built to last‖ = Chimera-
Burn your press clippings
―Forgetting‖ ―strategy‖
Fire all strategic planners
Final product bears little relation to starting
Design! Design! Design! (―culture,‖ not
All innovation: Pissed-off people
Gut feel rules!
Focus groups suck
Weird focus groups okay
Be-Do philosophy
Culture-little as well as big Inno (―everyone-
Life = Wow Projects
Acknowledge messiness-pursue serendipity
Culture of execution
4/40: decentralization, execution,
accountability, 615AM
EVP (S.O.U.B.)/Systems-process ―un-design‖
Diversity for diversity‘s sake
Women-Women-Women/customers (they
―are the market,‖ not a ―segment‖)-leaders
Boomers-Geezers (―all the money‖)
CRO (Chief Revenue Officer) ―culture‖/top-
line obsessed
CIO (Chief INNOVATION Officer)
Facility-space configuration
―Reward excellent failures. Punish mediocre
Bizarrely high incentives (& penalties)
We are what we eat/We are who we hang out
with (E.g.: Staff-Consultants-Vendors-Out-sourcing
Partners/#, Quality-Innovation Alliance Partners-
Customers-Competitors/who we ―benchmark‖ against
-Strategic Initiatives -Product Portfolio/LineEx v. Leap-
IS/IT Projects-HQ Location-Lunch Mates-Language-
   Paul Arden,
Whatever You Think
Think the Opposite
  people are reasonable;
  that‟s why they only do
     reasonably well.”
Source: Paul Arden, Whatever You Think Think the Opposite
“TRAPPED. It‟s not because you are
  making the wrong decisions. It‟s
 because you are making the right
   ones. We try to make sensible
decisions based on the facts in front
  of us. The problem with making
   sensible decisions is that so is
          everybody else.”
 Source: Paul Arden, Whatever You Think Think the Opposite
    “Making the safe decision is dull,
predictable and leads nowhere new. The
unsafe decision causes you to think and
 respond in a way you hadn‟t thought of.
    And that thought will lead to other
  thoughts which will help you achieve
     what you want. Start taking bad
 decisions and it will take you to a place
   where others only dream of being.”
 Source: Paul Arden, Whatever You Think Think the Opposite
“The best piece of advice ever given
 was by the art director of Harper‟s
  Bazaar, Alexey Brodovitch, to the
 young Richard Avedon, destined to
  become one of the world‟s great
   photographers. The advice was
 simple: „ASTONISH ME.‟ Bear
 these words in mind, and whatever
      you do will be creative.”
 Source: Paul Arden, Whatever You Think Think the Opposite
              “Which slogan would you choose for the V&A?

             THE ART OF THE MUSEUM
                         THE NEW V&A
“In a museum, the first question is „Where‟s the loo?‟ the second
   is „Where is the café?‟ A visit to a museum is an outing; it should be
 entertaining as well as elevating. Curators have to conserve art, and directors
  are there to serve the public, the curators and themselves. So put yourself in
 their position. Which line are you going to choose? One which will be effective
     with the public, or one that preserves the dignity of the V&A? To her
    everlasting credit, Elizabeth Esteve-Coll, then Director of
                  the V&A, chose the last line.”
 Source: Paul Arden, Whatever You Think Think the Opposite
 “Life is not a journey to the
 grave with the intention of
arriving safely in a pretty and
  well-preserved body—but
 rather a skid in broadside,
 thoroughly used up, totally
     worn out, and loudly
  proclaiming, „Wow, what
         a ride!‟ ” —anon.
  ―From secret hideouts in South
 Asia, the Spanish-Syrian al-Qaeda
 strategist published thousands of
pages of tracts on how small teams
 of Islamic extremists could wage a
decentralized global war against the
     United States and its allies.‖
          —Washington Post/0523.06
    Immelt on ―Innovation
breakthroughs‖: Pull out and
fund ideas in each business
that will generate >$100M in
revenue; find best people to
  lead (80 throughout GE)
        Source: Fast Company/07.05
   ―Strategic Thrust Overlay‖*
    Microsoft (I‘net, Search)
  GE (6-Sigma, Workout, etc.)
        GSK (7 CEDDs)
          Apple (Mac)
Hyundai (et al.) (Electronics, etc.)
          *Different from Skunkworks

Excellence1982: The Bedrock “Eight Basics”

1.   A Bias for Action
2.   Close to the Customer
3.   Autonomy and Entrepreneurship
4.   Productivity Through People
5.   Hands On, Value-Driven
6.   Stick to the Knitting
7.   Simple Form, Lean Staff
8.   Simultaneous Loose-Tight
  What is In Search of Excellence all about:

     People. Emotion. Engagement.
      Exuberance. Action-Execution.
      Empowerment. Independence.
  Initiative. Imagination. Great Stories.
Incredible Adventures. Trust. Caring.
 Fun. Joy. Customer-centrism. Profit.
     Growth. “Brand You.” “Dramatic
   Differences.” Experiences that Make
   You “Gasp.” Excellence. Always.
ExIn*: 1982-2002/
DJIA: $10,000 yields $85,000
 EI: $10,000 yields $140,050

  *Excellence Index /Basket of 32 publicly traded stocks
“Why in the
 world did
 you go to
            The Peters
     Principles: Enthusiasm.
  Emotion. Excellence. Energy.
  Excitement. Service. Growth.
Creativity. Imagination. Vitality.
  Joy. Surprise. Independence.
  Spirit. Community. Limitless
human potential. Diversity. Profit.
   Innovation. Design. Quality.
    Entrepreneurialism. Wow.
                    An emotional,
 Business* ** (*at its best):
vital, innovative, joyful, creative,
 entrepreneurial endeavor that
   elicits maximum concerted
      human potential in the
       wholehearted service
            of others.***
        **Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

“Tell me, what is it
you plan to do with
your one wild and
  precious life?”
       —Mary Oliver
 “This is the true joy of Life, the
   being used for a purpose
  recognized by yourself as a
mighty one … the being a force of
  Nature instead of a feverish,
  selfish little clod of ailments
and grievances complaining that
 the world will not devote itself
     to making you happy.”
       —GB Shaw/Man and Superman
7X. 730A-
*’93-’03/10 yr annual return: CB: 29%; WM: 17%;
           HD: 16%. Mkt Cap: 48% p.a.
“It‟s simple, really,
Tom. Hire for s,
   and, above all,
promote for s.‖
    —Starbucks middle manager/field
―Best Companies to
  Work for‖/2005

du Soleil!

    Weymouth MA

 Weenie of the
year, 2006 …
   “To be a leader in
 consumer products,
  it‟s critical to have
      leaders who
     represent the
population we serve.”
     —Steve Reinemund/PepsiCo
     Good Thinking, Guys!
―Kodak Sharpens Digital Focus
   On Its Best Customers:

 Women”—Page 1 Headline/WSJ/0705
“Women are
the majority
  —Fara Warner/The Power of the Purse
     USA/F.Stats: Short ‟n (Very) Sweet
>50% of stock ownership, $13T total wealth (2X in 15 years)
>$7T consumer & biz spending (>50% GDP; > Japan GDP);
    >80% consumer spdg (Consumer = 70% all spdg)
57% BA degrees (2002); = ed & social strata, no wage gap
        60% Internet users; >50% primary users of
                  electronic equipment
                      >50% biz trips
    WimBiz: Employees > F500; 10M+: 33% all US Biz

  Pay from 62% in 1980 to 80% today; equal if education,
               social status, etc are equal
    60% work; 46M (divorced, widowed, never married)

     Source: Fara Warner, The Power of the Purse
McDonald‟s (―mom-centered‖ to ―majority consumer‖; not
                          via kids)
    Home Depot (―Do it [everything!] Herself‖)
           P&G (more than ―house cleaner‖)
          DeBeers (―right-hand rings‖/$4B)
                AXA Financial
  Kodak (women = ―emotional centers of the household‖)
Nike (> jock endorsements; new def sports; majority consumer)
 Bratz (young girls want ―friends,‖ not a blond stereotype)

        Source: Fara Warner/The Power of the Purse
 “To help revive the company‟s sales
  and profits, McDonald‟s shifted its
 strategy toward women from one of
 „minority‟ consumers who served as
a conduit to the important children‟s
  market to one in which women are
the majority consumers and the main
 drivers behind menu and promotion
  innovation.” —Fara Warner, The Power of the Purse
1. Men and women are different.
2. Very different.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
   nothing in common.
5. Women buy lotsa stuff.
7. Women‘s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
10. Women‘s Market = Opportunity No. 1.
 The Perfect Answer

Jill and Jack buy
   slacks in black…
“Women don‟t buy

join them.”
2.6   vs.
10. Women‟s
 Market =
    No. 1.
Continuing on page 73:   “A Guide to Womenomics: The
 Future of the World Economy Lies Increasingly
  in Female Hands.” (Headline.) More stats: Around the
    globe since 1980, women have filled ―two new jobs for
    everyone taken by a man.‖ ―Women are becoming more
 important in the global marketplace not just as workers, but
 also as consumers, entrepreneurs, managers and investors.‖
Re consumption, Goldman Sachs in Tokyo has developed
    an index of 115 companies poised to benefit from
  women‟s increased purchasing power; over the past
 decade the value of shares in “Goldman‟s basket has
 risen by 96%, against the Tokyo stockmarket‟s rise of
13%.” A couple of final assertions: (1) It is now agreed that
     ―the single best investment that can be made in the
 developing world‖ is educating girls. (2) Also, surprisingly,
nations with the highest female laborforce participation rates,
such as Sweden and the U.S., have the highest fertility rates;
 and those with the lowest participation rates, such as Italy
        and Germany, have the lowest fertility rates.

              Source: Economist, April 15, page 73
                 Add It Up!
Doing it right (―Men buy things that other
men will buy for women. I buy things that women
want.‖—successful jeweler/F)
Greater workforce/global
participation rate (―bigger contributor
to GDP growth than technology, China, India‖)
Higher wages (more seniority,
promotions—even if not to CEO)
Women-owned businesses
(answer to the Glass Ceiling)
  ―Forget China,
   India and the
Internet: Economic
 Growth Is Driven
 by Women.‖                 —Headline, Economist,

     April 15, Leader, page 14
    ―Forget China, India and the
   Internet: Economic Growth Is
Driven by Women.‖ [Headline.] ―Even today in the
modern, developed world, surveys show that parents still prefer
 to have a boy rather than a girl. One longstanding reason boys
  have been seen as a greater blessing has been that they are
expected to become better economic providers for their parents‘
 old age. Yet it is time for parents to think again. Girls may now
 be a better investment.‖ ―Girls get better grades in school than
 boys, and in most developed countries more women than men
go to university. Women will thus be better equipped for the
 new jobs of the 21st century, in which brains count a lot
 more than brawn. … And women are more likely to provide
sound advice on investing their parents‘ nest—eg: surveys show
 that women consistently achieve higher financial returns than
men do. Furthermore, the increase in female employment in the
rich world has been the main driving force of growth in the last
 couple of decades. Those women have contributed more to
global GDP growth than have either new technology or the
     new giants, India and China.” —Economist, April 15
   2000-2010 Stats

 18-44: -1%
55+: +21%
 (55-64: +47% )
       44-65: “New
        Majority” *
*45% larger than 18-43; 60% larger by 2010
   Source: Ageless Marketing, David Wolfe & Robert Snyder
    “The New Customer
 Majority is the only adult
    market with realistic
  prospects for significant
 sales growth in dozens of
product lines for thousands
of companies.”         —David Wolfe & Robert Snyder,
          Ageless Marketing
  Women: The
  Sweetest of
 Sweet Spots for
Marketers”               —David Wolfe and Robert
     Snyder, Ageless Marketing
―WOMAN of the Year: She‟s
    the most powerful
consumer in America. And
 as she starts to turn sixty
this month, the affluent baby
 boomer is doing what she‘s
  always done—redefining
herself.” —Joan Hamilton, Town & Country, JAN06
“Sixty Is
the New
Women business owners.
 Single-adults (Urban)
Fastest growing demographic:
Households (>50% in
  London, Stockholm, etc)
         Source: Richard Scase
% of homes purchased by
single women: 1981, 10%;
        2005, 20%
% of homes purchased by
 single men: 1981, 10%;
        2005, 9%
       Source: USA Today/02.15.06
Women business owners.
 Single-adults (Urban)
 ― ‗Disintermediation‘ is overrated. Those who fear
     disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way

                you’ve become
  of saying that …

         irrelevant to your
          —John Battelle/Point/Advertising Age/07.05
function‖ / ―cost
    or …
 Are you …   “Rock
Stars of the
   Age of
               Are you the …

  Engine of
Value Added”
 *Eg: Your R&D budget as robust as the New Products team?
     Department Head
          to …

Managing Partner,
 IS [HR, R&D, etc.] Inc.
The “PSF35”:
Professional Service Firm
  Marks of Excellence
         The PSF35: The Work & The Legacy

    (E very Practice Group: ―If you can‘t explain your position in eight
    words or less, you don‘t have a position‖—Seth Godin)
2. DRAMATIC DIFFERENCE (―We are the only ones who do what
   we do‖—Jerry Garcia)
3. Stretch Is Routine (―Never bite off less than you can chew‖—anon.)
4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
   ―Best Team‖—Fast)
5. ―Playful‖ Clients (Adventurous folks who unfailingly Aim to Change
   the World)
6. Small ―Uneconomic‖ Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients)
8. OBSESSED WITH LEGACY (Practice Group and Individual: ―Dent the
   Universe‖—Steve Jobs)
9. Fire-on-the-spot Anyone Who Says, ―Law/Architecture/Consulting/
   I-banking/ Accounting/PR/Etc. has become a ‗commodity‘ ‖
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
Point of
         Fleet Manager

      Rolling Stock Cost
      Minimization Officer

   Chief of Fleet Lifetime
    Value Maximization
Strategic Supply-chain Executive
 Customer Experience Director
         (via drivers)
―Big Brown‘s New Bag:
 UPS Aims to Be the
Traffic Manager
 for Corporate
America”     —Headline/BW/2004
   ―Purchasing Officer‖ Thrust #1:
     (at All Costs*) Minimization

     Or/to: Full Partner-
   Leader in Lifetime
(*Lopez: ―Arguably ‗Villain #1‘ in GM tragedy‖/Anon VSE-Spain)
HCare CIO: ―Technology
  Executive‖ (workin‘ in a hospital)

 Accountable (life or death)
Member-Partner of XYZ
  Hospital‘s Senior
  Team         (who happens to be a techie)
   C              O*
*Chief e   Xperience Officer

*Chief Dream Merchant
     C         O*

*Chief Festivals Officer
     C           O*
*Chief Conversations Officer
      C       O*

*Chief Seduction Officer
     C        O*

*Chief Lovemark Officer

*Chief Portal Impresario
C                        O*
    *Chief WOW Officer
    C              O*

*Chief Storytelling Officer
C                    O*

*Chief   Revenue   Officer
lives by selling
      – Robert Louis Stevenson
Brand =
     Organizing Genius / Warren Bennis
        and Patricia Ward Biederman

  ―Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
      her absolute best.”
―The best thing a leader can do for a
   Great Group is to allow its
  members to discover their
  Leadership‟s Mt Everest/Mt Excellence

“free to do his or her
  absolute best” …
“allow its members to
    discover their
   “We are a
„Life Success‟
   Dave Liniger, founder, RE/MAX
          Our Mission
To develop and manage talent;
       to apply that talent,
      throughout the world,
    for the benefit of clients;
     to do so in partnership;
       to do so with profit.
„do‟ people.
 Period.”   —Anon.
“The leaders of Great Groups
 love talent and know where
  to find it. They revel in the
  talent of others.”                  —Warren Bennis &

      Patricia Ward Biederman, Organizing Genius
 PARC‘s Bob Taylor:

  of Talent”
1. Enthusiasm. Energy. Exuberance.
2. Action. Execution.
3. Tempo. Metabolism.
4. Relentless.
5. Master of Plan B.
6. Accountability.
7. Meritocracy.
8. Leaders ―do‖ people. Mentor. (―Success creation business.‖)
9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
13. Legacy.
14. Best story wins.
15. On the edge. (―Wildest chimera of a moonstruck mind.‖)
16. ―Reward excellent failures. Punish mediocre successes.‖
17. Different > Better. (―Only ones who do what we do.‖)
18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. ―To Don‘t.‖ Two.
22. Excellence. Always.
23. Nelsonian! (―Other admirals more afraid of losing
    than anxious to win.‖)
                 Kevin Roberts‘ Credo

1. Ready. Fire! Aim.
2. If it ain‟t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.

10. Avoid moderation!
         Sir Richard‘s Rules:

     Follow your passions.
         Keep it simple.
Get the best people to help you.
      Re-create yourself.
        Source: Fortune on Branson
Stay Hungry.
Stay Foolish.
     Steve Jobs
 Insanely Great Language!

      —Steve Jobs
 Radically Thrilling Language!

       —BMW Z4 (ad)
C                O*
*Chief Thrills Officer
  C                O*
*Chief Transcendence Officer

“It‟s always
 —David D‘Alessandro, Career Warfare
C                        O*
    *Chief WOW Officer
C               O
*Chief   !   Officer
    Tom Peters/04.10.2006
 A frustrated participant at a seminar for investment
   bankers in Mauritius listened impatiently to my
explanation of differences of opinion among me, Mike
Porter, Gary Hamel, Jim Collins, etc. Finally, he‘d had
 enough. “What,  if anything,” he
   asked, “do you believe „for
  sure‟?” I mumbled something, but his query
started rumbling around in my mind. Three days later,
  wandering on a Sunday in London, the idea of ―the
              irreducibles‖ occurred to
  me—and I started jotting down notes on stuff I do
indeed believe ―for sure.‖ Before I knew it, a few days
later, the list had grown to          items. Hence ―The
               Irreducible209‖ that follows.
                     Tom Peters
1. Hare 1, Tortoise 0. (Hare-y times.)
2. Tempo. (O.O.D.A.)
3. MBWA.
4. Appreciation. (―Motivator‖ #1.)
   (Can‘t be faked. Good.)
5. Decency.
6. Hurry.
7. Time out.
8. One matters.
9. Big change. Short time. (Alt not work.)
10. Excellence. Always.
11. Passion. Energy. Hustle. Enthusiasm.
    Exuberance. (Move mountains. No alt.)
12. You must care.
13. Emotion.
14. Hard is soft. (Soft is hard.)
15. Men. Women. Different. Contend. Connect.
16. Women. Buy. All. (RU listening?)
17. Quality. (―Mind-blowing.‖ Beyond 6-Sigma.)
18. Re-invent. Re-pot. (Required.)
19. Jaywalk.
20. Big change. Small # of people. (Always.)
21. Experiment. Now.
22. Failure. Normal.
23. Most failures, most success.
    (Fail. Forward. Fast.)
24. ―Reward excellent failures. Punish
    mediocre successes.‖
25. Women leaders. (Altered times.)
26. Extremism. (Good business. Bad politics.)
27. Innovation source. Only. Extreme irritation.
28. Smile.
29. You must care.
30. Mentor. (Highest ROI.)
31. Best ―roster‖ wins.
32. Wow. (Okay in biz.)
33. We all have customers. (Biz. Personal.)
34. All contacts = Experiences.
35. Cirque du Soleil. (Peerless.)
36. Leaders create space for growth.
37. Quests. (Only.)
38. High aspirations, ―high‖ results.
    (Self-fulfilling prophecy.)
39. Attitude 1, Skills 0. (Mostly.)
    (Attitude 1, Skill 0.3?)
40. Sometimes: Skill 1, Attitude 0.1.
41. Must ―love,‖ not ―like.‖
42. Wegman‘s.‖ (No excuses. ―Mere‖ groceries.)
43. Less than your best. Cheating.
44. Brand You. (No alt.)
45. Self-sufficiency. (Biggest LT turn-on.)
46. In the moment.
47. The moment wins.
48. Tomorrow = Never.
49. Action 1, Plan 0.1.
50. ―Execution‖ can be a ―system.‖
51. Realism.
52. Own up. Move on.
53. Accountability.
54. Work hard > Work smart. (Mostly.)
55. Feedback. Necessary. Fast. (R.F.A. in
    ―RFA times.‖)
56. Customers. Listen. Lead. (Paradox.)
57. ―On stage.‖ Always. (GW, FDR, RG =
    Supreme actors.)
58. Master statistical analysis.
59. Excellence = Set the table.
60. Legacy. (Will it have mattered?)
61. ―Great.‖ (Why not?)
62. Radicals rule. (Think … Olympics.)
63. !!! = Good.
64. Red 1, Brown 0. (Red times.)
65. Talk. Listen. (―Big 2.‖ Master.)
66. Politics. (Normal-inevitable state
    of affairs. Master.)
67. Student. Forever.
68. ―Why?‖ (Question #1.)
69. Don‘t belittle.
70. Respect.
71. All we have: this moment.
    (―Moments matter most‖?)
72. Now. (Procrastination. Death.)
73. Exercise.
74. Paint. (Leader. Portraits of Excellence.)
75. Best story wins.
76. ―You must be the change you wish
    to see in the world.‖
77. Two ―big ones.‖ Max. (Priorities.)
78. No ―I‖ in Team. (―I‖ in Win.)
79. ―I‖ in Win. (No ―I‖ in Team.)
80. Different 1, Better 0. (Better = 0.1)
81. Imitation = Mistake. (Learn, from who?)
82. Choose/battle the ―right‖ competitor.
83. Schools. Creativity. Entrepreneurship.
84. MBAs. Creativity. Entrepreneurship.
    Leadership. (Not.)
85. Design. Under-rated. Wildly.
    (Still.) (Everything.)
86. You = Calendar. (Calendar. Never. Lies.)
87. Laugh.
88. Handshake. (Quantity. Quality.)
89. Don‘t fold your hands in front of your
     chest. Ever. (Never.)
90. Grace. (―Works‖ in biz.)
91. Weird. Wins. (Weird times.)
92. Crazy times. Crazy orgs.
93. Internet. All.
94. Women. Boomers-Geezers. Market. All.
95. Passion.       (Repeat. So what?)
96. Energy.        (Repeat. So what?)
97. Hustle.        (Repeat. So what?)
98. Enthusiasm. (Repeat. So what?)
99. Exuberance. (Repeat. So what?)
100. Smile.        (Repeat. So what?)
101. Care.         (Repeat. So what?)
102. Simplicity. Redundancy. Resilience. Bloody-
     mindedness. Visible optimism. (Success.)
103. Act. (Repeat. So what?)
104. Appreciate. (Repeat. So what?)
105. Fun. (Biz. Why not?)
106. Joy. (Biz. Why not?)
107. Sales = Life.
108. Marketing = Life.
109. Long-term. ―Top line.‖
110. Great company = Creates the most
     individual success stories. (RE/MAX)
111. Talent first, performance byproduct.
112. Sustained Wow* 1, ―Shareholder
     value,‖ 0.2 (*Product, People.)
113. Commitment, by invitation only.
114. Creativity, by invitation only.
115. HR = #1. (Ought to.)
116. Face-to-face. (5K miles, 5 minutes.)
117. Negotiation. Make all winners.
     (Save face.)
118. Grace makes enemies friends.
119. Network.
120. Invest in relationships. (Think ROIR.
    Return On Investment in Relationships.)
118. Relationship investment. Forethought.
     Calendar item. Intensity.
119. Innovation. Easy. (Hang out
     with weird.)
120. Weird = Win. (Weird times.)
121. ―The bottleneck is at the top
     of the bottle.‖
122. Good Board = Weird Board.
     (At least, surprising.)
123. No contention, no progress.
124. ―Crucial conversations.‖ ―Crucial
     confrontations.‖ (Study. Learn. Do.)
125. Honest feedback.
126. Gaspworthy. Yes.
127. ―Insanely great.‖
128. ―Astonish me.‖
129. ―Make it immortal.‖
130. ―Will you remember it in 20 years?‖
131. No small opportunities. (Reframe.)
132. One playmate, one playpen = Enough.
133. End run. Sensible.
134. Allies are there for the finding.
135. Find successes. Build on successes.
     (Pos > Neg. Encourage > Fix.)
136. Somebody‘s doing it today. Find ‘em.
137. Someone is living 2016 in 2006.
     (Find ‘em. Study ‘em.)
138. Don‘t ―benchmark,‖ ―futuremark.‖
     (2016. Happening. Somewhere.)
139. ―PMA.‖ It works.
140. There are no experts. (You are the expert.)
141. Life is short.
142. ―Sustained success.‖ Fat chance.
     Make today matter. (―Sustained.‖ Ha.)
143. Collaborate. (Networked world.)
144. Go solo. (Individual. Unit of
     Intellectual Capital.)
145. There are no ―perfect‖ plans. (Do. Wins.)
146. Plans motivate. (Right or wrong.
     Sense of purpose.)
147. Never rest.
148. Get some sleep.
149. Winning = Embracing paradox.
150. Ambiguity = Opportunity.
151. Resilience.
152. Relentless-ness.
153. None. Above. Comeuppance.
     (GM. Sears. U.S. Steel. DEC.)
154. Be yourself. Period.
155. Never work with jerks. Including
     customers. (Life. Too short.)
156. Under-promise, over-deliver.
157. Talent. (Powerful word.)
158. ―Customer = Anyone whose actions
     affect your results.‖
159. Competition stinks. (Seek the soft
     spots where you can dominate.)
160. K.I.S.S./Keep It Simple, Stupid.
161. Beauty. (Good biz word.)
162. ―See the beauty in a hamburger bun.‖
     (Go. Ray.)
163. Own up. Quick. ( Denial. Cancer.)
164. Celebrate. Often.
165. 78 people = 78 approaches. (Each. Unique.)
166. Weed. Ceaselessly. (Prune. Stupid.
     Rules. Non-stop.)
167. Get out of the way. (You = The problem.)
168. Smile. Sunny. Optimism. (If it kills you.)
169. Flowers. (Cheery workplace.)
170. Enjoy. (Or get the hell.)
171. Be intolerant of “sour.” (1 = Major pollution)
172. No ―quick trigger‖ on promotion.
     (Too important.)
173. Evaluation = Lots of study-time.
174. Evaluation = ―Life or death‖ to evaluee.
175. ―360‖ evaluation. No fad.
176. Exit when you‟re done. (Done.
     Sooner than you think.)
177. Today. Now. My Project. Am. Is. I. Period.
178. ―Beautiful‖ systems. (Good biz phrase.
     Not oxymoron.)
179. Build on strengths > Fix weaknesses.
180. ―To don‘t‖ = ―To do.‖ (―To don‘t‖ >
     ―To do‖ ?)
181. Leaders ―Do‖ People. (Period.)
182. Leaders enjoy leading.
183. Serious leadership training = Serious.
184. Priorities. Obvious. (Or else.)
185. 5 ―Priorities‖ = 0 Priorities.
     (3 ―Priorities‖ = 0 Priorities?)
186. People. First. Last. Always.
187. It. Is. Always. The. People.
188. Handshake. (Quantity. Quality.)
189. Don‘t fold your hands in front of
     your chest. Ever. (Never.)
190. Simplicity. Redundancy. Resilience.
     Bloody-mindedness. Visible
     optimism. (Success.) (Repeat.)
191. Employee Entrance = Guest
192. Put the customer SECOND.
     (Thanks, Hal.)
193. Flowers. (Or did I say that before?
     No matter if I did.)
194. Big Mergers don‘t work. Small
     acquisitions can/do work—if you
     don‘t screw with their energy.
195. Instinctively ―head for the front
     line.‖ (In all contexts.)
196. Success = DDMMPR/"D-squared,
     M-squared, PR‖ = DramDiff +
     Money-Financial Acumen + Good
     ―Marketing‖ Instincts + Stellar People
    + Resilience (The ―fab five‖: What.
     Every. Small. Biz. Needs.) (Big too.)
197. Core Mechanism (―Game-changing
     Solutions‖): PSF (Professional Service
     Firm ―model‖) + Wow! Projects
     (―Different‖ vs ―Better‖) + Brand You
     (―Distinct‖ or ―Extinct‖)
198. 2011/2016 has already happened.
     Find it.
199. Kids ―know‖ kids. Oldies ―know‖ oldies.
     Women ―know‖ women. (Staff
200. Everybody is my customer.
201. Cosset ―vendors.‖
202. I want to run a Housekeeping department.
     (And you?)
203. The military doesn‘t follow the ―military
     model.‖ (Initiative = Excellence.)
204. No such thing as ―going to absurd lengths‖
     to serve the Customer. (HSM & Lefties.)
205. Forget the ―customer.‖ All = ―Clients.‖
206. It takes decades to get over ―sleights.‖
     (So don‘t sleight.)
207. Don‘t ―dumb down.‖ Ever.
Work In Progress
XXX. One size fits. One. Only. (Evaluations. Period.)
XXX. Teaching. Individualized. Only. (6 billion people =
     6 billion learning trajectories.) (Montessori.)
XXX. First impression. Matters. Shapes all that comes.
     Hard to overcome. (Understatement.)
XXX. Jerks. Don‘t work with. (Life = Too short.)
XXX. Manage [the hell out of] first impressions.
XXX. Last impression. Matters. Dominates memory.
     Hard to overcome. (Understatement.)
XXX. Manage [the hell out of] last impressions.
XXX. Plain English.
XXX. K.I.S.S. (450/8.)
XXX. $798. $55,000,000,000. 3,000,000,000.
     7AM-7PM. 6:15AM.
XXX. Donnelly Weatherstrip rules.
XXX. Managers do things right. Leaders do the
     right thing. NOT.
       GE   (more or less)   :

  The Sales122:
 122 Ridiculously
Obvious Thoughts
About Selling Stuff
   Tom Peters/0402.2006
  This list was first prepared for GE
 Energy sales & marketing people in
January 2006. It started with a half-
  dozen items, and grew like Topsy.
Possibly, given its origins, it‘s a little
tilted toward complex, engineering-
based sales. In any event, it makes a
      perfect companion to ―The
    Irreducibles209.‖ This, too, is
  effectively a list of ―irreducibles.‖

             Tom Peters
1. ―Strategy‖ overrated, simply ―doin‘ stuff‖ underrated. See
Kelleher and Bossidy: ―We have a ‗strategic plan,‘ it‘s called
doing things.‖—Herb Kelleher. ―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. Action has its own logic—ask Genghis Khan,
Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman.
2. What are you personally great at? (Key word: ―great.‖) Play
to strengths! ―Distinct or Extinct.‖ You should aim to be
―outrageously good‖/B.I.W. at a niche area (or more).
3. Are you a ―personality,‖ a de facto ―brand‖ in the industry?
The Dr Phil of ...
4. Opportunism (with a little forethought) mostly wins.
(―Successful people are the ones who are good at Plan B.‖)
5. Little starts can lead to big wins. Most true winners—think
search & Google—start as something small. Many big deals—
Disney & Pixar—could have been done as little-er deals if you‘d
had the guts to jump before the value became obvious.
6. Non-obvious targets have great potential. Among many
other things, everybody goes after the obvious ones. Also,
the ―non-obvious‖ are often good Partners for technology
7. The best relationships are often (usually?) not ―top to
top‖! (Often the best: hungry division GMs eager to make a
9. In any public-sector business, you must become an avid
student of ―the politics,‖ the incentives and constraints,
mostly non-economic, facing all of the players. Politicians are
usually incredibly logical—if you (deeply!) understand the
matrix in which they exist.
10. Relationships from within our firm are as important—
often more important—as those from outside—again broad is
as important as deep. Allies—avid supporters!—within and
from non-obvious places may be more important than
relationships at the Client organization. Goal: an ―insanely
unfair ‗market share‘‖ of insiders‘ time devoted to your
“Everyone lives by
selling something.”
   —Robert Louis Stevenson
11. Interesting outsiders are essential to innovative proposal
and sales teams. An ―exciting‖ sales-proposal team is as
important as a prestigious one.
12. Is the proposal-sales team weird enough—weirdos come
up with the most interesting, game-changer ideas. Period.
13. Lunch with at least one weirdo per month. (Goal: always
on the prowl for interesting new stuff.)
14. Gratuitous comment: Lunches with good friends are
typically a waste of (professional) time.
15. Don‘t short-change (time, money, depth) the proposal
process. Miss one tiny nuance, one potential incentive that
―makes my day‖ for a key Client player—and watch the whole
gig be torpedoed.
16. ―Sticking with it‖ sometimes pays, sometimes not—it
takes a lot of tries to forge the best path in. Sometimes you
never do, after a literal lifetime. (Ah, life.)
get hung up—particularly in tech firms—on what industries-
countries ―women can‘t do.‖ (Or some such bullshit.)
18. Work incessantly on your ―story‖—most economic value
springs from a good story (think Perrier)! In sensitive public
or quasi-public negotiations, a compelling story is of immense
value—politics is about the tension among competing stories.
(If you don‘t believe me, ask Karl Rove or James Carville.)
(―Storytelling is the core of culture.‖ —Branded Nation: The
Marketing of Megachurch, College Inc., and Museumworld,
James Twitchell)
19. Call this 18A, or 18 repeat: Become a first-rate
Storyteller! (―A key – perhaps the key – to leadership is the
effective communication of a story.‖—Howard Gardner,
Leading Minds: An Anatomy of Leadership)
20. Risk Assessment & Risk Management is more about
stories than advanced math—i.e., brilliant scenario
21. Good listeners are good sales people. Period.
22. Lousy listeners are lousy sales people. Period.
―skills‖ are hard to learn and subject to immense effort in
pursuit of Mastery. A virtuoso ―listener‖ is as rare as a
virtuoso cello player.) (―If you don‘t listen, you don‘t sell
anything.‖—Carolyn Marland/MD/Guardian Group)
24. Things that are funny to me (American) are often-mostly not
funny to those in other cultures. (Humor is as fine-edged as it
gets, and rarely travels.)
25. You don‘t know Jack Squat about other peoples‘ cultures—
especially if you are a typically myopic American. (Like me.)
26. Are you a great interviewer? It‘s a make or break skill.
(Think Barbara Walters‘ skill at extracting unwanted truths from
pros in persona-protection ... in front of 10s of millions of
27. Are you a great (not merely ―good‖) presenter? Mastering
presentation skills is a life‘s work—with stupendous payoff.
28. Work like hell on the Big 2: LISTENING/INTERVIEWING,
PRESENTING. These are ―the essence of [sales] life‖—and
usually picked-up in an amateurish fashion. Mistake! (Become a
―professional student‖ of these two areas, achieve Mastery.)
29. Are you good at flowers? Think: FLOWER POWER! (see
Harvey Mackay‘s ―Mackay 66‖—what you should know about a
Client; e.g., birthdays & anniversaries.) (My ―flowers budget‖ is
out of control. Hooray for me.)
30. You can‘t do it all—be clear at what you are good at, bad at,
indifferent at. Hubris sucks.
“If you don‟t
you don‟t sell
  —Carolyn Marland/
  Managing Director/
   Guardian Group
31. The point is not to ―prove yourself.‖ (That‘s ego-talk.) Let
the best person present to the Client—perhaps a ―lower level‖
geek. (―Control freaks‖ get their just desserts in the long haul—
or sooner.)
32. The numbers will more or less take care of themselves over
the long haul—if the relationship/s is/are solid gold.
33. The Gold Standard in selling: INDISPENSABLE to the Client.
No other goal is worthy.
34. Never stop growing-broadening-deepening the relationship.
The key to ―indispensability‖ is to get the Client more and more
… and more … and then more … imbedded in ―our‖ web. Hence
the so-called ―selling process‖ is only the first step!
(E.g.: ―We‖—the Client & me—―are going to change the world
with this service.‖)
36. Don‘t waste your time on jerks—it‘ll rarely work out in the
mid- to long-term.
37. Genius is walking away from lousy ―scores‖ (deals)—and
accepting the attendant heat. Big Business is the premier home
to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at
stake. (Think Jerry Levin and AOL Time Warner.)
38. You haven‘t a clue as to how this situation will actually play
out—be prepared to move fast in a different direction.
39. Keep your word.
41. Underpromise (i.e., don‘t over-promise; i.e., cut yourself a
little slack) even if it costs you business—winning is a long-term
affair. Over-promising is Sign #1 of a lack of integrity. You will
pay the piper.
42. There is such a thing as a ―good loss‖—if you‘ve tested
something new and developed good relationships. A half-dozen
honorable, ingenious losses over a two-year period can pave the
way for a Big Victory in a New Space in year 3.
43. It‘s a competitive world out there. New, innovative products
are harder to sell than old stand-bys. Nonetheless, you will be a
long-term star to the extent that you are willing to push the
harder-to-sell-at-the-moment Innovative Products that cement
long-term Client success (Indispensability!) —even if it means a
#s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN
44. Think ―legacy‖—what the hell is all this really about for you
and the world? (―Tell me, what is it you plan to do with your one
wild and precious life?‖
—Mary Oliver)
46. Keep it simple! (Damn it!) No matter how ―sophisticated‖ the
product. If you can‘t explain it in a phrase, a page, or to your 14-
year-old ... you haven‘t got it right yet.
47. Know more than the next guy. Homework pays. (of course
it‘s obvious—but in my work it is too often honored in the
48. Regardless of project size, winning or losing invariably
hinges on a raft of ―little stuff.‖ Little stuff is and always has
been everything!!!!!!!!!!!!!!!!!!!!—or, ―one man‘s little stuff is
another man‘s 7.6 Richter deal-breaker.‖
49. In public settings in particular, face saving is all. When
something changes, allow the other guy to come out looking like
a winner, especially if he has lost. (Even if you must accept the
egg on your face—he will always remember you!)
50. Don‘t hold grudges. (It is the ultimate in small mindedness—
and incredibly wasteful and ineffective. There‘s always
51. IT’S ALWAYS “THE POLITICS”—wee private-sector deal or
giant public sector deal. (Every player, small or large, is angling
for something. Master the calculus of advantage.)
52. To beat the ―turnover problem‖ in key Client posts amidst
long negotiations, invest outrageous amounts of time building a
wide & deep set of relationships with mid-level (& lower!!)
―plodding‖ ―careerists.‖ The invisible careerists are the
bedrock upon which repeated success is built! (My ―Capitol Hill
Axiom‖: It‘s the 24-year-old LA who in the end briefs the
Senator right before she goes to the Floor to vote.)
53. Speaking of ―she‖: Gender differences are Enormous—
dealing with a woman and dealing with a man are different
kettles of fish—you must become an A+ student of gender
differences. (E.g.: Men are typically more interested in the
short-term ―score.‖ Women are more interested in the long-
term consequences.)
55. This is not war, damn it. All parties can win (or not lose,
anyway). And losing bidders can walk away from a deal with
increased respect for you and your team.
56. Never, ever dump on a competitor—the Tom Watson IBM
glory-days mantra.
57. Never forget the ―Law of Cousins!‖ In developing nations
in particular, power brokers at all levels are at least cousins!
Consideration for a second cousin can pay off big time.
58. Speaking of ―favors,‖ jail sucks.
59. Work hard beats work smart. (Mostly.)
61. Mano v mano ―hardball‖ is seldom the answer—end runs
based and patient multi-level relationship building via deeper-
wider networks win.
62. If the deal is wired from below, truly wired, than the so-
called ―big negotiations‖ are essentially irrelevant.
63. If every quarter is a ―little better‖ than the prior quarter—
then you are not taking any serious risks.
64. Phones beat email.
“Nothing is so
contagious as
   —Samuel Taylor Coleridge
OF A FIASCO NEXT MONTH. There was always a time when a
little thing could have been addressed that headed off a
subsequent big thing. As to avoiding that call, didn‘t someone
say, ―Pride goeth before the fall‖?
66. Be hyper-organized about relationship management—you
are in the anthropology business. Study the great pols! Brilliant
NRM (network relationship management) is not accidental! It is
not catch-as-catch can. (Football analogies are cute—but deep
political understanding pays the private-school tuition.)
67. Obsess on ROIR (Return On Investment In Relationships).
68. ―THANK YOU‖ NOTES: World‘s highest-return investment!!
69. The way to anyone‘s heart: Doing a nice thing for their kid.
(But, gawd, does this take a gentle touch.)
70. Scoring off other people is stupid. Winners are always in the
business of creating the maximum # of winners—among
adversaries at least as much as among ―partners.‖
71. Your colleagues‘ successes are your successes. Period.
(Trust me, my greatest personal success—financially as well as
artistically—has been creating a bigger pond in which everyone
wins, even if my ―market share‖ is down.)
72. Lend a helping hand, especially when you don‘t have the
time. E.g. share relationships—the more you give away the
more you get in return (just like they say in church).
73. Listen up: ―It was much later that I realized Dad‘s
secret. He gained respect by giving it. He talked and listened
to the fourth-grade kids in Spring Valley who shined shoes
the same way he talked and listened to a bishop or a college
president. He was seriously interested in who you were and
what you had to say.‖ —Sara Lawrence-Lightfoot, Respect.
(I.e., Respect is Cool.)
74. Mentoring is a thrill—and the practical payoff is
enormous. The best mentors have the whole world working
its buns off for them!
75. Hire for enthusiasm. Promote for enthusiasm. Cherish
CANCERS. (―Nothing is so contagious as enthusiasm.‖—
Samuel Taylor Coleridge. ―A man without a smiling face
must not open a shop.‖—Chinese Proverb.)
76. IT‘S ALWAYS YOUR PROBLEM—you sold it to them.
77. It‘s never over: While there may be an excellent service
activity in your company, the ―relationship‖ belongs to You!
Hence the ―aftersales‖ ―moments of truth‖ are at least as—if
not more than*--important to the Continuing Relationship as
the sale ―transaction‖ itself. (*I vote for ―more than.‖) You‘ll
get your biggest ―points‖ with the Client for being an effective
after-the-fact go-between with your company.
78. Don‘t get too hung up on ―systems integration‖—first &
foremost, the individual bits have got to work.
79. For God‘s sake don‘t over promise on ―systems
integration‖—it‘s nigh on impossible to deliver.
80. On the other hand … winners clamber Up the Value-added
Ladder, and offer ever so much more than ―mere‖ product. ALL
BUSINESS‖—no matter how jargony that may sound.
81. ―Systems‖ / ―Solutions‖ selling means grappling directly
with ―culture change‖ in Client organizations. (―The business of
selling is not just about matching viable solutions to the
customers that require them. It‘s equally about managing the
change process the customer will need to go through to
implement the solution and achieve the value promised by the
solution‖—Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale)
82. Shit happens. That‘s what they pay you for.
83. This is not a ―GE‖ or ―Ben & Jerry‘s‖ sale—it is a Joe
Jones/Jane Jones sale. YOU ARE THE ―BRAND‖ THE CLIENT
BUYS—especially over the long haul.
84. Duh: You make money, the company makes money—on
repeat business.
85. Master—yes, you—the ―PR‖ Game. ―Word of Mouth‖ is not
accidental! You want Word of Mouth? Make it happen!
TO GET CREDIT. (―Taking credit‖ is for egomaniacs. And losers.)
87. ―Decent margins,‖ over the mid- to long-term, are a product
of better relationships, not better ―negotiating skill.‖ (Mostly.)
“You can‟t behave
in a calm, rational
manner. You‟ve got
 to be out there on
the lunatic fringe.”
       —Jack Welch
88. In the immortal words of ex-GE Vice Chairman Larry
Bossidy, more or less, ―Realism rocks.‖ (―Bullshit artist‖ and
―great salesperson,‖ contrary to conventional wisdom, are
Diametric Opposites. ―Truthteller‖ and Great Salesperson is
more like it.)
89. Be the first to tell the Client bad news (e.g., slipped
delivery); his intelligence sources will tell him fast—you want to
be there first with your story and to enhance your rep as
90. Work like hell to get a reputation as a valued industry
expert, to become an industry resource.
91. Work the Trade Association angle for all its worth—it may
take a decade to pay off—e.g., when you become an officer or
are on an important panel or testify Before Congress.
93. It‘s all bloody tactics.
94. You must ... LOVE .... the product! (Period.)
96. Don‘t over-schedule. ―Running late‖ is inexcusable at any
level of seniority; it is the ultimate mark of self-importance
mixed with contempt.
97. Women are better salespeople. (See Addendum.)
98. Women alone understand Women.
99. Actually, Women by and large understand Men better than
Men understand Men.
100.Women purchasers buy Stories and recommendations.
101. Women take longer to become Loyal purchasers, but then
stay Loyal.
102. Men buy Stats.
103. Men decide fast, but are fickle.
104. Men & Women are … VERY, VERY … Different.
105. Women buy most things. Consumer. Increasingly,
professional goods and services.
106. Women‘s Market is Opportunity #1.
107. Boomers. Many, many. Lots & lots & lots of … $$$.
108. Boomers-Geezers are very different purchasers than those
in other categories.
109. It takes time to get to know people. (DUH.)
110. The very idea of ―efficiency‖ in relationship
development is ... STUPID.
111. MBWA (still) rules.
112. ―Preparing the soil‖ is the ―first 98 percent.‖ (Or
114. Rule 5K-5M: 5K miles for a 5-Minute meeting often
makes sense. (Yes, often.) (Even with constrained travel
budgets.) (Thanks, super-agent Mark McCormack.)
115. Become a student! Study great salespeople!
(Including Presidents.) (―Natural‖ is a little bit true—but
then Naturals are always the ones who study hardest—
e.g., Jerry Rice.)
116. Become a student! Yes, you can study Relationship
Building. So, study …
117. Beware complexifiers and complicators. (Truly
―smart people‖ ... Simplify things.)
118. The smartest guy in the room rarely wins—alas,
he usually is aware he‘s the
     smartest guy. (And needn‘t waste his time on
that ―soft relationship crap.‖)
119. Be kind. It works.
120. Be especially kind when there are screw-ups.
(There‘s plenty of time later to
     Play the Great Accountability Game.)
121. Presidents never tire of being treated like

122. Luck matters.
So: Good luck!
ADDENDUM: Women Rock … as Salespersons (From Item

And the answers are?

―TAKE THIS QUICK QUIZ: Who manages more things at
once? Who puts more effort into their appearance?
Who usually takes care of the details? Who finds it
easier to meet new people? Who asks more questions
in a conversation? Who is a better listener? Who has
more interest in communication skills? Who is more
inclined to get involved? Who encourages harmony and
agreement? Who has better intuition? Who works
with a longer ‗to do‘ list? Who enjoys a recap to the
day’s events? Who is better at keeping in touch with

Source: Selling Is a Woman’s Game: 15 Powerful
Reasons Why Women Can Outsell Men, Nicki Joy & Susan

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