Transcript Putting Patients First, Susan Frampton, Laura Gilpin

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Part 1.4
Tom Peters’
EXCELLENCE.
ALWAYS.
NEW MASTER/21 August 2008
Slides at …
tompeters.com
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/Implementation
P8/13 “Guru Gaffes”
P9/Health“care”
P10/“The Lists”
Part 1.4
EXCELLENCE.
SOUL.
DESIGN.
All Equal Except …
“At Sony we assume that all products of
our competitors have basically the same
technology, price, performance and
Design is the only
thing that
differentiates one
product from another
in the marketplace.”
features.
—Norio Ohga
“Design is
treated like
a religion at
BMW.”
—Fortune
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. …
But to me, nothing could be further from
Design is
the fundamental
soul of a man-made
creation.”
the meaning of design.
—Steve Jobs
“With its carefully conceived mix of colors and textures,
Starbucks
aromas and music,
is more
indicative of our era than the iMac. It is to the Age of
Aesthetics what McDonald’s was to the Age of
Convenience or Ford was to the Age of Mass
Production—the touchstone success story, the exemplar
‘Every
Starbucks store is carefully designed
to enhance the quality of everything
the customers see, touch, hear, smell
or taste,’ writes CEO Howard Schultz.”
of … the aesthetic imperative. …
-—Virginia Postrel, The Substance of Style: How the Rise of Aesthetic
Value Is Remaking Commerce, Culture and Consciousness
“Having spent a century or more focused on other
goals—solving manufacturing problems, lowering costs,
making goods and services widely available, increasing
convenience, saving energy—we are increasingly
engaged in making our world special. More people in
more aspects of life are drawing pleasure and meaning
from the way their persons, places and things look and
Whenever we have the
chance, we’re adding
sensory, emotional
appeal to ordinary
function.” — Virginia Postrel, The Substance
feel.
of Style: How the Rise of Aesthetic Value Is Remaking
Commerce, Culture, and Consciousness
Hypothesis:
DESIGN is
the principal
difference
between love
and hate!*
*Not “like” and “dislike”
O*
C
*Chief
Design
Officer
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-old accountant
to dress in black
leather, ride through
small towns and have
people be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
“Steve Jobs gives almost as much
thought to the cardboard boxes
his gadgets come in as the
products themselves. This is not
for reasons of taste or elegance—
though that’s part of it. To Jobs,
the act of pulling a product from
its box is an important part of the
user experience, and like
everything else he does, it’s very
carefully thought out.” —Leander Kahney,
Inside Steve’s Brain
Better By Design
The Design49
Tom
Peters/Auckland/30March2005
Better By Design: Tom’s Design49
1. There are only 2 rules.
2. Rule #1: You can’t beat Wal*Mart on price or China on cost.
3. Rule #2: See Rule #1.
4. Econ Survival = Innovate and Sprint Up the Value-added
Chain … OR DIE!
5. DESIGN (WRIT LARGE) (“DESIGN MINDFULNESS”) IS THE
“SOUL”/ENGINE OF THE NEW VALUE-ADDED IMPERATIVE.
6. Design as Soul-Core Competence #1 is a “cultural imperative,” not
a “programmatic” or “process” or
“throw $$$ at it” issue!
7. CDEs (Culturally Design-driven Enterprises) use DesignExperiences-Dream Merchantry-Lovemarks as the Lead
Dog(s) in the OlympianInnovation-“Strategy”-Value
Proposition Struggle.
8. “Dream Merchant” makes as much sense for IBM or GE or UPS as
for Starbucks!
Better By Design: Tom’s Design49
9. At CDEs, Design is the Heart of the “Emotional Branding”
Process.
10. CDEs wholeheartedly embrace ideas such as “mystery,”
“surprise,” sensuality.”
11. CDEs love “WOW!” and “B.H.A.G.” and “Insanely Great”
and “Gasp-worthy” and “Passion” and “Love”! (Axiom: Extreme
language breeds extreme products and services.)
12. Staff at CDEs laugh and cry a lot! (Axiom: “Calm” enterprise =
Crappy enterprise.)
13. CDEs love “strange” and “weird.”
14. CDEs scour the earth for “strange” and “weird” people. (CDEs
know: FREAKS RULE!)
15. CDEs are “extremists.” (KR: “Avoid moderation.”)
16. CDEs know that … EXCELLENCE IS NOT GOOD ENOUGH!
(We must use non-linear measures!)
Better By Design: Tom’s Design49
17. CDEs seek Discontinuities. (JG: “We don’t want to be the best of
the best, we want to be the only ones who do what we do.”)
18. CDEs are “respectful” of their customers, but not slaves to their
customers! CDEs … LEAD THEIR CUSTOMERS! (Axioms: “Listening
to customers” is over-rated! Focus groups suck!)
19. But: “Lead” customers are an entirely different matter!
20: Yet: CDEs turn “customers” into “Raving Fans.” (Think: “Tattoo
Brand”!)
21. CDEs abide by Phil Daniels’ Credo: “REWARD EXCELLENT
FAILURES. PUNISH MEDIOCRE SUCCESSES.”
22. At CDEs the Design Director is at least an Exec Vice President, a
Member of the Senior Executive Team, perhaps on the Board, and
has an office within 10 meters of the CEO (unless she is the CEO).
23. Design Directors at large companies not worth $5,000,000
per year aren’t worth hiring! (DD$21M.)
Better By Design: Tom’s Design49
24. Great Designers are “10,000X” better than “good designers.”
25. At CDEs CFOs are never former CFOs! The CEO always doubles
as the Chief Innovation Officer.
26. CDEs are “Top-line Obsessed.”
27. CDE execs know there is a chasm between “excellent design”
and “game-changer design.”
28. Gasp-worthy design is a moving target!
29. No Broadway shows last forever. So too, great designers!
(Hire them! Pay them! Cherish them! Nurture them! Fire them!)
30. Great design wrestles incessantly with the issue of “cool”
and/versus “usability.”!
31. Designers “get” the stunning principles of Wabi Sabi. (Great
designers side with Chris Alexander against the A.I.A.)
32. CDEs “get” the “feminine side” of life.
Better By Design: Tom’s Design49
33. CDEs Know I: WOMEN BUY EVERYTHING!
34. CDEs Know II: MEN ARE INCAPABLE OF DESIGNING PRODUCTS
FOR WOMEN.
35. CDEs understand that “We’re getting’ older”—and vigorously
embrace the Boomer-Geezer market.
36. CDEs understand: Boomers-Geezers have “ALL THE MONEY” …
are by and large healthy … and have 20 or so years left!
37. CDEs wonder: Can 28-year-olds design “experiences” for 68-yearolds?
38. CDEs seek the sweetest “sweet spot”: Woman-Boomer-GreenieWellness.
39. “Design-mindfulness” is as apparent in the CDE’s facilities as in
its products-services!
Better By Design: Tom’s Design49
40. “Design mindfulness” is as apparent in HR and
Engineering and Logistics and IS/IT as in NPD.
41. CDEs will settle for nothing less then “beautiful,” “gaspworthy” Business Processes/Infrastructure!
42. CDEs obsess on K.I.S.S. (Beware creeping feature-itis!)
(450/8.)
43. “Design-mindfulness”/“aesthetic sensibility” is a requisite
for Every Hire—including waiters and waitresses in Fast Food
outlets and Housekeepers in hotels.
44. Gasp-worthy Design is as essential to “service
companies” as to “manufacturers.”
45. Gasp-worthy design can transform any “commodity,”
including ag!
Better By Design: Tom’s Design49
46. DESIGN MANIA IS A NATIONAL ECONOMIC ISSUE OF
THE FIRST ORDER.
47. “Small” is no disadvantage in an Age of Creativity!
48. There is no such thing as a “National Design
Advantage” unless the current school system is Destroyed
& Re-imagined—to emphasize creativity and risk-taking and
acceptance of failure. (Design Mindfulness … the
suppression thereof … typically begins at Age 4.)
49.
How sweet it is!
(If your head is screwed on right.)
Up,
Up,
Up,
Up
the Value-added Ladder.
Auckland/pm
taipei/vp
singapore/pm
bangkok/dpm
flanders
amsterdam/MPs
barcelona/ma
Kuala Lumpur/CM
lisbon/ma
dublin/pm
buenos aires
são paulo
Warsaw/MPs
london/mps
milan
SEOUL/Ma
mexico d.f./m
istanbul/dpm
dubai/rfm
oman/rfm
usa
stockholm/mps
shanghai
mauritius/pm
johannesburg
bucharest/CM
EXCELLENCE.
VALUE ADDED.
UP THE LADDER.
NoT Optional.
The Value-added Ladder/ “BEDROCK”
Raw Materials*
*Farmers and Miners (“Degree”: Weightlifting)
The Value-added Ladder/ THINGS
Goods*
Raw Materials
*Engineers and Factory Workers (Degree: Engineering)
The Value-added Ladder/TRANSACTIONS
Services*
Goods
Raw Materials
*Clerks (Degree: Process Engineering)
Up,
Up,
Up,
Up
the Value-added Ladder.
EXCELLENCE.
VALUE-ADDED LADDER I.
SOLVE IT.
LEAVE IT
TO BEAVER.
Trapper:
<$20
per beaver pelt.
Source: WSJ
wdcp/“Wildlife
Damage-control
Professional”: $150 to
“remove” “problem beaver”;
$750-$1,000 for
flood-control piping … so
that beavers can stay.
Source: WSJ
Trapper =
Redneck
WDCP = PSF/
Professional Services
Provider
7X to 40X
for
“Solution”
[rather than “service transaction”]
EXCELLENCE.
VALUE-ADDED LADDER I.
SOLVE IT.
“M” = $0
IB :
$55B*
M
*Also HP-EDS
And the “M” Stands for … ?
“Systems
Integrator of choice.”/BW
Gerstner’s IBM:
(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )
IBM Global Services*
Services Corp.):
$55B
(*Integrated Systems
Planetary Rainmaker-in-Chief!
“Palmisano’s strategy is
to expand tech’s borders
by pushing users—and
entire industries—toward
radically different
business models. The payoff for IBM
would be access to an ocean of revenue—Palmisano
estimates it at $500 billion a year —that technology
companies have never been able to touch.” —Fortune
“By making the Global Delivery Model both legitimate and mainstream,
we have brought the battle to our territory. That is, after all, the purpose
of strategy. We have become the leaders, and incumbents [IBM, Accenture]
are followers, forever playing catch-up. … However, creating a new
business innovation is not enough for rules to be changed. The
innovation must impact clients, competitors, investors, and society. We
have seen all this in spades. Clients have embraced the model and are
demanding it in even greater measure. The acuteness of their
circumstance, coupled with the capability and value of our solution, has
made the choice not a choice. Competitors have been dragged kicking
and screaming to replicate what we do. They face trauma and disruption,
Investors have
grasped that this is not a passing
fancy, but a potential restructuring
of the way the world operates and
how value will be created in the
future.” —Narayana Murthy, chairman’s letter, Infosys Annual Report
but the game has changed forever.
“THE GIANT STALKING BIG OIL: How
Schlumberger Is
Rewriting the Rules of the Energy
Game.”: “IPM [Integrated Project
Management] strays from
[Schlumberger’s] traditional role
as a service provider and moves
deeper into areas once dominated
by the majors.”
Source: BusinessWeek cover story, January 2008
A January 2008 BusinessWeek cover story informed us that
Schlumberger may well take over the world: “THE GIANT STALKING BIG
OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.” In
short, Schlumberger knows how to create and run oilfields, anywhere,
from drilling to fullscale production to distribution. And the nugget is
hardcore, relatively small, technically accomplished, highly autonomous
teams. As China and Russia, among others, make their move in energy,
state run companies are eclipsing the major independents. (China’s state
oil company just surpassed Exxon in market value.) At the center of it all,
abetting these new players who are edging out the Exxons and BPs, the
Kings of Large-scale, Long-term Project Management wear Schlumberger
overalls. (The pictures in the article from Siberia alone are worth the
cover price.) At the center of the center of the Schlumberger “empire” is
a relatively newly configured outfit, reminiscent of IBM’s Global Services
and UPS’ integrated logistics’ experts and even Best Buy’s now
ubiquitous “Geek Squads.” The Schlumberger version is simply called
IPM, for Integrated Project Management. It lives in a nondescript building
near Gatwick Airport, and its chief says it will do “just about anything an
oilfield owner would want, from drilling to production”—that is, as
BusinessWeek put it, “[IPM] strays from [Schlumberger’s] traditional role
as a service provider* and moves deeper into areas once dominated by
the majors.” (*My old pal was solo on remote offshore platforms
interpreting geophysical logs and the like.)
“Big Brown’s New Bag: UPS Aims
to Be the Traffic Manager for
Corporate America” —Headline/BW
“UPS wants to take over the
sweet spot in the endless loop
of goods, information and
capital that all the packages
[it moves] represent.” —ecompany.com
(E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles,
from 21 mfg. sites to 6,000 NA dealers)
MasterCard
Advisors
“ ‘Architecture’ is
becoming a
commodity. Winners
will be ‘Turnkey
Facilities
Management’
providers.”
SMPS Exec
“ ‘Architecture’ is
becoming a
commodity. Winners
will be ‘Turnkey
Facilities
Management’
providers.”
SMPS Exec
“We want to be
the air traffic
controllers of
electrons.”
Bob Nardelli, GE Power Systems
“ ‘Architecture’ is
becoming a
commodity. Winners
will be ‘Turnkey
Facilities
Management’
providers.”
SMPS Exec
California Closets: “a
whole-life upgrade, not
just a tidy bedroom.”
—WSJ/0329.07, “Why the ContainerStore Guy Wants to Be Your Therapist”
IBM
HP
Schlumberger
GE Energy
GE Infrastructure
UPS
MasterCard
etc.
etc.
etc.
I. LAN Installation Co.
II. Geek Squad.
(3%)
(30%.)
III. Acquired by Best Buy.
IV. Flagship of Best Buy
Wholesale “Solutions”
Strategy Makeover.
Huge: Customer
Satisfaction
versus
Customer
Success
“ ‘Results’ are
measured by the
success of all those
who have purchased
your product or
service” —Jan Gunnarsson & Olle Blohm, The
Welcoming Leader
“Customer Satisfaction” to “Customer
“We’re getting better at [Six
Sigma] every day. But we really need
to think about the customer’s
Success”:
profitability: Are customers’
bottom lines really
benefiting from
what we provide
them?”
—Bob Nardelli, then chief of
GE Power Systems
“He had done nothing to sell me on his
business, yet he had given me the most
Because
his sole concern had
been my welfare and the
success of my business.”
powerful sales pitch of my life.
—Jim Penman, on learning how to sell (What Will
They Franchise Next? The Story of Jim’s Group)
The Value-added Ladder/TRANSFORMATION
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
“The business of selling is not just about matching viable
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. One of the key differentiators of
solutions to the customers that require them.
our position in the market is our attention to managing change
and making change stick in our customers’ organization.”*
(*E.g.: CRM failure rate/Gartner: 70%)
—Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale
The Value-added Ladder/TRANSFORMATION
Customer Success through
Implemented
Gamechanging Solutions*
Services
Goods
Raw Materials
*Subject-matter Professionals and
Organization Effectiveness Experts (Degree: MBA,
Organizational Psychology)
“ ‘Architecture’ is
becoming a
commodity. Winners
will be ‘Turnkey
Facilities
Management’
providers.”
SMPS Exec
Era #1/Obvious Value: “Our ‘it’ works, is
delivered on time” (“Close”)
Era #2/Augmented Value: “How our ‘it’
can add value—a ‘useful it’ ” (“Solve”)
Era #3/Complex Value Networks: “How our
‘system’ can change you and deliver
‘business advantage’ ” (“CultureStrategic change”)
Source: Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale
#26.1.1
Up,
Up,
Up,
Up
the Value-added Ladder.
EXCELLENCE.
SOLVE IT.
NO OPTION.
PSF. (PSF++)
“Organizations will
still be critically
important in the
world, but as
‘organizers,’ not
‘employers’!”
— Charles Handy
“ ‘Disintermediation’ is overrated. Those who fear
disintermediation-outsourcing should in fact be
afraid of irrelevance; ‘outsourcing’ is just another
you’ve
become irrelevant to
your customers.”
way of saying that …
—John Battelle/Point/Advertising Age/07.05
“Deutsche Bank Moves Half of Its
Back-office Jobs to India”/
(500
of 900
Research)
headline/FT/0327
Every job done
in W.C.W.
is also done
“outside” …
for profit!
[White Collar World]
Chicago:
HRMAC
Sarah:
Mom:
“ Mom, what
do you do?”
“I’m ‘overhead.’”
“support function” /
“cost center”/
“overhead”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
Answer:
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
Series/Reinventing Work
The Project 50: Fifty Ways To Transform
Every “Task” Into A Project That Matters
The Professional Service Firm 50: Fifty
Ways To Transform Your “Department”
Into A Professional Service Firm Whose
Trademarks Are Passion And Innovation
The Brand You 50: Fifty Ways To Transform
Yourself From An “Employee” Into A Brand
That Shouts Distinction, Commitment And
Passion
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
#26.1.2
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
The PSF35: The Work & The Legacy
1.
CRYSTAL CLEAR POINT OF VIEW
(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
WORD (IDEA) “RADICAL”
Pointed
Point of
View!
R.POV8*
*Remarkable Point Of View/8 Words or less: “If you
can’t state your position in eight words or less you
don’t have a position.”—SG
Richard Sennett:
“Craftsmanship,”
“a sustaining life
narrative”
Source: Stefan Stern on Management, FT, 0710.07
The PSF35: The Client Experience
11. Always team with client: “full partners in
achieving memorable results” (Wanted: “Chimeras
of Moonstruck Minds”!)
12. We will seek assistance Anywhere to assemble the Best-inPlanet Team for the Project
13. Client Team Members routinely declare that working with us
was “the Peak Experience of my Career”
14. The job’s not done until implementation is
“100.00% complete” (Those who don’t “get it” must go)
IMPLEMENTATION IS NOT COMPLETE UNTIL
THE CLIENT HAS EXPERIENCED “CULTURE
CHANGE”
16. IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT “TECHNOLOGY TRANSFER HAS
TAKEN PLACE-ROOT (“Teach a man to fish …”)
17. The Final Exam: DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
15.
“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.”*
(*E.g.: CRM failure rate/Gartner: 70%)
—Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale
UniCredit Group/
UniCredito Italiano* **
—3rd party measurement
—Customer-initiated
measurement
—Primary $$$$ incentives
—“Factories”
—Primary Corporate Initiative
—Etc
*#13
**TP/#1
Full-scale
“business partner”
[CFO?] to the/each
department she
serves.
Ideal “finance staffer”:
Ideal “finance staffer”:
**Full-scale “business partner”
[CFO?] to the/each department
she serves.
**Not cop—obsessed instead with
value-added
**Integration first, “stovepipe”
secondary
**MBWA/bigtime
**Networker to the rest of Finance
The PSF35: The People & The Leadership
18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)
19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,
same old”)
20. Early Opportunities (vs. “Wait your turn”)
21. Up or Out (Based on “Legacy”/Mentoring as much as
“Billings”/“Rainmaking”)
22. Slide the Old Aside/Make Room for Youth (Find oldsters
new roles?)
23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO
DAY #“R” [R = Retirement]
24. Office/Practice Leaders Evaluated Primarily on
Mentoring-Team Building Skills
25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)
26. Team Leadership Skills Valued Early
27. Partner with B.I.W. [Best In World] Outsiders as Needed
and to Infuse Different Views
The PSF35: The Firm & The Brand
28. EAT-SLEEP-BREATHE-OOZE
is my message”—Gandhi)
INTEGRITY (“My life
29. Excellence+ in EXECUTION … 100.00% of the Time
30. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team
31. SPEND
ON R&D LIKE A TECH FIRM.
32. A PROPRIETARY METHODOLOGY (FBR, McKinsey,
Chiat Day, IDEO, old EDS)
33. BRAND
MANIACS (Organize Around a Point of View Worth
BROADCASTING)
34. PASSION!
35.
ENTHUSIASM!
EXCELLENCE. ALWAYS.
(1) Translate ALL departmental
activities into discrete
W.W.P.F. “Products.”
(2) 100% go on the Web.
(3) Non-awesome are
outsourced (75%??).
(4) Remaining “Centers of
Excellence” are retained &
leveraged to the hilt!
BMW’s
Designworks/USA:
>50% from
outside work
Static/Imitative
Integrity.
Quality.
Continuous Improvement.
Superior Service (Exceeds Expectations.)
Completely Satisfactory Transaction.
Smooth Evolution.
Market Share.
Dynamic/Different
Dramatic Difference!
Disruptive!
Insanely Great! (Quality++++)
Life-(Industry-)changing Experience!
Game-changing!
WOW!
Surprise!
Delight!
Breathtaking!
Punctuated Equilibrium!
Market Creation!
EXCELLENCE =
Flawless EXECUTION
+ Continuous IMPROVEMENT
+ Brilliantly Trained PEOPLE
+
Gamechanging QUESTS +
WEIRD Rosters +
GASPWORTHY Results
EXCELLENCE =
Flawless EXECUTION
+ Continuous IMPROVEMENT
+ Brilliantly Trained PEOPLE
+
Gamechanging QUESTS +
WEIRD Rosters +
GASPWORTHY Results
#26.1.3
Psf.
Bedrock.
PSF/Professional Service Firm/Beliefs
Profession: Calling/Passion to make a
difference/Excellence (always)
point of view: know exactly what we
stand for/
“Dramatic Difference”
Client: enduring, test-the-limits
relationship/“Trusted advisor”
Solution: Rock His-her World/ “wow”/
implemented “Culture change”/
>>>>>> “satisfaction”
#26.1.3.1
Cost
(at All Costs*) Minimization
Professional?
Or/to: Full Partner“Purchasing Officer” Thrust #1:
Leader in Lifetime
Value-added
Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
#26.1.3.2
Fleet Manager
Rolling Stock Cost
Minimization Officer
vs/or
Chief of Fleet Lifetime
Value Maximization
Strategic Supply-chain Executive
Customer Experience Director
(via drivers)
#26.1.3.3
“Technology
Executive” (workin’ in a hospital)
HCare CIO:
Full-scale,
Accountable (life or death)
Member-Partner of XYZ
Hospital’s Senior
Or/to:
Healing-Services
Team
(who happens to be a techie)
#26.1.3.4
PSF Transformation: Credit Department/Trek
Was
Is
Credit Dept
Financial Services
Hammer on dealers until
they pay
Make dealers successful so they
CAN pay
AR sold to 3rd party
commercial co.
Trek is the commercial financial
Company
23 employees
12 employees
Oversee peak AR of $70M
Oversee peak AR of $160M
Identify risky dealers
Identify opportunities
Cost Center
Profit Center
No products
Products: Consulting, MC/Visa,
Stored value of gift cards, Gift card
peripherals, Online payments
Source: John Burke/0330.06
#26.1.3.5
Full-scale
“business partner”
[CFO?] to the/each
department she
serves.
Ideal “finance staffer”:
Ideal “finance staffer”:
**Full-scale “business partner”
[CFO?] to the/each department
she serves.
**Not cop—obsessed instead with
value-added
**Integration first, “stovepipe”
secondary
**MBWA/bigtime
**Networker to the rest of Finance
#26.1.3.6
Photographer: Louise Roach
Big Idea:
“Corporation” as
Mega-“PSF”
(Professional Service
Firm*)
* “Virtual” Collection of Entrepreneurially-minded
Professionals (“Talent”/“Roster”) Creating/Applying
Intellectual Capital (“Work Product”)
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
Core Mechanism:
“Game-changing Solutions”
Brand You(S)
(“Distinct” or “Extinct”/The Talent)
+
Wow! Project(s)
(“Different” vs “Better”/The Work)
=
PSF(S)
(Professional Service Firm “model”/The Organizing Principle)
=
“Corporation” as
“Mega-PSF”
PSF (VA, Wow)
+ XFX (Wow) =
X (Wow)
Photographer: Mike Brake
The FEVP/Fundamental Enterprise Value-Added
Proposition-Equation/Mark2008
(1) 100% “WOW PROJECTS”
(New Org “DNA”/“The Work”)
+
(2) Incredible “TALENT” Transformed into
(3) Entrepreneurial “BRAND YOUs” and
(4) Given Room-to-Roam & Launched on
Awesome “QUESTS”
=
(5) Internal “Rockin’ PSFs” (Staff Depts. Morphed into
Wildly Innovative Professional Service Firms) …
(6) Which Coalesce to Transform the FEVP/Fundamental Enterprise
Value Proposition from “Superior Products & Services” to
“ENCOMPASSING SOLUTIONS” &
“GAME-CHANGING CLIENT SUCCESS”
Big Idea/“Meta”-Idea/Premier “Engine of Value Added”
(1) The Talent: “Best Roster” of Entrepreneurialminded Brand Yous.
(2) The (Virtual) Organization: Internal or
External “PSF”/Professional Service Firm
working with “Best Anywhere” = Engine of
Value Added through the Application of Creative
“Intellectual Capital”
(3) The Work Product: “Game Changer”/
“Gaspworthy” WOW Projects
“… but I'm having a hard time
imagining 300 million Brand Yous.”
“Would you call a clerk in a purchasing
department at a big insurance company
"brand you"? Probably not. But what
about a single Hispanic Mom, age 32,
raising 3 kids in the LA area and holding
2.5 jobs to do so? I'd call her a hero, selfreliant, resilient--and a Brand You!”
Posted by tom peters at November 20, 2006 10:16 PM
#26.1.4
WOW!
The
Project.
A “position” is
not an
“accomplishment.”
—TP
“Let’s make a
dent in the
universe!”
—Steve Jobs
Your Current Project?
1. Another day’s work/Pays
the rent.
4. Of value.
7. Pretty Damn Cool/Definitely
subversive.
10. WE AIM TO CHANGE THE
WORLD. (Insane!/Insanely
Great!/WOW!)
“Every project we undertake starts with
‘How can
we do what has
never been done
before?’”
the same question:
—Stuart Hornery, Lend Lease
If you are not
prepared to be
fired over your
beliefs … you are
working on the
wrong project.
—TP
#26.1.5
WOW! Projects:
Nuts & Bolts
(a few)
Playmate!*
Playpen!
Prototype!
*Can be Client, supplier … as well as Insider
Where to look for “Playmates”:
F.F.F.F.
(Find a Fellow Freak Faraway)
F2F!/f2fK!/
1@T/R.F!A.*
*Freak-to-Freak/Freak-to-Freaky Kustomer/ One at a Time/ Ready.Fire!Aim.
The
“Sri Lanka
Stratagem”
Forward, march:
BIG
Division, BIG Customer,
Where NOT to look for “Playmates”:
BIG Vendor,
UP
Culture of Prototyping
“Effective prototyping may be
the most valuable core
competence an innovative
organization can hope
to have.”
—Michael Schrage
#26.1.6
WOW!
Projects
Epidemic:
Starting a
Demos, Heroes,
Stories!
Premise:
“Ordering”
Systemic Change is a
Waste of Time!
“Somewhere in your
organization, groups of people
are already doing things
differently and better. To
create lasting change,
find these areas of
positive deviance and fan
the flames.”
—Richard Tanner Pascale &
Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
“Some people look for
things that went wrong
and try to fix them. I
look for things
that went right, and
try to build off
them.”
—Bob Stone (Mr ReGo)
JKC
1. Scour for renegades;
wine & dine.
2. Go outside for funds.
Demo = Story
“A key – perhaps the key –
to leadership is the
effective communication
of a story.”
—Howard Gardner, Leading Minds:
An Anatomy of Leadership
Best
story
wins!
REAL Org Change: Demos
& Models (“Model
Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to
reinvent gov’t”)/
Stories & Storytellers (Props!)/
Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/
Cheerleaders & Recognition (Pos>>Neg, Volume)/
New Language (Hot/Emotional/WOW)/ Seekers
(networking mania)/ Protectors/ Support Groups/
End Runs—“Pull Strategy” (weird alliances, weird
customers, weird suppliers, weird alumnae-JKC)/ Field “Real
People” Focus (3 COs) (long way away)/
Speed (O.O.D.A. Loops—act before the “bad guys” can react)
C.f., Bob Stone, Lessons from an Uncivil Servant
Demos!
Heroes!
Stories!
Build a “School on top of
a school”/ContinuingExec Ed (The Parallel
Universe Strategy)
Stories … Paint me a
picture … Story
“infrastructure” … Demos
… Quick prototypes …
Experiments … Heroes …
Renegades … Skunkworks
… Demo Funds … V.C. … G.M.
… Roster … Portfolio …
Stone’s Rules … JKC’s Rules
Subversive Change
Be(very)ware “genetic constraints” (history’s looong arm)
You must “do” Gandhi
Hire weird (fulltime or temp)
Find the extant crazies (troll for them via offers to join
weird project teams)
Create a (quiet) “Crazies Club”/Keep extendin’ the Web
Create “boondocks projects” by the truckload (with
partners of every flavor)
Understand: Yours is a “protection racket”
Sky High Standards!! (There’s a deadly serious reason for
“all this”—life or death)
TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway;
Kelly Johnson; John Boyd
SP: “But can you turn a ‘defensive player’
into an ‘offensive player’?”
TP: “Yes! Work with him/her to re-frame
their principal project to the point that
their ego is fully engaged and it becomes
something of a ‘life compulsion.’ ” *
* “If you and I had $150K in the bank and on the line
and the day before the opening the Fire Inspector …”
Up,
Up,
Up,
Up
the Value-added Ladder.
#26.2
EXCELLENCE.
VALUE-ADDED LADDER II.
EXPERIENCE IT.
“Experiences
are as distinct
from services as
services are from
goods.”
—Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
Stage
“The ‘surplus society’ has a surplus of
companies, employing
similar
similar
similar
similar
similar
people, with
educational backgrounds, coming up with
similar
similar
ideas, producing
with
prices and
things,
quality.”
—Kjell Nordström and Jonas Ridderstråle, Funky Business
This is not
a “mature
category.”
This is an
“undistinguished
category.”
“When we did it
‘right’ it was still
pretty ordinary.”
—Barry Gibbons on “Nightmare No. 1”
“Companies have
defined so much
‘best practice’
that they are now
more or less
identical.”
—Jesper Kunde, Unique Now ... or Never
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’
And I really believe
that sets us apart. The third place is
that place that’s not work or home. It’s
the place our customers come for
refuge.” —Nancy Orsolini, District Manager
Warren Goes
Shopping …
Q: “Why did you buy
Jordan’s Furniture?”
A: “Jordan’s is
It’s all
showmanship.”
spectacular.
Source: Warren Buffet interview/Boston Sunday Globe/12.05.04
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-old accountant
to dress in black
leather, ride through
small towns and have
people be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences*
Customer Success/Implemented
Gamechanging Solutions
Services
Goods
Raw Materials
*Theatrical Skills (Degree: Theater Arts)
Beyond the “Transaction”/ “Satisfaction” Mentality
“Good hotel”/ “Happy guest”/
“Exceeded Expectations”
vs.
“Great Vacation”/
“Great Conference”/
“Operation Personal
Renewal”
C
*Chief e
O*
Xperience Officer
Hire a
theater director,
as a consultant
or FTE!
First Step (?!):
“Car designers need to create a
story. Every car provides an
opportunity to create an adventure.
…
“The Prowler makes you smile.
Why? Because it’s focused. It has a
plot, a reason for being, a passion.”
Freeman Thomas, co-designer VW Beetle; designer Audi TT
Hmmmm(?): “Only” Words …
Story
Adventure
Smile
Focus
Plot
Passion
“Most executives have
no idea how to add value
to a market in the
metaphysical world. But
that is what the market will cry
out for in the future. There is no
lack of ‘physical’ products to
choose between.”
Jesper Kunde, Unique Now ... or Never [on the
excellence of Nokia, Nike, Lego, Virgin et al.]
Extraction & Goods:
Male dominance
Services &
Female
dominance
Experiences:
#26.2.1
Planetree:
A Radical Model for New
Healthcare/Healing/
Wellness Excellence
"All sane persons agree that 'healthcare needs an overhaul.' And that's where
the agreement stops. Healthcare issues are thorny, and system panaceas are
about as likely as the sun rising in the West. But there is good news here and
there--and great news courtesy the Planetree Model.
"In the midst of ceaseless gnashing of teeth over 'healthcare issues,' the
patient and frontline staff often get lost in the shuffle. Enter Planetree. While
oceanic systemic solutions remain out of reach, Planetree provides a
remarkable demonstration of what healthcare--with the patient at the center-can be all about; and is all about among Planetree Alliance members.
"I know this may sound ridiculous, but everything about the 'model' works. It
is great for patients and their families--and is truly about humanity and
healing and health and longterm wellness, not just a 'fix' for today's problem.
It is great for staff--Planetree-Griffin is rightly near the top of the 'best places
to work in America' list, year in and year out. And Planetree also works as a
'business model'--any effectiveness measure you can name is in the Green
Zone at Griffith.
"For 25 years my 'gig' has been 'excellence.' Put simply, there is no better
exemplar of customer-centered, employee-friendly excellence, in any
industry, than Griffin-Planetree. The Planetree model works--and in my
extensive work in the health sector, I 'sell' it shamelessly, and pray that my
clients are taking it all in."
tom peters/response to request for comment on Planetree
The 9 Planetree Practices
1. The Importance of Human Interaction
2. Informing and Empowering Diverse Populations: Consumer
Health Libraries and Patient Information
3. Healing Partnerships: The importance of Including
Friends and Family
4. Nutrition: The Nurturing Aspect of Food
5. Spirituality: Inner Resources for Healing
6. Human Touch: The Essentials of Communicating
Caring Through Massage
7. Healing Arts: Nutrition for the Soul
8. Integrating Complementary and Alternative Practices
into Conventional Care
9. Healing Environments: Architecture and Design
Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
The Patient-Family Experience
“Patients are stripped of control, their clothes are
taken away, they have little say over their schedule,
and they are deliberately separated from their family
and friends. Healthcare professionals control all of the
information about their patients’ bodies and access to
the people who can answer questions and connect them
with helpful resources. Families are treated more as
intruders than loved ones.” Putting Patients First
—
Susan Frampton, Laura Gilpin, Patrick Charmel
,
1. The Importance
of Human
Interaction
139,380 former
patients from 225 hospitals:
Press Ganey Assoc:
none
of THE top 15 factors
determining Patient Satisfaction
referred to patient’s health outcome
PS directly related to Staff Interaction
PS directly correlated with Employee
Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require
more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the
interactions themselves add nothing to the budget.
Kindness is
free.
Listening to patients or answering their
questions costs nothing. It can be argued that negative
interactions—alienating patients, being non-responsive to their
needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative,
withdrawn and less cooperative—requiring far more time
than it would have taken to interact with them initially in a
positive way.” —Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
2. Informing and
Empowering Diverse
Populations: Consumer
Health Libraries and
Patient Information
Planetree Health Resources Center/1981
Planetree Classification System
Consumer Health Librarians
Volunteers
Classes, lectures
Health Fairs
Griffin’s Mobile Health Resource Center
Open Chart Policy
Patient Progress Notes
Care Coordination Conferences (Est
goals, timetable, etc.)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
3. Healing
Partnerships: The
Importance of
Including
Friends and Family
Care Partner Programs
(IDs, discount meals, etc.)
Unrestricted visits (“Most Planetree hospitals
have eliminated visiting restrictions altogether.”) (ER at one
hospital “has a policy of never separating the patient from the
family, and there is no limitation on how many family members
may be present.”)
Collaborative Care Conferences
Clinical Guidelines Discussions
Family Spaces
Pet Visits (POP: Patients’ Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
4. Nutrition:
The Nurturing
Aspect of Food
Kitchen
Beautiful cutlery,
plates, etc
Chef reputation
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
5. Spirituality:
Inner Resources
for Healing
Griffin:
redesign chapel (waterfall,
quiet music, open prayer book)
Other:
music, flowers, portable
labyrinth
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
6. Human Touch:
The Essentials of
Communicating
Caring Through
Massage
Mid-Columbia Medical Center/Center for Mind and Body
Massage for every patient scheduled for
ambulatory surgery (“Go into surgery with
a good attitude”)
Infant massage
Staff massage (“caring for the caregivers”)
Healing environments: chemo!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
7. Healing Arts:
Nutrition for
the Soul
Griffin:
Music in the parking
lot; professional musicians in
the lobby (7/week, 3-4hrs/day) ;
5 pianos
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
;
8. Integrating
Complementary and
Alternative Practices
into Conventional Care
Griffin IMC/Integrative Medicine Center
Massage
Acupuncture
Meditation
Chiropractic
Nutritional supplements
Aroma therapy
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
9. Healing
Environments:
Architecture and
Design Conducive
to Health
“Planetree Look”
Woods and natural materials
Indirect lighting
Homelike settings
Goals: Welcome patients, friends and
family … Value humans over technology ..
Enable patients to participate in their care
… Provide flexibility to personalize the
care of each patient … Encourage
caregivers to be responsive to patients …
Foster a connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Access to nurses station:
“Happen to”
vs
“Happen with”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Conclusion:
Caring/Growth
“Experience”
“It was the goal of
Planetree to help
patients not only get
well faster but also to
stay well longer.”
—Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
Care!/Love!/Spirit!
Self-Control!
Connect!/learn!/
involve!/Engage!
Understanding!/Growth!
De-stress!/heal!
Whole patient & family
& friends!
be well!/stay well!
“Planetree is about
human beings
caring for other
human beings.”
—Putting Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel (“Ladies and gentlemen serving
ladies and gentlemen”—4S credo)
F.Y.I.: It
works!
Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results:
Financially successful.
Expanding programsphysically. Growing market
share. Only hospital in “100
Best Cos to Work for”—
7 consecutive years,
currently #6.
—“Five-Star Hospitals,” Joe Flower, strategy+business (#42)
9 July 2008/HealthLeaders Media
2008 Top
Leadership Team in
Healthcare: Griffin
Hospital
“How will you know when the healthcare industry has
finally entered the 21st century? When error rates at
hospitals are close to zero. When doctors and nurses
use evidence-based protocols in your treatment. When
you can decide how much to spend on treatment, and
you have the information and the opportunity to
determine the best value. When your primary care
physician is in charge of your extended care team,
operating as your command central. When all members
of the medical community—nurses, doctors, pharmacists
and specialists—work together seamlessly on your
behalf. When their combined efforts are tracked,
measured, and reported on—and the insurance
reimbursements awarded to them are based on
performance. When you see that hospitals, pharmacies
and doctors are working harder in all aspects to
make sure you are an informed consumer who has
trust and confidence in the services they offer and the
prices they charge.” —John Hammergren & Phil Harkins,
Skin in the Game: How Putting Yourself First Today
Will Revolutionize Healthcare Tomorrow
“What’s Really Propping
Up the Economy:
Healthcare has added 1.7
million jobs since 2001.
The rest of the private
sector? None.”
Source: Title, cover story, BusinessWeek, 0925.2006
#26.2.1.1
Part One: A
Civilian Looks
at Your World
“If we sent 30 percent
of the doctors in this
country to Africa, we
might raise the level of
health on both
continents.” —Dr Elliott Fisher,
Center of Evaluative Clinical Sciences, Dartmouth Medical School
(“Overdose,” Atlantic, Shannon Brownlee.)
The Healthcare14: U.S. Healthcare Trauma in 2008
U.S. Life expectancy rank: #45.
WHO, overall American healthcare system performance: #37
(#1 in cost).
Access: Denied to 10s of millions un/underinsured.
Unnecessary annual health-system deaths: 200,000-400,000 or
more.*
Performance/top med centers: Problematic re quality of care
and follow-up.*
Over-treatment (meds, tests, procedures): Pandemic.*
Use of hard evidence in medical decision-making: Spotty at best.*
Collection of evidence based on reported treatment errors: Low.*
Use of S.O.P.s in treatment regimes: Spotty.*
Incentives for appropriate care: Low.*
Incentives for in-appropriate care: High.*
Emphasis on prevention and wellness: Low.*
Emphasis on chronic-care: Low.*
State-of-the-art IS/IT: Rare.*
*Fixable without legislation or major societal change—eg can by and large be improved dramatically without
some form of mandated universal access to care and in the absence of, say, a full-fledged War on Obesity.
(Evidence in support of this proposition is the fact that in every category starred above there are Pockets of
Excellence—hospitals and other health-service organizations, facing the same realities as their peers, that
really “get it.”)
TP & Healthcare/May 2008:
***Prevention and wellness
***Population outcomes, outcomes in general;
key metrics
***EMR, info-tech for procedural integration and guidance for
evidence-based treatment.
***Safety
***Quality
***Chronic care
***Provision of the basics
***Simple tools (Checklists)
***Clinical micro-systems (Patient Care Teams)
***Patient Quarterbacks (Family Practice specialists,
PAs, Nurses)
***Patient-centric/Healing environments (Planetree/Griffin)
***Evidence-based medicine
***Primary care
***Overtreatment
***Obesity
Outline: 17
“Chapters”
1. Some Resources
2. “ ‘Bottom’ Line” (??): U.S. Life Expectancy
Ranks #45
3. K.I.A. & Wounded: A House (Hospital) of a
Half-million Horrors
4. How “It” “Works” (And Feels to the Inmates)
5. You Must Be Your Own Boss!
6. Over-treatment!!!!!!!!!!!! (One-third of Total
Cost)
7. F.Y.I.: The Dominating (!) Role of Healthcare
in the American Economy
8. Pick of the Litter: Our “Best” Hospitals? (Hint:
Drum Roll for the VA!)
9. See No Evil, Report No Evil: A Culture of
Cover-up
10. And “They” Call It “Science” I: The
Overwhelming Lack of Treatment Validation
11. And “They” Call It “Science” II: Astounding
Geographic Treatment Variation
12. Shining Star, A/The …
13. IS/IT: The “Dark Ages” Saga Continues
14. K.I.S.S./Keep It Simple, Stupid: Un-sexy
“Stuff” Could Save Tens of Thousands of
Lives and Extend Hundreds of Thousands
of Others
15. Wellness-Prevention: No Good Deed Goes
Unpunished
16. From “Healthcare” to “Health”:
The “Oughtas”
17. Healthcare Meets Health: The Incredible
Case of the Planetree Alliance
Bonus: Tom’s Nobels
10. And “They” Call It “Science” I: The
Overwhelming Lack of Treatment Validation
11. And “They” Call It “Science” II: Astounding
Geographic Treatment Variation
12. Shining Star, A/The …
13. IS/IT: The “Dark Ages” Saga Continues
14. K.I.S.S./Keep It Simple, Stupid: Un-sexy
“Stuff” Could Save Tens of Thousands of
Lives and Extend Hundreds of Thousands
of Others
15. Wellness-Prevention: No Good Deed Goes
Unpunished
16. From “Healthcare” to “Health”:
The “Oughtas”
17. Healthcare Meets Health: The Incredible
Case of the Planetree Alliance
Bonus: Tom’s Nobels
CEO, CMO/CHIEF MEDICAL OFFICER, CNO/CHIEF NURSING OFFICER, CFO, ETC. [traditional jobs]
DEPUTY CEO/PATIENT SAFETY & QUALITY
Director “Hands Clean” Mandate
Director Error-free Medications Program
Director Simple-Tools-That-Save-Lives Programs
Director Over-treatment Evaluation & Management
CHIEF CLINICAL EVALUATIONS OFFICER
Director Evidence-based Medicine Initiatives
Director Best-practices Program
Director Error Reporting & Evaluation Initiative
CISO/CHIEF INFORMATION SYSTEMS OFFICER
Director Electronic Medical Records
Director Cross-functional IS Engagement & Implementation
Teams
DEPUTY CEO/HEALTH & HEALING & COMMUNITY OUTREACH
Director Wellness & Prevention Programs
Director Follow-up Patient Behaviors Program
Director Public Health Initiatives
Director Wellness Programs
Director Kids’ Education Programs
CPCCO/CHIEF PATIENT-CENTRIC CARE OFFICER
Director Patient Experience Programs
Director Planetree Practices Programs
Director Patient “Home Port” & Self- & FamilyManagement Programs
DEPUTY CEO/PEOPLE
Director Teams-based Organization
CCCO/CHIEF CHRONIC-CARE OFFICER
DEPUTY CEO CROSS-FUNCTIONAL COORDINATION OFFICER
Director Patient-Treatment Teams Implementation
Director Cross-functional Communications Initiatives
“1-in-7 Chance
of Medical
Mishap: Health
Ministry Report”
Source: Headline, The Press, Christchurch, NZ,
0216.08 (odds of a screw-up during a hospital stay)
DVM/Lyme/2005-2008
**Multiple diagnoses (>5)
**Specialist self-certainty
**Health deterioration failed to produce urgencycommunication
**Virtually no communications between specialists
**Follow-up very spotty unless bugged incessantly
**Lost major test results, mis-placed 3 or 4
occasions
**Near fatal drug mistake (one nurse takes charge)
**Effectively, disinterest in chronic-care
**Lack of curiosity
1900-1960, life
expectancy grew 0.64 %
per year; 1960-2002,
0.24% per year, half from
airbags, gun locks,
service employment …
“Bottom line” :
Source: Best Care Anywhere: Why VA Healthcare Is Better Than Yours/Phillip Longman
“The more doctors and specialists around, the more tests
and procedures performed. And the results of all these
tests and procedures? Lots more medical bills, exposure
to medical errors, and a loss of life expectancy.
“It was this last conclusion that was truly shocking, but it became
unavoidable when [Dartmouth’s Dr. Jack] Wennberg and others
They found it’s not
just that renowned hospitals
and their specialists tend to
engage in massive
overtreatment. They also tend
to be poor at providing critical
but routine care.”
broadened their studies.
Source: Best Care Anywhere: Why VA Healthcare Is Better Than Yours/Phillip Longman
“If we sent 30 percent of
the doctors in this
country to Africa, we
might raise the level of
health on both
continents.” —Dr Elliott Fisher,
Center of Evaluative Clinical Sciences, Dartmouth
Medical School (“Overdose,” Atlantic, Shannon
Brownlee.)
98,000 killed
and 2,000,000
CDC 1998:
injured from
hospital-caused drug
errors & infections
1,000,000
“serious medication errors per
year” … “illegible handwriting,
misplaced decimal points, and
missed drug interactions and
allergies.”
Source: Wall Street Journal /Institute of Medicine
“Hospital infections kill an
estimated 103,000 people
in the United States a year,
as many as AIDS, breast
cancer and auto accidents
combined.
… Today, experts estimate that more than 60 percent of
staph infections are M.R.S.A. [up from 2 percent in 1974]. Hospitals in Denmark,
Finland and the Netherlands once faced similar rates, but brought them down to below
1 percent. How? Through the rigorous enforcement of rules on hand washing, the
meticulous cleaning of equipment and hospital rooms, the use of gowns and
disposable aprons to prevent doctors and nurses from spreading germs on clothing
and the testing of incoming patients to identify and isolate those carrying the germ. …
Many hospital administrators say they can’t afford to take the necessary precautions.”
—Betsy McCaughey, founder of the Committee to Reduce Infection Deaths (New York Times/06.06.2005)
“Experts estimate that more
than a hundred thousand
Americans die each year not
from illness but from their
prescription drugs. Those deaths, occurring
quietly, almost without notice in hospitals, emergency rooms, and
homes, make medicines one of the leading causes of death in the
United States. On a daily basis, prescription pills are estimated to kill
more than 270 Americans. … Prescription medicines, taken
according to doctors’ instructions, kill more Americans than either
diabetes or Alzheimer’s disease.”
Source: Our Daily Meds: How the Pharmaceutical Companies
Transformed Themselves into Slick Marketing Machines and
Hooked the Nation on Prescription Drugs —Melody Petersen
140,000,000
illegible
prescriptions
per year
—John Hammergren & Phil Harkins, Skin in the Game: How
Putting Yourself First Today Will Revolutionize Healthcare
Tomorrow
**1,500,000,000,000
claims per year
**30% errors
**15% lost
**25% paper-based
Source: John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
“stunning lack of
scientific knowledge
about which
treatments and
procedures actually
work”
Source: Best Care Anywhere: Why VA Healthcare Is Better Than Yours/Phillip Longman
“The results are deadly. In addition
to the 98,000 killed by medical
errors in hospitals and the 90,000
deaths caused by hospital
infections, another 126,000 die
from their doctor’s failure to
observe evidence-based protocols
for just four common conditions:
hypertension, heart attack,
pneumonia, and colorectal cancer.”
[TP: total 314,000]
Source: Best Care Anywhere: Why VA Healthcare Is Better Than Yours/Phillip Longman
“Plus God alone
knows how many
casualties in
doctors’ offices,
Tom”
—Thom Mayer
Skin in the Game: How
Putting Yourself First
Today Will Revolutionize
Healthcare Tomorrow
—John Hammergren (CEO, McKesson) & Phil Harkins
2008: $2.2 trillion
2016: $4 trillion
Source: John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
“ … 25 to 30 percent of our
$2.2 trillion goes to wasted
care* in the form of
preventable errors, incorrect
diagnoses, redundant
treatment, unnecessary
infections, and extra time
spent in the hospital.
*and another 20% to paperwork
Source: John Hammergren & Phil Harkins, Skin in
the Game: How Putting Yourself First Today
Will Revolutionize Healthcare Tomorrow
140,000,000
illegible
prescriptions
per year
—John Hammergren & Phil Harkins, Skin in the Game: How
Putting Yourself First Today Will Revolutionize Healthcare
Tomorrow
**1,500,000,000,000
claims per year
**30% errors
**15% lost
**25% paper-based
Source: John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
”I can receive a BlackBerry
message from a colleague
climbing a mountain, yet I still
show up at a doctor’s office
[and after a 45-minite wait]
learn that my hospital test
results have not arrived weeks
after they should have.”
—John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
Up To 500,000 Lives: “The medical
system has been unable to turn proven
remedies into everyday care.* Half the people
who need to be treated to prevent heart
attacks are not treated and half who are
treated are treated inadequately. Patients go
home with the wrong drugs or the wrong
doses or misimpressions about the
importance of taking their medications.”
*More: 55% chance of “receiving the best
recommended care—which means getting scientifically
appropriate, evidence-based medical treatment”
—The New York Times, from John Hammergren &
Phil Harkins, Skin in the Game:How Putting Yourself
First Today Will Revolutionize Healthcare Tomorrow
“The private insurance industry
has little incentive to see people
live healthy lives beyond 65 when
their customers automatically
drop out of the employer-based
system and enter the
government-based system.”
—John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
“How will you know when the healthcare industry has finally
entered the 21st century? When error rates at hospitals are
close to zero. When doctors and nurses use evidence-based
protocols in your treatment. When you can decide how
much to spend on treatment, and you have the information
and the opportunity to determine the best value. When your
primary care physician is in charge of your extended care
team, operating as your command central. When all
members of the medical community—nurses, doctors,
pharmacists and specialists—work together seamlessly on
your behalf. When their combined efforts are tracked,
measured, and reported on—and the insurance
reimbursements awarded to them are based on performance.
When you see that hospitals, pharmacies and doctors are
working harder in all aspects to make sure you are an
informed consumer who has trust and confidence in the
services they offer and the prices they charge.”
—John Hammergren & Phil Harkins, Skin in the Game: How Putting
Yourself First Today Will Revolutionize Healthcare Tomorrow
“ … 25 to 30 percent of our $2.2 trillion goes to
wasted care in the form of preventable errors,
incorrect diagnoses, redundant treatment,
unnecessary infections, and extra time spent in the
Team-based medicine, barcode prescription scanning,
evidence-based medicine—all of
these are systems and innovations
that are being put into place to
eliminate waste so that we can
re-apply the money.”
hospital.
—John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
“We spend more time and
effort buying a disposable
good like a car than we do
looking after an indispensable
good—our health.”
—John Hammergren & Phil Harkins, Skin in the Game:
How Putting Yourself First Today Will Revolutionize
Healthcare Tomorrow
#26.2.2
Excellence.
Bank on it.
(commerce bank.)
The Commerce Bank Model
“Are you going to cost cut
your way to prosperity?
Or …
are you going to spend your
way to prosperity?”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
*deposit focused.
*Customer value-added.
*Great retail experience.
*Best facilities. Best locations.
*No stupid rules.
*Driven by revenue growth,
not cost reduction.
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
“cost cutting
is a death
spiral.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
“Our whole
story is
growing
revenue.”
—Vernon Hills (Top-line driven; standard
is bottom-line driven by cost cutting)
The Commerce Bank Model
“over-invest in our
people, over-invest
in our facilities.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
“we want
them in our
stores.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
Commerce Bank: From “Service” to “Experience”
7X. 730A800P. F12A.*
*’93-’03/10 yr annual return: CB: 29%;
WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
The Commerce Bank Model
“we don’t accept the 80/20 theory.
We believe every customer has
value, that you can’t tell which
one is the high-value customer
over time, and that that
philosophy degrades the brand.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
“every computer at commerce bank has a
special red key on it that
says, ‘found something stupid that we are doing
that interferes with our ability to service the
customer? Tell us about it, and if we agree, we
will give you $50.’”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
YESBANK*
*Commerce Bank
“You do not merely want to be
You
want to be
considered the
only ones who
do what you
do.”
the best of the best.
—Jerry Garcia
#26.2.3
WallopWal*Mart16*
*Or: Why it’s so ABSURDLY EASY
to BEAT a GIANT Company
The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “miniWal*Mart.)
*Never attack the monsters head
business and lukewarm customers.)
on! (Instead steal niche
*“Dramatically
Different”
(La Difference ... within our community, our
industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS
WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You
ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients,
ON EMOTION/CONNECTION!!)
Vendors. (BEAT THE BIGGIES
“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 NeimanMarcus 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 to drive
The thing that all
these companies have in
common is that they have
nothing in common.
looking in the rearview mirror.
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 Company
The “Small Guys” Guide: Wallop Wal*Mart16
*Hands-on, emotional leadership. (“We are a great &
cool & intimate & joyful & dramatically different team working to
transform our Clients lives via Consistently Incredible
Experiences!”)
*A community
out of it!)
star! (“Sell” local-ness per se. Sell the hell
*An
incredible experience, from the first to last
moment—and then in the follow-up! (“These guys
are cool! They ‘get’ me! They love me!”)
*DESIGN DRIVEN! (“Design” is a premier weapon-inpursuit-of-the sublime for small-ish enterprises, including the
professional services.)
The “Small Guys” Guide: Wallop Wal*Mart16
*Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in at
least the short term … marked by notably progressive
policies.) (THIS IS EMINENTLY DO-ABLE!!)
*Sophisticated
use of information
technology. (Small-“ish” is no excuse for “small
aims”/execution in IS/IT!)
*Web-power! (The Web can make very small very
big … if the product-service is super-cool and one
purposefully masters buzz/viral marketing.)
*Innovative! (Must keep renewing and expanding
and revising and re-imagining “the promise” to
employees, the customer, the community.)
The “Small Guys” Guide: Wallop Wal*Mart16
*Brand-Lovemark* (*Kevin Roberts) Maniacs!
(“Branding” is not just for big folks with big budgets. And modest
size is actually a Big Advantage in becoming a local-regionalniche “lovemark.”)
*Focus
*
on women-as-clients. (Most don’t. How stupid.)
Excellence!
(A small player … per me …
has no right or reason to exist unless they are in Relentless
Pursuit of Excellence. One earns the right—one damn day and
client experience at a time!—to beat the Big Guys in your chosen
niche!)
The Small*Mart
Revolution: How
Local Businesses
Are Beating Local
Competition
—Michael Shuman
#26.2.3
<TGW
vs.
>TGR
[Things Gone WRONG/Things Gone RIGHT]
“Perfection is achieved
only by institutions on the
point of collapse.”
— C. Northcote Parkinson
3M’s Innovation
Crisis: How Six Sigma
Almost Smothered
Its Idea Culture
Source: Title/Cover Story, BW, 0611.07 (“What’s remarkable is
how fast a culture can be torn apart,” 3M lead scientist; “In
an innovation economy, [6 Sigma] is no longer a cure all”/BW)
“What Rikyu
demanded was not
cleanliness alone,
but the beautiful
and the natural
also.”
—Kakuzo Okakura, The Book of Tea
“Rikyu was watching his son Sho-an as he
swept and watered the garden path. ‘Not clean
enough,’ said Rikyu, when Sho-an had finished
his task, and bade him try again. After a weary
hour, the son turned to Rikyu: ‘Father, there is
nothing more to be done. The steps have been
washed for the third time, the stone planters
and the trees are well sprinkled with water,
moss and lichens are shining with a fresh
verdure; not a twig, not a leaf have I left on the
ground.’ ‘Young fool,’ chided the tea-master,
‘that is not the way a garden path should be
swept.’ Saying this, Rikyu stepped into the
garden, shook a tree and scattered over the
garden gold and crimson leaves, scraps of the
brocade of autumn! What Rikyu demanded was
not cleanliness alone, but the beautiful and the
natural also.” —Kakuzo Okakura, The Book of Tea
Masters of “TGR” Cont.
Granite Rock Co.
(Cross it out if you think we did it poorly)
Elgin Corrugated Box
(days before-after promised delivery)
Up,
Up,
Up,
Up
the Value-added Ladder.
#26.3
EXCELLENCE.
SOUL I.
DESIGN.
“You know a
design is good
when you want
to lick it.”
—Steve Jobs
Source: Design: Intelligence Made Visible,
Stephen Bayley & Terence Conran
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding Experiences
via
“Soul” Through Design*
Customer Success/
Implemented Gamechanging Solutions
Services
Goods
Raw Materials
*
*Blending Beauty, Usability, Theatricality (Degree: MFA/
Master of Fine Arts, “D-school,” Cultural Anthropology)
“Business people
don’t need to
‘understand
designers better.’
Businesspeople need
to be designers.”
—Roger Martin/Dean/Rotman Management School/
University of Toronto
Message (?????):
cannot
Men
design for women’s
needs.
“Perhaps the macho
look can be interesting
… if you want to fight
dinosaurs. But now to
survive you need
intelligence, not power and
aggression. Modern
intelligence means
intuition—it’s female.”
Source: Philippe Starck, Harvard Design Magazine
#26.3.1
EXCELLENCE.
SYSTEMS.
DESIGN.
K.I.S.S.
Lisbon/New Biz:
Weeks
to …
Minutes
(!!!!)
450/8
Great design =
One-page
business plan
(Jim Horan)
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.
Beauty
Grace
Clarity
Simplicity
“One bank is currently
claiming to … ‘leverage its global
footprint to provide effective financial
solutions for its customers by providing
a gateway to diverse markets.’”
—Charles Handy
“I assume that it is just
saying that it is there to
‘help its customers
wherever they are’.”
—Charles Handy
“Seek honest, minimalist management.
Look for companies run by a team that
explains things clearly and briefly. …
You can tell a lot about the firm by
reading an annual report or two. If
management can’t explain the
business in plain English, move
on to another firm. If you see
phrases like ‘creating knowledge-based
value in emerging markets’ … someone
is trying to pull the wool over your eyes,
you lazy Fool. Run.” —Seth Jayson, “Stocks for the
Lazy Investor,” The Motley Fool
The Value-added Ladder/
MEMORABLE CONNECTION
COURTESY THE “ENTIRE SUPPLY CHAIN”
Work as Art*
Customer Success/
Implemented Gamechanging Solutions
Services
Goods
Raw Materials
*Artists and Process Engineers working in tandem
#26.4
EXCELLENCE.
VALUE-ADDED LADDER III.
DREAM IT.
Furniture vs. Dreams
“We do not sell ‘furniture’ at Domain.
We sell dreams. This
is accomplished by addressing the
half-formed needs in our customers’
heads. By uncovering these needs,
we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’
Sales are the inevitable
result.”
— Judy George, Domain Home Fashions
“No longer are we only an insurance
provider. Today, we also offer
our customers the products
and services that help them
achieve their dreams —
whether it’s financial security, buying
a car, paying for home repairs, or even
taking a dream vacation.” —Martin
Feinstein, CEO, Farmers Group
The Marketing of Dreams (Dreamketing)
Dreamketing: Touching the clients’ dreams.
Dreamketing: The art of telling stories
and entertaining.
Dreamketing: Promote the dream,
not the product.
Dreamketing: Build the brand around
the main dream.
Dreamketing: Build the “buzz,” the
“hype,” the “cult.”
Source: Gian Luigi Longinotti-Buitoni
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ EMOTION
Dreams Come True*
Design-driven Spellbinding
Experiences
Customer Success/Implemented
Gamechanging Solutions
Services
Goods
Raw Materials
*Psychologists (Degree: Psychology)
C
*Chief Dream Merchant
Six Market Profiles
1. Adventures for Sale
2. The Market for Togetherness,
Friendship and Love
3. The Market for Care
4. The Who-Am-I Market
5. The Market for Peace of Mind
6. The Market for Convictions
Rolf Jensen/The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your Business
Six Market Profiles
1. Adventures for Sale/ IBM-UPS
2. The Market for Togetherness, Friendship
and Love/ IBM-UPS
3. The Market for Care/ IBM-UPS
4. The Who-Am-I Market/ IBM-UPS
5. The Market for Peace of Mind/ IBM-UPS
6. The Market for Convictions/ IBM-UPS
Rolf Jensen/The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your Business
“The sun is setting on the Information Society—even
before we have fully adjusted to its demands as
individuals and as companies. We have lived as hunters
and as farmers, we have worked in factories and now we
live in an information-based society whose icon is the
We stand facing the
fifth kind of society: the
Dream Society. … Future products will
computer.
have to appeal to our hearts, not to our heads. Now is the
time to add emotional value to products and services.”
Rolf Jensen/The Dream Society:How the Coming Shift from
Information to Imagination Will Transform Your Business
#26.4.1
EXCELLENCE.
SOUL II.
THE STORY.
“Storytelling
is the core
of culture.”
—Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
Market Power =
Story Power
Best
story
wins!
C
O*
*Chief Storytelling Officer
“We are in the twilight of a society based on data. As
information and intelligence become the domain of
computers, society will place more value on the one human
ability that cannot be automated: emotion. Imagination, myth,
ritual - the language of emotion - will affect everything from
our purchasing decisions to how we work with others.
Companies will thrive on
the basis of their stories
and myths.
Companies will need to
understand that their products are less important than their
stories.” —Rolf Jensen, Copenhagen Institute for Future Studies
The Value-added Ladder/ EMOTION
Dreams Come
True/Best Story Wins*
Design-driven Spellbinding Experiences
Customer Success/Implemented
Gamechanging Solutions
Services
Goods
Raw Materials
*Anthropology (Degree: Anthropology)
#26.5
EXCELLENCE.
VALUE-ADDED LADDER III.
ALL YOU NEED IS LOVE.
“Brands have
run out of
juice. They’re
dead.”
—Kevin Roberts/Saatchi & Saatchi
“Brands Are Out of Juice”
1. Brands are worn out from overuse.
2. Brands are no longer mysterious.
3. Brands can’t understand the new consumer.
4. Brands struggle with good old-fashioned
competition.
5. Brands have been captured by formula.
6. Brands have been smothered by creeping
conservatism.
Source: Lovemarks: The Future Beyond Brands, Kevin Roberts
Kevin Roberts:
Lovemarks!
“When I first suggested that Love was the
way to transform business, grown CEOs
blushed and slid down behind annual
accounts. But I kept at them. I knew it was
Love that was missing. I knew that Love
was the only way to ante up the emotional
temperature and create the new kinds of
relationships brands needed. I knew that
Love was the only way business could
respond to the rapid shift in control to
consumers.” —Kevin Roberts/Lovemarks
Brand …………………………………………………. Lovemark
Recognized by consumers ………………. Loved by People
Generic ………………………………………………… Personal
Presents a narrative ………………….. Creates a Love story
The promise of quality ……………… A touch of Sensuality
Symbolic ………………………………………………….. Iconic
Defined ………………………………………………….. Infused
Statement ………………………………………………….. Story
Defined attributes ……………………... Wrapped in Mystery
Values ………………………………………………………. Spirit
Professional …………………………... Passionately Creative
Advertising agency ………………………….. Ideas company
Source: Kevin Roberts, Lovemarks
“When we were working
through the essentials of a
Mystery
Lovemark,
was always at the top of the
list.”
—Lovemarks: The Future Beyond Brands, Kevin Roberts
Tattoo Brand: What %
of users would tattoo the
brand name on their body?
Top 10 “Tattoo Brands”*
Harley .… 18.9%
Disney .... 14.8
Coke …. 7.7
Google .... 6.6
Pepsi .... 6.1
Rolex …. 5.6
Nike …. 4.6
Adidas …. 3.1
Absolut …. 2.6
Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch,
Taste, Smell, Sight, and Sound, Martin Lindstrom
Top 10 “Tattoo Brands”*
Harley .… 18.9%
Disney .... 14.8
Coke …. 7.7
Google .... 6.6
Pepsi .... 6.1
Rolex …. 5.6
Bunge … ??
Nike …. 4.6
Adidas …. 3.1
Absolut …. 2.6
Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch,
Taste, Smell, Sight, and Sound, Martin Lindstrom
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ ECSTASY
Lovemark*
Dreams Come True/
Best Story Wins
Spellbinding Experiences/
“Soul” Through Design
Customer Success/Implemented
Gamechanging Solutions
Services
Goods
Raw Materials
*Passion (Degree: ????)
C
O*
*Chief Lovemark Officer
Up,
Up,
Up,
Up
the Value-added Ladder.
#26.6
Ladder.2008: 4 of 7!
Lovemark
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
New (4 of 7) Value-added “Ladder”:
Plays to Women’s Inherent Strengths!
Lovemark/F
Dreams Come True/F
Spellbinding Experiences/F
Gamechanging Solutions/F
Services/F-M
Goods/M
Raw Materials/M
Note #1:
Men: Reductionist/
Things
Women: Holistic/
Relationships
Note #2: The
composition
of work groups engaged
in the “4 of 7” “new
steps” on the Ladder
must “look like” the
global market we serve!
#26.7
EXCELLENCE.
DOES MATTER
MATTER?
“What Isn’t
Matter Is What
Matters”
—section title, Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
4/96
4/1.30
The Boot … and
Timberland
The Tomato/
Farmer … and
Campbell’s
VA “Teaching Moment”
“Andy pointed to
a molding,
about halfway
up the wall …”
Ladder.2008: 4 of 7!
Lovemark
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
#26.7.1
EXCELLENCE.
NEW VALUE
EQUATION.
NEW “C-levels”.
C.E.O.
to
C.D.O.
C
*Chief
O*
Revenue
Officer
C
*Chief e
O*
Xperience
Officer
C
*Chief Dream Merchant
C
O*
*Chief Festivals Officer
C
*Chief Portal Impresario
C
W
M*
*Chief WikiWorld Maniac
C
O*
*Chief Conversations Officer
C
O*
*Chief Lovemark Officer
C
O*
*Chief Seduction Officer
C
O*
*Chief Storytelling Officer
O*
C
*Chief
Design
Officer
C
O*
*Chief talent acquisition Officer
C
O*
*Chief freaks acquisition Officer
C
O*
*Chief quest-meister
C
O*
*Chief Thrills Officer
C
O*
*Chief WOW Officer
*
C
o
Chief DESTRUCTION Officer
C
o*
*Chief Transcendence Officer
C
*Chief
O*
!
Officer
EXCELLENCE.
BEDROCK.
LEADERSHIP.
THE 9Ps.
THE 1M.
$2.3 trillion
“The West spent …
on foreign aid over the last five decades and
still has not managed to get twelve-cent
medicines to children to prevent half of all
malaria deaths. The West spent $2.3 trillion
and still not managed to get three dollars to
each new mother to prevent five million child
But I and
other
L(+21)
= many
L(-21)
deaths. …
like-minded people keep
trying, not to abandon aid to
the poor, but to make sure it
reaches them.”
$2.3 trillion
“The West spent …
on foreign aid over the last five decades and
still has not managed to get twelve-cent
medicines to children to prevent half of all
malaria deaths. The West spent $2.3 trillion
and still not managed to get three dollars to
each new mother to prevent five million child
Leadership(21A.D.)
=
deaths. … But I and many other
Leadership(21B.C.)
like-minded people keep
trying, not to abandon aid to
the poor, but to make sure it
reaches them.”
THE 9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
“I never, ever thought of
myself as a businessman.
I was interested in
creating things
I would be
proud of.” —Richard Branson
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“I am a …
Dispenser of
Enthusiasm!”
—Ben Zander
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
MBWA
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
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
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—Anon.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
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!
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“Ever notice that
‘what the hell’ is
always the right
decision?”
Source: unknown Hollywood script writer (courtesy The Borealis Press)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“[other]
admirals more
frightened of
losing than
anxious to win”
On NELSON:
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
The 1m
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
#28
“Excellence can be obtained if you:
... care more than others think
is wise;
... risk more than others think
is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
Excellence Is a
Universal
Striving.
If Not
Excellence,
What?
#29
Geron-imo!
"Life is not a journey to the
grave with the intention of
arriving safely in one pretty
and well preserved piece, but
to skid across the line
broadside, thoroughly used
up, worn out, leaking oil,
shouting ‘GERONIMO!’ ”
—Bill McKenna, professional motorcycle racer
(Cycle magazine 02.1982)
END
Part 1.4
END
Part 1