+1/-1+1/-1

S&P 500S&P 500

+1/-1*+1/-1*

*Every …*Every … 22 weeksweeks!!Source: Richard Foster (via Rita McGrath/Source: Richard Foster (via Rita McGrath/HBRHBR/12.26.13/12.26.13

“I am often asked by I am often asked by would-be entrepreneurs would-be entrepreneurs seeking escape from life seeking escape from life within huge corporate within huge corporate structures, structures, ‘How do I build a small firm for myself?’ The answer The answer

seems obviousseems obvious … …

Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“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: BuBuyy a ver a veryy larlarggee

one and one and jjust ust waitwait.”.” —Paul Ormerod, Why Most Things

Fail: Evolution, Extinction and Economics

Two FirstTwo First Things BEFORE Things BEFORE

First ThingsFirst Things

Conrad Conrad Hilton …Hilton …

CONRAD HILTON, at a gala celebrating his

career, was called to the podium and asked,

“What were the most important

lessons you learned in your long and

distinguished career?” His answer …His answer …

““Remember Remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub.”.”

““EXECUTION EXECUTION ISIS STRATEGY.”STRATEGY.”

—Fred Malek—Fred Malek

1/481/48

READY.READY.FIRE.FIRE.AIM.AIM.

H. Ross Perot (vs H. Ross Perot (vs ““Aim! Aim! Aim!”Aim! Aim! Aim!” /EDS vs GM/1985)/EDS vs GM/1985)

““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”

Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1

“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”

Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)

11/48:/48:

WTTMSWWTTMSW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

LONGLONG

Tom Peters’Tom Peters’

EXCELLENCEEXCELLENCE!!

Medtronic EMEAC FY-15Medtronic EMEAC FY-15Annual Kickoff Meeting/Frankfurt/03 June 2014Annual Kickoff Meeting/Frankfurt/03 June 2014

(Slides++ at tompeters.com; (Slides++ at tompeters.com; also see our 23-part Master Compendium at excellencenow.com)also see our 23-part Master Compendium at excellencenow.com)

““Steve, you’re Steve, you’re costing me a costing me a

hundred hundred nanoseconds. nanoseconds. [$100B/Millisecond]

CCan you at least an you at least cross it diagonally?”cross it diagonally?”

1/721: “The greatest “The greatest shortcoming of the shortcoming of the human race is our human race is our

inability to inability to understand the understand the

exponential exponential function.” function.” —Albert A. Bartlett—Albert A. Bartlett

IoT/The Internet of ThingsIoT/The Internet of Things IoE/The Internet of IoE/The Internet of EverythingEverything M2M/Machine-to-MachineM2M/Machine-to-Machine Ubiquitous computingUbiquitous computing Embedded computingEmbedded computing Pervasive computingPervasive computing Industrial InternetIndustrial Internet Etc.*Etc.* **** ******

*“*“More Than More Than 50 BILLION50 BILLION connected devices by 2020” —Ericsson connected devices by 2020” —Ericsson

**Estimated **Estimated 212 BILLION212 BILLION connected devices by 2020—IDC connected devices by 2020—IDC

***“By 2025 IoT could be applicable to ***“By 2025 IoT could be applicable to $82 TRILLION$82 TRILLION of output or of output or approximately one half the global economy”—GE [The WAGs to end all WAGs!]approximately one half the global economy”—GE [The WAGs to end all WAGs!]

““Internet of Things”:Internet of Things”: “The algorithms created by Nest’s machine-learning “The algorithms created by Nest’s machine-learning experts—and the troves of data generated by those algorithms—are just as experts—and the troves of data generated by those algorithms—are just as

important as the sleek materials carefully selected by its industrial designers. important as the sleek materials carefully selected by its industrial designers. By tracking its users and subtly influencing their behaviors, Nest Learning By tracking its users and subtly influencing their behaviors, Nest Learning

Thermostat transcends its pedestrian product category. Nest has similar hopes Thermostat transcends its pedestrian product category. Nest has similar hopes for what has always been a prosaic device, the smoke alarm. Yes, the Nest for what has always been a prosaic device, the smoke alarm. Yes, the Nest Protect does what every similar device does—goes off when smoke or CO Protect does what every similar device does—goes off when smoke or CO

reaches dangerous levels—but it does much more, by using sensors to reaches dangerous levels—but it does much more, by using sensors to distinguish between smoke and steam, Internet connectivity to tell you where distinguish between smoke and steam, Internet connectivity to tell you where

the danger is, a calculated tone of voice to convey a personality, and warm the danger is, a calculated tone of voice to convey a personality, and warm lighting to guide you in the darkness. lighting to guide you in the darkness.

In other words, Nest isn’t only about beautifying the thermostat or adding In other words, Nest isn’t only about beautifying the thermostat or adding

features to the lowly smoke detector. features to the lowly smoke detector. ‘We’re ‘We’re about creating the about creating the

conscious home,’conscious home,’ said Nest said Nest

CEO Fadell. Left unsaid is a grander vision, with even bigger implications, CEO Fadell. Left unsaid is a grander vision, with even bigger implications, many devices sensing the environment, talking to one another, and doing many devices sensing the environment, talking to one another, and doing

our bidding unprompted.”our bidding unprompted.”

Source: “Where There’s Smoke …”, Steven Levy, Source: “Where There’s Smoke …”, Steven Levy, WiredWired, NOV 2013, NOV 2013

Walmart SV =Walmart SV =

1,5001,500

““Just like other members of Just like other members of the board, the algorithm the board, the algorithm

gets to vote on whether the gets to vote on whether the firm makes an investment firm makes an investment in a specific company or in a specific company or

not. The program will be the not. The program will be the sixth member of DKV's sixth member of DKV's

board.”board.”

NONO OPTIONOPTION::Avoiding Avoiding

“Commodity “Commodity Hell”: Service Hell”: Service on Steroidson Steroids

““Lou, with all the money Lou, with all the money I’ve spent with you guys I’ve spent with you guys

on ‘the best this or on ‘the best this or that,’ in fact this that,’ in fact this ANDAND that, why in the hell that, why in the hell

hasn’thasn’t my business been my business been

transformed?”transformed?”

““You are headed You are headed for commodity for commodity

hell if you don’t hell if you don’t have services.”have services.”

—Lou Gerstner, on IBM’s coming revolution —Lou Gerstner, on IBM’s coming revolution

IBIBMMtoto

IIBBMM

PlanetarPlanetary y RainmakerRainmaker--inin--ChiefChief!!

“[CEO Sam] Palmisano’s “[CEO Sam] Palmisano’s strategy is to expand tech’s strategy is to expand tech’s borders by pushing users—borders by pushing users—

and entire industries—and entire industries—towardtoward radicallradically y differentdifferent businessbusiness modelsmodels.. The payoff for IBM would be The payoff for IBM would be

access to an ocean of revenue—Palmisano access to an ocean of revenue—Palmisano

estimates it atestimates it at $$500500 billionbillion aa y yearear ——that technology companies have never been that technology companies have never been

able to touch.”able to touch.” ——FortuneFortune

““If I could have chosen not to tackle the IBM culture head-on,If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude analysis and measurement. In comparison, changing the attitude

and behaviors of hundreds of thousands of people is very, very hard.and behaviors of hundreds of thousands of people is very, very hard.

Yet I came to see in my Yet I came to see in my time at IBM that time at IBM that cultureculture

isn’t just one aspect of the isn’t just one aspect of the

game— game— IT IS THE IT IS THE GGAMEAME.”.”

——Lou Gerstner, Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance

““THE GIANT STALKING BIG OIL: THE GIANT STALKING BIG OIL:

How How SchlumberSchlumberggerer Is Rewriting the Rules of the Is Rewriting the Rules of the

Energy Game.”:Energy Game.”: “IPM [Integrated “IPM [Integrated Project Management] strays from Project Management] strays from [Schlumberger’s] traditional role [Schlumberger’s] traditional role as a service provider and moves as a service provider and moves

deeper into areas once dominated deeper into areas once dominated by the majors.”by the majors.”

Source: Source: BusinessWeekBusinessWeek cover story, January 2008 cover story, January 2008

““Rolls-RoyceRolls-Royce now now earns earns moremore from tasks from tasks

such as managing such as managing clients’ overall clients’ overall

procurement strategies procurement strategies and maintaining and maintaining

aerospace engines it aerospace engines it sells than it does from sells than it does from

making them.”making them.”——EconomistEconomist

UUPPSS toto

UPUPSS

““It’s all about It’s all about

solutionssolutions. We work . We work with customers on with customers on

creating and running creating and running better, stronger, better, stronger, cheaper supply cheaper supply

chains.”chains.” —Bob Stoffel, UPS senior exec—Bob Stoffel, UPS senior exec

““The business of selling is not just about matching The business of selling is not just about matching viable solutions to the customers that require them.viable solutions to the customers that require them.

It’s equally about managing It’s equally about managing the change process the the change process the

customer will need to go customer will need to go through to implement the through to implement the solution and achieve the solution and achieve the value promised by the value promised by the

solution.solution. One of the key differentiators of our One of the key differentiators of our position in the market is our attention to managing position in the market is our attention to managing change and making change stick in our customers’ change and making change stick in our customers’

organization.”organization.”—Jeff Thull, —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

““When I was in medical school, I spent When I was in medical school, I spent hundreds of hours looking into a hundreds of hours looking into a

microscope—a skill I never needed to microscope—a skill I never needed to

know or ever use.know or ever use. Yet I didn’t Yet I didn’t have a single class that have a single class that

taught me communication taught me communication or teamwork skills—or teamwork skills—

something I need every day something I need every day I walk into the hospital.”I walk into the hospital.”

——Peter Pronovost, Peter Pronovost, Safe Patients, Smart HospitalsSafe Patients, Smart Hospitals

““I am I am hundreds of hundreds of times better times better herehere [than in my prior hospital assignment][than in my prior hospital assignment]

because of the support system. because of the support system. It’s It’s like like yyou were workinou were workingg in an in an

ororgganism; anism; yyou are not a sinou are not a singgle cell le cell when when yyou are out there ou are out there

ppracticinracticingg.’”.’”

——quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,”quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from Leonard Berry & Kent Seltman, Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

PSFPSF

The Professional Service Firm50: Fifty Ways to Transform The Professional Service Firm50: Fifty Ways to Transform Your “Department” into a Professional Service Firm Your “Department” into a Professional Service Firm

Whose Trademarks are Passion and Innovation! Whose Trademarks are Passion and Innovation!

HCare CIO: “Technology Executive” (workin’ in a hospital)

Or/to: Full-scale, Accountable (life or death) Member-Partner of

XYZ Hospital’s Senior Healing-

Services Team (who happens to

be a techie)

The PSF35: The Client ExperienceThe PSF35: The Client Experience11. Always team 11. Always team with client: “full partners in with client: “full partners in achieving memorable results” achieving memorable results” (Wanted: “Chimeras(Wanted: “Chimeras of Moonstruck Minds”!) of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in-12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project Planet Team for the Project13. Client Team Members routinely declare that working with us13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” was “the Peak Experience of my Career”14. The job’s not done until implementation is14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go) “100.00% complete” (Those who don’t “get it” must go)

15.15. IMPLEMENTATION IS NOT COMPLETEIMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE” “CULTURE CHANGE”16.16. IMPLEMENTATION IS NOT COMPLETEIMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT “TECHNOLOGY UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)(“Teach a man to fish …”)

17.17. The Final Exam: The Final Exam: DID WE MAKE A DRAMATIC,DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE? LASTING, GAME-CHANGING DIFFERENCE?

“… “… this will this will be the be the

woman’s woman’s century …”century …”

““Research Research suggests that to suggests that to succeed, start by succeed, start by

promoting promoting women.”women.” —Nicholas Kristof, “Twitter, Women, and —Nicholas Kristof, “Twitter, Women, and

Power,” Power,” NYTimesNYTimes, 1024.13, 1024.13

““McKinsey & Company found McKinsey & Company found that the international that the international

companies with more women on companies with more women on

their corporate boards their corporate boards far far outperformedoutperformed the the

average company in return on average company in return on equity and other measures. equity and other measures.

Operating profit was Operating profit was

56%56%higher.” higher.” —Nicholas Kristof, “Twitter, Women, and Power,” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

female managers outshine their male female managers outshine their male counterparts in almost every measure”counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, Source: Horacio Falcao, Cover story/May 2006, World BusinessWorld Business, “Say It , “Say It Like a Woman: Why the 21Like a Woman: Why the 21stst-century negotiator will need the female -century negotiator will need the female touch”touch”

““TAKE THIS QUICK QUIZTAKE THIS QUICK QUIZ: Who manages Who manages more things at once?more things at once? Who puts more effort into Who puts more effort into their appearance?their appearance? Who usually takes care of Who usually takes care of the details?the details? Who finds it easier to meet new Who finds it easier to meet new

people?people? Who asks more questions in a Who asks more questions in a conversation?conversation? Who is a better listener?Who is a better listener? Who Who

has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who

has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touchWho is better at keeping in touch

with others?”with others?”

Source/from the back cover: SellinSellingg Is a Woman’s Game Is a Woman’s Game:: 15 Powerful Reasons Wh15 Powerful Reasons Whyy Women Can Outsell Women Can Outsell

MenMen, Nicki Jo, Nicki Joyy & Susan Kane-Benson & Susan Kane-Benson

““Forget CHINA, Forget CHINA, INDIA and the INDIA and the

INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by

WOMENWOMEN.”.”

Source: Headline, Economist

W W > > 2X2X (C + (C + I)*I)*

**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as

$28 trillion$28 trillion in the next five years. in the next five years.

Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer.

And yet many companies do just that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”

Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09

Women as …Women as …

Purchasing agents: Purchasing agents: 55%55%Purchasing managers: Purchasing managers: 42%42%Wholesale/retail buyers: Wholesale/retail buyers: 52%52%Employee health-benefitEmployee health-benefit

plans: plans: 60%60%

Source: Martha Barletta/TrendSight Group/0517.11Source: Martha Barletta/TrendSight Group/0517.11

MBWAMBWA

2525**/50/50*****Howard’s religion (*Howard’s religion (MBWAMBWA))

**Dov’s Big 2**Dov’s Big 2

““If I had toIf I had to pick one failing pick one failing

of CEOs, it’sof CEOs, it’s that …that …

——Co-founder of one of the largest investment services firms in the USA/worldCo-founder of one of the largest investment services firms in the USA/world

“If I had to pick one failing of

CEOs, it’s that … they don’t read enough.”

11 Mouth, Mouth,

22 Ears Ears

““The doctor The doctor interruptsinterrupts after …*after …*

*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think

18 …18 …

18 … 18 … secondsseconds!!

Suggested Suggested Core Value Core Value #1:#1: “We are Effective “We are Effective

Listeners—we treat Listening Listeners—we treat Listening EXCELLENCEEXCELLENCE as the as the Centerpiece of our Centerpiece of our

Commitment to Respect and Commitment to Respect and Engagement and Community Engagement and Community

and Growth.”and Growth.”

Business Has to Business Has to Give People Give People Enriching, Enriching,

Rewarding LivesRewarding Lives

1/4,096: excellencenow.com1/4,096: excellencenow.com

““Business has to give people enriching, Business has to give people enriching,

rewarding lives … rewarding lives … or it's or it's simsimppllyy not not

worth worth doindoing.”g.”

——Richard BransonRichard Branson

Oath of Office:Oath of Office: Managers/Servant Leaders Managers/Servant Leaders

Our goal is to serve our customers brilliantly and profitably overOur goal is to serve our customers brilliantly and profitably over the long haul.the long haul.Serving our customers brilliantly and profitably over the longServing our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, thehaul is a product of brilliantly serving, over the long haul, the people who serve the customer.people who serve the customer.

Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained everything in between—is abetting the sustained growthgrowth and success and engagement and enthusiasm andand success and engagement and enthusiasm and commitment to Excellence of those, one at a time, commitment to Excellence of those, one at a time, whowho directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.

We—leaders of every stripe—are in the “Human Growth andWe—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to ExcellenceDevelopment and Success and Aspiration to Excellence business.”business.”““We” We” [leaders][leaders] only grow when “they” only grow when “they” [each and every one of our colleagues][each and every one of our colleagues] are are growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our colleagues][each and every one of our colleagues]

are succeeding.are succeeding.““We” We” [leaders][leaders] only energetically march toward Excellence when only energetically march toward Excellence when “ “they” they” [each and every one of our colleagues][each and every one of our colleagues] are energetically marching are energetically marching toward Excellence.toward Excellence.Period.Period.

CORPORATE MANDATE #1 2014:CORPORATE MANDATE #1 2014: Your Your principal principal moralmoral obliobliggationation as a as a

leader is to develop the skillset, leader is to develop the skillset, “soft” and “hard,” of every one “soft” and “hard,” of every one

of the people in your charge of the people in your charge (temporary as well as semi-(temporary as well as semi-permanent) to the maximum permanent) to the maximum

extent of your abilities. The good extent of your abilities. The good news: news: This is also theThis is also the

#1 mid- to lon#1 mid- to longg-term-term … … p profit maximization straterofit maximization strategy!gy!

11stst-Line Bosses -Line Bosses [Cadre of] = [Cadre of] =

Productivity Asset Productivity Asset

#1#1!!

““People People leave leave

manamanaggersers not not companies.”companies.”

——Dave WheelerDave Wheeler

Hiring.Hiring.

““development can help great development can help great

people be even people be even better— better— but if but if I had a dollar to spend, I’d I had a dollar to spend, I’d

spendspend 70 cents70 cents getting the right person getting the right person

in the door.”in the door.” ——Paul Russell, Director, Leadership and Paul Russell, Director, Leadership and

Development, GoogleDevelopment, Google

Training = Training = InvestmentInvestment

#1#1!!

Gamblin’ ManGamblin’ Man

Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as expense rather than as expense rather than investment.investment.Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as defense rather than offense.as defense rather than offense.Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as “necessary evil” rather than as “necessary evil” rather than “strategic opportunity.”“strategic opportunity.”Bet:Bet: >> 8 of 10 CEOs, in 45-min >> 8 of 10 CEOs, in 45-min “tour d’horizon” of their “tour d’horizon” of their business, would not mention business, would not mention training.training.

Promoting:Promoting: 2/year = 2/year = Legacy.Legacy.

Promotion DecisionsPromotion Decisions

“life and “life and death death

decisions”decisions”Source: Peter Drucker, Source: Peter Drucker, The Practice of ManagementThe Practice of Management

Social Business/Social Business/Tech++Tech++

Biz 2014: Get Aboard the “S-Train”Biz 2014: Get Aboard the “S-Train”

SMSM/Social Media./Social Media.

SXSX/Social eXecutives./Social eXecutives.

SESE/Social Employees./Social Employees.

SOSO/Social /Social Organization.Organization.

SBSB/Social Business./Social Business.

IBM Social Business Markers/2005-IBM Social Business Markers/2005-20122012

*433,000 employees on IBM *433,000 employees on IBM ConnectionConnection*26,000 individual blogs*26,000 individual blogs*91,000 communities*91,000 communities*62,000 wikis*62,000 wikis*50,000,000 IMs/day*50,000,000 IMs/day*200,000 employees on Facebook*200,000 employees on Facebook*295, 000 employees/800,000 *295, 000 employees/800,000 followersfollowers of the brandof the brand*35,000 on Twitter*35,000 on Twitter

Source: IBM case, in Cheryl Burgess & Mark Burgess, Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social EmployeeThe Social Employee

ExcellenceExcellence!!

Kevin Roberts’ CredoKevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. AVOID MODERATIONAVOID MODERATION!!