1. Excellence comes from human beings doing things of value that customers find memorable.

2. Remember. You are the only human being in the world who can help this particular customer at this particular moment in time.

3. The thing that keeps a business ahead of the competition is excellence in execution.

4. Brand inside is more important than brand outside for sustained success.

5. Leaders' careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for.

6. Make sure that you spend your time on the things you say are your priorities.

7. Tuck the shower curtain in and give away two-cent candy!

8. It's remarkable how quickly an excellent culture can be torn apart by poor management.

9. Irrelevance comes from always doing the things you know how to do in the way you've always done them.

10. If you love your company and love what you do, you will serve your customers better—period!

Enjoy!

At first glance, one may think, that's it? But, think about it ... paying attention to detail makes all the difference when we are trying to achieve excellence. When we miss the little things, we miss the opportunity to achieve excellence; we fall just short of it.

My question of the day is, "What shower curtain do you need to tuck in?"

While on holiday in New Zealand ... I got to thinking. As time goes by, "one" (me) tends to complexify one's approach to almost everything. The innocence (and clarity) of "days gone by" is blurred. I know that I am "guilty as charged." (By me.) And I think most of the other "gurus" (horrid term, but it's become part of the biz language) have also gotten away from reality. Hence, I began taking notes for a book-like "thing" that is not, in fact, a book. I titled it:

Excellence for "The Rest Of Us":
A "Book" for "Real People," Working in "The Real World" in 2008

The book-that's-not-a-book begins with a Thirty Count Indictment of "guruworld." I have provided 30 contrasting pairs, "Guru focus" versus "RW," Real World. Below I am offering the list, FYI.

The "Indictment" is the opener of a 62-page (so far) "paper" (that's not a book). Attached you will find the entire 62-page, 19,000-word plus document.

Enjoy!
(Or not.)
More to come!

[If you wonder about the origin of "all this," perhaps the sign, discovered on a beach on Golden Bay, New Zealand, will offer a hypothesis.]

Guru focus versus the "real world":

Guru focus: Big companies and attendant first-order, industry-redefining strategic issues.
Real World: Most of us, still, in 2008, don't work for Big Companies; we labor in "SMEs," Small and Medium-sized Enterprises. (Or the likes of government agencies.) And if we are in a big company or agency, most of our focus is the 17-person department in which we labor. (As to "SMEs," Germany is, ahead of China, the planet's #1 exporter, thanks mainly to focused, high-end middle-sized companies, the Mittlestand enterprises.)

Guru focus: Public corporations.
RW: Most of us work in privately owned companies. (Or in those government agencies.)

Guru focus: Cool industries.
RW: Most of us aren't in "Cool" industries, we do pretty ordinary stuff—like my pal, Larry Janesky, who makes a buck, and then another ($60 million, actually), creating "dry basements," that are free of toxic mold and can be used as a spare room or for a playroom or storing anything and everything; or Australian Jim Penman, who has over 2,500 franchises worldwide doing such things as walking dogs, washing dogs, and installing antennae.

Guru focus: "Excellence" is reserved for GE and GE and GE (or Google or, until last week, Boeing).
RW: "Excellence," bar none, is the fabulous, friendly, informative, instantly responsive pharmacy next door that takes on docs and insurance companies with vigor and usually victory. (Gary Drugs on Charles Street in Boston, for me.)

Guru focus: Boss-less, flat, friction-free, self-defining organizational settings.
RW: Most of us have "bosses." Most of us are assigned tasks.

Guru focus: "Getting ahead" means becoming a "Brand You," in a world where what our peers think of us is more important than the Boss's evaluation.
RW: Most of us still must cater to our bosses to get ahead.

Guru focus: "Cover boy" CEOs with G-4s, trophy wives, and the kids from all three marriages in prep schools with tuitions starting at $50K.
RW: Most of us work for government agencies or in schools or fire departments or in private companies perhaps run by the "millionaire next door," who owns two suits, a 2006 Lexus, stops in the coffee shop on the way to work, and sends his kids to public school.

Guru focus: New "virtual organization" forms of doing business; workplaces with hierarchy are "so yesterday."
RW: Most of us work amidst a rather clear "hierarchy" as depicted on a standard organization chart. (Though there are probably a few less layers then there were a few years ago.) (Want hierarchy? Try Home Depot.)

Guru focus: Creative right-brain weirdos, "with it" in these odd times.
RW: The majority of us are not "new age creatives," but are occasionally quite clever ... and pretty good at "blocking and tackling" in order to "get done what needs to be done."

Guru focus: The immediate threat, to millions upon millions, of being "outsourced."
RW: Most of us aren't especially threatened by the prospect of having our jobs outsourced to India or China or Romania.

Guru focus: Global enterprises "playing in the big league," in a "flat world."
RW: Many (most) of us are only marginally affected by globalization, and our firms don't sell more than a modest share of their products or, especially, services beyond our national borders. (The primary reach of the 18-person accountancy in a mid-sized city of 84,000 is perhaps three miles.)

Guru focus: A world where "the Web is everything, changes everything."
RW: Most of us haven't had our world turned anything like "upside down" by the Web, though the Web has surely had a significant impact. (We communicate with the plumber by Blackberry email from our car, but he's still 5 hours late!)

Guru focus: Our ability to be in instant communication with anyone, anywhere.
RW: Use email, but still practice MBWA—Managing By Walking Around.

Guru focus: An encompassing IS-IT strategy, with everything wired to everything else.
RW: While integrating IS is very important, most of us muddle through, trying to ensure that the IT-enhanced bits (the front-line sub-systems) are marvels of simplicity that deliver the goods for those front-line folks and their internal-external customers.

Guru focus: Strategic planners and CEOs desperately seeking "blue oceans."
RW: Most of us don't spend much or any of our day making grand plans. Never have. Never will.

Guru focus: Thinking "outside the box," of course.
RW focus: Most of us obsess on "doing," pretty much inside the box. (There are enough damn problems in the box—pissed off customers of long standing, etc.)

Guru focus: Complex "systemic change."
RW: Most of us believe in and spend our time doing on-the-cheap, rapid experimentation, picking off the "low-hanging fruit," muddling our way through to big change.

Guru focus: Imposing words-phrase such as "business models," "scalable," "strategic talent management," "customer-retention management," and "knowledge-management paradigm."
RW: Most of us try to use everyday language such as "the way we make a buck" (instead of "business model"), "let's grow this sucker" (not "Is it scalable?"), "hire good people and treat 'em well and give 'em a chance to shine and thank 'em for the stuff they do" (rather than "strategic talent management"), "bust our ass to keep our customers happy to keep 'em coming back" (instead of "customer-retention management"), and "share the stuff you learn with everybody ASAP, don't hoard it" (rather than "executing a knowledge-management paradigm").

Guru focus: Best data base + sexiest algorithms win in our customer-centric enterprise.
RW: Most of us spend our time on "trivial" acts of relationship building with customers, suppliers, leaders in our community, etc.

Guru focus: The relentless pursuit of "synergies."
RW: Most of us focus, focus, focus in order to stand a chance of succeeding in the marketplace. (Those astounding German "Mittlestand" companies again, or Larry Janesky, the dry-basement guy.)

Guru focus: Marketing sleight of hand!
RW focus: Sales! Sales! Sales!

Guru focus: Put the customer first!
RW focus: Put the front-line employee and the front-line manager co-first! (In order to maximize the odds of repeat business.)

Guru focus: Acquisitions and mergers aimed at expanding our "reach" and "market penetration" and "market share" amidst a zero-sum game, thus reducing risk courtesy a "diverse" portfolio and smothering ("killing") the competition.
RW: Play from our strengths, work like hell to enhance those strengths, and survive-thrive via "organic" growth and executing very, very well.

Guru focus: Totally "new rules for a new game," dramatic new "management tools" that "change everything."
RW: Most of us are learning new things, but nothing that's particularly "revolutionary" as we labor mightily (fulltime) "just" to "get stuff done," improve relationships, find good folks and keep 'em by showing appreciation and respect, and providing opportunities to get ahead.

Guru focus: Hiring PhD mathematicians to design obscure algorithms that allow the creation of the likes of "risk free" derivatives and, hence, stunning "competitive advantage."
RW: For most of us, snappy execution of the "timeless" "basics" is Job #1. (And Job #2. And Job #3.)

Guru focus: A fetish for the diabolically clever.
RW: Most of us know that "relentless" pounding and pounding and pounding, and then pounding some more, on those Golden Basics wins.

Guru focus: Built to last.
RW: Most of us muddle through, trying to make it to the end of the week while keeping our customers content.

Guru focus: Disruptive Innovation is #1.
RW: We "invent" everyday "tools," such as Xeroxed (paper) checklists, aimed at preventing "line infections" and thus saving thousands-of-lives-per-year of ICU patients, in the U.S. (In a similar vein, as it were, the British observers estimate that over ten thousand lives per year could be saved in hospitals by providing most patients with compression socks that help prevent deep-vein thrombosis.) (Call it "un-disruptive innovation," with inordinate power?!)

Guru focus: Describe "new age" mortgage bankers, loaded with "intellectual capital" and "integrated systems" who "package" loans as soon as possible and sell them to financial service institutions who create and sell derivatives based on the packaged mortgages—which are in turn re-packaged as super-derivatives.
RW: As, say, a young mortgage-lending officer in a town of 18,000, whose Dad runs a local car dealership, take Mary and John to lunch to get a grasp of who they are before lending them $450,000; and after the loan, call or drop by every, say, three or six months to see how things are going—even if all payments have been on time.

Guru focus: "Changing demographics," "the new Gen X world," as many discrete market segments as there are customers.
RW (I wish): Our primary customers [85% of the time] are women—find the right team [lotsa women in senior management] and go for it. We also, to make a buck, have gotta aim more at boomers or near-boomers, and "geezers" [who collectively have all the dough], and less on callow, so-called "trendsetter" youth.

There's my thirty—and I plead "guilty-as charged" to many-most of them!

To my mind, the words excellence and quality have always had similar connotations. So, one might reasonably assume that what's true for future excellence might also be true for future quality, and vice versa? Apparently not, it would seem! I have been working recently with one of the UK's most prestigious authorities on Quality. I suspect their "body of knowledge" on the subject of quality would rival that of most similar bodies around the world. However, when you get past all the contemporary language, their principal focus is still the application of retrospective static models of quality, which are supervised and certified by third-party process-conformance checking. It seems that a quality company can still market concrete life jackets providing they are all made the same way, all carry a stern danger-to-health warning, and the company has a clear complaints procedure!

Reading again through the string of interesting comments on Mike Neiss's recent "Hard Work Matters" blog and the debate about how Future Shape of the Winner compares with the Malcolm Baldrige quality award system has made we wonder if there are any quality assessment methodologies out there that can calibrate the impermanence requirement of future excellent companies. Is there a quality assessment tool that can accommodate hot words like "cherish" and "thrive"?

Henry Ford gave us the production line!
America henceforth ruled the world!

So goes the conventional wisdom concerning our astounding industrial might. Well, there's not much doubt about either the "industrial might" or the power projected thereby ... but the Henry Ford contribution may be a bit specious.

I love Boston. SF. L.A. London. Paris.
But my favorite city is, no contest ... Venice.
(Where I spent Christmas 2007.)

"Wee" Venice was a world power for about 600 years, and more or less ruled the world for perhaps 300 or 400 of those years (e.g., it conquered and controlled Constantinople for centuries). Venice cobbled together the first "imperialist" empire. Its "core competencies" (translation: strengths, stuff it was good at) were trading skills and the projection thereof courtesy a peerless navy.

The source of the Venetian Navy's excellence?
Mass production!

The Arsenale was Venice's highly fortified shipyard. The base procedure for shipbuilding was straightforward labor specialization in a fully developed production line format.

The Arsenale's product?

The world's most powerful and best-armed warships.

Turned out at the rate of ... one plus per day!

1/Day!
1/Day!
1/Day!

I love water!
I love strong navies!
I love skilled traders!
I love Venice!

I love the repeated stories of lasting (centuries) world dominance emanating from astonishingly small places with absolutely no natural resources but an abiding commercial-trading instinct (e.g., Venice, Rotterdam-Amsterdam, Lisbon, London).

I love the fact that the "excellence" of such places was soundly and more or less exclusively based on superior "distributed-decentralized network management" (traders, bourses, mapmakers, navies, old-style "internets" with numerous hyperlinks) emanating from highly developed "intellectual capital" and an untrammeled, incredibly competitive-Darwinian "entrepreneurial instinct."

(Alas, the Arsenale is in a state of disrepair, so you'll have to settle for a generic picture of Venice taken at sunset on Christmas Eve.)

I hope the figs in the Empire State Legislators' figgy puddings are mouthwatering. And I hope the "figs" in the ATA leaders' figgy puddings are collected directly from my barnyard in Tinmouth, VT.

CEO: Carly Fiorina. HP, not IBM, became the first $100 billion infotech company this year. Primary reason? The highly contentious, and surprisingly successful, Compaq acquisition and integration. (And, God knows, I don't ordinarily cheer such acquisitions—though I did, in this case, from the start.) Tenacious champion? Carly Fiorina! HP is now seen as a "consumer powerhouse." Laughable idea a few years ago. Transformation agent: Ms Fiorina. HP is "cool" with scintillating designs. Laughable idea just a few years ago. Transformation agent? Carly. New and not so nerdy "culture." Architect? Carly Fiorina. (And said cultural transformation, frankly, makes Welch's work at GE and Gerstner's at IBM a cakewalk by comparison.)

Do I give Ms Fiorina uniformly high marks? No. Does her successor, Mark Hurd, get significant credit? Absolutely. But make no mistake, Mr Hurd is executing Ms Fiorina's bold strategy and working with her altered culture. Period.

CEO: Arnold Schwarzenegger. President Schwarzenegger has made a miracle in my beloved California Republic. Not only has he done "great stuff"—he's retrieved California's swagger and indomitable spirit. Go, Guvenator!

Company: Basement Systems Inc. Love it when there is a superstar performer in a mundane business. Founder-CEO Larry Janesky has built a $50 million ++, fast-growing enterprise in the biz of providing dry basements—that are free of nasty mold and available as another (big) room in one's home. (Also see Larry's bestselling Dry Basement Science.)

Company: Jim's Group of Australia. Ditto. (You can see my biases here.) Jim Penman has 2,500+ franchises worldwide, doin' the stuff that busy working families don't have time to do—such as walkin' and washin' the family dog! (Also see, downloadable at Jim's website, What Will They Franchise Next? The Story of Jim's Group.)

Companies: Germany's Mittelstand—middle-sized firms. These high-value-added, niche superstars make Germany the world's #1 exporter! (The hell with the Giants.)

Companies and People: Private firms, Millionaires next door. The "gurus" never talk about the private firms—that constitute over half the enormous U.S. economy, and outperform the Monsters in the process. Our "gurus" ("our" includes me!) likewise never talk about that ordinary fellow-CEO up the hill running a biz that does uncool things, dressing in uncool garb, going to Disneyworld on holiday—and sporting a bank account to die for.

Person: Muhammad Yunus. Okay, I'm late to the party, but I didn't do MVPs last year, when Mr Yunus and his Grameen Bank won the Nobel Peace Prize for inventing and executing the practice of micro-lending. More cheers still to the 94% women entrepreneur-borrowers (and payers back!).

Market: Me! Boomers. Geezers. By the tens upon tens of millions. Money at the ready. (Lots and lots of. And time to spend it.) And insanely underserved by one and almost all. Here's how I put it in my presentations: "We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—and we will be the Center of your universe for the next twenty-five years. We have arrived!"

Message: Wise up! Wake up! Get rich!

Goats: Bill Sharpe et other "quants." The super-sophisticated mathematically marvelous quants with their derivatives of derivatives of derivatives promised us the end of systemic economic risk. Whoops—they gave us sleepwalkers just the opposite. When a couple of folks in Podunk missed a mortgage payment, the skyscraper of cards imploded. Bill Sharpe was among the Nobel-winning economists who took us down this prickly primrose path. May the milk in their Christmas puddings be curdled.

Hero: Warren Buffett. Mr Basics wondered about the value of the dull & dreary underlying asset (Mo and Maureen of Podunk's capacity to pay down their "cutrate" mortgage), and warned us about the freaky financial instruments that sat atop such "assets." Chalk another one up for Mr Buffett.

Chief Imagineer: Sheikh Mohammed bin Rashid Al Maktoum, ruler of Dubai. Just returned from Dubai. In my seminars I call its stunning development, on a desert flyspeck, the "single greatest act of human imagination in my lifetime." Congratulations to Sheikh Mohammed and his late father, Sheikh Maktoum.

Process & Simplicity: Checklists!! Complexifiers often rule—in part the byproduct of far too many "consultants" in the world, determined to demonstrate the fact that their IQs are higher than yours or mine. Enter Johns Hopkins' Dr Peter Pronovost. Dr P was appalled by the fact that 50% of folks in ICUs (90,000 at any point—in the U.S. alone) develop serious complications as a result of their stay in the ICU, per se. He also discovered that there were 179 steps, on average, required to sustain an ICU patient every day. His answer: Dr P "invented" the ... ta-da ... checklist! With the religious use of simple paper lists, prevalent ICU "line infection" errors at Hopkins dropped from 11% to zero—and stay-length was halved. (Results have been consistently replicated, from the likes of Hopkins to inner-city ERs.) "[Dr Pronovost] is focused on work that is not normally considered a significant contribution in academic medicine," Dr Atul Gawande, wrote in "The Checklist" (New Yorker, 1210.07). "As a result, few others are venturing to extend his achievements. Yet his work has already saved more lives than that of any laboratory scientist in the last decade." (I've attached a "Special Presentation" on this topic.)

Healthcare Providers: Planetree Alliance Members. The "Planetree Model" of "patient-centric" (ugly word, that) healthcare is the Real Deal. Asked to comment on the Planetree Alliance earlier this year, here's what I said:

"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 Griffin.

"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."

(I meant it—every word.) (See "Special Presentation" attached.)

Healthcare Heroes: Bloomberg School of Public Health at Johns Hopkins University. Dear God, what a history. As I said to the dean while visiting to make a presentation, "To make the alumni honor role, it seems, you must have saved a million lives or so"—and I'm not sure I was exaggerating. I'd add that the talk was my favorite of the year—I've never seen so many idealists under one roof! (Students, faculty, others.) By the by, hats waaaaaay off to Mike Bloomberg for his astounding support!)

Book: How She Does It: How Women Entrepreneurs Are Changing the Rules of Business Success, by Margaret Heffernan. America's 10 million++ women business owners and their impact on the economy remains our most under-reported business story. As Ms Heffernan puts it: "The growth and success of women-owned businesses is one of the most profound changes taking place in the business world today." Congrats to these gutsy heroes—by the million.

Book: Wikinomics: How Mass Collaboration Changes Everything, by Don Tapscott and Anthony Williams. We all can acquire literally millions of "business partners" with imaginative use of the Web. Collaboration on an almost infinite scale has arrived, for the wise.

Book, Instant Classic: The Black Swan: Impact of the Highly Improbable, by Nassim Nicholas Taleb. Black Swan told us about the likes of the sub-prime mess long before it happened. Most variation in outcomes (e.g., longterm profit or loss) is the product of a tiny handful of weird (outlier) events. NNT provides example after compelling example—and also illustrates the total impotence of traditional planning methods to cope with black swans.

That's it.

The invited experts weren't interested in stroking the authors' egos. Instead, seasoned professionals explained the ins and outs of business publishing and the speaking industry in ways that challenged common misperceptions. The presentations ranged from solid basics like revisiting core writing skills to the value of a good publicist and speaking agent to how to use the blogosphere to your advantage.

The message that rang loudest over the two days was the need for platform development—finding and honing ways to connect with one's audience. That seems like a fairly obvious branding message, but for people who have been focusing intently on written content, it requires serious gear-shifting to raise their heads from book writing and start marketing themselves. Most would-be authors think that if they can just land a good publishing deal, they can sit back and watch the royalties fill their bank accounts. That's very far from the truth. Publishers expect authors to not only submit a compelling manuscript but a public relations plan including an online presence (for more about this, see John Moore's post nicely excerpting Jeff Gomez's Print Is Dead).

It's clear that the folks at 8CR have an affection for mavericks. The event itself was held at the spectacularly inspiring Catalyst Ranch and the intensity with which people connected made clear how passionate we all are about sharing ideas. Have you planned an event that pushes your colleagues/employees/customers to the next level lately?

If you'd like to hear more about the event, check out the descriptions (numerous, but then, this was a conference about writing) from Kate, Barbara, Raj, Phil, Jose, Dan, Nick, David, Mike, Erika, and Kevin. For photos: Phil, Jose, 8CR.

Continued reading Pow-wow...

TrackBack (0) | Posted by Shelley Dolley | Comments?

Here's betting that when aviation history is written 25 years from now the Boeing Dreamliner will be more or less forgotten—and the A380 will get its own chapter.

I can hear the howls now—and I won't be around 25 years from now to pick up-pay off the debt, or if I am hanging in, unlike Peter Drucker, I damn well won't be prattling on about management.

In any event, hats off to recently maligned Airbus and the service fanatics at Singapore Air!

'Nuff said.

A few years ago, as I was working with Fast Company co-founder Alan Webber on the article, we were talking about In Search of Excellence, and the selection of companies for the book. In Jim Collins' Good to Great, he claims he started with a list of the top 1,000 companies (or some such) and, applying some hurdles (see below, re "hurdles"), came up with his sample. I said to Alan that we'd not done such a purported "scientific" thing. Instead, we'd gone around to McKinsey colleagues, academics, corporate types we knew, and so on, and asked about companies they thought were doing exceptional stuff (e.g., one of our neighboring firms was HP, then a fresh-caught $1 billion company—we put them on the list because they had a lot of out-of-the-ordinary practices, especially by 1979's standards). Thus, we were "unscientific" by some measures (scientific by the standards of "exploratory research," which this was) in developing a list of candidate companies. However, after we had our roughly 100 "nominees" we subjected them to steep long-term financial hurdles described in the book, and we were forced to prune the list to the final 43. And that's the story of our methodology, take it or leave it. Since our goal, demanded by our client, Siemens, was to find "interesting" "good" companies to analyze, we thought this was as good a way to go as any other—though there were, of course, a hundred ways we could have gone.

At some later point, Alan and I, in a rambling discussion, got onto the topic of "lies, damn lies, and statistics"—statistics, weird as it is, are a major hobby of mine. That's when I said something like, "Of course we know all this [Jim's way or ours] is to some extent phony baloney. That is, if you try enough variations of plausible, tough long-term financial hurdles—e.g., 10 years or 20 as the baseline—you can significantly influence the outcome." And that, of course, is true, as any business analyst of any seniority knows—change an assumption by a dab here and a smidgen there, and a questionable project looks like the pot of gold at the end of the rainbow—Defense acquisition projects being one glaring example. I suspect it was this latter discussion that may have influenced the headline writer.

So it goes, and thence it's my own damn fault. I unhesitatingly acknowledge that in the social sciences it's not too hard to reach varied results depending on the measures you decide to use. But that's a country mile from "We faked the data." So you can take that explanation, or leave it, but there it is.

This happened last night, September 1, 2007. You can read all about it at Boston.com. Congratulations, Clay!

P.S. We'd love it if all of you would post your congratulations to him in our comments.

I grew up 30 miles from Washington, and saw my first major league game at Griffith Stadium in D.C., probably about 1949. Though some of my learned fellow baseball pals of that era were Christy Matthewson [NY Giants hall of fame pitcher] defenders, I was adamant that The Big Train, as he was called, was the best pitcher ever. In fact, I still am adamant.

So Happy 100, ghost of The Big Train.

(Why does this belong in this Blog? Because it's a gorgeous, hot summer day—and if you are not musing on Walter Johnson today, then in my book you've got a problem. And, since this is, in a sense, my "book" ...)

*Book was impetus for:

    Excellence "Industry"
    Anti-Excellence "Industry"
    Multi-billion $$ "Management guru" INDUSTRY

*Don’t take yourself too seriously!!!!! (Read Nassim Nicholas Taleb's Fooled By Randomness—my bible.)
*MANAGEMENT IS NOT NOT NOT A "SCIENCE" (!!!!)
*TP to audiences: "If you followed In Search to a T you were obviously an idiot and deserved your sorry fate; it's simply meant to be 'helpful,' no more and no less. It's entirely up to you and your judgment as to how far to go, if anywhere." (Any idea/s taken to its/their extreme will get you in trouble—e.g., religious ones.)
*TP: "'Halo effect?' I WISH IT WERE TRUE!" (I.e, that "everyday" service industries treated their employees like Wegmans does.)
*Conjectures lead to refutations. (Duh.) (Popper, philosopher of science, Conjectures and Refutations) (Success stories vs failure stories; Freud/broken personalities vs. Maslow/healthy personalities)

*FYI, or, rather, for what it's worth, perhaps not much):

    Excellence Index: 1982-2002/Forbes.com
    [20th anniversary of Search]

    DJIA: $10,000 yields $85,500
    EI: $10,000 yields $140,050

    (Forbes/Excellence Index/Basket of 32 publicly traded stocks from In Search of Excellence)

    (Ever so many management book authors feel it's necessary to begin with "Most of the companies in In Search of Excellence failed." This is hardly "proof" that such an assertion is wrong, just "a little counter-evidence.")

* The "stuff" can't hurt (e.g., women, design, customers, people, MBWA, X-functional co-operation, soft is hard [numbers "soft," people-customer-execution orientation/obsession "hard"], EXCELLENCE per se as aspiration, action beats talk, screw-ups normal & necessary, flowers, "thank you," Enthusiasm, hire enthusiasts) "Tom, it [YPO seminar in '83] was a blinding flash of the obvious"—Manny Garcia, Burger King's #1 franchisee at the time)
(McKinsey "7-S model" [strategy, structure, staff, etc.] 8 "basics" of Search)

*Not RULES, but a little motivation/some "stuff" to get you (seminar attendee) going
*TP, 2007: "My principal goal is to remind you of stuff you already know, but which often gets lost in the course of taxing everyday affairs."

*CONTEXT! CONTEXT! CONTEXT! (1982's "Strategy obsession" vs our emphasis on Execution-"Organization"-"Organizational effectiveness")

*Didn't purport to be "Hard research." (Instead, "exploratory research"; i.e., taking a first look at an interesting notion)

*FYI:

Comment @ tompeters.com/June 2, 2007: "As an attendee of the CO-OP Financial Services Conference, I had the opportunity to see Tom's presentation on 6/1/07. For me, the man and the message were both truly inspiring. Tom helped remind me of why I decided to accept the CEO position at my credit union nearly seven years ago. His presentation also served as a much needed slap in the face by showing me how much I have unintentionally strayed from the original vision I was given. I have allowed the influences of generally well intended external forces to move me, and therefore my credit union, off track. As a result, we have become entirely too wrapped up with trying to be 'one of the big guys,' way too risk averse, afraid to fail and slow to act as a result of 'paralysis by analysis.' It's time to change all of that! Thanks very much and God bless!" (Posted by Wally Murray at June 3, 2007, 9:16 AM)

NOT MEANT TO IMPLY A "TYPICAL COMMENT," SIMPLY TO SUGGEST WHAT "THEY" CAN GET OUT OF "IT." (Will he follow up? God alone knows. And, sorry, not my problem—I live to stir things up; hey, one can only do so much, especially at 64 [64 = me, Harrison Ford, Paul McCartney—a little left in us old boys?])

[CM note: The article we link above is an excerpt from Knowledge@Wharton.]

Winston Churchill, We shall fight on the beaches, June 4, 1940
John F Kennedy, Ask not what your country can do for you, January 20, 1961
Nelson Mandela, An ideal for which I am prepared to die, April 20, 1964
Harold Macmillan, No going back, February 3, 1960
Franklin Delano Roosevelt, The only thing we have to fear is fear itself, March 4, 1933
Nikita Khrushchev, The cult of the individual, February 25, 1956
Emmeline Pankhurst, Freedom or death, November 3, 1913
Martin Luther King, Jr., I have a dream, August 28, 1963
Charles de Gaulle, The flame of French resistance, June 1940
Margaret Thatcher, The lady's not for turning, October 10, 1980
Jawaharlal Nehru, A tryst with destiny, August 14, 1947
Virginia Woolf, A room of one's own, 1928
Aneurin Bevan, We have to act up to different standards, December 5, 1956
Earl Spencer, The most hunted person of a modern age, September 6, 1997
[Some have audio; others don't. And to date, the first seven are available; the rest are to come.—CM]

You can read transcripts, as well as listen to the actual speeches at www.guardian.co.uk/greatspeeches. I've just listened to the Winston Churchill speech, which took place shortly after the Dunkirk Landings—it really conjoured up the spirit of the moment in a chilling way.

What do you think of the list—which do you think is the finest of them all, and is there any one that you would have added to that list?

I received a gorgeous book, Crawl Space Science: What to Have Done ... And Why, by Larry Janesky. The book has sold 115, 000 copies! Larry runs Basement Systems Inc., of Seymour, CT. The book is graphically brilliant (he gives credit to Re-imagine!), easy to use, astoundingly informative—and I got it just as Susan and I were in the midst of discussing a new use for our moldy basement.

Professionally, there is simply nothing I love ... LOVE ... more than Excellence in "impossible" places!!!

(Recall my recent riff on Jim Penman's Jim's Group—2,600 franchisees in Australia, NZ, UK. Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. Etc.)

Why, why, why do the likes of me and Jim Collins and Ram Charan keep using, almost exclusively, large, publicly traded companies as exemplars? Laziness? (Exception, touted here before: Small Giants: Companies That Choose To Be Great Instead Of Big—by Bo Burlingham.)

Go, Larry!
Go, Jim!
Go, Bo!

[NB: Did I mention that Larry's business has grown like Topsy, with revenue now topping $50,000,000!]

Time: 4 minutes, 59 seconds

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